Imbibing Organizational Health Practices With Ambidextrous Approach as a Solution to Higher Education Institution Staff Turnover Predicaments

Imbibing Organizational Health Practices With Ambidextrous Approach as a Solution to Higher Education Institution Staff Turnover Predicaments

Farooq Miiro (Islamic University in Uganda, Uganda) and Azam Othman (International Islamic University, Malaysia)
DOI: 10.4018/978-1-7998-3473-1.ch186
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Like any other business organizations, higher education institutions have been infiltrated with staff instability and mobility. Today HEIs have invested in staff development to acquire promotional levels in terms of ranking and total quality management purposes; however, staff turnover has turned the whole idea into a normal routine. This is evidenced in the big vacuums that most institutions experience, hence posing a bigger challenge to both the stakeholders and customers whereby staff are unstable at work due to several reasons that range from salary increment and globalization issues. Meanwhile, many organizations like consultancies and other universities especially in Africa compete for the fewer staff available with high academic qualifications, hence causing moonlighting and inability to customize staff sustainability and talent development. Thus, this paper is intended to review the literature using meta-analysis and analyze the likely causes and measurements that can be put in place to curtail this bizarrely situations of staff turnover in HEIs.
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In the era of globalization and internationalization, high education institutions (HEIs) have been challenged to cope up with high competition whose labor market and determinants require severe strategic and transformational plans. And this can be done by opening up boarders to both national and internationals levels with an intention of attracting skilled human resources who can ably help these institutions provide solutions to humanity in general. To stay competitive and sound, fundamental strategic business plan must be laid to enhance excellent academic achievement coupled with performance by both staff and students (Zakuan, Yusof, Saman, & Shaharoun, 2010). To achieve these strategies, managers of these institutions are required to imbibe organizational health practices using both ambidextrous and sine qua non approach since these are the only ways through which attraction of highly qualified staff can be achieved while reducing staff turnover. The issue of organizational health practices is taken as a cornerstone for acquisition of quality services and products in an organization. World over, institutions that have so far realized what the forces of demand dictate in the academic arena have opted to imbibe these forces and gain competitive advantage through highly qualified staff to help them attain high and extra ordinary levels of performance at the same time providing needed human resources to the world market. This is done to ensure that HEIs from faculty level change their operational mechanisms so as to remain compatible with the changing market scope. For HEIs, to survive in the era of volatility, there is need to ensure that elements related to task contingence, intellectual stature development and favorable working conditions of both talented and highly skilled staff and take care of since they are bedrock and cornerstone for institutional survival and failure to use both the left and right hand approaches for an institution’s survival may be in jeopardy (Douglas & Selin, 2012). By adopting strategies that address the global concerns, leaders of HEIs must be aware that the forces that lead to turbulence within these institutions are mostly shaped by political, social, religious and economic hegemony of super powers whose sole aim is to control the spectrum of human development and behavior (Douglas & Selin, 2012; Frontiera, 2010; Meyer, Bushney, & Ukpere, 2011; Miiro, 2016b; Miiro & Otham, 2016). Even though universities are re-structuring their ways of operation and infusing the global changes into their culture and policies, a lot is still desired in terms of imbibing organisational health practices so as to recruit and retain highly qualified who must in turn, attract a big number of students with high levels of performance both at national and international levels. It is therefore imperative to note, that imbibing organisational health practices in HEIs operations is not only a necessity but it is a way through which rebranding of institutional approaches towards staff welfare can be realized. Conversely, leaders must take care of organisational health practices by using both the right and left hand approaches without its due diligence employees cannot survive longer in an institution.

Moreover, this challenge of not being swift with new demands of time towards staff employment can be attributed to the traditional manner through which many of the university employees in influential positions have remained rigid while forgetting the dictates of the time (Meyer et al., 2011). Thus the purpose of this paper is to expose the readers to ways through which organizational health (OH) and how its nine (9) dimensions can be imbibed in HEIs to curtail the staff turnover predicament.

Key Terms in this Chapter

Sine Qua Non: Is the application of essential management practices in day to day of running institutional business without an organization is bound to fail.

Ambidextrous: Application of management process using both right and left hand with an aim of causing positive change.

Organisational Health: Organizational health is the ability of an organization to align its strategy, culture and a clear vision with an aim of providing quality services and excellent products to outcompete other organizations on the world market ( De Smet, Schaninger, & Smith, 2014 ; Franciska & Welly, 2013 ).

Imbibing: To absorb the new trends of organisational health into HEIs management practices.

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