Tem aumentado nas Instituições de Ensino Superior (IES) o desalinhamento de expectativas entre coordenadores, educadores e educandos: em face da escassez de recursos, os professores tentam cumprir o programa da disciplina e os estudantes priorizam sua simples aprovação (nota e frequência). Na sala de aula é baixa a utilidade percebida (teoria x aplicação), o que afasta os estudantes e desanima os professores. Na tentativa de gerenciar tais conflitos e atender as exigências curriculares, coordenadores têm adotado ações que consumam menos recursos e produzam mais resultados. Com o intuito de apoiar coordenadores, professores e estudantes, buscaram-se evidências quantitativas e indícios qualitativos de que a gestão eficiente dos recursos disponíveis em sala de aula pode produzir com o uso dos mesmos recursos, resultados superiores de assimilação e envolvimento (carga ao professor que conduz a disciplina atendendo os alunos). Revisou-se nesta pesquisa a literatura sobre os seguintes conceitos: gestão de IES (TACHIZAWA, 2009); disciplinas e interdisciplinaridade na educação superior (MORIN, 1997; MACHADO, 2009); métodos e estratégias de ensino-aprendizagem (FREIRE, 2005; KOLB, 1990; SENGE et al., 2005; NONAKA e TACKEUCHI, 2008; SAUAIA, 2010). Foram conduzidos de 2004 a 2011 seis estudos experimentais em quatro IES privadas da cidade de São Paulo que oferecem cursos de graduação em Administração e Contabilidade. Ao se fazer uso de estratégias vivenciais de ensino-aprendizagem Centradas no Participante (ACP), os resultados evidenciaram desempenho superior na assimilação de conteúdos programáticos e no envolvimento dos estudantes universitários, como relataram Piaget e Vigotsky com estudantes do ensino fundamental. Tais resultados convidam coordenadores e professores à reflexão, na seleção cuidadosa de artefatos educacionais, métodos e estratégias usados em sala de aula e ao equacionamento de três desafios: sensibilizar e treinar os professores que se interessem pelos métodos centrados no participante; revisar os critérios para seleção de professores, valorizando um novo perfil; estimular e capitalizar o interesse dos estudantes e seu envolvimento para sua melhor formação como indivíduos e cidadãos. / The misalignment of expectations amongst learners, educators and coordinators has increased in the Higher Education Centers (IES): while teachers try to fulfill the program, students only care about their approval (grades and attendance). In the classroom the usefulness of the program perceived by students is low (theory x application), which discourages the teachers. While coordinators manage such conflicts, they also have to meet the curriculum requirements and trying to use as few resources as possible without jeopardizing the results. This research revises the literature on the following concepts: management of IES (TACHIZAWA, 2009); disciplines and interdisciplinary issues in higher education (MORIN, 1997; MACHADO, 2009); strategies for teaching/learning (FREIRE, 2005; KOLB, 1990; SENGE et al., 2005; NONAKA and TACKEUCHI, 2008; SAUAIA, 2009). Between the years of 2004 and 2011 the researchers conducted six studies in four private IES in the city of São Paulo that offer undergraduate courses in administration and accounting. The studies investigated the contributions achieved through the efficient management of available resources in the classroom (introduction of new instruments: SR, LC). Making use of teaching/learning strategies Focused on the Participant (ACP), the observed results have demonstrated superior performance in the assimilation of the syllabus and in the involvement of students. Despite being partial, these results invite coordinators and teachers to reflect and adopt a careful management of artifacts, methods and strategies used in the classroom. The understanding that ACP can contribute to a more efficient management in the classroom leads to the responsibility by the coordinators to consider three challenges: to create awareness and train the teachers who are interested in the participant-centred methods, to redirect criteria for selection of teachers and finally to increase the students interest and their involvement in their full training as individuals and citizens.

