Drafts by Nsama Kabwe
Article , 2022
How educational managers can efficiently organise the human, physical, financial and informationa... more How educational managers can efficiently organise the human, physical, financial and informational resources using the principles of management and administration to effectively meet the aims and objectives of their organizations. Educational managers have the duty and responsibility to ensure that organisations achieve their predetermined goals and objectives in order to succeed. This they do by effectively organising human, physical, financial and information resources with the application of the right principles of management. This paper therefore aims at discussing how educational managers can organise the aforementioned resources in an organisation using the principles of management to effectively meet the aims and objectives of their organization.. Organising can be defined as a process that initiates implementation of plans by clarifying jobs, working relationships and effectively deploying resources for attainment of identified and desired results which are goals (Iweuku & Oparaku. 2010). Principles of management used by educational managers globally can be traced back from Henry Fayol who came up with fourteen different principles of management in 1916 that help managers in organisations to effectively organise resources. These principles are; division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest to general interests, remuneration, centralization, scalar chain, order, equity, stability, initiative and esprit de corps. These principles are quite an area of consideration and they are a blue print for decision making in an organization (Okpara, 2016). The first resources that managers must organise are human resources, this is so because people are an important asset in the organisation therefore they have to be identified and placed in the right place and at the right time. McGaughey (2018) defined human resource as the set of people who make up the workplace of an organization for example teachers. This is a most important asset in an organisation because the performance and productivity of an organization is directly proportional to the quantity and quality of an organizations workforce. Fayol identified division of work as the first principle that can help managers organise people in an organisation. This principle states that work should be divided amongst people that are capable of doing the job and not to overload work to a concentrated few. It is about identifying what needs to be done first in an organisation in accordance with the predetermined goals. It also helps educational managers to know how many people need to be
Thesis Chapters by Nsama Kabwe
Article, 2024
Today, universities around the world are largely concerned with the reputation and quality of the... more Today, universities around the world are largely concerned with the reputation and quality of their universities regardless of location. They have also become competitive within the present turbulent environment. As such, they have a huge responsibility to transfer knowledge to society through highly skilled academic staff. One way universities ensure they have skilled staff is by managing the performance of their academic staff through accurate appraisals which can help determine training needs and increase motivation through the feedback process. This study therefore explored the perceptions of academic staff on performance appraisals in selected private universities in Lusaka district. The study utilized a qualitative approach and data was sourced using open-ended questionnaires from 30 respondents including academic staff and supervisors from five private universities and it was analyzed thematically. Findings showed the prevalence of participatory appraisals but noted varied perceptions among academic staff. While some perceived the appraisals positively and reported improvements in their performance, others expressed dissatisfaction due to infrequent feedback resulting mainly from lack of associated rewards. It was also revealed that academic staff are more likely to perceive appraisals positively if they have desired outcomes. Interestingly, supervisor qualifications did not significantly influence academic staff perceptions. The study suggests aligning appraisal processes with motivational components to enhance academic staff motivation, performance, and job satisfaction.
Keywords: Performance appraisal, Academic staff, Supervisors, Private universities, Effect, Perception
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Drafts by Nsama Kabwe
Thesis Chapters by Nsama Kabwe
Keywords: Performance appraisal, Academic staff, Supervisors, Private universities, Effect, Perception