Human Resource Management Practices and Faculty Performance in Higher Education Institution

Abstract

Human resource management has become an important institutional function in higher education, where faculty performance depends on a combination of professional capability, motivation and organisational support. This theoretical paper examines the relationship between human resource management practices and faculty performance by drawing attention to recruitment, professional development, performance appraisal, recognition, career advancement, workload management, participation and professional autonomy. The discussion considers relevant theoretical perspectives, particularly the Ability–Motivation–Opportunity framework, to explain how institutional practices can create conditions conducive to effective academic work. It further examines contemporary challenges associated with managing faculty resources, including changing performance expectations, multiple academic responsibilities and the need for continuous professional development. The paper argues that an integrated and development-oriented HRM approach can strengthen faculty performance while maintaining an appropriate balance between institutional accountability and academic autonomy.