Creating a Tipping Point: Strategic Human Resources in Higher Education
ASHE Higher Education Report, Volume 38, Number 1
Published on 3. May 2012
Book
Paperback/Softback
168 pages
978-1-118-38805-1 (ISBN)
Description
In a turbulent, unstable era of severe financial pressures, the development of strategic human resource (HR) practices has become an urgent mandate in higher education. With significant and widespread institutional shifts resulting from globalization, heightened competition, and rapid innovation, educational leaders must optimize their most significant resource-human capital-and align HR strategies, structures, and processes with organizational goals. Due to substantial cuts in state appropriations and rapidly diminishing budgets, public institutions of higher education in particular are struggling to realign resources and programs to fulfill their educational missions and maintain academic quality, while simultaneously responding to complex external legislative and accreditation mandates. In light of these challenges, Creating a Tipping Point: Strategic Human Resources in Higher Education breaks new ground by presenting a research-based approach that supports the evolution of HR practices from siloed, transactional models to strategic operations that serve the entire university. This monograph provides a concrete, progressive road map to developing organizational capabilities in support of the university's academic mission and illustrates this pathway with examples drawn from public research universities. It offers strategies, tools, metrics, and action steps that support the development of an effective and efficient strategic HR operation in higher education. For institutions seeking to implement strategic HR, this book is a practical and invaluable resource.
More details
Series
Language
English
Place of publication
New York
United States
Publishing group
John Wiley & Sons Inc
Target group
Professional and scholarly
Dimensions
Height: 229 mm
Width: 150 mm
Thickness: 10 mm
Weight
277 gr
ISBN-13
978-1-118-38805-1 (9781118388051)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Alvin Evans | Edna Chun
Creating a Tipping Point
Strategic Human Resources in Higher Education: ASHE Higher Education Report, Volume 38, Number 1
E-Book
04/2012
Jossey-Bass
€22.99
Available for download
Alvin Evans | Edna Chun
Creating a Tipping Point
Strategic Human Resources in Higher Education: ASHE Higher Education Report, Volume 38, Number 1
E-Book
04/2012
Jossey-Bass
€22.99
Available for download
Persons
Alvin Evans is associate vice president for human resources at Kent State University.
Edna Chun is associate vice chancellor for human resources at the University of North Carolina at Greensboro.
Edna Chun is associate vice chancellor for human resources at the University of North Carolina at Greensboro.
Content
Executive Summary vii
Foreword xi
Acknowledgments xiii
Setting the Stage: Funding Realities and Talent Resources 1
The Shifting Budgetary Equation 8
Federal Funding and Public Research Universities 11
Research Funding and the New "Business Paradigm" 13
Endowment, Gifts, and Other Revenue Sources 15
External Pressures on Talent Resources 16
Concluding Perspectives 25
Looking Beyond an Administrative Human Resources Department: HR and Institutional Performance 29
The Evolution of High-Performance HR Systems 31
The Empirical Link Between Strategic HR and Organizational Performance 34
Strategic HR Constructs 36
Application of Strategic HR Principles in Higher Education 40
Concluding Perspectives 43
Strategic HR and Talent Management in Higher Education 45
The Contribution of HR Principles to Talent Acquisition 48
Diversity in the Talent Management Continuum 52
Total Rewards and Talent Management 54
Concluding Perspectives 65
Strategic HR and Organization Development: A Holistic Process 69
The Counterpoint Between Organizational Learning and Organization Development 71
The Crosswalk Between AQIP Principles and Organizational Capabilities 73
The Psychodynamics of Organization Development 73
The Contribution of Employee Relations Programs to Organization Development 78
Performance Evaluation and Organization Development 80
Leadership Development 83
The Vital Role of Employee Assistance Programs 86
Concluding Perspectives 88
Building an Effective and Efficient Strategic HR Operation 91
HR Analytics 92
The HR Audit 96
Entrepreneurial HR Strategies 98
HR as Chief Integrative Leader 103
Concluding Perspectives 105
Recommendations and Implications for Practice 107
Presidents and Boards of Trustees 108
HR Leaders 108
HR Departments 108
Looking Forward 109
References 111
Name Index 131
Subject Index 135
About the Authors 143
Foreword xi
Acknowledgments xiii
Setting the Stage: Funding Realities and Talent Resources 1
The Shifting Budgetary Equation 8
Federal Funding and Public Research Universities 11
Research Funding and the New "Business Paradigm" 13
Endowment, Gifts, and Other Revenue Sources 15
External Pressures on Talent Resources 16
Concluding Perspectives 25
Looking Beyond an Administrative Human Resources Department: HR and Institutional Performance 29
The Evolution of High-Performance HR Systems 31
The Empirical Link Between Strategic HR and Organizational Performance 34
Strategic HR Constructs 36
Application of Strategic HR Principles in Higher Education 40
Concluding Perspectives 43
Strategic HR and Talent Management in Higher Education 45
The Contribution of HR Principles to Talent Acquisition 48
Diversity in the Talent Management Continuum 52
Total Rewards and Talent Management 54
Concluding Perspectives 65
Strategic HR and Organization Development: A Holistic Process 69
The Counterpoint Between Organizational Learning and Organization Development 71
The Crosswalk Between AQIP Principles and Organizational Capabilities 73
The Psychodynamics of Organization Development 73
The Contribution of Employee Relations Programs to Organization Development 78
Performance Evaluation and Organization Development 80
Leadership Development 83
The Vital Role of Employee Assistance Programs 86
Concluding Perspectives 88
Building an Effective and Efficient Strategic HR Operation 91
HR Analytics 92
The HR Audit 96
Entrepreneurial HR Strategies 98
HR as Chief Integrative Leader 103
Concluding Perspectives 105
Recommendations and Implications for Practice 107
Presidents and Boards of Trustees 108
HR Leaders 108
HR Departments 108
Looking Forward 109
References 111
Name Index 131
Subject Index 135
About the Authors 143