Enhancing university employer attractiveness for the next generation of academics

Abell, Dan; Becker, Karen L.

doi:10.1080/1360080x.2020.1847241

Cited by 9 publications

(3 citation statements)

References 50 publications

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“…Studies show that the institutional context of talent leadership can influence the attraction and retention of academics at the professorial level at most universities (Mohammed, Baig & Gururajan, 2020;Abell & Becker, 2021). HDHEIs lack holistic talent leadership, as they seem to think high-value academics can only be retained by money to exclude other talent leadership practices (Kissoonduth, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Talent Leadership on Attracting and Retaining High Value Professors at Historically Disadvantaged Higher Education Institutions in South Africa

Mabasa,

Morukhu,

Maluka

2024

JBMR

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Research Aims: This study aimed to investigate the impact of talent leadership on attracting and retaining high-value professors at HDHEIs in South Africa. Design/methodology/approach: A qualitative approach was used, with 20 face-to-face interviews and document analysis with academic leaders from five HDHEIs. Thematic analysis used to analyse the collected data. Research Findings: The findings revealed five themes regarding the impact of talent leadership at HDHEIs: empowerment, motivation, engagement, commitment, and competence among professoriate staff at the university. Theoretical Contribution/Originality: This study demonstrates the significance of talent leadership in providing a sense of belonging, respect, personal growth, and development to the professoriate, all of which are necessary for attracting and retaining high-value professors. Recommendations stemming from the study encompass targeted leadership training programs, the establishment of mentorship initiatives, and the implementation of inclusive and supportive policies. These recommendations are intended to guide HDHEIs in South Africa toward fostering an environment that not only attracts but also retains high-value professors, ultimately contributing to the sustained growth and development of these South African institutions.

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Section: Literature Reviewmentioning

confidence: 99%

The Impact of Talent Leadership on Attracting and Retaining High Value Professors at Historically Disadvantaged Higher Education Institutions in South Africa

Mabasa,

Morukhu,

Maluka

2024

JBMR

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“…A key aspect for those interested in pursuing a career in academia is highlighted by Abell and Becker (2021), who discuss approaches to making universities more attractive to future academics, in essence becoming an employer of choice. They ask the question of what makes certain universities more attractive than others.…”

Section: Towards a Conceptualization Of Academic Careersmentioning

confidence: 99%

“…Beigi (2023) at the recent University Forum for Human Resource Development (UFHRD) conference, raised the question as to where the next batch of academics is coming from. Abell and Becker (2021) identify five key features: reputation of the institution (this may be research or teaching influenced, or contextual related aspects such as financial stability, managerial style, etc. ); career development opportunities; organizational culture and climate; the characteristics of the job role; and the physical environment, which may also influence an individuals' choice of employer and the career path they take.…”

Section: Towards a Conceptualization Of Academic Careersmentioning

confidence: 99%

From There to Here: Reflections on Alternative Journeys to a Career in Academia

Johnston,

Cock,

Walsh

et al. 2023

International Journal of Human Resource Development: Practice, Policy and Research

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This paper considers the career paths of four academics at different stages in their career, examining key aspects in the trajectory of their journey to where they are now. The paper considers a range of key issues, pitfalls and barriers, and challenges they have faced in order to provide an insight into the differing journeys that academics may take. The research uses a combined auto-ethnographic and reflective approach to gather and interpret the experiences of the four individuals, in essence developing a reflective account on their personal journeys. The four academics were specifically chosen based on their different career paths, providing important opportunities to develop more in-depth reflective accounts of their stories. While they have all taken different trajectories, findings suggest significant overlap exists around issues such as imposter syndrome, psychological contract and identity. These issues, it would appear, have an interrelated impact upon the individual and, as such, cannot be separated effectively. The paper contributes to understandings of how academic careers progress, and may provide invaluable guidance to new entrants, or those considering entry into the world of academia.

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A Study on Selection of Employers the Business Management Students at Bangalore City

Meenadevi,

Santhosh,

Raja Kamal

2023

Studies in Systems, Decision and Control

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Enhancing university employer attractiveness for the next generation of academics

Cited by 9 publications

References 50 publications

The Impact of Talent Leadership on Attracting and Retaining High Value Professors at Historically Disadvantaged Higher Education Institutions in South Africa

The Impact of Talent Leadership on Attracting and Retaining High Value Professors at Historically Disadvantaged Higher Education Institutions in South Africa

From There to Here: Reflections on Alternative Journeys to a Career in Academia

A Study on Selection of Employers the Business Management Students at Bangalore City

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