Home⇛UE Research Journal⇛vol. 28 no. 2 (2025)

Developing Sustainable HRM Strategies: Lessons from Nantong Universities

Fei Jin

Discipline: human resource management

 

Abstract:

This study examined how human resource management (HRM) practices relate to faculty job satisfaction and retention intention in three Nantong universities (coded A, B, and C). Using a crosssectional survey (valid responses: n = 466), four HRM dimensions were analyzed —Recruitment and Selection (RS), Training and Development (TR), Performance Evaluation (PE), and Benefits and Compensation (BC)—together with demographic covariates. Data screening included Shapiro–Wilk tests and non-normal outcomes were analyzed using Kruskal–Wallis tests and Spearman’s rho. Kruskal-Wallis tests were used to examine demographic differences in HRM perceptions that are theoretically grounded in the principles of equity and inclusion, which are in turn central to sustainable HRM. Results showed that Training and Development was positively associated with Performance Evaluation. Education level exhibited significant group differences in perceived Training and Development, whereas gender, age, post, tenure, and department did not show significant differences across the four HRM dimensions. Benefits and Compensation received the lowest mean ratings and showed weak association with Performance Evaluation. Findings inform a set of sustainable HRM strategies emphasizing transparent performance standards, tiered training pathways, and stronger Benefits and Compensation–performance alignment.



References:

  1. An, Z. S., Chen, X. Q., Meng, J. J. & Lin, T. (2006). Analysis of the dynamic connection between enterprise organizational structure and corporate culture. China Science and Technology Information, (02), 6–7.
  2. Conover, W. J. (1999). Practical nonparametric statistics (3rd ed.). John Wiley & Sons.
  3. Dessler, G. (2019). Human resource management (16th ed.). Pearson.
  4. Edvantia. (2007). Recruitment and retention of highly qualified teachers. District Administration, 43(7), 65.
  5. Galay, J. A. (2022). Good governance of private higher education institutions: Inputs to effective human resource management framework. Educational Research for Policy and Practice, 21(3), 40–50. https://doi.org/10.1007/s10671-022-09312-5
  6. Gao, L. M. (2021). Construction of digital human resource management model for state-owned enterprises in the internet era. China Industry and Economy, (04), 123–124.
  7. Gao, R. & Wu, J. (2021). Analysis of the transnational higher education act of the Philippines. World Education Information, 34(10), 55–60.
  8. Hamadamin, H. H., & Atan, T. (2019). The impact of strategic human resource management practices on competitive advantage sustainability: The mediation of human capital development and employee commitment. Sustainability, 11(20), 5782. https://doi.org/10.3390/su11205782
  9. Hobson, S. M., & Talbot, D. M. (2001). Understanding student evaluation. College Teaching, 49(1), 26–31.
  10. Howell, D. C. (2016). Fundamental statistics for the behavioral sciences (9th ed.). Cengage Learning.
  11. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672. https://doi.org/10.2307/256741
  12. Islam, T., Ahmed, I., & Ahmad, U. N. B. U. (2015). Organizational learning culture and perceived organizational support impact on emotional commitment and turnover intention. Nankai Business Review International, 11(3), 301–321.
  13. Islam, T., Ahmed, I., & Ahmad, U. N. B. U. (2015). The influence of organizational learning culture and perceived organizational support on employees’ affective commitment and turnover intention. Journal of Applied Business Research, 31(6), 2239–2252.
  14. Jin, Y. H., & Jiang, Z. F. (2009). Inspiration from human resource development and management in German universities. Science and Technology Management Research, 29(4), 214, 243–244.
  15. Kabene, S. M., Orchard, C., Howard, J. M., Soriano, M. A., & Leduc, R. (2006). The importance of human resources management in health care: A global context. Human Resources for Health, 4(1), 20. https://doi.org/10.1186/1478-4491-4-20
  16. Leslie, L., & Slaughter, S. (1997). The development and current status of market mechanisms in United States postsecondary education. Higher Education Policy, 10(6), 239–252.
  17. Li, S. Z. (2022). Thoughts on digital transformation of enterprise human resource management. Cooperation in Economy and Technology, (21), 122–123. https://doi.org/10.13665/ j.cnki.hzjjykj.2022.21.059
  18. Liu, Q. X. (2002). On human resource management in universities under the concept of market. Journal of Hubei Normal University (Philosophy and Social Sciences), 2002(4), 97–102.
  19. Liu, X. & Wei, X. C. (2025). Research on the driving path of core capabilities for digital transformation of human resource management: Dynamic QCA analysis based on panel data. Management Modernization, 45(01), 81–93. https://doi.org/10.19634/j.cnki.11-1403/c.2025.01.009
  20. Pallant, J. (2020). SPSS survival manual: A step by step guide to data analysis using IBM SPSS (7th ed.). McGraw-Hill Education.
  21. Pei, C. X. (2004). Marketization of human resources and restructuring of human resources in local universities. The Economist, 12, 129–130.
  22. Peng, D. X. (2016). Institutional analysis and enlightenment of human resource allocation of college teachers in contemporary America. Journal of Hechi University, 36(4), 65–70.
  23. Peng, Y. (2016). Innovation and practice of enterprise talent recruitment. Yunnan Hydropower, 32(06), 182–184, 193.
  24. Ren, Z. G. (2022). Research on digital transformation of enterprise human resource management. The Circulation Economy, (28), 103–106. https://doi.org/10.16834/j.cnki.issn1009-5292.2022.28.041
  25. Sorcinelli, M. D., Austin, A. E., Eddy, P. L., & Beach, A. L. (2005). Creating the future of faculty development: Learning from the past, understanding the present. Anker Publishing.
  26. Strathman, J. (2000). Consistent estimation of faculty rank effect in academic salary models. Research in Higher Education, 41(2), 237–252.
  27. Tao, M. H. (2025). Research on the digital transformation of enterprise human resource management in the digital economy era. China’s Collective Economy, (14), 113–116. https://doi.org/10.20187/j.cnki.cn-3946/f.11-2025.14.035
  28. Wang, T. (2021). Digital transformation of human resource management: Elements, models and paths. Chinese Labor, (6), 35–47. https://doi.org/10.19390/j.cnki.chinalabor. 2021.06.003
  29. Yu, Z. J., Wang, Y. N., Xie, J., & Li, X. (2011). Research on the mechanism of university human resource allocation from the perspective of regional sharing. Technology and Innovation Monthly, 24(17), 78–80.
  30. Zhang, G. H. (2013). Characteristics of human resource management in American teaching-oriented universities: The case of California State University, Fullerton. Journal of Huaihai Institute of Technology (Humanities and Social Sciences Edition), 11(5), 133–137.
  31. Zhang, Q., & Xu, Q. Y. (2011). Comparative analysis of human resource management models in Chinese and foreign universities. Knowledge Economy, 223(18), 154–156.
  32. Zhou, Y. (2023). Optimizing the evaluation mechanism of university teachers from the perspective of human resource management: A review of “The development and innovation of human resource management in universities”. Science and Technology Management Research, 43(16), 251–252.

 


Tools


Copyright © 2026  KITE Digital Educational Solutions |  Exclusively distributed by CE-Logic