Performance Management in Schools

The school quality assurance system provides all school stakeholders with meaningful quality compliance tools that help school achieve strategic goals – enhancing the schoolwide effectiveness and ongoing improvement. School administrators and teachers’ performance appraisal is an ongoing process used for identifying, measuring and developing an individual’s performance in accordance with school’s strategic objectives and goals. In Vietnam, enhancing academic achievement and providing a quality educational experience for all students have been recognized as the key factors of school’s effectiveness. This course focuses on the historical foundations and theories of performance management, school administrators and teachers’ performance appraisal within Vietnam education context. This course also provides key features and the issues associated with developing and implementing an effective performance appraisal system, as well as the challenges and opportunities afforded by performance appraisal and its associated measurement tools (such as KPIs). By the end of the course learners will be expected to:
  • Understand key definitions of performance management and performance appraisal system within Vietnam education context.
  • Understand the schoolwide strategies e.g. objectives and goals for evaluating teaching and learning quality as well as staff’s performance.
  • Ability to develop and implement KPIs in the performance appraisal process in schools.
Last modified: Friday, 13 March 2020, 13:10 PM[/vc_column_text][/vc_column][/vc_row]


  • John Carter says:

    Organizational Culture is the commonly held attitudes, values, beliefs and behaviours of its employees. The culture of an organization is as unique and diverse as an individual’s personality. If the employees of an organization believe that change is something to be feared and avoided, then change implementation is often reactive and haphazard.

  • Will Barber says:

    The high level of involvement of employees ensures that they understand the strategic plan. It increases their level of commitment to ensure the strategy is successfully executed because they understand how their work and the work they’re completing on the project helps the organization to realize some or all of one of their key strategies.

    • Wans Sanketen says:

      Once the strategic plan is together, there are two critical elements related to project management. One is to identify the projects that are required to ensure success in the execution of each strategy.

      • Dude Perfect says:

        They market it and promote it. But look at their Strategic Plan. They lack a clear strategy for innovation – but they do have strategies for new product development. Yet since the development of the Blackberry, they haven’t released a single innovative product. They will of course disagree. The Playbook is an Ipad with less functionality. It’s not an innovation.

        • Bibi Landangurd says:

          It includes how they will be involved in this process. This is the bottom up communication. Employees will provide input to the strategic planning process through feedback surveys, focus groups, meetings, etc. regarding their ideas for organizational direction, etc.

          • Grandeganer says:

            But many fail to realize their vision and fail to deliver the expected strategic results. Unfortunately, executive teams cannot pinpoint the reasons for this dilemma so they repeat the strategic planning cycle over and over, always hoping that the next strategic planning session will bring better results.

  • Detoriborg says:

    They put teams of individuals together to work on these major initiatives and give them investment money to ensure success. Yet over time it becomes apparent that this team won’t realize the strategic goal given to them and the strategy itself will be deemed a failure. This is wrong

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