Performance Management of Academic Staff on the Example of the Faculties of Economics in University of Tartu and in Tallinn University of Technology

2014 ◽  
Author(s):  
Kulno Turk ◽  
Elar Killumets
Keyword(s):  
Performance Management ◽  
Academic Staff ◽  
University Of Technology

scholarly journals Perceptions of research structures and service quality within various faculties at Durban University of Technology: staff and students perspective

2016 ◽  
Vol 14 (1) ◽  
pp. 192-200
Author(s):  
Musawenkosi Ngibe ◽  
Lawrence Mpele Lekhanya
Keyword(s):  
Service Quality ◽  
Performance Management ◽  
Academic Staff ◽  
Specific Reference ◽  
Support Structures ◽  
University Management ◽  
Research Support ◽  
Postgraduate Students ◽  
University Of Technology ◽  
The Impact

In order to compete, retain and attract postgraduate students, and overcome the lack of postgraduate throughput, universities of technology need to be more customer orientated. Therefore, to gain competitive advantage, university management needs to identify and assess the service quality gaps in research support structures and analyze the impact they have on students and staff within the university. The purpose of the study is to investigate the perceptions of staff and postgraduate students with regard to research structures and service quality support by relevant offices with specific reference to Durban University of Technology. Data were collected from academic staff and students across six faculties at the Durban University of Technology. The sample consisted of 278 academic staff and 260 postgraduate students, using a simple random sampling. A mixed method approach of qualitative and quantitative techniques was used, with a closed and open-ended questionnaire developed, by adapting the SERVQUAL instrument developed by Parasuraman et al. (1985), to evaluate and assess the quality dimensions (gap) for reliability, responsiveness, assurance and empathy. The findings of the study indicated that staff and students were dissatisfied with the research support structures across six faculties. Further research should aim at assessing performance management of research support structures and service within the relevant research offices

scholarly journals Perceptions of organisational readiness for the performance management system: A case study of a University of technology

2012 ◽  
Vol 8 (3) ◽  
pp. 39-47
Author(s):  
Bethuel Sibongiseni Ngcamu
Keyword(s):  
Performance Management ◽  
Management System ◽  
Quantitative Research ◽  
Business Processes ◽  
Survey Method ◽  
Performance Management System ◽  
System A ◽  
Management Interventions ◽  
University Of Technology ◽  
The University

The absence of a single performance management system (PMS) aligned to institutional strategy and business processes often results in failure to deliver anticipated benefits as it is not cascaded down to all departments, teams or individuals. This study aims to determine employees’ expectations for the proposed PMS and their perceptions of the system’s impact on effectiveness within the university concerned. This study adopted a quantitative research design and a survey method was used, whereby, a structured questionnaire was administered by the researcher to a selected population size of 150 of which 108 completed questionnaires, generating a response rate of 72%. The study reflects a disproportionately high percentage of 34% of the respondents who disagreed and 21.3% who were undecided as to whether PMS is needed at the university concerned where the majority of these respondents being academics and those with matriculation. The university concerned should develop a PMS which is aligned to the university strategic plan and to other university policies coupled with structured change management interventions focusing on academics and semi-skilled employees.

scholarly journals Managing the academic talent void: Investigating factors in academic turnover and retention in South Africa

2014 ◽  
Vol 40 (1) ◽  
Author(s):  
Marguerite Theron ◽  
Nicolene Barkhuizen ◽  
Yvonne Du Plessis
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
South African ◽  
Management Practices ◽  
Academic Staff ◽  
Research Approach ◽  
The South ◽  
Reliable Measure ◽  
Convenience Sample ◽  
Retention Factors

Orientation: Globally, the demand for academic staff in higher education is expected to continue to increase. The South African situation is exacerbated by the so-called ‘retirement swell’ and turnover and retention problems; measurements to diagnose these factors remain limited.Research purpose: This study aimed to investigate the factors that influence turnover and retention of academic and to validate the developed talent retention diagnostic tool for use in South African higher education institutions.Motivation for the study: Limited research currently exists on the retention factors of academic staff in the South African context.Research approach, design and method: Using an investigative quantitative research approach, the tool was administered to a convenience sample of academics (n = 153) in 13 higher education institutions.Main findings: The results showed an array of distinguishing turnover and retention factors and proved the tool to be a valid and reliable measure. Over half the respondents indicated slight to strong dissatisfaction with compensation and performance management practices. Significantly, 34% indicated that they considered exiting their academic institution, citing unhappiness about compensation, as the most likely reason, whilst 74.5% have previously looked for another job.Practical/managerial implications: The research highlights key areas (i.e. compensation, emotional recognition, a bonus structure that reflects employee contribution, performance management systems, mentorship and career development opportunities) that higher education should attend to if they want to retain their key and talented academic staff.Contribution/value-add: The results contribute to new knowledge on the factors that contribute to turnover and retention of academic staff and present a valid and reliable measure to assess these retention factors.

