Abstract:

Nowadays, globalization in every field puts great emphasis on competitiveness subsequently raising the need for relevant indicators to measure and compare particular achievements has emerged. In this view, Higher Education Institutions’ (HEIs’) are challenged to reshape and reframe their operational policy to respond contemporary processes. Even though Higher Education Institutions’ ranking systems by themselves has controversial standpoints prop upped by supporters, Universities worldwide, with different cultures and traditions, pay tribute to general trend as international comparison metrics determine reputation and attractiveness of such organization.

While National authorities give great importance to their Higher Education providers to become World class players, World University Ranking race puts great pressure on faculty’s performance as to the one of the main actors when measuring the whole institution’s placement in charts.

During the last decades systematic analysis of Tbilisi State University’s (TSU’s) academic activities revealed certain areas needing support and upgrade. As professor of university has a tripartite mission to teach, do research and deliver service to community it takes organization to distinguish the proportional workload for the particular professorship position to get agreed remuneration and satisfy University’s expectations. It has been in discussions around University’s community that actions has to be made towards establishing comprehensive model of faculty’s performance evaluation regulations, mostly those connected with scientific-research performance. Department of Scientific Research and Development (DSR&D) and Department of Law in a close collaboration and with joint effort, has developed minimal scientific activity requirements, according to which personnel has to create high-quality scientific publications and intensively participate in third-part funded projects, to be retained or/and promoted; and as an overall consequence, affect the whole Institution’s position enhancement. The minimal mandatory scientific-research workload and classification of scientific-research products, given each product a particular point, has been established. By the end of evaluation year individual with respective professorship position has to accumulate compulsory 100 points, from the catalog of scientific-research products, correspondingly linked to the specific position. Awareness among faculty has already showed positive tendency towards internationalization of research.

Study was qualitative and involved the comparison, observation and analysis of organizational structures concerning TSU, German University of Administrative sciences Speyer (Germany) and San Diego State University (USA). The procedures for implemented research involved processing of information and experience gained during interviews and discussions with representatives of host Institution and analysis of online and published materials.

Current article circles and displays that application of research performance evidence is more sensitive issue than generally practiced teaching evaluation component. In this regard communication, cooperation, information exchange and dialogue are desirable to understand common and specific principles on how to evaluate performance in academia.The main expectation of presented work is to facilitate discourses on organizational policy and share experience of Tbilisi State University on this complex matter.

Keywords:

Higher Education Administration, Decisions on Education Policies, Faculty’s Responsibilities, Administrative Resolutions.