sample for phd research proposal

Research Proposal Example/Sample

Detailed Walkthrough + Free Proposal Template

If you’re getting started crafting your research proposal and are looking for a few examples of research proposals , you’ve come to the right place.

In this video, we walk you through two successful (approved) research proposals , one for a Master’s-level project, and one for a PhD-level dissertation. We also start off by unpacking our free research proposal template and discussing the four core sections of a research proposal, so that you have a clear understanding of the basics before diving into the actual proposals.

• Research proposal example/sample – Master’s-level (PDF/Word)
• Research proposal example/sample – PhD-level (PDF/Word)
• Proposal template (Fully editable) 

If you’re working on a research proposal for a dissertation or thesis, you may also find the following useful:

• Research Proposal Bootcamp : Learn how to write a research proposal as efficiently and effectively as possible
• 1:1 Proposal Coaching : Get hands-on help with your research proposal

PS – If you’re working on a dissertation, be sure to also check out our collection of dissertation and thesis examples here .

FAQ: Research Proposal Example

Research proposal example: frequently asked questions, are the sample proposals real.

Yes. The proposals are real and were approved by the respective universities.

Can I copy one of these proposals for my own research?

As we discuss in the video, every research proposal will be slightly different, depending on the university’s unique requirements, as well as the nature of the research itself. Therefore, you’ll need to tailor your research proposal to suit your specific context.

You can learn more about the basics of writing a research proposal here .

How do I get the research proposal template?

You can access our free proposal template here .

Is the proposal template really free?

Yes. There is no cost for the proposal template and you are free to use it as a foundation for your research proposal.

Where can I learn more about proposal writing?

For self-directed learners, our Research Proposal Bootcamp is a great starting point.

For students that want hands-on guidance, our private coaching service is recommended.

Psst… there’s more!

This post is an extract from our bestselling short course, Research Proposal Bootcamp . If you want to work smart, you don't want to miss this .

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10 Comments

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Examples of research proposals

How to write your research proposal, with examples of good proposals.

Research proposals

Your research proposal is a key part of your application. It tells us about the question you want to answer through your research. It is a chance for you to show your knowledge of the subject area and tell us about the methods you want to use.

We use your research proposal to match you with a supervisor or team of supervisors.

In your proposal, please tell us if you have an interest in the work of a specific academic at York St John. You can get in touch with this academic to discuss your proposal. You can also speak to one of our Research Leads. There is a list of our Research Leads on the Apply page.

When you write your proposal you need to:

• Highlight how it is original or significant
• Explain how it will develop or challenge current knowledge of your subject
• Identify the importance of your research
• Show why you are the right person to do this research
• Research Proposal Example 1 (DOC, 49kB)
• Research Proposal Example 2 (DOC, 0.9MB)
• Research Proposal Example 3 (DOC, 55.5kB)
• Research Proposal Example 4 (DOC, 49.5kB)

Subject specific guidance

• Writing a Humanities PhD Proposal (PDF, 0.1MB)
• Writing a Creative Writing PhD Proposal (PDF, 0.1MB)
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How to write a research proposal

What is a research proposal.

A research proposal should present your idea or question and expected outcomes with clarity and definition – the what.

It should also make a case for why your question is significant and what value it will bring to your discipline – the why. 

What it shouldn't do is answer the question – that's what your research will do.

Why is it important?

Research proposals are significant because Another reason why it formally outlines your intended research. Which means you need to provide details on how you will go about your research, including:

• your approach and methodology
• timeline and feasibility
• all other considerations needed to progress your research, such as resources.

Think of it as a tool that will help you clarify your idea and make conducting your research easier.

How long should it be?

Usually no more than 2000 words, but check the requirements of your degree, and your supervisor or research coordinator.

Presenting your idea clearly and concisely demonstrates that you can write this way – an attribute of a potential research candidate that is valued by assessors.

What should it include?

Project title.

Your title should clearly indicate what your proposed research is about.

Research supervisor

State the name, department and faculty or school of the academic who has agreed to supervise you. Rest assured, your research supervisor will work with you to refine your research proposal ahead of submission to ensure it meets the needs of your discipline.

Proposed mode of research

Describe your proposed mode of research. Which may be closely linked to your discipline, and is where you will describe the style or format of your research, e.g. data, field research, composition, written work, social performance and mixed media etc. 

This is not required for research in the sciences, but your research supervisor will be able to guide you on discipline-specific requirements.

Aims and objectives

What are you trying to achieve with your research? What is the purpose? This section should reference why you're applying for a research degree. Are you addressing a gap in the current research? Do you want to look at a theory more closely and test it out? Is there something you're trying to prove or disprove? To help you clarify this, think about the potential outcome of your research if you were successful – that is your aim. Make sure that this is a focused statement.

Your objectives will be your aim broken down – the steps to achieving the intended outcome. They are the smaller proof points that will underpin your research's purpose. Be logical in the order of how you present these so that each succeeds the previous, i.e. if you need to achieve 'a' before 'b' before 'c', then make sure you order your objectives a, b, c.

A concise summary of what your research is about. It outlines the key aspects of what you will investigate as well as the expected outcomes. It briefly covers the what, why and how of your research. 

A good way to evaluate if you have written a strong synopsis, is to get somebody to read it without reading the rest of your research proposal. Would they know what your research is about?

Now that you have your question clarified, it is time to explain the why. Here, you need to demonstrate an understanding of the current research climate in your area of interest.

Providing context around your research topic through a literature review will show the assessor that you understand current dialogue around your research, and what is published.

Demonstrate you have a strong understanding of the key topics, significant studies and notable researchers in your area of research and how these have contributed to the current landscape.

Expected research contribution

In this section, you should consider the following:

• Why is your research question or hypothesis worth asking?
• How is the current research lacking or falling short?
• What impact will your research have on the discipline?
• Will you be extending an area of knowledge, applying it to new contexts, solving a problem, testing a theory, or challenging an existing one?
• Establish why your research is important by convincing your audience there is a gap.
• What will be the outcome of your research contribution?
• Demonstrate both your current level of knowledge and how the pursuit of your question or hypothesis will create a new understanding and generate new information.
• Show how your research is innovative and original.

Draw links between your research and the faculty or school you are applying at, and explain why you have chosen your supervisor, and what research have they or their school done to reinforce and support your own work. Cite these reasons to demonstrate how your research will benefit and contribute to the current body of knowledge.

Proposed methodology

Provide an overview of the methodology and techniques you will use to conduct your research. Cover what materials and equipment you will use, what theoretical frameworks will you draw on, and how will you collect data.

Highlight why you have chosen this particular methodology, but also why others may not have been as suitable. You need to demonstrate that you have put thought into your approach and why it's the most appropriate way to carry out your research. 

It should also highlight potential limitations you anticipate, feasibility within time and other constraints, ethical considerations and how you will address these, as well as general resources.

A work plan is a critical component of your research proposal because it indicates the feasibility of completion within the timeframe and supports you in achieving your objectives throughout your degree.

