Developing a research intensive university through a performance management model

Australian universities are being refashioned to emphasise the core nature of research. Essential research funding from the central government is determined by universities’ research outcomes. Properly designed performance management systems – statement of key objectives,statement of strategies, plans and processes, the development of performance standards, deciding on rewards and feedback to enable learning – can assist universities to develop their research performance. Australian universities lag behind their UK counterparts in research quality assessment, but a renewed emphasis on quality in many aspects of Australian universities suggest that research quality assessment will be implemented. This research uses a case study to illustrate some of the dimensions which are important in designing a performance management system to enhance research in universities. The research performance management system, which is well documented, is described and analysed using Otley’s 1999 framework. The case shows how research performance can be enhanced by clearly articulating expectations, but it also illustrates some of the pitfalls in designing a performance management system – lack of clarity in objectives, inconsistent strategies, inappropriate rewards and lack of support and training can all contribute to a system which encourages dysfunctional outcomes. A performance management system oriented to enhancing research must be strategic, coherent, integrated and holistic if it is to influence the perceptions of academics about the quality and nature of research outcomes