Performance management and cultural difference in the Australian university
Source TitleAsia Pacific Journal of Human Resources
University of Melbourne Author/sSharrock, Geoff
AffiliationMelbourne Graduate School of Education, LH Martin Institute
Document TypeJournal Article
CitationsSharrock, G. (1999). Performance management and cultural difference in the Australian university. Asia Pacific Journal of Human Resources, 36(3), 87-101.
Access StatusThis item is currently not available from this repository
The publisher’s version is restricted access in accordance with SAGE Publications policy.
A key recommendation of the Higher education management review (the Hoare Report, 1995: 86) was that every Australian university should ‘phase in a comprehensive performance management system for both academic and general staff’. This recommendation received very mixed reactions, due in part to the widespread failure of earlier attempts to introduce schemes with managerialist overtones in universities. A Monash University study (Paget et al., 1992: 3) found widespread ambivalence about the role of appraisal in tertiary institutions. Managers wanted a summative (judgemental) approach, while staff wanted a formative (developmental) approach.
Keywordsperformance management; higher education; appraisal; Australia; universities
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