Consider the milestones you aim to achieve at each stage of your research. A PhD or master's degree by research can take two to four years of full-time study to complete. It might be helpful to offer year one in detail and the following years in broader terms. Ultimately you have to show that your research is likely to be both original and finished – and that you understand the time involved.

Provide details of the resources you will need to carry out your research project. Consider equipment, fieldwork expenses, travel and a proposed budget, to indicate how realistic your research proposal is in terms of financial requirements and whether any adjustments are needed.

Bibliography

Provide a list of references that you've made throughout your research proposal. 

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How to write a good PhD proposal

Study tips Published 3 Mar, 2022  ·  5-minute read

Want to make sure your research degree starts smoothly? We spoke with 2 PhD candidates about overcoming this initial hurdle. Here’s their advice for how to write a good PhD proposal.

Writing your research proposal is an integral part of commencing a PhD with many schools and institutes, so it can feel rather intimidating. After all, how you come up with your PhD proposal could be the difference between your supervisor getting on board or giving your project a miss.

Let’s explore how to make a PhD research proposal with UQ candidates Chelsea Janke and Sarah Kendall. 

Look at PhD proposal examples

Look at other PhD proposals that have been successful. Ask current students if you can look at theirs.

Nobody’s asking you to reinvent the wheel when it comes to writing your PhD proposal – leave that for your actual thesis. For now, while you’re just working out how to write a PhD proposal, examples are a great starting point.

Chelsea knows this step is easier if you’ve got a friend who is already doing a PhD, but there are other ways to find a good example or template.

“Look at other PhD proposals that have been successful,” she says.

“Ask current students if you can look at theirs.”

“If you don’t know anyone doing their PhD, look online to get an idea of how they should be structured.”

What makes this tricky is that proposals can vary greatly by field and disciplinary norms, so you should check with your proposed supervisor to see if they have a specific format or list of criteria to follow. Part of writing a good PhD proposal is submitting it in a style that's familiar to the people who will read and (hopefully) become excited by it and want to bring you into their research area.

Here are some of the key factors to consider when structuring your proposal:

• meeting the expected word count (this can range from a 1-page maximum to a 3,000-word minimum depending on your supervisor and research area)
• making your bibliography as detailed as necessary
• outlining the research questions you’ll be trying to solve/answer
• discussing the impact your research could have on your field
• conducting preliminary analysis of existing research on the topic
• documenting details of the methods and data sources you’ll use in your research
• introducing your supervisor(s)  and how their experience relates to your project.

Please note this isn't a universal list of things you need in your PhD research proposal. Depending on your supervisor's requirements, some of these items may be unnecessary or there may be other inclusions not listed here.

Ask your planned supervisor for advice

Alright, here’s the thing. If sending your research proposal is your first point of contact with your prospective supervisor, you’ve jumped the gun a little.

You should have at least one researcher partially on board with your project before delving too deep into your proposal. This ensures you’re not potentially spending time and effort on an idea that no one has any appetite for. Plus, it unlocks a helpful guide who can assist with your proposal.

PhD research isn’t like Shark Tank – you’re allowed to confer with academics and secure their support before you pitch your thesis to them. Discover how to choose the right PhD supervisor for you.

For a time-efficient strategy, Chelsea recommends you approach your potential supervisor(s) and find out if:

• they have time to supervise you
• they have any funds to help pay for your research (even with a stipend scholarship , your research activities may require extra money)
• their research interests align with yours (you’ll ideally discover a mutual ground where you both benefit from the project).

“The best way to approach would be to send an email briefly outlining who you are, your background, and what your research interests are,” says Chelsea.

“Once you’ve spoken to a potential supervisor, then you can start drafting a proposal and you can even ask for their input.”

Chelsea's approach here works well with some academics, but keep in mind that other supervisors will want to see a research proposal straight away. If you're not sure of your proposed supervisor's preferences, you may like to cover both bases with an introductory email that has a draft of your research proposal attached.

Sarah agrees that your prospective supervisor is your most valuable resource for understanding how to write a research proposal for a PhD application.

“My biggest tip for writing a research proposal is to ask your proposed supervisor for help,” says Sarah.

“Or if this isn’t possible, ask another academic who has had experience writing research proposals.”

“They’ll be able to tell you what to include or what you need to improve on.”

Find the 'why' and focus on it

One of the key aspects of your research proposal is emphasising why your project is important and should be funded.

Your PhD proposal should include your major question, your planned methods, the sources you’ll cite, and plenty of other nitty gritty details. But perhaps the most important element of your proposal is its purpose – the reason you want to do this research and why the results will be meaningful.

In Sarah’s opinion, highlighting the 'why' of your project is vital for your research proposal.

“From my perspective, one of the key aspects of your research proposal is emphasising why your project is important and should be funded,” she says.

“Not only does this impact whether your application is likely to be successful, but it could also impact your likelihood of getting a scholarship .”

Imagine you only had 60 seconds to explain your planned research to someone. Would you prefer they remember how your project could change the world, or the statistical models you’ll be using to do it? (Of course, you’ve got 2,000 words rather than 60 seconds, so do make sure to include those little details as well – just put the why stuff first.)

Proofread your proposal, then proof it again

As a PhD candidate, your attention to detail is going to be integral to your success. Start practising it now by making sure your research proposal is perfect.

Chelsea and Sarah both acknowledge that clarity and writing quality should never be overlooked in a PhD proposal. This starts with double-checking that the questions of your thesis are obvious and unambiguous, followed by revising the rest of your proposal.

“Make sure your research questions are really clear,” says Sarah.

“Ensure all the writing is clear and grammatically correct,” adds Chelsea.

“A supervisor is not going to be overly keen on a prospective student if their writing is poor.”

It might sound harsh, but it’s fair. So, proofread your proposal multiple times – including after you get it back from your supervisor with any feedback and notes. When you think you’ve got the final, FINAL draft saved, sleep on it and read it one more time the next morning.

Still feeling a little overwhelmed by your research proposal? Stay motivated with these reasons why a PhD is worth the effort .

Want to learn more from Chelsea and Sarah? Easy:

• Read about Chelsea’s award-winning PhD thesis on keeping crops healthy.
• Read Sarah’s series on becoming a law academic .

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How to Write a PhD Research Proposal

• Applying to a PhD
• A research proposal summarises your intended research.
• Your research proposal is used to confirm you understand the topic, and that the university has the expertise to support your study.
• The length of a research proposal varies. It is usually specified by either the programme requirements or the supervisor upon request. 1500 to 3500 words is common.
• The typical research proposal structure consists of: Title, Abstract, Background and Rationale, Research Aims and Objectives, Research Design and Methodology, Timetable, and a Bibliography.

What is a Research Proposal?

A research proposal is a supporting document that may be required when applying to a research degree. It summarises your intended research by outlining what your research questions are, why they’re important to your field and what knowledge gaps surround your topic. It also outlines your research in terms of your aims, methods and proposed timetable .

What Is It Used for and Why Is It Important?

A research proposal will be used to:

• Confirm whether you understand the topic and can communicate complex ideas.
• Confirm whether the university has adequate expertise to support you in your research topic.
• Apply for funding or research grants to external bodies.

