Results of E-Survey

Qualitative Research into Human Resource Management and Practice University of Western Australia

Results of E-Survey

April 2003Submitted by:Nexus Strategic SolutionsPO Box 1000Subiaco WA 6904Telephone: 9331 1181Facsimile: 9331 1948Webpage: www.nexussolutions.com.au

Nexus Strategic SolutionsQualitative Research into HRM

Results of e-surveyUniversity of WA

IntroductionThe e-survey was used as a means of triangulating the results of the qualitative data. There were 316 responses to the questionnaire. However many staff did not complete all sections, leading to a significant amount of missing data for the quantitative analysis.

The Sample ProfileThere was approximately 23 per cent missing data for the demographic section of the survey. Forty-five per cent of the sample was female and 32 per cent were male. Nine per cent had worked at UWA for less than 12 months, 12 per cent between 1-2 years, 18 per cent between 3-5 years, 15 per cent between 6-10 years and 24 per cent for longer than 10 years. The majority of respondents (44 per cent) were permanent full-time employees. Nineteen per cent were on full-time fixed term contracts. Fifty per cent of respondents were general staff, mainly in policy development (26 per cent) or administrative positions (17 per cent). Twenty-five per cent were academic staff.

The resultsThe survey widened the scope for staff to participate in the qualitative evaluation of Strategic Human Resource Management at UWA as there was opportunity for respondents to provide comments in the questionnaire. The responses in the e-survey are more polarised and negative than those obtained through the face-to-face interviews and focus groups. The anonymity of the e-survey appears to have been taken by some respondents as an the opportunity to air HR related grievances. The e-survey results therefore be interpreted with this in mind. The comments nevertheless could be useful prompts for the review and improvement of HR services

The results for the e-survey are recorded under the relevant findings from the qualitative phase of the research.

The available quantitative results of the e-survey are presented in bold italics.

Comments from the survey have been inserted in italics for each of the relevant recommendations from the report. The comments were provided in response to an invitation for people to reflect on the quality of HR services received and ways in which these could be improved. We suggest the comments reflect the immediate concerns of a small number of staff, and while these should be taken into consideration, they should be interpreted in the

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context of the overall findings of the review.

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Recommendations from the qualitative research

Links between business outcomes of organisation and HRM are clearly articulated.

The Strategic Plan sets out UWA’s business outcomes clearly and the planning process is structured to ensure that human resource planning links to strategic planning and to the management plans of other areas.

The Operational Priorities Plan articulates the link between broad strategic and detailed operational plans.

The importance of effective human resource management in terms of recruiting and retaining high quality staff is recognised.

The University Executive Group takes a keen interest in the area of people management.

While not a member of the executive team, the Director Human Resources works closely with the Deputy Vice-Chancellor on people management matters.

The Director of Human Resources played a key role in managing the recent restructure.

HR contributes to the development of business strategies through its involvement in the development of the Operational Priorities Plan and through the development of the strategic HR Plan.

Results from e-survey

Forty-two per cent of the e-survey sample said that they were aware of the university’s formal strategic plan and 28 per cent of the respondents knew of the university’s Human Resource Management Plan.

Perceptions of University Strategy and Effectiveness

The following table summarises the perceptions of how important elements of the university’s strategy were and then compares these responses with how effective these strategies were judged to be. Quality of the service provided, customer service

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and the university’s image received the highest ratings, followed by operating efficiency, developing a more flexible and skilled workforce and internal communication.

