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Academic staff perception of performance management : a case study of an open distance learning institution

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dc.contributor.advisor Samuel, M. O. Maimela, Esther Matsetselane 2016-10-04T06:33:22Z 2016-10-04T06:33:22Z 2015-11
dc.identifier.citation Maimela, Esther Matsetselane (2015) Academic staff perception of performance management : a case study of an open distance learning institution, University of South Africa, Pretoria, <> en
dc.description.abstract Higher education institutions (HEIs) are now adopting the management styles that are being practised in profit-making organisations in the private sector. The top management in HEIs embark on monitoring performance of all categories of their employees, including academic staff. This has become necessary in order to encourage and enhance quality in teaching and also to achieve increased research productivity. This means that the same principles involved in managing the private sector, such as introducing performance management systems, are now applied in the public sector. Empirical evidence from previous studies suggests that the introduction and implementation of performance management systems in academic institutions often result in tension between academic employees and management, thereby heightening the age-long debate on the necessity for academic freedom in institutions of higher learning globally. The present study evaluated the perception of academic staff members regarding the implementation of a performance management system in an open distance learning institution in South Africa. The study adopted a survey research design, using a quantitative research approach. The total sample of the study comprised of 492 academic staff members of the institution. A structured self-administered web-based questionnaire that was tested for high reliability and validity content was used to collect primary data from the respondents. The data were analysed using both descriptive and inferential (one-way sample t-test) statistics. The research findings indicate that academic staff members at the institution are satisfied with the performance management system implemented by management. The study further found that academics do not consider the resultant performance bonus from the implementation of the performance management system sufficiently motivating and that it should therefore be reviewed by management. Overall, the outcome of the present study was to a large extent inconsistent with the empirical evidence presented by previous studies. en
dc.format.extent 1 online resource (xx, 179 leaves) : illustrations (some color)
dc.format.extent Samuel, M. O.
dc.language.iso en en
dc.subject Performance management process en
dc.subject Performance management system en
dc.subject Higher education institutions en
dc.subject Open distance larning institution en
dc.subject Residential/contact universities en
dc.subject Managerialism en
dc.subject Motivation en
dc.subject Strategic management en
dc.subject Management en
dc.subject Balanced scorecard en
dc.subject Organisational commitment en
dc.subject Organisational culture en
dc.subject Distributive justice en
dc.subject Procedural justice en
dc.subject Interactional justice en
dc.subject Critical success factors en
dc.subject Key performance indicators en
dc.subject.ddc 378.12240968
dc.subject.lcsh College teachers -- Rating of -- South Africa -- Case studies en
dc.subject.lcsh Performance -- Management -- Case studies en
dc.subject.lcsh Open learning -- Case studies en
dc.subject.lcsh Universities and colleges -- Employees -- Rating of -- Case studies en
dc.title Academic staff perception of performance management : a case study of an open distance learning institution en
dc.type Dissertation en
dc.description.department Business Management en M. Com. (Business Management)

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