An investigation into the appointment role and success of examinership in Ireland performance management in the public sector: an evaluation of the usefulness of pmds in institutes of technology in the bmw region

Abstract

As part of the national partnership agreements performance management (PM) systems have been introduced to the public service. The Performance Management and Development System (PMDS) was first implemented in the civil service and was subsequently adapted for the higher education sector in 2005. Due to the current economic climate the government has been forced to reduce expenditure in the public sector. Now more than ever there is a greater demand on public servants to perform their jobs effectively and efficiently. This approach is not only emphasised by the government but also echoed by public demands for accountability. A PM concept, such as the PMDS, is seen as a model that could deliver such efficiencies within the higher education sector. The higher education sector, in particular academic staff, poses a problem for any PM system. The difficulties arise in assessing a lecturer’s performance. Each lecturer has a range of tasks within their role and each carry out these tasks in individual ways. The challenges faced by a PM system are how to set standard for service delivery for a lecturer and how then to measure them. This research evaluates the PMDS system within several Institutes of Technology (IOTs). It focuses on academic staff, examining the usefulness of the PMDS to both staff and management. It first identifies what the PMDS seeks to achieve before describing the process itself. It then explores different aspects of the PMDS identifying its strengths and weaknesses as well as future improvements. The research consists of a review of the relevant literature in the subject area and also primary research. The primary research conducted produced both qualitative and quantitative information. Questionnaires were issued to a sample of lecturers from the IOTs under review and six interviews were carried out with a sample of managers. This multi method approach allowed for further exploration of the subject area while also enhancing the validity of the results. The results indicate that the PMDS has proven useful in some aspects but that the system overall is in need of improvement. It has been more successful with regard to the development of staff but has fallen short in its usefulness for PM in the IOTs. These shortfalls are the consequence of faults with the system itself but some are also due to external factors within the higher education sector. It is clear there is the potential for a more meaningful role for the PMDS within the IOTs provided that the current challenges both inside and outside the system are addressed.