@techreport{604b2d067dd848cc9705327504a05ade,
title = "Managerial Versus Professional Control: The Case of Performance Appraisal in UK Universities",
abstract = "We offer a case study of the relative efficacy of managerial and professional modes of control over professional behaviour. It focuses on performance appraisal in UK higher education, particularly one {\textquoteleft}new{\textquoteright} university. Despite the government{\textquoteright}s intention that appraisal would be used for managerial purposes, in operation appraisal had a development or mixed orientation, and even then was only partly effective. We argue that appraisal failed because it cut across professional values in an area of professional autonomy, and that it can be rescued, if at all, only by aligning it with those values. While management remains necessary for allocating resources, professional mechanisms have a neglected value for improving work performance in {\textquoteleft}clinical{\textquoteright} areas where professionals necessarily retain autonomy.",
keywords = "performance management and appraisal; professionalism; higher education; managerial control",
author = "William Mccourt and J. Moores",
year = "2007",
language = "English",
series = "Management in Development",
publisher = "University of Manchester: Institute for Development Policy and Management",
number = "21",
type = "WorkingPaper",
institution = "University of Manchester: Institute for Development Policy and Management",
}