1 / 29

Reinventing the university after 1989--managing a "double-loop" change process

Reinventing the university after 1989--managing a "double-loop" change process. Zolt á n Abádi-Nagy Vice Rector University of Debrecen HUNGARY. Acknowledgement. Dr. György Nádas, Director, Department of Human Politics, provided valuable assistance

gallagher-haren
Télécharger la présentation

Reinventing the university after 1989--managing a "double-loop" change process

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Reinventing the university after 1989--managing a "double-loop" change process Zoltán Abádi-Nagy Vice Rector University of Debrecen HUNGARY

  2. Acknowledgement • Dr. György Nádas, Director, Department of Human Politics, provided valuable assistance • Dr. Edit Varga, Consultant, Quality Assurance Program and Krisztina Molnár, Head of Center for International Relations and University Advancement, lent conceptual and technical help • Dr. Agócsné Vilma Ádám, Head, Rector’s Office, Academic Affairs and Mrs. Ferencné Kiss, Head, Payroll Office, provided the statistical data. Mr. Tibor Tóth put his doctoral statistics tables at my disposal.

  3. Introduction • Submitted case study • University perspective • Multiple change process • HRM: external/internal factors • Approach: mainly descriptive • Now: INSIDE the HRM program (some aspects) • Approach: analysis, evaluation and synthesis, with lessons and tasks

  4. Topics of Discussion • I. HRM implementation--tools, processes • II. HRM and social change--economy and legal environment • III. HRM and integration • IV. HRM and EU accession • V. The “double loop” aspect • VI. Lessons and tasks

  5. I.1. Goal-setting • Accreditation • Coordination • Internal regulations • Gifted education

  6. I.2. Performance evaluation • Academic staff (contract track, tenure track) • Academic development • Balancing teaching • Evaluation procedures • Others: e.g., UD Medical and Health Sciences Center • Student teacher evaluation

  7. Promotion and administrative appointment • University-level: compact system • Quality assurance and accreditation • The Social Council • On-sight Rector’s Council sessions

  8. I.3. Institutional performance • Funding system • Research funding, indicators • UD ranks first in Hungary in 2004

  9. HR for R + D

  10. Doctoral programs 1

  11. Doctoral programs 2

  12. I.4. Staff satisfaction • Indicator 1: staff numbers after integration • Indicator 2: staff fluctuation • Monitoring staff satisfaction

  13. Staff numbers of UD predecessor institutions before integration

  14. UD staff numbers after integration

  15. FLUCTUATION

  16. I.5. HRM--Implementation • Partial • Reasons: economy, legal environment, institutional integration, EU accession • Implementation overflow • Reasons: “double-loop” contradictions

  17. II. 1. HRM and social change--the economy • The post-1989 double trap: syphoning off vs recruitment • Staff cuts: needs of the economy, no task-orientednesscold-meet HRM • Recruiting Faculty from outside • HE and research institutes of the Academy • Further staff reduction--a budgetary pressure

  18. Tension between funding-driven student growth and HRM • Flying professors and affiliated departments • Compulsory retirement (62, 65, 70) (church institutions excepted)

  19. II.2. HRM and social change--legal environment • Some things are historically tainted • From “personnel” to human resource • Balancing gains and losses • The HE Act (even EUA Graz Declaration)

  20. III. HRM and institutional integration • Existential threat • Allegiance conflicts and the distrust factor • Complex-pressure • Regression price paid for progress • UD examples: habilitation, HE management training center

  21. Institutional management structure • Centralization and decentralization • Human resource redistribution (institutional, national)

  22. IV. HRM and EU accession • Massification of HE • Open up job applications • Bologna

  23. V. 1. The “double-loop” aspect--inherited “single-loop” reflexes • Can we change underlying culture? • Examples: democracy as demagoguery; autonomy as demagoguery; chancellor or commissary?

  24. Is it really “double-loop” or reprogrammed “single-loop”? • Example: Ph.D. and Dr. Univ. • Formerly repressed, currently drained majors

  25. V.2. The “double-loop” aspect--its space • The totality of (inter)national HE strategy • Clashing value systems • Danger: half-informed as “double-loop”

  26. Institutional space: university-level initiatives to initiate and accomplish change • cultural change concerning HRM • UD examples: politics dispelled from campus; rector’s mandate (tool for facilitating integration); HRM and internationalization

  27. VI. Lessons and tasks • Reform funding system • “Double-loop” approach to change-furor • Enforce existing internal regulations

  28. HRM strategy for the staff cuts vs accreditation dilemma • HRM strategy for the Bologna process • “Culture of risk”

More Related