Submitted by SBI Biblioteca Digital (sbi.bibliotecadigital@puc-campinas.edu.br) on 2016-05-10T18:09:29Z No. of bitstreams: 1 Paulo Roberto Teixeira Junior.pdf: 2232470 bytes, checksum: 3e87999e1f8946dc0030d5687bd498e3 (MD5) / Made available in DSpace on 2016-05-10T18:09:29Z (GMT). No. of bitstreams: 1 Paulo Roberto Teixeira Junior.pdf: 2232470 bytes, checksum: 3e87999e1f8946dc0030d5687bd498e3 (MD5) Previous issue date: 2015-12-15 / Since the 90s Brazil has been implementing educational evaluation policies on a large scale. In higher education, we had the Institutional Assessment Program of Brazilian Universities (PAIUB) in 1993, the National Examination of Courses (ENC) in 1995 and the National System of Higher Education Assessment (SINAES), in force since 2004. Before that, there were specific initiatives diagnostic of higher education with the specific purpose of understanding the landscape of universities in the country: Atcon Plan, Meira Mattos Commission, July 1968 Commission, University Reform Assessment Program (PARU), National Commission for Revision of Teaching Superior (CNRES) and Group Executive for Restructuring of Higher Education (GERES). The SINAES is an assessment policy aimed to map the higher education in three dimensions: institutional assessment, course assessment and students assessment. This study is in the second dimension - course assessment - and the question is: Does SINAES has taken effect upon the management teaching? This is a bibliographic research that mapped masters and doctoral?s texts, published in 2004 - 2014 in order to investigate whether some research addressed the effects of SINAES the course upon teaching management. Among the 101 master and doctorate?s texts and 32 paper, only one deals with this topic: "Sinaes: quality indicators courses in higher education and social reproduction". Author: Leandro Berchielli. University: Catholic University of Sao Paulo (PUC-SP). Date: 2012. Berchielli argues the SINAES caused no improvement in management courses for him searched. Starting from the principle that all public policy takes effect, we argue the SINAES have rather taken effect, but not those recommended by the institution's policy, namely to promote the improvement of the courses. According to Berchielli, SINAES just contribute to legitimate and reproduce the separation of social groups, it is also true that this result, despite its anti-democratic feature, is an effect too. The management teaching, despite being which has the largest number of students in Brazil, needs to more studies and researches, mainly in its intersection with the assessment policies. The small number of studies in this field, in some way, can demonstrate us the State?s intentions about this course. / Desde os anos 90 o Brasil vem implementando pol?ticas de avalia??o educacional em larga escala. Na Educa??o Superior, tivemos o Programa de Avalia??o Institucional das Universidades Brasileiras (PAIUB) em 1993, o Exame Nacional de Cursos (ENC) em 1995 e o Sistema Nacional de Avalia??o da Educa??o Superior (SINAES), em vig?ncia desde 2004. Antes disso, houve iniciativas pontuais de diagn?stico da educa??o superior com a finalidade espec?fica de compreender o cen?rio das universidades no pa?s: Plano Atcon, Comiss?o Meira Mattos, Comiss?o de Julho de 1968, Programa de Avalia??o da Reforma Universit?ria (PARU), Comiss?o Nacional para Reformula??o do Ensino Superior (CNRES) e Grupo Executivo para Reformula??o do Ensino Superior (GERES). O SINAES ? uma pol?tica de avalia??o orientada para mapear as institui??es de ensino superior (IES) em tr?s dimens?es: avalia??o da institui??o, avalia??o do curso e avalia??o do estudante. Este estudo se situa na segunda dimens?o ? avalia??o de curso ? e pretende responder ? quest?o: o SINAES t?m produzido efeitos no curso de Administra??o? Trata-se de uma pesquisa bibliogr?fica que mapeou trabalhos de mestrado, doutorado e artigos publicados nos anos de 2004 a 2014 a fim de investigar se alguma pesquisa tratou dos efeitos do SINAES o curso de Administra??o. Dentre as 101 obras de mestrado e doutorado e 32 artigos, somente 1 disserta??o trata deste tema. Tal disserta??o ? ?Sinaes: indicadores de qualidade de cursos no ensino superior e reprodu??o social? ? de Leandro Berchielli, defendida na PUC de S?o Paulo em 2012, argumenta que o SINAES n?o provocou melhoria nos cursos de Administra??o por ele pesquisados. Partindo-se do princ?pio de que toda pol?tica p?blica produz efeitos, argumentamos que o SINAES t?m sim produzido efeitos, por?m n?o aqueles preconizados pela institui??o da pol?tica, qual seja, promover a melhoria dos cursos. Se ? certo que o SINAES, como argumenta Berchielli, est? mais a servi?o de legitimar e reproduzir nas IES a separa??o dos grupos sociais, ? certo tamb?m que este resultado, em que pese sua fei??o antidemocr?tica, tamb?m ? um efeito, ainda que indesejado por n?s. O curso de Administra??o, apesar de ser o que det?m a maior quantidade de estudantes do pa?s, carece de mais pesquisas na sua intersec??o com as pol?ticas de avalia??o. O pequeno n?mero de estudos neste campo, de alguma forma, tamb?m pode nos sinalizar tend?ncias do que o poder p?blico quer, e o que n?o quer, para esta ?rea.

