Annotated Bibliography on Management and Innovation

¶ … Nambudiri, R., & Jayasimha, K.R. (2008). Performance management at the national institute of management. Richard Ivey School of Business Foundation, 1-25.

In 2008, Professors Ranjeet Nambudiri and K.R. Jayasimha, a pair of researchers working with the Richard Ivey School of Business Foundation, conducted a case study of the existing performance management systems in place at the National Institute of Management - Central India campus (NIM CI campus), one of India's most prestigious business schools. Their goal was to critically examine the performance management strategies engineered and implemented by the director of the NIM CI campus, ascertaining their various advantages and liabilities, while also comparing the current plan to an alternative proposed by the school board of director's management committee. The resulting case study, entitled Performance Management at the National Institute of Management (Central India Campus) (A), explored the complex issue of performance management from the varying perspectives of the different stakeholders involved, including the school's teaching faculty, its senior management structure, and even ordinary students. At the heart of the strategic management debate which consumed the NIM CI campus in debate during 2008 was the practice of properly incentivizing work activities and motivating the workforce to achieve high standards. The director of the NIM CI campus had devised and deployed a "transparent, unit-based work measurement and reward system" which "specified a range in terms of a minimum number of units beyond which the faculty members were monetarily compensated and a maximum number of units above which faculty members were not compensated" (Nambudiri & Jayasimha, 2008), and he advocated for the retention of the current system.

Among the other advantages to the NIM CI campus' unit-based philosophy of strategic management were the autonomous conditions afforded to teachers planning their curricula, the allotment of additional units to teachers who receive positive feedback from the student community, and the unambiguous nature of the remuneration system. The authors were particularly impressed with this remuneration system, in which "faculty members were remunerated for each additional unit earned above the minimum stipulation" because "this system obviated the uncertainty and anxiety associated with variable pay systems without compromising the performance expectations of the management" (Nambudiri & Jayasimha, 2008). While these aspects of the plan were lauded by the authors, they were not hesitant in illuminating the disadvantages of employing a unit-based performance management structure, as raised by the NIM CI board of directors. Concerns that the minimum proscribed workload was insufficient were chief among these perceived drawbacks, while the authors also suggested that certain unit benchmarks may be accomplished with little or no difficulty.

Sollish, F. And Semanik, J. (2011) Strategic Global Sourcing Best Practices. Hoboken, NJ: John Wiley and Sons, Inc.