Investigation into behaviours in and performances of a R&D operating unit

Abstract

The desire to improve the quality of life has driven research and development (R&D), and as a result technology. However, it has been noted that global R&D problems are, still, not well structured, and there are no unique solutions for the challenges of global innovation. The factors and interdependencies that influence the management of R&D remain complex. One of the key, central challenges of the complexity is the management of knowledge and human resources. The interplay of these issues must be considered carefully in the strategic decisions of R&D organisations that aim to be world-class. This investigation subsequently set out to determine to which extent: the criteria of the internal individual performance measurement system correlate to the true work breakdown of researchers; the day-to-day operations measurement and management systems correlate with the true work breakdown of the researchers, and the criteria of the individual performance assessment system; and the day-to-day operations measurement and management systems correlate with the key performance indicators (KPIs) of an operating unit in the organisation. The investigation suggests that there is a shortcoming in terms of how the performances of CSIR operating units, and especially the human capital component of the units, are measured, and how the overall performances of the R&D units in the organisation are measured; the current process-oriented measures do not seem to instil individual researcher behaviour that compliments the outcome goals of the R&D operating units. Based on the findings of the investigation, it is explored how the behaviours of researchers may best be influenced to enhance the overall organisational performance. Practical recommendations are made accordingly to improve the innovation environment within the operating units of the CSIR.