Building leadership and management capability in higher education: impact of revised Investor in People standard

Amor, Linda (2007) Building leadership and management capability in higher education: impact of revised Investor in People standard. MSc dissertation, University of Portsmouth.

[img] PDF
Restricted to Registered users only

Download (783kB)


    Higher education (HE) has undergone significant change in the past two decades. A mass system of HE has replaced an elite system where the culture of universities was dominated by collegiality with its traditional disdain for management. Through funding regimes and quality assurance mechanisms, government has encouraged universities to provide the knowledge and skills needed for the British economy to compete on a global basis. Universities have also been encouraged to ensure efficient use of public subsidy by emulating private sector business practices, becoming more entrepreneurial in outlook and managerial in nature. In a climate of accountability the quality of institutional leadership and management (L&M) has also come under scrutiny. The national Investor in People standard (IiP) is a voluntary, government-sponsored initiative that aligns training and development with business planning and the needs of the organisation ostensibly to achieve competitive edge. The standard is regularly reviewed and in 2004 was broadened to encompass a stronger emphasis on L&M and organisational culture. HEIs have used IiP since the early 1990s, although a clear picture of engagement is difficult to establish. Through the use of a survey and semi-structured interviews with staff developers, some leading IiP, this study aimed to establish the extent to which HEIs were engaging with IiP; whether and how IiP was being used as a catalyst for developing institutional L&M capability and the impact meeting IiP's requirements had on interventions chosen. Results suggest a complex picture of engagement. IiP acts as a 'Trojan horse' for HEIs to effect change, but the revised standard's focus on articulating expectations of managers assumes a commitment to the institution as a 'corporate entity' that does not sit well with academic communities; requires distillation of diverse expectations of the management role and provokes a more resolute approach to performance management than HEIs have historically taken.

    Item Type: Dissertation
    Departments/Research Groups: Portsmouth Business School > Organisational Studies and Human Resources Management
    Depositing User: Jane Polwin
    Date Deposited: 20 Jan 2011 12:48
    Last Modified: 28 Jan 2015 11:14

    Actions (login required)

    View Item

    Document Downloads

    More statistics for this item...