Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.

5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

ALLAMA IQBAL OPEN UNIVERSITY

Course
Management Strategies in Educational Institutions

(8615)
ASSIGNMENT No. 1 (Units: 1–4)

Student Name: Naji ullah

Roll No: #CE604550

Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

Q.1 Elaborate different features of educational management with the reference of

definition by different scholars.

Answer1.

Meaning of Educational Management:

The origin of the development of educational management as a field of study began in the United

States in the early part of the twentieth century. Development in the United Kingdom came as

late as the 1960’s. Educational management, as the name implies, operates in educational

organisations or institutions.

There is no single accepted definition of educational management as its development observed in

several disciplines or fields like business, industry, political science, economics, administration

and law. So while defining the meaning of the term educational management can be said that,

“Educational management is a complex human enterprise in which different resources are

brought together and made available to achieve and to accomplish the desire and expected goals

or objectives.

It is being mainly a human Endeavor should be properly planned without emphasizing the rigid

application of mechanical and physical principles. It is fundamentally a social organisation

where inter human relationships must play a major role. For success of educational management,

there must be adequate freedom and flexibility on the one hand and necessary discipline and

decorum on the other hand in the educational institution.

Thus, management of education or educational management implies the practical measures for
ensuring the system to work for achieving the goals or objectives of an educational institution.

So educational management operates in educational organisations or institutions.

 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

There is no single accepted definition of educational management as its development has drawn

heavily on several disciplines like economics, sociology and political science. But some

specialists in this area have propounded their views in the form of giving their definitions on

educational management which are given below.

Definitions of Educational Management:

School management, as a body of educational doctrine, comprises a number of principles and

precepts relating primarily to the technique of classroom procedure and derived largely from the
practice of successful teachers. The writers in this field have interpreted these principles and

precepts in various ways, usually by reference to larger and more fundamental principles of

psychology, sociology and ethics. —Paul Monore

“Theory and practice of the organisation and administration of existing educational

establishments and systems.” —G. Terrypage and J.B. Thomas

To him management implies an orderly way of thinking. It describes in operational terms what is

to be done, how it is to be done and how we know what we have done. Management is a method

of operation and good management should result in an orderly integration of education and

society. —Shelly Umana

In the light of above discussion it is clear to visualize that educational management is a

comprehensive effort intended to achieve some specific educational objectives. It deals with the

educational practices, whereas educational philosophy sets the goals, educational psychology

explains the principles, educational administration tells how to achieve educational objectives

and principles. It is the dynamic side of education.

It deals with educational institutions – right from the schools and colleges to the secretariat. It is
concerned with both human and material resources which are essential. Because the degree of
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

success of the educational management of any educational programme depends upon the degree

of co-ordination and organisation of these resources.

Types of Educational Management:

1. Human Resources:

Human Resources of an educational institution comprise the entire staff, both the teaching and

non- teaching – teachers, clerks, researchers and other elements such as students, parents,

members of the community, members of the managing or governing body and departmental
officials. Management of human resources is of vital importance at present and calls for

selection, recruitment, appointment, hire, retention, development and motivation of the personnel

to achieve the educational objectives.

The individuals involved in the process should be provided with adequate facilities for reaching

the highest levels of achievement and for improving the professional growth to the maximum. So

an educational institution or organisation in order to be effective and efficient has to ensure that

there are right type of people with the right skills, in the right place and at the right time for

carrying out the various jobs and services.

For this human resource needs are to be identified. Proper selection and recruitment are to be

made, demands and supply of services be properly matched and suitable forecasting be made

about the future requirements. There are problems of working conditions, promotion prospects,

appointment and transfer, motivation and security, career development and so on which have to

be handled with sympathy, understanding, fellow feeling and co-operation on the one hand and

proper sense of commitment and accountability and involvement on the other hand.

2. Physical and Material Resources:

For every organisation or institution, basic infrastructure in concrete terms is essential.

Buildings, playgrounds, equipment’s, furniture’s, machineries and stationeries are required for
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

various practical purposes. Libraries, laboratories, auditorium and so on are part and parcel of an

educational institution for organizing different curricular and co-curricular programmes.

