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Performance Management (performance + management)
Terms modified by Performance Management Selected AbstractsPERFORMANCE MANAGEMENT AND BEST VALUE AUDIT IN SCOTLAND: A RESEARCH NOTE ON THEORY AND PRACTICEFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 4 2008Arthur Midwinter This paper appraises the theory and practice of Best Value Audit in Scotland, and in particular the central assumption that a robust performance management system is essential for continuous improvement in service delivery, within a rational planning model of governance. The reviews of Best Value Audit in practice reveal important gaps between theory and practice, with an overemphasis on monitoring process rather than performance. There is, therefore, considerable scope to reduce the demands of the audit process on local government, and Best Value Audit, needs to move from a theoretical model to an evidence-based model of good practice if real progress is to be made. [source] Performance Management in Practice: the Norwegian WayFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 3 2006Per Lęgreid First page of article [source] The Dynamics of Performance Management: Constructing Information and Reform , By Donald P. MoynihanGOVERNANCE, Issue 3 2009MATT ANDREWSArticle first published online: 25 JUN 200 No abstract is available for this article. [source] Performance Management, Evaluation and Learning in ,Modern' Local GovernmentPUBLIC ADMINISTRATION, Issue 2 2001Ian Sanderson Public sector reforms throughout OECD member states are producing a new model of ,public governance' embodying a more modest role for the state and a strong emphasis on performance management. In the UK, the development of performance management in the context of the ,new public management' has been primarily ,top-down' with a dominant concern for enhancing control and ,upwards account-ability' rather than promoting learning and improvement. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an ,instrumental,managerial' focus on performance measurement. The new Labour government's programme of ,modernizing local government' places considerable emphasis on performance review and evaluation as a driver of continuous improvement in promoting Best Value. However, recent research has indicated that the capacity for evaluation in local government is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systems and processes to ensure that the capacity for evaluation and learning is embedded as an attribute of ,culture' in order to achieve the purpose of Best Value. [source] Performance management and assessment: Methods for improved rater accuracy and employee goal settingHUMAN RESOURCE MANAGEMENT, Issue 4 2004Manuel London This article examines the gaps between research and practice in the areas of rater accuracy and goal setting. Prior research has shown that human resource managers may incorrectly believe that training raters to recognize errors will increase rater accuracy and that employee participation in goal setting is more effective than assigning goals. Theory-based research suggests ways to help raters recognize expected performance and enable employees to self-regulate their pursuit of goals. We describe applications of these findings to performance management programs and suggest methods for evaluating their effectiveness once implemented. © 2004 Wiley Periodicals, Inc. [source] Performance measurement in mental health care: present situation and future possibilitiesINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 3 2010Irma J. Baars Abstract This paper describes performance measurement and its indicators for mental health care services. Performance measurement can serve several goals such as accountability, quality improvement and performance management. For all three purposes structure, process and outcome indicators should be measured. Literature was retrieved from Medline and PsychInfo in order to see which performance indicators were used for the three purposes of performance measurement in mental health care. The indicators were classified in structure, process and outcome indicators. The results show no big differences in the indicators used among studies. Performance management is the performance measurement purpose most referred to, followed by accountability, and quality improvement. Outcome and process indicators are used most, structure indicators are in the minority. Several levels of measurement, that is national or service level, came forward in the literature review. To overcome misinterpretation of data and to be able to improve quality and manage performances, performance indicator sets should refer to structure, process and outcome. Indicators should be chosen carefully with the aim of the measurement taken into mind. Based on this review, a conceptual framework is presented to support managers in their decisions about which indictors can best be used for performance measurement. Additionally, a model that provides an understanding of the use of information gained by performance measurement is given. Copyright © 2009 John Wiley & Sons, Ltd. [source] Using performance management to support an organization's strategic business planEMPLOYMENT RELATIONS TODAY, Issue 4 2002Kathy Gagne First page of article [source] Is management by objectives obsolete?GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2009William F. Roth Management by Objectives has been part of corporate dogma for many decades. But as its touted strengths rapidly become liabilities in the new global century, more empowering and flexible approaches sprout up as promising new models for performance management. The author examines the dampening effect Management by Objectives can have on creativity, teamwork, and the ability to respond to changes