A descriptive study of human resource operations in higher education: Are they value-added?

by Weinacker, Emily L., Ph.D., CAPELLA UNIVERSITY, 2008, 153 pages; 3304137


Little research exists that examines whether human resource operations in higher education are adopting strategic, value-added approaches to service delivery. The purpose of this descriptive survey study was to examine the perceptions of 1,422 college and university presidents about whether human resource operations in their institutions were adopting value-added service delivery approaches. Specifically, an assessment tool from the HR Value Proposition Model (Ulrich & Brockbank, 2005) was adapted to the higher education environment and then administered using e-mail and web technologies. Results indicated that most higher education CEOs believed their human resource operations are transitioning towards adoption of this paradigm of service delivery. Sixty CEOs (20.5%) reported their human resource operations had adopted value-added strategies to a high or very high extent and 225 CEOs (76.8%) indicated their human resource operations were in transition. Well over half of the CEOs reported their institutions had adopted each of the five elements comprising the Value Proposition Model. In addition, all 14 of the value-added criteria comprising the Value Proposition Model were perceived to be evident by the CEOs. No differences in level of value added adoption were found relative to institution size, institution type, or institution control. The strategic partner role and strategic capability competency received the lowest mean rating of all questions measuring the 14 criteria.

AdviserRena M. Palloff
Source TypeDissertation
SubjectsManagement; Educational administration; Higher education
Publication Number3304137

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