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Understanding academic workloads through HRM systems: choosing between the bottom line and a healthy sustainable workforce

In: Research Handbook of Academic Mental Health

Author

Listed:
  • Fiona Archontoulis
  • Keith Townsend
  • Rebecca Loudoun

Abstract

This chapter applies a focus to workplace health and well-being within an Australian university context (The University); a HRM system that allocates the work of academics (a work profile system); and the associated implementation practices of frontline managers (FLMs). The chapter approaches the research question through enhancing an existing construct that supports a positive psychosocial safety climate combined with application of the principles of the HRM systems strength model. Initially developed by Bowen and Ostroff (2004), the HRM systems strength model argues consistency, consensus and distinctiveness of HR practices are integral to achieving the intended outcomes of HR practices. Results of our study highlight several conflicting hindrances experienced by FLMs in their implementation of the work profile system (WPS) including their own workloads; the transitory role of a frontline manager in academia; perceptions of FLMs about the suitability of the WPS; and its operational functionality.

Suggested Citation

  • Fiona Archontoulis & Keith Townsend & Rebecca Loudoun, 2024. "Understanding academic workloads through HRM systems: choosing between the bottom line and a healthy sustainable workforce," Chapters, in: Marissa S. Edwards & Angela J. Martin & Neal M. Ashkanasy & Lauren E. Cox (ed.), Research Handbook of Academic Mental Health, chapter 28, pages 459-474, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:21655_28
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    File URL: https://www.elgaronline.com/doi/10.4337/9781803925080.00036
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