Personal Quality Performance Criteria's of Departmental Heads and Promotive Ways in Saudi Universities

Abstract

The study aimed at recognizing criteria of personal quality
performance for departmental heads: positive personal
characteristics, human relationships, effective communication and
exceeding work performance and promotion ways of these criteria'
from faculty members, perspectives and discovering the differences in
these perspectives, according to college and gender as well as
providing some recommendations that might help in promoting
personal quality of heads of departments .The researcher used
qualitative methodology using the interview, and quantitative
methodology developing a questionnaire covering dimensions of
personal quality and mean of promoting it. The sample consisted of
25% of total population (1061) of Saudi professors in all colleges and
departments (male & female); 178 of these (70%) responded.
Quantitative data were analyzed :by frequencies, means, and standard
deviation, T-test and Pearson correlation coefficient, were calculated
the interview findings were analyzed by inductive methodology. Major
findings were as follows:
-Personal quality performance criteria of the heads of departments in
Saudi universities were at medium degree.
-Exceeding work performance criteria' of personal quality of the
heads of departments were high while personal quality dimensions
related to personal characteristics, human relationships and effective
communication were ate medium degree.
In the light of the study findings, the researcher offered some
recommendations that might help in promoting personal quality of
departmental heads, as follows:
-Setting specific and comprehensive rules and orders to describe and
specify departments' heads responsibilities and roles in academic,
administrative and social fields.
-Revising criteria of selection and assignment of departmental heads
so as to include personal quality fields: personal characters is tics
human relationships, effective communication and exceeding work
performance.