Chapter 1

Introduction

1.1 Background of the Project

A personnel file is maintained for each employee. These personnel files contain confidential
documents and are managed and maintained by Human Resources staff. Personnel files are the
main employee records utilized by the employer, the employee, and the employee's manager, in
some companies. In others and this is the recommended approach access to the employee personnel
file is restricted to HR and the employee under supervision. Typical documents in a personnel file
include the employment application, a family emergency contact form, documented disciplinary action
history, a resume, the employee handbook receipt employee sign off, at-will employer sign off sheets,
the periodic appraisal, job evaluation, or performance development plan, training certificates and
attendance evidence, and current personal contact information about each employee. Not all
personnel files contain the same documents but each personnel file has some documents that are the
same. Documentation of an employee's performance doesn't belong in the personnel file unless it
warranted disciplinary action, an award, or some other sign of outstanding achievement. Such
everyday performance notes belong in the file that managers keep to track the performance, goals,
and contributions of their employees (Heathfield, 2018).

Managing employee performance deals with an organization's strategy, policy and practices
with respect to establishing performance expectations for its employees, along with measuring and
monitoring the results. A comprehensive performance management system can play a strategic role
in attracting and retaining key employees. It can also help significantly improve a company's overall
business performance (SHRM, n.d.).

Businesses would do well if they continuously groom their employees. This would pave way
for improved performance. Not only does it help businesses to meet their goals and objectives, it can
also keep employees meet the challenges and remain loyal to their organizations. Techniques focus
on individual employees as well as the overall staff. Employers might want to equally help someone
doing brilliant work as well as the one with no potential to develop. Therefore, saving on recruiting
costs, a staff who already does great work might require a boost to qualify for the next promotion or
receive some additional bonus in the salary (tutorialspoint, n.d.).

According to Ma’am (Montecillo, 2018), Human Resources (HR) officers are responsible for
hiring, developing and looking after employees. This involves functions such as training and
monitoring performance. Municipality of Lugait is a 2 nd class municipality in the province of Misamis
Oriental composed of 70 regular employees and 264 job order employees. Municipality of Lugait has
12 departments which are the PNP/BFP Station, Sangguniang Bayan Office, Health, Mayors Office/
DSWS, MPDC/MBO, LCR, Accounting Office, Treasurers Office, Engineering Office,
CTEC/MEEDO/PESO, Assessor/DA Office and DILG/BUTEL/BIR/PHILPOST/COMELEC.
 The employees are required to submit Personal Data Sheet which is needed to be updated.
The attendance record of the employees is needed to be monitored including the employee’s
performance records that are kept in the folder. The proposed Employees Performance Monitoring
System will be able to retrieve historical data for employee’s performance in order for the
Performance Management Team (PMT) to see the progress of the individual performance of
employees and for the office performance. And can rate the IPCR and OPCR through online and it
will automatically generate reports for the summary of performance evaluation to be submitted to the
Civil Service Commission semi-annually for the IPCR and annually for the OPCR.
1.1.1 Narrative Listing of the Existing System

These are the forms and journals under the Strategic Performance Management System
(SPMS) of Municipality of Lugait, Misamis Oriental:

 Personal Data Sheet

 SPMS Calendar
 Success Indicator
 Individual Performance & Commitment Review Form (IPCR). All employees shall
accomplish their respective IPCR to establish the individual performance
commitments for the rating period.
 Office Performance Commitment & Review Form (OPCR). All Head Offices shall
accomplish their respective OPCR’s.
 Performance Monitoring and Coaching Journal which is submitted by the Head
Offices quarterly.
 Performance Monitoring and Coaching (Tracking Tool for Monitoring Targets)
 Performance Monitoring and Coaching (Tracking Tool for Monitoring and
Assignment)
 Performance Rewarding and Development (Professional Development Plan)

