Exploring Strategic Human Resource Management in the Saudi Arabian Higher Education Sector

Abstract

The thesis encompasses three research objectives relating to strategic human resource management (HRM) development within the Saudi Arabian higher education sector. Objective one explores tensions and challenges associated with the devolvement of HR practices and processes in Saudi Arabian higher education institutions. Objective two explores equity among Saudi national and foreign-born academic staff in a university work setting through the lens of how HRD opportunities are administered. Objective three examines the relationship between human resource practices, trust in peers, knowledge sharing and academic research output in Saudi Arabian higher education sector. The thesis employs mixed methods research design including qualitative and quantitative data. The qualitative research design was used to collect data from twenty-eight (28) qualitative, in-depth interviews of participants from six Saudi universities. The quantitative data collection was conducted through an online survey using Qualtrics online software (www.qualtrics.com). The sample used in the quantitative was drawn from all 28 publicly funded universities in the Kingdom of Saudi Arabia. Results for objective one indicate that much of HR practices and processes are devolved to deans and heads of schools and colleges, which creates power struggles and duplication of HRM functions. Lack of both recognition of HR units and coordination among HR units and faculties indicated the limited application of strategic HRM. In addition, the results uncovered several tensions and challenges that hinder progress toward a strategic HRM focus and people development in the Saudi Arabian higher education sector. The findings for objective two identified nationality differences in the levels of HRD support provided, highlighting the notion of one glass, different shapes. These differences are reinforced by practices associated with procedural processes, managerial discretion, and selective restrictions in accessing HRD opportunities. The variations in HRD support have generated perceived inequity that undermines knowledge-transfer capabilities in Saudi iv Arabian universities. The results for objective three suggested a positive relationship between human resource practices and academic research output, trust in peers and knowledge sharing act as mediators between these two factors. The findings of the research are valuable for aligning strategic HRM processes and practices to build the human capital of Saudi higher education institutions. The alignment and integration of HRM processes and practices within these institutions would also advance national skill levels for the future demands of a growing economy. Also, the findings add to the literature on human resource practices and performance, particularly academic research output, by highlighting new evidence from the Middle East – an under-researched area in the literature on human resource management. The study has implications for both advancing human resource management practices and knowledge sharing in Saudi Arabia’s higher education sector. Moreover, the findings have both practical and social implications for the Saudi Arabian Government’s strategic vision of developing human capabilities and improving the capacity of the country’s higher education institutions.