ImportanceEffectiveness

Difference(Effectiveness minus importance)

Quality of the service provided 6.25 4.68 -1.57

Customer service 5.88 4.27 -1.61

University image 6.06 5.07 -0.99

New services 4.90 4.10 -.80

Operating efficiency 5.61 3.71 -1.90Rigorous control of costs for all the university’s operations

4.92 3.69 -1.23

Raising the skill level of workforce

5.32 3.77 -1.55

Developing a committed workforce

5.54 3.32 -2.22

Reducing employee numbers 2.80 4.00 1.20Developing a more flexible workforce

4.56 3.64 -0.92

Community involvement in university activities

4.70 4.15 -.055

Internal communication 5.40 3.45 -1.95Scale: 1=Not important to corporate strategy; 7= Central to corporate strategy

All the differences between the importance and effectiveness ratings were statistically significant. The greater the negative discrepancy, the greater the gap between the perceived importance and effectiveness of the strategy element. The greatest gaps were perceived in the areas of internal communication, operating efficiency, customer service and raising the skill level of the workforce.

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Strategies exist to support the links with business outcomes Strategies to support the links with business objectives are built into the Human

Resource Management Plan.

The EBA process is a key program through which HR makes a contribution. The contribution of HR programs to business outcomes can be demonstrated.

HR is well represented through formal and informal decision-making structures.

Results from e-surveyEffectiveness of HR Branch

% Yes responses

The university’s HR Branch makes a contribution to the achievement of organisational objectives

42 %

The services provided by the HR Branch are of a high quality

36 %

The university’s HR Branch provides the right type of services for the individual staff member

42 %

The university’s HR Branch provides the right type of services for the university

46 %

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Strategic people management recognised and used as a tool to achieve business outcomes

Further development of the participation of HR in decision-making across the University is required.

“In my experience the uni has high ideals that I agree with but it is not consistent in their application. The uni's application of hr strategies, procedures, perf mgmt & ethical behaviour is largely dependent on individual managers/circumstances, with wide ranges of behaviour & application tolerated, depending upon the section of the uni. It is very frustrating and demoralising to work in an organisation in which poor performance is not addressed or is "rewarded" by redundancy payouts. The uni loses good staff because it does not consistently address perf mgmt issues in a timely & fair way.”

“I've answered no, not because HR doesn't support the University's strategy effectively, but because the University's overarching strategy is not one best suited to drive competitive advantage through human capital. If you doubt this, then look at our mission, vision and values statements. There is not a single reference to how the university intends to value and treat employee commitment, well-being and performance. By comparison, if you look at the strategic plans of most leading and successful organizations (take a look at BHP/Billiton's Charter, for example), you will find these aspects are treated as core values. This in turn, affects our HR policies and practices, which are largely oriented towards controlling employees as opposed to obtaining their commitment. Of course, it is possible to be cynical about the importance and impact of mission statements, etc, but they do provide the lens through which

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the appropriateness of management practices and organisational outcomes may be reviewed. In my view, the role of HR in strategy formulation and planning should be dramatically enhanced, given the human-capital intensive nature of our business.”

Line managers make little use of strategic human resource management

HR staff would like to have more contact with schools and faculties on a proactive consultancy basis.

The skills and expertise of HR managers could be used more extensively across the University.

A better understanding of the contribution of a strategic approach to human resource management needs to be developed.

Overall people management issues were addressed in the recent restructure, although there were some gaps in the implementation process.


Strategic role of HR recognised and understood by all staff of the organisation

There is a good understanding of the strategic role of HR from key staff members.

General staff consider that the University needs to address the issue of poor performers.

A more strategic approach is required for the employment of contract research and technical staff.

Employees demonstrate a shared understanding of the University’s values and culture

The University’s values are clearly articulated…but not necessarily shared across

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the University.

“What is meant by THE UNIVERSITY ? Staff, students, the mission, education, all of the above. Above all they should provide "coherence" so that all of the above is not separate but part of one thing, THE UNIVERSITY”

I have been happy and valued here for the majority of the time I have spent working here. Since the introduction of the restructure I feel threatened and watched. I have never had to have my work 'quality assured' until now. It is quite demoralising. I feel discriminated against.

