Performance evaluation of academics: A social influence theory perspective

Abstract

AbstractThis study examines the associations between academics' perceptions of their institutions' performance management systems, and in particular their performance evaluation, and academics' attitudes and behaviours. Responses from over 1000 New Zealand academics reveal that those who perceive their performance evaluation as outcomes‐focused and process‐focused are more likely to exhibit compliance‐based behaviour. In contrast, when performance evaluation is perceived as being values‐driven and supportive of collegiality, the academics exhibit internalised behaviours. This study further shows that academics with internalised attitudes score higher in research assessment exercises than academics with compliance‐based attitudes.