This research investigated the perceived level of success of current human resource practices employed by human resources departments in institutions of higher education in the northeast, utilizing CUPA-HR's 15 Essential Functions as guiding principles. This study employed the following tools to gather information: (1) The Human Resources Practices In Higher Education Questionnaire gathered information on the level of success of current human resource practices in institutions of higher education. The questionnaire was sent to N = 218 vice presidents and directors of human resources. The gathered sample consisted of N = 67 respondents, or a 30% return rate. (2) Interviews (N = 5) with vice presidents (n = 3) and directors (n = 2) of human resources were conducted after data from the questionnaire had been collected/analyzed (Sequential).
Frequencies were run to analyze the data for Research Question 1 and Research Question 2. A ranking order of the level of success for current human resources practices was determined. Employee Benefits Management was considered the most successful practice, with a success rate as high as 93.3%. Employee Training was considered to be the least successful, with a negative success rate as high as 66.7%.
T-tests were used to compare means between vice president and director level management. The results indicated that there were significant differences in responses in three areas: (1) The level of success of the Organizational/Strategic Development at an institution, as directed by the human resources department (Director: M = 2.00, SD = .725, Vice President: M = 2.90, SD = .994, t = -2.83, p = .009, ES = 1.05 - Large). (2) The level of success of Employee Development at an institution, as directed by the human resources department (Director: M = 2.00, SD = .594, Vice President: M = 2.60, SD = .834, t = -2.20, p = .037, ES = .84 - Large). (3) The level of success of Communication Training at an institution, as directed by the human resources department (Director: M = 2.11, SD = .676, Vice President: M = 2.90, SD = .568, t = -3.12, p = .004, ES = 1.27 - Large).
Based on the findings, three recommendations may be made: (1) Emulate and institute corporate human resources models into the framework of the human resources departments in academia. (2) Promote a human resources department that focuses on a successful development and learning environment for its staff and faculty. (3) Incorporate a hierarchal flow in which a vice president of human resources reports directly to the president of the institution.
|Commitee:||Gable, Robert, McGuirl-Hadley, Joy|
|School:||Johnson & Wales University|
|School Location:||United States -- Rhode Island|
|Source:||DAI-A 69/08, Dissertation Abstracts International|
|Subjects:||School administration, Higher education|
|Keywords:||Best practices, Executives, Higher education, Human resource executives, Human resource professionals, Human resources|
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