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Performance Management on HEI

Different strategies in performance management on Higher Education Institutions.

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friah.alaga
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6 views

Performance Management on HEI

Different strategies in performance management on Higher Education Institutions.

Uploaded by

friah.alaga
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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N AC E M A NA G E M E N T

P ER F O R M
F H I G H E R L E A R N I N G
S Y S T EM O
IN S T I T U T I O N
The higher education institutions (HEIs) including universities,
polytechnics, vocational and postsecondary schools, as well as
profession-oriented institutions provide formal, tertiary education
services that can lead to the academic degrees or professional
certifications. This educational institution are subjected to a rigorous
quality evaluations to ensure that they consistently offer quality
education, publishing high impact research, engaging with internal and
external stakeholders and improving its financial results, among other
positive outcomes. This institutions are constantly looking to get better
at evaluating and measuring employees performance to continuously
improve their performance. With the performance management
system, the monitoring and evaluation become easier and organized.
What is Performance
Management System?
Performance Management System is a mechanism for
tracking the performance of employees consistently and
measurably. It allows the company to ensure that the
employees and departments across the organization are
working effectively towards achieving the institutions’
strategic goals. ( Camilleri, M.A.,2020)
QUESTION 1: What is the mission & vision of PMS?

• The mission of the organization is the main purpose the


organization exists, while the vision of the organization
indicates the “desired future state”. It focuses on
determining the organization values, purposes, and
objectives, how they are established, and how they are
communicated to influence behavior.
QUESTION 2: What are the Key Factors of PMS?

•Key success factors are more specific


representations of the vision and mission as
control measures to be reported on a continuous
basis.
QUESTION 3: What is the organizational
structure of PMS?
•Organizational structure is very broad itself.
There are multiple forms of organizational
structure that involve various choices related to
authority (i.e., Centralized or decentralized), and
configuration (i.e., Structures, processes, and
operating relationships).
QUESTION 4: What are the strategies & plans
to be able to come up with a comprehensive result of
PMS?

•There are many different types of strategy


indicated, for example, there are defenders,
analyzers, prospectors, reactors, cost leaders
and product differentiators.
QUESTION 5: What are the key performance
measures used in PMS?

•The key performance measures includes


consideration of how the measurements are
chosen, whether they are aligned with the
operation and strategy, omissions as well as
what is measured , and the number of
measurements.
QUESTION 6: What are the targets in PMS?

•In terms of setting targets there is


considerable tension between what is
desired and what is feasible since targets
affects performance.
QUESTION 7: How can you evaluate
performance?

•Performance evaluations represent a critical


aspect in management control and are
applicable to groups (teams, departments,
divisions) as well as individuals.
QUESTION 8: What are the rewards if you
comply all those requirements?

•Relationship between rewards, motivation and


performance are complex. This question
includes consideration of both negative and
positive influences of behavior.
QUESTION 9: How does the information
flow in the organization?

• Questions concerning information flows relate to the


organization’s feedback as well as feed-forward
information. Feedback refers the information useful for
corrective, or adoptive action, while feed-forward refers
to information used to learn and to create new ideas
and strategies.
QUESTION 10: What is the use of PMS?

• Performance management system uses *Hopwood’s


concept of rigid and flexible use, *Simon’s interactive
and diagnostic use, the use of strategic validity
controls, and transactional and relational uses.

*Simons, R.1995. Levers of Control: How Managers Use Innovative Control System to Drive Strategic Renewal
*Hopwood, J.2003. Who needs budget? Harvard Business Review (February)
QUESTION 11: Does PMS changes?

• The question incorporates change dynamic into the


analysis of the performance management system. In
other words, it relates to analyzing the causes and
outcomes of changes in the performance management
system.
QUESTION 12: What is the strength of
PMS?
• The last question addresses the connections or links
between the various parts of the performance
management system. The PMSs is greater than the
sum of its parts indicating that there are interactions
between the parts that have effects on organizational
outcomes.

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