How Long Should a PhD Research Proposal Be?

Some universities will specify a word count all students will need to adhere to. You will typically find these in the description of the PhD listing. If they haven’t stated a word count limit, you should contact the potential supervisor to clarify whether there are any requirements. If not, aim for 1500 to 3500 words (3 to 7 pages).

Your title should indicate clearly what your research question is. It needs to be simple and to the point; if the reader needs to read further into your proposal to understand your question, your working title isn’t clear enough.

Directly below your title, state the topic your research question relates to. Whether you include this information at the top of your proposal or insert a dedicated title page is your choice and will come down to personal preference.

2. Abstract

If your research proposal is over 2000 words, consider providing an abstract. Your abstract should summarise your question, why it’s important to your field and how you intend to answer it; in other words, explain your research context.

Only include crucial information in this section – 250 words should be sufficient to get across your main points.

3. Background & Rationale

First, specify which subject area your research problem falls in. This will help set the context of your study and will help the reader anticipate the direction of your proposed research.

Following this, include a literature review . A literature review summarises the existing knowledge which surrounds your research topic. This should include a discussion of the theories, models and bodies of text which directly relate to your research problem. As well as discussing the information available, discuss those which aren’t. In other words, identify what the current gaps in knowledge are and discuss how this will influence your research. Your aim here is to convince the potential supervisor and funding providers of why your intended research is worth investing time and money into.

Last, discuss the key debates and developments currently at the centre of your research area.

4. Research Aims & Objectives

Identify the aims and objectives of your research. The aims are the problems your project intends to solve; the objectives are the measurable steps and outcomes required to achieve the aim.

In outlining your aims and objectives, you will need to explain why your proposed research is worth exploring. Consider these aspects:

• Will your research solve a problem?
• Will your research address a current gap in knowledge?
• Will your research have any social or practical benefits?

If you fail to address the above questions, it’s unlikely they will accept your proposal – all PhD research projects must show originality and value to be considered.

5. Research Design and Methodology

The following structure is recommended when discussing your research design:

• Sample/Population – Discuss your sample size, target populations, specimen types etc.
• Methods – What research methods have you considered, how did you evaluate them and how did you decide on your chosen one?
• Data Collection – How are you going to collect and validate your data? Are there any limitations?
• Data Analysis – How are you going to interpret your results and obtain a meaningful conclusion from them?
• Ethical Considerations – Are there any potential implications associated with your research approach? This could either be to research participants or to your field as a whole on the outcome of your findings (i.e. if you’re researching a particularly controversial area). How are you going to monitor for these implications and what types of preventive steps will you need to put into place?

6. Timetable

We’ve outlined the various stages of a PhD and the approximate duration of a PhD programme which you can refer to when designing your own research study.

7. Bibliography

Plagiarism is taken seriously across all academic levels, but even more so for doctorates. Therefore, ensure you reference the existing literature you have used in writing your PhD proposal. Besides this, try to adopt the same referencing style as the University you’re applying to uses. You can easily find this information in the PhD Thesis formatting guidelines published on the University’s website.

Finding a PhD has never been this easy – search for a PhD by keyword, location or academic area of interest.

Questions & Answers

Here are answers to some of the most common questions we’re asked about the Research Proposal:

Can You Change a Research Proposal?

Yes, your PhD research proposal outlines the start of your project only. It’s well accepted that the direction of your research will develop with time, therefore, you can revise it at later dates.

Can the Potential Supervisor Review My Draft Proposal?

Whether the potential supervisor will review your draft will depend on the individual. However, it is highly advisable that you at least attempt to discuss your draft with them. Even if they can’t review it, they may provide you with useful information regarding their department’s expertise which could help shape your PhD proposal. For example, you may amend your methodology should you come to learn that their laboratory is better equipped for an alternative method.

How Should I Structure and Format My Proposal?

Ensure you follow the same order as the headings given above. This is the most logical structure and will be the order your proposed supervisor will expect.

Most universities don’t provide formatting requirements for research proposals on the basis that they are a supporting document only, however, we recommend that you follow the same format they require for their PhD thesis submissions. This will give your reader familiarity and their guidelines should be readily available on their website.

Last, try to have someone within the same academic field or discipline area to review your proposal. The key is to confirm that they understand the importance of your work and how you intend to execute it. If they don’t, it’s likely a sign you need to rewrite some of your sections to be more coherent.

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Writing your PhD research proposal

Find guidance on how to write your PhD research proposal and a template form for you to use to submit your research proposal.

By asking you for an outline  research proposal we hope to get a good picture of your research interests and your understanding of what such research is likely to entail.

The University's application form is designed to enable you to give an overview of your academic experience and qualifications for study at postgraduate level. Your outline research proposal then gives us an idea of the kind of research you want to undertake. This, together with information from your referees, will help us assess whether the Moray House School of Education and Sport would be the appropriate place for you to pursue your research interests.

At  the application stage, you are unlikely to be in a position to provide a comprehensive research proposal; the detailed shaping up of a research plan would be done in conjunction with your supervisor(s). But it is important for us to appreciate what you are hoping to investigate, how you plan to carry out the research, and what the results might be expected to contribute to current knowledge and understanding in the relevant academic field(s) of study. In writing your proposal, please indicate any prior academic or employment experience relevant to your planned research.

In your research proposal, please also ensure that you clearly identify the Moray House research cluster your proposal falls under, as well as two to three staff members  with expertise in this area. We also encourage you to contact potential supervisors within your area of proposed research before submitting your application to gauge their interest and availability.

How to write your research proposal

The description of your proposed research should consist of 4-5 typed A4 sheets. It can take whatever form seems best, but should include some information about the following:

• The general area within which you wish to conduct research, and why (you might find it helpful to explain what stimulated your interest in your chosen research field, and any study or research in the area that you have already undertaken)
• The kind of research questions that you would hope to address, and why (in explaining what is likely to be the main focus of your research, it may be helpful to indicate, for example, why these issues are of particular concern and the way in which they relate to existing literature)
• The sources of information and type of research methods you plan to use (for example, how you plan to collect your data, which sources you will be targeting and how you will access these data sources).

In addition to the above, please include any comments you are able to make concerning:

• The approach that you will take to analyse your research data
• The general timetable you would follow for carrying out and writing up your research
• Any plans you may have for undertaking fieldwork away from Edinburgh
• Any problems that might be anticipated in carrying out your proposed research

Please note: This guidance applies to all candidates, except those applying to conduct PhD research as part of a larger, already established research project (for example, in the Institute for Sport, Physical Education & Health Sciences).

In this case, you should provide a two- to three-page description of a research project you have undertaken, to complement information in the application form. If you are in any doubt as to what is appropriate, please contact us:

Email: Education@[email protected]

All doctoral proposals submitted as part of an application will be run through plagiarism detection software.

Template form for your research proposal

All applicants for a PhD or MSc by Research must submit a research proposal as part of their application. Applicants  must   use the template form below for their research proposal. This research proposal should then be submitted online as part of your application. Please use Calibri size 11 font size and do not change the paragraph spacing (single, with 6pt after each paragraph) or the page margins.

