Emerging Performance Management Styles As The Dynamics of Individual Performance: A Case Study Of Public Sector Universities of Pakistan

Khalil U Rehman Bhatti, Dr Syed Abdul Sattar Shah, Dr Imamuddin Khoso

Abstract


Indeed, performance of the human resource at workplace substantially relies on the way they are groomed in the alma maters, thus, human resource performance is one of the functions of the teachers’ performance, so an attempt to streamline academia’s performance will exert exponential and positive impact on the man at workplace, enterprises and the economy by and large. The empirical studies in the local context, portray a grim picture of existing performance appraisal system prevailing in the Public Sector Universities of Pakistan criticizing their effectiveness and impact on the Public Sector Universities’ teachers, therefore this study is aimed at investigating, analyzing and revealing the coexistence as well as respective roles (relative effectiveness and impacts) of contemporary and conventional performance management styles in individual performance and satisfaction associated with performance management practices prevailing across the public sector universities of Sindh, Pakistan. The present study consists partly of applied and pure research designs with quantitative approach. The data was collected through two pilot tested and closed ended questionnaires distributed among 700 students and 300 faculty members as 2 strata in the sampling plan. The data was analyzed using mean, standard deviation, regression model and one sample T test with SPSS. 24. The study unearths two categories of Performance Management /Measurement systems ramifying into four styles concurrently exercised in the public sector universities of Pakistan. The categories include (a) Contemporary Performance Management Approach and (b) Conventional Performance Appraisal Approach, the former consists of two styles i.e. (a) Explicit Performance Management style and (b) Implicit Performance Management Style, whereas the later comprises its two types i.e. (a) Explicit Performance Measurement Style and (b) implicit Measurement Style. These four styles were found to coexist in the public sector universities of Pakistan. The study provides conclusive grounds for generalization that Contemporary Performance Management Styles have a significant impact on teachers’ performance and satisfaction, whereas Conventional approach based styles were found to exert insignificant impact on the teachers’ performance.


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Copyright (c) 2019 Khalil U Rehman Bhatti, Dr Syed Abdul Sattar Shah, Dr Imamuddin Khoso

ISSN: 2521-456x (Online), ISSN:1726-0396(Print)

Copyright © University of Sindh, Jamshoro. 2017 All Rights Reserved.
Printing and Publication by: Sindh University Press.