Creating a Tipping Point: Strategic Human Resources in Higher EducationASHE Higher Education Report, Volume 38, Number 1
J-B ASHE Higher Education Report Series (AEHE), Band 167 1. Aufl.
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.
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