Forming, Recruiting and Managing the Academic Profession: A Varied Scene

Early career researchers: Scholarly behaviour and the prospect of change

“…However, the supply of jobs has long outstripped demand: there are more and more researchers who are in some respects (economically and in status terms) ECRs because they are not established (Brechelmacher, Park, Ates, & Campbell, ; Cyranoski et al , ). They work in very competitive, selective, and precarious environments (Belluz, Plumer, & Resnick, ). With part‐time and/or contract‐based, non‐tenure track having become widely adopted in many countries' higher education systems (Teichler & Cummings, ), they are often on short‐term money, and their employment is characterized by moves between institutions (Bennion & Locke, ). This has always been the case in Europe (not so much in the UK), but it is more and more the case elsewhere too.…”

“…• They work in very competitive, selective, and precarious environments (Belluz, Plumer, & Resnick, 2016). With part-time and/or contract-based, non-tenure track having become widely adopted in many countries' higher education systems (Teichler & Cummings, 2015), they are often on short-term money, and their employment is characterized by moves between institutions (Bennion & Locke, 2010). This has always been the case in Europe (not so much in the UK), but it is more and more the case elsewhere too.…”

Talent management in higher education: is turnover relevant?

“…The ability to adapt the concept of talent is very relevant to HR professionals in HE, as they increasingly have to behave like their private business sector counterparts, who believe companies can gain competitive advantage through 'talents', because people are unique and cannot be replicated by others. This is directly relevant to the employment of academics, who are not only deemed knowledge-type employees who are, frequently, internationally mobile (Maree, 2017), with particular esoteric knowledge and an individual, human focus; which can be difficult to replace, particularly in science, technology, engineering and mathematics (Cardy and Lengnick-Hall, 2011;Teichler and Cummings, 2015). Therefore, in HE, as a location for knowledge workers, a 'smart' version of talent might be used to retain staff (Whelan and Carcary, 2011).…”

Ha elvész a bizalom

“…A hazai oktatáskutatók még adósok a felsőoktatók vizsgálatával, s Magyarország a Teichler vezette összehasonlító kutatásokban sem vett részt, így nincs adatunk arra vonatkozólag, hogy mennyire érzik a fent említetteket feladatuknak az oktatók, illetve milyen szervezeti tényezők hátráltatják ebben őket. Az azonban nem kétséges, hogy az oktatói szerepkör maga is válságba került a szétdiff erenciálódó intézményi rendszerekben (Pusztai 2011;Teichler-Cummings 2015). A jövő generáció szakmai fejlődéséhez, a képzési erőforrások értelmes felhasználásához azonban bizalmi helyzet megteremtése és fenntartása szükséges, aminek élettere a személytelenné és átláthatatlanná vált szervezetekben lehetetlenné vált.…”