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Economic and Non-Financial Performance Indicators in Universities - Public Management Review - Vol 9, No 2 - Get Access

The article examines the impact of a performance-driven system in the Australian higher education sector, focusing on the mechanisms and information required for assessing performance. It highlights the dominance of fiscal and economic indicators in evaluating university performance and discusses the evolution of policy since the mid-1980s. Key issues arising from current government policies are identified, suggesting a need for further research to address the fundamental purposes and operations of public universities in Australia.

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Catherine Roween Chico-Almaden
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14 views4 pages

Economic and Non-Financial Performance Indicators in Universities - Public Management Review - Vol 9, No 2 - Get Access

The article examines the impact of a performance-driven system in the Australian higher education sector, focusing on the mechanisms and information required for assessing performance. It highlights the dominance of fiscal and economic indicators in evaluating university performance and discusses the evolution of policy since the mid-1980s. Key issues arising from current government policies are identified, suggesting a need for further research to address the fundamental purposes and operations of public universities in Australia.

Uploaded by

Catherine Roween Chico-Almaden
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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2/16/25, 1:08 AM Economic and non-financial performance indicators in universities: Public Management Review: Vol 9 , No 2 - Get Access

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Home All Journals Public Management Review List of Issues Volume 9, Issue 2
Economic and non-financial performance i ....


Public Management Review 
Volume 9, 2007 - Issue 2

2,425 115 11
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Original Articles

Economic and non-financial performance


indicators in universities
The establishment of a performance-driven system for Australian higher education
James Guthrie & Ruth Neumann
Pages 231-252 | Published online: 06 Jun 2007

 Cite this article  https://doi.org/10.1080/14719030701340390

 Full Article  Figures & data  References  Citations  Metrics

 Reprints & Permissions Read this article  Share 

Abstract

This article presents the findings of a project investigating the intended and unintended
consequences of the contemporary performance-driven environment in the Australian
higher education sector (AHES) focusing on the performance mechanisms used and the
performance information required. It is argued that the establishment of a performance-
driven, market-oriented university system in Australia has created a context in which

https://www.tandfonline.com/doi/full/10.1080/14719030701340390 1/4
2/16/25, 1:08 AM Economic and non-financial performance indicators in universities: Public Management Review: Vol 9 , No 2 - Get Access

fiscal and economic performance indicators have become dominant in understanding


the ‘performance’ of the AHES and of individual universities' activities. This article
analyses the AHES policy environment since the mid-1980s and outlines Australia's
performance-based funding approach to universities. The contribution of universities to
the nation's economy and the developing benchmarks and performance indicators (PIs)
used for annual reporting at system and institutional levels are described. Several key
issues are identified as arising from contemporary government policies. These issues,
which form the basis for the suggested future research agenda, touch the core of
university purposes and operations and need thought and resolution to ensure the long-
term success of Australian public universities.
 Key words: Accounting change Australian higher education policy knowledge economy marketization

new public management performance information

Notes

1 Workplace reform is a key Howard government policy reform with the aim of
increasing employment flexibility through a change in tenure and increasing the number
of casual academic positions and including performance pay based on indicators such as
student satisfaction ratings.

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