Best Approaches for Academic staff performance appraisal in Rwanda Higher Learning Institutions

Description

BEST APPROACHES COVER BEST APPROACHES FOR ACADEMIC STAFF PERFORMANCE APPRAISALS IN RWANDAN HIGHER LEARNING INSTITUTIONS ABBREVIATIONS AND ACRONYMS APPENDICES TABLES PREAMBLE CHAPTER ONE: AN OVERVIEW ON EMPLOYEE PERFORMANCE 1.1 Fundamental concepts in performance management 1.1.1 Performance Management Systems 1.1.2 Performance management (PM) 1.1.3 Performance Appraisal 1.1.4 Performance Management versus Performance Appraisal 1.2 Importance of performance management 1.2.1 Human Resource Planning 1.2.2 Recruitment and Selection 1.2.3 Internal Employee Relations 1.2.4 Assessment of Employee Potential and rating 1.2.5 Monitoring 1.2.6 Training and Development 1.2.7 Career Planning and Development 1.2.8 Rewarding and compensation Programs 1.3 Performance management as prose 1.3.1 Employee Performance Plans 1.3.2 Critical elements 1.3.3 Non-critical elements 1.3.4 Additional performance elements New work assignment Group performance Awards 1.4 Know your appraisal features 1.4.1 The Beekeepers and Their Bees 1.4.2 Using Balanced Measures 1.4.3 Balancing measures 1.5 Managing performance from three perspectives 1.5.1 The business perspective 1.5.2 The customer perspective 1.5.3 The employee perspective 1.6 Tie-in to employee performance CHAPTER TWO: PERFORMANCE MANAGEMENT FACTORS AND ITS CRITICAL ASPECTS 2.1 Performance appraisal and environmental factors 2.2 Establish Performance Criteria (Standards) 2.2.1 Job description 2.2.2 Traits 2.2.3 Behaviors 2.2.4 Competencies 2.2.5 Goal Achievement 2.2.6 Improvement Potential 2.3 The performance appraisal process 2.4 Accurate Performance Measures 2.4.1 Valid and reliable 2.4.2 Acceptable and feasible 2.4.3 Conversely 2.4.4 Specific 2.4.5 Based on the mission and objectives 2.5 Responsibility for appraisal: Who Should Assess Performance? 2.5.1 Immediate Supervisor 2.5.2 Subordinates 2.5.3 Peers and Team Members 2.5.4 Self-Appraisal 2.5.5 Customer Appraisal 2.5.6 Technology: Electronic Performance Monitoring 2.6 Appraisal period 2.7 Performance appraisal methods/ tools 2.7.1 360-Degree Feedback Evaluation Method 2.7.2 Graphic Rating Scales Method 2.7.3 Critical Incident Method 2.7.4 Management by Objectives (MBO) Method 2.7.5 Essay Method or narrative Method 2.7.6 Work Standards Method 2.7.7 Ranking Method or paired comparison Method 2.7.8. Forced Distribution Method 2.7.9 Behaviorally Anchored Rating Scale Method 2.7.10 Results-Based System 2.7.11 Wrap-Up CHAPTER THREE: PROBLEMS IN PERFORMANCE APPRAISALS AND HOW TO AVOID THEM 3.1 Problems in performance appraisals 3.1.1 Appraiser Discomfort 3.1.2 Lack of Objectivity 3.1.3 Halo/Horn 3.1.4 Distributional errors 3.1.5 Recent Behavior Bias 3.1.6 Personal Bias (Stereotyping) 3.1.7 Manipulating the Evaluation 3.1.8 Similarity error 3.1.9 Proximity error 3.1.10 Contrast error 3.1.11 Attribution error 3.1.12 Employee Anxiety 3.2 Avoiding performance appraisal process problems 3.2.1 Develop Accurate Performance Measures 3.2.2 Train Evaluators 3.2.3 Use Multiple Raters 3.2.4 Debriefing the Appraisal 3.3 The Evaluative Performance Appraisal Interview 3.3.1 Preparing for an Evaluative Interview 3.3.2 Interview Structure 3.3.3 Use of Praise and Criticism 3.3.4 Employees’ Role 3.3.5 Concluding the Interview 3.4 Characteristics of an effective appraisal system 3.4.1 Job-Related Criteria 3.4.2 Performance Expectations 3.4.3 Standardization 3.4.4 Trained Appraisers 3.4.5 Continuous Open Communication 3.4.6 Conduct Performance Reviews 3.4.7 Due Process 3.4.8 Aligning the Appraisal Process 3.5 Legal implications 3.6 Why do we conduct performance appraisals? 