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This paper presents a detailed case study of the development and implementation of a quantifiable academic workload model in the education faculty of an Australian university. Flowing from the enterprise bargaining process, the Academic Staff Agreement required the implementation of a workload allocation model for academics that was quantifiable in terms of hours with a stipulated annual maximum. Upon its eventual implementation, evidence emerged of academic workloads well beyond the supposed upper limit to hours. The case study demonstrates the highly political nature of defining academic work. With the emphasis in a modern university on competition driven by reduced funding and limited resources, academics are increasingly held accountable through performance management for teaching and research outcomes. The case study revealed the inherent tensions that arose between academics and managers as the related issues were negotiated.

Item Type:	Refereed Article
Research Division:	Education
Research Group:	Education systems
Research Field:	Higher education
Objective Division:	Education and Training
Objective Group:	Schools and learning environments
Objective Field:	Management, resources and leadership
UTAS Author:	Kenny, J (Associate Professor John Kenny)
UTAS Author:	Fluck, A (Associate Professor Andrew Fluck)
UTAS Author:	Jetson, T (Dr Timothy Jetson)
ID Code:	79402
Year Published:	2012
Deposited By:	Education
Deposited On:	2012-09-10
Last Modified:	2017-11-20
Downloads:	270 View Download Statistics