umjУниверситетское управление: практика и анализUniversity Management: Practice and Analysis1999-66401999-6659Federal State Autonomous Educational Institution of Higher Education «Ural Federal University named after the first President of Russia B.N.Yeltsin»; Non-Commercial Partnership “University Management: Practice and10.15826/umpa.2025.01.008umj-1978Research ArticleКАДРЫ УНИВЕРСИТЕТСКОЙ НАУКИUNIVERSITY SCIENCE STAFFКадры и результативность в университетской науке: согласованность управленческих стимуловPersonnel and Performance in University Science: Alignment of Management Incentiveshttps://orcid.org/0000-0003-2594-1475ЛакизоИ. Г.LakizoI. G.

Лакизо Ирина Геласиевна – кандидат педагогических наук, научный сотрудник лаборатории наукометрии и научных коммуникаций 

127254, Москва, ул. Добролюбова, д. 20А

Irina G. Lakizo – PhD (Pedagogical Sciences), Researcher of the Laboratory of Scientometrics and Scientific Communications

Российский научно-исследовательский институт экономики, политики и права в научно-технической сфере (РИЭПП)РоссияRussian Research Institute of Economics, Politics and Law in Science and TechnologyRussian Federation202510052025291106–130Copyright © Лакизо И.Г., 20252025Лакизо И.Г.Lakizo I.G.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://www.umj.ru/jour/article/view/1978

Цель статьи – выявление механизмов воздействия оценок научной результативности на кадровый потенциал в университетской науке. Для обзора отечественных и зарубежных публикаций, выпущенных после 2008 г., применялся метод scoping review. Показана роль оценки научной результативности в системе факторов трансформации научного кадрового потенциала университетов. Оценка научной результативности выступает компонентом научной политики, призванным способствовать достижению заданных целей. Она оказывает непосредственное влияние на объект и используется в качестве инструмента управления профессиональными ценностями и приоритетами, а также способствует обновлению кадров. Воздействие оценки может изменяться такими факторами, как связь результатов с карьерой и финансированием, условия реализации оценки на низовых уровнях, внедрение программ поддержки преподавания, дисциплинарный и профессиональный статус ученых. На современном этапе политика повышения результативности содействует достижению следующих целей развития кадрового потенциала: обновление исследовательского сообщества и активизация карьерной мобильности, но препятствует в достижении: кадрового обеспечения прорывных и высокорисковых исследований; сохранения преемственности и исследовательских традиций; подготовки новых научных кадров. Конфликт стимулов проявляется в разрушении сложившихся практик производства и распространения научного знания, в возложении исследовательских функций на сотрудников, специализирующихся на выполнении других работ, в распространении неэтичных практик повышения результативности. Разработка системного подхода к устранению сложившихся противоречий должна опираться на выявление и изучение существующих мер по снижению негативного воздействия оценок научной результативности на кадровый потенциал. 

This study examines the mechanisms through which research performance evaluations influence human resources in university-based science. Using a scoping review methodology, we analyzed domestic and international publications published since 2008. The findings demonstrate that research performance assessment serves as a component of science policy designed to facilitate goal attainment, a direct management tool influencing professional values and priorities, and a mechanism for personnel renewal. The effects of performance assessment are moderated by several factors, including: linkage of results to career advancement and funding, local implementation conditions, availability of teaching support programs, and disciplinary and professional status of researchers. Current performance improvement policies effectively support research community renewal and enhanced career mobility. However, they hinder staffing for high-risk / breakthrough research, maintenance of research traditions and continuity, and training of new researchers. The study identifies incentive conflicts that manifest through disruption of established knowledge production practices, assignment of research functions to non-specialized staff, emergence of unethical productivity-enhancing practices. We recommend developing systematic approaches to mitigate these contradictions through identification and analysis of existing measures that reduce negative impacts of performance assessments on human capital.

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The authors declare that there are no conflicts of interest present.