PERFORMANCE MANAGEMENT-8615-MANAGEMENT STRATEGIES in EDUCATIONAL INSTITUTIONS-UNIT 4-AIOU

1. Management Strategies in
Educational Institutions

2. Course Code: 8615
Unit 4
By: Muhammad Inam Waris
PhD (Education) Scholar
Visiting Lecturer BZU Campus Vehari
0333-6263255
warisinaam@gmail.com
PERFORMANCE MANAGEMENT

3. WELCOME TO AIOU’S VIRTUAL
CLASSROOM SYSTEM
Instructions for students:
 Please mute your microphone while class.
 Don’t engage in chatting with other students
 Ask questions if any using public chat feature
 Please note that all activities are being
recorded

4. After studying this unit, you will be able to:
 1. Define and explain Key Performance Indicators.
 2. Discuss concept of Monitoring and Evaluation.
 3. Elaborate Performance Appraisal and its application in
education
 4. Explain process and benefits of Reviewing and
Reporting
 5. Explain ways and uses of Feedback and Coaching in
the process of performance management
UNIT 4
PERFORMANCE MANAGEMENT

5.  “A key performance indicator (KPI) is a metric that
helps you understand how you are doing against
your objectives”.
 Performance indicator refers to the means by
which an objective can be judged to have been
achieved or not achieved.
 Key performance indicators are not fixed for all
types of organizations, rather they may differ from
one institution to another institution. They depend
upon the type of objectives and goals for a certain
organization.
KEY PERFORMANCE INDICATORS

6. Graduation Rate Number of Training Sessions Per Year
Awards Faculty & Staff Attendance Rates
Research Grants Faculty & Staff Retention Rate
Student Attendance Rate Average Age of Buildings
Percentage of Students On Aid Percentage of Buildings Passing
Inspection
Grant Money Classroom Utilization Rate
Tuition Costs Percentage of Classes Using Technology
Student to Faculty Ratio Percentage of Administrators Using
Technology
Cost per Student Social Media Engagement
Faculty to Administration Ratio Percentage of Students Living On Campus
Number of Students Enrolled per Number
of Applications
Percentage of Students that Take Public
Transit
Percentage of Faculty With Advanced
Certifications Or Degrees
Key Performance Indicators
(KPI) in Higher Education

7. MONITORING
 Monitoring is the routine and
systematic collection of
information against a plan. The
information might be about
activities, products or services,
users, or about outside factors
affecting the organization or project
 To monitor is to check on how
activities are progressing. It is
observation; systematic and
purposeful observation.

8. CONT.……
Monitoring also provide information that will be useful in:
 Analysis of situation of the teaching learning process.
 Determining whether the inputs in the process are well utilized.
 Identifying the problems and finding their solutions.
 Ensuring that all activities are carried out properly by the right
persons and well in time
 Using results of one project (study situation) experience on to
another.
 Determining whether the project was planned in an appropriate
way.

9. EVALUATION
Evaluation is about making
judgments about the value of
any component part of an
organization or its products,
services or benefits, or about
the organization as a whole.
Evaluation is vital to assess
program effectiveness and to
support continuous program
improvement.

10. PERFORMANCE APPRAISAL
 Performance Appraisal is the systematic evaluation of the
performance of employees and to understand the abilities of
a person for further growth and development. Performance
appraisal is generally done in systematic ways which are as
follows:
 The supervisors measure the pay of employees and compare
it with targets and plans.
 The supervisor analyses the factors behind work
performances of employees.
 The employers are in position to guide the employees for a
better performance.

11. OBJECTIVES OF PERFORMANCE
APPRAISAL
 To maintain records in order to determine compensation packages,
wage structure, salaries raises, etc.
 To identify the strengths and weaknesses of employees to place
right men on right job.
 To maintain and assess the potential present in a person for further
growth and development.
 To provide a feedback to employees regarding their performance.
 It serves as a basis for influencing working habits of the employees.
 To review and retain the promotional and other training
programmes.

