Performance Management within the Context of

Student Counselling:

Challenge or Nightmare?

Dr Handré BrandMs Sindi Wahl

Ms Elanza van der Merwe

Centre for Student Counselling and Development, Stellenbosch University

Outline of Presentation

Elanza van der Merwe

A Theoretical Overview of Performance Management

Dr Handré Brand and Sindi Wahl

Basic Points of Departure at SU

Example of Work Contract and

Performance Management Process at CSCD

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Research Question

Should Performance Management, within the context of student counselling, be viewed as a challenge or a

nightmare?

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Introduction

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Words are words, explanations are explanations,

promises are promises –

but only performance is reality.

Harold S. Geneen

Theoretical Overview - Definitions

Performance Appraisal (PA) (Review or evaluation) “Ongoing process of identifying, measuring and developing

human performance and critical performance indicators as outcomes in the workplace”Baird (in Gerber, Nel, & Van Dyk, 1998)

Performance Management (PM) “A set of techniques used by a manager to plan, direct

and improve the performance of employees in line with achieving the overall objectives of the organisation”(Fay, in Spangenberg, 1994)

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Aims and benefits of PM

Evaluate work performance

Reinforce strengths and identify deficiencies

Feedback to employees

Improve future performance

Define objectives/goals

Remuneration purposes

Focus on results and not behaviours

Cultivate system-wide, long-term view

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Dissatisfaction with PA (Review)

“Performance appraisal is a yearly rite of passage in organisations that triggers dread and apprehension in the most experienced, battle hardened manager”.

Roberts & Pregitzer, cited in Kline & Sulsky (2009)

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Development of PA (Review)

Previously:

Top-down process – something done to people

Modern viewpoints:

Activity done for people - in partnership with employees

Paradigm shift

Impact of information technology

Technology remains only a tool to be used in PM

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PA Methods

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Category rating methods· Graphic rating scale/non-

graphic rating scale· Checklist of critical

incidents

Category rating methods· Graphic rating scale/non-

graphic rating scale· Checklist of critical

incidents

Comparative methods · Ranking· Forced distribution· Paired comparison

Comparative methods · Ranking· Forced distribution· Paired comparison

Behavioural/objective methods·Behavioural rating approaches· Management by objectives

(MBO)

Behavioural/objective methods·Behavioural rating approaches· Management by objectives

(MBO)

Narrative methods· Critical incident· Essay

Narrative methods· Critical incident· Essay

PA methods

PA methods

Narrative PA methods

Critical incident methodDevelop key performance indicatorsAdvantages - reduces possibility of only most recent

performance being remembered; makes feedback easier because of specific examples of behaviour

Drawbacks - only effective if consistently recorded Essay method

Advantages - Reduces possibility of evaluator rating everyone averagely; reduces evaluator bias

Drawbacks - Very time consuming and less cost effective; not appropriate for evaluative purposes

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Popular PA Tool

Multisource (360 degree or upward) feedback Performance feedback from variety of

sources Advantage – more objective due to variety of sources

Disadvantage - Can become coercive, misguided and intimidating

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Challenges of PM

Design of PA system Inappropriate

techniques or criteria for appraisal

Techniques applied inconsistently

The Evaluator Bias (cultural

diversity) Halo effect Central tendency Leniency or

strictness Recency effect

Robbins (2005)

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Challenges of PM (continued)

General challenges Expensive and time consuming PM rarely backed by theory Lack of follow-up of performance reviews Too much prominence given to appraisal/review aspect Employee development neglected Insufficient objectivity maintained Negative perceptions of PM

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What gets measured is what gets done...

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Unintended pitfalls of PM

Preference to most urgent, short-term goals

Cultivates culture of mediocrity

Detrimental to teamwork

Overlooks impact of system on performance

Spangenberg (1998)

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An obstacle (or a nightmare) is what you see when you are no longer focused on the

goal.

Should Performance Management, within the context of student counselling, be viewed as a challenge or a nightmare?

PM and Higher Education (HE)

Multiple objectives of Higher Education Institutions Complex environment and extended time periods over

which impact of HEI services measured Most SA institutions of higher learning developed their

own unique PM systems. Essential to uphold or advance outputs and for quality

control and benchmarking purposes Thorough understanding of PM process and practical

implications essential

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Basic points of departure at SU

Minimum norms are specified in terms of organizational

goals for environment

Intermediate and final work outcomes

System should provide sufficient insight into the

development needs of staff

Salaries should be available in a sustainable manner

The universities strategic indicators should be embedded

in the process

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Work contract

Compiled by staff and their direct line managers

(supervisors)

Each contract is unique and agreed upon by both parties

Regular consultation between staff and line manager (s)

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Example of personal development plan

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Conclusion

If you know that A + B + C = 19, you will still not know the value of A (or B or C).

PM has the potential to become a logistical nightmare, but only if the challenge is not managed in an innovative and informed way.

Bill Sherkenbach, in personal communication

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Summary

Administrative systems provide for PM and personal development

Within university context financial numeration not always correlated with outcomes of PM results (limited number of bonuses available; in natura compensation not always best policy)

Should personal development aspects be regarded as more important than the financial side?

Intrinsically motivated staff a basic requirement - group of people not primarily focused on financial side

Then only would it be possible to transform a potential nightmare into a innovative challenge

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Any questions?

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