Performance measurement in higher education is examined during this study, in particular university performance indicators are reviewed and discussed. The conclusion is made that appropriate input and output indicators require some form of combination in order to allow practical consideration to be made. The technique of Data Envelopment Analysis (DEA) is reviewed and found to have a number of conceptual drawbacks. The model is considerably developed within the thesis, primarily by the introduction of weight restrictions on the variables. Taken as a whole the developments, coined the DEAPMAS process, create a technique which can be used to assess cost effectiveness rather than simply efficiency. Data for two examples of subject areas, defined by recognised accounting units, are applied to the program as inter-university comparison was felt to be impractical at institutional level; due to differing subject mixes. A considerable computer implementation of the developed theory was written and utilised to provide results over a number of data runs for the examples. It was concluded that the results obtained represented a considerable improvement over separate consideration of numerous performance indicators.

by Leung Ka Lai, Keane. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 109-111). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / ACKNOWLEDGEMENT --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Corporate Profile --- p.1 / Company Background --- p.1 / System Information --- p.2 / Operating Information --- p.3 / Benchmarking - A Historical Overview --- p.4 / First Generation - Reverse Engineering --- p.6 / Second Generation - Competitive Benchmarking --- p.6 / Third Generation ´ؤ Process Benchmarking --- p.7 / Fourth Generation - Generic Benchmarking --- p.8 / Fifth Generation - Global Benchmarking --- p.9 / Development of Benchmarking in MTRC --- p.10 / Local Benchmarking --- p.11 / International Benchmarking --- p.11 / Purposes of the Research --- p.12 / Chapter II. --- METHODOLOGY --- p.13 / Literature Review --- p.13 / Information Gathering --- p.13 / Review and Analysis --- p.14 / Discussions and Conclusions --- p.14 / Chapter III. --- LITERATIVE REVIEW --- p.15 / Definition of Benchmarking --- p.15 / Why Benchmarking ？ --- p.16 / Types of Benchmarking --- p.20 / Benchmarking and other modern management concepts --- p.22 / Benchmarking and Total Quality Management --- p.22 / Benchmarking and Learning Organisations --- p.24 / "Benchmarking, Total Quality Management and Learning Organisations" --- p.28 / Benchmarking and Business Process Re-engineering --- p.29 / Benchmarking and Strategic Planning --- p.31 / The Benchmarking Code of Conduct --- p.40 / The Benchmarking Process --- p.44 / Benchmarking in the Public Sector --- p.47 / Worldwide Trend of Benchmarking --- p.51 / Development in North America --- p.51 / Development in Europe --- p.53 / Development in the Pacific Rim --- p.54 / The Future --- p.56 / Summary --- p.57 / Chapter IV. --- THE INTERNATIONAL BENCHMARKING EXPERIENCE IN MTRC --- p.61 / The Threats faced by MTRC --- p.61 / Objectives --- p.62 / The Process --- p.63 / Design Key Performance Indicators --- p.65 / Prepare Data Collection Instrument --- p.67 / Analyse the Collected Data --- p.70 / Conclusions and Recommendations --- p.71 / Confidential and Security Issues --- p.74 / Summary --- p.75 / Chapter V. --- A PROCESS BENCHMARKING CASE STUDY AMONG TWO METROS --- p.77 / Background --- p.77 / Objectives --- p.77 / The Process --- p.78 / Identify and map key processes --- p.79 / Prioritize and select key processes --- p.80 / Analyse selected process areas --- p.81 / Identify key measures --- p.83 / Collect and compare data --- p.84 / Ideas for improvement --- p.85 / Plan implementation --- p.87 / Summary --- p.88 / Chapter VI. --- GENERAL DISCUSSIONS --- p.90 / Identifying strength and weaknesses --- p.90 / Learning from best practices --- p.91 / Better performance measurement --- p.92 / Valuable relationship for continuous improvement --- p.97 / Implementation issues --- p.97 / Chapter VII. --- CONCLUSIONS --- p.102 / APPENDIX --- p.108 / BIBLIOGRAPHY --- p.109