Dublin Core
Title
HOW TO IMPROVE THE PERFORMANCE OF STATE UNIVERSITIES: AN INTEGRATION OF
STRATEGIC MANAGEMENT AND PERFORMANCE MANAGEMENT PROCESSES
CAXTON SHONHIWA
STRATEGIC MANAGEMENT AND PERFORMANCE MANAGEMENT PROCESSES
CAXTON SHONHIWA
Creator
CAXTON SHONHIWA
Description
The paper interrogates the performance of Zimbabwean State Universities and proposes the
integration of strategic management and performance management. The contention was that
the strategic management process could not lead to high institutional performance because it
was divorced from the sphere of managing institutional performance, and the removal of the
operational staff from the strategic planning process. A constructivist paradigm was adopted
as it was viewed to be the best suited to allow the researcher to become one with participants
and ‘get’ into their psych to extract their lived experiences. A group of well-informed persons
from the target institutions was purposively identified and interviewed over some time. The
acquired data were transcribed and then analysed for meaning. The findings were that the
strategic planning process should be integrated with the performance management process. The
operational staff must be involved and participate in both processes for purposes of process
ownership and buy-in. their participation resulted in corporate objectives being cascaded down
to the operational level without their loss of meaning. The conclusion was that the performance
management process should be integrated with the strategic planning process if state
institutions were to achieve their vision
integration of strategic management and performance management. The contention was that
the strategic management process could not lead to high institutional performance because it
was divorced from the sphere of managing institutional performance, and the removal of the
operational staff from the strategic planning process. A constructivist paradigm was adopted
as it was viewed to be the best suited to allow the researcher to become one with participants
and ‘get’ into their psych to extract their lived experiences. A group of well-informed persons
from the target institutions was purposively identified and interviewed over some time. The
acquired data were transcribed and then analysed for meaning. The findings were that the
strategic planning process should be integrated with the performance management process. The
operational staff must be involved and participate in both processes for purposes of process
ownership and buy-in. their participation resulted in corporate objectives being cascaded down
to the operational level without their loss of meaning. The conclusion was that the performance
management process should be integrated with the strategic planning process if state
institutions were to achieve their vision
Publisher
Zimbabwe Journal of Business, Economics and Management
Date
2023
Position: 65 (48 views)