UWA reminds me of Saddam; its policies, its fine words seem somehow not to match the realities of its workplace where dishonesty, unethical behaviour and fear of reprisals are all too common. The class divide between academics and other staff is alive and well at UWA, and resembles the same situation at the ANU (Canberra) back in the 1960s. This divide drags on attempts to improve performance in many areas. Solutions to these deficiencies are available but require strong committed reform leadership by a NEW team in the Vice-Chancellery who are prepared to work closely as a team for at least 7 years. We can all dream about that wonderful day.....

The development of a shared understanding of the University’s values should be given a high priority. Without this, the University’s capacity to achieve its objectives will be curtailed.

“An unbiased method of dealing with problems within departments/faculties. The above is a double-barrelled question, it probably does provide the right kind of service that the university wants which may not be the correct service for either the university or the employees.”

“I think that there are some very good people in HR providing very good service, however, there is a big gulf between the University's policies which are all very good and what actually happens in practice and implementation of policies. This is in relation to staff behaviour and performance. There have been few real options for dealing with issues and little support to heads of

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schools at the central level.”

School Manager appears unable to accept reports of unethical behaviour and pursues complainants. Staff are now unwilling to report these matters.

A common understanding of the University’s values needs to be promoted among academics.

“The HR group should advise the senior management of the university how to manage. At present they are impotent. The university is very poorly managed and years behind the times when it comes to taking its staff seriously with respect to consultation. Newsletters and visits from the DVC or whoever is not consultation and involvement. The academic staff are sick to the back teeth about the way we are treated - greater demands fewer resources. There seems to be little recognition that we cannot be all things to all people. What’s more the so called family friendly policies seem only to apply to admin staff. This university owes me about 10 months of rec leave I have been unable to take - Christ knows when I'll be able to take long service leave - my department keeps on telling me its impossible for me to go - as I have responsibilities .... it’s all one way as far as I can tell. Somebody needs to tell senior management to wake up and the pithy surveys that are done are not only biased in the samples that respond but the analyses and interpretation of the data is to say the least simplistic and pitiful – no one takes it seriously - as its all spin doctored to hell.”

The nature of academic freedom needs to be defined in terms of the University’s values.

Integrity is the core of professionalism. To compromise personal integrity is to cut off the life force. Once this is sacrificed life is meaningless.

Whilst University active through development and publication of ethical polices etc, small scale bad behaviour by individual staff appears to be ignored unless which often place individuals in a difficult position. Appears ethics may at times not be actively encouraged in relation to daily behaviour if complaints not laid placing pressure on individuals to take responsibility for raising a

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formal compliant rather than senior management preventing and supporting in the first instance. Whilst I strongly believe University takes major ethical breaches seriously, smaller issues such as distribution of misinformation etc is not.

Results from e-survey EthicsThe perception by staff of the value placed by the university on ethical matters is shown in the table below:

Trust 3.25

Honesty and openness 3.02

Natural justice 3.09

Respect for the individual 3.07

Initiative and innovation 3.16

Scale: 1=not at all;2=to a small extent; 3=to a moderate extent; 4=to a great extent

The percentage of the sample that were:

Aware of university’s ethical policy guidelines

42 %

Perceived that the university encourages ethical behaviour by all employees

42 %

Knew the course of action to report unethical behaviour

34 %

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Felt that they could report unethical behaviour without fear of reprisal

26 %


Fairness, respect and trust are a feature of working relationships Most staff view the University as a “good place to work” with the work of HR

contributing largely to this…but the lack of resources can be frustrating.

Staff understand that ethical behaviour is promoted, but do not see obvious attempts to make sure this happens.

Confidentiality in relation to staff matters is seen as a problem by Heads of School.

“Improved confidentiality” The status of research/technical staff needs review.

There is a feeling from HR staff that their work is valued and ideas listened to.

School Managers are doubtful about the extent to which their work is valued…as are lower level general staff who are uncertain about the way the school manager role will evolve.

Strategies are required to ensure that research staff fell valued.

The University Executive Group recognises the importance of managers demonstrating that they value the work of their employees.

