Recruitment and retention of academic staff in selected Malaysian private universities

Nair, Pradeep Kumar (2014) Recruitment and retention of academic staff in selected Malaysian private universities. Doctoral thesis, Asia e University.

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Abstract

Pressed by rapid growth and an increasing cost-burden, many governments have allowed for education to be offered by private enterprises. In Malaysia, between 2000 and 2012, 70 private universities were set up to cater to approximately 401,000 new entrants into tertiary education each year, creating the need for about 12,500 qualified academic staff. The competition for academic staff has resulted in high turnover and low quality of hires. Private universities depend on their academic staffs’ skills, knowledge, and abilities to maintain their competitiveness and quality. and long-term sustainability. The thesis aims to examine the structure of academic employment in private universities, assess the challenges faced in recruitment and retention of academic staff and establish important factors that help attract and retain them. A model for effective recruitment and retention was developed, supported by a set of strategies to assist the leadership of private universities to attract and retain academic talents and compete effectively. Using a multi-mix method through 27 personal interviews with senior leadership of six private universities, twelve challenges in recruitment and retention were identified. A survey of academic staff (n=455) of these universities also revealed the eleven most important factors that attract academics to join or stay in a private university. The study revealed that recruiting and retaining quality academic staff, particularly at doctoral level and in the fields of science and technology, and other specialized areas is a major challenge for private universities Private universities are also relatively new and teaching focused, with a young academic workforce that are largely interested in pecuniary benefits, opportunities for professional development and career progression and a good work-life balance. As these universities are still transitioning from a former college into a university, they are trying hard to balance between research and teaching, growing enrolment, quality, and financial sustainability. This study should help leadership of the universities reshape their policies and strategies to win the war for academic talent.

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