The modern age of science and technology has made it possible to equip the educational

institution with various media and materials, electronic gadgets including radio, television

computers, projectors of many kinds and traditional aids like illustrations, models, charts, maps

etc. at reasonable prices.

Like human resources, there must be proper identification of physical resource needs,

installation, maintenance and the most important thing is their proper utilization. But the material

resources must be of right type with right specifications to be available in the right place and at

the right time so that the educational goals can be realized without difficulty, duplication and

wastage. It is also necessary that physical resources should have adequate flexibility, adoptability

and stability for meeting the future needs and conditions.

3. Ideational Resources:

The resources which are mostly based on ideas and ideals, heritage, image are the curriculum,

methods of teaching, innovations and experiments. Like the individual, every organization has its

own personality with integrity, its own culture and its own values which are unique and

influential for the smooth functioning and effective management of the institutions for creating

motivation and self- pride among individuals.

All these create feelings, belongingness, involvement and self-satisfaction among the personnel

for working and implementing the programmes in educational institutions. At last it can be said

educational management will be meaningful if there will be a great deal of co-ordination and

inter relation among these three resources. The cause is that all these three resources are
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

interdependent and immensely contribute to holistic development of every educational institution

as a whole.

Hence educational management in broader perspective says about:

(i) Setting directions, aims of objectives of educational organisations or institutions.

(ii) Planning for progress of the programme.

(iii) Organising available resources—People, time, material.

(iv) Controlling the implementing process.

(v) Setting and improving organisational standards.

In the light of above discussion on the meaning of management in education it implies the

practical measures to activate the system of work will be the best possible assistance or measures

in achieving the goals or objectives in a wider extent bearing the best possible value to the

students and the society in a grand scale.

Q.2 How different theories of management help the manager’s work?

Answer2.
Understanding and applying the best practices from management theories can help you be more
effective in guiding your team to success. Many of these theories gave rise to the leadership
approaches commonly used to guide and grow organizations today, and you can choose from
among them to identify the strategies that will work best for you and your team. Understanding
and applying management theories takes practice and possibly some trial and error. In this
article, we explain the most common management theories and share some tips for how you can
apply them in the workplace.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

What are management theories?

Management theories are a collection of ideas that recommend general rules for how to manage
an organization or business. Management theories address how supervisors implement strategies
to accomplish organizational goals and how they motivate employees to perform at their highest
ability. Typically, leaders apply concepts from different management theories that best suit their
employees and company culture. Although many management theories were created centuries
ago, they still provide many beneficial frameworks for leading teams in the workplace and
running businesses today.
Benefits of management theories
There are several reasons why leaders should study and apply management theories,
including:
• Increased productivity: Using these theories, leaders learn how to make the most of their
team members, improving performances and increasing productivity.
• Simplified decision-making: Management theories give leaders strategies that speed up
the decision-making process, helping those leaders be more effective in their roles.
• Increased collaboration: Leaders learn how to encourage team member participation and
increase collaboration in the workplace.
Increased objectivity: Management theories encourage leaders to make scientifically proven
changes rather than relying on their judgment.
Types of management theories
Here are seven important management theories to be aware of:
1. Scientific management theory
Developed by Frederick Taylor, he was one of the first to study work performance scientifically.
Taylor’s principles recommended that the scientific method should be used to perform tasks in
the workplace, as opposed to the leader relying on their judgment or the personal discretion of
team members. His philosophy emphasized that forcing people to work hard would result in the
most productive workplace. Instead, he recommended simplifying tasks to increase productivity.
He suggested that leaders assign team members to jobs that best match their abilities, train them
thoroughly and supervise them to ensure they are efficient in the role.
While his focus on achieving maximum workplace efficiency by finding the optimal way to
complete a task was useful, it ignored the humanity of the individual. This theory is not practiced
much today in its purest form, but it demonstrated to leaders the importance of workplace
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