Scholarly Communication in a Digital Environment: Populating the Institutional Repository of the University of Botswana

Libri ◽  
2015 ◽  
Vol 65 (1) ◽  
Author(s):  
Olugbade Oladokun
Keyword(s):  
Performance Management ◽  
Academic Staff ◽  
Scholarly Communication ◽  
Developed Countries ◽  
Academic Excellence ◽  
Institutional Repositories ◽  
Staff Members ◽  
University Of Botswana ◽  
The World ◽  
The University

AbstractThis paper examines the numerous benefits of digital scholarly communication made visible through institutional repositories (IRs) that have become trendy in institutions of higher learning in developed countries of the world. In line with its vision to be a leading centre of academic excellence in Africa and the world, the University of Botswana (UB) established its own IR known as the UB Research, Innovation and Scholarship Archive (UBRISA). This paper discusses the challenges of profiling digital scholarly communication on UBRISA, a technology brimming with potential but which UB staff has largely ignored. The consequences of this neglect are seen in the paltry submissions to it during its four years of existence. The paper explains the implementation policy, and the involvement and functions of a tripartite team that drives UBRISA. The paper notes that the problem of tardiness experienced in populating the digital repositories of other institutions is also deeply rooted in UB. It shares some failed efforts made to populate UBRISA through the instrument of the performance management system – an annual contract which the academic staff members sign at the beginning of the year. The paper then analyses the efforts of the Scholarly Communication in Africa Programme (SCAP) that worked with UB in training its staff regarding the operation of the IR, and also established a workflow process for vetting, describing and uploading content to the IR so that UB scholarship could become more visible to the world. Some recommendations are also offered.

scholarly journals Perception of performance management system by academic staff in an open distance learning higher education environment

2016 ◽  
Vol 15 ◽  
Author(s):  
Esther M. Maimela ◽  
Michael O. Samuel
Keyword(s):  
Distance Learning ◽  
Private Sector ◽  
Performance Management ◽  
Management System ◽  
Survey Methodology ◽  
Academic Staff ◽  
The Body ◽  
Empirical Literature ◽  
Research Approach ◽  
Performance Management System

Orientation: Institutions of higher learning in South Africa are fast embracing performance management system (PMS) as a mechanism for the achievement of teaching excellence and enhancement of research productivity. However, literature provided evidence to show that application of PMS in the private sector had failed to drive competition, efficiency and productivity.Research purpose: The main purpose of this article was to evaluate the perception of academic staff members of an open distance learning institution regarding the implementation of a PMS.Motivation for the study: PMS as a mechanism through which performance of academics is measured has been described as inconsistent with the long tradition of academic freedom, scholarship and collegiality in the academy. Moreso, previous research on the implementation of PMS was limited to private sector organisations, thus resulting in the dearth of empirical literature relating to its practice in service-driven public sector institutions.Research design, approach and method: The article adopted a quantitative research approach using census survey methodology. Data were collected from 492 academic staff from the surveyed institution using a self-developed questionnaire that was tested for high content validity with a consolidated Cronbach’s alpha value of 0.83. Data were analysed using a onesample t-test because of the one-measurement nature of the variable under investigation.Main findings: Major findings of the study indicated that respondents were satisfied with the implementation of the PMS by management. However, the payment of performance bonuses was not considered as sufficiently motivating, thus necessitating a pragmatic review by management.Practical/managerial implications: The findings of this article provided a practical guide to managers on the implementation and management of PMS as an employee performance reward mechanism in non-profit and service-oriented organisations.Contribution: This article provided an incremental contribution to the body of literature in the broad field of management and a further advancement of existing knowledge in the sub-field of performance management system.