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Learning from a sample PhD Research Proposal: A step by step guide.

Developing a PhD research proposal is a pivotal step towards delving into scholarly inquiry, shaping the trajectory of one’s academic journey and contributing to the body of knowledge. Doctoral candidates incessantly look for a sample PhD research proposal to serve as a blueprint, illuminating the intricacies of their research endeavor to contribute meaningfully to their chosen field through rigorous research and inquiry.

In this blog post, I share a sample PhD Research Proposal that may serve as a starting point for doctoral candidates’ scholarly pursuit. This sample research proposal represents not only a culmination of years of my academic endeavor but shall also provide a gateway to the doctoral candidates to unlock new insights, push the boundaries of existing knowledge and make a tangible impact in the academic community and beyond.

Starting from the title, this write-up presents the content of my PhD research proposal in an abridged form as per following format:

• Context of the study-higher education dynamics in Pakistan.
• Statement of the problem.
• Rationale of the study and evolution of the research questions.
• Research Questions.
• Objectives of the study.
• An overview of Human Resource Management.
• HRM in the public sector.
• HRM in the public sector in Pakistan.
• An overview of HRM in universities.
• HRM in the universities in Pakistan.
• Recruitment and Selection.
• Recruitment and selection in the universities in Pakistan.
• The gaps in literature and propositions.
• Theoretical Framework.
• General Systems Theory.
• General Systems theory and its application to diverse disciplines.
• General systems theory and its application to organization.
• General systems theory and its application to HRM.
• Application of General Systems Theory to recruitment and selection
• Case Selection and Design
• Observations
• Documents and archival records.
• Data Analysis.
• Ethical considerations.
• Informed consent
• Privacy and confidentiality
• Significance, expected outcome and contribution of the study.
• Implications of the study.
• Outline of the Thesis.

An Exploratory Study of Recruitment and Selection of Administrative Staff in the Public Sector Universities of Khyber Pakhtunkhwa, Pakistan.

Contemporary discourse on recruitment and selection underpins the researchers’ argument in articulating that staffing function does not take place in isolation in any organization. This is influenced, not only by internal factors but also by external environmental forces. While undertaking staffing function in any setting, HR managers must be cognizant that they select the right person for the right job as the critically important function set the stage for other human resources subsystems to pragmatically and smoothly function.

Using General Systems Theory as a theoretical lens, this qualitative study shall investigate the system of recruitment and selection in the public sector universities in Khyber Pakhtunkhwa, Pakistan with a focus on administrative staff. Data shall be collected through in-depth interviews with purposefully selected participants and thematic analysis shall be undertaken to analyse the data to unearth how the system of recruitment and selection has been designed in the public sector universities.

Furthermore, this multiple case study shall identify loopholes in the system of recruitment and selection in the universities and will pinpoint the major factors responsible for the bottlenecks that need to be addressed if the institutions of higher education were to meet emerging challenges of the competitive academic world and growing expectations of all stakeholders. The study shall conclude with recommendations, how the system of recruitment and selection in public sector universities may be improved.

• Introduction

This empirical study is aimed at investigating how the system of recruitment and selection is designed in the public sector universities by carrying out a comprehensive scrutiny of the current employment practices, investigating major problem areas, nd various factors responsible for these loopholes which need to be addressed if the institutions of higher education were to meet challenges of the competitive academic world and growing expectations of the stakeholders.

1.1 Background

The growing forces of globalization and increasing significance of emerging market economies advocate strongly that success of managers in the contemporary world rests on the degree to which they grasp a deep understanding of the issues confronted by organizations while managing human resources (Budhwar & Debrah, 2001).

For effective management of human resources, organizations require a sound Human Resource Management system. The HRM system is defined as “a set of distinct but interrelated activities, functions, and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources” (Lado & Wilson, 1994:701). An effective HRM system requires interconnected and dependent subsystems to work in harmony for its smooth functioning. HR subsystems connote those relationships and interactive activities ingrained in a larger organizational context which is aimed at managing the pool of human resources and making sure that these resources are utilized in the most effective and efficient manner so that strategic goals of the organization may be accomplished (Tiwari & Saxena, 2012:671).

The paramount HR subsystems include recruitment and selection, training and development, compensation, career development, performance evaluation, working environment and succession management to mention a few. Each of these subsystems has its own peculiar dynamics and significance. Amongst them, the most exigent is recruitment and selection. Recruitment is the process through which organizations hunt for potential applicants intended for productive employment while selection implies the process by which organizations attempt to identify the most suitable candidates with the desired knowledge, skills and ability to perform the desired tasks to help the organization realize its goals (Searle, 2009:151).

Concerted efforts aimed at reforming employment management practices were underway in developed countries for the last couple of decades. These initiatives were primarily set off by financial crisis confronted by both developed as well as developing economies. The role of the state was challenged for mismanagement and bad governance and the efficacy of service delivery system in the public domain came under enormous pressure. Hence, the public sector was censured severely for its lack of efficiency, transparency and flexibility. HRM has become one of the central themes of the public sector reform agenda (Colley, McCourt & Waterhouse, 2012:508; Gray & Jenkins, 1995: 80; Organization for Economic Cooperation and Development, 2009:30).

Indeed, HRM is at the embryonic stage in Pakistan (Khilji, 2001:250), the case with the public sector universities is not much different. Since inception, much attention was not paid to the management of human resources in the higher education sector. With mushroom growth of universities, the HR problems confronted by these academic bodies multiplied with the passage of time. The traditional HR department, regarded as Establishment Section, in the universities used to be grossly deficient in having the requisite skilled and experienced HR professionals. Recruitment and selection was not conducted in a systematic manner. Training and development of employees were undertaken in the most orthodox fashion. Career development opportunities were scarce and infrequent. Pay was not performance based and performance appraisal was equally defective. Nevertheless, serious and sincere efforts were not undertaken in the past to revamp, redesign and restructure the same, to put it according to the changing needs of the globalized world. To be brief, HR was found to be one of the most neglected areas in the public sector universities in Pakistan (Abbas & Ahmad, 2011:21; Qadeer, Rehman, Ahmad & Shafiq, 2011:230).

Over the years, much attention has not been paid to evolve HRM system in the universities. The scenario of staffing function is not much different. Especially, the recruitment and selection system of administrative staff remained overlooked. Having taken for granted, this area remained grossly deficient and out-rightly neglected. In fact, the system of recruitment and selection of administrative staff has not received the desired level of attention and consideration. It remained controversial for being non-meritocratic, asymmetrical and even unlawful (Husain, 2007:1; Khilji, 2001:104). This area received little attention from academics, researchers and scholars despite its overall significance.

This study shall investigate the prevailing employment practices in the six public sector universities of Khyber Pakhtunkhwa with prime focus on recruitment and selection system of administrative staff. This multiple case study research shall unveil numerous loopholes in the prevailing system of recruitment and selection in the public sector universities in the province and makes several recommendations in light of which the system of recruitment and selection system of administrative staff may be revived in the institutes of higher education in the country.

