Performance Management in Public Service of Kenya – a Practical Approach for PAS using revised GP 247A tool

You have been appointed as an officer in-charge for Station. You are feeling stressed because you were not thoroughly prepared for this promotion and the shared responsibilities that accompany it. It is the end of the financial year. The Authority to Incur Expenditure (AIE) reports will be much easier because there are other stakeholders in the system that will show you the ropes. The biggest challenge arises from completing GP247 (Revised GP37); this is Performance Appraisal Subsystem that was cascaded from Performance Management System.

Performance Management System is defined by Michael, 2009 as a processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. Michael, 2009 also defined Performance Appraisal “The process of evaluating how well employees perform their jobs when compared to a set of standards, and then communicating that information”.  It is It been noted that it is major problem for most Public Officers to implement this partial 360 Degree Feedback and Performance Appraisal System; stating with the officer being appraised, the first supervisor – who is you now and the second Supervisor whose role is like of an umpire in a hockey match.

 The focus for HR management is to contribute to the success of organization. The figure below depicts the key to enhancing organizational performance by ensuring that human resources activities support organizational efforts focusing on productivity, service, and quality. To accomplish these three goals, HR management is composed of several groups of Interlinked activities: HR activities, Organization and Environment. However, the performance of the HR activities  ( HR Planning and Analysis, Equal Employment, Staffing, HR Development, Compensation and benefits, Health, Safety and Security, Employee and Labour / Management Relations) must be done in the context of the organization  (Nature of Organization, Mission, Structure, Culture, Size, Operations) which is represented by the inner rings in figure. Additionally, all managers with HR responsibilities must consider external environmental forces such as legal, political, economic, social, cultural, and technological. When addressing these activities. These external considerations are especially important when HR activities must be managed whether locally or regionally or internationally

 HR Activities

 Source: Michael, 2009

Figure: Human Resource Activities interlinked with the Goals of the organization in an environment

On GP 247, the section of assessment of Values and Competencies is particularly tricky when it comes to rating the values / competencies of the appraisee’s. This should not be case because the developers of this important tool in Human Resource also created a supplementary publication titled “Guide to the Performance Appraisal System in the Civil Service and Local Authorities”. This tool  will hopefully be revised to comply with the dispensation of the Constitution of Kenya 2010 which was promulgated on 27th August 2010 and heralded the transition for a Devolved Government System of County Governments. The implementation process has repealed Local Government Act (CAP 265) when the Urban Areas and Cities Act was commenced. The Local Authorities previous known as City Councils, County Councils, Municipal Councils and Town Councils. These will now exist as Decentralized Units under the County Governments and responsible to the Governor of the respective County through a management board after being conferred on the status of either a City or Municipal or Town. Of course the County Executive will be Public Service Management and Administration Agency of the County Governments.

However this supplementary publication is not easily available. Because it was paper based and as typical in the Government record keeping systems. It may have been filed and the file archived. Yet the document is expected to be your current reference resource. This guide can be found now at You also can request a copy from author of this article.

2.0 Performance Score Rating

Back to the challenges of filling the form. How have you been rating the core values? For example integrity. Did you state good or bad or excellent. That statement is inappropriate. What of core competences? See below the recommended text and illustrated Objectives, Performance Targets and Mid Year Performance Reviews. Remember the score grading are given as follows:

i. 101% – Excellent Performance. When All performance Appraisal consistently exceeded;

ii. 100% – Good Performance. When All performance targets fully met;

iii. 80% – 99% – Fair Performance. When some performance targets fully met.

iv. 70% – 79% – Poor Performance. When the Targets are partially met.

v. below 70% – Very Poor Performance. When Targets not met. You should not be surprised that a score of 70 % which is an A grade is rated very poor! These are your own targets you have set and therefore you ought to score 100% minimum expectation.

I believe this article will improve your performance as you deliver quality services to the citizens /customers. Success in your endeavors.

3.0 How to Rate Values and Competencies

Sample Filled in forms – Objectives, Performance Targets and Mid year Performance Review

Sample filled section – Objectives

Departmental or SAGA’s Objectives

List the Departmental priority objectives from which performance targets will be derived:

  1. Control the Entry and Exit of Persons.
  2. Issuance of Travel Documents to Kenyans.
  3. Regulation of residency and Employment of Non- Kenyans

Table 1: Sample filled in forms –Performance Targets


Agreed Performance Targets (To be completed by the Appraisee as agreed with the Supervisor at the beginning of the Appraisal period)                                                     Performance Indicators/Proof of Performance (To be completed by the Appraisee in consultation with the Supervisor at the beginning of the appraisal period) To be completed by the Supervisor at the end of the appraisal period
Results achieved Performance Appraisal (See rating scale)


To clear arriving Passengers and Vessels


80 Passengers

55 Vessels

98 Pass.

60 Vessels



109 %

2 To clear departing Passengers and Vessels


80  Passengers

50 Vessels

92 Pass.

56 Vessels



3 To examine Travel Documents and Profiling of all Passengers


All Passengers 100%
4. To issue and renew Port Passes to Crew Members


All Crews 100%
5 To enable voluntary Repatriation for Refugees 10 Repatriates 15 Repat. 150%
Total score on performance targets 809%
                                                Mean score /Appraisal score (%) 115
3 (b) Appraisal results for the previous year (%) 105

Table 2: Sample filled in forms – Targets Varied Mid Year

Case: Targets Varied Mid Year (Not varied)


Targets changed or added as agreed during mid year performance Appraisal Performance Indicators/Proof of Performance (To be completed by Appraisee during mid year review) To be completed by the Supervisor at the end of the appraisal period
Results achieved Performance Appraisal by the Supervisor (See rating scale)
1 Not Applicable (N/A)

























Supervisor’s Name …………… Signature ……………..Date ……………………………….


