2013/I. szám - Oktatói karrier - intézményi stratégia
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If we are to assess the worth of a university we might point at its historic or nicely designed new buildings, then at sophisticated research equipment, modern laboratories and the teaching infrastructure would also be an important item on an inventory list. The value of a higher education institution nevertheless is rarely assessed in this way. In many sorts of tenders, competitive financing, or even in university ranking they are looked at in various forms of human capital instead, that represent itself in research achievements and quality of teaching. A capable university management then transfers this intellectual performance to wealth of the institution, of its departments and of individual members of the staff.
How can we assess and manage this intellectual wealth? Research results are measured according to widely accepted standards, but how are we to evaluate teaching and organizational performance? Is there any chances and motivation for a strategically designed human resource management? Our current issue has these questions in focus. It is introduced by an interview with Gyula Bakacsi, a recognized researcher of organizational behavior. In our following roundtable discussion widely different institutional appraisal and carrier planning practices and problems met to provide a colorful picture altogether. Common topics of this discussion appeared to be the difficulties of assessing performance, the lack of means for effective remuneration, the search for the most effective distribution of power and decision-making among different levels of institutional management (eg. faculty – department).
Papers of our focus section investigate basic, often mentioned questions of higher education human resource policy in a more detailed way. Ulrich Teichler, a prominent researcher in higher education studies, revisits the old dilemma of research vs. teaching or rather sees for their integration in a European dimension, analyzing overall statistical data. Gergely Kováts looks at another dilemma between the managerial and scientific role fulfillment among deans of faculty based on interviews. Kata Krasz collects the main reinforcements and opposing forces to introducing an appraisal system, providing a useful set of guiding principles for such an enterprise at a university.
In our workshop section Hercz, Koltói, Pap-Szigeti shows the first results of an assessment system of student competences involving direct measurements of it. On our guest pages Pál Veres and József Golovics provide a thought provoking analysis of the role of a university rector as a "broker" mediating between their institution and the government as a maintainer of state universities.
Finding efficient ways to use human resources is a cardinal issue in higher education. But in this otherwise sophisticated system we profoundly lack background for that. The Reader will hopefully find ways to deal with this paradox in our current issue.
- 1. Előszó, tartalom
- 2. Foreword
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