ANU staffs move to UC
Introduction
With the advent of the era of knowledge economy, knowledge has replaced physical capital as the most important factor of production. As the bearers and owners of knowledge, the knowledge workers are increasingly becoming critical and core business development resources. Therefore, their motivation has become a problem in many knowledge-based enterprises focus. Enterprises should be based on the actual situation, integrating the use of vary incentives, with encouraging approaches and proposes together. They should change their thinking modes to really establish an incentive system that adapts to business characteristics, current time characteristics, and the employees’ needs. That will make business in an invincible position in the fierce market competition.
These systems are also appropriate for universities. According to Canberra Times (2014), staffs from the Australian National University are switching to the University of Canberra to find better-paying jobs, because of the budget cuts in the Australian National University. This essay will briefly analysis the current and future issues and challenges of the human resource management for both Australian National University and the University of Canberra, with three aspects that are HR development, career management, and the managing turnover. Besides, there will be some other examples added to address the issue.
HR Development
For Australian National University (ANU), there are several important issues that need to be addressed immediately. One of it is the various vacated teaching as well as research positions. In order for the university to keep up with its reputation as one of the top higher education provider in the world, it needs to ensure its teaching and research staff are, at the very least, on par with other leading universities. To fill these positions, the university can either recruit new lecturers retrain current academics in ANU. As there is a possibility of ending several courses,
With the advent of the era of knowledge economy, knowledge has replaced physical capital as the most important factor of production. As the bearers and owners of knowledge, the knowledge workers are increasingly becoming critical and core business development resources. Therefore, their motivation has become a problem in many knowledge-based enterprises focus. Enterprises should be based on the actual situation, integrating the use of vary incentives, with encouraging approaches and proposes together. They should change their thinking modes to really establish an incentive system that adapts to business characteristics, current time characteristics, and the employees’ needs. That will make business in an invincible position in the fierce market competition.
These systems are also appropriate for universities. According to Canberra Times (2014), staffs from the Australian National University are switching to the University of Canberra to find better-paying jobs, because of the budget cuts in the Australian National University. This essay will briefly analysis the current and future issues and challenges of the human resource management for both Australian National University and the University of Canberra, with three aspects that are HR development, career management, and the managing turnover. Besides, there will be some other examples added to address the issue.
HR Development
For Australian National University (ANU), there are several important issues that need to be addressed immediately. One of it is the various vacated teaching as well as research positions. In order for the university to keep up with its reputation as one of the top higher education provider in the world, it needs to ensure its teaching and research staff are, at the very least, on par with other leading universities. To fill these positions, the university can either recruit new lecturers retrain current academics in ANU. As there is a possibility of ending several courses,
References: JobsDB Hiring Index 2013, ‘Most effective measures for staff retention’, viewed 12, April, 2014, from: March, JG & Simon, HA 1993, Organizations, 2ndedn, Wiley- Blackwell Harvey, P. Martinko, M.J, 2009, ‘Attribution theory and motivation’, in Organizational Behavior theory and design in health care, Borkowski, N edn, pp. 143-158 University of Canberra, viewed 13th April 2014, from http://arm-web1.ou.ad3.ucdavis.edu/Cascade/strategicreview/docs/mission_vision_values.pdf Maddox, R.N, 1981, ‘Two-factor Theory and Consumer Satisfaction: Replication and Extension’, Journal of Consumer Research,Vol