Volume 4 Number 4 April 2018

What Brings a Good Textbook: The Research on Business English Textbook Compiling

Authors: Jing LUO ; Yuewen XU
Pages: 59-68
With the establishment of business English major in the universities in China, more and more kinds of the business English teaching materials have flooded into the market. However, the authors find that the business English teaching materials in the market can’t totally meet the demand of business English education. Based on the theory of Constructivism, the authors firstly do the research on the present market of business English textbooks, and then design questionnaire to investigate users’ opinion about textbook. The statistics indicates that the existing business English textbooks can’t effectively attract the university students for self-studying, and more group work and activities are desirable. Finally, the authors try to offer some suggestions for improvement of business English textbook to enhance effectiveness of business English teaching and learning.

Performance Management in State Universities in Cameroon: An Administrator’s Perspective

Authors: Agbor Michael Ntui
Pages: 51-58
This study provides an in-depth understanding of how administrators perceive the purpose and value of the performance management systems in state Universities of Cameroon; how the administrator assess the effectiveness of current performance management processes in the department; the different dimensions of how administrators perceive the impact of academic managers on their work performance; the extent to which administrators respond to the process, measure and outcomes involved in operating the performance management system. The study also analyzes what administrators think is an effective performance management system in the state Universities. The research adopted a qualitative case study approach by selecting 12 administrators from 6 state Universities with varied backgrounds in terms of years of service, seniority and gender. Data were collected through in-depth, semi-structured interviews and documentary sources. Among the major findings were that the participants found the meaning and purposes of performance management ambiguous; and that the many different processes contained within the system were perceived as fragmenting and confusing in achieving the intended outcomes. Compounding the concern was the lack of dedicated and able academics to manage the process.