Addressing Career Obstacles within a Changing Higher Education Work Environment: Perspectives of Academics

2009 ◽  
Vol 39 (3) ◽  
pp. 376-385 ◽  
Author(s):  
Cobus Pienaar ◽  
Coen Bester
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Performance Management ◽  
Academic Staff ◽  
Point Of View ◽  
Tertiary Institutions ◽  
Staff Members ◽  
General Management ◽  
Effective Performance ◽  
Specific Career

Many changes have occurred in Higher Education Institutions (HEI), which contribute to high levels of work stress among academic staff members and that impact on job satisfaction, job involvement and job engagement. Owing to these changes, academics attached to tertiary institutions are being confronted with specific career obstacles that impact negatively on their job satisfaction and productivity. Our purpose in this study was to determine, from the academic's point of view, the role that HEIs can play to address these obstacles. In terms of positive psychology, persons should not only become aware of their problems, but also come up with alternative solutions on how to address them. A sample of 93 academics from one university, representing the early, middle, and late career stages was selected. The data were obtained by means of the Delphi technique in order to enable respondents to reveal fully what they were experiencing. Respondents were requested to suggest specific actions that could be taken to address the career obstacles academics are confronted with. The most important solutions were related to better remuneration, more effective management of role overload, more effective performance management, more training and development opportunities, more support regarding individual career management, more effective general management, more support regarding research outputs, elimination of discrimination practices, transformation initiatives, encouraging of entrepreneurship, improvement of equipment and working conditions, creation of job security, and promotion of networking.

scholarly journals Academic Staff Perception of the Extent of Politicizing Administration of Universities: Implications for National Development

2020 ◽  
Vol 11 (4) ◽  
pp. 38
Author(s):  
Aniefiok Oswald Edet ◽  
Michael Ekpenyong Asuquo ◽  
James Ekpenyong Okon
Keyword(s):  
Due Process ◽  
Academic Staff ◽  
National Development ◽  
Cross River ◽  
Cross River State ◽  
Staff Perception ◽  
Staff Members ◽  
University Of Technology ◽  
Research Questions ◽  
The University

The aim of this study was to examine academic staff perception of the extent of politicizing administration of universities: Implications for National Development. The study adopted survey research design. The study was guided by two research questions and two research hypotheses. The population of the study was made up of all academic staff in the University of Calabar and Cross River University of Technology, all in Cross River State, Nigeria. Out of the sample size of 430 academic staff used for the study, 250 were males while 180 were females. The instrument for data collection was entitled: “Academic Staff Perception of the Extent of Politicizing Administration of Universities Questionnaire (ASPEPAUQ).” Data collected were analyzed using mean and standard deviation for the research questions. While independent t-test was used to test the two hypotheses formulated for the study. From the result of the study, academic staff members were positive in their perception of the extent of politicizing administration of universities. Male and female academic staff did not differ significantly in their rating of the extent of politicizing administration of universities. It was also found that provision of adequate funds, provision of adequate facilities, proper management of available resources, discouragement of ethnicity and improvement in staff physical/social environment were rated as the vital roles of universities administrators in the administration of universities for national development. It was concluded that due process in practice should be maintained and improved upon by the respective universities administrators to ensure equity and for national development to abound.

scholarly journals The importance of executive leadership in creating a post-merged organisational culture conducive to effective performance management

2013 ◽  
Vol 11 (1) ◽  
Author(s):  
Gary W. Paul ◽  
David M. Berry
Keyword(s):  
Higher Education ◽  
Theoretical Model ◽  
Performance Management ◽  
Organisational Culture ◽  
Functional Categories ◽  
Executive Management ◽  
University Of Technology ◽  
Effective Performance ◽  
Culture Creation

Orientation: Focus was placed on the important role of executive management in creating a post-merged organisational culture conducive to effective performance management.Research purpose: To develop a theoretical model from the insights gleaned from the literature study, interviews with senior human resource (HR) practitioners at participating institutions and the empirical study. Based on the empirical findings, this model was refined and resulted in the eight-step integrated post-merged organisational culture creation model.Motivation for the study: The negligible attention given to the design of mechanisms supportive of post-merged organisational culture creation emphasised the need for this study. The high percentage of merger failures attributable to ineffective post-merged organisational culture integration further contributed.Research design, approach and method: A quantitative study was conducted at three merged South African higher education institutions, namely Nelson Mandela Metropolitan University, Cape Peninsula University of Technology and Durban University of Technology. Respondents occupied the following functional categories: executive management, senior and line management, HR practitioners and non-HR or non-management.Main findings: Respondents perceived the role of executive management to be the most important step of the theoretical model which formed the basis for the empirical survey questionnaire. This step, which obtained the highest summated mean score in all three institutions and across all functional categories, was depicted as Step 5 of the model.Practical/managerial implications: The refined eight-step integrated post-merged organisational culture creation model will significantly enhance the creation of a post-merged organisational culture conducive to effective performance management.Contribution/value-add: This study addressed the void regarding a model to guide the creation of a post-merged organisational culture conducive to effective performance management in higher education institutions as well as merged corporate organisations.

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