Note:  In the event of an Appraisee’s transfer, promotion, redeployment or assignment of other duties other than those specified at the beginning of the appraisal period, the Appraisee’s performance shall be assessed on a pro-rata basis.


Table 3: Sample Filled in forms with recommended text – Staff Values




Comments (Choose one appropriate sentence)
Integrity Demonstrates and upholds Civil Service and Authorities values as stipulated in the Public Officer Ethics Act.

Acts without consideration of personal gain.

Does not abuse power or authority.

Takes prompt appropriate action in cases of unprofessional or unethical behaviour.

Respect for National/Gender Diversity Works effectively with people from all backgrounds.

Treats all people with dignity and respect.

Shows respect for and understanding of diverse points of view and demonstrates this understanding in daily work and decision-making.

Does not discriminate against an individual or group.

Includes a gender perspective in substantive work

Recognizes the strengths in national diversity and takes measures to harness them.

Appreciates cross-cultural uniqueness and recognizes differences in socio-economic status.

Meritocracy Demonstrates talent and competence/ability to perform.

Putting systems in place where merit is recognized in accordance with people’s abilities and achievements.

Fairness Treating all equally and reasonably
Confidentiality Understands the classification of official documents and the principle of “the need to know”. Complies with Official Secrets Act.

Table 4: Sample filled in forms with recommended text – Core Competences


Core Competences Comments (Choose one appropriate sentence)
Customer/Citizen Focus Identifies customers’ needs and matches them to appropriate solutions.

Conforms to the provisions of the Ministry’s/Local Authority’s Service Charter.

Keeps customers informed on progress or setbacks in service delivery.

Meets timelines for delivery of services to the customer.

Professionalism Demonstrates professional competence and mastery of subject matter.

Shows pride in work and achievements.

Is conscientious and efficient in meeting commitments, observing deadlines and achieving results.

Is motivated by professional rather than personal concerns.

Shows persistence when faced with difficult problems or challenges

Remains calm in stressful situations.

Technical Competency Command and use of relevant technical and job related knowledge and skills.

Possession of the relevant technical knowledge and skills and the ability to use or apply them.

Communication Speaks and writes effectively.

Listens to others, correctly interprets messages from others and responds appropriately.

Engages in two-way communication.

Tailors language, tone, style and format to match the audience. Demonstrates openness in sharing information and keeping people informed.

Team work Works collaboratively with colleagues to achieve organizational goals.

Solicits inputs by genuinely valuing others’ ideas and expertise.

Willingness to learn from others.

Places team agenda before personal agenda.

Builds consensus for task purpose and direction with team members.

Supports and acts in accordance with final group decisions even when such decisions may not entirely reflect own position.

Shares credit for team accomplishments and accepts joint responsibility for team shortcomings.

Time Management


Ability to work on schedule and to meet deadlines.
Continuous Learning and Performance Improvement Continuously seeks to develop oneself professionally.

Shows willingness to learn from others.

Table 5: Sample filled in forms with recommended text – Managerial and Supervisory Competences

Competency  State one appropriate sentence and Edit accordingly either +vely or –vely in columns on right hand side. Appraisal (Positive comments) (Negative comments)
Planning and Organizing Sets clear objectives and works towards their achievement.

Establishes and adheres to realistic work plans and time tables.

Works within budgetary, policy and authority guidelines.

Training and Development of Staff Coaches and mentors staff to raise their level of competence.

Identifies staff performance gaps and recommends appropriate training programmes.

Offers guidance to staff to enable them take up more challenging assignments and responsibilities.

Accountability in Managing Resources Plans prudent utilization of scarce resources to meet goals and performance Targets.

Organizes and oversees work processes to achieve quality results within budgetary Provisions.

Takes responsibility for own actions and honours commitments.

Operates in compliance with organizational regulations and rules.

Risk Management Anticipates and minimizes the possibility of damage, destruction or loss.   


Judgment and Objectivity Identifies the key issues in a given situation.Gathers relevant information.

Thinks quickly, logically and accurately in making a decision.

Makes timely decisions in the interest of the Service.



Managing and Evaluating Performance Sets clear objectives and targets and clarifies responsibilities and reporting lines to each staff member. Delegates appropriate responsibility, accountability and decision-making authority.

Allocates resources needed to accomplish tasks and matches tasks to skills.

Supports the development and career aspirations of staff.

Carries out regular staff performance appraisals.



Promoting use of Information Technology Takes an active role in introduction and application of Information and Communication Technology (ICT) at the workplace.   



4.0 References

Michael, A., (2009). Human resource management, (9th Ed), Prentice Hall.

National Council for Law Reporting , Constitution of Kenya 2010, Nairobi.

National Council for Law Reporting , County Governments Act 2012,  Nairobi.

National Council for Law Reporting , Transition to Devolved Government Act, Nairobi.

National Council for Law Reporting , Urban Areas and Cities Act, Nairobi.

Republic of Kenya, (2008), Guide to the performance appraisal system in the civil service and local Authorities, Government Printer, Nairobi.

Republic of Kenya, (2008), Staff Performance Appraisal Report GP 247 A (Revised 2008), Government Printer, Nairobi.

About the Author

2 thoughts on “Performance Management in Public Service of Kenya – a Practical Approach for PAS using revised GP 247A tool

  1. peter lagat - February 5, 2014 at 8:55 pm

    This article will go along way in improving the forms (tool) used in Performance Appraisal. Also it can be used to carry out a HR survey.

  2. Margaret Wangari - March 16, 2017 at 9:43 am

    This is very helpful. A majority of us have been struggling especially on the area of core values/competencies. Thank you Gabriel.


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