Purpose-Most studies on higher education focus on students as customers, and evaluate student levels of satisfaction/dissatisfaction with their programs, while generally neglecting teacher work satisfaction. Thus, this study evaluates how employee dissatisfaction with various investment items determines the improvement priority. Design/methodology/approach-This study used the academic literature to establish a satisfaction model for higher education employees. The model is divided into six dimensions: organisation vision, respect, result feedback and motivation, management system, pay and benefits, and work environment. Using a questionnaire based on the model, 248 teachers were surveyed to investigate and analyze their importance-satisfaction level. The importance-satisfaction model (I-S model) was then applied to place each quality attribute into the IS model, and thus determine the improvement strategy. Findings-The analytical results showed that higher education employees focus on high salaries and fair promotion systems. Investigations of the job satisfaction of college teachers in Europe and America have produced similar results. Originality/value-The employee satisfaction model for the higher education sector not only considers satisfaction levels but also degrees of importance in deciding the improvement strategy.

PurposeThe Taiwanese higher education sector is presently facing a significant challenge with regard to supply and demand. The purpose of this paper is to examine how, in this scenario, the balanced scorecard (BSC) can be used for performance evaluation as a strategic management tool.Design/methodology/approachThis study is based on a case study that should carry appropriate mission and vision. With the existing resources and targets, five major strategic themes are constructed, including an adequate financial structure, an accord with customer expectations, an excellent learning environment, organisational learning and management, and high quality staff.FindingsTo achieve strategic themes it is necessary to propose specific and effective strategic targets. To evaluate progress and performance towards these strategic themes and targets, quantified performance measure indicators (PMIs) must be established in a specific and simple manner that allows all staff members to understand the orientation of the BSC in fulfilling their daily tasks.Originality/valueBSC conducting in higher education sector can be successful, and other management systems appliances are similar, must be supported by senior supervisors and cautious choice PMIs to assess the achievement of targets.

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