Skip to main content
SpringerLink
Log in

Can performance management work in Australian universities?

  • Published:
Higher Education Aims and scope Submit manuscript

Abstract

Performance appraisal and performance management are much discussed topics at the moment and are widely promoted as tools for maximising the effectiveness of an institution's human resources. This paper will consider the lessons to be learnt from consideration of the private sector experience, and discuss the issues raised in a recent review of a performance management program implemented for general staff at the University of New South Wales (UNSW). The matters highlighted by the review appear to be common to most Australian universities, and we argue that until these issues are addressed performance management, including appraisal, is unlikely to work effectively in the university context for either general or academic staff.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Addams, H. L. and Embley K. (1988). ‘From strategic planning to employee productivity’, Personnel 65 (4), 55–60.

    Google Scholar 

  • Buford, James, A. Jr., and Burkhalter, Bettye B. (1988). ‘Link Job Descriptions to Performance Appraisals’, Personnel Journal, 67 (6), 132–140.

    Google Scholar 

  • Conole, L. J. and O'Neill, G. L. (1985). ‘Performance management: an approach to specifying and assessing individual job performance’, Human Resource Management Australia, November, 28–32.

  • Dunphy, D. C. and Hackman, B. K. (1988). ‘Performance appraisal as a strategic intervention’, Human Resource Management Australia 26 (2), 23–34.

    Google Scholar 

  • Fullan, M. (1982). The Meaning of Educatioonal Change. New York: Teachers College Press.

    Google Scholar 

  • Hartnett, B. C. (1981). ‘Appraisal, bureaucracy and industrial democracy’, in Lansbury, Russell, D. (ed.), Performance Appraisal. London: Macmillan, pp. 238–244.

    Google Scholar 

  • Jacobson, Betsy and Kaye, Beverly L. (1986). ‘Career Development and performance appraisal: it takes two to tango’, Personnel, 63 (1), 26–33.

    Google Scholar 

  • Jones, P. and Lewis, J. (1991). ‘Implementing a strategy for collective change in higher education’, Studies in Higher Education, 16 (1), 51–61.

    Google Scholar 

  • Kane, Jeffrey S. and Freeman, Kimberley A. (1986). ‘MBO and performance appraisal: a mixture that's not a solution’, parts one and two, Personnel, 63 (12), 26–36 and 64 (2), 26–32.

    Google Scholar 

  • Kaye, B. L. and Krantz, S. (1982). ‘Preparing employees: the missing link in performance appraisal training’, Personnel, 59 (3), 23–29.

    Google Scholar 

  • Lansbury, R. D. (ed.) (1981). Performance Appraisal. London: Macmillan.

    Google Scholar 

  • Lansbury, R. D. (1981a). ‘Objectives for Performance Appraisal’, in Lansbury, Russell D. (ed.), Performance Appraisal. London: Macmillan, pp. 91–108.

    Google Scholar 

  • Lansbury, R. D. (1981b). ‘Appraisal reappraised’, in Lansbury, Russell D. (ed.), Performance Appraisal. London: Macmillan, pp. 4–17.

    Google Scholar 

  • Lansbury, R. D. and Prideaux G. J. (1981c). ‘The appraisal interview and the art of feedback’, in R. D. Lansbury (ed.), Performance Appraisal. Melbourne: Macmillan.

    Google Scholar 

  • Lansbury, R. D. (1988). ‘Performance management: a process approach’, Human Resource Management Australia, 26 (2), 46–55.

    Google Scholar 

  • Lonsdale, A. (1990). ‘Achieving institutional excellence through empowering staff: an approach to performance management in higher education’, in Moses, I. (ed.), Higher Education in the Late Twentieth Century, Reflections on a changing system, A Festschrift for Ernest Roe. Australia: H.E.R.D.S.A.

    Google Scholar 

  • Martin, D. C. (1986). ‘Performance appraisal, 2: improving the raters effectiveness’, Personnel, August, 28–33.

  • Moses, I. (1989). ‘Is performance management appropriate in a learning institution?’, Journal of Tertiary Education Administration, 11, (20), 127–142.

    Google Scholar 

  • Nelson, J. (1981). ‘Improving the practice of performance appraisal’, in Lansbury, Russell D. (ed.), Performance Appraisal. London: Macmillan, pp. 156–163.

    Google Scholar 

  • Pearson, M. (1987). ‘Interim report on pilot individual development program’, Internal Report, UNSW.

  • Pollitt, C. (1988). ‘Models of staff appraisal: some political implications’, Higher Education Review, 20 (2), 7–16.

    Google Scholar 

  • Romanoff, K. E. (1989). ‘The ten commandments of performance management’, Personnel, January, 24–28.

  • Smyth, J. (1989). ‘Collegiality as a counter discourse to the intrusion of corporate management into higher education’, Journal of Tertiary Education Administration, 11, (2), October, 145.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Professional Development Centre, University of New South Wales, P.O. Box 1, 2033, Kensington, Australia

    Chris Hughes & Cathy Sohler

Authors
  1. Chris Hughes
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Cathy Sohler
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

About this article

Cite this article

Hughes, C., Sohler, C. Can performance management work in Australian universities?. High Educ 24, 41–56 (1992). https://doi.org/10.1007/BF00138617

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF00138617

Keywords

Search

Navigation