Evaluation of Performance Management System in Educational Institutions-A Case Study

Transcription

1 International Conference on Challenges and Opportunities in Mechanical Engineering, Industrial Engineering and Management Studies 1123 Evaluation of Performance Management System in Educational Institutions-A Case Study Dr. Prathima J Acharya H I. INTRODUCTION ISTORICALLY, higher educational institutions have been independent institutions, backed by an ideology that led staff to expect and enjoy high levels of independence and autonomy, relatively free from any sense of management, commercial responsibility and accountability. However, in recent times, the education sector has been subject to increasing levels of scrutiny and regulation spurred on by central government initiatives related to standards and quality, and ever increasing expectations from students and other customers. The educational institutions are continually striving for improving their output both in terms of numbers and the quality of talent offered for varying jobs in different types of organizations. The excellence of output from an educational institution depends on the quality of their faculty, support services and infrastructure. To achieve higher levels of excellence, institutions need to set high performance goals for their academic and non-academic staff. These goals should be effectively measured at frequent intervals to bridge performance gaps, if any. Institutions which can effectively manage the performance of their faculty and other employees can leave their mark on industry. Performance management system (PMS) is the heart of any people management process in Organization. Organizations exist to perform. If people do not perform organizations don't survive. If people perform at their peak level organization can compete and create waves. Performance management systems if properly designed and implemented can change the course of growth and pace of impact of organizations. This system is important to the organization because the employees are accountable for achieving results that are clearly tied to organizational goals. Despite growing importance of PMS in educational institutions, only handful organizations in India are using performance management systems. In most educational institutions PMS is still made up of a set of disconnected policies and practices, often not clearly related to performance. In some of these organizations the rating of staff took priority over efforts to help them work better. As a result, performance enhancement was more of an afterthought and, often, staff appraisal turned against the staff being appraised. In this context a study on evaluation of performance management in educational institutions in undertaken The main aim of this paper is to measure and assess the effectiveness of Performance Management System (PMS) in the educational Institution based on the perceptual data/information gathered trough quantitative empirical survey. II. PROFILE OF SAMPLE ORGANIZATION Manipal Universal learning Private limted- The name reflects their commitment, to make education Available. Accessible. Affordable. It also reflects emphasis on addressing domestic and international markets. It also stands for their emphasis on personalized learning and enhancing learning outcomes for the individual. Thus the symbol U denotes an integrated and holistic approach to distance learning Manipal Universal Learning seeks to position itself as pure play distance learning, learning technology and learning services company. New name therefore reflects this emphasis on learning not only for domestic but equally for international markets. Manipal Universal has several strategic investments in emerging companies, including MeritTrac, India s Largest Skills Assessment & Testing Company a pioneer in this space in India, Tutor Vista, a leading online tutoring company and U21 Global, the world's premier online graduate school. Dr. Prathima J Acharya, Manipal Institute of Technology, Manipal PAPER ID: MBA3D10

2 International Conference on Challenges and Opportunities in Mechanical Engineering, Industrial Engineering and Management Studies 1124 III. METHODOLOGY This study used interviews to examine the impact of performance management system in the sample organization viz- Manipal Universal learning. The 30 staff members were selected on random sampling method for collecting information, Interviews emphasized on the structured questions and further discussion was unstructured in order to gain genuine information from respondents. IV. Age group of the respondents is provided in Table-1 RESULTS AND DISCUSSION Table no.4 depicts that majority (53.33%) of the respondents are above 15 years, followed by (26.67%) having an experience of 0-5 years, (16.67%) having an experience of years and very few (3.33%) who have 5-10 years of experience. So, it can be inferred that this organization consists majority of employees who are well experienced since there is more of job loyalty in banking sector Awareness of Performance Management System Table 1: Awareness of Performance Management System Table no.1 shows that all the respondents agree that they are aware about the existing performance appraisal system in the organization Importance of Performance Management System Table 2: Is Performance Management is Important Table no.2 shows that performance Management system is very important in the organization all the respondents agree that it is very important to have a performance appraisal in the organization Level of Satisfaction of Present Performance Management System Table no.3 shows that majority (63.33%) of the respondents are satisfied with the annual performance appraisal in the organization. Followed by (20%) who neither agree nor disagree and very few (16.67%) respondents disagreed with this statement.

