While most scientific Human Resources (HR) theories are developed in academic environments, academic institutions tend to be slow in picking up such insights in their own HR practices. Antwerp University tries to find a balance between the scientific rigour of evidence-based HR-policies on the one hand and pragmatic choices that gain sufficient bottom-up support on the other, in an environment of increasing pressures and global competition. This chapter is a case study of change management in-progress focusing on the constantly shifting dynamic for a number of crucial HR processes: selection and recruitment, leadership development and career development in an evidence-based environment.
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Front Matter
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PART I: CHANGING CONTEXT FOR MANAGING ACADEMICS
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PART II: THE ROLE OF ACADEMICS AND OTHER HIGHER EDUCATION PROFESSIONALS
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PART III: GENDERED ACADEMIC CAREERS
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PART IV: THE PERFORMANCE OF ACADEMIC STAFF
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PART V: HUMAN RESOURCE MANAGEMENT OF ACADEMICS
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PART VI: MOBILITY AND INTERNATIONALIZATION OF ACADEMICS
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PART VII: AGE AND GENERATIONAL GAPS IN ACADEMIC CAREERS
