The Influence of Performance Management Systems on Key Actors in Universities

Abstract

The aim of this article is to understand to what extent the introduction of performance management systems has affected the roles and influences of the key actors in the governance of universities, especially the role of academics, and whether or not the introduction of these systems has altered accountability regimes within universities.

Results from a high performing English university show that, in spite of a substantial increase in the measurement of performance in most areas, there seems to be a lack of action, especially regarding individual performance. In relation to the key actors in the governance of the university, it is clear that they are now held more accountable, especially in a managerial way, mainly resulting from pressures coming both from the State and the market, and their roles have changed.

Key words:

• Accountability
• governance structures
• performance management
• UK
• universities

Acknowledgement

The authors would like to thank Koen Verhoest and two anonymous referees for their helpful comments on a previous version of this article.