The primary purpose of this study was to develop an industry-specific total quality service framework (as a potential basis for an established total quality service model) for private higher education institutions in South Africa. The framework (as a tool) will contribute to the need to manage service quality of these institutions on a holistic and strategic basis. Service quality is a challenge for any enterprise, especially for those in the service industry. It is of particular concern for private higher education institutions and one of their key challenges due to the increasingly competitive, marketing-oriented and highly regulated environment. In this environment, these institutions have to function, survive and compete, not only with one another, but also with public institutions of higher education. Competition is on the increase, and private higher education institutions need to find new ways to compete if they wish to survive in this dynamic service industry environment. The offering of excellent service quality could add to the long-term sustainability of private institutions and it could therefore also be the differentiating factor for success. The literature review for this study suggested that service quality can only be improved by identifying industry-specific service quality dimensions as a basis for the development of industry-specific frameworks and models. Using a mixed methods research approach (exploratory sequential mixed methods research design), this research was conducted on six private higher education institutes with 13 sites of delivery. Stage 1 of the study consisted of the qualitative exploration of total quality service dimensions from a top management perspective by means of semi-structured in-depth interviews following a conversational mode. A thematic analysis approach was applied during the data analysis. The validity and reliability of the data were tested via different strategies of trustworthiness. The instrument development stage was added as an intermediate stage of the research study. The developed instrument was informed and complemented by literature as well as the qualitative findings. Stage 2 of the research study consisted of the quantitative exploration of the importance of total quality service dimensions from the perspective of the internal (lecturers) and external (students) customers. The questionnaire was distributed via e-mail to all specified students and lecturers of selected private higher education institutions in the sampling frame. Data analysis included an exploratory factor analysis approach, which was followed by a confirmatory factor analysis. A conceptual measurement model was presented consisting of five 26 dimensions (variables) represented by five primary constructs. Both the internal and composite reliability scores were strong and the confirmatory factor analysis yielded a model with good fit. The modified conceptual model demonstrated evidence of unidimensionality and construct validity. The final step in the data analysis process represented thematic analysis of responses to the only open-ended question in the questionnaire, which yielded additional service quality dimensions. The application of the exploratory sequential mixed methods research design thus culminated in the final total quality service framework, which consists of selected top management perspectives (qualitative stage), the conceptual measurement model (quantitative stage) and the additional service quality dimensions identified from the open-ended question analysis. The current study was a pioneering effort that bridged a significant gap with the development of the first total quality service framework for private higher education institutions in South Africa. The framework provides the first building blocks towards a comprehensive total quality service model for measuring, managing and continuous improvement of total quality service in private higher education in South Africa. / Business Management / Ph. D. (Management Studies)

