University Management Strategies According to the Concept of Human Capacity Building (original) (raw)
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The human resources of an organization play an important role in an organization. This study sought to establish the effect of human resources on successful strategy implementation in public universities in Nairobi County. Nairobi County has four public universities: Co-operative University, Multimedia University, Technical university of Kenya and University of Nairobi. The study was guided by resource based view and dynamic capabilities theory. The study used an explanatory survey research design. The target population of the study was 1304 employees from four public Universities in Nairobi County. The sample size of the study was 306 respondents comprising of 23 senior managers, 51 middle managers, and 232 academic staff. A structured questionnaire with a five-point scale was used to collect data. Supervisors were used to verify the content validity of the questionnaires. Reliability was tested by conducting a pilot study at Kenyatta University using 31 questionnaires and Cronbach’s alpha coefficient was calculated using split half method with all data instruments having a value of above 0.7 which indicated reliability. Analysis of data was done using descriptive and inferential statistics. Simple and multiple regression analysis were used. ANOVA was used to test null hypothesis by comparing whether there were statistically significant differences in the null hypothesis. Presentation of data was done using tables, graphs and figures. The study established that the institutions trained employees with needed skills and that team work was supported. The study found out that employees underwent orientation and induction training. The study also established that the institution awards incentives to employees who performed well at work. The study recommended that staff development policy should be out into use and followed so that management can be trusted and believed in. Public universities need to continue training employees with relevant skills for successful execution of strategies. This study recommended the need to ensure continuous encouragement of teamwork by the institution which facilitates successful strategy implementation
Strategies: A Model of University Management
Journal of Service Science and Management, 2017
The central purpose of the research was to design a strategic management model university for the self-assessment of the careers of the three area marketing, starting from an analysis of the eight best models applied in Europe and America, is contrasted the major components to determine the essential aspects of academic excellence which form part of the proposed model. The strategic axes of Management University proposed after the mentioned analysis there are six: Management University, teaching, student progress, support, research and University Social transcendence, distributed information in 12 areas, 28 features, 111 standards of quality, 188 indicators and 937evidences, validated by qualified informants issued by 28 opinions and documentary information.
Management Capacity Analysis of Higher Education in Indonesia
Proceedings of the 6th Global Conference on Business, Management, and Entrepreneurship (GCBME 2021)
Education is one of the sectors affected by the Covid-19 pandemic, where almost all educational institutions, ranging from primary to tertiary education in Indonesia, carry out unusual learning activities. This will not be a problem if the management capacity of tertiary institutions in Indonesia is ready to face these conditions. However, universities in Indonesia have problems in terms of providing teaching services, research, facilities, and other aspects. Realizing this condition, universities in Indonesia must reanalyze their respective management capacities. The study aimed at analyzing the management capacity of higher education in Indonesia. The research method used was a descriptive method with research samples involving 52 universities in Indonesia. Data analysis was carried out using SEM-PLS analysis techniques. The results showed that the management capacity of universities in Indonesia was quite good, indicating that universities in Indonesia had a good enough ability to empower the resources and skills they have to achieve goals and meet the expectations of stakeholders. The management capacity analysis also showed that organizational capacity had a higher assessment than staff capacity in building higher education management capacity in Indonesia. The vision and mission used in higher education institutions in Indonesia were the indicators that received the highest assessment on the dimensions of organizational capacity in building the management capacity of higher education in Indonesia.
Globally, University education is known to be essential for social, economic and political transformation of society. This recognition has caused heavy investment in this sector in Africa and Kenya in particular. However, this rapid expansion has brought many challenges in service delivery and customer satisfaction by universities. Among these is employee capacity that can add value to the strategic intent of the universities in the face of intense competition in the university training services value chain. Through a cross-sectional survey, this study evaluated the role of employee capacity and the strategic positioning of newly chartered public universities, with specific reference to Laikipia University in Kenya. Results indicate that employee capacity was crucial for sustainable competitive advantage of the University. It was apparent that the University had a workforce that had fairly good capacity to contribute to its strategic intent through their cooperation, commitment and involvement in the activities of the University. However, the University needs to invest more in building the capacity of its entire human resource to elevate the current position and to achieve sustainable competitive advantage. Employees need to be empowered through increased opportunities for scholarships, training and mentoring activities. This would require training and development needs assessment and methods to be effective in boosting employee capacity. Moreover, employee motivation through better remuneration, and appreciation and recognition of efforts of employees would be desireable to enhance chances of strategic positioning of the Universty. This study contributes to information on employee capacity and its role in strategic positioning of newly chartered public universities that university managers and policy makers would need tto employ to achieve sustainable competitive advantage among universities in the country.
