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    PERFORMANCE MANAGEMENT FOR MI SUCCESS

    Super Six Approach

    MI of today is constantly searching for the star performers who can

    produce the best results for the MI, The concept of performance man-agement gained momentum after the AICTE rules and regulation withthe development in and expansion of management education troughthe mushroom growth of MIs. Performance management in MI is a logi-cal process by which MI involves its Teachers and non teachers inimproving organizational effectiveness. Since performancemanagement of any MI is a logical sequential process as guided byAICTE and the University, it should be planned, designed andimplemented in a systematic and objective manner. A snag at anystage may damage the basic principle of the MI system. Commonerrors occur during the planning of the performance management

    system of MI by neglecting some vital ingredients which otherwiseought to have been included. Some Institutions, as it is observed in theexperience survey are not being able to manage the performancemanagement system in a professional manner as required by theAICTE. Even some other MI may not properly utilize the data collected,but merely conducting the appraisals and other evaluations as routineannual affair to meet the documentary requirements of LIC of theuniversity or AICTE. To avoid the major pitfalls and to enjoy the realtaste of this novel and versatile system, MIs need to concentrate onthe six major managerial dimension of the performance managementsystem which leads to six behavioral dimensions. According toArmstrong (1994), "Performance management is a process forestablishing shared understanding about what is to be achieved and anapproach to managing and developing people in a way which increasesthe probability that will be achieved in the short and long term."

    From this definition we could understand for MI that its managementsystem is development -oriented that examines the past achievementswith future requirements for organizational success and for which theAICTE/university provides guidelines. The managerial variablesdirected by the AICTE for effective performance management in MIare covered under the following segment of MI administration:-

    1. Organization and Governance

    2. Financial Resources, Allocation and Utilization

    3. Physical Resources (Central Facilities)

    4. Human Resources: Faculty And Staff

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    5. Students Development & Relations

    6. Teaching-Learning Processes

    7. Supplementary Processes

    8. Research & Development and Interaction Effort

    In order to facilitate the various functions in above segments of MIadministration the following tools are required to be maneuvered asper AICTE/University guidelines or statutes given below as anillustration :-

    1. Reward /compensation Management,:- Payment of salaries asper sixth pay commission

    2. HRD:- by introducing the faculty development programme

    3. Team Management:-

    4. Recruitment and Selection :- Observing the university/Govt.selection norms with due weightage to reservation policies

    5. HR Inventory: - Planning, forecasting, and recordingperformance, achievements etc.

    6. Appraisal :- Annual performance report top be endorsed by theemployees and endorsed by the Director

    7. Feedback : teaching feed back from the students

    The organizational aspects covered under effective performancemanagement are Organizational Culture, Learning and Collaboration,Communication, Motivation, Organizational Structure, OrganizationalChange and Development. Each of the managerial aspects will haveenormous effects on the organizational aspects.

    We can see the correlation between the six major managerial aspectsthat lead to six organizational aspects as depicted in the Figure.

    Though there are numerous other managerial aspects and decisionsleading to different organizational behavior, we will just look in to sixmajor dimensions in detail.

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    Howard Management and Motivation

    As we all know that there is a clear i iii, direct and transparent relation-ship between performance management and motivation as the rewardsystem is based on the performance of the employee and the organiza-

    tion, which is the major motivating factor in organizational settings aspostulated in all motivational theories either as need satisfaction or asexpectancy and equity.

    Hence it is for the management to reward the employees based on theperformance to motivate them to work further. But undermining thisbasic principle, many organizations either may not link the rewardswith the performance or could not match the rewards with theperformance in a proper manner, leading to organizational failure andconflict. By which they could not attract, maintain and retain talent tomeet the business requirements and competition. Since the reward

    system of a company reflects the core philosophy of the organization,an organization should have a performance management systemwhich will provide a broad framework for its rewards management andto motivate its workforce. Hence the organization needs to have thepay structure and compensation management attractive enough atleast: to retain the talent. And the platform to carry out this task iscertainly performance management system.

    Appraisal Feedback and Communication

    Feedback from employees is a major channel of upwardcommunication in organizations nowadays. Not only feedback is acommunication mechanism, but a review program to plan for thefuture by forecast. For this, the organizations must open up as muchcommunication channels as possible to encourage the employees tofreely air their views, thus avoiding conflict and misunderstanding infuture and can help build the organizational learning and collaboration.IT majors such as Infosys and Wipro could flourish even at the time of severe setbacks to this sector as they follow open channels of communication. Among the three major qualities required for asuccessful manager such as motivation, leadership andcommunication, communication is the basis for the other two qualities.If a manger is a good communicator, he may able to motivate and leadthe organization to the desired position. Not only for the managers, butalso to all employees working in an organization it is thecommunication that links them in their structure. Performance man-agement with feedback mechanism will help tap this potential for orga-nizational success. Hence it is quite evident that an effective perfor-mance management system helps the organizations in terms of thecommunication to achieve its mission.

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    HRD and Learning and Collaboration

    Though HRD seems to be a development process no development cantake place without learning. During the course of learning theemployees may have the opportunity to collaborate with the system

    and other employees of the organization. Hence the HRD programsshould be designed in such a manner to instill I be habit of both learn-ing and collaborations among the participants of the program.

    The basic data to design the right HRD program can be available fromthe performance management records. We can identify the standardsand actual performance of the employees and the gap between thetraining and development needs of the employees. Since not all theneeds of the employees are job-oriented for the desired results, someof them may be of behavioral in nature. Hence proper care should betaken by the management to identify the proper training needs of dif-

    ferent nature to develop skill, knowledge and behavior of the em-ployees to have a concerted effort for organizational success. HRDcenter, must be viewed not only as the learning and development cen-tet but also as the collaboration center for having better understandingof the business philosophy of the organization. Once again it is theperformance management that decides the competence and compe-tency requirements of the organization.

    Team Management and Organizational Culture

    Team management starts with the forming of the teams. Individual andorganizational culture will play a major role in the formation andfunctioning of the team in any organization. Hence before entering intothe team style of management, one has better understand that theculture prevails in organization. For this, the organizations need to con-duct attitude surveys among the employees about their job in orga-nization. Once you start forming the teams after conducting this ex-ercise, it will definitely produce desired results. The Japanese compa-nies are successful in team environment because they conduct attitudesurveys before they form any team. Hence organizations whileconducting performance evaluation they should include the aspect of attitude in their mechanism under competency analysis to get the vitalinformation for the team formation and its management. As most of the business now carried out under the team environment, theorganizations should give priority for this aspect to avoid any mishap inthe future.

    Self-managed work teams are quite possible only by having thisinformation on hand. Hence the organization should conduct compe-tency mapping and performance appraisal simultaneously. Obviouslythe performance management is the cornerstone for the team man-

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    agement in organizations. It is advisable for the organization not tomiss this opportunity for them in their team management.

    Recruitment and Selection and Organizational Change andDevelopment

    Like individuals, it is imperative for organizations also to keep apacewith the changes in the business environment whether external or in-ternal.