Submitted in fulfilment of the requirements for the Masters Degree in Technology: Quality, in the Department of Operations and Quality Management, Durban University of Technology, 2009. / Higher education institutions are faced with an increasing number of complex challenges including implementing and maintaining a quality management system. In addition, the transformation of higher education brought about further regulations, especially to private higher and further education institutions. Managing the change in private higher and further education became complex as institutions were required to meet the Department of Education’s registration requirements and the HEQC and Umalusi Council’s quality audit criteria requirements. Hence, this study reviewed related literature which represented sources of information, to determine the nature of PHE and FET institutions. The literature further scanned business quality tools and the SAEM and their applicability to private higher and further education. It was established that the TQM philosophy and the ISO 9001: 2000 quality standard, applied in an integrated system, was suitable for higher education. The review identified the SAEM as a suitable model to use as a basis for an integrated quality management system. From the literature review, the nature of PHE and FET institutions and the requirements of the HEQC and Umalusi Council were established. A significant finding was that PHE and FET institutions did not have an internal quality management system in place. This revelation led to the research investigation on finding the needs and deficiencies of FET and PHEIs. A questionnaire, using mainly open-ended questions, was designed and administered to FET and PHEIs for this purpose. The responses revealed that some quality practices were in place but, overall, the quality arrangements were inadequate. The results of the research investigation and the principles of the business quality tools were integrated into the SAEM’s principles. This process led to the formation of an Integrated Quality Model. This Integrated Quality Model was recommended as an internal quality management system for FET and PHEIs

Most school management teams (SMTs) do not do their tasks either due to lack of time or inability to fulfil this obligation. Should this be true for South African schools, it would reflect negatively on the SMT job performance. This led to undertaking research in order to ascertain the fit between organisational policies of induction, mentoring, curriculum assessment training and curriculum supervision and the SMT job performance by way of establishing the effect of organisation policy on SMTs’ job performance. The research adopted a descriptive survey research design of the correlational type. Two sets of questionnaires, one for independent variables and the other for the dependent variable, were used to elicit information from the respondents. Some of the findings show that aspiring SMT members need some training so as to know what will be expected of them to do once they get selected as SMT members. It was further proven that common tests that are normally set at the provincial and district and/or school based levels are invariably not of the standard that the Department of Basic Education (DBE) prescribes nationally. The foregoing led to the conclusion that the SMT job practice is invariably not informed by the relevant organisational policies. Hence a cascade model of SMT training is recommended, as is the notion that training toward organisational policies under review should be done cohesively.

Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2011. / Education is undoubtedly of great significance to everyone, and as a consequence countries are working hard to ensure that their educational systems are responsive to their socio-economic needs. In search for competitive advantage, institutes of higher learning throughout the world are focussing their attention in ensuring the provision of quality academic programmes. Botswana's public technical colleges are no exception. In recent years, the government of Botswana through Department of Technical and Vocational Education and Training (DTVET) has stepped up its efforts to expand and transform technical and vocational education in that country. In spite of these investments, studies show that the quality of training is still a serious concern. This study aims to explore the extent to which the Botswana institutions implement quality management systems. Critical areas and attributes where institutions should focus their efforts in relation to quality are explored. To achieve the objective of the study, both qualitative and quantitative research methodologies were used. The case study research method was employed to investigate issues which have affected the capacity of the institutions to implement quality management systems. Data was gathered from students, teachers and the college management team members by means of a self-administered questionnaire. This study hopes to contribute to the existing body of knowledge by providing insights into the implementation of quality management systems in the training institutions in Botswana.