 The Individual Performance Commitment and Review (IPCR) Process

Figure 1-1 Flow Chart for Individual Performance Commitment and Review Process
 First the HRMO prints the IPCR form which will be given to the employees then the
employees will manually fill up the IPCR given to rate themselves according to their performance from
1-5 or from poor to outstanding, they will submit it to the head of office in order to be reviewed and
approves the individual employees performance commitment and review form for submission to the
HRM Office. After all the IPCR given, the HR will transfer it one by one to the electronic spread sheet
and arrange it according to the departments where they belong and will prepare the Summary List of
Individual Performance Rating which is a time consuming process for calculating the average. HR
calculates the total average rating of every employee in numeric and adjectival and will calculate the
individual ratings to get the average rating of every division; she will get the average of every division
then calculate again to get the whole average for that particular office. The summary list of Individual
Performance Rating will be approved by the SPMS Champion or the Mayor then submits it to the Civil
Service Commission in Cagayan de Oro semi-annually.

 The Office Performance Commitment and Review (OPCR) Process

Figure 1-2 Flow Chart for Office Performance Commitment and Review Process

The Head Offices submits the overall calculated ratings of the OPCR for their offices to the
Planning Office. The Planning and Development Office collects all the OPCR given by the Head
Offices and will consolidate, review, validates and evaluates the initial performance assessment of the
Head Offices and will submit to the Performance Management Team (PMT) to recommend the
approval of the OPCR to the Municipal Mayor and submits the OPCR to the Civil Service Commission
annually.
  Daily Time Record (DTR) Process

Figure 1-3 Flow Chart for Daily Time Record Process

The Human Resource prints the DTR for the regular employees then the employees will submit it to
the mayor for signing the DTR, the employees will give the DTR back to the Human Resource. The
HR will transfer all the attendance record for the whole employees in the overall DTR Sheet, and then
the HR will transfer it to the electronic spreadsheet for the soft copies and for the calculation of total
employees presents, absences and late. The Job Order employees will provide their own DTR Forms
which will be signed by the head office and the HR with the same process in transferring and
calculating, the DTR will be collected every 15 days.

 Personal Data Sheet (PDS) Process

Figure 1-4 Flow Chart for Personal Data Sheet Process

Upon the filling up of PDS Form, employees will fill it up manually then the form will be submitted to
the head office for review if there are any erasures, if erasures are seen the Head Office will let the
employee to fill up another form then submit it again to the head office for review. If there are no
problems seen then it will be submitted to the HR which is really a work redundancy.

 History Data Retrieving Process

Figure 1-5 Flow Chart for History Data Retrieving Process

For retrieving the files it really takes time to retrieve for having a huge number of employees. The
Project Management Team (PMT) will manually scan the previous records one by one to see if there
is a progress happened in every evaluation, the PMT also identifies potential top performers and
provide inputs to the PRAISE committee for grant of rewards and incentives.

 Evaluation of Employees and Offices Process

Figure 1-6 Flow Chart for Employees and Office Evaluation Process
The IPCR and the DTR are the basis in evaluating the Employee’s Individual Performance, DTR is not
the criteria but it influences in consolidating the evaluation of employees. If employee gets poor or
unsatisfactory result the Performance Monitoring and Coaching is applied and when an employee
gets outstanding performance in the evaluation then the Performance Rewarding and Development is
applied.

 Late and Leave Credits Process

Figure 1-7 Flow Chart forLate and Leave Credits Process

Employees will give their DTR to the HR then the HR will collect the DTR of employees every 15
days, then the HR will sum up all the late of the employees at the end of the month. Then the HR will
record it and will deduct in their leave credits.

1.2 Issues and Problems

These are the problems and issues identified:

 Work and Data Redundancy upon submission of:

 DTR
-Work and data redundancy occurs because of the series of transferring the
DTR records manually as mentioned in the DTR process.

