Performance management systems in and of higher education institutions in England: professionalism, managerialism and management

Hdl Handle:
http://hdl.handle.net/10142/12577
Title:
Performance management systems in and of higher education institutions in England: professionalism, managerialism and management
Authors:
Broadbent, Jane
Abstract:
This paper considers themes of performance measurement and performance management in the English Higher Education system. The paper will demonstrate that where opportunities for measurement are limited then the Performance Management Systems developed are much broader. The paper will use the insights from accounting research more generally as a basis for considering technologies of measurement in the context of the use of Performance Management Systems (PMS) in education. The insights from the literature on changing approaches to management of the public services more generally will also be considered. These themes will be augmented by a consideration of the role of the University in contemporary society in order to demonstrate the link between measurement and purpose. It will demonstrate how the allocation of resources and accountability for those resources can be used in order to try to achieve particular ends. In answering the question as to the nature of the role of Universities, the question of how different approaches to measurement are used in managing Higher Education (HE) will be explored. Throughout, the paper will draw broadly from a recent research project funded by the ESRC, looking at Performance Management of and in Higher Education in England to provide illustrations of these themes, although that project will not be described in any full sense. The paper will demonstrate that although PMS in HE in England have intensified (as is the case elsewhere) and whilst academic managers have more intensive controls than has previously been the case, nevertheless their resistance to implementing managerialism remains. The use to resources as a key lever to achieve particular outcomes is highlighted.
Issue Date:
Dec-2006
URI:
http://hdl.handle.net/10142/12577
Submitted date:
2001-07-05
Type:
Article
Language:
en
Appears in Collections:
Roehampton Business School Collection

Full metadata record

DC FieldValue Language
dc.contributor.authorBroadbent, Jane-
dc.date.accessioned2007-07-05T07:40:06Z-
dc.date.available2007-07-05T07:40:06Z-
dc.date.issued2006-12-
dc.date.submitted2001-07-05-
dc.identifier.urihttp://hdl.handle.net/10142/12577-
dc.description.abstractThis paper considers themes of performance measurement and performance management in the English Higher Education system. The paper will demonstrate that where opportunities for measurement are limited then the Performance Management Systems developed are much broader. The paper will use the insights from accounting research more generally as a basis for considering technologies of measurement in the context of the use of Performance Management Systems (PMS) in education. The insights from the literature on changing approaches to management of the public services more generally will also be considered. These themes will be augmented by a consideration of the role of the University in contemporary society in order to demonstrate the link between measurement and purpose. It will demonstrate how the allocation of resources and accountability for those resources can be used in order to try to achieve particular ends. In answering the question as to the nature of the role of Universities, the question of how different approaches to measurement are used in managing Higher Education (HE) will be explored. Throughout, the paper will draw broadly from a recent research project funded by the ESRC, looking at Performance Management of and in Higher Education in England to provide illustrations of these themes, although that project will not be described in any full sense. The paper will demonstrate that although PMS in HE in England have intensified (as is the case elsewhere) and whilst academic managers have more intensive controls than has previously been the case, nevertheless their resistance to implementing managerialism remains. The use to resources as a key lever to achieve particular outcomes is highlighted.en
dc.description.provenanceSubmitted by Pat Simons (p.simons@roehampton.ac.uk) on 2007-07-05T07:40:05Z No. of bitstreams: 1 broadbent performance management.pdf: -1 bytes, checksum: null (null)en
dc.description.provenanceMade available in DSpace on 2007-07-05T07:40:06Z (GMT). No. of bitstreams: 1 broadbent performance management.pdf: -1 bytes, checksum: null (null) Previous issue date: 2006-12en
dc.format.extent-1 bytes-
dc.format.mimetypeapplication/pdf-
dc.language.isoenen
dc.subjectperformance managementen
dc.subjecthigher educationen
dc.subjectperformance measurementen
dc.subjectEnglanden
dc.titlePerformance management systems in and of higher education institutions in England: professionalism, managerialism and managementen
dc.typeArticleen
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