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.

The demand for higher education has increased dramatically in the last decade. At the same time, institutions have faced continual pressure to reduce costs and increase quality of education, while delivering that education to greater numbers of students. The introduction of software systems such as virtual learning environments, online learning resources and centralised student record systems has become routine in attempts to address these demands. However, these approaches suffer from a variety of limitations: They do not take all stakeholders' needs into account. They do not seek to reduce administrative overheads in academic processes. They do not reflect institution-specific academic policies. They do not integrate readily with other information systems. They are not capable of adequately modelling the complex authorisation roles and organisational structure of a real institution. They are not well suited to rapidly changing policies and requirements. Their implementation is not informed by sound software engineering practises or data architecture design. Crucially, as a consequence of these drawbacks such systems can increase administrative workload for academic staff. This thesis describes the research, development and deployment of a system which seeks to address these limitations, the Module Management System (MMS). MMS is a collaborative web application targeted at streamlining and minimising administrative tasks. MMS encapsulates a number of user-facing tools for tasks including coursework submission and marking, tutorial attendance tracking, exam mark recording and final grade calculation. These tools are supported by a framework which acts as a form of “university operating system”. This framework provides a number of different services including an institution abstraction layer, role-based views and privileges, security policy support integration with external systems.

The Chief Research Administrator (CRA), also known as the Vice President, Vice Provost, or Vice Chancellor for Research, plays a key role in the research university. It is a position of power and not only affects the mission of the institution, but also controls a very large and vital percentage of external funding. The lack of information on how to prepare for the position makes it difficult to plan a career path for those who aspire to the position. This study was designed to obtain information to define the persona and career path(s) of the CRA at research universities in the United States. Survey data related to career pathways resulted in the emergence of four main pathways; Faculty/Academic, Administrative, Private Industry, and a Combination of the first three pathways. The results indicated that the most highly cited pathway to the position of the CRA was the Faculty/Academic (83%). The least traveled pathway to the position of CRA was found to be Administrative, that is, beginning at the lowest levels of a research office or administrative position and progressing through the ranks of the research office. / by Julie Nash. / Thesis (Ph.D.)--Florida Atlantic University, 2013. / Includes bibliography. / Mode of access: World Wide Web. / System requirements: Adobe Reader.

As modern gender movements shift our cultural norms, the literature describing Title IX suggests possibly concerning trends in both hiring and policy. Many university administrations and recent legislation have promoted a defensive, legal-minded and objective approach to handling Title IX cases. Since the April 2011 Dear Colleague Letter, which delivered a mandated timeframe and eased the burden of evidence, the number of cases the Office for Civil Rights have grown significantly. The number of cases continues growing despite huge increases in labor hours and financial resources being diverted to Title IX enforcement. In contrast, research has demonstrated that education, such as bystander training is a proven deterrence to campus sexual assault. By prioritizing investigation and limiting compliance officers legally acceptable options, we have perhaps shifted officers time away from actions which might lead to more positive outcomes including reducing the overall campus-wide criminal incidence frequency. This qualitative case study was designed to explore how higher education compliance officers learn to manage new requirements in a dynamic regulatory environment. The site for the study included private and public colleges and universities in the northeastern part of the U.S. The primary sources of data were in-depth interviews with nineteen Title IX compliance officers supplemented by an extensive review of relevant documents. Key findings that emerged include: (1) A majority of compliance officers defined the need to interpret new regulations with general counsel before communicating resulting changes to stakeholders. (2) All regulators learn through informal learning means; dialogue and critical reflection were universally reported as the most frequent pathways by which regulators made meaning of new regulations. (3) Most compliance officers described sharing information with peers as most helpful to them in completing regulatory tasks. Trends in Title IX compliance hiring and labor hour allocation appear to not address the growing frequency of OCR investigations. Real changes to campus policy, including budget priorities, training and the use of student activists may allow universities to better optimize the money and personal they invest toward Title IX.

Approximately one in four women experience sexual violence in college. Public institutions of higher education identify professionals specifically responsible for Title IX compliance, campus grievance processes, and survivor advocacy. Success in these roles depends upon a variety of institutional, legal, and procedural factors, and the ability to balance compliance, accountability, transparency, confidentiality, and care for students in pursuit of institutional justice. However, the literature has failed to acknowledge the complexities and individual cost of serving in these contentious roles. Moreover, facets of organizational culture can hinder grievance professionals' efficacy in fulfilling their duties, facilitating consistent and fair resolutions, and ensuring just outcomes. This exploratory, qualitative study sought to fill the literature gap and add insight into the experiences and perspectives of student conduct, Title IX, and advocacy professionals at multiple public institutions by seeking to understand individual actions, values, and responses in light of organizational structures, institutional policies, leadership, grievance models, and power dynamics. Data indicated that professionals involved in campus grievance endure severe emotional strain in their efforts to facilitate justice, especially if their own values and principles are misaligned with those of institutional leaders, policies, grievance processes, or outcomes. Moreover, the findings suggest that such misalignment diminishes professional efficacy, which increases stress, fatigue, and leads to burnout, thereby decreasing the likelihood of realizing justice. Recommendations include revisions to graduate education, reimagined compelled disclosure policies, the need for employee support programs, and a call for further accountability of institutional leaders. Finally, an alternative paradigm is explicated for moral and justice-centered resolutions of campus sexual assault.

