Talent management and academic context: a comparative study of public and private universities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abdallah Mohammad Taamneh ◽  
Mohammad Taamneh ◽  
Abdallah Alsaad ◽  
Manaf Al-Okaily
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Private Universities ◽  
Talent Management ◽  
Public And Private ◽  
Content Type ◽  
Significant Difference ◽  
Private And Public ◽  
Process Oriented ◽  
Recruitment And Selection

PurposeThe aims of this research are to present a comprehensive and holistic view of talent management (TM) at universities by exploring the current practices of TM among private and public universities in Jordan and make a comparison between the two sectors in regard to how they recruit, retain, train and develop, and measure the performance of talented people. Moreover, the practice of recruitment and selection, or so-called reflective or process-oriented practices, has given special attention to see how both public and private universities differ in regard to this process in particular.Design/methodology/approachA structured questionnaire was utilized to elicit responses from participants on five selected constructs, recruitment and selection reflective or process-oriented practices, retention, training and development, and performance management. A convenient sampling approach was used to source participants for the study. The data has been analyzed, structured and organized utilizing SPSS software to analyze the results. Frequency tests have been used to test the demographic variables. Descriptive analysis was used to check the standard deviation and mean for total items. The reliability, discriminate validity, convergent validity and correlation matrix of all the questions have been tested using various methods. Moreover, exploratory (EFA) and confirmatory (CFA) tests were performed. For testing the hypothesis and to examine whether or not there is a significant difference in TM practices between public and private universities in Jordan, independent sample t-tests have been employed.FindingsThe results show that the means of TM practices differ slightly between public and private universities. The public universities demonstrate a higher level of TM practices compared to private universities in all practices except that of performance management. However, while there are visible differences in TM practices between public and private universities, these differences were not statistically significant. On the other hand, we revealed a significant difference in the reflective or process-oriented practices between public and private universities. The results show that HR departments in public universities are more likely to have less power in performing the recruitment and selection processes as compared to private universities. We also compared the extent to which elite academics in public universities select candidates congruent with their own personal and scientific preferences to the extent their counterparts do so in private universities and the results indicate that this practice differs significantly between public and private universities being far more common in private universities. Finally, we compared the practice of academic talents being recruited through informal networks of scouts between private and public universities. The results show a slight and insignificant difference between private and public universities concerning this practice.Originality/valueThis study is built on the concept of “new managerialism” in higher education, which supports collaboration between HRM professionals and academics to enhance TM practices. This research contributes to the body of knowledge by combining “reflective or process-oriented practices” with other TM practices in an attempt to make a comparison of public and private institutions’ practices and provide a more comprehensive view of the TM process. However, the overwhelming majority of study on TM has been carried out in Western countries, with limited attention paid to non-Western contexts. Even though this growing body of research has advanced our theoretical and empirical knowledge of TM, there is still a need to comprehend TM practices in the rest of the globe, particularly when one considers the cultural and institutional disparities that exist between countries. Moreover, according to the researcher’s best knowledge, no previous studies have compared public and private universities regarding talent management, and it would be of great importance to investigate the implementation of TM practices in this vital sector.

scholarly journals Occupational stress in female academic staff working in private and public universities

2015 ◽  
Vol 3 (04) ◽  
pp. 25-27
Author(s):  
Maha Abdul Moniem Mohammed El Amin ◽  
Purna Singh A
Keyword(s):  
Occupational Stress ◽  
Public Universities ◽  
Academic Staff ◽  
Private Universities ◽  
Public University ◽  
Full Time ◽  
Sampling Frame ◽  
Public And Private ◽  
Significant Difference ◽  
Private And Public

The present study was aimed to compare occupational stress between female academic staff working in private and public universities. The sampling frame for the study comprised 1523 full-time female academic staff working at both public and private universities at Khartoum State. Gumaa Said Yousif (2004) was used to measure occupational stress. There is no significant difference in occupational stress between female academic staff who works in private or public university. There is a significant difference between female academic staff working in public and private universities. It has been concluded that female academic staff working in private universities are vulnerable to burnout in the emotional exhaustion dimension.

