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Changing Academic and Professional Identities in Higher Education: The Challenges of a Diversifying Workforce. Dr Celia Whitchurch Institute of Education, University of London, UK Professor George Gordon University of Strathclyde, UK. The Study.
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Changing Academic and Professional Identities in Higher Education: The Challenges of a Diversifying Workforce Dr Celia Whitchurch Institute of Education, University of London, UK Professor George Gordon University of Strathclyde, UK
The Study • Academic and Professional Identities in Higher Education: The Challenges of a Diversifying Workforce (Routledge, November/December 2009) • Twelve authors, six countries: • UK, France, USA, Australia, South Africa, Japan
Themes • Global contexts (Gordon) • Academic identities (Henkel; McInnis) • A ‘holistic’ workforce (Rhoades) • Professional identities (Whitchurch; Law) • Managing academic and professional staff (Gappa; Usherwood; Smit/Nyamapfene) • Career pathways (Strike; Oba) • Recruitment (Musselin) • Professional development (Middlehurst)
Issues • Diversifying disciplinary base • Casualisation/fractionalisation • Movements in and out of HE • Increased specialisation alongside emergence of ‘blended’ roles • Distributed institutional management
Challenges • Changing aspirations and expectations • New forms of recognition and reward • Diffusion of management and leadership responsibilities • Institutional adaptation • Global downturn
Variables • National contexts • Institutional environments • Legal/regulatory frameworks • Level of ‘professionalisation’ • Interface between academic and professional spheres of activity
Tensions • Disciplinary, professional, institutional allegiances • Lateral networks vs formal structures • Direction/control vs facilitation/negotiation • Accommodation of new spaces/identities • Legitimacy accorded to these
‘Future Worlds’(From ‘Managing Tomorrow’s People: The Future of Work to 2020’ (PWC, 2007))
Issues for the future • Less commonality around academic or professional identities • Less clarity about boundaries • Increasing influence of external collaborations and partnerships • Creativity around rewards and incentives • The employment ‘package’