here to view the Executive Summary - Ohio University
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Structure<br />
Six of <strong>the</strong> 24 responses <strong>to</strong> Question 37 (25%) indicated that t<strong>here</strong> were structural<br />
improvements needed. Two of <strong>the</strong> responses said that <strong>the</strong> schedule of <strong>the</strong> Performance<br />
Management Plan needed <strong>to</strong> be changed; “The schedule for <strong>the</strong> process is completely off!<br />
FINAL should be due by March and midyear in Sept or Oct.,” and, “Prefer one initial<br />
goal setting, <strong>the</strong>n re<strong>view</strong> at <strong>the</strong> end of year,” were <strong>the</strong>ir comments. Two responses<br />
suggested categorical changes <strong>to</strong> eliminate <strong>the</strong> competency section and <strong>to</strong> weight each<br />
section individually, ra<strong>the</strong>r than giving each section <strong>the</strong> same weight. Ano<strong>the</strong>r response<br />
was concerned with <strong>the</strong> supervisor being present while <strong>the</strong> supervisee fills out <strong>the</strong><br />
Supervisor Feedback Form.<br />
Supervisor Follow-Through<br />
About 21% of <strong>the</strong> responses indicated that improvements in supervisor’s roles in <strong>the</strong><br />
program needed <strong>to</strong> be addressed. Respondents in this category suggested supervisors are<br />
not implementing <strong>the</strong> Performance Management Plan and should be held accountable for<br />
this. Respondents said, “It needs <strong>to</strong> be done by all supervisors,” “SUPERVISORS<br />
MUST BE HELD ACCOUNTABLE BY SOMEONE FOR NOT DOING THIS…TOO<br />
EASY TO IGNORE WITH EVERYTHING ELSE THAT HAS TO GET DONE,” and,<br />
“T<strong>here</strong> should be consequences when it is not implemented by supervisors.”<br />
Supervisor Issues<br />
About 17% of <strong>the</strong> responses <strong>to</strong> Question 37 regarded supervising issues. Two of <strong>the</strong>se<br />
responses commented on management following <strong>the</strong>ir own rules, one of which stated that<br />
<strong>the</strong> head of <strong>the</strong> department <strong>to</strong>ld <strong>the</strong> respondent “…we will not be participating in <strong>the</strong> IT<br />
Performance Management until 2003.” One response stated, “Don’t let academics or<br />
non-IT people supervise IT personnel. Find a way <strong>to</strong> encourage chairs <strong>to</strong> be objective,<br />
non-biased <strong>to</strong>ward fellow academics.” Ano<strong>the</strong>r indicated that <strong>the</strong> management is <strong>the</strong><br />
only beneficiary of <strong>the</strong> Performance Management Plan, stating, “Currently, t<strong>here</strong> seems<br />
<strong>to</strong> be no benefit <strong>to</strong> <strong>the</strong> employee, only <strong>to</strong> management. Viewed as <strong>to</strong>p-down only, and<br />
only serves as a dangerous exercise for <strong>the</strong> employee.”<br />
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