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PERFORMANCE MANAGEMENT:The Death of the Collegiate System inHigher Education3 April 2012CLAIRE POVAH & TOM FINNIGAN
AGENDAWelcome and IntroductionsWhat is Performance Management followed by InteractiveExercisePerformance Development Revie...
Operational PMCIPD Survey Report (2009) ‘Performance management in action:current trends and practice’Methodologies includ...
Strategic PMMethodologies include• Six Sigma• Balanced Scorecard (BSC)• Total Quality Management (TQM)• Activity-based Cos...
Performance Management SystemsInteractive Session• Get into groups of about 8 and nominate a speaker, consider  the follow...
Performance Management SystemsStrategic Methodologies• Six Sigma• Balanced Scorecard (BSC)• Total Quality Management (TQM)...
Performance Development Reviews, a wolfin sheep’s clothing
Performance DevelopmentReviews – The Research“The Performance and Development Review is a critical processfor enhancing in...
Student Based Services –Organisation Structure                 Director of               Student Based                  Se...
Methodology and MethodsMethodology:                    Methods:Case Study            Survey & Interviews               Exa...
Findings                 Effectiveness in terms of:Participation                                               Meeting the...
Findings•   Process is effective in terms of participation•   There is an awareness of the aims of the PDR process•   Only...
Findings•   Reviewers and reviewees value the process in terms of the opportunity it provides    to sit down and have one-...
Findings           Example image
EFFECTIVENESSEFFECTIVENESS                EFFECTIVENESS image                      Example
Performance Development Reviews, a wolfin sheep’s clothing
Performance Management: The Death ofthe Collegiate System in Higher Education
Performance Management Systems vsOrganisational Culture – a battle of wills
AGENDAIntroduction to Management Control SystemsBalance Score Card as an exampleKPIsPerformance Management SystemsQuestions
Management Control Systems• Where did they come from?• What do they seek to do?• In a MCS almost everything in the organis...
Balanced Score Card• The BSC was developed by Robert S. Kaplan and David P.  Norton in 1992.• The BSC relies on using a ra...
KPIs in HE• KPIs are part of everyday life in the higher education (HE)  sector• 1999 first group of KPIs for UK universit...
The Role of KPIs• KPIs should reflect and measure progress along the strategic  direction of the organisation.“personal re...
KPIs – problems of usage•   Organisations identify too many KPIs•   Continue to rely on historical data•   Ignore the cult...
Performance Management Systems• A PMS as an overall control system, which not only undertakes  the measurement of performa...
PMS – analytical framework byFerreira and Otley (2009)                Example image
Ferreira and Otley’s PerformanceManagement Framework - Adapted                 Example image
Performance Management Systems“The literature in the area of performance management systems(PMSs) and management control s...
Questions
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306 - Performance Management the Death Of the Collegiate system in HE

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306 - Performance Management the Death Of the Collegiate system in HE