Tem aumentado nas Instituições de Ensino Superior (IES) o desalinhamento de expectativas entre coordenadores, educadores e educandos: em face da escassez de recursos, os professores tentam cumprir o programa da disciplina e os estudantes priorizam sua simples aprovação (nota e frequência). Na sala de aula é baixa a utilidade percebida (teoria x aplicação), o que afasta os estudantes e desanima os professores. Na tentativa de gerenciar tais conflitos e atender as exigências curriculares, coordenadores têm adotado ações que consumam menos recursos e produzam mais resultados. Com o intuito de apoiar coordenadores, professores e estudantes, buscaram-se evidências quantitativas e indícios qualitativos de que a gestão eficiente dos recursos disponíveis em sala de aula pode produzir com o uso dos mesmos recursos, resultados superiores de assimilação e envolvimento (carga ao professor que conduz a disciplina atendendo os alunos). Revisou-se nesta pesquisa a literatura sobre os seguintes conceitos: gestão de IES (TACHIZAWA, 2009); disciplinas e interdisciplinaridade na educação superior (MORIN, 1997; MACHADO, 2009); métodos e estratégias de ensino-aprendizagem (FREIRE, 2005; KOLB, 1990; SENGE et al., 2005; NONAKA e TACKEUCHI, 2008; SAUAIA, 2010). Foram conduzidos de 2004 a 2011 seis estudos experimentais em quatro IES privadas da cidade de São Paulo que oferecem cursos de graduação em Administração e Contabilidade. Ao se fazer uso de estratégias vivenciais de ensino-aprendizagem Centradas no Participante (ACP), os resultados evidenciaram desempenho superior na assimilação de conteúdos programáticos e no envolvimento dos estudantes universitários, como relataram Piaget e Vigotsky com estudantes do ensino fundamental. Tais resultados convidam coordenadores e professores à reflexão, na seleção cuidadosa de artefatos educacionais, métodos e estratégias usados em sala de aula e ao equacionamento de três desafios: sensibilizar e treinar os professores que se interessem pelos métodos centrados no participante; revisar os critérios para seleção de professores, valorizando um novo perfil; estimular e capitalizar o interesse dos estudantes e seu envolvimento para sua melhor formação como indivíduos e cidadãos. / The misalignment of expectations amongst learners, educators and coordinators has increased in the Higher Education Centers (IES): while teachers try to fulfill the program, students only care about their approval (grades and attendance). In the classroom the usefulness of the program perceived by students is low (theory x application), which discourages the teachers. While coordinators manage such conflicts, they also have to meet the curriculum requirements and trying to use as few resources as possible without jeopardizing the results. This research revises the literature on the following concepts: management of IES (TACHIZAWA, 2009); disciplines and interdisciplinary issues in higher education (MORIN, 1997; MACHADO, 2009); strategies for teaching/learning (FREIRE, 2005; KOLB, 1990; SENGE et al., 2005; NONAKA and TACKEUCHI, 2008; SAUAIA, 2009). Between the years of 2004 and 2011 the researchers conducted six studies in four private IES in the city of São Paulo that offer undergraduate courses in administration and accounting. The studies investigated the contributions achieved through the efficient management of available resources in the classroom (introduction of new instruments: SR, LC). Making use of teaching/learning strategies Focused on the Participant (ACP), the observed results have demonstrated superior performance in the assimilation of the syllabus and in the involvement of students. Despite being partial, these results invite coordinators and teachers to reflect and adopt a careful management of artifacts, methods and strategies used in the classroom. The understanding that ACP can contribute to a more efficient management in the classroom leads to the responsibility by the coordinators to consider three challenges: to create awareness and train the teachers who are interested in the participant-centred methods, to redirect criteria for selection of teachers and finally to increase the students interest and their involvement in their full training as individuals and citizens.

