Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees |
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Authors: | Sanne Smeenk Christine Teelken Rob Eisinga and Hans Doorewaard |
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Institution: | (1) Institute for Policy Research, University of Tilburg, Tilburg, The Netherlands;(2) Institute for Management Research, Radboud University Nijmegen, P.O. Box 9108, 6500 HK Nijmegen, The Netherlands;(3) Faculty of Social Sciences, Department of Organisation Science, VU University Amsterdam, De Boelelaan 1081, 1081 HV Amsterdam, The Netherlands;(4) Nijmegen Institute for Social Cultural Research, Radboud University Nijmegen, Nijmegen, The Netherlands |
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Abstract: | To achieve efficient and effective quality improvement, European universities have gradually adopted organizational strategies,
structures, technologies, management instruments, and values that are commonly found in the private business sector. Whereas
some studies have shown that such managerialism is beneficial to the quality of job performances of university employees,
others have argued that managerialism is largely counterproductive and that it results in lower performances. The latter situation
is called a ‘managerialism contradiction’. This paper tests two lines of reasoning underlying a potential contradiction governing
the relationship between managerialism and job performances, while using university employee survey data from six European
countries (Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the assumption that managerialism,
in these six countries at least, has a positive effect, albeit a modest one, on the quality of performances. The most important
conclusion is therefore that there is no managerialism contradiction at work in European universities. |
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Keywords: | Managerialism Organizational commitment Quality of job performances University employees |
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