The Management performance of Adventist International Institute of Advanced Studies (AIIAS) as perceived by AIIAS students

Abstract

This study identifies the perceptions of students at the Adventlst International fnstitute of Advanced Studies (AIIAS) on the institution's management performance. The concepts and principles of the Philippine Accreditlng Association for Schools, Colleges and Universities (PAASCU) constitute the statistical framework of the welghted average. Data for the study were obtained from a survey of 130 AIIAS students who have stayed and studied at AIIAS for up to six months. This study focused on the academic administration, marketing management, and human resource management, as well as the general administration of AIIAS. A survey tool was adapted and modified from PAASCU to gather information on these four aspects.

This study is limited to AIIAS, with respondents who are currently registered students of the institution. While the application of this study is essential and relevant primarily for AIIAS, it can be used as a basis for further research in other Adventist institutions.

The survey findings show that there is a lack of dialogue between students and the management in the selection of Iecturers and an inadequacy of Iecturers to man the classrooms. The respondents also indicated poor marketing programs which have resulted to a high cost of enrollment at AIIAS. The clinic is furthermore considered not effective and efficient, recognizing its inability to maintain and sustain the health of both workers and students. Yet, little or nothing has been done to address the issue.

A significant relationship was found between the psychographic variables such as educational experience and cultural adjustment with the management performance of AIlAS. Lack of participative management, time for research project, and inadequate faculty in some academic-related areas have also been identified by the respondents. The respondents indicated that the integration of faith and learning into the academic program of AIIAS is actually that which has differentiated AIIAS from other institutions.

Findings in the study led to the following recommendations: (a) That AIIAS board members and administrators formulate, implement, evaluate, and facilitate a dynamic and comprehenslve system of communication with feasible interaction and open relationship between students and administrators. Moreover, they should facilitate the students' involvement in the decision-making process of the institution; (b) that the board and leaders initiate and incorporate in the management framework the concept of management by objectives; (c) that the board and administration improve built in-service framework in terms of the quatity of lecturers, exposing lecturers to professional seminars and training, and constantly embarking on innovative educational training for AIIAS lecturers; (d) that the president, as welI as the other administrators, endeavor to find alternative means to enrich the academic proqrams, marketing management, human resources management, and general administration of AIIAS. Rather than using a push approach, teams with potential expert synergies in managing these four aspects may be involved; (e) that the board and the administration, in conjunction with the students, work towards making AIIAS clinic a lifesaving center; and (f) that a marketing program that involves cooperative effort of students, administration, and alumni be initiated, utilizing the available technical, human, material, and financial resources to market and promote AIIAS.