Human Resource Management Relate d Facto rs Affecting Performance among Part-time Academic Staff in Ugandan Public Universities

The study examined the relationship between human resource management and academic staff productivity in tertiary institutions in Southwest, Nigeria. The descriptive research design of the survey type was adopted in the study. The population consisted of 21,784 academic staff of the public tertiary institutions in Southwest, Nigeria. The sample for this study consisted of 1,324 academic staff selected from 12 public tertiary institutions (Federal and State) in the Southwest, Nigeria. Multi – stage sampling procedure was used in the selection of the sample for the study. The data for this study were collected through the use of two sets of self – designed questionnaire tagged “Human Resource Management Questionnaire (HRMQ)” and “Academic Staff productivity Questionnaire (ASPQ)” The instruments were subjected to screening by experts in the areas of Tests and Measurement and Educational Management. The reliability of the instruments was carried out using the test re-test method which yielded reliability coefficient of 0.80 and 0.76 for HRMQ and ASPQ respectively. The data obtained for the study were analysed using Pearson Product Moment Correlation at 0.05 level of significance. The study revealed that performance appraisal, employee relation and job design were significantly related to academic staff productivity. It was recommended among others that the job roles of each academic staff should be clearly spelt out by management of tertiary institutions. And, job performance of academic staff should be continually appraised by management of tertiary institutions through the Head of Departments. Again, the management should continue with the trend of communication flow among academic staff and between academic staff and other stakeholders in the institution to foster cordial relationship.

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Practice makes perfect: a WID approach for Human Resource Management Honours students at a South African university

Scholarship of Teaching and Learning in the South ◽

10.36615/sotls.v2i1.25 ◽

2018 ◽

Vol 2 (1) ◽

pp. 42

Author(s):

Laura Arnold

Keyword(s):

Resource Management ◽

Human Resource Management ◽

South African ◽

Human Resource ◽

Teaching And Learning ◽

Academic Staff ◽

Research Report ◽

Academic Literacies ◽

Postgraduate Students ◽

Creative Commons

Little is known about how postgraduate students should be taught to write in their discipline. This research explores how a research preparation module supported Human Resource Management Honours students to write their research reports at a South African university. The module incorporated a ‘Writing in the Disciplines’ (WID) approach, because students, who worked in groups, wrote a series of developmental assignments marked according to rubrics that made the conventions of the report explicit. Many of the developmental assignments were rewritten as components of the research report. In order to determine if rewriting the assignments improved the students’ writing, the assignments from four groups were evaluated against the students’ rubrics. The redrafted assignments met more of the criteria in the marking rubrics. Since all group members spoke English as an additional language, this approach might benefit postgraduate students in similar contexts. The findings suggest that academic staff who want to offer developmental assignments prior to the submission of a larger research text should ensure that students are supported in two ways. Firstly, the design of the assignments should provide students with the opportunity to practice writing all the components of the larger piece of research writing. Secondly, supervisors and academic literacies practitioners should collaborate more effectively so that they can use what they learn from each other to better support students to write for their disciplines. How to cite this article: ARNOLD, Laura. Practice makes perfect: a WID approach for Human Resource Management Honours students at a South African university. Scholarship of Teaching and Learning in the South, v. 2, n. 1, p. 42-59, Apr. 2018. Available at: http://sotl-south-journal.net/?journal=sotls&page=article&op=view&path%5B%5D=25 This work is licensed under the Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/

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Human Resource Management Practices, Organisation Citizenship Behaviour and Turnover Intentions in Public Universities: The Mediating Role of Job Satisfaction

Journal of Education Society and Behavioural Science ◽

10.9734/jesbs/2020/v33i1230283 ◽

2020 ◽

pp. 1-17

Author(s):

Godfrey Tumwesigye ◽

David Onen ◽

John C. S. Musaazi

Keyword(s):

Job Satisfaction ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Public Universities ◽

Management Practices ◽

Turnover Intentions ◽

Negative Relationship ◽

Mediation Effects ◽

Human Resource Management Practices

Aims: The purpose of this paper was to examine the relationships between human resource management practices (HRMPs) and employee outcomes of organizational citizenship behaviour (OCB) and turnover intentions among employees of Public Universities in Uganda, mediated by job satisfaction. Design/Methodology: The study adopted a cross-sectional, quantitative approach. A sample of 479 academic and non-academic staff was drawn from three public universities in Uganda. SPSS (v20) and AMOS (v20) were used to conduct correlation and structural equation modelling techniques to test the hypotheses. Results: The results show that job satisfaction is positively related with HRMPs (β =.588, p<.001). The results also show that OCB is positively related to HRMPs (β =.226 p<.01) and job satisfaction (β =.210; p<.01) while turnover intention is negatively influenced by HRM practices (β = -.124, p<.05). The results further show that job satisfaction partially mediates the positive relationship between HRMPs and OCB. Job satisfaction also partially mediates the negative relationship between HRMPs and turnover intentions. This study contributes to the HRM body of knowledge by finding further support for the mediation effects of job satisfaction on the relationships between HRMPs and OCB and between HRMPs and turnover intentions in public universities in Uganda. Conclusion: The implication of this study is that in order to boost OCB and reduce turnover intentions among employees of public universities in Uganda, managers should employ HRMPs practices that lead to job satisfaction. Limitations and directions for future research are outlined.