The purpose of this study was to to investigate the impact of leadership practices on service quality in private higher education in South Africa as a source of competitive advantage. Higher education institutions and, more specifically, private higher education institutions, have faced increasing pressure on many fronts in recent years. These pressures include increased competition, lack of support from key constituencies, an increase in the size and diversity of the student population, dealing with changing technology, increased calls for accountability, a higher demand for quality by all the stakeholders involved, more responsibility for research and teaching and greater emphasis on efficient and effective management. The literature review for this study suggested that leadership impacts positively on quality and, equally important, on service quality. The academic leaders at these institutions have a tremendous influence on the quality of the education provided and the service rendered to the growing number of students. Using a quantitative methodology and a cross-sectional survey research design, this study was conducted on five campuses of a prominent private higher education provider across South Africa using two survey instruments. The Leadership Practices Inventory (LPI) questionnaire was utilised to conduct the leadership survey while the SERVQUAL instrument was applied in the service quality survey. The campus principals of the five campuses and some of their selected subordinates completed the LPI survey. The SERVQUAL questionnaires were completed by 984 students from the five campuses. Correlation analysis was the major statistical tool used to analyse the data. The findings of the study indicated a strong positive linear correlation between the leadership practices of principals and service quality to students at these institutions. / Business Management / M. Com. (Business Management)

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / AFRIKAANSE OPSOMMING: Die doel van hierdie studie is om die huidige prestasiebestuurstelsel van die Universiteit van Stellenbosch te evalueer en om verbeterings aan te beveel. Die volgende navorsingsdoelwitte is dus bespreek: bepaal of uitsonderlike prestasie beloon word; stel vas of personeellede in die huidige prestasiebestuursproses glo en dit ondersteun; identifiseer die knelpunte in die prestasiebestuurstelsel van die Universiteit van Stellenbosch; bepaal die kenmerke van en vereistes vir doeltreffende prestasiebestuurstelsels; ontwerp ‘n model wat toesighouers in die toekoms as wegspringblok kan gebruik om prestasie as deel van hul daaglikse aktiwiteite te meet; bepaal die potensiële verwantskap tussen prestasie en vergoedingsvlakke; en bemagtig Menslike Hulpbronne om die vergoedingsbeleid konsekwent toe te pas. Eerstens word eietydse literatuur bestudeer om die verskil tussen prestasiebeoordeling en prestasiebestuur te bepaal. Beste praktyk vir prestasiebestuur word deur die literatuuroorsig geïdentifiseer sodat die Universiteit van Stellenbosch dit in die toekoms kan implementeer en sodat die slaggate waarin ander instansies getrap het, vermy kan word. Ander hoër onderwysinstansies word geëvalueer om bestaande stelsels ten volle te begryp en te bepaal waar die Universiteit van Stellenbosch kan verbeter. Data van die 2006-2007 en 2007-2008 prestasie-evalueringstydperke is gebruik om te bepaal of daar ‘n korrelasie is tussen individuele prestasiepunte en bonusse wat ontvang is. Laastens word ‘n elektroniese vraeboog aan alle permanente personeellede aan die Universiteit van Stellenbosch versprei word om te bepaal wat die huidige persepsie van prestasiebestuur by bogenoemde instansie is. Die resultate (verwys Tabel 4.4) toon aan dat die Universiteit van Stellenbosch as geheel nie aan die vasgestelde prestasiebestuurbeleid voldoen nie. Sommige personeellede wat ‘n prestasiepunt van 3 en laer behaal het, het ook bonusse ontvang. ‘n Bonus vir ‘n prestasiepunt van 3 kan nog regverdig word as ‘n erkenning vir harde werk. Die Universiteit van Stellenbosch streef ooreenkomstig sy vergoedingsbeleid daarna om ‘n verwantskap tussen prestasie en vergoeding te bewerkstelling deur tussen uitsonderlike, gemiddelde en ondergemiddelde presteerders te onderskei. Dit is duidelik dat die Universiteit van Stellenbosch se beleidsdokumente (vergoeding en prestasiebestuur) uitgevoer word en weldeurdag is. Opleiding, wat saam met opvoeding bevorder word, verseker ‘n hoë vlak van begrip vir prestasiebestuur, die ontwikkeling van die nodige vaardighede en waardering vir die waarde wat prestasiebestuur tot ‘n organisasie kan toevoeg. Die voorgestelde prestasiebestuursmodel (verwys Tabel 5.2) sal verseker dat behoorlike voorbereiding gedoen word (standaard werkprosedures en opleiding) met opvolgaksies (kritiek en hersiening) om te verseker dat die model saam met die organisasie groei. Die huidige prestasiebestuurproses (die hoe) is onsuksesvol. Aandag kan egter aan