Talent management in private universities: the case of a private university in the United Kingdom

Abstract

Purpose

In an uncertain and competitive higher educational landscape, expedient management of professional capital could increase knowledge capital by ensuring the recruitment and retention of experienced and highly qualified academic staff. In this paper, a case study of a private university aims to evaluate the talent management of academic staff.

Design/methodology/approach

Primary datum amongst academic staff was collected using an online survey questionnaire and semi-structured interviews. Thematic analysis of interviews and descriptive analysis of three forms of survey were triangulated for richer data.

Findings

Most of the academic staff in this private university were intrinsically motivated and there was a low expectation to be active in research and publication. However, bibliometrics was a priority amongst senior academics interviewed. The lack of talent management in bibliometric profiles expressed by senior academics hamper academic progression and could contribute to high turnover intentions as push factors. Overall, there were no explicit talent management strategies by management identified.

Research limitations/implications

This is a small-scale research project.

Practical implications

Management should explore various options for structuring career paths within the organisational structure to secure career commitment of the employees. Within private universities, this could take the form of secondments to industry as part of work-based learning projects which could then also result in research and publication.

Social implications

Private universities widen the access to higher education and as such are an important research focus for improvements in quality and the retention of staff.

Originality/value

Research of staff talent management in a UK private university.

Citation

Gerhardt, T. and Karsan, S. (2022), "Talent management in private universities: the case of a private university in the United Kingdom", International Journal of Educational Management, Vol. 36 No. 4, pp. 552-575. https://doi.org/10.1108/IJEM-05-2020-0222