Development and validation of the Multi-dimensional University Research Workplace Inventory (MDURWI)

WOS:000454839600005This study describes the development and validation of an instrument aimed toward measuring organizational features of an academic research workplace. The question pool was developed based on data from a pilot study (N = 43). The survey was deployed to academic researchers in the field of higher education research worldwide (N = 850). An exploratory factor analysis conducted on 36 questions, followed by confirmatory factor analysis, which lead to a final pool of 27 questions in five subscales, one of which divided into three lower-order factors. The final model exhibited very good fit (X2/df = 2.561; CFI = 0.972; PCFI = 0.784; RMSEA = 0.043; P[rmsea ? 0.05] < 0.001; AIC = 891.018; BCC = 987.839) and psychometric properties, in the form of factorial, convergent, and discriminant validity, as well as reliability and sensitivity. Implications of this instrument for research and policymaking are discussed, as well as future research directions.info:eu-repo/semantics/acceptedVersio

The role of mindfulness in managing HRM challenges for senior higher education learning and teaching leaders

In this chapter, I focus on common challenges encountered by senior, higher education learning and teaching (L&T) leaders, within a central academic development unit (ADU). An ADU is primarily a central service area in higher education institutions, which provides varied services and functions to students and staff, associated with teaching quality, learning quality and product quality (for example, programs, courses, units design and delivery, etc.). I highlight the role, function and importance of central ADUs within higher education institutions. I discuss the types of broad and human resource management (HRM) challenges that occur in ADUs and the associated impact on service, team functionality and leader well-being. I provide an honest and raw reflection on significant health and well-being challenges that I faced as a senior L&T leader in this environment. I discuss key mindfulness strategies most useful in my personal situation and demonstrate how they can be incorporated into everyday practice of leading and managing. I highlight how mindfulness practice can be useful in maintaining a positive, optimistic perspective particularly in times of uncertainty and change