Knowledge sharing of academic staff

2014 ◽  
Vol 63 (3) ◽  
pp. 203-223 ◽  
Author(s):  
Chin Wei Chong ◽  
Yee Yen Yuen ◽  
Geok Chew Gan
Keyword(s):  
Knowledge Sharing ◽  
Public Universities ◽  
Academic Staff ◽  
Private Universities ◽  
Appropriate Technology ◽  
Public And Private ◽  
Research Attention ◽  
Content Type ◽  
Monetary Rewards ◽  
Private And Public

Purpose – The aim of this study is to build upon Jain et al.'s (2007) work by investigating the knowledge-sharing barriers and strategies of academic staff in public and private universities in Malaysia which have received relatively little research attention to date. Design/methodology/approach – A survey of 502 questionnaires was collected on both public and private universities in Malaysia. Data were analysed using SPSS. Findings – The overall findings show that private universities are more effective and are more willing to share knowledge. Linking knowledge sharing with non-monetary rewards and fair performance appraisals are strongly recommended in private universities, while monetary rewards, recognitions, publication of knowledge on websites and newsletters and the use of appropriate technology tools and systems are strongly recommended in public universities. Practical implications – Top management in Malaysian public and private universities must play their role and put in more effort to ensure academics have the proper platform and support to share their knowledge. Originality/value – This study is perhaps one of the first to address the comparison between knowledge sharing among lecturers in private and public universities in Malaysia.

scholarly journals Employee Job Satisfaction in Nigerian Tertiary Institution: A Comparative Study of Academic Staff in Public and Private Universities

2017 ◽  
Vol 5 (4) ◽  
pp. 33-46
Keyword(s):  
Job Satisfaction ◽  
Public Universities ◽  
Academic Staff ◽  
Private Universities ◽  
Primary Data ◽  
Tertiary Institution ◽  
Public And Private ◽  
Significant Difference ◽  
Private And Public ◽  
The Difference

The paper examines the difference that exists in the level of job satisfaction between academic staff in private and public tertiary institutions in Nigeria. Centred on detailed review of literature, the hypothesis formulated for research is whether academic staff in public universities are more satisfied with their jobs compared to academic staff in private universities. The variables with which job satisfaction was measured are recognition, pay and working condition. The sample of the study comprise 120 academic staff – 88 members of staff from a public university and 32 academic staff from a private university within Kwara state, Nigeria. Questionnaires were used as the instrument with which primary data was collected. Independent ‘’t’’ test was performed to obtain the difference in job satisfaction between both sectors of tertiary institution. Also, oral interviews were arbitrarily conducted with 8 academic staff from both universities. The findings of the research indicate that a significant difference in job satisfaction exists between academic staff in private and public universities in Nigeria. The result also showed the following: 1. Academic staff in private universities have better working conditions 2. Academic staff in public universities have better payment package 3. Academic staff in private universities are more recognised for their job. Recommendations were offered by researcher to cater for the short-falls identified from the dichotomy in job satisfaction from both sectors 1. private-public interaction 2.To enhance job satisfaction of academic staff in private universities, Government should formulate policies that will cater for other incentives, such as enjoyed by academic staff in public universities.

Strategic planning and benchmarking organizational routines of universities in the Western Balkans

2014 ◽  
Vol 26 (3) ◽  
pp. 261-274 ◽  
Author(s):  
Antigoni Papadimitriou
Keyword(s):  
Strategic Planning ◽  
Public Universities ◽  
Private Universities ◽  
The Body ◽  
Organizational Routines ◽  
Western Balkans ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
National Quality

Purpose – There is currently limited knowledge of the strategic organizational routines such as strategic planning and benchmarking of universities in the Western Balkans (WB). Thus the purpose of this paper is to map perceptions and concerns of institutional leadership about these routines within the public and private universities in the region. Design/methodology/approach – An online survey targeting all public and private universities in the WB was sent to the rector's and president's office. The survey data were analyzed with descriptive statistical methods, calculating frequencies, and means. Findings – Data revealed that the majority of both public and private universities have implemented strategic planning. Analysis of strategic planning between private and public universities indicated that averages scores were slightly higher in the private rather than the public universities. Strengths, weaknesses, opportunities, and threats analysis was among the statements that received higher scores (perceptions about implementation) from both types of universities. The relatively low scores from both types of institutions concerning perceived implementation and importance of benchmarking might imply that WB universities achieve their goals in a less competitive environment. Originality/value – The significance of the paper lies in the fact that no existing studies have investigated strategic planning and benchmarking in the WB universities. To be able to build a potential baseline for further research, including the possibility for more comparative research both within and beyond the region, the selection of routines was taken from the US Malcolm Baldrige National Quality Award for Performance Excellence in Education. This study contributes to the body of research for literature about strategic organizational routines and strategy-as-practice.

scholarly journals The Impact of Organizational Commitment on Job Satisfaction: A Study of Employees at Nigerian Universities

2012 ◽  
Vol 2 (2) ◽  
pp. 1 ◽  
Author(s):  
Bola Adekola
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Universities ◽  
Turnover Intentions ◽  
Private Universities ◽  
Private University ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
The Impact

