Performance Management in R&D Organisations

What is it about?

The study set out to develop and institutionalize performance management systems that enhance the impact orientation of research organizations. This goal involved conducting activities within a first phase, and a future phase. On reflection, the project team felt that it has moved a considerable way in the direction of achieving this goal – having identified, contextualized and built upon a performance management approach that is relevant to the R&D sector.

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Photo by Dan Lohmar on Unsplash

Photo by Dan Lohmar on Unsplash

Why is it important?

In an era in which accountability, cost-effectiveness, and impact orientation are at a premium, Research and Technological Organisations are under pressure not only to improve their performance but also to be able to demonstrate this improvement. This pressure is particularly hard-felt by agricultural research organizations, where funders’ perceptions of a lack of evidence for the uptake and impact of products and services are raising questions about their efficacy and existence. In recognizing that the developmental impact of research is notoriously difficult to assess, the paper is predicated on the belief that indicators of organizational uptake can provide reliable proxies or ‘leading’ indicators of development impact. The

Perspectives