  1. 1. PERFORMANCE MANAGEMENT:The Death of the Collegiate System inHigher Education3 April 2012CLAIRE POVAH & TOM FINNIGAN
  2. 2. AGENDAWelcome and IntroductionsWhat is Performance Management followed by InteractiveExercisePerformance Development Reviews , a wolf in sheep’s clothingPerformance Management Systems vs Organisational Culture – aBattle of WillsQuestion & Answer Session
  3. 3. Operational PMCIPD Survey Report (2009) ‘Performance management in action:current trends and practice’Methodologies include• Performance Appraisal/Performance Development Reviews• 360 Degree Feedback• Regular Review Meetings• Objective setting
  4. 4. Strategic PMMethodologies include• Six Sigma• Balanced Scorecard (BSC)• Total Quality Management (TQM)• Activity-based Costing
  5. 5. Performance Management SystemsInteractive Session• Get into groups of about 8 and nominate a speaker, consider the following questions…• Which performance management tools are you aware are used in your organisation?• How well are they adopted in your organisation? Rank this on a scale of 1-4 (1 = “tick box exercise”; 4 = widely adopted)• How effective do you feel these are? Rank on a scale of 1-4 (1 = not effective at all; 4 = extremely effective)10 minutes to discuss this then will feed back.
  6. 6. Performance Management SystemsStrategic Methodologies• Six Sigma• Balanced Scorecard (BSC)• Total Quality Management (TQM)• Activity-based CostingOperational Methodologies• Performance Appraisal/Performance Development Reviews• 360 Degree Feedback• Regular Review Meetings• Objective setting
  7. 7. Performance Development Reviews, a wolfin sheep’s clothing
  8. 8. Performance DevelopmentReviews – The Research“The Performance and Development Review is a critical processfor enhancing individual and organisational performance.” Lancaster University PDR Policy (2010)• Aim of the research• Methodology and methods• Findings
  9. 9. Student Based Services –Organisation Structure Director of Student Based Services Student Registry Centre for Enterprise, Employability & Careers Colleges & Student Life
  10. 10. Methodology and MethodsMethodology: Methods:Case Study Survey & Interviews Example image
  11. 11. Findings Effectiveness in terms of:Participation Meeting the stated aims Linking organisational/faculty/departmental & individual goals. Clarify role expectations & performance required. Facilitate the giving/receiving of feedback. Support individuals in planning & fulfilling their ongoing development. Example image Offer an opportunity to discuss individual circumstances & wider experiences at work. Support individuals and their departments as roles, expectations & structures change.
  12. 12. Findings• Process is effective in terms of participation• There is an awareness of the aims of the PDR process• Only one-third of reviewees are having regular discussions/follow-up meetings with their line-managers.• Of the reviewers who responded to the survey only one is having regular meetings with their reviewees.
  13. 13. Findings• Reviewers and reviewees value the process in terms of the opportunity it provides to sit down and have one-to-ones.• The one-size fits all approach impacts on engagement with the process.• Process is viewed as a bureaucratic, tick-box exercise by both parties, the perception being that neither side has bought into the process.
  14. 14. Findings Example image
  15. 15. EFFECTIVENESSEFFECTIVENESS EFFECTIVENESS image Example
  16. 16. Performance Development Reviews, a wolfin sheep’s clothing
  17. 17. Performance Management: The Death ofthe Collegiate System in Higher Education
  18. 18. Performance Management Systems vsOrganisational Culture – a battle of wills
  19. 19. AGENDAIntroduction to Management Control SystemsBalance Score Card as an exampleKPIsPerformance Management SystemsQuestions
  20. 20. Management Control Systems• Where did they come from?• What do they seek to do?• In a MCS almost everything in the organisationis included as part of the overall control system” Malmi and Brown (2008)
  21. 21. Balanced Score Card• The BSC was developed by Robert S. Kaplan and David P. Norton in 1992.• The BSC relies on using a range of measures termed Key Performance Indicators (KPIs).• “The perception that implementation of a BSC, in and of itself, will lead to organizational alignment is a fairy tale”. Deem et al. (2010)
  22. 22. KPIs in HE• KPIs are part of everyday life in the higher education (HE) sector• 1999 first group of KPIs for UK universities (HEFCE 1999).“Choosing relevant KPIs requires thinking to be aligned withstrategies and objectives; once this is done the choice of measuresof success is often an obvious one” Cronin (2007 p.13)
  23. 23. The Role of KPIs• KPIs should reflect and measure progress along the strategic direction of the organisation.“personal rewards or incentives often result in staff resisting orpreventing change in order to deliver KPIs that benefit themrather than the organisation” Brooks (2005)
  24. 24. KPIs – problems of usage• Organisations identify too many KPIs• Continue to rely on historical data• Ignore the culture of the organisation• Fail to consider the leadership style of the managers
  25. 25. Performance Management Systems• A PMS as an overall control system, which not only undertakes the measurement of performance it also seeks to undertake the management of performance.• What do you need to set one up?
  26. 26. PMS – analytical framework byFerreira and Otley (2009) Example image
  27. 27. Ferreira and Otley’s PerformanceManagement Framework - Adapted Example image
  28. 28. Performance Management Systems“The literature in the area of performance management systems(PMSs) and management control systems (MCSs) increasinglyrecognises the need for research to be based on more coherenttheoretical foundations” Ferreira and Otley (2009 p.263)
  29. 29. Questions

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