Researchers have hypothesized that there is a significant difference in the degree of Organizational commitment in Public and Private Universities. This was tested in the Public and Private University system to ascertain the veracity of this hypothesis. Data were collected from 150 employees consisting of academic and Administrative and technical staff from both the public Universities and the Private Universities. The results revealed that employees in Public Universities have greater degree of organizational commitment in comparison to Private Universities. Also, job satisfaction increases or decreases based on increase or decrease in organizational commitment. Obtained results were in the line of the hypotheses. In terms of organizational commitment; a significant difference was noticed between Public and Private Universities. Against expectation, employees of Public Universities exhibited higher degree of organizational commitment as compared to those of Private Universities. Most importantly, organizational commitment is being proven as the catalyst for enhancing job satisfaction level of employees.   Keywords: Organization’s Goals, Performance, Effectiveness, Leadership Styles, Trust within the Organization, Employment Status, Training, Turnover Intentions.

Evaluating implementation of strategic performance management practices in universities in Uganda

2015 ◽  
Vol 19 (2) ◽  
pp. 42-56 ◽  
Author(s):  
Bernadette Nambi Karuhanga
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Management Practices ◽  
Principal Component ◽  
Individual Performance ◽  
Evaluation Tool ◽  
Content Type ◽  
Strategic Performance ◽  
Mission Strategy ◽  
Private And Public

Purpose – The purpose of this study was to propose a tool for evaluating implementation of strategic performance management (PM) by examining the strategic PM practices in public universities in Uganda. Design/methodology/approach – Literature was reviewed and the general features of PM practices were identified. These were captured in a survey instrument which was later administered to staff in selected universities in Uganda to determine the extent of strategic PM implementation. Principal component analysis was conducted to cluster similar variables together with an aim of identifying the focal areas for determining the extent of strategic PM practices implementation in a university. Findings – Strategic PM in public universities in Uganda exists and is aimed at achieving quality. Despite its existence, respondents generally disagreed that: an effective PM system exists in their respective universities, PM training is continuously provided to managers and staff and a formal process exists for units to provide feedback on the attainment of goals. Findings further revealed that implementation of PM practices in universities could be evaluated based on five foci, namely, alignment of organisational vision, mission, strategy and individual performance goals; staff involvement in PM implementation at unit level; existence of an improvement plan; existence of a performance evaluation plan; and staff awareness and understanding of PM. Research limitations/implications – The study focussed on only public universities in Uganda; hence, another study could be conducted considering all universities, both private and public. The list of items from literature may not be exhaustive hence additional PM practices that were not included in this tool should be identified from literature to enrich the evaluation tool. Practical implications – This study allowed the development of an empirical list of PM practices which could be used by universities and policy makers to evaluate implementation of strategic PM. Hence, the five foci could be adopted as an evaluation tool for universities with regard to strategic PM implementation. Using these five foci, university managers can identify the grey areas in their PM systems to which management attention could be focussed for improvement. Originality/value – Despite the increasing desire for effective PM implementation in most organisations the world over, there exists no empirical evidence of institutional PM implementation in public universities in Uganda. Besides, to the best of my knowledge, no study has been previously conducted with the aim of developing a tool for evaluating strategic (PM implementation in universities in Uganda.

Assessing the impact of entrepreneurial skills development on self-employment practices amongst Egyptian and Bahraini accounting students in public and private universities

2020 ◽  
Vol 11 (5) ◽  
pp. 1101-1120
Author(s):  
Sameh Reyad ◽  
Sherine Badawi ◽  
Allam Hamdan
Keyword(s):  
Public Universities ◽  
Private Universities ◽  
Accounting Students ◽  
Employment Practices ◽  
Public And Private ◽  
Content Type ◽  
Self Employment ◽  
Entrepreneurial Skills ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper examines the development of entrepreneurial skills amongst accounting students in public and private universities and its impact on career pathways, including self-employment. Also, the paper explores what skills have an effect on self-employment intentions. Design/Methodology/approach This study uses a quantitative approach to measure the entrepreneurial skills developed by accounting students in business schools and whether these skills direct them to choose to start their own business. A questionnaire was developed and a sample of 583 Egyptian and Bahraini accounting students was used. Findings The study concludes that in private universities, there is no difference in the development of entrepreneurial skills and subsequent self-employment practices between students in Egypt and Bahrain. When it comes to public universities, students in Bahrain develop better entrepreneurial skills and subsequent self-employment practices than students in Egypt. In addition, private universities are better than public universities in representing the relationship between entrepreneurial skills and self-employment practices. Originality/value This study and its conclusions fill a gap in the literature in comparing public and private universities to highlight the relationship between developing accounting students’ entrepreneurial skills and their self-employment practices. This study is the first to compare universities in Egypt and the Kingdom of Bahrain.

