This study explores the factors influencing lifelong learning engagement among academic support staff in Thai higher education institutions. Using a qualitative research approach, semi-structured interviews and focus group discussions were conducted with 20 participants from various universities. The findings reveal five key characteristics of…

The purpose of this study was to determine how higher education administrators, faculty, and staff are able to identify subtle sexism, and indicate how they perceive it in the higher education workplace. Past research has also shown micro-aggressions lead to hostility and uncertainty in the workplace (Swim et al., 1995, 1997; Tougas et al., 1995).…

This article is the second in a series of three articles about microaggressions. All of the articles are tailored specifically to help enable faculty developers, provosts and directors of diversity and training, faculty, and administrators to address the most critical issues related to this topic in higher education. Specific responses to and…

English skills particularly in conversation are essential in workplace situations especially in the context of higher learning institutions. Little attention is being given to examining the needs of English communication skills and issues related to administrative support staff at their workplace particularly at public universities. A…

This article is the final installment in a series of three articles about microaggressions. All of the articles are tailored specifically to help enable faculty developers, provosts and directors of diversity and training, faculty, and administrators to address the most critical issues related to this topic in higher education. Specific responses…

The goal of staff development in higher education is a change in teacher practices to positively influence student learning. In other words, the goal of staff development is the transfer of learning to the workplace. Research illuminates that this transfer of learning to the workplace is a complex issue. To make an accurate assessment of staff…

As employers scan the current workforce and anticipate future workforce needs, they frequently find that employees are not well-equipped with core content knowledge and 21st century workplace competencies, the combination of which the William and Flora Hewlett Foundation defines as "deeper learning." The cumulative effect of these…

A survey of 20 cooperative education directors in universities revealed that (1) reflection, meaningful dialog, proactivity, and self-direction enhance workplace learning; (2) workplace learning can result from stressful situations; (3) supervisory relationships influence the learning climate; and (4) instructional design and trainer competence…

Discusses professional development in higher education; considers the work environment as the main site for professional development; and maintains that continuing professional development, in times of continuing professional obsolescence, is best served by attention to departmental cultures. Implications for staff development professionals are…

Positive management techniques yield great benefits in areas such as group effectiveness, problem solving, and staff commitment. Some qualities for a positive environment are defined. The management retreat process at the University of Alabama at Birmingham is described. (Author/MLW)

This pre-conference, held in conjunction with the 49th annual Adult Education Research Conference at the University of Missouri-St. Louis in June, 2008, brought together graduate students and adult education researchers and practitioners from a variety of academic and workplace settings to discuss issues related to sexual minorities in…

The aim of this paper is to present and interpret the findings of a recent questionnaire-based survey amongst staff working in higher education, which was concerned to explore the impact of cultural and religious diversity upon their working practices. We were also interested to find out in which areas staff felt that they required support. Many…

Economic factors, administrative changes, and productivity concerns require that higher education focus more clearly on a variety of issues in four areas of human resource management: (1) the need for leadership in the new, more diverse workforce; (2) work issues (quality of life, alternative scheduling, performance evaluation, training); (3)…

The author advocates that a single management posture be adopted by collegiate executives responsible for the performance of non-academic employees, and describes three ways such a posture benefits all concerned: individual worker performance improves; supervisors become more effective; and the school gains an advantage. (LBH)

Factors affecting job satisfaction and the impact of satisfaction on job performance were investigated to develop strategies for dealing with low job satisfaction. Results indicated that student affairs staff were satisfied with their current jobs, but did not feel that student affairs was considered important at their institutions. (RC)