Structure of the E-book
This e-book comprises a compilation of ten course papers, which provide important perspectives on HRM concepts and functions in HEIs. Apart from covering a wide array of dimensions pertaining to HRM, the chapters provide global perspectives on the topic, through analysis and discussion of different systems of higher education. The e-book is structured as follows.
In chapter 1, Managing Diversity in Higher Education Institutions: The Role of Organizational Culture and Human Resource Management, Damaris Clark and Laura Balazs analyze the concept of workforce diversity in higher education institutions. They identify Social Identity Theory as a useful conceptual framework to assist HR managers in promoting diversity in the workplace. Additionally, the authors look at one of the largest diversity issues in higher education - gender inequality, and the initiatives taken by HR managers to rectify this. Examples of best practice and their implications for higher education institutions are provided and assessed in the study.
In chapter 2, The Role of the Human Resource Department: A Comparative Analysis, Aleksandar Avramovic and Ying Zang identify whether functions of the HR department depends on the type of institution. Through survey analysis, the study compares the HR functions of departments in public and private universities, university colleges of teacher education, and universities of applied sciences in Austria. The study unveils that HR functions vary in accordance to the type of institution.
Further, in chapter 3, Faculty Recruitment Strategies in East Asian Higher Education: General Trends and Challenges in the Cases of Korea Advanced Institute of Science and Technology (KAIST) and Tsinghua University, Hwa-hyun Min and Jin Tao analyze general trends and challenges of faculty recruitment strategies in East Asian Higher education; specifically, in the cases of Korea Advanced Institute of Science and Technology (KAIST) and Tsinghua University. The study makes reference to concepts and types of faculty recruitment strategies and further goes to identify common practices for recruitment strategies pertaining to both institutions and their respective limitations.
In chapter 4, Performance-Related Pay for Academic Staff in Higher Education Institutions, Thanh Binh Ha and Sofya Kopelyan investigate the relevance and effectiveness of performance-related pay systems for academic staff in the context of higher education. The paper firstly characterizes this system as one of the leading human resource management initiatives, and discusses the advantages and disadvantages of linking pay for academic staff to their performance. Then it outlines widely accepted evaluation procedures and performance indicators, and juxtaposes established and developing practices of performance-related pay, introducing examples from Great Britain and Russia. The authors conclude that effectiveness of performance-related pay schemes largely depends on the quality of their design and consistency of implementation.
Chapter 5, Human Resources Management and University Performance. A Comparative Analysis of Human Resources at Harvard University and University of Wyoming, Ana Godonoga and Laura Gutierrez Vite explore the link between HRM and university performance. A case analysis methodology is employed to evaluate the relationship between HR practices and organizational performance for two American institutions: Harvard University and University of Wyoming. The study compares the two universities based on their HR practices, and discusses their potential implication on university performance.
In the following study (chapter 6), Human Resources Management, Internationalization and Academic Staff Mobility, Grischa Fraumann and Işıl Güney analyze the relationship between international mobility, academic staff development and human resources management. Giving some theoretical information about the role of HRM in academic staff development and academic mobility, the authors focus on internationalization of institutional strategies and HRM. Institutional structures, processes, support and incentive mechanisms in higher education institutions are examined. Drawing attention to the lack of human resources support tools, they emphasize the role of human resources unit in international mobility of academic staff for staff development and conclude that an effective institutional strategy in collaboration with HRM and international office is needed to overcome obstacles and promote mobility.
In chapter 7, One Size Fits All? A Comparative Analysis of Developed Countries' Tenure Track Models with Developing Countries, authors Habtamu Diriba and Nowreen Yasmin propose a tenure track (TT) model for developing countries by combining and modifying the currently practiced TT models in developing countries. In recent years, the issue of TT system has become even more pressing in the context of less developed nations as they are confronted with a different supply-demand dynamics compared to their counterparts in the developed part of the globe. Along with this, six major contextual realities of developing countries have been illustrated. By doing so, the authors made an effort to answer the question; how and to what extent, the prevailing tenure models of developed countries are appropriate and applicable in the context of the developing world. Lastly, they commended a customized TT model which is responsive to the prevailing challenges of developing countries.
Chapter 8 on Considering Corporate Measurements of e-HRM Effectiveness from a Higher Education Institutional Perspective, Marsela Giovani Husen and Jon Maes join the growing conversation that evaluates the impact of electronic human resource management (e-HRM) systems on complex organizations. Beginning with background information on this emerging field of study, the authors build on theoretical frameworks developed by scholars in the Department of Business Administration at the University of Twente as a point of reference for comparing and contrasting e-HRM effectiveness within corporate, government, and higher education sectors. From this exploration, they conclude that similarities and differences between these three entities are useful for future research of e-HRM effectiveness in higher education contexts.
Lastly, in chapter 10, Peer Learning as an Applied Strategy by Higher Education Human Resources for the Professional Development of Managers, Hacer Tercanli and Rui Xue Chen discuss the emergence of peer learning as a new tool for the professional development of higher education professionals. The intial focus is on the changing role of university managers in the context of Europe after the introduction of the higher education modernization agenda. The authors propose two case studies from Germany and the UK, which successfully integrate peer learning in their professional development strategy. Further, they suggest solutions to the modern human resources management unit to consider integrating peer learning activities in the daily work of HEIs across the EU.
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