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Workload allocation models and “collegiality” in academic departments

Workload allocation models and “collegiality” in academic departments Purpose – To present empirical research on the adoption of workload allocation models (WAMs) within the UK university system and relate these to the broader context of the new public management (NPM). Design/methodology/approach – The paper draws on the historical sociology of the professions to highlight the dilemmas posed by the adoption of WAMs. Findings – University managers and academics are faced with some difficult choices. Managers are faced with a requirement to develop, implement and if necessary challenge a range of new tasks, business processes, projects to be managed and teams to be led. For staff, the choice is to accept the increased workloads or to lobby for increased resources. However, calls for “increased resources” is likely to entail further bureaucratisation. A more transparent and accountable approach to academic work may offer a more viable way forward than that implied by recourse to the fundamentally elitist notions of “collegiality”. Originality/value – The paper presents new research on WAMs and NPM. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

Workload allocation models and “collegiality” in academic departments

Journal of Organizational Change Management , Volume 19 (1): 16 – Jan 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534810610643677
Publisher site
See Article on Publisher Site

Abstract

Purpose – To present empirical research on the adoption of workload allocation models (WAMs) within the UK university system and relate these to the broader context of the new public management (NPM). Design/methodology/approach – The paper draws on the historical sociology of the professions to highlight the dilemmas posed by the adoption of WAMs. Findings – University managers and academics are faced with some difficult choices. Managers are faced with a requirement to develop, implement and if necessary challenge a range of new tasks, business processes, projects to be managed and teams to be led. For staff, the choice is to accept the increased workloads or to lobby for increased resources. However, calls for “increased resources” is likely to entail further bureaucratisation. A more transparent and accountable approach to academic work may offer a more viable way forward than that implied by recourse to the fundamentally elitist notions of “collegiality”. Originality/value – The paper presents new research on WAMs and NPM.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Jan 1, 2006

Keywords: Working practices; Universities; Critical management; Public administration; Bureaucracy; United Kingdom

References