Course Name and Number
Module 1: Case Study
- Does your work address the above task in a thorough and detailed manner?
- Does your work demonstrate an in-depth analysis of the ideas put forth by Fullan in relation to change management?
- Does your work demonstrate a solid understanding of change strategies as put forth throughout the literature?
- Does your work demonstrate graduate level writing and research skills?
Merit-Based Pay System Strategic Planning
The need to succeed, especially academically is paramount in all institutions. Relevant school stakeholders go to greater lengths in order to actualize their objectives. A merit-based pay system is an innovative change within a school setting that encourages recognition of achievement and excellent performance through rewards and merit pay. For better and proper implementation of the merit-based pay system, it is equally significant to conduct a strategic planning prior to implementation in order to identify its potential benefits and losses. Ideally, strategic planning involves a set of both formal and informal procedures, a framework or structure and content. According to Michael Fullan, educational change is a significant aspect in offering guidelines for leading, coping or resisting change efforts from a viewpoint ranging from national government to the student in question ((Fullan, 2007). The merit-based pay system is immensely potential for meaningful and true revolutionize simply in building on coalition with other agents across all groups and within.
The availability, quality, access, advocacy, and external agents affect the initiation stage of the merit-based pay system. While preparing, the recognition and reward strategies are reviewed while focusing on several aspects such as determination of pay levels, the cash compensation strategy, reviewing of incentives and current recognition programs. The inclination for implementing merit has to be assessed, especially if the change agent is to be justified in the milieu of unit managers. Similarly, while still in the same context small teams on the implementation and designing phases need to be formed and together with appropriate communication systems to be provided between supervisors and employees. Designing of the merit pay program is equally important in the initiation phase (Collinson, 2008). The anticipated goals need to be identified. The steps involves several other aspects including recognition of stellar performers, addressing poor performers and encouraging the performers to improve while focusing manager and employ attention on competency and goal achievement. Consequentially, a model needs to be selected and its details as well as administrative processes to be determined.
According to Fullan, the major dynamics affecting implementation are external factors, local characteristics and characteristics of change (Fullan, 2007). Through a five-step process, the implementation program would ensure in dealing with the factors appropriately. Assigning implementation responsibilities and roles marks the first step. The dean would be in charge of offering strategic communications, the HR professional for collaboration on strategy, design, monitoring, and delivery training and managers to deliver, communicate, promote, and coach. In implementation, the processes and documents need to be developed such as documenting procedures and policies, creation of supporting forms, determination of deadlines, and the orientation plan for employees, supervisors and managers. Automatically, the involved stakeholders need to communicate prior, during and after the implementation of the plan and the merit pay cycle. Finally, the results need to be processed in order to identify whether the continuation phase can be achieved.
Based on the implementation outcome of the merit-based pay system, the continuation phase dictates the institutionalization of the innovation regarding the reaction to the change. Therefore, an assessment involving the impacts involving the embedded innovation through the structure, which include either the budget or the policy needs to be done (Collinson, 2008). Additionally, a strategy involving the developed changes upon its integration into the institution needs to be performed. The step assists in identifying the effects of the critical change and determines whether it has created a critical mass of teachers or skilled administrators. Their commitment towards the strategy needs to be assessed as it determines whether it is necessary to progress with the change agent. Finally, the continuation phase is dictated by the established procedures, which need to be assessed since they pave way for continued assistance, thereby continuation phase.
Finally, the achievement of a successful or a positive outcome relies on several perspectives. Assessment of the active participation and initiation does not end in the initial context but evolves along with the continued interaction with the environment changes accompanying the merit-based pay system (Edwards, 2009). The negotiation, support, and pressure aspects need to be identified as well as the changes in committed action, thinking, and skills. Progression in such aspects determines the outcome of the change aspect and in deriving conclusions whether it should be upheld or it requires changes. Ownership is a big problem and overriding it is the only way of ensuring and determining the outcome of the innovation.
The merit-based pay system’s purpose is to ensure better probable outcomes upon its implementation in a learning institution. In order to actualize the anticipated outcomes, the compensation staff in the Human Resource officers and OHR consultant needs to work together in employing a strategic planning of the change agent. Key considerations in the planning include assessing the effect of current performance management strategies, identifying the top management, the units in the total cash compensation system and the methods of preparation among the supervisors and employing regarding the merit program. The related policies in this strategy include assessing whether the employees wages is near or at their maximum expected salary range. Henceforth, the strategic planning of the educational changes determines the effects and outcomes in the implementation of the strategy.
Collinson, V. (2008). Learning by learning: new directions in the twenty-first century. Journal of Educational Administration, 46(4), p.443.
Edwards, M.G. (2009). An integrative metatheory for organizational learning and sustainability in turbulent times. The Leading Organization, 16(3) p.189-207.
Fullan, M. (2007). The new meaning of educational change. New York: Teacher’s College Press.
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