Talent Management in Higher Education: Developing Emerging Leaders Within the Administration at Private Colleges and Universities

This research focused on identifying a series of successful practices relating to administrative talent management within the higher education setting. The field study included a thorough examination of seven small to mid-size private colleges and universities that have incorporated employee development strategies. These strategies were aimed at growing future leaders from within the organization in order to achieve continuity and support institutional priorities. Specifically, several focus areas were investigated including presidential vision, leadership commitment, talent management’s place among institutional priorities, program characteristics, and program evaluation. Among the commonalities that were gathered included support at the senior officer level who serve as advocates, mentors, and program facilitators, a strong connection between talent management and the institutions’ strategic plans, and a holistic approach to developing talent at all levels of the organizations. In addition, both coaching and opportunities for growth in the work environment were evident within several of the institutions. Also, academic leadership development was considered to be a part of the talent management strategy within three of the colleges and universities. The key differentiators included the incorporation of organizational and leadership competencies to provide focus toward the performance development process at two institutions, the implementation of a succession planning model at another institution, and the location of human resource generalists in departments across two of the institutions to identify learning opportunities for both individuals and work teams. Based on both the findings from the field study and the literature review, a comprehensive procedural model is introduced that serves to support human resource departments and higher education professionals, in general, who are looking to either begin or broaden their own talent management approach. However, despite the progress that has been made across several institutions noted throughout the research study, much more must be learned in terms of how the time and resources invested in talent management translates to institutional success. Advisor: James O‘Hanlon

Availability and Use of Audiovisual and Electronic Resources by Distance Learning Students in Nigerian Universities: a Case Study of National Open University of Nigeria (NOUN), Ibadan Study Centre

This study investigated the availability and use of audiovisual and electronic resources by distance learning students at the National Open University of Nigeria (NOUN). A questionnaire was administered tothe distance learning students selected across the various departments of the NOUN. The findings revealed that even though NOUN made provision for audiovisual and electronic resources for students' use, a majority of the audiovisual and electronic resources are available through personal provision by the students.The study also revealed regular use of audiovisual and electronic resources by the distance learning students. Constraints on use include poor power supply, poor infrastructure, lack of adequate skill, and high cost of access.

Comparative Anylysis of Recyling Programs: A Case Study of Three Universities

Abstract The goal of this study was to conduct a comparative analysis of three university recycling programs. This study looked at several aspects of the programs that included the diversion rates, per capita ratios of materials recycled and disposed, and the average net costs of waste disposal and waste diversion. The universities included in this study were the University of Nebraska-Lincoln, the University of Colorado at Boulder, and the University of Oregon. To gather the information necessary for this analysis, I contacted each of the university’s recycling coordinators. To determine the average net costs of waste disposal and waste diversion I requested both the recycling budget and solid waste budget from each university for the fiscal years of interest which included: 2006-2007, 2007-2008, and 2008-2009. To calculate the diversion rates and per capita ratios, I requested performance records from each university listing the tonnage of materials recycled and disposed for the same years. This study’s findings reported that the average net costs for waste diversion in all three universities were $22-$122 less per ton than costs for waste collection and disposal. This study also indicated that the universities with the highest diversion and recycling rates were the University of Colorado at Boulder and the University of Oregon. The university with the lowest waste generated per capita was the University of Oregon followed by the University of Nebraska-Lincoln.