Prof. O. Solanke

ACADEMIC PERFORMANCE MEASUREMENT INSTRUMENT CALLED DUVA (the idea of a university)
Presented by Prof. O. Solanke April 20, 2007

The main theme of today’s submission is still “the idea of a university” while the sub-theme is “Academic performance measurement instrument called DUVA” Let’s take the main theme and peep through the window of advanced syllogism of Aristotle – a Greek philosopher(384-322 BC):
“the ‘idea’ of a university”; is
the ‘concept of a university, which is
the “thought about thoughts" of a University, meaning
the “proposition”of a University

The proposition of a university has long been settled. It was settled with the world first University established at Bologna 800years ago. The concept of a university in our context is how to build a university of our own and to put Covenant University on the world map as a first class University. The truth is that.
Nothing goes for nothing
Nothing happens for nothing
Nothing happens without vision
No vision becomes reality without a goal
No goal is attained without persistence and actualisation.

It is at this juncture that two question come to mind: What is our targeted goal? What is the instrument put in place to attain the set goal? The set goal points clearly at building a world class university and the training standard to beat is that of Harvard University. The instruments of goal attainment, are monitored university duties, heavy research activities, DUVA based on motivation . The Department of Architecture at Covenant University under Prof. Adeyemi has not departed from the set goal of the University.

Hence, it’s training target is Harvard University architectural training standard and research undertakings. In order not to close the doors on other standards; the Department of Architecture at Covenant University has investigated the training standards of top 6 other American Universities. The objective of the study is to determine their paths to research glory and architectural training excellence. some of the standards of these universities are very high and to attain these heights is not impossible.

It will only require dedication, persistence and total commitment from the staff and sincerity must be seen to attend the motivation scheme. It should be stated that what can sustain any human system is to give credit to whom credit is due to celebrate those who worth celebration and lavish honour on those who deserve it.

In this case, permit me to sincerely celebrate the originator of DUVA. I salute the vision and the courage to bring it to bear on Covenant University. DUVA is a potential vehicle that is capable of carrying Covenant University to the intangible promised land of high standard and reputation. DUVA has a powerful historical pre-eminence called Stakhanovism. Stakhanov Alexei who was a miner in Ukraine rose through the ranks of a mining organisation. He, in 1935 at the peak of coal scarcity in Europe, devised a system of increasing coal OUTPUT of the miners. Apart from the semblance of Stakhanovism, DUVA has burrowed its way into an aspect of philosophy which is made of three components: Epistemology, Metaphysics and ethics.

The system worked and miners were paid according to an incentive scheme which was sincerely and efficiently operated. Thus the miners became the most comfortable workers in Russian Community and the concept spread like wild-fire even into the western world. From all indications DUVA will be the reminiscences of Stakhanovism which is taking place in an academic institution but is geared towards enhanced academic outputs. The point being made is that “DUVA” has worked in Ukraine and that it can work here at Ota.

Today is not for metaphysics and ethics. Epistemology owns this evening. Epistemology as a component of philosophy deals with the “theory of knowledge” within which semantics is an aspect. Semantics can be described as the philosophical theory of meaning. It includes “Linguistics theory of diction” and “structural linguistics”. It is the linguistics theory of Diction that brings DUVA to this fellowship. The question is that should Stakhanovism in academic parlance be called DUVA, AVAD or DUVAA? For the purpose of clarity, DUVA - Duty Value Assessment AVAD - Assessment of Value Added to Duties DUVAA - Duty Value Added Assessment.

This is the point where the knowledge of the philosophical theory of meaning is required. In order to make DUVA more effective, it should be broken into two: Basic Duty Motivation and Value Added to Duty Motivation. They should be assessed separately and separately recognised . This was implicit in some Vice Chancellor’s speeches. She, at the 2006 new staff induction venue, emphasised repeatedly the need to seriously reflect and take action on the issue of “Value Added". The phrase “Value Added” when placed side by side with DUVA provokes more interest in the word DUVA. It appears that philosophical theory of meanings has caught up with DUVA.

Linguistic theory of Diction has begged for it’s structural review to wear a new cloak of Added Value. Actually, it was the Vice Chancellor’s challenge that trigger off deep thoughts about DUVA. The conclusion was that charity begins at home and that let the charity of Value Added concept begin with DUVA. The plan is to Launder the image of DUVA to a point of attaining staff’s total confidence and eventual external emulation. Obviously, DUVA needs further development to become an established driving force capable of driving the staff towards training and research excellence. It has also been discovered that this should be done through the instrumentality of appropriate type of motivation.

There are two types of motivation: intrinsic and extrinsic types. A staff that enjoys his participation in an activity on the basis of his personal goal is said to have intrinsic motivation. A Staff taking part in an activity to satisfy a goal other than his own is not directly motivated but extrinsicly motivated. DUVA should be rebuilt to provoke intrinsic motivation in the staff of this University. With reference to the graph below, intrinsic motivation can sub consciously propel a staff from mere obligatory performance to the domain of “Budding Performance". The same intrinsic motivation is capable of further Launching a staff into the realm of “Perceptible Performance” and beyond.

Contributions to DUVA should be assessed on the basis of quality of contributory activities as well as time. Recognized factors of DUVA should not be all inclusive as this will lead to “Jack of all Trades but master of none”. Hence, some if not many factors should be exclusive. For example, a staff that spent up to nine (9) months successfully promoting international reputation for Covenant University can not be scored on all factors and yet his final score may be very close to 100%.

As regards recognition, acknowledgement and rewards for contribution, DUVA should not be expressed in term of monetisation. The reason is that monetisation has different connotation. Besides, actual monetisation is built into staff’s normal remuneration. DUVA should be handled as financial reward for value added to duty performance. The financial reward should be with “Special mention, executive certification or institutional decoration. This type of DUVA will take Covenant University to the desired international platform of academic excellence. It should be further mentioned, at this juncture, that DUVA was unconsciously built on extrinsic motivation.

Hence, DUVA is only heard of. Actually DUVA should be HEARD OF and SEEN AROUND. What one is saying is that DUVA should be physically seen. It should serve as a corporate and personal colleague who is always seen in staff’s office. This personalised DUVA is its colleagues performance measurement instrument. In order to be a loyal colleague, the measurement instrument is to be personally built using recognised DUVA factors and Standards: Minimum Standards, Medium Standards & High Standards.Thus a personal scale of DUVA must be prepared.

Now, to accurately measure one’s performance on a personal scale of DUVA, anticipated attainments in the on-coming year should be plotted against time. That is progress chart should be prepared and pinned to the office shelve or table. A copy of such progress chart should be submitted along with DUVA proposal. All staff should learn this skill of preparing progress chart and how to use it as a progressive self-monitor.

This typical progress chart is meant to high-light the point being made. Please note the performance projection, attainments, replacement in time and gradual assessment that leads to amendments. Progress chart encourages better and more accurate time planning and management on the part of the staff. This chart will serve the staff well as a visual summary of his plan and if it is attached to DUVA proposal, it will make the management of DUVA less cumbersome and more thorough. Fairness and justice will further attend the end product of DUVA in application cum rewards.

Conclusion-
The concept of DUVA in a University is new. If intrinsic motivation is employed to build the image of DUVA, it will boost academic performance and contributions. Of course, the University will also be a beneficiary of performance per excellence. Finally, it should be appreciated that DUVA is an african university System. It has the potential of spreading like wild-fire as Stakhanovism went wild across Europe in 1935.