The Use of Performance to Maximize organizational Goals and Objectives in educational Organization

Table of Contents

1. Introduction
1.1. Conceptual Background
1.2. Main aims of the research
1.3. Scope of the research
1.4. Application
1.5. Reflective
1.6. Definition of terms

2. Literature Review and Theory
2.1. Introduction
2.2. External Environment
2.3. Internal Motivation
2.4. Capacity
2.5. Establishing Performance Objectives
2.6. Monitoring Success
2.7. Communicating the Employee`s Accomplishments
2.8. Application of Theory to Practice
2.9. Research activities
2.9.1. Primary research
2.9.2. Secondary research
2.10. Case Study
2.10.1. Rationale and context
2.10.2. Validity, Reliability and Objectivity
2.10.3. Ethics and Micro-politics
2.10.4. Management and Interpretation of Data sets
2.10.5. Critical reflection

1. Introduction

My role in this study is to identify ways in which educational organizations can use performance to maximize organizational goals and objectives. The study shall seek to investigate how creation of performance tuning and monitoring plan can enhance my educational organisations maximization of its organizational goals and objectives.

My interest in the topic developed as a result of the rising need for achieving organizational goals and objectives through performance. The educational sector has been instrumental in steering the various learners to their achievements in the numerous academic fields. Maximizing goals and objectives in the educational sector through performance thus greatly contributes to better results in this sector and this will ultimately have a great impact in the economy of the country.

My values and beliefs concerning the maximization of organizational goals and objectives are:Integrity-this refers to quality of conforming to the moral principles that an individual believes in so that people may respect and trust the institution. Integrity from the educational stakeholders ensures that all the performance standards are adhered to and goals and objectives of the organisation are observed.

Honesty- refers to the act of being truthful from all the educational stakeholders. People should not be cheated or lied to and the staff should adhere to set laws (Baron A & Armstrong M, 2004).

Confidentiality- all important information concerning the educational institutions must be kept secret by the staff and other stakeholders who have access to it.

Hard work-All employees of the educational institutions must be dedicated and hardworking for them to efficiently offer services in a convenient way to the clients.

Transparency and accountability- In all the processes in the numerous institutions, transparency and accountability must be adhered to ensure that these processes are corruption and scandal free (Day, C, 1998)

1.1. Conceptual Background

Founded by the owner in 1986 my institution has been performing very well. This has been as a result of strict following of the set organizational standards. Being a private educational institution, it has always made it a policy to formulate and implement sustainable policies. Over time we have witnessed a number of reforms in the various departments of this institution: from the information technology to the other services rendering sectors. This has seen us rise to higher achievement and attainment of organizational goals and objectives.

1.2. Main aims of the research

i. To find out whether my educational institution has fully utilised performance in attaining its goals and objectives
ii. Identify new performance measures that may enhance organizational fulfillment of its goals and objectives
iii. To find out if my institution has fully integrated new systems, processes and initiatives into the daily operations

1.3. Scope of the research

The research will focus on how performance helps an organization achieve its set goals and objectives. I will use my education institution as a case study for the research. The study findings in this study may not equally represent the status of other educational institutions and thus more studies on this topic is highly encouraged.

1.4. Application

New systems, initiates and processes have been fully implemented. Older systems have been integrated into the new ones. By this performance has been boosted to a greater level a situation which has seen my institution easily achieve its objectives and goals. Advancements in technology have necessitated the frequent review of the system policies to catch up with these advancements.

1.5. Reflective

These drastic changes that often take place in my educational institution have for so long been accredited to its performance. Implementation of effective policies has played a major role in ensuring that goals and objectives have been achieved. Frequent training of the staff members has enhanced productivity from every individual. Remuneration schemes have been professionally drafted in order to ensure that skill, knowledge and experience of different staff members has been acknowledged.

One of the major problems that my institution has encountered while implementing some policies is the rigidness of some staff in accepting change. Numerous workshops though have helped in making these employees handle change amicably.

1.6. Definition of terms

Performance-has been defined in business terms as fulfillment or accomplishment of an obligation or task measured against preset identified standards of completeness, accuracy, speed and cost (Armstrong, M. ,2006)

Goal –an observable end result which is measurable and has one or more objectives that are supposed to be achieved within a specified time frame (Baron A & Armstrong M, 2004).

Objective -an end that can be achieved reasonably within a certain timeframe with use of available organizational recourses. Objectives cover a broader scope that goals and hence objectives may constitute several individual goals. Objectives act as basic tools that guide all planning and strategic activities. They also act as a basis for organizational policy and performance appraisals (Armstrong, M., 2006)

2. Literature Review and Theory

2.1. Introduction

Many organisations view organisational performance in forms of effectiveness in attaining their goals, mission, purpose or organisational objectives. Educational institutions for instance link organisational performance to the results of their clients and customers. Other organisations view their performance in terms of their efficiency in utilizing organisational resources (Belbin R.M, 2003). Optimal utilisation of organisational resources to attain a desired result level can be referred to as organisational performance. For an organisation to remain economically viable, it must be relevant and financially viable to its stakeholders and their needs which change from time to time. The organisational framework of my educational organisational constitutes a number of aspects of performance which are the key dimensions for performance of the organisation (Armstrong, M., 2006).

2.2. External Environment

All organisations dwell within a number of external environment or contexts that impede or facilitate the organisation`s performance. The major determinants are in the regulatory or policy environment. The political, economic, socio-cultural environmental and cultural contexts also affect how the operations of the numerous organisations work (Belbin R.M, 2003).

2.3. Internal Motivation

Organisational performance is driven by the employees’ motivation to perform. This is one of the most influential internal elements which impact performance (Goleman D, 1998). The organisation`s history, culture, mission, incentive system and values are other internal factors that impact on organisational performance. These factors influence the nature of how the entire organisation competes, the work quality and the extent to which it is stakeholders will be involved in making decisions (Covey S, 1989).

illustration not visible in this excerpt

Figure: Organisational assessment (OA) framework 1 (Griseri P, 1998).

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