Stanley Petzall

The role of human resource management (HRM) in Australian-Malaysian joint ventures

Examines human resource management (HRM) for successful Australian‐Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished – initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing. Other HR issues discussed are changing roles and relationships between JV partners in the different phases of development, and factors for JV success in the context of Australian‐Malaysian JVs.

Vice Chancellors for the 21st Century? A Study of Contemporary Recruitment and Selection Practices in Australian Universities

This article is based on recent Ph.D research. The practices for appointing Vice Chancellors (VC’s) in Australian Universities were examined, together with the changing role of the VC and new demographic patterns in VC backgrounds. A number of other issues were also examined, including the training and preparation of VC’s, mentoring and the changing skill base required to be effective in the role. In addition, the paradox was investigated of appointing academics from the ranks of individuals with non‐business backgrounds, to run large enterprises which are being compelled to adopt an increasingly business‐oriented focus.

The MBA Experience: Participants' Entry Level Conceptions of Management.

INTRODUCTION Most tertiary educational institutions describe the nature of MBA participants in terms of common demographic and educational statistics such as age, sex, GMAT scores, undergraduate degree, type of employer, marital status and so on. In terms of the typical objectives of an MBA programme (to enhance and develop the general management capabilities of students) such variables are useful in constructing a basic categorisation of students but reveal little about their intrinsic qualities. In essence, demographic and educational statistics are used as surrogate measures for the characteristics and aptitudes which students bring to their MBA studies and which will directly influence their subsequent managerial performance.

Selection criteria, skill sets and competencies: What is their role in the appointment of vice‐chancellors in Australian universities?

Purpose – The research presented here attempts to identify and analyse the reported selection criteria used in the appointment of Australian vice‐chancellors (VCs) and to contrast this with the selection criteria actually used.Design/methodology/approach – Contemporary research into the nature, role and purpose of section criteria in appointment processes has chiefly been conducted in the private sector and across various hierarchical levels. The research is based on a PhD entitled “The recruitment and selection of vice‐chancellors for Australian universities”. The research for the thesis had ethics approval and involved interviews with former and incumbent chancellors, VCs, consultants, representatives of the Australian Vice‐Chancellors Committee and selection panel members. Central to this research was the selection criteria and the skill bases selection criteria attempted to measure. A questionnaire was also sent to those listed above.Findings – The findings show that a matching of organisational antec...

Cases in management

This text is distinguished by its choice of case studies with Australian settings. The book is presented in two parts: the first part discusses case study methodology, addressing both teacher and student; the second part offers a selection of cases covering major areas in management.

How Important Is the Role of the Chancellor in the Appointment of Australian Vice-Chancellors and University Governance?.

Purpose – This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice‐chancellors.Design/methodology/approach – Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice‐chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process.Findings – The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice‐chancellor was crucial...

What do we know about the chancellors of Australian universities

This research attempts to explore the key social characteristics and demographics of Australian chancellors to determine who they are and where they come from. The chancellor of an Australian university wields an enormous amount of power, from overseeing the appointment of the Vice‐Chancellor (VC) to fulfilling various statutory requirements. Chancellors instil corporate values and they are pivotal to effective university governance and ‘owner’ representation. Yet, few have academic backgrounds. Chancellors are more than figureheads and ceremonial leaders and, as such, can have a significant impact on their individual universities and even on the higher education sector, overall. The research presented here demonstrates that it is possible to construct a reasonably accurate profile of the typical chancellor, based on factors such as occupation, age, academic field, gender and the undergraduate university that was attended. This research also mirrors similar research, undertaken by the authors, regarding Australian VCs.

The expatriation experience of the Chinese spouse in New Zealand

This study examines the adjustment process and the adaptability of the Chinese migrant spouses’ in Auckland, New Zealand. A total of 97 spouses participated in a survey from a random sample of 200. The results suggest that both anticipatory and in‐country experiences are relevant to adjustment. The results of the study, specifically suggest that the adjustment process experienced by the Chinese spouses in the New Zealand environment is based on a number of factors such as (1) the amount of information and knowledge of New Zealand they have prior to arrival in New Zealand, (2) the backgrounds of the spouses, (3) their experiences prior to and on arrival in New Zealand, and (4) their ability to cope in the new environment.

The social characteristics and demographics of Australian Vice‐Chancellors, 1960‐2000

Purpose – The purpose of this paper is to identify the key demographics and social characteristics of Vice‐Chancellors of Australian universities so that an accurate profile of Vice‐Chancellors can be established. At present, there is no contemporary profile of incumbents despite the high level of responsibility associated with these roles.Design/methodology/approach – A qualitative approach was used in the research that required the collation and analysis of public domain material regarding vice‐chancellors. Multiple sources were used in order to ensure depth, breadth and accuracy of data collected. A questionnaire that was used as part of the PhD research allowed new data to be accessed and existing data verified. Finally, interviews with various incumbents allowed pertinent information to be discussed where applicable.Findings – The research outlines the changes in the roles of Vice‐Chancellors that have occurred since 1960. The changes in the role reflect changes in government policy and social trends...