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Ozlem Baykan: Towards a More Effective Performance Management to Increase Quality

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Towards a More Effective Performance Management to Increase Quality

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Ozlem Baykan: Towards a More Effective Performance Management to Increase Quality

  1. 1. TOWARDS A MORE EFFECTIVE PERFORMANCE MANAGEMENT TO INCREASE QUALITY Özlem Baykan ozlem.baykan@ozyegin.edu.tr Özyegin University, Istanbul, Turkey ©Eaquals Eaquals International Conference | Madrid | 11-13 April 2019 #eaquals19madrid
  2. 2. • Performance? • Performance management? • Effective performance management in an educational context? ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 2
  3. 3. ScOLa Prep (75) Modern Languages (13) Undergrad English (24) ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 3
  4. 4. Performance? ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 4
  5. 5. Performance management? ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 5
  6. 6. Performance management is; • the process of managing the execution of an organization’s strategy. It is how plans are translated into results. (Cokins, G.) • a systematic process for improving organizational performance by developing the performance of individuals and teams. It is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. (Armstrong, M.) ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 6
  7. 7. • the development of individuals with competence and commitment, working towards the achievement of shared meaningful objectives within an organisation which supports and encourages their achievement’ (Lockett, J). • the process of directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’ (Walters, M). ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 7
  8. 8. The current system • Organizational structure (Leadership & Teamwork) • Roles & Responsibilities & Effective Teaching Criteria • Induction program • Classroom observations • Regular meetings with instructors and students • Appraisals • 360-degree feedback ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 8
  9. 9. The current system • Supportive approach • Record keeping • Action plans & follow-up ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 9
  10. 10. • Current performance management system – What do we do? Is it effective? • A more effective and systemized way of performance management? ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 10
  11. 11. Evaluation process 1. Training sessions with the management team • Literature review • An external training session on performance management and motivation • Reflection on the current performance management system • Analysis of practices at different institutions ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 11
  12. 12. Evaluation process 1. Training sessions with the management team 2. Data collection • Questionnaire • Focus group meetings ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 12
  13. 13. Results • Criteria/clear expectations • Transparency • Fairness (good performance vs poor perfomance) • A more systematic approach to rewarding good performance and dealing with poor performance • More systematic support mechanisms • Clear outcomes and clear communication of outcomes (salary raise, rewards, motivation) ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 13
  14. 14. Towards a more systematic approach • Creation of new tools & feedback A Competency Framework A Rating Scale ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 14
  15. 15. Towards a more systematic approach • Creation of new tools & feedback • Presentation of the whole process • Training & standardization sessions • Mid-year evaluations • Regular developmental opportunities ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 15
  16. 16. To ensure effective implementation • Ensuring active and systematic reference to the competency framework • Communicating the performance results and providing feedback with reference to the rating scale in appraisals • Looking into further reward mechanisms to increase motivation • Taking more concrete actions for poor performance ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 16
  17. 17. Further actions • Evaluation of the whole process • New tools for the management team ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 17 Feedback Re- evaluate Revise Implement
  18. 18. ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 18
  19. 19. ©Eaquals Eaquals International Conference, Madrid, 11-13 April 2019 www.eaquals.org 19

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