Public accountability in Hong Kong higher education : human resource management implications of assessing organizational effectiveness
By: POUNDER, J.S
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Material type: 
ArticlePublisher: 2002Subject(s): Prestação de Contas | Human Resource Management | Organizational Effectiveness | Higher EducationThe International Journal of Public Management 15, 6-7, p. 458-474Abstract: Calls for public accountability in higher education are widespread and higher educational organizations are under pressure to demonstrate "value for money" performance. Organizational self-assessment is one response to the pressure for public accountability but self-assessemtn exercises thus far have largely relied on criteria that are both subjective and untested. This paper describes a Hong Kong study that attempted to produce more objective assessment criteria through the development of organizational self-assessment scales for Hong Kong higher educational organizations. A modified version of the beaviourally anchored rating scales (BARS) procedure resulted in four organizational effectiveness scales capable of producing valid and reliable ratings for hgher educational organizations in Hong Kong. The nature of the scales highlighted human resource management issues that are current in Hong Kong higher education and are likely to be relevant to other higher education systems that, in commom with Hong Kong, rely largely on public funding
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Calls for public accountability in higher education are widespread and higher educational organizations are under pressure to demonstrate "value for money" performance. Organizational self-assessment is one response to the pressure for public accountability but self-assessemtn exercises thus far have largely relied on criteria that are both subjective and untested. This paper describes a Hong Kong study that attempted to produce more objective assessment criteria through the development of organizational self-assessment scales for Hong Kong higher educational organizations. A modified version of the beaviourally anchored rating scales (BARS) procedure resulted in four organizational effectiveness scales capable of producing valid and reliable ratings for hgher educational organizations in Hong Kong. The nature of the scales highlighted human resource management issues that are current in Hong Kong higher education and are likely to be relevant to other higher education systems that, in commom with Hong Kong, rely largely on public funding
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