1.2 Context of the study-higher education dynamics in Pakistan

Institutions of higher education exist in all kinds of configurations, sizes and shapes (Edgley-Pyshorn & Huisman, 2011:610). Universities are generally esteemed as “communities of scholars researching and teaching together in collegial ways” (Deem, 1998:47). University is a seat of advanced learning, a meeting place for researchers, scholars, academicians and academic workers where students pursue their higher studies after school or college level education. It is an intellectual center of the highest level offering various academic programs and different schemes of studies for graduate and postgraduate students (Ahmad & Junaid, 2008:501).

It is essential to have a background understanding of the landscape in which higher education sector operates in Pakistan. The contemporary higher education system in Pakistan is fundamentally influenced by its historical traditions (Altbach, 2004:15)  and the Universities in Pakistan have a robust colonial legacy Rahman (1998:669).

At the time of creation of Pakistan in 1947, there was only one university functioning in Pakistan, namely University of Punjab established by the British rulers (HEC, 2013; Rahman, 1998:672). The rationale for setting up a university, in this part of the world, was that many British officers, essentially, felt that the cost of running the administration would substantially decrease if the lower level jobs were given to the Indians. And secondly, to appease the concerns of the Indians as they were left frustrated and got alienated from the British rule by the fact that they were debarred from all offices of trust, lucre and authority. Therefore, the colonial masters desired that the Indians should be educated —“educated to be westernized — and employed under British superiors” (Rahman, 1998:670). Altbach (2004:17) argues that the aim of the colonial university was to train obedient and loyal civil servants to serve the colonizers. This system of governance, subservient administrative arrangement, docile academic models and pliable managerial practices influenced from the British era persisted in universities in Pakistan with cosmetic changes even today (Altbach, 2004:15). 

Sharp increase has been recorded in the number of universities established, both in public as well as private sector, in Pakistan during the last two decades. The public sector universities are government chartered, self-governing autonomous bodies funded by the Government of Pakistan through HEC. According to Hayward (2009:19), universities and institutions of higher education remained, largely, neglected in Pakistan throughout, its history. “The crisis in higher education was acknowledged as early as 1947, followed by more than a dozen commissions and policy document s. In 1998, some small steps were finally taken to improve access by increasing the number of higher education institutions from 18 to 78 and encouraging private higher education”. Major changes took place, in the sector with Musharraf’s takeover and the establishment of HEC in 2002, development budget of higher education has risen exponentially, and the number of new universities increased manifold.

Hence, based on the dates of inception, space, diversity of programs offered, availability of internet and video conferencing facilities, these universities can be classified into two broad categories of universities (i.e. the first generation and second generation universities).

The ‘first generation’ of these universities were established since 1947 till 2002 (before the establishment of HEC). The ‘second generation’ comprises of those universities, established in the last 10 to 15 years. The ‘first generation’ of these universities are marked by spacious flat buildings, serene academic environment, intellectual richness, outdated libraries, on-campus residency, little automation and a vast pool of imaginative students. University of the Punjab University of Peshawar, and Quid-e-Azam University, Islamabad are few among those. The ‘second generation’ comprises of those universities, established in the last ten to fifteen years. These are distinguished, mainly, by multistory buildings, fully automated offices, Wi-Fi and video conferencing facilities, with newly established well-furnished Offices of Research Innovation and Commercialization, Quality Enhancement Cell, Career Counseling and Student Aid and Placement Offices. Some of the recently established universities are housed in rented buildings while others have erected their own structures. University of Health Sciences, Lahore, Kohat University of Science and Technology and Karakurum International University, Gilgit, Baltistan are few of the second-generation universities.

These public sector universities, in general, share symmetrical organizational composition having top-down hierarchical structure. The governor of the respective provinces or the president of the country, in the case of federal universities, used to be the Chancellor by virtue of their designation. They accord approval for appointment of the vice- chancellors, some members of the Senate, Syndicate and Selection Board (the key statutory bodies of the universities) and the Deans, the most distinguished academic position in the universities (Ministry of Education, Government of Pakistan, 2000; Rahman, 1998:673).

Most of these institutions are following the government timeworn policies while managing human resources. Notwithstanding, these universities have own statutory bodies to revamp and redesign their own employment system, but little efforts have been made in the past to this effect. Resultantly, these universities are confronting a myriad of challenges pertaining to employment practices. Some of these are external; nevertheless, most of these are internal challenges.

These challenges have the potential, to engender serious repercussions for employment practices in the public sector universities. At the same time, key stakeholders have varied expectations from the contemporary universities in the country (Ahmad & Ghani, 2013).

In the face of these challenges and growing expectations of the stakeholders, the university top management has to overhaul, redesign and restructure the entire HRM system in order to hunt the best lot in the market to circumvent total collapse of the higher education system in the days to come. The next ten years are anticipated to be crucial for the universities in Pakistan. This might turn out to be the golden era for higher education sector if university authorities, policy makers, government functionaries and funding agencies realize this, seize the opportunity, take the initiative and act ambitiously. If failed, “an avalanche of change will sweep the system away” (Barber, Donnelly & Rizvi, 2013:5).

1.3  Statement of the problem

Recruitment and selection of administrative staff are among the most redundant areas in the institutions of higher education in Pakistan. Being one of the most crucial HRM subsystems, staffing function failed to muster the desired level of attention in the public sector universities for a variety of reasons. Little effort has been made in the past to revamp and overhaul recruitment and selection system in the universities in Pakistan by appreciating its contribution as a strategic undertaking and a change agent role. At a time, when unprecedented modernization and innovation are taking place in the system of recruitment and selection across the globe, staffing function in the public sector universities in Pakistan is operating in the most obsolete and redundant fashion. Similarly, limited research has been undertaken in the area to explore its dynamics and inform reforms initiatives and enlighten necessary improvement.

This pioneering multiple case study research shall divulge the problems confronted by higher education sector with a prime focus on the system of recruitment and selection of administrative staff in the public sector universities of Khyber Pakhtunkhwa while using General Systems Theory as a theoretical lens.

This study shall open up new avenues for further research in other subsystems of HRM in the institutions of higher education in the country. The study shall come up with some recommendations to regenerate and transform the system of recruitment and selection of administrative staff that successfully address the varied needs of the universities and growing expectations of all stakeholders.

1.4  Rationale of the study and evolution of the research questions

A detailed review of the literature revealed that management of the human resource is one of the most neglected areas in the higher education sector in Pakistan (Abbas & Ahmad, 2011:4). The traditional HR practices prevailing in the public sector are in place in the universities across the board. HR policy is hardly designed in any public sector university. Job descriptions are not available for any position. Compensation is not performance based. Performance appraisal is not systematic. Recruitment and selections are not merit based. This invariably engenders serious administrative problems besides audit objections and legal complications. The entire process is tiresome, hectic and time-consuming, essentially, characterized by bureaucratic behavior and red-tapism. A great deal of confidentially is involved in the process culminating in serious doubts and concerns.