in the business. He also presents two cases of organizations that broke out of the mold: W.L. Gore and Associates' innovative approach to self-managing teams and Bridgeport Paper Company's even bolder experiment, in which employees developed and implemented a team-based organizational structure and team-directed processes for decision making, hiring and promotion, training, performance management (without MBO), rewards, and cross-team communication and integration. © 2009 Wiley Periodicals, Inc. [source] Texas Children's Hospital makes leadership development a core business strategyGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2007Linda Aldred Even an admirable culture can have its dark side, and convincing current leaders that leadership is the problem is a task best not taken lightly. Texas Children's Hospital rose to the challenge with creative ways for building an enduring commitment to change, and for infusing leadership development into leaders' psyches and practices. Guiding principles and success profiles now link mission and values with the day-to-day expectations for employees, and are fully integrated into measurement, performance management, and selection systems. Powerful new tools and resources are helping build leadership competencies at all levels. Lower turnover and greater employee satisfaction are just the first indicators of the success of the initiative. © 2007 Wiley Periodicals, Inc. [source] Reducing avoidable inequalities in health: a new criterion for setting health care capitation paymentsHEALTH ECONOMICS, Issue 8 2002Katharina Hauck Abstract Traditionally, most health care systems which pretend to any sort of rationality and cost control have sought to allocate their limited funds in order to secure equal opportunity of access for equal need. The UK government is implementing a fundamental change of resource allocation philosophy towards ,contributing to the reduction of avoidable health inequalities'. The purpose of this essay is to explore some of the economic issues that arise when seeking to allocate health care resources according to the new criterion. It indicates that health inequalities might arise because of variations in the quality of health services, variations in access to those services, or variations in the way people produce health, and that the resource allocation consequences differ depending on which source is being addressed. The paper shows that an objective of reducing health inequalities is not necessarily compatible with an objective of equity of access, nor with the objective of maximising health gain. The results have profound consequences for approaches towards economic evaluation, the role of clinical guidelines and performance management, as well as for resource allocation methods. Copyright © 2002 John Wiley & Sons, Ltd. [source] Developing an assessment tool for evaluating community involvementHEALTH EXPECTATIONS, Issue 1 2005Jane South BA RGN MA Abstract Background, Current UK policy has resulted in greater requirements for public and patient participation in health service planning and decision making. Organizations and services need to be able to monitor and evaluate the effectiveness and quality of their community involvement processes, but there are few appropriate evaluation tools or sets of indicators available. This paper reports on work within Bradford Health Action Zone to develop a self-assessment tool for organizations on community involvement. Methods, A multi-agency working group developed the tool. A literature search was undertaken and evaluation resources were reviewed. A set of benchmarks for community involvement in regeneration was utilized in developing the assessment areas. A range of individuals with expertise on community involvement practice and performance management was consulted. The tool was then piloted in two primary care trusts prior to final modifications. Results, The process resulted in the production of Well Connected , a self-assessment tool on community involvement designed for organizations to assess their progress and identify areas for improvement. A scoring system assesses evidence of a strategic approach to community involvement, good practice throughout the organization, and a range of opportunities and support. Feedback from the pilots revealed that the tool had facilitated assessment of the strengths and weaknesses of organizational practices. Conclusion, The paper discusses some of the methodological challenges pertaining to the measurement of community involvement. Notwithstanding those challenges, it is argued that Well Connected provides a robust and practical framework that health organizations and their partners can use to assess practice. [source] The development and resulting performance impact of positive psychological capitalHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2010Fred Luthans Recently, theory and research have supported psychological capital (PsyCap) as an emerging core construct linked to positive outcomes at the individual and organizational level. However, to date, little attention has been given to PsyCap development through training interventions; nor have there been attempts to determine empirically if such PsyCap development has a causal impact on participants' performance. To fill these gaps we first conducted a pilot test of the PsyCap intervention (PCI) model with a randomized control group design. Next, we conducted a follow-up study with a cross section of practicing managers to determine if following the training guidelines of the PCI caused the participants' performance to improve. Results provide beginning empirical evidence that short training interventions such as PCI not only may be used to develop participants' psychological capital, but can also lead to an improvement in their on-the-job