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Implementation Dynamics of Performance Management in Higher Education




Purpose: This article discusses the issue of performance management in a higher education context, with particular attention to the extent to which employee performance management systems have been implemented, the antecedents that explain the approach taken; and the consequences of the emergent approach. Approach: Most studies about Human Resource Management choices have been conducted under the resource based view approach. It is argued that present resource based view for analyzing implementation of HR practices, systems and policies in organizations is useful but inadequate. More recently, alternative theories like neo institutionalism in organizational theory have also been used by researchers. This article therefore combines both theoretical viewpoints and supports this position with a case analysis of implementation of an employee performance management system in a Flemish higher education institution. Findings: This study finds that the nature of the PM system is created and formed by the internal as well as the external environment and that non-rational behaviour sometimes occurs because of the institutional environment. Among other findings, the paper illustrates the lack of integration between the performance management practices. The article concludes that multiple implementation rationales of performance management practices affect the building of a performance management system. Practical Implications: This study represents an exploratory case study that is intended to explore reasons for implementing performance management practices. Such an endeavor can open a new path of research, which may improve our understanding of the factors that influence the implementation of performance management systems in higher education institutions. Paper type: Research paper

Suggested Citation

  • A. Decramer & J. Christiaens & A. Vanderstraeten, 2008. "Implementation Dynamics of Performance Management in Higher Education," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 08/528, Ghent University, Faculty of Economics and Business Administration.
  • Handle: RePEc:rug:rugwps:08/528

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    References listed on IDEAS

    1. Tom Keenoy, 1999. "HRM as Hologram: A Polemic," Journal of Management Studies, Wiley Blackwell, vol. 36(1), pages 1-23, January.
    2. Hood, Christopher, 1995. "The "new public management" in the 1980s: Variations on a theme," Accounting, Organizations and Society, Elsevier, vol. 20(2-3), pages 93-109.
    3. den Hartog, D.N. & Boselie, J.P.P.E.F. & Paauwe, J., 2004. "Performance Management: A model and research agenda," ERIM Report Series Research in Management ERS-2004-068-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    4. Kerry Brown, 2004. "Human resource management in the public sector," Public Management Review, Taylor & Francis Journals, vol. 6(3), pages 303-309, September.
    5. John Godard, 1999. "Do Implementation Processes and Rationales Matter? The Case of Workplace Reforms," Journal of Management Studies, Wiley Blackwell, vol. 36(5), pages 679-704, September.
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    1. Nura Abubakar Allumi (PhD), 2015. "Performance Management System in Nigerian Higher Educational Institutions: Proffering a Double Mediation Model," Journal of Social Sciences (COES&RJ-JSS), , vol. 4(2), pages 828-840, April.

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    More about this item


    implementation; Belgium; Higher Education; Human Resource Management; rationales; employee performance management;
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