Serious efforts were not undertaken in the past in the universities to address these problems at the strategic level. Similarly, limited research can be found in the HR domain in the context of higher education sector. Dubosc & Kelo (2012:1) argued that there is a serious deficiency of research on strategic HR practices prevailing in universities across the globe. In the same vein, very limited research can be found on recruitment and selection system with a focus on institutions of higher education in Pakistan (Shahzad, Bashir & Ramay, 2008:302; Iqbal, Arif, & Abbas, 2011:217; Qadeer et al ., 2011:231).

This provided the desired impetus and thrust to undertake this study. This research is aimed at investigating the existing recruitment and selection system in the higher education sector exploring how this subsystem of the overall HR system is aligned with the remaining HR subsystems to drive the overall academic business of the public sector universities. This study will be looking into the ways in which recruitment and selection system in the public sector universities may be reshaped to meet burgeoning aspirations and growing challenges of the knowledge economy.

In view of the above, this study shall address the following three broad research questions:

1.5 Research Questions:

• How for the function of recruitment and selection of administrative staff in the public sector universities in Khyber Pakhtunkhwa is designed in a systematic manner?
• What are the major loopholes in recruitment and selection of administrative staff in the public sector universities in Khyber Pakhtunkhwa?
• What are the major factors responsible for these loopholes?.

1.6  Objectives of the study

This research study will probe the current employment practices in the public sector universities of Pakistan. This study, in the first instance, will investigate the prevailing system of recruitment and selection in the selected universities, in order to develop a deep understanding of the current practices. This study will, then, identify various loopholes in the recruitment and selection system. All the key factors responsible for these loopholes will be inquired to delineate how to bridge these gaps. The study will conclude with recommendations for policy makers at university level, authorities at the federal and provincial government level, HEC, provincial higher education departments and donor agencies to prioritize the area.

The study will help in realizing the following objectives:

• To investigate the current system of recruitment and selection of administrative staff in the public sector universities in Khyber Pakhtunkhwa
• To identify gaps/loopholes in the prevailing system of recruitment and selection of administrative staff in the public sector universities in Khyber Pakhtunkhwa
• To examine the factors mainly responsible for the gaps/loopholes in the system of recruitment and selection of administrative staff
• To explore how the system of recruitment and selection system of administrative staff may be revisited to overcome these gaps/loopholes?

2. A brief review of literature

HRM is the effective management of people at work. This brief review of existing literature discusses HRM in the era of globalization with focus on HR system, policies and practices prevailing in the public sector and functioning of HRM in the public sector in both developed as well as developing countries having a special focus on HR practices in the institutes of higher education in Pakistan with peculiar attention on recruitment and selection practices in the public sector universities. Identifying research gaps in the prevailing staffing function, the preceding section provide rationale for the study.

2.1 An overview of Human Resource Management

Human Resource Management is the management of people working in an organization. This primarily deals with human dimension in an organization. To match an organization’s needs of the capable and committed workforce, to the skills and abilities of its employees, essentially comes under the domain of HRM (Decenzo, Robbins & Verhulst, 2010:4). “HRM is a system that strives to achieve a dynamic balance between the personal interests and concerns of people and their economic added value” (Hussain & Ahmad, 2012:10).

To manage human resource is a challenging task. The organizations that have learned to manage human resources diligently and professionally enjoy an edge over others (Wright, MacMahan & MacWilliams, 1994:320). It is a vital element for the success of any organization. Undoubtedly, HR is one of the most essential assets for an organization; nonetheless, very few have realized it significance and even very few have harnessed its real potential (Ahmad & Schroeder, 2003:19).

“HRM includes anything and everything associated with the management of employment relationships in the firm” (Boxall & Purcell, 2003: 1). Price (2007: 32) defines HRM as a “Philosophy of people management based on the belief that human resources are uniquely important in sustained business success…HRM is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies”.

HR, since its inception has transformed a great deal in significance from its role largely as maintenance and administrative function of diminutive impression to the contemporary world, where it is widely reckoned to have strategic business partner status, having bottom-line implications for the organization (Ferris, Perrewé, Ranft, Zinko, Stoner, Brouer & Laird, 2007: 117). Nevertheless, there is a common misconception that HR has become “a reactive, fire-fighting and administrative” function, has lost its relevance and dismally failed to be connected with strategic aims of the organization (Collings & Wood, 2009: 5; Lundy, 1994: 687).

2.2 HRM in the public sector

For successful operations, every organization, whether public or private, commercial or not-for-profit requires people (Tessema & Soeters, 2006:86). Since, this study is taking up public sector intuitions of higher education, therefore, the focus primarily converges on public sector HR practice. Public sector implies that part of the economy, which is predominantly concerned with the provision of basic public services. This is generally regarded as government sector or public service. In general terms, the public sector consists of government and all publicly controlled or publicly funded agencies, enterprises, and entities that deliver public programs, goods, or services.

The structure and composition of the public sector vary from country to country and region to region. Nevertheless, basic services such as education, healthcare, communication, transportation, army and police services fall under the ambit of the public sector. These services are essentially not for profit, tailored to the need of public in general and aimed at serving the welfare of the society at large (Colley & Price, 2010; OECD, 2008:18). Being highly ‘personnel intensive’, the functioning of public sector enterprises, their efficiency and transparency are assessed on the basis of performance of their workforce (Tessema & Soeters, 2006:86). Hence, HR practices are regarded as vital to improving the overall quality of public services extended by the government functionaries (Ingraham & Kneedler, 2000:245).

Indeed, public sector plays a vital role in delivering goods and services and maintaining law and order. The workforce being the public service providers and executors of duties is the critical core of public management. The effective management of human capital not only determines efficiency and quality of service delivery in the public sector (Tessema & Soeters, 2006:86) but having serious bearing upon the socio-economic development of the entire country (Chang & Gang, 2010:1).“The ability of governments to recruit, train, promote and dismiss employees is a key determinant of their capacity to obtain staff with the skills needed to provide public services that meet client needs and to face current economic and governance challenges” (OECD, 2009:75).

 HRM is of prime importance for every state agency as the government functionaries are expected to deliver commodities and services, efficiently and effectively (Anazodo, Okoye & Chukwuemeka, 2012:1; Nyameh & James, 2013:68). HRM in the public sector symbolizes flexible and flatter management structure. Decentralization of decision making, devolution of authority, uniformity of rules, sharing of responsibility with line managers are some of the key dimensions of HRM in the government sector (OECD, 2009:76).

Notwithstanding, HRM has been sharing common attributes across all sectors, whether public or private for its prime focus on workforce issues and concerns, HRM in the public sector is vastly different from HRM in the private sector in all most all kind of employment practices. Indeed, public interest has always been the focus of attention for public sector entities, whereas private sector organizations remained concern more with private interests. The notion of public interest is perplexing, as the theme does not “easily fit with HRM as a strategic partner in accomplishing organizational competitiveness and business outcomes” (Brown, 2004:305).

