Performance management and cultural difference in the Australian university
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Author
Sharrock, GeoffDate
1999Source Title
Asia Pacific Journal of Human ResourcesPublisher
SAGE PublicationsUniversity of Melbourne Author/s
Sharrock, GeoffAffiliation
Melbourne Graduate School of Education, LH Martin InstituteMetadata
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Journal ArticleCitations
Sharrock, G. (1999). Performance management and cultural difference in the Australian university. Asia Pacific Journal of Human Resources, 36(3), 87-101.Access Status
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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; universitiesExport Reference in RIS Format
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