| Abstract: | By considering concepts and approaches to performance evaluation, and the practice
elsewhere, this research demonstrates, the importance of measuring the effectiveness
of a higher education institution from the view point of its graduates and their
employers in Ethiopian context. An illuminative evaluation case study research
approach is adopted, using qualitative & quantitative data collection. Methods
included: an extensive review of literature and examination of a set of raw data and
official document resulted from the responses of SMUC’s graduates (n=665) and their
employers (n=85) who participated in the recent tracer study conducted by the
University College’s staffs (Hailemelekot & Mesfin, 2008).
What the case study institution (SMUC) has been doing since its establishment in 1986
found to be highly effective in terms of creating, with 64% average employment rate, a
relevant workforce for the consumption of various organizations/ institutions
operating in the country: public/ government (39%), private (49%) and NGOs/
community-based (10%) and others (2%); preparing graduates for the world of work
(81%), further education (41%), successful life after graduation (85%); and,
contributing to the realization of their personal objectives (79%).
Various factors are found to have a bearing on effectiveness of SMUC. Among others
: (1) policies, rules and regulations formulated at macro and micro level, (2) absence
of close working relationships with industries (manufacturing, service, etc.), (3) gaps
in curriculum and instruction, and (4) lack of information on labor market at national
and regional level.
To be more effective, the case study organization is required to revisit its curriculum,
instructional methods and graduate profile both in the short- and long-term. In doing
so, the need for producing graduates with entrepreneurial mentality, skills and
knowledge should be given due attention. Additionally, establishing close working
relationships with industries so as to produce graduates meeting the expectations of
potential employers, and influencing the policy environment to the effect of running the right and relevant training programs should also be considered as priority agenda
items. |