die proses geskenk word deur opleiding en heropleiding en deur meer finansiële hulpbronne beskikbaar te stel om te verseker dat gepaste verwantskap tussen prestasie en vergoeding geskep word. Verskeie prestasiebestuurprogramme (elektroniese weergawes) is beskikbaar. Dit is vir die toekoms uiters belangrik om elektroniese bestuursmetingsprogramme te implementeer en om die proses hierby aan te pas. Gereelde kommunikasie hou personeel ingelig en verseker dat die verskillende stadiums van prestasiebestuur plaasvind. Die idee dat prestasiebestuur alledaags en tydrowend is moet in ‘n kultuur van maklike en doeltreffende prestasiebestuur omskep word. / ENGLISH ABSTRACT: The aim of this study was to critically examine the current situation regarding the performance management system at Stellenbosch University and make recommendations for improvement. This was done by looking at the following research objectives: determine whether outstanding performance is rewarded; investigate whether staff members believe in and support the current performance process; identify barriers to the performance management system at Stellenbosch University; determine characteristics and requirements of effective performance management systems; design a model that can be used in future as a starting point for supervisors to measure performance as part of their daily activities; determine the potential link between performance and remuneration levels; and empower Human Resources to consistently enforce the remuneration policy. Firstly, contemporary literature was reviewed to understand the difference between performance appraisal and performance management. Best practices for performance management were identified through the literature review to ensure that Stellenbosch University implements those in future and to steer away from the pitfalls other institutions have experienced. Other higher education institutions were evaluated to fully understand what is in place and where Stellenbosch University can improve. Data from the 2006-2007 and 2007-2008 performance evaluation periods were used to determine whether a correlation exists between an individual’s performance mark and receiving a bonus. Lastly, an electronic questionnaire was distributed to all permanent employees of Stellenbosch University to determine the current perception of performance management at this institution. The results (refer Table 4.4) indicate that Stellenbosch University as a whole does not comply with the set policy regarding performance appraisal. There were employees who received performance v marks of 3 and below who also received bonuses. Performance marks of 3 can be justified and seen as a “thank you for your hard work”. In terms of Stellenbosch University’s remuneration policy, the University strives to establish a link between performance and remuneration by differentiating between outstanding, average and below average performers. It is clear that Stellenbosch University’s policies (remuneration and performance management) are in place and well thought through. Training, running concurrently with education, ensures a high level of understanding of performance management, the development of the required skills and an appreciation of the value that performance management can add to an organisation. The proposed performance management model (refer Table 5.2) will ensure that thorough preparation is done (standard working procedures and training), with a follow-up action (critique and revision), to allow this model to evolve with the organisation. The current performance management process (how) is not successful. However, it can be fully addressed through training and re-training, and by making more financial resources available to ensure an appropriate linkage between performance and remuneration. Several performance management programmes (electronic versions) do exist. Moving forward, it is vital to implement electronic measuring programmes in conjunction with the re-alignment of the process. Regular communication will keep employees informed and will ensure that the different stages of performance management take place. The idea that performance management is mundane and time-consuming must be changed to a culture of easy-to-do and effective performance management.