Higher Education Institutions and the Performance Management

Authors

Muhammad Tanveer, Binary University of Management & Entrepreneurship, MalaysiaFollow
Dr. Asif Mahbub Karim, Binary University of Management & Entrepreneurship, MalaysiaFollow

Date of this Version

Winter 12-1-2018

Document Type

Article

Citation

Abdulkareem, A. Y. (2011). Managing the performance of Nigerian Universities for sustainable Development using Data Envelopment analysis. International Journal of Academic Research in Business and Social Sciences, 1(Special Issue), 1-9.

Achim Krausert. (2017). HR differentiation between professional and managerial employees: Broadening and integrating theoretical perspectives, Human Resource Management Review, 27, 3, 442.

Adelien Decramer, C. S. (2013). Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction, The International Journal of Human Resource Management 24, 2, 352.

Adelien Decramer, M. A. (2015). Does performance management affect nurses’ well-being?, Evaluation and Program Planning, 49, 98.

Adelien Decramer, S. G. (2013). The impact of internationalization on volume and quality of scholarly publication performance, Public Money & Management, 33, 2, 111.

Alperovitz G, H. T. (2005). The next wave: building a university civic engagement service for the twenty-first century. J High Educ Outreach Engagem 10(2):141.

Altbach PG, K. J. (2006). The Internationalization of higher education: motivations and realities. The NEA 2006 Almanac of Higher Education. NEA, Washington.

Ana-Maria, G. C. (2009). The Strategic Performance Management Process. Annals of Faculty of Economics, 4(1), 276-279.

Arbo P, B. P. (2008). Understanding the regional contribution of higher education institutions: a literature review. A research report prepared for the OECD Institutional Management in Higher Education Programme The contribution of higher education to regional development. . OECD Paris .

Armstrong, M. (2006). Human resource management practice (10th ed.). Philadelphia: Kogan Page. .

Armstrong, S. &. (2003). Stress-free Performance Appraisals: Turn your Most painful management duty into a powerful motivational tool (1st ed.). Franklin Lakes: Career Press.

AUQA. (2005). Proceedings of the Australian Universities quality forum engaging communities, Sydney, Australia, 6–8th July 2005 AUQA Occasional Publications Number 5. Melbourne. Australia. Universities Quality Agency.

Azmaa, F. (2010). Qualitative Indicators for the evaluation of universities performance. Procedia Social and Behavioral Sciences, 2(2), 5408–5411.

C, A. (2008). Research Universities: autonomy and self-reliance after the Entre-preneurial University. Policy Futures Educ 6(4):372–389.

CIPD. (2005). Performance management, Survey report. London: cipd.

David M. Tuller, D. R. (2010). Transportation Costs Impede Sustained Adherence and Access to HAART in a Clinic Population in Southwestern Uganda: A Qualitative Study. AIDS and Behavior , pp 778–784.

Denise Thursfield, K. G. (2016). Exploring performance management in four UK trade unions, Employee Relations, 38, 5, 789.

Elizabeth Bates, L. K. ( 2014). Exploring the Impact of the Increased Tuition Fees on Academic Staffs’ Experiences in Post-92 Universities: A Small-Scale Qualitative Study, Education Sciences,4, 4, 229.

Kamel Mellahi, J. G. (2016). Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals, The International Journal of Human Resource Management, 27, 8, 876.

Kunsiree Kowsuvon, J. B. (2016). Flexible Work Organizations, 135.

M, A. (2003). Universities and the market economy: the differential impact on knowledge production in sociology and economics. High Educ 45:147–182.

Maserumule, M. H. (2011). Good governance in the New Partnership for Africa’s Development (NEPAD): a public administration perspective. University of South Africa, Pretoria, .

Melinde Coetzee, J. M.-M. (2014). Human resource practices as predictors of engineering staff’s organisational commitment, SA Journal of Human Resource Management,12, 1.

Melissa K.Carsten, M. U.-B. (2010). Exploring social constructions of followership: A qualitative study. The Leadership Quarterly , 543-562.

Morris ME, A. A. (2012 ). Mobile, social, and wearable computing and the evolution of psychological practice. Prof Psychol Res Pr. 43(6):622–626.

Nieves Arranz, F. U. (2016). The effect of curricular and extracurricular activities on university students’ entrepreneurial intention and competences, Studies in Higher Education, 1.

Omona, J. (2010). New Partnership for Africa’s Development. International Encyclopedia of Civil Society , pp 1029-1030.

Ramunė Kasperavičiūtė-Černiauskienė, D. S. (2016). The adoption of ISO 9001 standard within higher education institutions in Lithuania: innovation diffusion approach, Total Quality Management & Business Excellence, 1.

Samantha Evans, A. P. (2017). What are the consequences of a managerial approach to union renewal for union behaviour? A case study of USDAW, Employee Relations, 39, 1, 2.

Soledad Moya, D. P.-P. ( 2015). Performance-based Incentives and the Behavior of Accounting Academics: Responding to Changes, Accounting Education,24, 3, 208.

Toke Bjerregaard, C. J. (2014). Organizational Responses to Contending Institutional Logics: The Moderating Effect of Group Dynamics, British Journal of Management, 25, 4, 651.

Abstract

Purpose: The most prominent change that is seen now is that higher education institutions are under pressure prove their usefulness, objectives, and methods of achieving these objectives. They are also asked for details related to the allocation of their resources and priorities and are also asked to fulfill their social responsibilities. Everyone, from prospective students to the general public, now wants data and proof in favor of the effectiveness and necessity of these institutions. Because of this, higher education institutions are now more involved in the race of securing funding and win over potential customers. In this race, they are now working on the quality of academic staff and their training, recruitment, reward system, utilization and motivation. These factors are considered some of the most important ones in improving the overall effectiveness of higher education institutions. Because of these new requirements, there is now more demand than ever before to implement performance management (PM) systems. The study is focused on using the qualitative research approach to analyze and gather the data from the research conducted previously on the role of performance management in higher education institutions.

Methodology: The qualitative approach is merely an extension of the earlier researches conducted on the topic and help build a stronger point of view by using the previous analyses published already. This type of study helps in examining the role of an educational system in its natural context and without hurting the ethical boundaries present the most viable options. The study made the opinions of practitioners and utilized the judgments of those who are already working in the field along with those who are inclined towards policy making. The theoreticians who have been working in the field and conducting research related to the topic present the most immediate view.

Findings: The concept of PM is present in the segment of Higher Education Institutions. However, it needs to be improved upon and tailored to the needs and vision of universities. Higher Education Institutions need to see the difference between Performance Management and Performance Appraisal. However, common texts often use both these terms as being the same. It is to be seen that Performance Appraisal is a part of performance management systems.

Implications: Universities need to implement PM procedures to improve the performance of individuals and align individual goals and objectives with the university strategic goals. This will improve the overall performance of the university to achieve its intended end. Performance Appraisal in universities needs to take into account the performance of everyone in the university. This includes performances of academics along with administration. However, the focus should be equally on both academics and administration.

Keywords: Higher education institutions, performance management, performance appraisal and Higher education systems.