2.3 HRM in the public sector in Pakistan

As a British colony, before independence in 1947, the government machinery was run under the bureaucratic administrative structure set up by the colonial masters. Even after sixty years of independence, the public sector is still getting hitched with British legacy (Ali et al., 2010:3; Rehman, 1998:678). The public sector, as a whole, is having a passive management culture. To run the administrative affairs of the government, key strategic decisions are being made, essentially based on political clientele rather than sound business acumen (Khilji, 2001:104). “Decades of mismanagement, political manipulation and corruption have rendered Pakistan’s civil service incapable of providing effective governance and basic public services” (International Crisis Group, 2010).  To get away with British traditions in many spheres of public management, particularly, bureaucratic setup and employment practices have become cumbersome for the Pakistani public sector over the years (Husain, 2007:1; Khilji, 2001:104).

According to Khilji (2001:250), HRM is at the very early stage of evolution in Pakistan. Very few organizations in the country have adopted a strategic approach to managing human resources. In some organizations, the function of HRM has broadened in scope and importance. HR departments have been linked with service delivery function and communication channels have been established. Some organizations are pursuing HR practices in a piecemeal manner. These organizations have adopted new practices such as ‘Management by Objectives’ and ‘pay for performance’. Concerted efforts are being made to adopt ‘open’ appraisal systems and further expound the role of their training programs.

To transform the existing corporate culture of public sector enterprises, nonetheless, the government took a number of reform measures during the 1990s. Hiring teams of sound professionals at the top level to invigorate the entire HRM culture as to make it flexible, meritocratic and responsive was one of those initiatives (Khilji, 2001:104).

Resultantly, a series of business concerns in Pakistan restructured their personnel divisions. HR departments were established. The role of HRM was further expanded. In the face of these reforms, one of the dilemma with the application of HR best practices in Pakistan is that the “policy-makers and HR managers repeatedly talk of bringing about revolutionary changes in the HRM system, but do little to implement it. This has left employees frustrated, demotivated and largely dissatisfied” (Khilji, 2003:136).

Husain (2007:8) argued that recruitment at all levels and cadres of public services needs to be made open, transparent and merit-based. Performance needs to be evaluated based on quantifiable objectives and according to well-defined key performance indicators.

Today in Pakistan, there is a dire need for a smaller but efficient government machinery. Such a government, in the contemporary world, is essential for developing a competitive advantage over other nations of the region. To accomplish these ideals, public sector institutions require potential and talented human resources which are equipped with knowledge and skill sets congruent with the compulsions of the twenty first Century (Qureshi, 2014).

2.4 An overview of HRM in the Universities

Managing human resource has become ‘a critical issue for contemporary universities’ as a result of mounting pressures from government, society at large as well as global academic market. In fact, the autonomous status has entrusted the capacity of the employer upon the universities resulting in enhanced expectations of faculty and administrative staff and constituent institutes about terms and conditions of employment, working conditions, as well as broader aspects of work-life balance ultimately affecting academic and professional identities (Gordon & Whitchurch, 2007:1).

Dubosc & Kelo (2012:7) in their study found that managing and developing human resource is becoming a key challenge in the institutes of higher education worldwide. Complex academic communities need appropriate career management procedures as well as national HR policies underpinning the institutions of further education in recruiting, motivating and retaining qualified and committed academic workforce.

Guest & Clinton (2007: 6) in their study noted that in the institutions of higher education, HRM has remained merely an administrative activity. In the same vein Larkin & Neumann (2012:4) argue that universities, in general, have only partially adopted HRM practices ranging from career development, performance evaluation to retirement preparation and succession planning. By and large, HRM policies and practices in the universities are “reactive and ad-hoc, designed to respond to immediate needs and lack an organizational strategy to workforce planning”.

For that very reason, universities are castigated for viewing HRM in operational and not in strategic terms (Archer, 2005). Dubosc & Kelo (2012:7) observed that the ongoing reflections and analyses by the researchers, academicians, and practitioners concerning modernization of the educational institutions highlight among many other impediments, the human factor and the trouble to make people change their attitude and adhere to new approaches and methods. They conclude that structural reforms often fail because of lack of commitment and motivation of individual actors.

2.5 HRM in the universities in Pakistan

Public sector universities in Pakistan, by and large, share symmetrical organizational structure having a top-down hierarchy. The governor of the respective provinces or the president of the country, in the case of federal universities, used to be the chancellors of these universities by virtue of their designation. Vice-chancellor being the chief executive, principal accounting officer and chief academic officer of the university wields overwhelming authority. He chairs almost all key decision-making forums (i.e. the Syndicate, Academic Council, Finance and Planning Committee and Advance Studies & Research Board).

Qadeer et al ., (2011:230) found that highly centralized HRM structure, a colonial legacy still prevails in public sector universities in Pakistan. Abbas & Ahmad (2011:21) arguably underpinned these findings stating that HR units do not effectively exist in the universities and HR functions have been made perplexed and complicated which is mainly looked after by the administration with no expertise and training to deal with it. Strong resistance to integrate HRM practices and the high power distance culture in Pakistan are detrimental in framing HR policies and practices (Qadeer, Ahmad & Rehman, 2010).

Very limited research can be found on HRM practices in universities in Pakistan (Shazad et al., 2008:302; Iqbal et al., 2011; Qadeer et al., 2011:231). Not a single research endeavor has been made to address HR issues in the institutions of higher education in a holistic fashion. However, discrete studies can be found taking up HR practices in the institutions of higher education.

2.6 Recruitment and Selection

Recruitment is the process through which organizations hunt for the potential applicants for productive employment while selection implies the process by which organizations attempt to identify the most suitable applicant with the desired knowledge, skill and ability to perform the desired task to help the organization realize its goals (Searle, 2009:151).

Huselid (1995:635) asserted that HRM practices influence employees’ skills by means of acquiring and nurturing human resources in an organization. The staffing function in an organization predominantly encompasses the process of hunting, attracting and selecting right people for the right jobs, the people who shall serve the organization, productively and for a longer period of time. Armstrong (2009:515), believes that staffing function is the exercise of looking for the most suitable candidate so that selection of the right person with the right qualification and right frame of mind can be made. Staffing function or the hiring phase include hunting for the prospective and potential candidates for the available vacant slots, assessing their suitability from various aspects, and ultimately selecting those who are deemed to be the most suitable candidates to serve the organization (Itika, 2011:75).

Research has established that organizations perform better when the process of selection is systamtic, straight and transparent (Rehman, 2012:77). According to Decenzo, Robbins & Verhulst (2010: 134), the overall performance of an organization invariably hinges on employees productivity, therefore, selection of a right person for the right slot has remained the utmost priority for the dynamic organizations. The more effective and transparent the process is; the better the performance of the organization shall be. Otherwise, competitive advantage, goodwill, and quality of working environment shall be highly compromised (Hays & Sowa, 1998: 98).

As a matter of fact, recruitment and selection cannot be undertaken in sequestered fashion in any set up in any environment. This function is impinged upon, not only by the nature and size of an organization but also by the outside forces that affect the organization as a whole (Catano et al., 2009:6). Since general systems theory has been evolved over the years, its basic tenants can still be applied to the recruitment and selection in any organization. Its sense of holism provides a synopsis for the entire HR system by encompassing various relationships and interaction persisting within the subsystem of recruitment and selection (O’Meara & Petzall, 2013:26).