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Value added links a company’s financial statements to the national income and performs a useful function in macro-economic measurement. At the national level, productivity is a major determinant of economic growth and progress and of vital importance to the survival and wellbeing of all South Africans. The presentation of information in added value terms can provide an effective communication tool that enables all personnel at all levels to understand where the business stands, what their roles in it are and what can be done to improve certain ratios. The concept of value added does not only act as a communication medium in showing how a company is performing, but also demonstrates the need for increased wealth to ensure higher distribution to all the stakeholders. This research report aims to establish, amongst other matters, the future use of value added as a proxy for productivity as a basis (a new mindset) for determining salary increases at tertiary institutions. Because this could be regarded as a leap into the unknown, this study used the results of the industrial sector for benchmarking. As tertiary institutions never previously published a value added statement it was decided to follow the practice of the Value Added Scoreboard since 2002; that is, to compile a value added statement for tertiary institutions using the audited annual reports and, specifically, the income statement. The handling of part-time, casual or seasonal employees can cause measurement problems in the value added per employee ratio. The matter is also further complicated by the fact that there is a lack of full description of employee data in the financial statements as to whether or not the published employee numbers refer to either full-time equivalent, average number of employees over the period or number of employees at year end. If one is to use employee numbers to do an analysis of certain ratios there needs to be clarity in future on how these numbers must be reported. In conclusion it was found that the low increase or decrease in salaries, together with the increase in employee numbers resulted in a negative growth rate in salaries per employee. The conclusion can thus be made that the tertiary institutions did not take productivity into account when granting salary increases. Finally, though this research report was only exploratory, the recommendation can be made that the concept of value added should be implemented at tertiary institutions, preferably by firstly taking the research staff of the entire institution and from there the distribution per department into account, and lastly to reflect the value added for the institution as a whole. / AFRIKAANSE OPSOMMING: Toegevoegde waarde verbind ’n maatskappy se finansiële state met die nasionale inkomste en vervul ’n nuttige rol as makro-ekonomiese maatstaf. Op nasionale vlak is produktiwiteit ’n vername bepaler van ekonomiese groei en vordering en is dit van kardinale belang tot die oorlewing en welstand van alle Suid-Afrikaners. Die aanbied van inligting in terme van toegevoegde waarde kan ’n doeltreffende kommunikasie-instrument wees wat alle personeel op alle vlakke in staat stel om te verstaan wat die stand van sake is, wat hulle rolle binne die besigheid is en wat gedoen kan word om sekere ratio’s te verbeter. Die toegevoegdewaarde-konsep dien nie slegs as kommunikasiemiddel om die maatskappy se prestasie aan te dui nie, maar toon ook aan dat daar ’n behoefte is aan groter rykdom om hoër verspreiding aan alle belanghebbendes te verseker. Hierdie navorsingsverslag het ten doel om onder meer die toekomstige gebruik van toegevoegde waarde te vestig as ’n aanduider vir produktiwiteit as ’n grondslag (’n nuwe geestesingesteldheid) vir die vasstel van salarisverhogings by tersiêre instellings. Aangesien dit beskou kan word as ’n sprong in die duister, het hierdie studie die resultate van die nywerheidsektor as normstelling gebruik. Omdat tersiêre instellings nog nooit vantevore ’n toegevoegde waarde-staat gepubliseer het nie, is daar besluit om die praktyk van die Toegevoegdewaarde-telbord sedert 2002 te volg. Dit beteken dat ’n toegevoegde waarde-staat vir tersiêre instellings saamgestel is deur die geouditeerde jaarverslae en, spesifiek, die inkomstestaat te gebruik. Die hantering van deeltydse, los of seisoenwerkers kan metingsprobleme in die toegevoegde waarde per werknemer-ratio tot gevolg hê. Die saak word ook verder bemoeilik deur die feit dat daar ’n gebrek aan volledige werknemerinligting in die finansiële state is wat betref of die gepubliseerde werknemergetalle verwys na die voltydse ekwivalent, die gemiddelde getal werknemers oor die tydperk, of die werknemers met jaareinde. Indien die werknemergetalle gebruik word om ’n ontleding van sekere ratio’s te doen, is dit duidelik dat daar in die toekoms meer klaarheid moet wees oor die wyse waarop hierdie getalle gerapporteer moet word. Daar is gevolglik bevind dat die lae styging of daling in salarisse, tesame met die styging in werknemergetalle, tot ’n negatiewe groeikoers in salarisse per werknemer lei. Die gevolgtrekking kan dus gemaak word dat die tersiêre instellings nie produktiwiteit in ag geneem het toe salarisverhogings toegestaan is nie. Laastens, alhoewel hierdie navorsingsverslag slegs verkennend van aard was, kan die aanbeveling gemaak word dat die konsep van toegevoegde waarde by tersiêre instellings geïmplementeer word. Verkieslik deur eerstens die navorsingspersoneel van die instelling te neem, daarna die verdeling per departement en dan laastens om toegevoegde waarde vir die instelling as geheel weer te gee.