Results from e-surveyTrust

The level of trust in management was rated at 3.70.

Scale: 1=strongly disagree;2=disagree; 3=disagree a small amount; 4=neither agree nor disagree; 5=agree a small amount; 6=agree;7=strongly agree.

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Openness in communication is predominant in the organisation The philosophy of openness in communication is strongly supported, but strategies

are needed to promote and support this.

School Managers will have a key role in improving the communication between central management and staff of faculties and schools.

The University encourages open communication.

Problems with two-way communication appear to be with individual managers.

“Awareness amongst staff. Networking amongst departments / faculties”

“More concrete advice on actions for staff management. Support for section Heads”

The HR website has recently been upgraded to make it more user friendly.

“A much better, more user-friendly Website for HR. Better telephone communication arrangements to contact relevant HR personnel.”

“The HR web-site is a bureaucratic nightmare and it's impossible to find anything!”

Heads of School noted that they had good working relationships with HR.

HR needs a better system for taking and referring calls.

“They are too remote to be approachable on a personal level. There is really no encouragement to actually feel one can approach them either.”

“There was a time when HR staff were accessible and approachable. Due to their relocation to their present offices staff are more difficult to contact and visit. The telephone system is no longer friendly and most people I know have given up using HR. I also preferred receiving my salary advice in hard copy. I do not access the web any more to check on my salary. There is a general perception that HR is not friendly or accessible amongst those with whom I work. Whenever I or those I know ring HR we are told to "find it on the web",

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often without even being given a web address. They may as well all go home and we will just use the web from now on. I prefer not to deal with HR direct any more. I also think the name Human Resources is disgraceful as if people are objects to be processed. A friendly name with the word Staff in it would be preferable.”

“More effective communication - eg. I found out last week (by accident) that contract workers could apply for public sector secondments. For the last four years I have been lead to believe this was only for permanent staff. I'm not impressed that I have missed a lot of opportunities due to this misunderstanding. It would be nice if they could pay me the correct amount too - I often have different net pays even though I haven't worked any different hours.”


Human Resource services meet organisation and stakeholder requirements

The University Executive is satisfied with the service provided by HR…as are the Heads of School and general staff.

“I think the current service provided is very responsive and of a good standard, however I would like a more flexible consultative service that advises on individual school/centre requirements.”“Less money should be spent on HR and more on our core business - teaching and students. The Uni keeps increasing administration at the expense of teaching quality and time available for research”.

Access to human resource officers is sometimes difficult.

“It seems to me that HR is totally isolated/removed from the rest of the university. Its employees do not know what is happening around them. They are not kept informed. Perhaps they do not wish to be informed.”“It would be good to get a person on the phone rather than a voice mail- it would be good if somebody could answer a query without having to be put through to several other members of HR staff, before getting an answer, if you

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actually do get one.”

Some staff had experienced conflicting advice or lack of suitable support from HR.

“To create an atmosphere where employees feel comfortable in approaching HR with departmental related problems confident that issues raised will be assessed in an unbiased manner. There were no NO boxes for the four above questions - in which case I would have marked NO for each question.” “They should create systems to make more efficient administrative protocols with the sole intent of reducing the resource and cost burden the university has with the growing middle management / administration staffing.”“Greater promotion of job sharing. More support in relation to writing position descriptors.”“More of an open door policy. More guidance in queries regarding improved working conditions, pay and the benefits available to staff. Options to staff in untenable situations - the University always wins at the expense of the individual (they are expendable). Management bands together - so it's not worth complaining. You are trapped...so put up or shut up!”

“A more fair and equitable response to employee difficulties with managers; managers aren't always right and employees always wrong”

“More help, less byzantine procedures.”

“I am not aware of what services they provide. Where is the "don't know" alternative?”

“Better informed help with CVs and follow-on jobs in all fields, particularly science, not just the general admin and arts areas that they are helpful in now.”

