Performance-Based Rank and Remuneration University Policy for Increased Motivation and Quality

V. Kareva, Abdylmenaf Bexheti, Xhevair Memedi
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引用次数: 1

Abstract

Abstract Motivation plays an immense role and is one of the key factors for successful and qualitative performance in all spheres of personal and professional engagement of individuals. Therefore, educational institutions, including academia, pay special attention to finding tools for motivating students, but also for motivation of their academic staff. Increased motivation has shown to lead to better performance and better performance inevitably contributes to quality enhancement at both individual and institutional level. The aim of this paper is to present an institutional Ranking and Remuneration (R&R) Policy based on Key Performance Indicators (KPIs) in four areas identified as the most crucial for successful operation of a higher education institution: teaching and learning, research, staff digital profile, service to society and project-based activities. Southeast European University (SEEU) in North Macedonia has developed KPIs in these four areas through an inclusive and transparent process based on its unique Total Quality Management (TQM) approach. The policy has been created after many consultations, trials and simulations and its main objective is to enhance institutional academic productivity and effectiveness through a human resource vibration that starts from individual evaluation, motivation and performance differentiation and leads to stimulation for achieving excellence. It is at an initial stage and if tested well in practice, it can serve as a model for other higher education institutions in the country and wider.
以绩效为基础的职级和薪酬大学政策,以提高激励和质素
动机起着巨大的作用,是个人在个人和职业参与的各个领域成功和定性表现的关键因素之一。因此,包括学术界在内的教育机构特别注意寻找激励学生的工具,同时也要注意寻找激励学术人员的工具。增加的动机已经证明会导致更好的表现,而更好的表现不可避免地有助于提高个人和机构层面的质量。本文的目的是提出一个基于关键绩效指标(kpi)的机构排名和薪酬(R&R)政策,这些指标被认为是高等教育机构成功运作的四个最关键领域:教学、研究、员工数字档案、社会服务和基于项目的活动。位于北马其顿的东南欧大学(SEEU)基于其独特的全面质量管理(TQM)方法,通过包容和透明的过程,在这四个领域制定了关键绩效指标。该政策是在经过多次协商、试验和模拟后制定的,其主要目标是通过从个人评估、激励和绩效差异开始的人力资源振动,提高机构的学术生产力和有效性,并导致对实现卓越的激励。它还处于起步阶段,如果在实践中得到良好的测试,它可以作为全国乃至更广泛的其他高等教育机构的典范。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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