In an era marked by increasing globalization, international competition, digitalization, and social and cultural changes, higher education institutions (HEIs) play a pivotal role in establishing the knowledge-based economy of each country, which is perceived as its soft power. The need to explore and highlight the specificity of human resource management (HRM) practices in higher education institutions has become urgent and evident. This book provides new theoretical and practical insights into HRM in HEIs. A profound analysis of the global literature clearly exposes that human resource practices are often applied in academia as single solutions rather than as a systematic approach to planning, attracting, motivating, developing, and retaining scientists. The global trends in academia, such as the need for branding and positioning in higher education ranking systems, growing retention and brain circulation between academia and business, diversity in academia, and the digitalization of teaching, have resulted in challenges such as de-recruitment, academic burnout and ill-being, and technostress, which are also addressed in this book.

Higher Education Institutions (HEIs) face a pressing challenge in balancing organizational competitiveness with environmental responsibility. As organizations increasingly adopt Green Human Resource Management (GHRM) practices to enhance sustainability, HEIs must align their human resource strategies with ecological goals. However, the lack of comprehensive guidance and resources tailored to HEIs hinders their ability to integrate GHRM effectively. Green HRM Awareness and Training in Higher Education Institutions solves this challenge. This book offers a detailed roadmap for HEIs implementing GHRM practices and fostering pro-environmental behaviors among staff and students. By equipping HR professionals and organizational leaders with strategies to integrate sustainability into HR processes, this book enables HEIs to enhance their environmental performance while maintaining competitiveness.

Investment in higher education in OECD countries has increased substantially over the last 20 years, as a result of higher enrolment, increasing costs, government priorities related to skills, and research and innovation. Faced with economic and fiscal challenges, public authorities across the OECD need now more than ever to make thoughtful decisions about how to mobilise, allocate and manage financial and human resources in higher education.

Many higher education institutions are like small towns, meeting the needs of their members by providing not only specialist teaching and research activities but also residential accommodation, catering, telecommunications, counselling, sports facilities and so on. The management of these institutions is very complex, requiring both generalist and specialist knowledge and skills; and the move to formal strategic planning means that it is no longer acceptable for higher education managers to be aware only of their own relatively narrow areas of expertise. All new managers would benefit from an holistic perspective on managing a whole institution. As such individuals are promoted, such 'helicopter vision' becomes a precondition of their and their institution's success. Higher Education Management provides: * the first comprehensive account of non-academic higher education management. * contributions from distinguished practitioners of university management. * a key resource for all aspiring, trainee and practising managers in higher education.

This timely Research Handbook provides a broad analysis and discussion on how academics are managed. It addresses key issues, including the changing nature of academic work and academic labour markets, issues of power, leadership, ageing, human resource management practices, and mobility.

This book focuses on strategic staff development in higher education, a sector in which it has been largely viewed as an operational activity with little organizational relevance. The book demonstrates how staff development needs to be based on modern theories of 'organizational learning', aligning itself with institutional and departmental needs as well as the wants and needs of individual staff.

Quality management initiatives have benefited organizations in the corporate world for several years. With this success, these methodologies are now being implemented into other sectors, such as educational institutions. Ideological Function of Deming Theory in Higher Education: Emerging Research and Opportunities presents coverage on the benefits and challenges of applying quality improvement frameworks in university settings. Highlighting pertinent topics such as resources management, training practices, and strategic planning, this is an ideal publication for academics, researchers, school administrators, policy makers, and professionals interested in the latest perspectives on the management of higher education institutions.

This multidisciplinary handbook explores concrete case studies which illustrate how sustainability science and research can contribute to the realization of the goals of the 2030 Agenda for Sustainable Development. It contains contributions from sustainability researchers from across the world.

Explore modern practices in human resource management with this comprehensive guide. Covering topics from recruitment to employee development, this book provides the tools and knowledge needed for effective HR management in today's dynamic workplace.

This book advances educational understanding and practice in Organisation Studies and Human Resource Management (OSHRM). It develops new theoretical perspectives on learning in OSHRM and introduces and evaluates a range of educational approaches, methods and techniques to advance teaching and assessment and student learning in the field. Chapters are evidence-based and provide practical advice for enhancing the effectiveness of OSHRM programmes and courses in universities, colleges and human resource development settings globally. With contributions from leading educators in OSHRM, the book both advances understanding and provides practical guidance for the design of programmes, courses and classes. Importantly, it illustrates innovative classroom and virtual learning experiences that will secure student engagement; cultivate critical and creative thinking; and enhance students’ employability, leadership and enterprise capabilities. A distinctive contribution of the book lies in the inclusion of student viewpoints on the understandings and educational advances proposed by the authors. Significantly, the book demonstrates how recent changes affecting higher education, such as globalisation, mass participation and marketisation, and, most recently, the pandemic crisis, can be embraced as opportunities to advance both educational understanding and educational policy and practice in OSHRM. This book will be invaluable for university educators internationally in the fields of OSHRM and for HR developers working in management and leadership development, and the book has relevance to both groups whatever their career stage, from absolute beginners through to advanced practitioners.