Academic journal article Global Journal of Business Research

Management Team Characteristics: Evidence from University Governance and School Performance

Academic journal article Global Journal of Business Research

Management Team Characteristics: Evidence from University Governance and School Performance

Article excerpt

ABSTRACT

The paper examines cognition from the viewpoint of internal management teams of private universities against satisfaction with school performance, applying the SEM model. Empirical results show that the board's operational effectiveness and attendance rate for internal important meetings held on campus have a significantly positive relationship with implementing effectiveness and satisfaction with school administrative performance. The satisfaction with school administrative performance and school performance satisfaction showed a significantly positive relationship. The attendance rate for important internal meetings held on campus, the implementing effectiveness, and school performance satisfaction showed a significantly negative relationship. However, the intermediary effect enhances school performance satisfaction to achieve a positive effect, indicating the cognitive level of satisfaction for school administrative performance impacts school performance satisfaction.

JEL: 120, 129, C39

KEYWORDS: University Governance, School Performance, SEM model

INTRODUCTION

Development of information technology in the past ten years, changes in the socioeconomic environment, and competition among universities, have resulted in pressure for Universities to reform (Shattock, 1999; Amoral and MagaMes, 2002; Chevaillier, 2002; Salter and Tapper, 2002; Melo et al., 2010). Although the government has not abandoned control over higher education, it has changed to taking a supporting role. Governments encourage universities to take initiative through a more indirect approach in order to achieve the target efficacy and efficiency as well as the changes in social demand (Goedegebuure et al., 1994).

Governance is the structure and process which forms decisions in higher education (Sporn, 2006) University governance is further divided into external and internal governance mechanisms. External governance is mainly the supervision of universities and colleges from the Ministry of Education (MOE) and the specification of university laws. Currently, university laws specify that the selection of public university presidents should take place 10 months before the expiration of the term of the existing president. The school forms a president selection committee to choose the president through a public recruitment process, with the committee recruited by the MOE or subordinate local government. Presidents of private universities are chosen by a selection committee organized by the Board of Directors. The selection is submitted to the MOE for approval and recruitment. The internal governance mechanism is determined by the relationship between academic affairs meetings, board of directors, and the president. The academic affairs meeting is the highest decision-making meeting in the university. This decision model prevents arbitrary decisions. Although intentions are good, the actual implementation could cause unknown responsibilities and powers in the university as well as ineffectiveness (Chen Weizhao, 2002).

This paper examines internal university governance to discuss the relevance of the university governance mechanism for school performance. The university governance mechanism and school performance use recognition from supervisors of administrative and academic departments toward the operations of the university governance mechanism. It uses school performance in the internal management team of the university. School performance is the exhibition of school quality, which is therefore evaluation with more objective measuring standards and multi-dimensions. The study applies dimensions such as administrative performance and external performance to evaluate the performance of universities. LISREL is the confirmed linear structural relation (LISREL) and combines factor analysis and path analysis. This technique can concurrently process the causality between multiple dependent variables and independent variables. …

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