Creating a Tipping Point: Strategic Human Resources in Higher Education ASHE Higher Education Report, Volume 38, Number 1

by Unknown

• ISBN13: 9781118388051
• ISBN10: 1118388054
• Edition: 1st
• Format: Paperback
• Copyright: 2012-05-15
• Publisher: Jossey-Bass

Summary

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.

Author Biography

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.

Table of Contents

Executive Summary	p. vii
Foreword	p. xi
Acknowledgments	p. viii
Setting the Stage: Funding Realities and Talent Resources	p. 1
The Shifting Budgetary Equation	p. 8
Federal Funding and Public Research Universities	p. 11
Research Funding and the New "Business Paradigm"	p. 13
Endowment, Gifts, and Other Revenue Sources	p. 15
External Pressures on Talent Resources	p. 16
Concluding Perspectives	p. 25
Looking Beyond an Administrative Human Resources Department: HR and Institutional Performance	p. 29
The Evolution of High-Performance HR Systems	p. 31
The Empirical Link Between Strategic HR and Organizational Performance	p. 34
Strategic HR Constructs	p. 36
Application of Strategic HR Principles in Higher Education	p. 40
Concluding Perspectives	p. 43
Strategic HR and Talent Management in Higher Education	p. 45
The Contribution of HR Principles to Talent Acquisition	p. 48
Diversity in the Talent Management Continuum	p. 52
Total Rewards and Talent Management	p. 54
Concluding Perspectives	p. 65
Strategic HR and Organization Development: A Holistic Process	p. 69
The Counterpoint Between Organizational Learning and Organization Development	p. 71
The Crosswalk Between AQIP Principles and Organizational Capabilities	p. 73
The Psychodynamics of Organization Development	p. 73
The Contribution of Employee Relations Programs to Organization Development	p. 78
Performance Evaluation and Organization Development	p. 80
Leadership Development	p. 83
The Vital Role of Employee Assistance Programs	p. 86
Concluding Perspectives	p. 88
Building an Effective and Efficient Strategic HR Operation	p. 91
HR Analytics	p. 92
The HR Audit	p. 96
Entrepreneurial HR Strategies	p. 98
HR as Chief Integrative Leader	p. 103
Concluding Perspectives	p. 105
Recommendations and Implications for Practice	p. 107
Presidents and Boards of Trustees	p. 108
HR Leaders	p. 108
HR Departments	p. 108
Looking Forward	p. 109
References	p. 111
Name Index	p. 131
Subject Index	p. 135
About the Authors	p. 143
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