Academic logics in changing performance measurement systems

Abstract

Purpose The purpose of this study is to analyse how academic staff cope with the new culture of performance measurement and assessment in universities. In particular, the study aims to shed light on how external pressures related to measurement of research performance are translated into organisational and individual academic responses within the university and the extent to which these responses are related specifically to the operational features of performance measurement systems (PMS). Design/methodology/approach The study is based on a case study conducted in an Italian public university and based on interviews with a cross-disciplinary sample of faculty members. Findings The study provides insights into how linking financial incentives and career progression to research performance metrics at the system and organisational levels may have important reorientation effects on individual behaviours and epistemic consequences for the academic work. Research limitations/implications The study is based on interviews, so one limitation is related to the risk of researcher and interviewee personal bias. Moreover, this study is focused on one single case of a specific university setting, which cannot be fully representative of the experiences of others. Originality/value The study contributes to the literature on management accounting by exploring the factors that might explain why the unintended effects of PMS on academics’ behaviour reported by several studies might occur. From a practitioner’s point of view, it shows features of PMS that may produce unintended effects on academic activities. It also highlights the need to rethink PMS for the evaluation of university performance through the involvement of different stakeholders.

The disillusion of calculative practices in academia

“…In line with some findings of this special issue (Czarniawska, 2020;Aleksandrov, 2020;Guarini et al, 2020), some optimism is needed for the future of the homo academicus. Positive changes can take place at the organizational and individual level.…”

“…These authors analyze how academics cope with the new culture of performance measurement and assessment in universities. Guarini et al (2020) shed light on how external pressures are translated into organizational and individual academic responses within the university, and the extent to which these responses are related specifically to the operational features of performance measurement systems. While the adjustments in the features of the performance management system are seen as a main response on the organization level, the academic "reorientation" emerges as a main reaction on the individual level.…”

“…Academics change their publication strategies and funding opportunities. The study by Guarini et al (2020) shows how the academic and the business logics, which are commonly seen as conflicting in the literature (Grossi et al, 2019), can be mutually reinforcing and contribute to the affirmation of specific rules and routines. Yet, academics respond differently to the same set of system requirements, based on their academic logic, i.e.…”

“…cost accounting, budgeting and performance measurement) during the hybridization process of a university. Kallio et al (2020) and Guarini et al (2020), instead, study the consequences of the reliance and use of calculative practices. While Kallio et al (2020) show how managers have gained power marginalizing academics, Guarini et al (2020) discuss the reorientation of academic work towards the new rules and routines.…”

Performance habitus: performance management and measurement in UK higher education

“…Performance management can significantly impact upon academics’ research activities when incorporating financial incentives and career progression (Guarini et al , 2020). Performance measurement has become common practice, for instance, in the UK in the form of research assessment via the REF, and education assessment via LTs.…”