“More accountability to academics, Less management of academics, Should serve academics whereas academics feel that they serve HR, Too much influence in academic matters, Mostly, therefore, what is required is a re-orientation of HR policies.”

“More helpful and better informed in areas such as helping people improve

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resumes and aiding job searches, for people in non-admin roles (eg research)”

“They merely pass the work to the end user - shut them down and save the cash.”

“They should be more active in dealing with the kinds of bullying, personality dispute and pettiness which marks a lot of academic life and which - if not properly treated - leads to poor morale and long-term resentment. HR strikes me as ineffective in this particular area.”

“I would actually like them to assist me when I have specific queries - not just fob me off.”

“HR appears to be the most obstructive and unhelpful department of the whole university. I have generally found them to be inflexible with our research needs. I would like there to be a better interim system for payment of income to new employees to remove the 4-8 week lag in payments at the beginning of employment of personnel. It is embarrassing to have to explain to new employees that they may very well not be paid for such a long period after they have started work. Providing a cheque is not good enough as it takes too long to be issued and then takes days to be cleared. There should be some system, organised by HR, whereby direct debit payments can be made on the authorisation of the employees supervisor. There should also be some formal information sent to new employees about their employee number and access to the payslip section of the website. Information would also be useful on the process used to apply for leave, sick leave etc.”

“HR should be more customer focused - with staff as customers as well as the University as a whole. More attention should be given to providing information about and for individuals - pay, employment contracts etc, as well as the bigger-picture details.”

“Warm and fuzzy, non-practical advice which lacks awareness of actual problems and workplace conditions. Need to decide that they are ipso facto union or helping to achieve a productive, efficient workforce.”

“'Yes' or 'No' is too arbitrary - there needed to be more shades of grey. Overall,

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HR's services are good but not necessarily high quality. HR staff endeavour to provide a good service and almost always do. HR's web page(s) leave much to be desired, especially with regard to navigation. Concept reporting at the faculty/school/section level is not good because the system is focused primarily on individual staff members, and much less on groups of staff.”

“I think a little more response to listening. There are issues which could easily be addressed and sorted out but perhaps the voices of lower levels also need to be heard.”

“I am quite unaware of most of HR's activities.”

“To perform what they should do now properly, efficiently, without losing forms constantly. To provide more admin. support to departments. To answer phones during the day (Individual staff, however, are very nice.)”

“To be able to service the University the staff of HR need to be there and be able to answer queries as waiting several days for an answer can hold up appointments, cessations etc.”

“HR needs to take more ownership of the decisions that they make - particularly when it involves staff members entitlements or for example access by staff to basic information such as pay and leave is not straightforward since the decision was made (by HR) to make this info available on the web only.”

“The ability to resolve staffing issues is very time consuming and those so inclined can string things along without a resolution. The ready use of money to get rid of difficult staff is bad for morale and sends a wrong kind of message.”

“Some HR areas perform very well - others are abysmal. Efficient recruitment system would be appreciated. Classification system does not correlate to the University's stated goals. There is a lack of confidentiality in critical areas such as equity and diversity.”

“In general our HR team are excellent.”

Human Resources staff have the capacity to reflect on and improve their services.

There are comprehensive procedures in place for the evaluation of human

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resource services provided through the Human Resources Department and the faculties and schools.

HR policies and procedures are comprehensive, well developed and subject to regular review.

“Would like a manual on their procedures for departments so that new staff taking on a new job have an idea of what forms are for what and what the procedures are”

“As a new employee of the university I feel I was and am left to work everything out for myself. There was no induction process. I had to arrange my own desk and basic office supplies and was extraordinarily uncomfortable in a physical sense for the 1st 6 months after which I received assistance from OCC health and safety for which I am very grateful. This must qualify everything I say from here on as I'm not sure what HR does besides payroll and salary packaging.”

