Talent Management in Higher Education Institutions: Developing Leadership Competencies

This paper presents the development process of talent management in higher education institutions. Specifically, this study aims to identify clusters that best fit the leadership competency framework for those institutions. This study utilizes the qualitative approach via focus group discussion with the Leadership Competency and Instrument Committee in AKEPT, and also by interviews with academics in the public universities. The findings from the focus group discussion and interview demonstrate five clusters of leadership competency skills framework: personnel effectiveness, cognition, leading, impact and influence, and achievement and action. Within these clusters, issues were identified that need to be taken into consideration when selecting future leaders in higher education institutions. Based on the findings, a set of attributes were listed that can be adopted in the future to allow leaders of higher institutional education to enhance their sustainability performance. This paper provides an understanding to interested parties on the attributes of good leaders for higher education institutions

Quantifying the Higher Education Leadership Competency Framework for Talent Management in Malaysia

This paper presents how a Malaysian centre associated with the ministry of higher education developed a framework for assessing leadership abilities in higher education. A qualitative approach is used in this study and the primary focus was on group discussions involving human resource professionals and well-known academics from higher education. The result of this study shows that the Behavioral Event Interview (BEI) instrument is used to quantify each of the five clusters that make up the higher education leadership competencies framework. These five clusters are: impact and influence, achievement and action, leading, cognitive and personal effectiveness. The leaders are then classified into five position levels ranging from Level 1 to Level 5. Level 1 is individual contributor which is coded as ‘Reviewable’ whilst Level 5: is leading the whole organization coded as ‘Significantly Exceeds’. The study’s findings provide an instrument for determining whether the potential leaders in high education institutions are ready to take on the responsibility of leading. In order to improve a leader’s abilities as a part of succession planning, the findings could assist the center. This study provides some considerations for alternatives to the prevalent frameworks for evaluating leadership skills in the interest of sustaining a high-quality organizational culture

Factors influencing the Conception of Rumours in Workplace

The study aims to provide understanding on the way people understand rumours at their workplace from the other person's perspective. Specifically, this study examines the factors that influence the conception of rumours. Using purposive sampling and the researchers as the instrument, this study found that the conception of rumours in workplace are caused by several factors and these factors are categorised into rumour context and functions reliant and rumour content reliant. Rumour context and functions reliant comprise of ambiguity, making sense of unclear issues, threat management and self-image enhancement. Rumour content reliant includes instrumentally relevant and communicated information statements, not so sure, it is a matter of assumption and as a mode of transmission and structure. This study also found that frustration is a foundation to rumour's gateway. The findings in this study highlight the widespread, yet remarkably under-researched practice in organisational behaviour in relation to informal communications