“Performance Management at the National Institute of Management” Case

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“Performance Management at the National Institute of Management” Case 1. What are the pros and cons of the existing unit-based system of performance management at NIM (CI campus)? Please discuss in detail. The system found favor since it allowed faculty members to plan various activities for the entire year based on their area of expertise. It also indicated the additional remuneration that they could expect to receive as variable pay toward the end of the financial year. This system obviated the uncertainty and anxiety associated with variable pay systems without compromising the performance expectations of the management. Moreover, the system also partially addressed issues about the quality of performance. Above par to excellent teaching feedback from the student community earned a faculty member additional units. Research published internationally was rewarded substantially more than that published in national journals. However, assessing quality in other areas remained a grey area. However, current system did not lay any emphasis on quality of output and did not look at qualitative parameters of assessment. Additionally, some members of the AC were believed to be strongly opposed to incentive systems in an academic institution 2. Would you say that the current system has failed in its objectives and does not satisfactorily address organizational objectives? Analyze the existing system in regards to its ability to achieve organizational goals, induce performance in the right direction and provide incentives that motivate performance in the right areas. The work measurement system did not consider the research and publications up to some point. However later new rule was introduced: Provide incentives to those who contributed to activities that were classified as organizational priorities, like executive education and research. As

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