The purpose of this study was to determine the effects of Responsibility Centre Budgeting/Responsibility Centre Management (RCB/RCM) on the role of academic deans in a public university. A model was developed in the study, incorporating the traditional role of deans, the components of a responsibility centre budge, and current management theories. Using this model, a new dimension of the deans' decisional role emerged. The increased decision-making is characterized and bound by issues of autonomy, accountability, communication, and contingent factors. The research implies that the deans studied in this particular RCB/RCM system carry out roles similar to those of general managers in the for-profit sector. An implication for academics holding this expanded role is that knowledge and/or training in RCB/RCM systems is required. Additionally, workload generated by this type of system, and the accountability it imparts on deans, necessitates the assistance of individuals trained in budget preparation. / xi, 140 leaves ; 28 cm.

No abstract available. / Thesis (LL.M.)-University of Natal, Durban, 2001.

The main aim of this thesis is to explore the structured use of behavioural science in helping to frame employment research. This structured framing intended to help stimulate more interdisciplinary interaction between sub-disciplines that study employment and behavioural science, setting out new empirical and theoretical applications to the study of employment decision-making. Firstly, the application of specific behavioural science concepts to employment scenarios, structured around the core facets of behavioural science, introducing the types of bias studied in behavioural science in turn. These core facets are cognitive and social biases, risk preferences and biases, time preferences and biases. These were combined with illustrative examples of how these biases might affect employment decision-making. The employment cycle is then used to demonstrate how the concepts in behavioural science may play out across a range of employment scenarios, unearthing potential theoretical and empirical applications. A behavioural science framing was then used to investigate factors related to the addition or omission of low rated journal publications in the assessment of academic resumes. The results of these investigations showed that low rated journal publications are still of some value, albeit journal ratings play a crucial role. Importantly, the extent to which additional low rated journal publications are valued could depend on unconscious social biases that are based on prior expectations, potentially dictated by organizational and ideological learning over time. The empirical work presented data collected from 1,011 psychology and management faculty based at U.K. and U.S.A. universities. The data was collected using an online randomized control trial survey experiment designed to test the assessment of publication records on academic resumes. Only faculty at levels likely to be involved in academic appointment panels and reviewing academic resumes were contacted to take part.

The purpose of this study was to investigate the way in which OBE teacher training in the Northern Province is being managed, particularly in Region 4. The study also aimed to contribute in providing information about how the Provincial office of the Northern Province is managing OBE teacher training. The literature review covered both materials in the Provincial, National and other countries. The study's research methodology was qualitative, which includes interviews, observation and case study based. Interviews were scheduled with Provincial, Regional, District Dept officials, Educators and Principals. The study has revealed that Region 4 cannot manage the implementation of OBE teacher training properly and effectively due to constrains such as lack of transport, insufficient training for trainer facilitators and educators, et cetera. / Educational Studies / M.Ed. (Education Management)

Com as mudanças sociais decorrentes das crescentes interdependências culturais e econômicas que ocorrem em nível mundial, os processos de empreendedorismo e de inovação podem contribuir para a sobrevivência das organizações, inclusive aquelas do setor público, caso em que tais processos podem favorecer a agregação de valores aos serviços prestados à sociedade. O objetivo da pesquisa é investigar a perspectiva dos gestores públicos quanto a importância e a aplicabilidade do empreendedorismo na gestão de uma organização pública e rever o referencial teórico sobre aspectos correlatos ao empreendedorismo. O método de pesquisa utilizado foi estudo de caso com aplicação de questionários aos gestores de uma instituição pública de ensino superior com 13 campi no Estado do Paraná. Foram analisados os resultados dos Gestores do Sistema da Instituição e dos Gestores dos Campi, com análise comparativa entre as respostas dos dois grupos de pesquisados. Os resultados demonstram a perspectiva dos gestores pesquisados sobre a presença de características relacionadas ao empreendedorismo na organização em que atuam, bem como a importância que dão a características relacionadas ao tema na gestão administrativa pública. / With the social changes due to the increasing cultural and economic interdependencies at a global level, the entrepreneurial and innovation processes can contribute to the survival of organizations, including those in the public sector, in which case such processes may favor the aggregation of values to the services rendered to the company. The objective of the research is to investigate the perspectives of public managers as the importance and applicability of entrepreneurship in the management of a public organization and review the theoretical aspects related to entrepreneurship. The research method used was case study with a questionnaires to the managers of a public institution of higher learning with 13 campi in the State of Paraná. The results of the Managers of the Institution System and Managers of Campi, a comparative analysis between the responses of two groups of subjects were analyzed. The results demonstrate the perspective of managers surveyed about the presence of characteristics related to entrepreneurship in the organization in which they operate, as well as the importance they attach to features related to the topic in the administrative public.