performance. The implications these findings have for human resource development and performance management conclude the article. [source] The strength of HR practices in India and their effects on employee career success, performance, and potentialHUMAN RESOURCE MANAGEMENT, Issue 3 2010Stephen A. Stumpf Abstract This study explores the role of HR practices for individual and organizational success via a survey of 4,811 employees from 32 units of 28 companies operating in India. We report on employee perceptions of the effectiveness of three specific human resource practices within their firms and the relationship of these practices to career success, performance, and potential. Companies operating in India appear to be creating strong human resource climates based on structured HR practices in performance management, professional development, and normalized performance ratings. The perceived effectiveness of these HR practices influences employees' perceptions of career success and, to a lesser extent, organizationally rated performance and potential. We report differences in perceptions of HR practices among national, international, and global companies and among the industries of information technology (IT), manufacturing, and services. The relationship to perceived HR practices and outcomes was partially contingent on firm geographic scope and industry sector. Implications for research and practice are discussed. © 2010 Wiley Periodicals, Inc. [source] Developing competency models to promote integrated human resource practicesHUMAN RESOURCE MANAGEMENT, Issue 3 2002Donna Rodriguez Today, competencies are used in many facets of human resource management, ranging from individual selection, development, and performance management to organizational strategic planning. By incorporating competencies into job analysis methodologies, the Office of Personnel Management (OPM) has developed robust competency models that can form the foundation for each of these initiatives. OPM has placed these models into automated systems to ensure access for employees, human resources professionals, and managers. Shared access to the data creates a shared frame of reference and a common language of competencies that have provided the basis for competency applications in public sector agencies. © 2002 Wiley Periodicals, Inc. [source] Neither fish nor fowl?INDUSTRIAL RELATIONS JOURNAL, Issue 2 2004An assessment of teacher capability procedures ABSTRACT There has been an increasing focus on the performance of workers through appraisal, performance-related pay and performance management and this emphasis on measuring performance has extended to the public sector,more specifically, to the teaching profession. This paper uses research commissioned by the DfES to investigate the operation of capability procedures introduced to deal with the perceived problem of incompetent teachers. It revealed that the procedures suffered from a number of defects both in modus operandi and style and there was little evidence that their application resulted in either improved performance or dismissal when satisfactory performance was not achieved. [source] Performance measurement in mental health care: present situation and future possibilitiesINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 3 2010Irma J. Baars Abstract This paper describes performance measurement and its indicators for mental health care services. Performance measurement can serve several goals such as accountability, quality improvement and performance management. For all three purposes structure, process and outcome indicators should be measured. Literature was retrieved from Medline and PsychInfo in order to see which performance indicators were used for the three purposes of performance measurement in mental health care. The indicators were classified in structure, process and outcome indicators. The results show no big differences in the indicators used among studies. Performance management is the performance measurement purpose most referred to, followed by accountability, and quality improvement. Outcome and process indicators are used most, structure indicators are in the minority. Several levels of measurement, that is national or service level, came forward in the literature review. To overcome misinterpretation of data and to be able to improve quality and manage performances, performance indicator sets should refer to structure, process and outcome. Indicators should be chosen carefully with the aim of the measurement taken into mind. Based on this review, a conceptual framework is presented to support managers in their decisions about which indictors can best be used for performance measurement. Additionally, a model that provides an understanding of the use of information gained by performance measurement is given. Copyright © 2009 John Wiley & Sons, Ltd. [source] Employee performance management across borders: A review of relevant academic literatureINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2009Lisbeth Claus The purpose of this paper is to survey the emerging academic literature on employee performance management (PM) from an international perspective. The primary information source was a search of electronic databases. Two criteria were used to determine which studies to include in the literature survey: (1) those published in an English-language blind refereed academic journal, and (2) those focused on employee PM or performance appraisal (PA) from an international/global perspective. Sixty-four articles, published between 1985 and 2005, met the criteria. A preliminary scheme was developed for classifying the existing academic research into conceptual and empirical articles. The empirical articles were further classified by their foci and themes. In addition to classifying the