PERFORMANCE MANAGEMENT AT THE NATIONAL INSTITUTE OF MANAGEMENT (CENTRAL INDIA CAMPUS) (B) Dr. Ranjeet Nambudini and Professor K.R. Jayasimha wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business. The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright 2009, Ivey Management Services Version: (A) 2009-09-22 The advisory committee (AC) took longer than anticipated to come up with the modified faculty appraisal and work measurement system. In the interim, there was intense speculation about the changes. Nine months later, in an internal letter, the director of NIM (CI campus) shared the new policies pertaining to recruitment, work measurement, and appraisal and promotion. The key changes in the work measurement system included: 1. Self-appraisal of the previous year's work plan clearly identifying deviations and reasons thereof. 2. Identification of five key result areas. 3. Prescription of minimum and maximum teaching loads per academic year. 4. Minimum workload including teaching was retained at three hundred units. 5. Categorization of journals for the award of equivalent work units. 6. Equivalent work units for teaching in executive education programs articulated with greater clarity. 7. Monetary compensation for the units earned above the minimum specified was increased from INR1,200 to INR2,000 per unit. 8. Faculty members could carry forward excess units (greater than 300) to a special leave account (details of the leave policy were yet to be formulated). The new policies were to be implemented at all the operating units of NIM in India which otherwise were following different set of processes and policies. The director and his deputy at NIM (CI campus) were pleased with the new changes, as they resulted from many policies and processes that they had proposed. However, the reaction of the faculty was mixed. While everyone welcomed the increase in the monetary compensation from INR 1,200 to INR2,000, there was a major disagreement about the categorization of the journals. In the previous system, most faculty members achieved (even surpassed) the minimum required workload by teaching alone. Now the institute expected a more diversified portfolio of activities. Many wondered to what extent the new policy addressed this gap. As an economics area faculty member put it, "The more things change, the more they remain the same."