 PDS
-As mentioned in the PDS process redundancy occurs because when
employee has erasures upon filling the PDS Form they will be given another
form to fill it up until no erasures and unfilled parts seen.
  Time Consumption in

 Rating the IPCR and OPCR

-Preparing the Individual Performance Commitment and Review Form (IPCR)
and Office Performance Commitment and Review Form (OPCR). In terms of
preparing the Individual Performance Rating the HR really does a manual work
because they will give the hardcopies to the employees for them to rate
themselves according to the accomplishments of their tasks, the employees
were given 15 days to rate. After that the HR will collect the IPCR’s then
transfer it to electronic spread sheet for preparation of the Summary List of
Individuals Performance that will take a whole day to do, as well as the OPCR.

 Historical Data Retrieving for Performance Record

-One by one upon retrieving the employee’s performance record by scanning
the stored folders and it will take 1 or 1 and half day to see if the performance
of all the employees has progress. It will take half day or less upon identifying
the employees who has good performance that is qualified for the grant of
awards and incentives.

 PDS Retrieval
-The Municipality of Lugait, Misamis Oriental encounters problem in terms of
time consumption upon the employee’s Personal Data Sheet Retrieval.
Because of the not so organized files thus the number of employees they have,
it will take 1 day or less for the HR to retrieve every PDS of employees to be
updated annually and to generate reports based on the previous records.

1.1.2 Statement of the Problem

By still using the traditional paper and pen system it causes time consumption, work
and data redundancy that extends the data retrieval for generating reports and prolonging the
process of submitting PDS and DTR Forms that may result to delay.

1.3 Objectives of the Project

This section shows the general objectives and specific objectives of the problem which the
developers will identify and will accomplish.

1.3.1 General Objective

To develop a Web-based Employees Performance Monitoring System for Municipality
of Lugait, Misamis Oriental.
 1.3.2 Specific Objectives
By following the Modified Waterfall methodology the propose system is expected to:

 To gather information by conducting an interview

 To create a conceptual design based on the information gathered
 To design and develop a Web-based Performance Management Information System
for Municipality of Lugait, Misamis Oriental using SublimeText for text editing; MS
PowerPoint and MS Microsoft Word for the diagrams; XAMPP (Cross Platform,
Apache, MariaDB, PHP, Perl), Visual Studio Code, JavaScript and Bootstrap for
development.
 To test and evaluate the developed system in terms of its Functionality Test, Usability
Test and Acceptance Test using System Usability Scale (SUS Plus).
 To design the deployment scheme for the application system.

1.4 Scope and Limitation of the Project

This section discusses the scope and limitations of the developed project. What the
developed system can do and what it cannot do.

1.4.1 Scope of the Project

The proposed project will include forms that can be filed and submitted through online
and these are:

 Personal Date Sheet

 SPMS Calendar
 Individual Performance & Commitment Review Form (IPCR)
 Office Performance Commitment & Review Form (OPCR)
 Performance Monitoring and Coaching Journal
 Performance Monitoring and Coaching (Tracking Tool for Monitoring Targets)
 Performance Monitoring and Coaching (Tracking Tool for Monitoring and
Assignment)
 Performance Rewarding and Development (Professional Development Plan)
 Application for Leave
 Employees Leave Cards

 Employees can rate IPCR online

 Head Offices can rate OPCR online
 Can update the employees Personal Data Sheet
 Can retrieve employees previous performance record
  Human Resource Management Officer can directly generate reports of the IPCR and
OPCR Summary that are needed if the Civil Service Commission asks to submit
them.
 Employees will be informed if their submitted forms and applications are approved or
not via notification.
 The human resource, office head and the mayor can view forms and
approve/disapprove applications filed or submitted by the employee through online.
 Can directly identify the qualified employees for promotion based on the employees
performance record.
 Can monitor employee’s attendance that will directly count its late that will be
deducted to their leave credits.
 Presentation of attendance (present, late & absences) using line chart for every
employee.
 Presentation of Individual Employees Performance from their previous record to the
present year using bar graph to monitor if the employees performance is improving or
not.
 Presentation of Office Performance from their previous record to the present year
using bar graph to know if there is a progress in their performance.
 Monetization of leave credits

1.4.2 Limitation of the Project

These will not be catered on the proponents proposed project:
 Payroll and Tax administration
 Recruitment and Selection
 Separation

1.5 Significance of the Project

The Human Resource has a huge role, it follow government rules and regulations. It’s very
hard for them when they encounter such delays in the process because it will affect or it will make a
huge impact in their municipality.

