El régimen de dotación y cobertura de plazas de profesorado universitario tras la legislatura 2011-2015

2016 ◽  
pp. 23-65
Author(s):  
Carlos-Alberto AMOEDO-SOUTO
Keyword(s):  
Higher Education ◽  
Human Resources ◽  
Human Resources Management ◽  
Legal Framework ◽  
Academic Environment ◽  
Replacement Rate ◽  
Border Line ◽  
Resources Management ◽  
Spanish Universities ◽  
Spanish Higher Education

LABURPENA : 2013an, Alba Nogueira López irakaslearekin batera, lehen une haietan (2012 urtea) unibertsitateko irakasleei oinarrizko berriztapen-tasa aplikatzeak sortzen zituen arazo juridikoak gai hartuta argitaratutako lan bati jarraipena emanez, artikulu honetan, lanpostuak kudeatzeko esparru berri honetan 2012-2015 legegintzaldi osoan zehar izandako bilakaera aztertzen da. Ondorioztatu da a) unibertsitateko irakasleei dagokienez, erreforma langileen arloko gastuaren murrizketa soila baino harago joan dela, bai ordainsari-murrizketen bitartez eta bai sarrera berriko lanpostuak debekatzearen bidez, argi eta garbi barneratuz hornikuntza- edo estaldura-araubidean; b) unibertsitateko lanpostuetako gastu publikoa kontrolatzeko aparteko neurriei amaiera eman ordez, legegintzaldiak, azkenean, neurri horiek unibertsitateko araudi estrukturalean txertatu dituela. Ondorio horietatik abiatuta, zalantzan jartzen da langile arloko politika honen eta Espainiako unibertsitatea erreformatzeko helburu estrategikoen arteko koherentzia, eta hurrengo urteotan gure ekosistema akademiko partikularraren bilakaerak izango dituen gakoak identifikatzen saiatzen da. RESUMEN: Continuando un trabajo previamente publicado en 2013 con la profesora Alba Nogueira Ló pez sobre los problemas jurídicos que suscitaba en aquellos primeros momentos (año 2012), la aplicación de la tasa de reposición básica al profesorado universitario, el presente artículo analiza la evolución experimentada por este nuevo marco de gestión de plazas a lo largo de toda la legislatura 2012-2015. Se concluye así que a) en materia de profesorado universitario la reforma ha ido más allá de la simple reducción del gasto en personal, bien a través de recortes retributivos, bien a través de la prohibición de plazas de nuevo ingreso, adentrándose claramente en su régimen sustantivo de provisión o cobertura; b) lejos de constituir el punto final de las medidas extraordinarias de control del gasto público de las plazas universitarias, la legislatura ha concluído con su consagración normativa estructural. A partir de estas conclusiones, se discute la coherencia de esta política de personal con los objetivos estratégicos de reforma de la universidad española, intentando desentrañar las claves de probable evolución de nuestro particular ecosistema académico durante los próximos años. ABSTRACT : Retaking a paper previously issued in 2013 with professor Alba Nogueira López about the legal problems raised at the time (2012) by professor´s replacement rate in spanish higher education sector due to staff cuts policies, the present paper reviews the evolution of this new legal framework in the provision of new academic positions, both non tenured and tenured, in Spanish universities, during the term of X legislature (2012-2015). We conclude that a) in this subject, the reform has been gone further than a simple budget cut, crossing the border line of covering job positions; b) far from being the end point of excepcional package of budget cut measures, this legislature has concluded with its permanent setting throughout Universities Law. Drawing from this conclusions, we discuss the consistency of that human resources management with reform politics of spanish higher education, triyng to highlighting the keys of upcoming changes in our particular academic environment.

scholarly journals Human Resources Management in Higher Education Institutions in Poland

Management ◽  
2018 ◽  
Vol 22 (1) ◽  
pp. 208-225 ◽  
Author(s):  
Katarzyna Szelągowska-Rudzka
Keyword(s):  
Higher Education ◽  
Human Resources ◽  
Management System ◽  
Higher Education Institutions ◽  
Human Resources Management ◽  
Teaching Staff ◽  
University Management ◽  
Resources Management ◽  
The University ◽  
Polish Higher Education

Abstract Human Resources Management in Higher Education Institutions in Poland The paper presents the diagnosis of the human resources management in Polish higher education institutions. The analysis of source literature was applied as a research method. The essence and components of HRM in connection with the university management system were discussed, the theoretical solutions, including those resulting from the provisions of the Law, and their practical implementations, were given a broad outline. The directions of changes concerning HRM that have recently taken place in HEIs were indicated. In conclusion it was stated that the human resources management in Polish higher education institutions still requires improvement, primarily in the areas of motivation and remuneration, evaluation and development of employees. It requires the improvement of the university management system, a reliable development of its mission, vision and strategy, and on the basis of those - the development of personnel strategy, and HRM processes, procedures and tools. It has been suggested that the inclusion of university employees, particularly the research and teaching staff, in the management process (through the participatory management style), can contribute to both improving the process and developing and improving the personnel function.

