Performance Measurement for Public School Teachers - Case Study Example

Background of the paper This paper addresses the three questions on the case study on performance measurement for public school teachers. The first part looks at Performance Management and Performance Management Purposes, the second part looks at how well the ideas in the case meet the criteria for effective performance management while the last part looks at the additional principles in managing teachers’ performance. I. How well do performance management ideas described in the case study meet the purposes of Performance Management Introduction Performance management includes employee’s performance evaluation and appraisal and employees development. Performance management is critical to many organizations mainly because of the purposes it serves in the organization. The purposes may be categorized into three categories as discussed below. The strategic purpose which is concerned with aligning employees performance with the organizational core values, goals and strategies, administrative purpose which clarifies employees roles and expectations, providing basis for human resource decisions and improving communication and developmental purpose which is concerned with developing full employee capabilities and enhancing individual employees development (Pulakos, 2004). The case also outlines the strategic purpose of performance management system. The main objective of school’s performance management is to enable schools achieve their core mandate; prepare pupils to become better citizens and employees and rational consumers. From these expectations, it is imperative to have talented and motivated teachers with the required behavior and resources. There is an understanding that there are numerous factors at play that may influence performance management. For this reason, objective performance measurement techniques such as the students’ performance on standardized test in all subject areas, evaluation by supervisors and studying the teachers practical skills have been developed. These techniques are driven by the desired result of the learning process. Administrative purpose of performance management system has been shown in the case by going further to understand into detail the factors that may influence the teacher's performance outcome such as; student's behavioral problems, learning disabilities, poor preparation. This understanding led to the development of better ways of teaching and measuring performance such as the use of comprehensive testing to enhance administration of teachers' duty. Lastly, the developmental purpose of performance management system seeks to understand and facilitate how teachers render their services. Conclusion To achieve the above purposes, it is important to emphasize on the practical skills for the teachers to adopt more engaging learning techniques. Supervision approach should also be introduced to identify areas that require improvement. When all these purposes are realized, the organization is likely to realize the entire goal of performance management. II. How Well do the Ideas Meet the five Criteria for Effective Performance Management Introduction Different criteria have been put forward regarding the approaches to employee’s performance management. These approaches can be adopted by different organizations at different times depending on their needs, nature and the purpose of performance management. Development The first approach involves ranking criteria that ranks employees from best to worst based on certain indicators. Based on the standardized tests, teachers could be ranked depending on the students' results. Better performance in the pupils indicates better performance among the teachers. The second criteria is the use of graphic rating scales that identifies certain traits and come up with a scale to measure performance against these indicators. For instance in the case, the development of a more comprehensive testing approaches. The third criterion is the use of critical incident that considers special events or outcomes, especially on the positive attributes. The fourth performance management criterion is management by objective that evaluates employees based on how well they achieved a given set objective. The sixth criterion is the behaviorally anchored rating that combines critical incident and graphic approaches to developing more objective indicators for performance measurement. Other methods include the use of assessment centers where employees are assessed on selected exercise or work over a period of time, 360 degree that relies on opinions of other employees and external stakeholders like customers and suppliers to evaluate performance of employees, 720 degrees which enhances feedback in the 360 degree process to give better account of employee’s performance. In the case, the 360 and 720 degrees criteria have been captured in the case at different levels. For instance, involvement of the supervisors and the pupils themselves in the performance measurement process provides all rounded approach to performance management. Conclusion Apparently, in the case, there are lapses here and there; however, there is evidence of the various criteria of performance management being incorporated in the process. It shows that more than one method can be used at a time depending on the needs of the organization. III. What additional practices do you think school systems should apply in Managing Teachers’ Performance Introduction Typically, performance management process involves five activities; performance planning, development of system for ongoing feedback, instituting measures to allow employee inputs, development of performance evaluation and review techniques. There are principles that guide the process. Development The first principle requires an ongoing to ensure continuous development. The second principle emphasizes clear performance goals that define the expectations to be achieved ultimately. The goals must be specific, measurable, realistic and time bound. The second principle of performance measurement is the need to develop systems for ongoing feedback. For instance, there should be in place specific goals relevant to education in public schools to be achieved. This ensures real-time monitoring of the performance management process. The feedback must be immediate, focused to a specific group and capable of addressing development needs of the key stakeholders (Pulakos, 2004). The third principle requires maximization of employee engagement. The employees must be informed on their roles and empowered to perform their roles. The fourth principle is that competencies of employees should be matched as possible with the responsibilities. This enhances effectiveness in performance of the said roles. The fifth principle requires assessment of performance against the roles of every employee to help identify deviations for correction and development for future processes. It is within this principle that factors influencing the system could be understood. Lastly, the review process should be based on the contribution the process is likely to have on the overall performance of teachers in the public education system (Team FME, 2013). In addition, a shared organizational purpose, pre-determined success criteria, prior determination of the likely constraints, a properly outlined process and a responsive management within the system are crucial. The education system should develop these capabilities if the performance objectives are to be realized (Beckford, 2010). The principles of performance management are critical in the design and implementation of performance management as they provide a holistic approach to the entire process which enhances the sense of ownership and success in the process. Lastly, these principles provide a base for monitoring and evaluation of the performance management process. It is advisable that these principles are incorporated in the school system performance management (Thakur, 2013). Conclusion From the discussion, it is clear that performance management, especially in the education sector is a very elaborate process. It required a well thought of and managed criterion that is anchored on the principles of performance management and techniques that are in line with the set objectives. References Beckford, J. (2010). Effective Performance Management: Principles, Process, People, and Politics. Beckford Consulting. Pulakos, D. (2004). Performance Management: A roadmap for developing, implementing and evaluating performance management systems. SHRM Foundation. Team FME. (2013). Performance Management Principles: Appraisal Skills. Free Management E-Books. Thakur, M. S. (2013). Techniques of Performance of Performance Appraisal-A Review. International Journal of Engineering and Advanced Technology, 2249-8958. Read More