scholarly journals Different histories, similar opinions? Perspectives of presidents of public and private universities on Argentina’s higher education system

2010 ◽  
Vol 18 ◽  
pp. 6
Author(s):  
María Fernanda Arias
Keyword(s):  
Higher Education ◽  
Latin American ◽  
Education System ◽  
Public Universities ◽  
Private Universities ◽  
Public And Private ◽  
Higher Education System ◽  
Explanatory Variables ◽  
Private And Public ◽  
Depth Interviews

This article analyzes the opinions about the system of higher education in Argentina of presidents of private and public universities. The sample consisted of sixteen in-depth interviews with presidents of public and private universities. In the 1990s Argentina, similarly to other Latin American and European countries, initiated profound reforms of its university system The analysis of the interviews shows, that although Argentina's higher education system was traditionally organized around the ethos of public universities and only recently a new but increasingly influential private sector was developed, the opinions of the presidents of both types of universities is rather similar..  We concluded that the type of governance, public or private, is not the most influential dynamic in the opinions of the presidents of these universities, but the particular history and institutional traditions are better explanatory variables. 

scholarly journals The Good Professor: A Comparison Between Public and Private Universities

2019 ◽  
Vol 200 (1) ◽  
pp. 62-70
Author(s):  
Renata Klafke ◽  
M.C.V De Oliveira ◽  
J.M. Ferreira
Keyword(s):  
Online Survey ◽  
Public Universities ◽  
Business Students ◽  
Private Universities ◽  
Primary Data ◽  
Public And Private ◽  
Service Contracts ◽  
Private And Public ◽  
The Difference ◽  
High Degree

In Brazil, like in most Latin America countries, the educational system is basically composed of private and public education institutions. Public universities depend almost exclusively on tuition fees paid by the students. Public professors are insolvent, and very rarely provided with the resources they desperately need, whereas private professors are governed by service contracts and can be dismissed when the institution deems it necessary. These characteristics also highlight the difference in the teaching profile of public and private institutions. Public universities cherish the high degree and familiarity with research, because private universities value more for practice than theory, although they require academic qualifications of their professors. That said, this study aims identify and enhance student’s perception of what makes a good professor in the social science and highlight the differences between those who work in private and public universities. Through gathering data from undergraduate business students, we searched for educator’s characteristics considered positive or ideal for the learning process. This research used primary data resources collected through online survey. Technical analysis of content was used for interpretation of the results. Students from private universities look for professors who can link practice with theory. Most of the students from the public universities look for dynamic professors and that they respect them. A lot of students who apply for a public university do so because of the University’s reputation or for not paying.

scholarly journals The effect of talent management processes on knowledge creation

2019 ◽  
Vol 1 (3) ◽  
pp. 132-152 ◽  
Author(s):  
Atheer Abdullah Mohammed ◽  
Abdul Hafeez Baig ◽  
Raj Gururajan
Keyword(s):  
Knowledge Creation ◽  
Private Universities ◽  
Talent Management ◽  
Positive Influence ◽  
Public And Private ◽  
Content Type ◽  
Quantitative Survey ◽  
Management Processes ◽  
Technological Concepts ◽  
The University

Purpose The purpose of this paper is to develop a theoretical model and investigate the relationship between talent management (TM) processes and knowledge creation (KC) in Australian public and private universities. This is because of the pragmatic advantages for organisations that focus on talents and knowledge. Design/methodology/approach This research adopted the mixed-methods design. The sample comprised 23 individuals for the qualitative study and 286 individuals for the quantitative survey questionnaire, all conducted in nine public and private universities in Australia. Findings The qualitative outcomes were utilised to develop the quantitative survey statement. These outcomes are based on a three-stage method of thematic analysis. The core conclusion of the quantitative study is that there is a significantly positive influence on TM processes (TMPs) on KC. Research limitations/implications The principle limitation of this study was the scope. It only targeted one country (Australia), one state (Queensland) and a part of the higher education sector (the university). Practical implications This research designed a quantitative instrument of TMPs and KC for the Australian educational institutions. The instrument is severely designed and comprehensively conceptualised utilising social, excellent, performance, strategic, behavioural and developmental concepts within TMPs with innovative, informational and technological concepts underlining KC within the Australian public and private universities in Queensland. Originality/value The study adds value to both TM and knowledge management literature through designing a conceptual model that links both of these variables in one tool regarding the university sector.

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