efficiency, the value of making sure team members received ample training and the need for
teamwork and cooperation between supervisors and employees.
2. Principles of administrative management theory
Henri Fayol, a senior executive and mining engineer, developed this theory when he examined
an organization through the perspective of the managers and situations they might encounter. He
believed that leaders had six main functions, to forecast, plan, coordinate, command and control,
and he developed principles that outlined how leaders should organize and interact with their
teams. He suggested that the principles should not be rigid but that it should be left up to the
manager to determine how they use them to manage efficiently and effectively.
The principles he outlined are:
• Initiative: This refers to the level of freedom employees should have to carry out their
responsibilities without being forced or ordered.
• Equity: This principle implies everyone in the organization should be treated equally and
that it should be an environment of kindness.
• Scalar chain: This principle says there should be a chain of supervisors from the top
level of management to the lower level and that communication generally flows from top
to bottom. He emphasized that there is no hard rule regarding the communication process
through the chain of command.
• Remuneration of personnel: This principle refers to the assertion that there should be
both monetary and non-monetary remuneration based on performance levels to create a
bond between the employee and the organization.
• Unity of direction: This principle asserts that there should be only one manager per
department who is in charge of coordinating the group activity to attain a single goal.
• Discipline: According to this principle, employees should be respectful and obedient, and
an organization should outline rules and regulations that clarify rules, good supervision
and a reward-punishment system.
• Division of work: This principle asserts that the overall action of management should be
divided and that team members should be given responsibilities based on their skills and
interests to make them more effective and efficient.
• Authority and responsibility: According to this principle, there should be a balance
between authority⁠—the right to give commands and make decisions⁠—and
responsibilit⁠y⁠—the obligation of an employee to perform the tasks they’re designated.
• Unity of command: This refers to the assertion that employees must get orders from
only one immediate supervisor and be accountable to that person only.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

• Subordination of individual interest to general interests: There must be harmony

between the interests of the individual and the organization, although the organizational
interest should be given priority since it will bring rewards for the individual.
• Centralization: According to this principle, the topmost level of authority should be
centralized to the top level of management, who has the power to make the most
important decisions in an organization.
• Order: This principle asserts that for an organization to run smoothly, the right person
must be in the right job and that, therefore, every material and employee should be given
a proper place.
• Stability of tenure: According to this principle, employees must have job security to be
efficient.
Espirit de corps: This refers to the belief that there must be a unified team contribution and that
cooperation is always greater than the aggregate of individual performances.
3. Bureaucratic management theory
Developed by Max Weber, bureaucratic management theory focuses on structuring organizations
in a hierarchy so there are clear rules of governance. His principles for creating this system
include a chain of command, clear division of labor, separation of personal and organizational
assets of the owner, strict and consistent rules and regulations, meticulous recordkeeping and
documentation and the selection and promotion of employees based on their performance and
qualifications.
This theory has played a key role in establishing standards and procedures that are at the core of
most organizations today.
4. Human relations theory
This theory was developed by Elton Mayo, who conducted experiments designed to improve
productivity that laid the foundation for the human relations movement. His focus was on
changing working conditions like lighting, break times and the length of the workday. Every
change he tested was met with an improvement in performance. Ultimately, he concluded that
the improvements weren’t due to the changes but the result of the researcher’s paying attention
to the employees and making them feel valued.
These experiments gave rise to the theory that employees are more motivated by personal
attention and being part of a group than they are by money or even working conditions.
5. Systems management theory
This theory asserts that businesses consist of multiple components that must work in harmony for
the larger system to function optimally. The organization’s success, therefore, depends on
synergy, interdependence and interrelations between subsystems. According to this theory,
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