3.6.1 Communicating 3.6.2 Decision Making (Evaluating) 3.6.3 Evaluating and Motivating (Development) 3.6.4 Common Problem with evaluation 3.7 Separating evaluation and development 3.7.1 What Do We Assess? 3.7.2 Competency-Based Performance Management 3.7.3 Results/Outcomes Appraisals 3.7.4 Which Option Is Best? 3.7.5 Wrap-Up CHAPTER FOUR: PERFORMANCE APPRAISALS HANDBOOK / MANUAL 4.1 Performance appraisals manual, sample one 4.1.1 Planning for the Performance Appraisal 4.1.2 The Performance Appraisal Policy and Procedures 4.1.3 Special Considerations if the Appraisal Covers Probationary Period 4.1.4 The Appraisal Process 4.1.4 Absence of an Appraisal 4.1.5 The Performance Appraisal Form 4.1.6 Rating Pitfalls Conclusion 4.2 Performance appraisals manual; sample two Introduction 4.2.1 Uses 4.2.2 Performance Standards 4.2.3 Ratings Definitions 4.2.4 Rating Errors 4.2.5 Rating Cycle 4.2.6 The Performance Review 4.2.7 Appraisal Process 4.2.8 During the cycle 4.2.9 Appraisal Interview Checklist 4.3 Performance appraisals manual; sample three 4.3.1 Content Overview 4.3.2 The Performance Management Process 4.3.3 Planning for Performance 4.3.4 Managing and Coaching Performance 4.3.5 Observation 4.3.6 Documentation 4.3.7 Appraisal Forms 4.3.8 Developing the Individual Development Plan 4.3.9 Developmental Activities 4.3.10 Conducting the Performance Appraisal Meeting 4.3.11 Setting the Tone 4.3.12 Performance Management Frequently Asked Questions CHAPTER FIVE: DUTIES AND RESPONSIBILITIES FOR ACADEMIC STAFF IN RWANDA HIGHER LEARNING INSTITUTIONS 5.1.1 Description of the position 5.1.2 Duties and Responsibilities 5.2 Deputy Vice Chancellor of Academic Affairs and Research (DVCAAR) 5.2.1 Description of the position 5.2.2 Duties and Responsibilities 5.3 Director of Quality Assurance (DQA) 5.3.1 Description of the position 5.3.2 Duties and Responsibilities 5.4 Academic Registrar (AR) 5.4.1 Description of the position 5.4.2 Duties and Responsibilities 5.5 Assistant registrar: Examination officer 5.5.1 Description of the position 5.5.2 Duties and Responsibilities 5.6 Deans of Schools 5.6.1 Description of the position 5.6.2 Duties and responsibilities 5.7 Academic Head of Department 5.7.1 Description of the position 5.7.2 Duties and Responsibilities 5.8 Library Director 5.8.1 Description of the position 5.8.2 Duties and Responsibilities 5.9 E-library officer 5.9.1 Description of the position 5.9.2 Duties and Responsibilities 5.10 Information, Communication and Technology (ICT) Director 5.10.1 Description of the position 5.10.2 Duties and Responsibilities 5.11 Dean of students 5.11.1 Description of the position 5.11.2 Duties and Responsibilities 5.12 Evening and Week end Coordinator 5.12.1 Description of the position 5.12.2 Duties and Responsibilities 5.13 Marketing Officer 5.13.1 Description of the position 5.13.2 Duties and Responsibilities 5.14 Lecturers 5.14.1 Description of the position 5.14.2 Duties and responsibilities REFERENCES APPENDICES ALPHABETICAL INDEX