Abstract
Performance-based research policies and programmes have fundamentally altered both organisational and individual behaviours and expectations, putting immense pressure on researchers. The soundness of research, originality, valorisation potential, and societal and economic impacts are highly valued and expected characteristics of research. Yet, our understanding of the effects of various systemic and organisational factors on research performance is limited. In an exploratory, single-country case, this paper aimed to develop and examine different models of research performance as perceived by researchers themselves using a large cross-disciplinary sample of 553 researchers from 72 public research organisations in Romania. A pre-tested questionnaire was self-administered online, comprising seven scales: (1) recruitment and selection, (2) research recognition and value, (3) participation in research projects and teams, (4) work incentives, (5) job payment and salary, (6) career development opportunities, and (7) leadership effectiveness. Maximum likelihood and Bayesian estimators were used to test three structural models: (M1) mono-factor; (M2) intercorrelated dimensions, and (M3) the dimensions are indicators of a general construct. Additionally, a path analysis was carried out to study the relationships among the dimensions. We found that M2 and M3 fit the empirical data better. The results showed that career development programmes and opportunities gain centrality in achieving research performance by directly influencing participation and research projects and teams and mediating the effect of job payment. Revealingly, powerful work incentives within research organisations are international mobilities or appreciation awards. When informing evidence-based policies, the models we propose could serve the goal of improving research performance through talent development as the main proxy.
Highlights
Publisher’s Note: MDPI stays neutralFollowing the adaptation of specific or implicit principles of New Public Management within the academic world [1,2,3], academics and researchers are no longer hermits in theIvory Tower of science [4], but producers of results, being compared, ranked, and financed according to market demands
High positive mean scores were computed for the variables MANAG5, CD3, CD1, MANAG3, RE3, and MANAG4
The results showed that six factors explain more than 58% of the variance of research performance: (1) recruitment and selection, (2) participation in research projects and teams, (3) work incentives, (4) salary, (5) career development opportunities, and
Summary
Publisher’s Note: MDPI stays neutralFollowing the adaptation of specific or implicit principles of New Public Management within the academic world [1,2,3], academics and researchers are no longer hermits in theIvory Tower of science [4], but producers of results, being compared, ranked, and financed according to market demands. Competition for research funds has become stronger and stronger, with researchers having to compete against both national and international field colleagues. This competition is not always an individual race, but rather a team one, as collaboration [5] has a positive effect on research productivity. Individuals choosing a research career nowadays must come to terms with the productivity requirements of their job. This productivity should not be analysed in a vacuum, but together with structural and institutional with regard to jurisdictional claims in published maps and institutional affiliations
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