12. ADVANTAGES OF
PERFORMANCE APPRAISAL
 Promotion: Performance Appraisal helps the supervisors to
chalk out the promotion programmes for efficient employees.
In this regards, inefficient workers can be dismissed or
demoted in case.
 2. Compensation: Performance Appraisal helps in chalking
out compensation packages for employees. Merit rating is
possible through performance appraisal. Performance Appraisal
tries to give worth to a performance. Compensation packages
which includes bonus, high salary rates, extra benefits,
allowances and pre-requisites are dependent on performance
appraisal. The criteria should be merit rather than seniority.

13. CONT.……
 Employees Development: The systematic procedure of
performance appraisal helps the supervisors to frame training
policies and programmes. It helps to analyse strengths and
weaknesses of employees so that new jobs can be designed for
efficient employees. It also helps in framing future development
programmes.
 Selection Validation: Performance Appraisal helps the supervisors
to understand the validity and importance of the selection
procedure. The supervisors come to know the validity and thereby
the strengths and weaknesses of selection procedure. Future
changes in selection methods can be made in this regard.

14. CONT.……
 Communication: For an organization, effective communication
between employees and employers is very important.
 a. Through performance appraisal, the employers can
understand and accept skills of subordinates.
 b. The subordinates can also understand and create a trust and
confidence in superiors.
 Motivation: Performance appraisal serves as a motivation tool.
Through evaluating performance of employees, a person’s
efficiency can be determined if the targets are achieved. This
very well motivates a person for better job and helps him to
improve his performance in the future.

16. USE OF PERFORMANCE APPRAISALS
 1. Promotions
 2. Confirmations
 3. Training and Development
 4. Compensation reviews
 5. Competency building
 6. Improve communication
 7. Evaluation of HR Programs
 8. Feedback & Grievances

17. PERFORMANCE APPRAISAL PROCESS
Establishing performance standards
Communicating the standards
Measuring the actual performance
Comparing actual performance with desired
performance
Discussing results [Feedback]
Decision Making

18. REVIEWING
Examine or assess (something) formally with the
possibility or intention of instituting change if
necessary.
It helps to answer the following questions:
 Did the activity (project) fully solved the
problem for which it was designed?
 Can we go ahead, and get even bigger
benefits?
 What lessons did we learn that we can apply
to future projects (activities)

19. REPORTING
 Reporting is the process for Collecting and
distributing performance information, like
status reporting, progress measurement and
forecasting. On the basis of the collected
information concerning scope, schedule, cost
and quality this process generates the reports,
which are distributed to the managers and
stakeholders.

20. TYPES OF REPORTS
 There are many types of reports. Four types are
mentioned as follows:
 Forecast Reports: for describing the future trends
 Progress reports: for describing trends from past to
present.
 Status Reports: for describing actual status
 Variance Reports: for describing difference
between the planned baseline and the real data.

21. COACHING
To increase the potential of the employees, coaching as a tool is
effectively employed by leaders in a workplace. This is a skill that is
sought in managers and considered to be important for the
development of core competencies in workforce.

22. DIFFERENCE BETWEEN COACHING AND
FEEDBACK
 Feedback is an integral part of coaching endeavor though the
converse of this is not true, and feedback does not require
coaching.
 Feedback focuses on the past while coaching focuses on future.
 Feedback makes one self-aware, and he realizes his strengths and
weaknesses.
 However, without further assistance in the form of coaching,
feedback is ineffective.
 Feedback is just one of the tools in the hands of a coach to bring
changes in the behavior of the employees and to develop
leadership skills.
 Feedback is information about the past given now to have an
effect on the future.

23. FEEDBACK
 Feedback is an important part of the training of an individual
and is considered an informal method of trying to effect
changes in the behavior of employees in the workplace.
Feedback is perceived more as a positive advice or evaluation.

24. QUESTIONS