Abstract
This small-scale case study focused on academic managers to explore the ways in which they control the workload of academic staff and the extent to which they use the workload model in performance management of academic staff. The linkages that exist between the workload and performance management were explored to confirm or refute the conceptual dichotomy, identified from the literature, exist in practice. A conceptualisation derived from neoliberal ideology is described which uses new public management (NPM) as the anchor for the study. Semi-structured interviews were conducted with the three academic managers in each of the faculties and the transcripts analysed. The analysis of the responses confirmed that workload and performance management are not linked at the operational level, confirming the dichotomy in practice. Further research is suggested that would focus on the perceptions of academic staff directly affected by the workload and performance management processes.