Rumbling on performativity_Frits Simon

agreements are connected to conditional financing of a part of the yearly budget
of the various UAS’s. Beforehand it is made clear which party is to frame for
failures. As always UAS’s are forced onto the defensive.
In the slipstream of these political and institutional developments quite a few
instruments of measurement and control have been introduced in everyday
reality of the UAS’s. Performance measurements, strategy-development, integrated
management, vertical job differentiation, budgets and audits, alongside
HR-instruments like performance appraisals and career planning, a growing
number of temporarily assignments, a project-based organization, and the
introduction of inspiring visions and corporate values became part of the working
reality. In order to improve efficiency and to account for public expenditure
a web of control was woven.
This web of control instruments is part of what has become to be known as New
Public Management (NPM). NPM is a management-philosophy which from the
1980s accompanies the restructuring of the (semi) public domain (Karp and
Helgø, 2008; Lapsley, 2009). The term NPM denotes the introduction of management
instruments into the (semi) public sector. Examples include performance
measurements, integrated management, vertical job differentiation, budgets
and audits. These resources are introduced to improve efficiency and
account for public expenditure. Due to this management-philosophy competition
- internally among members of staff and externally among rival institutions
- is introduced in the (semi) public sector for the greater benefit op clients
(students) and stakeholders (government, employers). One of the results is that,
to attract clients and to convince stakeholders UAS’s started to invest – although
criticized - a part of their budget for marketing and public relations.
Ideally throughout the many years the use of a lot of systems and instruments should
have brought quite some success, moreover in a measurable way. However, the ongoing
public discussions about and dissatisfaction with Higher Education, the paradox
of autonomy and control, alongside the stable high position in ranking lists of the
UAS’s, makes me wonder what is really happening. To recapitulate shortly: it is amazing
that we realize some good things (ranking list), but not the things which are
demanded for (public and governmental dissatisfaction), although we design (mission,
strategy etcetera) our policy in line with what is demanded (accreditation and performances).
Different experiences in different positions made me wonder how things are
going on in the UAS with regard to designing and implementing policy in connection
with the daily reality of educational work. I felt some urge to reflect.
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