The International Journal of Business & Management, 2021
This paper reports a study that sought to investigate the moderating role of top management support on the relationship between utilization of human resource strategy evaluation and the performance of the human resource strategy in universities in Kenya. Over the past two decades, universities have utilized strategy through strategic planning. Macdonald (2019) quoting Elizabeth Buckner notes strategic planning in universities a huge global trend. Fredua-Kwarteng (2020) observes majority of African tertiary education institutions have strategic plans. The environment, in complexity and dynamism, has compelled institutions to adopt market-like mechanisms so as to survive and thrive. Citing Keller (1983), Shattock (2010), Bayenetet al. (2000), and Groves et al. (1997), Parakhina, Godina, Boris, and Ushvitsky (2017) outline some of the pressures on universities: turbulence in context; high velocity evolution of international competition; changed demand requirements to university education; fading lines of distinction of the education market; inadequate qualified scientific and instructional human resources; and demands for innovations. Higher education institutions have found themselves in a competitive marketplace; the main variables being attraction of exceptionally respected scholars, top-rate students, sponsors, as well as raising their profile and reputation (Goldman and Salem, 2015). Notably, public universities have transformed from being 'state-controlled to statesupervised' (Fredua-Kwarteng, 2020). And the university institution is now considered an 'organization like any other' (Macdonald, 2019, quoting Elizabeth Bruckner). Thus, the identity of the university, 'half-public, half-private', has become problematic (Tavernier, 2005); and the varied stakeholder demands have added on to this identity crisis. Thus, according to proponents, strategic planning, a rigorously critical brainstorming process university administrations deploy to direct their activities (Ofori&Atiogbe, 2012), help institutions confront hostile environments; and in particular to efficiently allocate resources for attainment of key milestones (Ofori&Atiogbe, 2012, citing Bain and Company, 2003). Goldman and Salem (2015) suggest strategic planning portend success for complex entities among them universities and colleges.
The Role of Human Capital in the Universities’ Management Efficiency Process
Land Forces Academy Review
Universities can only be as successful as their staff. Without qualified staff and effective hiring practises, universities cannot capitalise on their talents. For this reason, strategic HCM is necessary to attract and retain skilled employees. A university’s workforce – from professors to administrators – is critical to fostering innovation, conducting research, providing educational opportunities, and contributing to the institution’s overall mission. Indeed, human capital management (HCM) is critical for universities to attract and retain qualified employees. This includes developing a strategic plan for managing the workforce, including recruitment, hiring, training, and development. The HCM approach should aim to align the university’s goals with the needs and desires of employees to create a winwin situation for both parties. The purpose of this article is to demonstrate through a documentary analysis that academic staff retention is essential for universities to maintain thei...
This study aimed to focus on addressing the subject of human resources strategic planning in the Palestinian universities. The study was centralized on questions such as: "is there a systematic approach for human resources strategic planning at the Palestinian universities?" and "to which extent this approach is implemented in all levels of human resources in these universities?". The data which was collected through a survey and later analyzed showed that even the leadership of universities or human resources officials at the universities, who had responded to the questionnaires of the research, recognized the importance of human resources strategic planning, they indicated lack of implementation of such approach at these universities. For those who partially practiced human resources strategic planning, it was seen from the research results that there was no real benefit from this implementation, as the functions of the human resources management are not being executed based on the strategic directions for the institutions. According to these results, and based on the literature review executed for this study, a strategic human resources plan framework for An-Najah National University was proposed to be implemented during the XIII years from 2012 to 2015. The strategic planning process was initiated by reviewing some international universities' human resources strategic plans, and executing an environmental analysis for the human resources at the University, as well as reviewing the university's Strategic Plan 2011-2015. Based on these, the human resources vision, mission and strategic goals were identified, then strategies were prepared and performance indicators were identified for each of these strategies. The study recommends that all Palestinian universities should adopt strategic human resources planning in a systematic approach to overcome all problems of human resources at these universities. The study recommends that all human resources management functions should be executed based on the strategic directions of the university in order to be consistent with the university strategies and to participate in realizing the strategic goals of the university.
Milestone: Journal of Strategic Management
The competency standards of university graduates must comply with the National Standards of Education, the Indonesian National Qualification Framework (KKNI), and other criteria set by the university. Universities need to set strategies and implementations to achieve the standard of graduate competence consisting of attitudes, knowledge, and skills stated in the formulation of graduate learning achievements. A case study using a qualitative approach was conducted at the university in Banten, Indonesia. The purpose of this study is to explore academic strategies in university. This includes examining the key drivers for strategic planning, the opportunities pursued in strategic planning, and challenges encountered in the process of strategic planning. The findings suggest that key drivers for strategic planning in the university include market competition and customer requirements. Secondly, the findings are the university should pursue three major strategic planning opportunities, i...