incorrect’ [my emphasis] to do otherwise in the contexts. In another country the technical reliability and objectivity of the instrument precludes its use as an effective developmental tool.
Performance management systems have been formalized in
Barbados and Jamaica. In the Bahamas a formal performance evaluation system is in place. The Department of Public Service (DPS) has developed a performance appraisal manual that explicates guidelines for assessing performance, so as to ameliorate bias. Since 2003, the DPS has also conducted ongoing seminars for managers/ supervisors in the use of the designated instruments. Despite these initiatives, there is reportedly a tendency for some supervisors, in their effort “to shy away from being judgmental” to assess employees’ performance as average or above average even where performance may not completely satisfy required criteria. While staff is systematically evaluated, the lack of performance standards is an added challenge in assessing performance effectively. In Barbados the formalization of the performance management subsystem is ongoing in pilot ministries. Sustaining this thrust to incorporate other agencies will lead to the strengthening of the interconnections between performance management professional development management and compensation management. In Guyana, while performance management is not yet formalized there is a performance evaluation system in place. There is a tendency for homogeneity in the evaluation of performance. In Jamaica a performance management system has been formalized and is currently in place in seven pilot ministries. In Suriname the instrument is basic and while there is overall coverage, gaps in the technical reliability and objectivity of the tool limits its effectiveness. The current reform agenda does not address performance management.
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