Performance Management in Higher Education - Development Versus Control
Morris, Leanne and Stanton, Pauline and Young, Suzanne (2007) Performance Management in Higher Education - Development Versus Control. New Zealand Journal of Employment Relations, 32 (2). pp. 18-32. ISSN 1176-4716Full text for this resource is not available from the Research Repository.
Since the late 1980s higher education in Australia has been the focus of major restructure and reform in a search for greater efficiency, effectiveness and accountability. A key component has been performance management of academic staff with performance appraisals being the main process used. This paper examines enterprise bargaining agreements of universities to explore the status of performance management. It asks a number of questions such as: What do performance management systems look like? Are they linked to strategic goals? What feedback mechanisms are used? Do they have a developmental or monitoring/control focus? It concludes that universities express a strategic link to performance management with the result that individual academic performance is increasingly being linked to organisational goals. However the use of performance management as a developmental or monitoring/control tool is less clear. This is apparent as performance appraisals are being used to reward staff in areas that were traditionally considered as standard working rights and conditions.
|Uncontrolled Keywords:||ResPubID16830, higher education, accountability in education, performance management, academic staff performance appraisals, enterprise bargaining agreements college personnel management|
|Subjects:||Faculty/School/Research Centre/Department > School of Management and Information Systems
FOR Classification > 1605 Policy and Administration
FOR Classification > 1303 Specialist Studies in Education
|Date Deposited:||02 Aug 2011 05:25|
|Last Modified:||02 Aug 2011 05:25|
|ePrint Statistics:||View download statistics for this item|
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