JOB ATTITUDESThe e-survey contained questions about job attitudes such as job satisfaction, organisational commitment and intention to leave the university. The results are summarised below:

Job satisfaction

Results from e-surveyExtrinsic satisfaction (pay, the way the organisation is managed, hours of work, job security)

3.58

Intrinsic satisfaction (relationships with peers and supervisors, decision making ability on the job,

4.54

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recognition, opportunities to use abilities at work)

Scale: 1=extremely dissatisfied; 2= extremely dissatisfied; 3=very dissatisfied; 4=unsure; 5=moderately satisfied; 6=very satisfied; 7=extremely satisfied.

Commitment to the university

The level of commitment to the university was rated at 4.15.

Scale: 1=strongly disagree;2=disagree; 3=disagree a small amount; 4=neither agree nor disagree; 5=agree a small amount; 6=agree;7=strongly agree.

Intention to leave the university

The intention to leave the university in the next 123 months was rated at 3.00.

Scale: 1=not likely; 2=somewhat likely; 3=quite likely; 4=very likely; 5=extremely likely.

RELATIONSHIPS BETWEEN PERCEPTIONS OF HR EFFECTIVENESS ANDJOB ATTITUDES (REGRESSION ANALYSIS RESULTS)

There is a negative relationship of intentions to leave with opportunities for learning and development and perceptions of the fairness of the performance management system. Greater opportunities for learning and development and more positive perceptions of the fairness of the performance management system result in lower levels of intentions to leave.

Organisational commitment is positively related to opportunities for learning and development and career management.

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Extrinsic job satisfaction is predicted by opportunities for learning and development, perceptions that the selection and performance management systems are fair and how well the performance management system is understood.

Intrinsic job satisfaction is predicted by opportunities for learning and development and perceptions of fairness of the performance management system.


People are matched to jobs appropriately The University Executive has a strong commitment to the development of all staff.

“Academic staff are generally not recognised (valued) within this university. Staff receive mixed messages about what is important. The reality is that research is all that counts for promotion and yet we hear more about teaching quality. HR should make it clear to all staff, and particularly new staff, the things that are really valued by UWA.”“HR has the role of overseeing that the most competent personnel are selected for employment across the University. But it seems that the section itself has not selected the most competent staff possible. This would ensure that all other services work better - ie personnel selection, payroll, systems administration etc.”

All staff have access to information about employment processes.

“More active and explicit/formalised promotion of opportunities for secondments (mostly they seem to happen by word of mouth). More transparent practices around opportunities for secondments/acting positions for career development - especially regarding negotiation of levels of pay for suitable acting opportunities for exposure to relevant skills/experience for career development... these things happen, but they seem to happen informally and by dint of good will rather than being official policy. Any lack of good will means they don't tend to be easy to come by. A central register for all

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vacancies/acting opportunities at all levels.”

“General and administrative staff should be able to be promoted to next Level without having a complete job description rewrite and go before a Kangaroo court. All that academic staff have to do is say what an excellent job they have been doing and they get a promotion. Even academics say the HR system is discriminatory and unfair.”

“More openness about available opportunities for staff within the University. A more proactive approach to placing suitably qualified people in vacant positions and not just shuffling people from one Department to another.”

“The University failed to commit its policy on promotion written in 1970. The suspects of administrative criminals and social terrorists failed to kill my research and suppress my development. Dirty administrative gang were confirmed on 27 November 2002 by one of the speakers.”

Employment processes are based on sound policies and are generally efficient because of this. Inefficiencies occur from time to time, often due to lack of recourse, but HR acts to address these.

“An issue that is not directly related to HR, but where HR's policies could influence the outcome is that the voice of staff below the level of each supervisor is not always heard, because the culture is to restrict communication to the staff/supervisor level (e.g.GSDRs). If there are problems at that level, they may never be heard higher up the chain of command if they are not reflected in GSDRs - but in any case GSDRs are not designed to elicit that information.”

“Greater awareness of issues like salary packaging and job sharing required.”