articles, the paper presents a summary of what can be learned from the major findings of the empirical studies. The major conclusion is that the academic literature on cross-border PM is relatively atheoretical and exploratory in nature and that the design and substance of the research studies are weak. With regard to themes, there are a number of foci in the literature with only scant attention paid to the central concern with the PM of expatriates as expressed by firms. The empirical articles look at the disparate components of PA and are interested mainly in cultural differences as an intervening variable. Several recommendations are presented for researchers to help focus future research on cross-border PM. [source] Managing people and performance: an evidence based framework applied to health service organizationsINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2004Susan Michie People and their performance are key to an organization's effectiveness. This review describes an evidence-based framework of the links between some key organizational influences and staff performance, health and well-being. This preliminary framework integrates management and psychological approaches, with the aim of assisting future explanation, prediction and organizational change. Health care is taken as the focus of this review, as there are concerns internationally about health care effectiveness. The framework considers empirical evidence for links between the following organizational levels: 1Context (organizational culture and inter-group relations; resources, including staffing; physical environment) 2People management (HRM practices and strategies; job design, workload and teamwork; employee involvement and control over work; leadership and support) 3Psychological consequences for employees (health and stress; satisfaction and commitment; knowledge, skills and motivation) 4Employee behaviour (absenteeism and turnover; task and contextual performance; errors and near misses) 5Organizational performance; patient care. This review contributes to an evidence base for policies and practices of people management and performance management. Its usefulness will depend on future empirical research, using appropriate research designs, sufficient study power and measures that are reliable and valid. [source] The RWJF Reclaiming Futures Initiative: Improving Substance Abuse Interventions for Justice-Involved YouthsJUVENILE AND FAMILY COURT JOURNAL, Issue 4 2006LAURA BURNEY NISSEN ABSTRACT Juvenile justice systems in the United States do not always respond effectively to substance abuse problems among young offenders. In 2002, the Robert Wood Johnson Foundation launched a 10-community demonstration project to address this problem. Reclaiming Futures (RF) relies on community partnerships to improve treatment quality, strengthen local leadership, expand inter-organizational collaboration, and create systems of shared performance management. The initial findings of a cross-site evaluation suggest that Reclaiming Futures is yielding important and positive change. Bi-annual surveys of key informants measure the quality and integration of juvenile justice and substance abuse treatment systems in each community. Of 13 indices measured by the surveys, 11 showed significant improvements between 2003 and 2005. [source] Development of the Competency Based Fieldwork Evaluation (CBFE)OCCUPATIONAL THERAPY INTERNATIONAL, Issue 4 2001Linda T Miller PhD Abstract Recent changes in health care have contributed to an increase in community care and a consequent increase in community fieldwork sites in professional practice education. Evaluations of student performance designed before this transition are limited in their applicability across diverse settings. This article describes the development of a student performance evaluation, the Competency Based Fieldwork Evaluation (CBFE), based on a set of core competencies. Specifically, the CBFE was created to be used across a variety of rehabilitation professions: (a) to evaluate student performance in a variety of fieldwork settings, (b) to provide a cumulative record of student competency acquisition, and (c) to ensure competency for entry to practice. Focus group discussions and review of evaluations across disciplines led to the compilation of seven competencies common to all rehabilitation professions: (1) practice knowledge, (2) clinical reasoning, (3) facilitating change, (4) professional interactions, (5) communication, (6) professional development, and (7) performance management. A pilot version of the CBFE, using a visual analogue scale (VAS) for each competency, was field tested. Content analysis supported the seven competencies. However, concerns regarding the use of a VAS led to revision to a numeric rating scale with descriptors reflecting the stages of professional development. Evidence to date supports the use of the CBFE as a measure of developing clinical skills across diverse settings. However, most data have come from occupational therapy students. Future research is needed to evaluate the numeric rating scale, the reliability of the CBFE, and to evaluate the applicability of the CBFE across rehabilitation professions. Copyright © 2001 Whurr Publishers Ltd. [source] Integrated performance management: A conceptual, system-based modelPERFORMANCE IMPROVEMENT, Issue 7 2009Jerry L. Harbour Organizational success begins with the creativity of strategic vision bounded in the realities of requirements that are then transformed into daily operations and associated work outputs. These operations and outputs hopefully meet predetermined and tracked performance levels. This article graphically portrays and describes an integrated performance management system model linking these critical organizational ingredients in a holistic