Third Mission in Universities from a Performance Management Perspective: A Comparison Between Germany and Italy

2022 ◽  
pp. 197-214
Author(s):  
Pasquale Ruggiero ◽  
Patrizio Monfardini ◽  
Dieter Wagner ◽  
Dominik Bartsch
Keyword(s):  
Performance Management ◽  
Third Mission ◽  
Management Perspective ◽  
A Performance

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

Understanding the National Student Satisfaction Survey in Light of Intellectual Capital Framework

2022 ◽  
pp. 306-323
Author(s):  
Victoria Konovalenko Slettli ◽  
Elena Panteleeva
Keyword(s):  
Student Satisfaction ◽  
Performance Management ◽  
Intellectual Capital ◽  
Measurement Theory ◽  
Survey Study ◽  
Measurement Tool ◽  
Research Approach ◽  
Student Survey ◽  
Online Student ◽  
A Performance

The study aims to examine whether an online national student survey can contribute to the understanding of intellectual capital in higher education institutions. The study adopts a performance management and measurement perspective towards NSS and applies the lens of intellectual capital measurement theory which distinguishes between human, relational, and structural capitals. By adopting a conceptual and explorative research approach, the study is based on an intensive analysis of document sources related to the Norwegian online national student survey – Study Barometer. The results suggest that the Norwegian national student survey reflects certain categories of the intellectual capital framework – including those categories that are of interest to university stakeholders. However, the scope of the intellectual capital categories in the survey is limited to a few certain items. The study concludes that national online student survey can be used as a performance measurement tool and assist our understanding of the IC in HEIs – even though to a limited degree.

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