employees are the most important components of a company, and departments, workgroups and
business units are all additional crucial elements for success.
According to this theory, managers should evaluate patterns and events within the organization
to determine the best management approach. They need to collaborate and work together on
programs to ensure success.
6. Contingency management theory
Developed by Fred Fiedler, this theory’s primary focus is that no one management approach
works for every organization. Fiedler suggested that a leader’s traits were directly related to how
effectively they lead their team. He asserts that there are leadership traits that apply to every kind
of situation and that a leader must be flexible to adapt to a changing environment.
7. Theory X and Y
American social psychologist, Douglas McGregor, introduced X and Y theories in his book,
“The Human Side of Enterprise,” where he concluded that two different styles of management
are guided by their perceptions of team member motivations. Managers who assume employees
are apathetic or dislike their work use theory X, which is authoritarian. Theory Y is used by
managers who believe employees are responsible, committed and self-motivated. This is a
participative management style that gives rise to a more collaborative work environment,
whereas theory X leads to micromanaging.
He concluded that large organizations may rely on theory X to keep everyone focused on
meeting organizational goals. Smaller businesses, where employees are part of the decision-
making process and where creativity is encouraged, tend to use theory Y.
Tips for using management theories in the workplace
Here are some tips to help you apply the best practices from these management theories in your
workplace:
Invest in employee training
As Taylor proposes in his scientific management theory, you can boost employee productivity by
observing work processes and then creating policies recommending best practices. Invest in
training your employees to be more effective in their roles. You will generally find that it boosts
their productivity and improves overall on-the-job performance. Human relations theory can
impact productivity as well, since the attention you give team members and the interest you pay
in their performances can increase their productivity.
Give employees power in making decisions
Take a cue from the human relations theory by encouraging interpersonal relationships and
creating a collaborate environment. Give your team members more power in making decisions.
This could mean giving them more control within their roles or allowing greater contribution to
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

departmental goals and strategies. Consider creating sub-groups within your department and
allowing those teams greater decision-making abilities to reach organizational goals.
Flatten the organizational hierarchy
Research suggests that flattening the hierarchy can increase local innovation and speed up the
decision-making process. This could mean getting rid of titles or senior positions to inspire a
cohesive, collaborative work environment. It could also mean empowering team leaders with
more decision-making capabilities and eliminating the need to fully move up the chain of
command to receive approval on decisions.

Q.3 Define PERT. Prepare PERT diagram for “Result Day” celebration to explain its
process step-wise including all activities in detail?

Answer3.

Complex projects require a series of activities, some of which must be performed sequentially and
others that can be performed in parallel with other activities. This collection of series and parallel
tasks can be modeled as a network.

In 1957 the Critical Path Method (CPM) was developed as a network model for project
management. CPM is a deterministic method that uses a fixed time estimate for each activity.
While CPM is easy to understand and use, it does not consider the time variations that can have a
great impact on the completion time of a complex project.

The Program Evaluation and Review Technique (PERT) is a network model that allows for
randomness in activity completion times. PERT was developed in the late 1950's for the U.S.
Navy's Polaris project having thousands of contractors. It has the potential to reduce both the time
and cost required to complete a project.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

The Network Diagram

In a project, an activity is a task that must be performed and an event is a milestone marking the
completion of one or more activities. Before an activity can begin, all of its predecessor activities
must be completed. Project network models represent activities and milestones by arcs and nodes.
PERT originally was an activity on arc network, in which the activities are represented on the lines
and milestones on the nodes. Over time, some people began to use PERT as an activity on node
network. For this discussion, we will use the original form of activity on arc.

The milestones generally are numbered so that the ending node of an activity has a higher number
than the beginning node. Incrementing the numbers by 10 allows for new ones to be inserted
without modifying the numbering of the entire diagram. The activities in the above diagram are
labeled with letters along with the expected time required to complete the activity.

Steps in the PERT Planning Process

PERT planning involves the following steps:

I. Identify the specific activities and milestones.

II. Determine the proper sequence of the activities.

III. Construct a network diagram.

IV. Estimate the time required for each activity.

V. Determine the critical path.

VI. Update the PERT chart as the project progresses.

 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

1. Identify Activities and Milestones

The activities are the tasks required to complete the project. The milestones are the events marking
the beginning and end of one or more activities. It is helpful to list the tasks in a table that in later
steps can be expanded to include information on sequence and duration.

2. Determine Activity Sequence

This step may be combined with the activity identification step since the activity sequence is
evident for some tasks. Other tasks may require more analysis to determine the exact order in
which they must be performed.