manner. Integrated performance management represents a construct that, if properly applied, may provide the "glue" to organizational understanding, transparency, and continued improvement. [source] Strategic planning for municipalities: Ensuring progress and relevancePERFORMANCE IMPROVEMENT, Issue 5 2009Thomas Plant This article focuses on developing critical mechanisms to ensure the progress and relevance of a strategic plan. These mechanisms include the establishment of business planning processes, performance management and measurement, and reporting of strategic success. Although the focus here is on the public sector, these ideas can also be applied to and have relevance for strategic planning in any organizational context. [source] The congruency between performance improvement and performance managementPERFORMANCE IMPROVEMENT, Issue 8 2006George M. Piskurich No abstract is available for this article. [source] Incorporating employee resourcing requirements into deployment decision makingPROJECT MANAGEMENT JOURNAL, Issue 2 2009Andrew R. J. Dainty Abstract Employee resourcing is the process of matching human resource capabilities to the strategic and operational needs of the organization. This is exceptionally problematic in project-based organizations due to the competing priorities of the project, the individual employee, and the wider succession needs of the organization. This article presents the findings of research examining the human resource management practices that form the key components of the resourcing process. These included, inter alia, human resource planning, recruitment and selection, team deployment, performance management, and human resource administration. Current practices were examined in seven leading construction firms, all of which faced dynamic resourcing priorities. Within an inductive methodology, semistructured interviews were carried out with senior executives, human resource management (HRM) specialists, senior operational managers, and project-based staff. Based on a synthesis of the promising practices extracted from the case-study organizations, an innovative approach to project resourcing was developed that aims to balance organizational, project, and individual employee requirements. Team deployment resides at the center of resourcing process for the project-based organization as it determines the success of the project, which in turn determines the competitiveness of the organization. Long-term planning and employee involvement enable team deployment to integrate with other elements of HRM effectively and thus help to balance the organizational strategic priorities, project requirements, and individual employee needs and preferences. [source] THE IMPACT OF PUBLIC MANAGEMENT REFORMS ON STUDENT PERFORMANCE IN DANISH SCHOOLSPUBLIC ADMINISTRATION, Issue 2 2008SIMON CALMAR ANDERSEN Many resources have been invested in reforming the public sectors of most countries in the world during the last 20 years. Greater focus on evaluation and performance is one of the most central aspects of these reforms, but despite much academic research virtually no systematic evaluations of the outcome of the reforms themselves are found. This paper presents a study of the effect of performance management reforms of Danish public schools on the achievements of more than 80,000 lower secondary students. The study finds no or very small effects on performance measured as average exam scores, but highly significant effects on inequity in the sense that students with low socioeconomic status perform worse at reforming schools than at similar non-reforming schools. These results, as well as the methodological challenges involved in estimating reform impact, emphasize the need for more empirical scrutiny of what effects the reforms have. [source] In Search of the Regulatory State: Evidence From ScotlandPUBLIC ADMINISTRATION, Issue 4 2001Arthur Midwinter Recent research has suggested that there is movement towards a ,regulatory state' in the UK with regulation an expanding area of government. This article identifies key Scottish differences from UK practice and suggests the growth and scale of regulation inside Scottish government is more modest than suggested by UK-wide research. It also reviews existing oversight arrangements within Scottish government for public service delivery bodies and questions whether many of these activities warrant the label ,regulation', arguing that a more accurate description is performance management. [source] Performance Management, Evaluation and Learning in ,Modern' Local GovernmentPUBLIC ADMINISTRATION, Issue 2 2001Ian Sanderson Public sector reforms throughout OECD member states are producing a new model of ,public governance' embodying a more modest role for the state and a strong emphasis on performance management. In the UK, the development of performance management in the context of the ,new public management' has been primarily ,top-down' with a dominant concern for enhancing control and ,upwards account-ability' rather than promoting learning and improvement. