The Responsibility of the Faculty Members of Yarmouk University in Achieving Quality in Higher Education

Quality management in higher education is one of the measures that institutions put in place to ensure that courses and programs that are offered meet international and accreditation standards. This chapter examines how academic leaders can promote and manage quality in higher education institutions. Higher education institutions and senior faculty members appear to improve performance by ensuring that quality assurance unit enforces effective delivery to increase students and parents' satisfaction. Promotion of quality and the management of quality is not about long service but an exhibition of effective leadership that will help higher education institutions to navigate through the turbulence of challenges facing higher education institutions today. To achieve this, the academic leader is supposed to assist institutions to pursue their vision and mission to enable them to effectively manage quality.

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Quality assurance in higher education: A review of literature

Higher Learning Research Communications ◽

10.18870/hlrc.v5i4.257 ◽

2015 ◽

Vol 5 (4) ◽

Cited By ~ 34

Author(s):

Tricia Ryan

Keyword(s):

Higher Education ◽

Quality Assurance ◽

Literature Review ◽

Student Involvement ◽

Faculty Members ◽

General View ◽

International Level ◽

Review Of Literature ◽

Common Framework ◽

Quality In Higher Education

The aim of this paper is to present a general view and a brief literature review of the main aspects related to quality assurance in global higher education. It provides an overview of accreditation as a mechanism to ensure quality in higher education, examines models of QA, and explores the concept of quality. In addition, this paper provides a review of research on the effectiveness of quality assurance practices, with a particular focus on student involvement with quality assurance. In reviewing the concept of quality assurance itself, the author noted there is a need for a common framework for a quality assurance model; however, there is no agreement as to a QA definition or a QA model. Furthermore, although quality is the utmost significant concern for accrediting bodies, accreditation structures are decentralized and complex at both the regional and international level. Another challenge identified revolves around the concerns of faculty members and other stakeholders, such as students, about the QA process. Given that students are at the center of higher education, and invest time and money in the system, the author concludes involving them could improve QA processes.DOI: <a href="/index.php/HLRC/editor/viewMetadata/dx.doi.org/10.18870/hlrc.v5i4.257">10.18870/hlrc.v5i4.257</a>

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Administrative Environment And Employee Prductivity In Higher Education A Theoritical View

Restaurant Business ◽

10.26643/rb.v118i11.9949 ◽

2019 ◽

Vol 118 (11) ◽

pp. 230-243

Author(s):

Jamal Asad Mezel ◽

Kiran Das Naik Eslavath

Keyword(s):

Higher Education ◽

Work Engagement ◽

Physical Environment ◽

High Performance ◽

Educational Institution ◽

Positive Association ◽

Faculty Members ◽

Employee Productivity ◽

Administrative Staff ◽

Administrative Employees

Ensure that from the above theoretical review on administrative context and employee productivity in higher education and there is a positive association between work engagement of faculty members and administrative staff motivate the employees in accomplishing their work regardless of any result that they are more productive. Researchers argue the fact that the physical environment of the institutional and administrative, employees effect job perception attitudes and job satisfaction which is in sequence affects the job performance and employee productivity. Improving the work environment in higher educational institution there is a dissatisfaction and complaints of employee while increasing their productivity the more satisfied employee are with their jobs in high performance and productivity.

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Organic Leadership Style and Employee Engagement: The Mediating Effect of Social Relevance of Work in Context of Faculty Members in Higher Education

Purushartha - A Journal of Management Ethics and Spirituality ◽

10.21844/pajmes.v10i1.7801 ◽

2017 ◽

Vol 10 (1) ◽

Author(s):

G.P. Dang ◽

Puneet Basur

Keyword(s):

Higher Education ◽

Employee Engagement ◽

Leadership Style ◽

Faculty Members ◽

Mediating Effect ◽

Social Relevance ◽

Mediating Role ◽

Group Members ◽

Operational Excellence

Leadership Style has been since long acknowledged by management scholars as being an important subject in relation to organizational executions and outcome. An effective leadership would not only be able to prevent job stress and burnout among group members, but would also be successful in enhancing the motivation and engagement of the employees. It has been widely accepted that operational excellence in an organization can only be maintained through engaged employees. In this study the researchers have strived to enhance the understanding of the complex relationship between the organic leadership style and the engagement level of the employees and to further comprehend the mediating role of social relevance of work in association of the two constructs i.e. leadership style and employee engagement, in context of faculty members in higher education sector.

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Reasons for Student Behavior Codes: A Qualitative Study at Two Christian Liberal Arts Institutions

NASPA Journal ◽

10.2202/0027-6014.1540 ◽

2005 ◽

Vol 42 (4) ◽

Author(s):

Brad A. Lau

Keyword(s):

Higher Education ◽

Qualitative Study ◽

Liberal Arts ◽

Student Behavior ◽

Codes Of Conduct ◽

Faculty Members ◽

Christian Higher Education ◽

Liberal Arts Institutions ◽

Institutional Values

One of the great challenges facing Christian higher education is the role and impact of student behavior codes in furthering institutional values and inculcating those values in the students served by such institutions. The perspectives of administrators, faculty members, and students regarding the rationale for codes of conduct at their institution are examined. To obtain data, administrators, faculty members, and students at two Christian liberal arts institutions completed questionnaires and participated in follow-up interviews based on individual responses to the questionnaire. The views of all three groups are described as they see behavior codes relating to institutional purpose and the development and implementation of such codes.

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