Creating Change in an Academic Institution through Performance Management (The Miriam College Experience)  

Oleh:

Racho, Noel C.

Jenis: Article from Proceeding
Dalam koleksi: The 2nd International Conference on Business and Communication (ICBC): Managing Change in Global Context : Toward Sustainable Competitiveness, page 117-136.
Topik: Performance Management System; Organizational Development; Culture of Meritocracy
Fulltext: Proceeding The 2nd ICBC p117-136.pdf (670.25KB)

Isi artikel

This study was an attempt to articulate the design and the implementation of the new Performance Management System (PMS) of Miriam College as a change initiative in the organization development outcomes targeted in its strategic plan specifically in creating a culture of meritocracy. It is an action research using program/system design, implementation and evaluation approach. Survey questionnaire, document reviews and focus group discussions were used to gather data. Hanna’s Organizational Performance and Organization Development (OD) Cycle models were utilized for this purpose. The study revealed the following positive views and experiences of the employees with the new performance management system. These are: 1) The system is multifaceted in its purpose, 2) The process involved is continuous during the academic year, with periodic reviews and treated as an on-going event, 3) Employee goals have clear link with the strategic plan and priorities of the school, 4) data from the system is just one component in the school’s policy on merit increases, 5) The system emphasizes close cooperation and collaboration between supervisors and subordinates on generating goals, 6) It emphasizes the developmental approach in managing employee performance, 7), and 8) performance management has become the core management tool in creating the culture of meritocracy. There is no direct and exclusive correlation between the identified OD Outcomes and some measures attained, but there is a good indication that the new PMS is helping the school bring about changes in establishing a culture of meritocracy. After SY 2005-2006 and onwards, the initial gains of the new PMS have been sustained and the recommendations therein have been implemented as well. Employees continue to see their contributions as aligned with the strategic direction of the school even with the change of leadership in 2010. Employees feel that the school has fairly recognized and meaningfully rewarded their performance.

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