3. Construct the Network Diagram

Using the activity sequence information, a network diagram can be drawn showing the sequence
of the serial and parallel activities. For the original activity-on-arc model, the activities are depicted
by arrowed lines and milestones are depicted by circles or "bubbles". If done manually, several
drafts may be required to correctly portray the relationships among activities. Software packages
simplify this step by automatically converting tabular activity information into a network diagram.

4. Estimate Activity Times

Weeks are a commonly used unit of time for activity completion, but any consistent unit of time
can be used. A distinguishing feature of PERT is its ability to deal with uncertainty in activity
completion times. For each activity, the model usually includes three-time estimates:
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

· Optimistic time - generally the shortest time in which the activity can be completed. It is common
practice to specify optimistic times to be three standard deviations from the mean so that there is
approximately a 1% chance that the activity will be completed within the optimistic time.

· Most likely time - the completion time having the highest probability. Note that this time is
different from the expected time.

· Pessimistic time - the longest time that an activity might require. Three standard deviations from
the mean is commonly used for the pessimistic time.

PERT assumes a beta probability distribution for the time estimates. For a beta distribution, the
expected time for each activity can be approximated using the following weighted average:

Expected time = (Optimistic + 4 x Most likely + Pessimistic) / 6

This expected time may be displayed on the network diagram.

To calculate the variance for each activity completion time, if three standard deviation times were
selected for the optimistic and pessimistic times, then there are six standard deviations between
them, so the variances given by:

[ (Pessimistic - Optimistic) / 6 ]2

5. Determine the Critical Path

The critical path is determined by adding the times for the activities in each sequence and
determining the longest path in the project. The critical path determines the total calendar time
required for the project. If activities outside the critical path speed up or slow down (within limits),
the total project time does not change. The amount of time that a non-critical path activity can be
delayed without delaying the project is referred to as slack time.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

If the critical path is not immediately obvious, it may be helpful to determine the following four
quantities for each activity:

§ ES - Earliest Start time

§ EF - Earliest Finish time

§ LS - Latest Start time

§ LF - Latest Finish time

These times are calculated using the expected time for the relevant activities. The earliest start and
finish times of each activity are determined by working forward through the network and
determining the earliest time at which an activity can start and finish considering its predecessor
activities.

The latest start and finish times are the latest times that an activity can start and finish without
delaying the project. LS and LF are found by working backward through the network. The
difference in the latest and earliest finish of each activity is that activity's slack. The critical path
then is the path through the network in which none of the activities have slack.

The variance in the project completion time can be calculated by summing the variances in the
completion times of the activities in the critical path. Given this variance, one can calculate the
probability that the project will be completed by a certain date assuming a normal probability
distribution for the critical path. The normal distribution assumption holds if the number of
activities in the path is large enough for the central limit theorem to be applied.

Since the critical path determines the completion date of the project, the project can be accelerated
by adding the resources required to decrease the time for the activities in the critical path. Such a
shortening of the project sometimes is referred to as project crashing.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

6. Update as Project Progresses

Make adjustments in the PERT chart as the project progresses. As the project unfolds, the
estimated times can be replaced with actual times. In cases where there are delays, additional
resources may be needed to stay on schedule and the PERT chart may be modified to reflect the
new situation.

Q.4 Describe the different steps required in the formulation of strategic process. Explain
its role of operation.

Answer4.
Steps in Strategy Formulation Process

Strategy formulation refers to the process of choosing the most appropriate course of action for
the realization of organizational goals and objectives and thereby achieving the organizational
vision. The process of strategy formulation basically involves six main steps. Though these
steps do not follow a rigid chronological order, however they are very rational and can be easily
followed in this order.

1. Setting Organizations’ objectives - The key component of any strategy statement is to

set the long-term objectives of the organization. It is known that strategy is generally a
medium for realization of organizational objectives. Objectives stress the state of being
there whereas Strategy stresses upon the process of reaching there. Strategy includes
both the fixation of objectives as well the medium to be used to realize those objectives.
Thus, strategy is a wider term which believes in the manner of deployment of resources
so as to achieve the objectives.
Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

While fixing the organizational objectives, it is essential that the factors which influence
the selection of objectives must be analyzed before the selection of objectives. Once the
objectives and the factors influencing strategic decisions have been determined, it is easy
to take strategic decisions.