3 International Conference on Challenges and Opportunities in Mechanical Engineering, Industrial Engineering and Management Studies 1125 Table 3: Annual Performance Management System is Satisfactory Strongly Agree 0 0 Agree Neither agree nor disagree 6 20 Disagree Performance Management System and Performance of the Employees Table 4: Performance Management System helps to understand the Expectation of the Job Agree Disagree Table no.4 depicts that majority (60%) of the respondents agree that the performance appraisal helps them to understand the expectation of the job, followed by (26.67%) who neither agree nor disagree with this statement and followed by (10%) respondents strongly agree that it helps the respondents to understand the expectation of the job better, and very few (3.33%) disagreed. Table 5: Expectation of the Job is clearly communicated by the Manager Strongly Agree Agree Disagree Table no.5 depicts that majority (43.33%) of the respondents agree that the manager communicates the expectation of the job with the employees and very few (3.33%) respondents strongly agree that it is communicated followed by (26.67%) disagreed with this statement, followed by (26.67%) neither agreed nor disagree with this statement Impact of performance Management system Table no.6 shows that majority (66.67%) of the respondents agreed that the present performance appraisal in the organization helps the employees to enhance their performance and very few (10%) respondents strongly agree with this statement, followed by respondents (23.33%) who neither agreed nor disagreed with this statement. This shows that performance appraisal helps the employees to enhance the employee s performance.

4 International Conference on Challenges and Opportunities in Mechanical Engineering, Industrial Engineering and Management Studies 1126 Table 6: Performance Management System Enhances the Performance Agree Neither agree nor disagree Disagree 0 0 Table 7: Impact on Career Growth Agree Neither agree nor disagree 3 10 Disagree 0 0 Table no.7 shows that majority (80%) of the respondents agreed that their performance has a direct impact on their career growth. Followed by 10% of the respondents who strongly agreed it helps in career growth, while very few (10%) neither agree nor disagree with this statement. It can be interpreted that the organization provides the employees for their career growth. Table 8: Purpose of Performance Appraisal System - Recognition, Promotion, Termination Strongly Agree Agree Neither agree nor disagree Disagree Table no.8 shows that majority (76.67%) of the respondents agree that the purpose of performance appraisal is recognition, promotion, termination etc. Followed by 16.67% of the respondents neither agree nor disagree. Very few (3.33%) respondents strongly agree that these are the purpose, while 3.33% disagree with this statement. Table 9: Performance Appraisal System Reduces the Grievances Strongly Agree Agree Disagree 3 10

5 International Conference on Challenges and Opportunities in Mechanical Engineering, Industrial Engineering and Management Studies 1127 Table no.9 depicts that majority (56.67%) of the respondents agreed that their grievances are reduced by performance appraisal. Followed by 26.67% of the respondents neither agree nor disagree to the statement, 10% of the respondents disagreed with this statement and very few (6.67%) of the respondents strongly agreed with this statement. Suggestions for improving the existing performance management system 1. The existing performance appraisal is manual. Therefore, it can upgrade with Electronic Performance Appraisal Forms (E-PAS). This will: To reduce the unnecessary paper work so that compilation and assembling can be done quickly. To make the task more convenient, organized and structured. To fasten up the process so that the next schedule of activities are carried out on timely basis. 2. It was found that performance was not linked to career growth, so they should be a link with the performance and career growth. 3. Majority feels that the performance appraisal system is biased in the organization therefore; the organization should redesign its appraisal process in a systematic and transparent method. 4. The present appraisal system is boss-oriented; therefore it can be changed to 360 degree appraisal. V. CONCLUSION The present study evaluation of Performance Management System was conducted in Manipal Universal Learning Private limited and evaluate it from employee perspective. The study was restricted to the employees in the Head Office, Mangalore. The result of the study shows that majority of the employees are satisfied with existing performance Management system and feel that it s important to enhance individual performance as well as organization performance. However, the existing Performance Management System is biased and boss-oriented. So, to make the performance appraisal system effective the organization may adopt Electronic Performance Management System. Further, arrangements should be made to link performance rating to the employment decision such as promotion, recognition, demotion and termination etc. REFERENCES [1] Armstrong. M and Baron. A, 1999 Managing Performance: Performance Management in Action. [2] Bashir, S and Khattak, H. R. Impact of Selected HR Practices on Perceived Employee Performance, a Study of Public Sector Employees in Pakistan, European Journal of Social Sciences., vol. 5, no. 4, pp , [3] DR.R.C.Chhipa, 2009, To Increase Technical Manpower Through Performance Appraisal In Indian Universities And Higher Education Institutions Centre for Air & Water Modalling, Suresh Gyan Vihar University, Jaipur [4] Ekaette, U. J. (2001) Policy Focus and Value system in higher education The Guardian, Lagos: June 18, [5] Grote,D., Public organizations, Public Personnel Management, 29,1,2000 pp Longenecker, C. & Fink, L., Creating Effective Performance Appraisal. Industrial Management, 41, 5, 1999, pp,