This book explores the practices and policies of human resource management (HRM) in higher education institutions (HEI), while also analyzing the governance and structural challenges. It explains the assessment of university as an organization, outlining the distinction between universities and firms from an HRM point of view by analysing various objectives, parameters and outcomes. The book broadly probes the relevance of HRM systems in HEIs in India and their potential impact. It also examines whether existing HRM practices and policies in HEIs in India drive motivation and enable employees to perform their functions to achieve the highest possible levels of excellence. It explores whether the enhanced motivation of employees consistently impacts students, their placements, progress to higher education, and quality teaching and research output. To strengthen the research output, to better understand the functioning of HRM practices in foreign HEIs and for comparative reasons, the book also studies HEIs in the United States against a diverse set of HEIs in India. It concludes by highlighting the impact of India’s National Education Policy 2020 and its scope to transform and professionalise the higher education system in the country. The book is indispensable for researchers in education management and policy studies and those in governing positions in higher education institutions. It is also a valuable resource for regulatory and government bodies, and policy-formulating think tanks in South Asia which have a similar education system as India.
Author(s): Jai Mohan Pandit, Bino Paul
Series: India Studies in Business and Economics
Publisher: Springer
Year: 2023
Language: English
Pages: 213
City: Singapore
Foreword
Preface
Praise for Strategic Human Resource Management in Higher Education
Contents
About the Authors
Abbreviations
1 University as an Organisation: Role of Human Resource Management
1.1 Role of Universities in the Development of Society
1.2 Role of Various Commissions, Committees, and Educational Policies in Furthering Higher Education
1.2.1 The Radhakrishnan Commission (1948–49)
1.2.2 The Kothari Commission (1964–66)
1.2.3 The National Knowledge Commission (2005)
1.3 The University as an Organisation
1.4 Role of Human Resource Management in an Organisation
1.5 Emerging Role of Human Resource Management in Higher Education Institutions
1.6 The Human Resource Management System in Indian HEIs
1.7 Conclusion
References
2 Higher Education in India: Structure and Governance
2.1 The Context of Higher Education
2.2 Governance
2.2.1 Governance Structure and Regulatory Bodies
2.2.2 The Framework for Higher Education Institutions in India
2.2.3 Financing of Higher Education
2.2.4 Expenditure on Education as a Percentage of Gross Domestic Product (GDP)
2.2.5 Gross Enrolment Ratio (GER) in Higher Education Institutes (Global vs. Indian)
2.2.6 Accreditation and Ranking Framework in India
2.2.7 The Ranking Framework of Higher Education Institutions (India)
2.3 Evolving Governance Structure
2.3.1 THEME 1: Measure of the Organisational Success of a Modern-Day University
2.3.2 THEME 2: Strategic Formulation and Policy-Making
2.3.3 THEME 3: Balance Between Governance and Regulatory Mechanisms
2.3.4 THEME 4: Balance in the Delegation of Power
2.3.5 THEME 5: Internal Governance
2.3.6 THEME 6: Culture of Diversity
2.3.7 THEME 7: Transparency of the Decision-Making Process
References
3 The Human Resource Management System: University Versus Firm
3.1 Introduction
3.2 Differences in Human Resource Management Between a Firm and a University
3.3 HRM in Universities: Voices from the Field
3.3.1 Goals
3.3.2 Recruitment
3.3.3 Talent Retention
3.3.4 On-Boarding
3.3.5 Performance Evaluation
3.3.6 Compensation
3.3.7 Career Progression
3.3.8 Employer Branding
3.3.9 Flexibility
3.3.10 Autonomy
3.3.11 Hierarchy
References
4 The Strategic Human Resource Management Model
4.1 The Relevance of SHRM to Higher Education
4.2 Human Resource Management System in Indian HEIs
4.3 Voices from the Field (Indian Experience)
4.3.1 Structure of Human Resource Management
4.3.2 Recruitment and Selection Processes
4.3.3 Training and Development
4.3.4 Performance Management
4.3.5 Career Progression
4.3.6 Retention Systems
4.4 Strategic Human Resource Management
4.5 Summary and Observations
References
5 Human Resource Management Practices and Their Impact on the Employee and the University Performance
5.1 Importance of Motivation in an Academic Institution
5.2 Employee Motivational Outcome
References
6 Human Resource Management Practices in the US HEIs and a Comparison with Indian HEIs
6.1 Structure of Human Resource Management
6.2 The Recruitment and Selection Processes
6.3 Training and Development
6.4 Performance Management
6.5 Career Progression
6.6 Talent Retention
6.7 HRM Policies and Practices: Comparison Between Indian and the US HEIs
6.8 Summary and Observations
References
7 Implications of National Education Policy 2020
7.1 Role of HRM in Change
7.1.1 Multidisciplinary Universities
7.1.2 Institution Expansion
7.1.3 Internationalisation
7.1.4 Motivated, Energised and Capable Faculty
7.1.5 Equity and Inclusion in Higher Education
7.1.6 Transforming the Regulatory System in Higher Education
7.2 Voices from the Field
7.3 Transforming Higher Education in India
7.4 Autonomy, Effective Governance, and Leadership for Higher Education
7.5 Financing: Financial Support, Affordable, and Quality Education for All
7.5.1 Financing and Financial Assistance to Students
7.6 The Triple-Helix Model
7.6.1 Evolution of the Triple-Helix System
References
Appendix A Methodology
A.1 Introduction
A.2 The Research Objectives and the Questions
A.3 Research Design
A.4 Universe of the Study
A.5 Location of the Study
A.6 Population and Sample Size
A.7 Methodology and Tools
A.8 Process of Data Collection
A.9 Data Saturation
A.10 Plan of Analysis
A.11 Scope and Limitations
A.12 Ethical Considerations
Appendix B
References
