The Unintended Outcomes of Performance Management Systems in the Higher Education Sector

This study explores the unintended outcomes that have emerged following the performance management interventions enforced by university boards and the government on academics in the United Kingdom. To understand how these unintended outcomes are caused or controlled by universities, social learning and social contagion theories are used to analyze the contextual conditions that influence the occurrence of such outcomes. To collect data, 67 semi-structured interviews were conducted in 13 research intense universities in the United Kingdom. Of these, 63 were with male and female academics at different levels of seniority, and four were with human resource directors working in different universities. TO BE CON’T

Faculty Supervisor:

Yannick Griep

Student:

Partner:

Royal Holloway, University of London

Discipline:

Business

Sector:

University:

University of Calgary

Program:

Globalink Research Award