Can HRM Help Indian Universities ?
New Delhi | Thursday, Nov 5 2009 IST
 

Using Human Resource Management techniques to improve the working of universities in India was suggested at a conference which ended in New Delhi last evening.

For decades, hundreds of universities across India, many publicly funded, have relied on administrative officials to decide manpower issues: who to hire, how qualified, so on.

Saddled with issues of discipline -- corruption, favouritism, plagiarism, bureacratic or political interference -- Indian campuses must now prepare to compete with foreign universities.

The two-day conference put together by the University Grants Commission and the Association of Commonwealth Universities offered HRM techniques as a possible option.

Trying to reform India's education sector, Indian authorities plan to add many more universities, including several intended to be world class campuses.

The idea in holding the conference was to think in terms of HRM practices that contribute to administrative efficiency -- a prerequisite for academic excellence.

Taking part were selected vice chancellors of Central Universities and Deemed and accredited Universities and ACU experts Dorothy Garland, Peter Deer and Brian Mallory.

Experts explained the relevance of HR practices for Indian Universities, especially in the context of changing Higher Education scenario worldwide.

UGC Secretary R K Chauhan indicated the conference was intended to help decide about using HRM techniques and having HR Departments in Indian Universities.

He said the exercise would bring greater coherence in planning, policy making and practice, equipping managers to deal with issues of expansion as well as achievement of institutional goals.

He urged participants to take into account world scenario and consider adopting HR techniques in Indian universities.

Ms Garland said ACU was committed to sharing and disseminating HRM practices with member universities and the conference would identify what is good for Indian Universities in terms of HRM.

Recalling visits to Indian universities, Deer said they need to develop formal HRM mechanism to be able to make most of government funding to develop teaching and research.

Speaking from experience with British campuses, including Cambridge University, Deer said a meticulous HR planning could change the shape of Indian universities and enable them to compete with the best.

Mallory said a major challenge faced by most universities worldwide was how to maximise productivity.

Acknowledging diversity of work culture, conditions, regulatory mechanisms, he said it was imperative to develop a distinct HR package for a university or a group of universities.

Former Delhi University Management Studies Faculty Dean S Neelamegham advocated HR planning, saying that even conventionally-run institutions offered a mid-way scope for structural changes that fit into ground realities.

Asked if HRM offered a hope in a society with apparent disdain for norms, Prof Neelamegham said, ''I am sure HRM will contribute to productvity, perhaps a better culture. As a concept it is good, but a lot depends on how it is implemented.'' Prof Sudhansu Bhushan of National University of Planning, Education and Administration stressed overhauling the HRM system in higher education to maximise India's demographic advantage -- having relatively more citizens in productive age group.

UGC Vice Chairman Ved Prakash said India's higher education system faced crises of identity, resources and governance which only a strong HR mechanism could help tackle. Stressing ethics, he said institutions should grow with people and vice versa.

He said, ''We want to bring about qualitative improvements in our higher education. We are very much committed to improving the internal efficiency of our institutions.'' How this is done, he said, was ''a matter of details.'' But the initiative, he told the vice chancellors, ''has to come from your side.''

-- (UNI) -- 05DI10.xml

 

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