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.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

scholarly journals Employees’ perceived effectiveness of the performance management system at a North-West provincial government department

2019 ◽  
Vol 17 ◽  
Author(s):  
Pheagane I. Modipane ◽  
Petrus A. Botha ◽  
Tonja Blom
Keyword(s):  
Performance Management ◽  
Management System ◽  
Provincial Government ◽  
The Body ◽  
Theory And Practice ◽  
Performance Management System ◽  
Perceived Effectiveness ◽  
Appraisal System ◽  
North West ◽  
Government Department

Orientation: The implementation of the performance management system (PMS) within a specific North-West provincial government department appears to be ineffective.Research purpose: To measure employees’ perceived effectiveness of the PMS.Motivation for the study: Employees’ experiences of employee PMSs may be different from that which it intends. The motivation for this study was to quantify employees’ perceptions of PMS effectiveness.Research approach/design and method: The researchers used a quantitative research approach and collected data using self-administered e-mail questionnaires on a total population of 247 employees at a North-West provincial government department.Main findings: Utilising two measurement constructs, namely, performance management accuracy and fairness, the study revealed that employees perceived the PMS as effective. However, some deficiencies were identified. The major shortcomings related to the lack of coaching provided and manager’s non-compliance with procedural, distributive and procedural justice principles. The overall mean score of the perceived accuracy was slightly above the midpoint of the range, indicating that employees perceived PMS as accurate, and were generally satisfied with the implementation of the system. However, employees perceived the PMS as unfair.Practical/managerial implications: A perception of effective and accurate PMS does not translate into perceptions of fairness. When employees feel unfairly treated during the appraisal system, morale and performance are likely to be adversely affected. Coaching and/or training related to PMS remains imperative.Contribution/value-add: This study contributes to the body of knowledge by quantifying the perceptions of employees regarding the factors that determine the effectiveness of PMS, namely, accuracy and fairness. It contributes towards the theory and practice regarding employees’ perceived effectiveness of the PMS.

Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach

2021 ◽  
pp. 2319510X2110485
Author(s):  
Hussein H. Sharaf-Addin ◽  
Hesham Fazel
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Strategic Plan ◽  
Research Approach ◽  
Performance Management System ◽  
Depth Analysis ◽  
Strategy Map ◽  
The University ◽  
A Performance

This study’s main objective is developing a balanced scorecard (BSC) model as a performance management system for the University of Bisha, Kingdom of Saudi Arabia. The study aims to describe how the University can move from mission to vision using goals and objectives articulated in its strategic plan 2017–2022. The study uses a qualitative research approach. It comprises an extensive review of relevant literature, an in-depth analysis of documentation of the University’s strategic plan 2017–2022, and a comprehensive discussion and face-to-face interview with relevant executives. A BSC framework was developed as a complementary process for the University’s strategic plan 2017–2022. In addition, a strategy map was designed based on the BSC model. The BSC framework and strategy map can be used to assess and monitor the University’s performance towards achieving ‘Educational and Research Excellence’ status by translating its strategic objectives into action plans.

scholarly journals Understanding the Various Aspects of Performance Management Systems (Case Study of a Private School)

2014 ◽  
Vol 3 (4) ◽  
pp. 100
Author(s):  
Shakeel Sarwar ◽  
Mashal Ahmed ◽  
Gulnaz Muneer
Keyword(s):  
Performance Management ◽  
Private School ◽  
Management System ◽  
Evaluation System ◽  
Research Approach ◽  
Performance Management System ◽  
Management Research ◽  
Structured Interviews ◽  
The Way

“Treat people the way they are and they will stay that way. Treat people the way they can     become and they will become that way” (Johann Wolfgang von Goethe). Performance management is one of the most important construct in management research. This exploratory study elaborates the various aspects of the performance management system. Researchers have taken a private school as a case study. The purpose of this study is to analyze the performance management system of a private school in terms of the appraisal procedures used for the evaluation of teachers and to assess the effectiveness of the performance management system. A combination of quantitative and qualitative research approach has been adopted that consist of a questionnaire and semi structured interviews in order to understand the different aspects of the performance management system. 3 head teachers and 22 teachers have participated in this research. The findings revealed that proper monitoring, effective recognition, rewards and feedback may add value to the overall process of the performance management system. Findings have also shown that the appraisal form is used annually for the evaluation and feedback about teachers is taken only from the class representatives these are the hindering factor in the evaluation system of the case study school. Researchers have also explored some suggestive solutions for the improvement of the current performance management system. The current study will not only contribute to the performance management research but it can also be important study for considering issues during the implementation of performance management system in private schools.

Penyusunan Prototipe Performance Management System berbasis Balanced Scorecard pada PT. X

2018 ◽  
Vol 2 (3) ◽  
Author(s):  
Bintang Karismacho Nugroho ◽  
Artiawati
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Performance Management System ◽  
Pilot Test

PT. X merupakan perusahaan yang memiliki bisnis pada bidang kuliner. Sejak didirikan hingga saat ini, PT. X belum pernah mencapai target secara sempurna. Pimpinan PT. X merasa hal tersebut disebabkan karena faktor internal dan faktor eksternal perusahaan. Oleh karena itu, diperlukan intervensi yang dapat mengatasi permasalahan tersebut, yaitu penerapan performance management system berbasis balanced scorecard, karena dapat mendukung peningkatan kinerja perusahaan melalui pengelolaan sumber daya manusia dengan mempertimbangkan kondisi internal dan eksternal perusahaan.Penelitian ini bertujuan untuk merumuskan intervensi berupa rancangan performance management system berbasis balanced scorecard yang paling sesuai dengan PT. X untuk meningkatkan kinerja perusahaan melalui pengelolaan sumber daya manusia. Metode penelitian ini adalah research & development. Hasil rancangan intervensi yang telah dirumuskan berupa performance management system pada tahap prerequisites (rumusan harapan pimpinan dan skema arahan strategi, balanced scorecard (objective).Hasil evaluasi terhadap rancangan intervensi, yaitu secara keseluruhan para rater menilai rancangan intervensi yang dirumuskan telah tepat dalam mengatasi permasalahan yang dihadapi, namun pada beberapa hal kurang aplikatif jika saat ini langsung diterapkan di perusahaan. Oleh karena itu, dapat disimpulkan bahwa rancangan intervensi yang telah dirumuskan ini dapat diterima oleh pihak ahli dan user, meskipun terdapat beberapa catatan yang membangun untuk menyempurnakan rancangan intervensi yang telah dirumuskan. Saran yang dapat diberikan berdasarkan penelitian ini, yaitu penelitian selanjutnya harus tetap mengacu pada konsep performance management system tahap prerequisites yang telah dirumuskan, agar pengembangan tetap terintegrasi dengan arah, tujuan, dan strategi perusahaan, serta PT. X juga perlu melakukan pilot test untuk menguji keefektifan rancangan intervensi yang telah dirumuskan.

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