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Human resources management in government-funded non-profit multinational academic institutions face unique challenges in strategic planning. Different national stakeholder constituencies may pursue their respective aims through these organizations in return for organizational use of the former’s political influence capabilities to obtain additional financing. Constituencies with a particular national political interest may have representation through membership on the executive board of the organization as academic institutions seek to globalize. The tensions from interaction of differing constituency political objectives may be in conflict with academic ideals regarding faculty participation in shared governance due to the varying degree of political sensitivity perceived with these various interests. A consequence may be the reduction of the role of faculty representational input into institutional strategic human resources management. Established academic institutions aiming to increase the representation of expatriates among their faculty will likely face less difficulty in integrating international staff into personnel evaluation processes as part of human resources management strategic planning.
|Keywords:||Bulgaria, Evaluation, Human Resources, Robert McFarlane, Korea, Nationalism, Strategic Planning, Performance Management, USAID, Joe Wilson|
Contributing Faculty, College of Social and Behavioral Sciences/School of Public Policy and Administration, Walden University, South Korea