Yes, we agree with all of your comments.The college needs to provide more details on how the scores given for the staff in each criteria under the KPI is achieved. It cannot be done on an impression method.
We’ll seek for more transparency in our meetings with the management. TARCASA believes in a fair system to measure the performance of the academic staff. If not, the system is open to abuse and manipulation. It will eventually result in much frustration just like what A life working man is experiencing.
Filed under: General
If KPI has to be implemented, top management must follow with job rotation among the Head of branches. Actually, there are many advantages to our college.
Look at the example in banking industry and police forces. Bank officers and managers are transferred after 2-3 years of servicing in the same bank since top management will be knowing that the power abuse and manipulation could be avoided.
Yes, BANK KPI you are right. In fact, Uitm has implemented the job rotation among branches in Malaysia. In fact, it works well. This system is not new to us. You think that top management and college council committee didn’t know it. The question is whether they want to do it or not.
TJA, as a matter of fact many local institutions have successfully implemented the system. They can be a form of evidence that the system works.
Job rotation for top management sounds very interesting. As stated by Bank KPI it is to avoid power abuse and manipulation. Is TARC facing these operational issues? Or rather job rotation could improve a person’s job competency?
If it works well in Uitm, that means the model should be able to apply to TARC with some modification.
May be Tarcasa could convey this evidence to TARC management to include job rotation as KPI process to acheive a targetted KPI of staff competency.
Job rotation is a good idea. So Wong PH, you’ll like us to pursue this matter. What do the rest of you think? We need to hear from you all out there.