Performance management and measurement in higher education institutions : Interpretations from a New Public Management/Governance perspective linked to the Balanced Scorecard
Särkkä, Jonas (2020)
Särkkä, Jonas
Åbo Akademi
2020
Julkaisu on tekijänoikeussäännösten alainen. Teosta voi lukea ja tulostaa henkilökohtaista käyttöä varten. Käyttö kaupallisiin tarkoituksiin on kielletty.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2020081048288
https://urn.fi/URN:NBN:fi-fe2020081048288
Tiivistelmä
The thesis examines the modern governance logics in higher education institutions (HEIs), and how modern performance management and measurement have, during the past decades, been transformed within these public organizations through the paradigms of New Public Management (NPM) and New Public Governance (NPG). In addition, the thesis investigates the potential advantages of balanced scorecard (BSC) implementation and suggests the tool as an alternative strategic framework for modern higher education to use. A relevant case institute, Åbo Akademi University (ÅAU), was chosen for the empirical part of the research.
The results of this study have strengthened the notion that performance management and measurement within higher education as well as within public sector organizations in general have, since the 1980s, undergone major transformations. In practice this has meant a gradual shift from private sector management attitudes towards more intra-organizational and inter-organizational cooperation and collective interest for the greater good of the society as a whole. The case institute chosen for this study also demonstrates a strong shift towards the NPG approach, although such NPM elements as sufficient quantitative productivity and management-by-results (MBR) still play a vital role in university finance.
In the empirical part of the research, the current strategic framework of ÅAU was compared to the BSC model with mixed results. Despite the simplicity and coherence of the BSC framework, implementing a BSC into a university setting ultimately requires modification of the basic model and the tool may still be more applicable to use within for-profit organizations. Yet the BSC is arguably more coherent in terms of performance management and measurement compared with the case institute´s current strategy outline in monitoring the relevant key performance indicators (KPIs) of the case institute.
The results of this study have strengthened the notion that performance management and measurement within higher education as well as within public sector organizations in general have, since the 1980s, undergone major transformations. In practice this has meant a gradual shift from private sector management attitudes towards more intra-organizational and inter-organizational cooperation and collective interest for the greater good of the society as a whole. The case institute chosen for this study also demonstrates a strong shift towards the NPG approach, although such NPM elements as sufficient quantitative productivity and management-by-results (MBR) still play a vital role in university finance.
In the empirical part of the research, the current strategic framework of ÅAU was compared to the BSC model with mixed results. Despite the simplicity and coherence of the BSC framework, implementing a BSC into a university setting ultimately requires modification of the basic model and the tool may still be more applicable to use within for-profit organizations. Yet the BSC is arguably more coherent in terms of performance management and measurement compared with the case institute´s current strategy outline in monitoring the relevant key performance indicators (KPIs) of the case institute.
Kokoelmat
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