Universities Under Pressure: the Impact of International University Rankings

Abstract

This paper synthesizes the characteristics of university rankings that cause pressure or ‘harassment’ on universities and analyses possible strategies for action that can be carried out in the real context of the three main university rankings (QS, THE, ARWU), suggesting the consequences for the so-called world-class universities and others (which represent 95% of the total). Although there is controversy over the criteria of the university ranking systems, many universities are establishing strategies aimed at adapting to these criteria and indicators and improving their positions. This study concludes that international university rankings should not be a relevant source of information to consider the quality of universities because this can have a negative impact on the development of medium- and long-term policies in higher education and the universities themselves. Universities should concentrate on their mission and must provide valid and reliable information to all stakeholders about the level of achievement of their goals.

A qualitative exploration of motivations and challenges for universities seeking to join the university rankings race

“…Elsevier's university rankings report found that rankings were vital in helping funding bodies make university investment decisions. Picker (2007), Vidal andFerreira (2020), andTuesta et al (2019) found that quality ranking information encouraged higher spending in state-funded colleges. The higher the ranking, the more government investment in each A qualitative exploration of motivations and challenges for universities seeking to join the university rankings race student.…”

“…Previous research has explained the reasons behind universities' desire for ranking (Daniela et al, 2012;Hazelkorn, 2014;Tuesta et al, 2019;Vidal & Ferreira, 2020). For example, Hazelkorn (2014) claimed that universities believe global rankings have tangible benefits, with international research students using A qualitative exploration of motivations and challenges for universities seeking to join the university rankings race short-listed institutions to make their university choices.…”

“…For example, Hazelkorn (2014) claimed that universities believe global rankings have tangible benefits, with international research students using A qualitative exploration of motivations and challenges for universities seeking to join the university rankings race short-listed institutions to make their university choices. Rankings help universities attract the best and most talented students as well as investment and funds for their mission and scientific research (Vidal & Ferreira, 2020;Tuesta et al, 2019). This is further reiterated by Yudkevich and Altbach (2015) who explain that some of the benefits that universities can gain from the global rankings are high international visibility, funds from private funding agencies, philanthropists, industry and government, and more opportunities for their graduates to secure good employment, and interest from top tier prospective students and instructors.…”

“…Similarly, Gruber (2014) found that rankings attracted high-impact researchers, such as Nobel Prize nominees and recipients, and increased international student admissions. From a survey of U.S. and U.K. employees, Thakur (2007) and Vidal and Ferreira (2020) found that rankings affected employer choice. In other words, the universities the employees attended influenced subsequent hiring practices.…”

Human Resource Strategy Evaluation And Performance in Higher Education: An Empirical Study on Selected Universities in Kenyan

“…According to Loukkola, Peterbauer, and May (2020), the validity of demand in higher education institutions and their stakeholders 'for an evidence-based, data-driven analysis of higher education and its performance' is undisputed. Among measures of performance in universities include university rankings (Vidal & Ferreira, 2020), academic service quality (Sharma & Al Sinaw, 2021), student outcomes (Gonzalez, de la Rubia, Hincz, Comas-Lopez, Subirats, Fort, 2020), financial issues (Montanaro, 2013), and the role of individual human resource disciplines and employee performance. Rarely has the performance of the human resource management strategy been inquired into.…”