Performance Management in NUI Galway. Human Resources

Transcription

1 Performance Management in NUI Galway Human Resources

2 Map of Europe

3 Map of Ireland Galway Dublin Limerick Cork

4 History Founded 1845 Queen s College Galway Re-established Constituent of National University of Ireland UCG 1997 NUI Galway

5 NUI Galway: Colleges and Schools Structures College of Arts, Social Sciences, and Celtic Studies College of Business, Public Policy and Law College of Engineering and Informatics College of Medicine, Nursing and Health Sciences College of Science School of Humanities School of Languages, Literatures and Cultures J.E. Cairnes School of Business and Economics School of Law School of Engineering and Informatics School of Medicine School of Nursing and Midwifery School of Mathematics, Statistics and Applied Mathematics School of Geography and Archaeology School of Health Sciences School of Natural Sciences School of Education School of Chemistry School of Psychology School of Political Science and Sociology School of Physics

6 Rankings in the last 7 years

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8 QS World University Rankings

9 Salary Academic Grades by Salary (Euros) 160, , , , , , ,000 84,603 80,000 60,000 51,104 55,853 73,288 60,364 Min Max 40,000 36,230 20,000 0 Lecturer Below Bar Lecturer Above Bar Senior Lecturer Personal Professor Established Professor Grade These figures have been reduced by 10% via a levy and a further 10% for new entrants to the entry grade

10 Nature of Performance Management Systems Concept At its simplest, PMDS is a means by which individual performance can be directly linked to organisational performance and in theory assists members of staff to maximise their contribution to the University and, by extension, enhances organisational performance. The link is between the individual, the discipline, the school and, ultimately, the University s goals.

11 Figure 1 Organisational Performance Target/Metrics Individual Performance PMDS

12 Working Definition Performance Management A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. It establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved. Armstrong and Baron Managing Performance: Performance Management in action London CIPD

13 Performance Management Strategic: It is about long-term goals and broad issues Integrated: It should link various aspects of the business, people management individuals and teams Contingent: Strategy depends on the organisational context and can vary from organisation to organisation

14 Nature of Performance Management Systems Great care must be taken in setting goals to ensure that this approach does not undermine academic freedom. To put it crudely, the agreed goal or objective at a performance management meeting will be an agreement on a level of research /teaching activity and not what will be researched/taught.

15 Nature of Performance Management Systems These metrics are crucial to the success of the scheme. They must be Based on clear achievable and stretch goals or targets (strategic) Closely aligned to the University s goals (integrated) Focused on activity that is important to the discipline, department goal (contingent)

16 Nature of Performance Management Systems Research shows individual academics have little faith in PMDS procedures at least in part because performance indicators are usually established far away from the discipline and are not seen as relevant Sources Human Resource Management and University Performance David Guest Performance Management in Universities Henk J ter Bogt & Robert W Scapens Study of Performance Appraisal and Compensation in Estonian Public and Private Universities Kulno Turk

17 Process Individual Targets Learning & Teaching Research Contribution PMDS Meeting Outcomes Development Needs Improved Performance Corrective

18 How Performance Management Works Galway Dublin Limerick By moving individual performance, we shift the mean so that the normal distribution for NUI Galway can be better than the national average or, if we fail to perform, it can beware Human Resources

19 Driving Performance The diagram shows individual performance pushing the University forward Individual Performance Discipline School University