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series four research projects (2010-2011)
Series Four Research: 2010-2011
The following Leadership Foundation projects have been commissioned in 2010-2011
Performance Management approaches in UK HEIs - Monica Franco-Santos, Mike Bourne and Dina Gray, Centre for Business Performance, Cranfield School of Management (research project)
This study aims to provide high-quality insights to inform practice and policy-making in the area of performance management in UK HEIs. To achieve this aim, the study is designed to addresses the following research questions:
- What is the meaning of ‘performance’ and ‘performance management’ in the context of UK HEIS?
- How are UK HEIs managing the performance of their staff (leaders, managers, academics and administrative support)?
- To what extent are the different performance management approaches used by UK HEIs influencing their key institutional performance measures?
- What are the key enablers and inhibitors of successful performance management practices?
- What are the main organisational theories supporting the use of performance management practices?
For further details please see the full project specification
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Staffing models and institutional flexibility - Celia Whitchurch, Institute of Education and George Gordon, University of Strathclyde (research project)
This study will seek to explore:
- The flexibility of current staffing models.
- How more flexible working practices are currently being developed, including the use of job descriptions, rewards and incentives, career and professional development frameworks.
- Challenges arising from changing work practices, and how these are being addressed.
- Factors affecting the ability of institutional leaders and managers to create more flexible models, for instance the degree to which they are able to adapt governance and management processes.
- Factors affecting the responsiveness of rank-and-file staff to such changes, including career background and aspirations.
- Perceptions of the contemporary psychological contract in higher education and how this might be changing.
- Leadership and management styles that are likely to facilitate greater flexibility, institutionally and locally.
Arising from the findings of the study it is proposed to develop scenarios of good practice in, for instance, contractual arrangements, organisational relationships, and reward and incentive mechanisms for attracting and retaining talented staff.
For further details please see the full project specification
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Collaborations in Wales - Alison Parken, Independent Consultant (update report)
This short report will examine the current picture and the recent story of HEI collaborations in Wales including:
- The current higher education context in Wales; any significant developments or changes which have taken place and which have influenced collaborative activity.
- The drivers for HEIs to collaborate (political, economic etc).
- A comprehensive list of the major collaborative activity which HEIs are currently involved in across Wales, taking into account the range of types of institution, partners and collaboration models.
- Challenges which have been faced both within specific collaborations and across Wales (or regions) as a whole – and any lessons which others can learn from.
- Benefits for institutions, partners and the country/regions of this collaborative activity.
The final report is available to download from the publications section of our website.
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A Guide to Offshore Staffing Strategies for UK Universities, John Fielden, CHEMS Consulting and Erica Gillard (Joint research project)
The project looks at the challenges arising in delivering high quality programmes in transnational education (TNE) which match those offered at home. It draws on the experiences of nine universities, both in the UK and overseas, all of which have extensive experience delivering TNE.
A critical success factor in TNE is ensuring staff employed offshore are committed to the venture and motivated to delivery of programmes. How do universities recruit and retain the best staff and how do they meet their professional and personal needs? And what are the benefits and pitfalls of employing local, international or home campus staff? The report provides useful checklists for institutional policy-makers, human resource managers and for academic staff heading overseas.
The final report is available to download from the publications section of our website.
This project was undertaken in partnership with the UK HE International and Europe Unit. It follows on from the Leadership And Management Of International Partnerships project previously commissioned by the Leadership Foundation.
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Internationalising the Curriculum: Design, Delivery and Innovation, Nicola Sayers, HULT International Business School (Case study report)
‘Internationalisation’ and ‘global education’ are current buzzwords in universities globally. The higher education landscape is awash with internationalisation initiatives – study abroad programs are growing, universities are setting up international campuses, international partnerships are on the rise, and the quest to attract foreign students continues. Alongside these systemic initiatives there is also much discussion of internationalising the curriculum: the idea that what students are taught, and how, should be changing to meet the demands of an international era, and to prepare students for the challenges, complexities and opportunities of the emergent global age. However, both what this means in theory and what it looks like in reality are only just beginning to be researched. This paper aims to contribute to that emerging dialogue. In particular, the paper will focus on the leadership and managements of efforts to internationalise the curriculum, and aim to draw out some of the potential opportunities, challenges and lessons for leading such efforts. Two case studies will be presented.
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Stimulus Paper series - a series of short papers on issues of emerging interest to leaders, managers and governors
The following have been commissioned under our 'open tender series' 2010-11
- Navigating New Horizons in Higher Education: Design-Inspired Leadership for 21st Century Universities - Dr. Fahri Karakas and Professor Mark Fenton-O'Creevy, Open University Business School
- Collaborations and mergers in HE: Lessons Learned and Future Prospects - Glynne Stanfield, Eversheds LLP
- Business Leadership in the New World of Higher Education - What is Transferable from Professional Services? - Professor Ilfryn Price, Sheffield Business School and Dr Tom Kennie, Ranmore Consulting
- Putting private practice into the public gaze. What can we learn, avoid and adapt from privately funded higher education providers? - Professor Huw Morris, University of Salford and Julie Davies, The Association of Business Schools
- The future of UK higher education: the changing landscape (a scenarios study) - Professor Jeroen Huisman, Director ICHEM, University of Bath and Dr. Harry de Boer, Senior Researcher CHEPS, University of Twente (Netherlands)
- Leadership Values, Trust and Organisational Cultures in a Recession in UK Higher Education - Dr. Jill Jameson and Professor Ian McNay, University of Greenwich
- Engagement and the idea of the Civic University - Professor James Powell and Dr. Andrew Clarke, University of Salford
- Leading Policy and Practice. Innovation for Equality of Opportunity - Professor Martin Hall, University of Salford
- Leading and Managing Assessment and Feedback, Strategic Challenges - Professor Dai Hounsell and Dr. Sue Rigby, University of Edinburgh
- Developing the Whole Student: Leading Higher Education Initiatives that Integrate Mind and Heart - Dr. Kathleen M. Quinlan, Oxford Learning Institute, University of Oxford
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For further details about the projects please contact Helen Goreham, Research Manager