2. Evaluating the Organizational Environment - The next step is to evaluate the general
economic and industrial environment in which the organization operates. This includes a
review of the organizations competitive position. It is essential to conduct a qualitative
and quantitative review of an organizations existing product line. The purpose of such a
review is to make sure that the factors important for competitive success in the market
can be discovered so that the management can identify their own strengths and
weaknesses as well as their competitors’ strengths and weaknesses.

After identifying its strengths and weaknesses, an organization must keep a track of
competitors’ moves and actions so as to discover probable opportunities of threats to its
market or supply sources.

3. Setting Quantitative Targets - In this step, an organization must practically fix the
quantitative target values for some of the organizational objectives. The idea behind this
is to compare with long term customers, so as to evaluate the contribution that might be
made by various product zones or operating departments.

4. Aiming in context with the divisional plans - In this step, the contributions made by
each department or division or product category within the organization is identified and
accordingly strategic planning is done for each sub-unit. This requires a careful analysis
of macroeconomic trends.

5. Performance Analysis - Performance analysis includes discovering and analyzing the

gap between the planned or desired performance. A critical evaluation of the
organizations past performance, present condition and the desired future conditions must
be done by the organization. This critical evaluation identifies the degree of gap that
persists between the actual reality and the long-term aspirations of the organization. An
attempt is made by the organization to estimate its probable future condition if the current
trends persist.

6. Choice of Strategy - This is the ultimate step in Strategy Formulation. The best course of
action is actually chosen after considering organizational goals, organizational strengths,
potential and limitations as well as the external opportunities.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

Q.5 Describe the concept of Key performance indicators (KPIS). Enlist some KPIs for
teacher working in Primary Schools?
Answer5.

Performance Appraisal is the systematic evaluation of the performance of employees and to

understand the abilities of a person for further growth and development. Performance appraisal is
generally done in systematic ways which are as follows:

1. The supervisors measure the pay of employees and compare it with targets and plans.

2. The supervisor analyses the factors behind work performances of employees.

3. The employers are in position to guide the employees for a better performance.

Objectives of Performance Appraisal

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage structure, salaries

raise, etc.

2. To identify the strengths and weaknesses of employees to place right men on right job.

3. To maintain and assess the potential present in a person for further growth and development.

4. To provide feedback to employees regarding their performance and related status.

 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

5. To provide feedback to employees regarding their performance and related status.

6. It serves as a basis for influencing working habits of the employees.

7. To review and retain the promotional another training programmers.

Advantages of Performance Appraisal

It is said that performance appraisal is an investment for the company which can be justified by
following advantages:

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion
programmes for efficient employees. In this regards, inefficient workers canbe dismissed or
demoted in case.

2. Compensation: Performance Appraisal helps in chalking out compensation packages for

employees. Merit rating is possible through performance appraisal. Performance Appraisal tries
to give worth to a performance.

Compensation packages which include bonus, high salary rates, extra benefits, allowances and
pre-requisites are dependent on performance appraisal. The criteria should be merit rather than
seniority.

3. Employees Development: The systematic procedure of performance appraisal helps the

supervisors to frame training policies and programmes. It helps to analyse strengths and
weaknesses of employees so that new

jobs can be designed for efficient employees. It also helps in framing future development
programmes.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

4. Selection Validation: Performance Appraisal helps the supervisors to understand the validity
and importance of the selection procedure. The supervisors come to know the validity and
thereby the strengths and

Weaknesses of selection procedure. Future changes in selection methods can be made in this
regard.

5. Communication: For an organization, effective communication between employees and

employers is very important. Through performance appraisal, communication can be sought for
in the following ways:

I. Through performance appraisal, the employers can understand and accept skills of
subordinates.

II. The subordinates can also understand and create a trust and confidence in superiors.

III. It also helps in maintaining cordial and congenial labour management relationship.

IV. It develops the spirit of work and boosts the morale of employees.

All the above factors ensure effective communication.

