An assessment of devolution of human resource management function to operational managers among selected private university colleges in Ghana

Abstract

The subject of leadership in devolution of human resource function has been extensively researched in many contexts other than academic institutions. The purpose of this study was to examine the role of leadership in the devolution of human resource functions to operational managers in selected Private University Colleges in Ashanti Region of Ghana. The study was a quantitative study purposively sampled and surveyed the views of deans of schools and faculties, heads of departments and units of five PUCs in Ashanti region on the subject of devolution. The study found that the influence of operational managers as key persons in identifying training needs, undertaking direct training, coaching and mentorship activities as evident in the devolution of HR functions at the PUCs; in addition, the study found that operational managers as role models in demonstrating commitment to HRD in their operational tasks which is a powerful enabler of HRD. Based on the findings, the study concludes that before displacing traditional Human Resource Development (HRD) systems and roles, substantial investments in capacity development of the operational managers and HRD specialists as well of other stakeholders are needed to make sure that operational managers and HRD specialists are capable of carrying out their new roles. The study recommends among many others, that 1) there is the need to institutionalize the process of devolvement of HR activities in order to ensure continuous support from the institutional management; 2) to facilitate devolvement of HR activities, PUCs are encouraged to dismantle centralized control of HR to withdraw the present image of HR as a neutral “referee”.