In a turbulent, unstable era of severe financial pressures, thedevelopment of strategic human resource (HR) practices has becomean urgent mandate in higher education. With significant andwidespread institutional shifts resulting from globalization, heightened competition, and rapid innovation, educational leadersmust optimize their most significant resource–humancapital–and align HR strategies, structures, and processeswith organizational goals. Due to substantial cuts in stateappropriations and rapidly diminishing budgets, public institutionsof higher education in particular are struggling to realignresources and programs to fulfill their educational missions andmaintain academic quality, while simultaneously responding tocomplex external legislative and accreditation mandates.
In light of these challenges, Creating a Tipping Point:Strategic Human Resources in Higher Education breaks new groundby presenting a research-based approach that supports the evolutionof HR practices from siloed, transactional models to strategicoperations that serve the entire university. This monographprovides a concrete, progressive road map to developingorganizational capabilities in support of the university’s academicmission and illustrates this pathway with examples drawn frompublic research universities. It offers strategies, tools, metrics, and action steps that support the development of an effective andefficient strategic HR operation in higher education. Forinstitutions seeking to implement strategic HR, this book is apractical and invaluable resource.
Jadual kandungan
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
Mengenai Pengarang
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.
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