6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating

performance of employees, a person’s efficiency can be determined if the targets are achieved.
This very well motivates a person for better job and helps him to improve his performance in the
future.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing job related
performance criterions such as dependability, initiative, output, attendance, attitude etc. Each
scales ranges from excellent to poor. The total numerical scores are computed and final
conclusions are derived.

Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large
number of employees covered, no formal training required. Disadvantages – Rater’s biases.

2. Checklist: Under this method, checklist of statements of traits of employee in the form of Yes
or No based questions is prepared. Here the rater only does the reporting or checking and HR
department does the actual evaluation. Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR,
does not allow rater to give relative ratings.

3. Forced Choice Method: The series of statements arranged in the blocks of two or more are
given and the rater indicates which statement is true or false. The rater is forced to make a choice.
HR department does actual assessment. Advantages – Absence of personal biases because of
forced choice. Disadvantages – Statements may be wrongly framed.

4. Forced Distribution Method: here employees are clustered around a high point on a rating
scale. Rater is compelled to distribute the employees on all points on the scale. It is assumed that
the performance is conformed to normal distribution. Advantages – Eliminates Disadvantages –
Assumption of normal distribution, unrealistic, errors of central tendency.

5. Critical Incidents Method: The approach is focused on certain critical behaviors of employee
that makes all the difference in the performance. Supervisors as and when they occur record such
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

incidents. Advantages – Evaluations are based on actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces regency biases, chances of subordinate improvement are
high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close
supervision; feedback may be too much and may appear to be punishment.

6. Behaviorally Anchored Rating Scales: statements of effective and ineffective behaviors

determine the points. They are said to be behaviorally anchored. The rater is supposed to say,
which behavior describes the employee performance. Advantages – helps overcome rating errors.
Disadvantages – Suffers from distortions inherent in most rating techniques.

7. Field Review Method: This is an appraisal done by someone outside employees’ own
department usually from corporate or HR department. Advantages – Useful for managerial level
promotions, when comparable information is needed, Disadvantages – Outsider is generally not
familiar with employees work environment, Observation of actual behaviors not possible.

8. Performance Tests & Observations: This is based on the test of knowledge or skills. The tests
may be written or an actual presentation of skills. Tests must be reliable and validated to be useful.
Advantage – Tests may be apt to measure potential more than actual performance. Disadvantages
– Tests may suffer if costs of test development or administration are high.

9. Confidential Records: Mostly used by government departments, however its application in

industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report
(ACR) and may record ratings with respect to following items; attendance, self expression, team
work, leadership, initiative, technical ability, reasoning ability, originality and
resourcefulness etc. The system is highly secretive and confidential. Feedback to the assessed is
given only in case of an adverse entry. Disadvantage is that it is highly subjective and ratings can
be manipulated because the evaluations are linked to HR actions like promotions etc.
 Course: Management Strategies in Educational Institutions (8615) Level: B.Ed. (1.5 Years) Semester: Autumn, 2021

Student Name: Naji ullah, Roll No: #CE604550

10. Essay Method: In this method the rater writes down the employee description in detail within
a number of broad categories like, overall impression of performance, promote ability of
employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses
and training needs of the employee. Advantage – It is extremely useful in filing information gaps
about the employees that often occur in a better-structured checklist. Disadvantages – It its highly
dependent upon the writing skills of rater and most of them are not good writers. They may get
confused success depends on the memory power of raters.

11. Cost Accounting Method: Here performance is evaluated from the monetary returns yields to
his or her organization. Cost to keep employee, and benefit the organization derives is ascertained.
Hence it is more dependent upon cost and benefit analysis.

12. Comparative Evaluation Method (Ranking & Paired Comparisons): These are collection of
different methods that compare performance with that of other co-workers. The usual techniques
used may be ranking methods and paired comparison method.

o Ranking Methods: Superior ranks his worker based on merit, from best to worst.
However how best and why best is not elaborated in this method. It is easy to
administer and explanation.

o Paired Comparison Methods: In this method each employee is rated with another
employee in the form of pairs. The number of comparisons may be calculated with
the help of a formula as under.