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DESAIN MODEL PEMBERDAYAAN DOSEN DI KOTA MEDAN

Jurnal MANAJERIAL ◽

10.17509/manajerial.v17i2.11660 ◽

2018 ◽

Vol 17 (2) ◽

pp. 167

Author(s):

Fauzia Agustini ◽

Dita Amanah ◽

Dedy Ansari Harahap

Keyword(s):

Resource Management ◽

Human Resources ◽

Human Resource Management ◽

Human Resource ◽

Learning Process ◽

Academic Staff ◽

Work Productivity ◽

Empowerment Model

Human resource management in universities especially for lecturers needs to be directed to lecturers empowerment which is an activity aimed to maintain and improve the ability, performance and productivity of lecturer's work in their role as academic staff. One of the factors that can encourage the improvement of work productivity is the empowerment of human resources, as one of the organizational resources.In terms of ensuring the success of the learning process in universities, it is necessary to have a model of human resource empowerment that describes a series of processes performed gradually in order to achieve optimal results so that it will succeed in improving the productivity of lecturer work on an ongoing basis.This model is only tailored to the needs of the college and lecturers who work at the college. This research has designed the lecturer empowerment model which is the development of the human resource empowerment model that has been applied for company employees. This research relates to the needs of lecturers and adapted to the tasks of lecturers at a university, especially in Medan.

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Self-Initiated Expatriates

10.4018/978-1-7998-9071-3.ch005 ◽

2022 ◽

pp. 64-75

Author(s):

Subramaniam Sri Ramalu ◽

Nida Malik

Keyword(s):

Higher Education ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Public Universities ◽

Education Sector ◽

International Human Resource Management ◽

Management Policies ◽

International Human

This chapter discusses the emergence of a new category of expatriates, namely self-initiated expatriates. In particular, the demand for self-initiated academic expatriates has increased tremendously over the years in tandem with the globalization of the higher education sector across the globe. Hence, this chapter aims to provide greater understanding about the nature and motivation for expatriation among this group of expatriates which will have significant impact on the international human resource management policies and practices. This chapter begins with explanation about the concept of expatriation and expatriate. This is followed by comparison between organizational expatriates and self-initiated expatriates. The underlying motivation behind self-initiated expatriation is discussed as well. Definitions of academic self-initiated expatriates and their motivation to expatriate were included as well in this chapter. This chapter conclude with findings of one case study conducted among 152 academic self-initiated expatriates employed in 20 public universities in Malaysia.

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S. S. Khanka. Human Resource Management: (Text and Cases). New Delhi: S. Chand & Company Ltd. 2007. 449 pages. Paperback. Indian Rs 300.00.

The Pakistan Development Review ◽

10.30541/v48i1pp.100-101 ◽

2009 ◽

Vol 48 (1) ◽

pp. 100-101

Author(s):

Zafar Mueen Nasir

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Small Businesses ◽

New Delhi ◽

Effective Manner ◽

Part Time ◽

Personnel Policies ◽

Personnel Department

Human Resource Management (HRM) is a process of procuring, developing, maintaining and controlling competent human resource in the organisation so that the organisational goals are achieved in an effective manner. HRM has undergone tremendous change in its functions over the past 20-30 years. Many years ago, large organisations looked at the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. But more recently, organisations consider the major role of HR Department as staffing, training and helping to manage people so that people and the organisation perform at the highest level of their capacity. The modern HRM views manpower as resource and asset of the organisation rather than just considering it burden on the resources. Usually large national and international businesses utilise these services due to their multidimensional operations and sizable employment. Small businesses carry out these activities by themselves to save cost associated with full-or part time help. However, they generally ensure that employees have—and are aware of— personnel policies conform to prevailing regulations. These policies are developed by the HRM professionals in the form of employee manuals and handbooks.

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Influence of Integration of ICT on Human Resource Management in Kenyan Public Universities

International Journal of Sustainability Management and Information Technologies ◽

10.11648/j.ijsmit.20170306.13 ◽

2017 ◽

Vol 3 (6) ◽

pp. 73

Author(s):

Daniel Karanja

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Public Universities ◽

Integration Of Ict

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Integration Of Strategic Human Resource Management For Efficiency In Uganda Public Universities

West East Journal of Social Sciences ◽

10.36739/wejss.2019.v8.i1.14 ◽

2019 ◽

Vol 8 (1) ◽

pp. 122-132 ◽

Cited By ~ 1

Author(s):

George Wilson Kasule ◽

Ronald Bisaso

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Public Universities ◽

Management Practices ◽

Status Quo ◽

Strategic Human Resource Management ◽

Middle Level ◽

Human Resource Management Practices ◽

The Status

The paper explores the status quo of strategic human resource management and its perceived role to alleviate inefficient management in Uganda public universities. A close-ended questionnaire was administered to top and middle level university managers (n = 101) to establish the status quo of strategic human resource management practices and the perceived role it can play to alleviate inefficient management at Makerere and Kyambogo. The results of the study indicate that strategic human resource management practices are barely practiced in Uganda public universities. The results also reveal that top and middle level managers have a strong conviction that integration of strategic human resource management practices can alleviate inefficient management in Uganda public universities. The paper concludes that due to rapid changes emanating from globalisation, knowledge based economy, technological revolution and reduced funding of higher education from governments, public universities in Uganda need to adopt strategic human resource management to improve their efficiency

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