Research in performance management and control

The impact of research and the measurement of impact

Authored by: Jane Broadbent

The Routledge Companion to Performance Management and Control

Print publication date:  August  2017
Online publication date:  August  2017

Print ISBN: 9781138913547
eBook ISBN: 9781315691374
Adobe ISBN:

10.4324/9781315691374.ch27

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Abstract

Systems of performance management and control (PMC) are ubiquitous. This chapter aims to look at a specific approach to PMC that considers how to build ‘better’ performance management and control (PMC) systems. The assumption is made that where resources are scarce, it is important and indeed ethical to make best use of them. Thus, systems of PMC are important, and the research undertaken in PMC should impact on policy and practice. A model of how best to achieve systems of PMC that are not dysfunctional is offered. It is not, however, enough to design ‘better’ systems of PMC; they also need to be adopted in practice. The chapter goes on to consider the manner in which it is possible to engage with policy makers and practitioners to adopt these systems – how impact of research can be achieved. To provide an example, finally, the chapter considers the impact of one particular PMC-the impact of the assessment of research impact which was one element in the UK Research Excellence Framework (REF) that took place in 2014.

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