The aim of this study was to determine the profile and organisational performance of Pangasinan higher education institutions (HEIs) in terms of quality and excellence, relevance and responsiveness, access and equity, and effectiveness and productivity. Performance measurements are usually categorised as either absolute or relative—It is absolute when performance is measured in relation to a previously established or ideal attribute and relative when compared to a standard performance or a comparable feature of the performance of another organisation. The descriptive research design was made use of in this report. 30 administrators, 711 faculty, 469 non-teaching staff, and 1,689 students responded to the research method. In the analysis of the results, statistical tolls were used such as means, frequency counts, percentages, t-test for independent samples and Pearson Product Moment Correlation. The results show that most of the Pangasinan Higher Education Institutions (HEIs) were classified as small, young and operating on a tiny internal operating budget. The performance level of the HEI administrators, faculty, non-teaching staff and students ranged from “moderately high” to “high” with respect to all the indicators. In terms of consistency and excellence, relevance and responsiveness, access and equity, the performance of HEIs was “moderately high,” but “low,” along with efficiency and effectiveness. In their performance, administrators, faculty, non-teaching staff, and students differ in consistency and excellence, relevance and responsiveness, access and equity, and effectiveness and productivity. The HEIs’ years of life are connected to the success of the administrators, faculty and non-teaching employees. Based on the results, it is concluded that despite their limited internal operating budget and being young in this endeavour, the Higher Education Institutions in Pangasinan are performing and achieving the goals/indicators of quality and excellence, relevance and responsiveness, access and equity, and efficiently and effectively at a high level. However, even with those metrics, there is still space to boost output to a higher level. The HEIs’ years of life as an entity are synonymous with the success of HEIs. It is recommended that HEIs constantly review and enrich their curricular programmes, incorporate a purpose-based curriculum for the growth of staff and faculty, and enhance the activities of research and extension through the injection of additional budgets and incentives for faculty members. Further research on the success of HEIs need to be carried out using other variables such as social and economic benefits resulting from the presence of these institutions by the immediate community and the whole province.
Josephine S. Lambinicio
Urdaneta City University, Pangasinan, Philippines.
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