Legal bases of transformation of human resources management in the system of civil service of Ukraine

2021 ◽  
Author(s):  
V. Melnyk
Keyword(s):  
Human Resources ◽  
Public Administration ◽  
Personnel Management ◽  
Civil Service ◽  
Service System ◽  
Human Resources Management ◽  
Legal Framework ◽  
Legal Regulation ◽  
Resources Management ◽  
Legal Principles

Problem setting. Ukraine is on the path of systemic institutional transformations, which consist in modernization of the civil service and human resources management, formation of a new personnel policy with the use of modern HR technologies, the implementation of which is impossible without proper legislative support. That is why it is so important to create in Ukraine a mechanism of legal regulation of human resources management in the civil service, capable of ensuring high standards of governance that meet modern experience and best practices in personnel management in developed countries. Recent research and publications analysis. Current issues of legal support of human resources management in the civil service have been the subject of research by domestic scholars in the field of public administration and administration, public administration, administrative, labor law, namely: V. Averyanova, M. Alexandrova, S. Alekseeva. I. Aristova, O. Bandurka, D. Bahrakh, B. Begichev, N. Bolotina, N. Goncharuk, P. Zhigalkin, S. Kivalov, R. Kalyuzhny, K. Kolpakov, R. Kondratiev, G. Nazarov, N. Neumyvaichenko, P. Pylypenko, O. Skakun, B. Stychynsky, V. Shcherbyna, O. Prodaevych, Y. Kizlov, L. Bila-Tiunova, O. Kravchenko, V. Pogorilko, V. Tolkovanov and other scientists. Despite the scientific achievements of recent years, this issue in the scientific literature remains insufficiently researched and covered, especially in terms of legal support of transformational processes taking place in the field of human resources management in the civil service. Highlighting previously unsettled parts of the general problem – to characterize the essence of legal bases and the process of transformation of legal regulation of human resources management in the civil service in Ukraine. Paper main body. The article is devoted to the consideration of topical issues on the transformation of the legal framework for the management of the civil service and human resources. The main normative legal acts that regulate legal relations in the field of state management of human resources are analyzed. Deficiencies were identified and ways to improve the regulatory and legal support for the management of the civil service and human resources of Ukraine were proposed. The transformation of relations taking place in various spheres of public life in Ukraine requires a detailed study of the legal framework that regulates and establishes key principles and rules of interaction between the state employer and employee, which will trace the evolution of the civil service in Ukraine in 1993 – 2020. p. and conceptualize the legal mechanism for human resources management in the civil service. Transformation of human resources management of the civil service is a systemic process of transformation in the field of human resources management of the civil service, which is able to ensure the transition from stable “traditional” personnel management to continuous, dynamic state of human resources management in the direction of its renewal and improvement. functions, forms, methods, technologies, tools and methods of management. That is why the term “human resources management” is used in the paper instead of the more accepted “personnel management” in the civil service. According to many scholars, human resources management in public bodies is broader in content than personnel management, there is a need at the legislative level to make the transition in the civil service from personnel management to human resources management. Therefore, we consider the legal basis of human resources management of the civil service, referring to their legal enshrinement in the legislation of Ukraine, in the Concept of implementation of the information system of human resources management in government agencies and action plan for its implementation. To disclose the content of regulatory – legal support for human resources management, it should be noted that it consists of an array of documents that create regulatory and methodological and legal support for the functioning of human resources management as a system. The article stipulates that the level of legal support is divided into international, national, regional or sectoral and local, legal acts have their own hierarchy and, accordingly, the territory to which they apply, as well as divided by legal force. Among the legislative acts that determine the legal principles and regulates legal relations related to the management of the civil service system, the central place is occupied by the Law of Ukraine “On Civil Service. The scope of legal norms governing the management of human resources, and in content, and in scope, and in nature differs from the legislation that ensures the functioning of the institution of civil service, so the work carried out theoretical and legal analysis of legal ensuring the management of both human resources and civil service. That is why it is expedient to consider the legal principles of human resources management as a component of civil service management. Conclusions of the research and prospects for further studies. Examining the array of regulations that provide legal regulation of human resources management in the civil service, it should be noted that Ukraine is taking systematic and gradual steps in the process of reforming and modernizing its own civil service system, gradually transforming existing legislation, implementing new legal provisions and adapting already existing regulatory framework for European standards. However, the change of the architecture of public administration, through the introduction of modern HR management technologies in public bodies, dictates the need to amend a number of key regulations that will ensure the further development of human resources management in the civil service.

scholarly journals How Information and Communications Technology Affects the Performance of Human Resources Management in the Higher Education?

