The appointment of Vice-Chancellors in Australian universities : A study of contemporary recruitment and selection practices
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2004
- Type: Text , Conference paper
- Relation: Paper presented at the 2004 Irish Academy of Management Annual Conference, Ireland : 2nd - 3rd December, 2004
- Full Text:
- Reviewed:
- Description: This paper is based on recent PhD 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 was also examined, including the ‘training’ and preparation of VCs, 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.
- Description: E1
- Description: 2003000766
The recruitment and selection of Vice-Chancellors for Australian universities : An overview
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2003
- Type: Text , Conference paper
- Relation: Paper presented at the 17th Annual ANZAM Conference, Perth : 2nd December, 2004
- Full Text: false
- Reviewed:
- Description: E1
- Description: 2003000638
The need for an integrated theoretical framework for researching the influence of group diversity on performance
- Authors: Qin, John , O'Meara, Bernard , McEachern, Steven
- Date: 2009
- Type: Text , Journal article
- Relation: Management Research News Vol. 32, no. 8 (2009), p. 739-750
- Full Text:
- Reviewed:
- Description: Purpose - Investigating diversity presents researchers with a paradox because extremely inconsistent and conflicting findings about the effects of diversity have emerged in this field of study. It has been argued that the theoretical frameworks used have contributed to the paradox. Different and contradictory effects concerning the influence of group diversity can be predicted using these frameworks. The purpose of this paper is to examine the application of the main theoretical frameworks in the context of researching diversity. Design/methodology/approach - The focus of this paper is a critical examination of three theoretical frameworks in the field of diversity research - similarity-attraction theory, social categorization theory and the information/decision-making approach. These are commonly applied in researching diversity. The basic elements of each theory, its applications in diversity research and its strengths and limitations are considered. Findings - The discussion suggests that the paradox in diversity research emerges from a research tradition that views the three frameworks as being best applied separately because each framework predicts different and even contradictory outcomes. These differences are a consequence of distinctive theoretical operations. In addition, the strengths and limitations associated with each theoretical framework suggest that they might be integrated and subsequently applied in specific settings according to their respective strengths and limitations. Research limitations/implications - In order to produce more consistent results in research on diversity, it is suggested that future researchers should not rely solely on a single theoretical framework to predict the effects of diversity. In particular, different theoretical frameworks may work well with certain types of diversity as well as certain levels of analysis. Originality/value - The paper provides a framework for dissecting the diversity paradox and a foundation for designing fresh approaches that might produce findings that are more consistent. © Emerald Group Publishing Limited.
- Description: 2003007365
Selection criteria, skill sets and competencies : What is their role in the appointment of vice-chancellors in Australian universities?
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2009
- Type: Text , Journal article
- Relation: International Journal of Educational Management Vol. 23, no. 3 (2009), p. 252-265
- Full Text:
- Reviewed:
- Description: 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 antecedents with candidate attributes does occur. The research also highlights the key selection criteria used to appoint VCs. It also demonstrates how these key criteria are universally applied but in different orders depending upon the various foci of universities. Non-stated, but important, criteria and competencies are also discussed. Originality/value - No other research exists outlining the skill sets and competencies required by Australian VCs. It is hoped that this research will form the basis for further research and discovery into this field that we know so little about. © Emerald Group Publishing Limited.
Recruitment and selection of Vice-Chancellors for Australian universities
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Book
- Full Text: false
- Reviewed:
- Description: This book addresses the gap in our understanding of the processes in place to recruit and select vice-chancellors (VCs) for Australian Universities. With the growing corporatisation of universities, one would expect that they would be managed and led in ways similar to those in use in the private sector. We know quite a deal about the role and incumbents but not how VCs are appointed. In the process of this inquiry, the book identifies a paradox concerning the fact that many of the successful candidates do not come from a 'business' discipline or the business community, as might be expected for a role considered to be the Chief Executive Officer of the institution.
- Description: A1
- Description: 2003005168
How important is the role of the chancellor in the appointment of Australian vice-chancellors and university governance?
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: International Journal of Educational Management Vol. 21, no. 3 (2007), p. 213-231
- Full Text:
- Reviewed:
- Description: 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 and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council. Originality/value - Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005164
Vice-chancellors for the 21st Century? A study of contemporary recruitment and selection practices in Australian universities
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2005
- Type: Text , Journal article
- Relation: Management Research News Vol. 28, no. 9 (2005), p. 18-35
- Full Text:
- Reviewed:
- Description: 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.
- Description: C1
- Description: 2003001175
Employer associations
- Authors: O'Meara, Bernard
- Date: 2003
- Type: Text , Book chapter
- Relation: Australian Industrial Relations in an Asian Context Chapter p. 99-122
- Full Text: false
The social characteristics and demographics of Australian Vice-Chancellors, 1960-2000
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: Journal of Educational Administration Vol. 45, no. 5 (2007), p. 621-634
- Full Text:
- Reviewed:
- Description: 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. Further, the research demonstrates that incumbents are now chief executive officers and require a broader range of business competencies and academic experience compared to their predecessors in order to meet contemporary challenges. These changes are reflected in the demographics and social characteristics of incumbents. Originality/value - This paper addresses this gap in knowledge and provides information about the people who are appointed vice-chancellors. The research gives an insight into all incumbents between 1960 and 2000 and where possible, examples of post-2000 trends have also been given. The creation of this profile will allow further and more in-depth research to be undertaken. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005163
What do we know about the chancellors of Australian universities?
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2008
- Type: Text , Journal article
- Relation: Journal of Higher Education Policy and Management Vol. 30, no. 2 (2008), p. 187-199
- Full Text:
- Reviewed:
- Description: 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.
- Description: C1