Since the proposed system is a web-based all employees can edit and update their PDS
through online. The personal data sheet will sort directly if there is a new PDS inserted and provides
up to date records. The employees can also rate their IPCR and submit them to their head office for
review and to the HR online for getting the IPCR Summary. The proposed system will also calculate
the average of every employee’s in terms of rating their IPCR including the ratings of OPCR.
Performance Management Team (PMT) can easily retrieve historical data for the previous employee’s
performance record in order to see if there is a progress on the employee’s and office performance,
instead of scanning them one by one, they can retrieve it by just clicking. The said system will
automatically generate needed reports regarding the Performance Management when the Civil
Service Commission ask to submit them. It will also monitor the employee’s attendance for their
absences and late that will be deducted on its leave credits. The proposed system will present graphs
in attendance, employees previous to present IPCR and OPCR rating in order to determine easily if
the performance is improving or not.

1.6 Methodology
The developers decided to use Modified Waterfall as a guide in developing the Employees
Performance Management System. In this section, the development of the said project will be
discussed, especially the methods or the System Development Life Cycle (SDLC) that the developers
used in accomplishing the project. The developers have decided to use the Modified Waterfall Model
as the guide for the development of the Employees Performance Monitoring System.

These phases of the Modified Waterfall Model should be followed in sequence:

1: Requirement Gathering and Analysis Phase
2: System Design Phase
3: Coding Phase
4: Testing Phase
5: System Deployment and Acceptance

Figure 3-1 Modified Waterfall Model

As shown in Figure 3-1 the Modified Waterfall Model provides an orderly sequence of development
steps with some flexible iterative stages to facilitate the adequacy of documentation and design
reviews to ensure the quality, reliability, and maintainability of the developed custom software
(Modified Water Fall Model, 2018).
 1.6.1 Requirement Gathering and Analysis
Modified Waterfall Model first phase which is gathering data and information that
contains the issues and problems encountered by the client. The developers identify a
particular client which is the Human Resource Management Officer at Municipality of Lugait,
Misamis Oriental. We conducted an interview to the HRMO Mrs.Montecillo to gather
information about their management flows and processes. We gather information by jotting
down notes and through recording. The client even provided us their Performance
Management System Process hard copy and sample forms. Through conducting a series of
interview the problems were identified that IT students can help in order to give solutions to
their problem.

1.6.2 System Design

The second phase which is the System Design is where the collected information will
be represented. The gathered information uses by the developers in order to create a
conceptual design. The developers will also include diagrams that will help upon representing
the proposed project that are shown below.

 MySQL Workbench
MySQL Workbench simplifies database design and maintenance, automates time-
consuming and error-prone tasks, and improves communication among DBA and developer
teams. It enables model-driven database design, which is the most efficient methodology for
creating valid and well-performing databases, while providing the flexibility to respond to
evolving business requirements. Model and Schema Validation utilities enforce best practice
standards for data modelling, also enforce MySQL-specific physical design standards.

 Entity Relationship Diagram (ERD)

An entity relationship diagram, also called as an entity-relationship (ER) diagram, is a
graphical representation of entities and their relationship to each other, typically used in
computing in regard to the organization of data within databases or information system
(Gabry, 2016).

 Context Diagram
This section describes the overview functionalities required by the external entities. It
shows the systems boundaries.

This context diagram shows the data in and data out of the employee’s performance
management system which has 3 modules.