2019 ◽  
Vol 3 (1) ◽  
pp. 36-49
Author(s):  
Dilber Yousifi ◽  
Nabaz T. Khayyat
Keyword(s):  
Higher Education ◽  
Human Resources ◽  
Positive Impact ◽  
Higher Education Institutions ◽  
Human Resources Management ◽  
Resource Planning ◽  
Information And Communications Technology ◽  
Communications Technology ◽  
Resources Management ◽  
The Impact

In today’s business, effective human resources management (HRM) plays an important role in organizations to cope with competition. Human capital plays a significant role in achieving competitive advantage. Hence, it is recommended for organizations to adapt HRM practices to reach the optimal level of employees’ performance. On the other hand, the information and communications technology (ICT) has become the backbone of numerous modern organizations in processing their business operations and activities. HRM has also been affected by the tremendous increase of ICT usage within the organization. The World Wide Web has transformed the human resources practices, for example, human resource planning, recruitment, selection, performance management, work flow, training, and compensation. This paper investigates the impact of ICT on HRM performance in the higher education sector in the Kurdistan Region of Iraq (KRI). In doing so, an empirical study based on survey questionnaire is conducted to gain a clear overview of where the higher education institutions stand in KRI in terms of the usage of ICT in the HRM field. The overall finding is that ICT may havea positive impact on the performance level of HRM staff in the higher education institutions in KRI. Furthermore, the level of ICT usage in KRI is not in a level where the individuals of HRM are well aware of ICT developments and E-HRM as well as the usage of computerized HRM.

scholarly journals Model Approach to Development Human Resources in Higher Education

2019 ◽  
Vol 1 ◽  
pp. 112-123
Author(s):  
Muh. Hizbul Muflihin
Keyword(s):  
Higher Education ◽  
Performance Evaluation ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Human Resources Management ◽  
Resource Development ◽  
Resources Management ◽  
Humanistic Approach

Human Resource management is necessary for higher education institutions, because it is seen to enhance the achievement of the objectives of institutional effectiveness. To reach this objective, the study of human resources management by an educational institution to be very important, because it will be able to show how educational institutions should acquire, develop, use, evaluate, and maintain employee quantitatively and qualitatively. Development of human resources is sensed as to the personal empowerment of employees. Empowerment is done with the intention that potential, abilities and basic skills possessed by employees can be enhanced or may be used as an effort to shore up the smooth implementation of activities. In the concept of human resource development are two sides of profits, personal first employees to be more professional, well-trained and able to act decisively and quickly. On the organizational side of human resource development brings the advantage of implementation of the well, as supported by HR that has been professionally trained, and can reduce costs for training and further education. From a number of management functions are initiated by management experts, the main component of management are considered capable of facing future challenges universities as academic institutions include "planning, resource management, and assessment of results" These three major components will proceed in determining the shape of each cycle which one another at every stage of management. With the assessment of the results, will be able to describe the performance of college management. Performance evaluation then became the basis for planning the next stage of management, therefore, the planning process is dynamic (dynamic planning) and not static. Planning compiled based on performance evaluation to be a reference in designing the resource management within a few years. Overall management process should be conducted in a professional, effective and efficient in order to create good governance colleges. In the PP. No. 66 of 2010 stated that the management of the education unit is based on the following principles: Nonprofit, Accountability, Guarantor of quality, transparency and equitable access. While the model of development of human resources management approach is: a model of clerical, legal, financial, managerial and humanistic models. Human Resouce Development practices, employee performance results will look better and increase if the principles of human resource management universities applied in practice management and delivery of higher education. As the cornerstone of the general implementation of human resource development of quality higher education is to use humanistic approach. Because the use of humanistic approach, will be able to balance the provision of education between clerical and financial concepts.

scholarly journals HUMAN RESOURCES MANAGEMENT OF HEI THROUGH THE FORMATION OF EFFECTIVE HR POLICY

2020 ◽  
Vol 5 (158) ◽  
pp. 58-63
Author(s):  
N. Mushchynska ◽  
N. Matvieieva
Keyword(s):  
Higher Education ◽  
Human Resources ◽  
Teacher Development ◽  
Human Resources Management ◽  
Future Research ◽  
Resources Management ◽  
Wide Range ◽  
Constructive Work ◽  
High Level ◽  
The Impact

There is a dearth of research in literature examining how people are managed in higher education institu-tions in Ukraine. This paper explores how universities manage their traditional personnel management system. The problems of formation of HR policy of the institution of higher education (HEI) in the context of its main direc-tions are investigated. In the conditions of critical lack of financial resources, the organizational bases to in-crease the efficiency of application of HRM system in HEI are considered. Our findings reveal some steps to help HEI in their long way to establish a modern HRM system. The basic perspective research directions which will allow implementing modern concepts of HRM in the academic environ-ment are proposed. Among them are rejection of the paradigm student - graduate student - teacher within one HEI and assessment of scientific and pedagogical staff through 3 blocks: effectiveness; competence; potential for teacher development. The need and implications for future research are identified. The most perspective is the role of the positive OCB (Organisational Citizenship Behaviour) as a wide range of individual actions that go beyond assigned tasks because it is associated with constructive work that employees do of their own choice and benefits the company. As an effective motivational tool could be used the perception of the impact of different types of re-search and learning support by different categories of participants in the educational and scientific environment. It is also recommended to pay special attention to the creation of a high level of employee loyalty. The insights from this study would be of value to the management of universities. Keywords: human resources policy (HR policy), human resources management (HRM), institution of higher education (HEI).

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