|Title:||A Comparative Study Of Human Resource Management In Private And Government Colleges|
|???metadata.dc.contributor.*???:||Melaku Yimam (Ato)|
|Keywords:||Higher education institutions|
|Publisher:||Addis Ababa University|
|Abstract:||Higher education institutions are lahor intensil'e organizatiom whose work potential to a large extent depends an the quality 0/ its staff. especially the academic staff Hence, it is important to have proper human resource management strategies and practices in higher education institutions in order to provide quality education and to have motivated staff to perform duties effectively and efficiently. In light o.f this, this research is aimed at comparing human resource management strategies and practices in private and government colleges of Ethiopia and, consequently. to suggest viable solutions to the problems evidenced in the area of human resource management, Accordingly, the research is focused on describing academic and support stafrs job satis/tlCtion, academic stafrs promotion opportunities, promotion criteria, pel/ormance appraisal, vice academic deans and department heads managerial roles and administrative leadership styles . The instruments to colleer data were questionnaires and interviews. The data were analyzed using percentages, weighted , mean scores, standard deviations, analysis o. f variance (A NOVA) and Chi-square(x). In both private and government colleges, it was found that the cumulative level or instmctors ' sati~faction with their colleges' il1lrinsic rewards/intrinsic job elements was not adequate enough to motivate them to pel/arm to their fullest potential, In addition, instructors in both private and government colleges have dissatisfaction with SOllie of extrinsic job elemel1ls to the extent ol inevitably having adverse effects on their stimulation to perform eflectively and efficiently. To this connection, inslmctors in government colleges were, however, /ollnd to have more dissatisfaction with their extrinsic incel1lives (work context) than instmclOrs in pril'ate colleges do. On the other hand. support personnel in both private and gOl'ernmel1l colleges had. generally, adeqllate satisfaction lrith their ll'Ork COlllen!S and work contexts as compared to academic stajf In addition in both primte and govel'l1ment colleges, it/ollnd that there was lack or objectivity on the part of instmctors ' performance appraisers. Furthermore, there lI 'ere significantly large deviations between the relatil'e share o.f instructors' promotion criteria in practice and what instructors heliel'e it should be. The administrative leadership style or vice academic deans and department heads. howe]'er. was /o!/I1d to be democratic leader ship style Fom the stand point of administrators lise of allthority to get obedience, and the separated (1011' stmcturing -- lOll' initiation), which is Ilear to tlte pendulum type a/management, Fom the viel1' poil1l of two dimensional theory olleadership style. As strategies to improve instructors ' job satisfact ion and io alleviate the ir job dissatisfaction, it is necessary to improve the work coments and work contexts of higlter education institutions. Therefo re, job enrichmel1l program that provide ince17tives based on merit and improved working conditions of academic staff (as for example, fair workload. fair salw)" fair income increment to promotion in academic, and improved access to facililies, etc) are necessar)l. /n addit ion, allempts should be made to balance tlte relative share 0/ instructor; , promotion criteria and to improve the objectivity of instructors' performcmce appraisal.|
|Appears in Collections:||Thesis - Educational Planning & Management|
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