Results from e-surveyRecruitment practices were rated as follows:

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Recruitment practices are effective

3.61

Selection practices are fair 3.78

Scale: 1=strongly disagree;2=disagree; 3=disagree a small amount; 4=neither agree nor disagree; 5=agree a small amount; 6=agree;7=strongly agree

Training and career development opportunities support the development of organisation business

Difficulties with the existing performance management system have been identified.

Active career management, training and development of staff should be a priority and funds allocated accordingly. the University pushes "life long learning" but is very poor in the management of careers and career opportunities for its own staff. It really pays lip service to flexible work arrangements in many departments. There is no effective performance management system where I work. I have had one real performance discussion in 6 years notwithstanding that I have undertaken several long term secondments within the department. I can only assume my line manager is failing to deliver on his KPI's!”

“Implement meaningful performance assessment procedures and career development strategies. Balance the need to serve the needs of the employer against the need to support the needs of the employee.”

“Greater assistance with difficult people management issues e.g. unsatisfactory performance, disputes between employees.”

“Clearer guidelines and procedures for dealing more assertively and decisively with bullying/poor conduct... having things drag on through endless "soft" or non-confrontational and conciliatory processes is soul (and career) destroying - by the time you are desperate enough to resort to formal procedures, you've exhausted all these options and any generosity of spirit which may have made

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them work.”

“In my experience, they have been useless at dealing with cases of administrative bullying and marginalisation.”

“More help to line managers to resolve difficult people management issues e.g. unsatisfactory performance, disputes between employees.”

A new performance management system is being developed. This system will focus clearly on the University’s values and objectives.

A comprehensive and integrated program for the training and development of staff is provided through Organisational and Staff Development Services.

“Staff development is especially successful. Much attention needed to restore confidence of staff in the HR system and staff. They have become very precious and remote in their new location.”

“No complaints, but perhaps HR could play a more proactive role in training - currently it's left up to the individual to ask for training. That's not entirely a bad thing, but it might be more productive if the university kept better tabs on what skills are available to it and what's lacking, and planned training based on that information.”

Career advancement will be included in the new performance management system.

The University demonstrates a commitment to supporting career development opportunities for staff.

Performance ManagementStaff rated the performance management system as follows:

Results from e-surveyUnderstand the performance management system

4.06

The performance 4.58

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management system is fair

Scale: 1=not at all; 2=just a little; 3= a moderate amount; 4=quite a lot; 5=a great deal.

Opportunities for learning and development

Staff rated their opportunities for learning and development at 3.40.


Career Management

Staff rated the effectiveness of career management arrangements as 2.86.


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Concluding comments

The major contribution of the e-survey data is in identifying specific areas towards which strategies can be directed as a result of this research. The results of the e-survey reinforce the findings of the qualitative data that there is room for improvement in human resource management practices and policies being used as a strategic tool to link people management practices with the university’s business strategy. The comments highlight the gaps between the rhetoric and reality of SHRM in practice. The greatest gaps were perceived in the areas of internal communication, operating efficiency, customer service and raising the skill level of the workforce. The comments and responses to the perceptions of ethical conduct and ambivalent perceptions of trust in management reinforce the need to put more effort into developing shared understanding of the university’s values and policies.

While the qualitative analysis reveal that HR services are adequate, the comments obtained from the e-survey identify areas where HR services could be improved mainly relating to their visibility, accessibility and dissemination of information. This is reflected in the result that about 40% of the sample rated HR services as making an effective contribution to the university and staff

In terms of specific HR systems, which are in the “developed” category as a result of the qualitative data, the e-survey has identified areas where they can be fine-tuned. There is a reasonably good level of understanding of the performance management system and positive perceptions about its fairness. An important finding from the quantitative data is that opportunities for learning and development and career management could be improve, particularly as they are important influences on job satisfaction and organisational commitment. The fairness and effectiveness of recruitment and selection processes is another area that could be paid attention as reflected in the comments and quantitative

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results from the survey.

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Business

Results of E-Survey