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an ,instrumental,managerial' focus on performance measurement. The new Labour government's programme of ,modernizing local government' places considerable emphasis on performance review and evaluation as a driver of continuous improvement in promoting Best Value. However, recent research has indicated that the capacity for evaluation in local government is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systems and processes to ensure that the capacity for evaluation and learning is embedded as an attribute of ,culture' in order to achieve the purpose of Best Value. [source] Developing a performance measurement framework to enhance the impact orientation of the Food Research Institute, GhanaR & D MANAGEMENT, Issue 2 2006Robert M. Yawson Research institutions in Ghana are facing various challenges. It is the contention that viable research and development institutions are needed for achieving sustainable change in areas of national importance. A key aspect of institutional viability is strong performance management. This implies clear and workable approaches to performance measurement. This paper looks at the initial experiences in a collaborative effort to develop a performance measurement framework for the Food Research Institute (FRI) and the application of the Balanced Score Card (BSC) at institutional level. The process of diagnosing and analysing institutional monitoring and evaluation capacity and systems is described using a mix of diagnostic tools. Stages in applying the BSC approach are documented and the added value of the scorecard perspectives in highlighting focal areas for performance measurement and management within FRI. These are placed in the context of ongoing changes in the external environment posing both threats and opportunities. Changes implied by the introduction of the concept are discussed in the context of current constraints and the way forward is mapped out in terms of enhancing FRIs' impact orientation through the application of improved performance measurement and management. [source] Twenty Years of the Journal of Product Innovation Management: History, Participants, and Knowledge Stock and FlowsTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2007Wim Biemans The Journal of Product Innovation Management (JPIM) serves as a marketplace for science-based, innovative ideas that are produced and consumed by scholars and businesspeople. Now that JPIM has existed for 20 years, two intriguing questions emerge: (1) How has the journal evolved over time in terms of knowledge stock, that is, what are the characteristics of the growing stock of knowledge published by JPIM over the years; and (2) how has the journal evolved in knowledge flow, that is, how is JPIM influenced by other scientific publications and what is its impact on other journals? In terms of knowledge stock, over 35% of the articles published over the 20 years investigate processes and metrics for performance management. The next most frequently published area was strategy, planning, and decision making (20%), followed by customer and market research (17%). The dominant research method used was a cross-sectional large-sample survey, and the focus most usually is at the project level of the firm. The large majority of JPIM authors (60%) have a marketing background, with the remaining 40% representing numerous functional domains. Academics at all levels publish in JPIM, and though most authors hail from North America, the Dutch are a significant second group. JPIM was analyzed from a knowledge-flow perspective by looking at the scientific sources used by JPIM authors to develop their ideas and articles. To this end a bibliometric analysis was performed by analyzing all references in articles published in JPIM. During 1984,2003 JPIM published 488 articles, containing 10,314 references to journals and 6,533 references to other sources. Some 20% of these references (2,020) were self-references to JPIM articles. The remaining 8,294 journal references were to articles in 287 journals in the fields of management (25%), marketing (24%), and management of technology (14%). However, it should be pointed out that many domains were dominated by a limited number of journals. The second component of knowledge flow concerns the extent to which the ideas developed in JPIM are consumed by other authors. Again, bibliometric analysis was used to analyze data from the Social Sciences Citation Index (SSCI) about citations to JPIM in other journals. For the period 1984,2005, the SSCI registered 7,773 citations to JPIM in 2,067 articles published in 278 journals (including the 2,020 self-citations in JPIM). The functional areas most frequently citing JPIM are management of technology (25%), marketing (15%), management (14%), and operations management and management science (9%). Again, several domains were found to be dominated by a limited number of journals. At the level of individual journals the analysis shows a growing impact of JPIM on management of technology journals. The knowledge-flow analysis demonstrates how JPIM functions as a bridge between the knowledge from various domains and the body of knowledge on management of technology. It suggests a growing specialization of the field of technology innovation management, with JPIM being firmly entrenched as the acknowledged leading journal. [source] Research Assessment in the UK: An Overview of 1992,2008AUSTRALIAN ACCOUNTING REVIEW, Issue 1 2010David Otley Research assessment of UK universities has a history going back to at least 1986. A formal review system is operated by the Higher Education Funding Councils and their predecessors, and used to inform one stream of research funding. The current system was formalised in 1992 and continued until 2008, when a decision was taken to revise it more radically. This paper reviews the UK experience over two decades and attempts to draw some lessons from it, focusing on the area of Accounting & Finance (A&F) in particular and Business & Management (B&M) more generally. It considers the assessment process as a form of performance management, and reviews its operation from that standpoint, and also considers the proposals for change that are being considered in late 2009. The author has been a participant in all the review processes since 1992 and the paper benefits from this experience. It concludes that the process has had mainly beneficial outcomes, but is also in need of substantial redesign for the future. [source] | |||||||||||||||||||||||||||||||