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Performance measurement and management in the British higher education sector

Author

Listed:
  • Abdullah Zafar Sheikh

    (Institute of Business Administration (IBA))

  • John Chandler

    (University of East London)

  • Basharat Hussain

    (University of Management and Technology (UMT)
    Visiting Fellow, Nottingham University Business School)

  • Stephen Timmons

    (Nottingham University Business School, University of Nottingham)

Abstract

Theoretical enquiry and empirical studies demonstrate the significance of performance management (PM) in the higher education sector and it is a fulcrum for developing a strategic role for people management within universities. In spite of the perceived weaknesses of people management in the higher education sector, in general, the current period of rapid and substantial contextual change may necessitate greater formalisation of HR practices across the British higher education sector. In addition to the changing role of the HR function and line managers, these developments may result in an increasingly stringent performance regime across the sector, especially in more hard-pressed institutions. Through a literature review and a pilot study, this paper attempts to address two main research questions: (i) what are the current performance management practices in the British Higher Education sector? and (ii) what needs to be done to strategically align these practices within HEIs in the UK? This paper discusses the wider literature related to performance management in general and to academic institutions in particular. We also undertook a small-scale qualitative study to explore the views of HR professionals on the need for, and the current performance measurement systems in their universities in the UK. The preliminary findings confirmed that PM is a key issue in the respondents' institutions, with substantial and recent changes in policy. This underscores the need for a large-scale research agenda to capture the current dynamics of change the sector is undergoing. The paper concludes by stimulating a policy debate and placing a number of research calls, along with suggestions on how these research questions may be investigated.

Suggested Citation

  • Abdullah Zafar Sheikh & John Chandler & Basharat Hussain & Stephen Timmons, 2022. "Performance measurement and management in the British higher education sector," Quality & Quantity: International Journal of Methodology, Springer, vol. 56(6), pages 4809-4824, December.
    • Handle: RePEc:spr:qualqt:v:56:y:2022:i:6:d:10.1007_s11135-022-01339-3
    DOI: 10.1007/s11135-022-01339-3
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    References listed on IDEAS

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    1. Mari‐Klara Stein & Erica L. Wagner & Pamela Tierney & Sue Newell & Robert D. Galliers, 2019. "Datification and the Pursuit of Meaningfulness in Work," Journal of Management Studies, Wiley Blackwell, vol. 56(3), pages 685-717, May.
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    3. Ann Martin-Sardesai & James Guthrie & Basil P. Tucker, 2020. "What you see depends on where you look: performance measurement of Australian accounting academics," Accounting, Auditing & Accountability Journal, Emerald Group Publishing Limited, vol. 33(6), pages 1193-1218, May.
    4. Henk J. ter Bogt & Robert W. Scapens, 2012. "Performance Management in Universities: Effects of the Transition to More Quantitative Measurement Systems," European Accounting Review, Taylor & Francis Journals, vol. 21(3), pages 451-497, February.
    5. Daniela Argento & Dorota Dobija & Giuseppe Grossi, 2020. "The disillusion of calculative practices in academia," Qualitative Research in Accounting & Management, Emerald Group Publishing Limited, vol. 17(1), pages 1-17, January.
    6. Enrico Guarini & Francesca Magli & Andrea Francesconi, 2020. "Academic logics in changing performance measurement systems," Qualitative Research in Accounting & Management, Emerald Group Publishing Limited, vol. 17(1), pages 109-142, February.
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