Performance management and cultural difference in the Australian university

    Thumbnail
    Citations
    Altmetric
    Author
    Sharrock, Geoff
    Date
    1999
    Source Title
    Asia Pacific Journal of Human Resources
    Publisher
    SAGE Publications
    University of Melbourne Author/s
    Sharrock, Geoff
    Affiliation
    Melbourne Graduate School of Education, LH Martin Institute
    Metadata
    Show full item record
    Document Type
    Journal Article
    Citations
    Sharrock, G. (1999). Performance management and cultural difference in the Australian university. Asia Pacific Journal of Human Resources, 36(3), 87-101.
    Access Status
    This item is currently not available from this repository
    URI
    http://hdl.handle.net/11343/28937
    Description

    The publisher’s version is restricted access in accordance with SAGE Publications policy.
    Abstract
    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.
    Keywords
    performance management; higher education; appraisal; Australia; universities

    Export Reference in RIS Format     

    Collections