Human Capital Management and Organizational Effectiveness in China’s Private Universities
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This research examines the Human Capital Management (HCM) practices in private universities in China and their impact on Organizational Effectiveness (OE). The objectives of this research were 1) to explore the current situation of human capital management (HCM) practices in private universities in China; 2) to analyze the relationship between HCM and organizational effectiveness (OE) of private universities in China; 3) to develop an HCM model for the OE of private universities in China. This combined research adopted both quantitative and qualitative methods. Questionnaires and interviews were used to collect data, and SPSS and AMOS software were employed for analysis. The reliability and validity of research tools were ensured through Cronbach's Alpha, composite reliability (CR), and average variance extracted (AVE). A total of 400 valid questionnaires were collected, and in-depth interviews were conducted with 15 respondents.
The research findings were as follows: 1) Human capital investment, knowledge management, and job satisfaction significantly affect organizational effectiveness. 2) The proposed model OE = 0.883 ⋅HCM + 0.864 ⋅ KM + 0.901 ⋅JS + ε verified these relationships, indicating that structured teacher development, knowledge-sharing mechanisms, and participation programs were crucial for improving institutional success rates. 3) Qualitative research revealed that teachers faced issues such as limited career development and unreasonable human resources policies, emphasizing the importance of leadership involvement, teacher autonomy, and digital knowledge sharing platforms in enhancing OE.
Based on these results, the HCM - OE model was proposed to provide references for universities to optimize management. Future research could further explore HCM models in different contexts.
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