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

PERFORMANCE MANAGEMENT:

The Death of the Collegiate System in Higher Education3 April 2012CLAIRE POVAH & TOM FINNIGAN

AGENDA

Welcome and Introductions

What is Performance Management followed by Interactive Exercise

Performance Development Reviews , a wolf in sheep’s

clothing

Performance Management Systems vs Organisational Culture – a Battle of Wills

Question & Answer Session

Operational PM

CIPD 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

Methodologies include

Strategic PM

• Six Sigma

• Balanced Scorecard (BSC)

• Total Quality Management (TQM)

• Activity-based Costing

Interactive 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.

Performance Management Systems


Strategic Methodologies• Six Sigma• Balanced Scorecard (BSC)• Total Quality Management (TQM)• Activity-based Costing

Operational Methodologies• Performance Appraisal/Performance Development

Reviews• 360 Degree Feedback• Regular Review Meetings• Objective setting

Performance Development Reviews, a wolf

in sheep’s clothing

“The Performance and Development Review is a critical process for enhancing individual and organisational performance.”

Lancaster University PDR Policy (2010)

• Aim of the research

• Methodology and methods

• Findings

Performance Development Reviews – The Research

Student Based Services – Organisation Structure

Director of Student Based

Services

Student Registry

Centre for Enterprise,

Employability & Careers

Colleges & Student Life

Methodology and Methods

Example image

Methodology:Case Study

Methods:Survey & Interviews

Findings

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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.

Offer an opportunity to discuss individual circumstances & wider experiences at work.

Support individuals and their departments as roles, expectations & structures change.

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.

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.

Example image

Findings

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EFFECTIVENESS

EFFECTIVENESS

EFFECTIVENESS

EFFECTIVENESS

EFFECTIVENESS

EFFECTIVENESS

EFFECTIVENESS

EFFECTIVENESS

Performance Development Reviews, a wolf

in sheep’s clothing

Performance Management: The Death of

the Collegiate System in Higher Education

Performance Management Systems vs

Organisational Culture – a battle of wills

AGENDA

Introduction to Management Control Systems

Balance Score Card as an example

KPIs


Questions

• Where did they come from?• What do they seek to do?

•In a MCS almost everything in the organisation is included as part of the overall control system”

Malmi and Brown (2008)

Management Control Systems

• 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)

Balanced Score Card

• 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 with strategies and objectives; once this is done the choice of measures of success is often an obvious one”

Cronin (2007 p.13)

KPIs in HE

• KPIs should reflect and measure progress along the strategic direction of the organisation.

“personal rewards or incentives often result in staff resisting or preventing change in order to deliver KPIs that benefit them rather than the organisation”

Brooks (2005)

The Role of KPIs

• 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

KPIs – problems of usage

• 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?


PMS – analytical framework by Ferreira and Otley (2009)

Example image

Ferreira and Otley’s Performance Management Framework - Adapted

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“The literature in the area of performance management systems (PMSs) and management control systems (MCSs) increasingly recognises the need for research to be based on more coherent theoretical foundations”

Ferreira and Otley (2009 p.263)


Questions