 Use Case Diagram

This section is a methodology used in system analysis to identify, clarify, and organize
system requirements. It is made up of sets of possible sequences of interaction between
system and users in particular environment and related to particular goal.
1.6.3 Development/Implementation
This phase is the development or implementation; where developers start to code to have
functional software. The developers identified some tools to use in developing the Employees
Performance Monitoring System.

1.6.4 Testing
This phase identify if the developed system meets the client’s expectations and satisfaction
upon using the system. And will know if the developed system is really a solution to the identified
problems and issues. It also shows if the system developed is a functional, usable and can pass the
users acceptance. If the testing passes you may proceed to the next phase.

1.6.4.1 Testing Tools

Below are the testing tools the proponents will use.

 Functionality Testing
It is software testing process used within software development in which
software is tested to ensure that it conforms to all the requirements. It is also a way of
checking software to ensure that it has all the required functionality that’s specified
within its functional requirement (techopedia, 2018).

The proponents will use Task-Based Scenarios to test if the proposed system
is functional. There are list of tasks that the user will be performing. With the help of
this tool, the proponents can compare the time duration using the traditional way and
the proposed system of the proponents in preparing and monitoring the employees’
performance.

 Usability Testing
The proponents will use usability testing in order to determine if the proposed
design system is user-friendly. According to(Improving the User Experience, 2018),
System Usability Scale (SUS) provides a ‘quick and dirty’, reliable tool for measuring
the usability. It consists of a 10 item questionnaire with five response options for
respondents; from Strongly agree to Strongly disagree. It allows you to evaluate a
wide variety of products and services, including hardware, software, mobile devices,
websites and applications.

To calculate the SUS score, first sum the score contributions from each item.
Each item's score contribution will range from 0 to 4. For items 1, 3, 5, 7, and 9 the
score contribution is the scale position minus 1. For items 2,4,6,8 and 10, the
contribution is 5 minus the scale position. Multiply the sum of the scores by 2.5 to
obtain the overall value of SU. SUS scores have a range of 0 to 100 (Brooke, 2016).
 Figure 3-5 SUS 10 item questionnaire with 5 response options

SUS scores can also be translated into letter grades, which may be helpful for
communicating results to stakeholders. Since the average SUS score is 68, Sauro& Lewis
(2016) note they “prefer to grade on a curve in which a SUS score of 68 is at the center of the
range for a ‘C’” (p. 203). As shown in table 1, the full “C” range is from 65.0–71.0 (Sauro,
2016). The scale also indicates a SUS score of 78.9 or above would constitute an “A-” or
above, whiles a SUS score of 51.6 or below would constitute an “F” (Sauro, 2016).

Table 3-3 Curved grading scale interpretation of SUS scores

  User Acceptance Testing
The proponents will use the user acceptance testing in order to know if the
system meets the user’s needs, with the Adjective Rating Scale to measure the
acceptability of the proposed system.

According to (Aaron Bangor, 2009), the adjective rating scale statement was
added at the bottom of the same page as the SUS and participants filled it out
immediately after they gave their SUS ratings. It is also known as beta testing,
application testing or end user testing. It is an actual software user’s test the software
to make sure it can handle required tasks. And it is final and most critical software
project procedures. It helps in demonstrating the required business functions are
operating in a manner suited to real world circumstances and usage. (techopedia,
2018).

Figure 3-6 Adjective Rating Scale added to the SUS

Regardless of whether words or letter grades are used for such a scale, we believe
that the results from a single score should be considered to be complementary to the SUS
score and the results should be used together to create a clearer picture of the products
overall usability(Aaron Bangor, 2009).

Figure 3-7Comparison of the adjective ratings, acceptability scores and school grading scales,
in relation to the average SUS score

1.6.5 Deployment
This is the final phase which thedevelopers will deploy the system to the client. This includes
proper orientation about the system and the distribution of user’s manual to the client. Documentation
and an approved acceptance letter will stand as proof for the deployment of the system.