Performance measurement and management in the British higher education sector

Abstract

Theoretical enquiry and empirical studies demonstrate the significance of performance management (PM) in the higher education sector and it is a fulcrum for developing a strategic role for people management within universities. In spite of the perceived weaknesses of people management in the higher education sector, in general, the current period of rapid and substantial contextual change may necessitate greater formalisation of HR practices across the British higher education sector. In addition to the changing role of the HR function and line managers, these developments may result in an increasingly stringent performance regime across the sector, especially in more hard-pressed institutions. Through a literature review and a pilot study, this paper attempts to address two main research questions: (i) what are the current performance management practices in the British Higher Education sector? and (ii) what needs to be done to strategically align these practices within HEIs in the UK? This paper discusses the wider literature related to performance management in general and to academic institutions in particular. We also undertook a small-scale qualitative study to explore the views of HR professionals on the need for, and the current performance measurement systems in their universities in the UK. The preliminary findings confirmed that PM is a key issue in the respondents' institutions, with substantial and recent changes in policy. This underscores the need for a large-scale research agenda to capture the current dynamics of change the sector is undergoing. The paper concludes by stimulating a policy debate and placing a number of research calls, along with suggestions on how these research questions may be investigated.

MEDIATING ROLE OF EMPLOYEES’ COMPETENCIES IN RELATIONSHIPS AMID EMPLOYMENT SECURITY & ORGANIZATIONAL PERFORMANCE

“…In this regard, when employees feel secure in their jobs, they are likely to be motivated to perform well as job security reduces fear of losing their positions, allowing employees to focus upon tasks and responsibilities. This motivation can translate into improved competencies, such as increased job knowledge, skill development, and willingness to go extra mile to contribute to organizational performance (Sheikh, Chandler, Hussain & Timmons, 2022;Akhtar, Javed & Ramzan, 2022;Anwar & Abdullah, 2021). The employment security can foster sense of loyalty and commitment among employees, leading to higher levels of engagement.…”

“…In higher educational context, employees' competencies, employment security and organizational performance foremost predictors toward organizational desired standing, reputation and success (Rashid & Shah, 2016). The higher education institutions require highly competent and skilled employees to deliver the quality education and realize their strong mission and desired objectives (Sheikh, Chandler, Hussain & Timmons, 2022). The employment security is vital for employees as it contributes towards the job satisfaction, commitment, and retention (Paraschi, Georgopoulos & Papanikou, 2022).…”

“…The performance is multidimensional phenomenon that is used to quantify efforts, bringing to the face some negative aspects crucial to deciding an organizational realization towards desired and leading outcomes (Sheikh, Chandler, Hussain & Timmons, 2022). The performance serves as the fulcrum for all organizational methods and procedures that are crucial in defining the corporate credibility, making it solely liable for the desired organizational achievement and long waiting development (Anwar & Abdullah, 2021).…”

“…Based on resource-based view, employee skills substantially impact organizational performance over employment securities and commitment toward determinations in realizing important tasks for developments (Salman, Ganie, Ganaie, Imran & Khan, 2020). The employees have all qualities extraordinary talents that serve as primary sources of competitive advantage and main drivers of the organizational success (Sheikh, Chandler, Hussain & Timmons, 2022). So, employee competencies are better over employment security culminates at desired organizational performance overwhelmed at the desired outcomes required for ultimate development.…”

Using Analytical Hierarchy Process for Double Auction to Optimize Financial Performance of Private Higher Education Institutions

“…The criterion in finance must be a priority in the administration of tertiary institutions due to their importance in supporting the development and increasing the competence of tertiary institutions [18]. Profit is the distinction between universities' prior focus on the financial aspects of the incoming and outgoing money sector [19]. However, a greater emphasis will be placed on enhancing the caliber of tertiary institutions so that their development and competition can be sustained.…”