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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
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Nonis-Hudson-Hunt (p. 95-106) 



JOURNAL OF HIGHER EDUCATION THEORY AND PRACTICE 

The Need for Performance Management Systems in Public Higher Education


Author(s): Gus Gordon, Mary Fischer

Citation: Gus Gordon, Mary Fischer, (2018) "The Need for Performance Management Systems in Public Higher Education",  Journal of Higher Education Theory and Practice, Vol. 18, ss. 6, pp. 79-94

Article Type: Research paper

Publisher: North American Business Press

Abstract:

Spending in higher education has increased at phenomenal rates and is demonstrating diseconomies of scale. The primary driver is increased administrative spending. Most universities are managed with a compliance, rather than a performance, mentality. Performance management systems (PMS) are rarely developed in higher education or utilized by management to highlight continuous improvement. A conceptual framework of how to develop a PMS architecture is presented. PMS is illustrated using a regional public university’s data. The conclusion is that it is virtually impossible to accomplish the institution’s mission effectively and efficiently without the ability to make informed, fact-based decisions through a PMS.