2.7 Recruitment and selection in the universities in Pakistan

The modern university is a multi-million dollar enterprise, operating in a highly complex landscape, immensely competitive global marketplace and an increasingly challenging economic environment. The quality of university management, especially the administrative staff comprising of top management and midcareer level managers, has thus never been more significant, and it follows that appointing the best candidates has become indispensable (Shepherd, 2011: 3).

Bibi et al., (2012:5) argued that staffing function includes various activities of recruiting employees such as defining evaluation mechanism, designing screening tests and conducting interview before the final decision of selecting the right candidates is being made. Recruitment in public sector organizations involves ensuring that the organizations adhere strictly to established government laws and regulations in order to avoid discrimination.HR managers in the public sector universities are responsible to follow the established procedure and put down the entire hiring and recruiting process in black and white to best serve the organization, protect the candidates, avoid complications and reduce chances of lawsuits.

Similarly, Nabi, Wei, Husheng, Shabbir, Altaf & Zhao (2014:12), analyzed the effectiveness of fair recruitment and selection procedures in the public sector universities in Azad Jammu and Kashmir, Pakistan and found that organizational politics and line management have greater influence on the effectiveness of fair recruitment and selection system which are detrimental to organizational success and affect the overall productivity of the universities. The study made suggested that a comprehensive research is needed to analyze the recruitment and selection of the administrative cadre specially the relevant officials of human resource department and their functioning on modern lines.

2.8  Gaps in the literature and propositions

Modern organizations, as envisaged by Ployhart (2006:868) are struggling with staffing challenges stemming, essentially from “increased knowledge work, labor shortages, competition for applicants, and workforce diversity.” Nevertheless, in spite of its immense significance and critical needs for an effective employment system, staffing research continues to be neglected altogether or misconstrued by many decision makers in a great deal of organizations taking up its more constringed outlook. Solving these challenges requires staffing scholars to expand their focus from individual-level recruitment and selection research to multilevel research concentrating on business unit standpoint and organizational level perspective.

As a matter of fact, the staffing function does not take place in isolation in any organization. The other internal HR subsystems, size, structure, leadership styles and the events occurring outside the system that affects the organization as a whole are some of the most climacteric influencing factors. This dynamic relationship between the organization and its environment is having last longing impact upon the organization and its employees (Catano et al., (2009:6). French & Rumbles (2010:171) have rightly pointed out “that recruitment and selection do not operate in a vacuum, insulated from wider social trends, so it is very important to keep abreast of current research”.

While systems theory is developed over the years, its basic principles can still be employed to the recruitment and selection system in any organization (O’Meara & Petzall, 2013:26). The concept that how the HRM subsystems are influenced by external challenges such as globalization, technological revolution, new legislations, political intervention, unionization, labor market conditions, national cultures and accountability is yet to be explored (Jackson & Schuler, 1995:237). Within the system if HR managers fail to acknowledge the contributions of others or if they fail to coordinate closely with other parts of the system or sub systems, senior management may begin, to question the added value that HR brings to the organization. This underline the need, to study recruitment and selection in the context of a system, not simply as an isolated function divorced from other functional areas in the organization but as a sub-system embedded in a larger organizational system (Catano et al., 2009:6).

Limited research studies are available on HRM in universities with a focus on recruitment and selection. These studies only underline the significance of the area as critically important HR function; nevertheless, much further investigation has not been undertaken with the intentions to explore its dynamics with the changeling times. For example Nabi et al., (2014:12) mention recruitment and selection as being vital to organizational performance in the public sector in Pakistan but there is no in-depth analysis of how it is linked with the rest of HRM functions or how to make the current system of recruitment and selection more transparent, accountable and systemic. Similarly, Iqbal & Ahmad (2006:629) in their study with a focus on public sector governance in Pakistan, highlighted the lack of systemic approach and structural issues as the major bottlenecks in civil services reform initiatives in the country. In view of the above discussion, this study propounds the following proposition:

Proposition 1:   The Recruitment and Selection in public sector u niversities in Khyber Pakhtunkhwa is not managed systematically since it is not linked with other HR subsystems in a systematic manner.

Van den Brink, Benschop, & Jansen in their qualitative study (2010: 1459) provided insight in multiple ways to understand the notions of transparency and accountability in academic recruitment and selection in the universities in Netherlands stating that recruitment and selection processes in academia are characterized by ‘bounded transparency’ and ‘limited accountability’ at best.

High frequency of internal recruitment, lack of transparency, corruption, nepotism, use of flawed selection methods favouring poorly qualified and inferior candidates at the cost of  best‐suited candidates for the jobs, and restrictive legal frameworks are some of the grey areas identified by Dubosc & Kelo (2012:9) in the recruitment and selection of academic staff in the universities. Khilji (2002:238) argued that decisions involving fresh hiring are made in Pakistani public sector organizations in a dubious manner. The merit-based system of selection does not prevail. Family relationships receive preferential treatment, thus guiding major decisions involving hiring and promotions. Given this, the second proposition for this study is:

Proposition 2:     The Recruitment and Selection system in public sector u niversities in Khyber Pakhtunkhwa is not merit based, impartial and transparent.

In public sector universities in Pakistan, the colonial legacy with highly centralized structure and the traditional personnel management system still prevail. There is hardly any university in the public sector in the country that has a full-fledged HR section staffed by HR professionals to address and look after HR affairs (Qadeer et al ., 2011:230). Abbas & Ahmad (2011a:21) have similar findings. They observed that separate HR unit does not exist in the universities, and the HR functions have been made intertwined and complex mainly looked after by the staff having no requisite qualification, capacity, and experience to deal with it. This state of affairs call for a detailed, in-depth research study in order to unearth real issues so that corrective measures may be undertaken in light of the same (Qadeer et al., 2010). This leads to the third proposition:

Proposition 3:   Public sector u niversities in Khyber Pakhtunkhwa do not have any specialized Human Resource Department or S ection to look after HR functions such as Recruitment and Selection.

Similarly, there exist no independent statutory body such HR council or HR board to have an oversight role in the HR domain in universities in Pakistan. A closer examination of all the relevant legislations such as University of Peshawar Act, 1974, North-West Frontier Province University of Engineering and Technology Ordinance, 1980, Khyber Medical University Act, 2007, University of Peshawar Act, 2011, Khyber Pakhtunkhwa Universities Act, 2012 and Khyber Pakhtunkhwa Universities (Amendment) Act, 2015 and detailed scrutiny of intrinsic material revealed that there are various authorities looking after administrative, financial and academic business in the public sector universities across the Province. Nevertheless, no legal entity subsists in public sector universities in Khyber Pakhtunkhwa to address HR issues.

Proposition 4:   Public sector u niversities in Khyber Pakhtunkhwa do not have an HR Council on the analogy of Academic Council in universities, to keep an eye on HR affairs in the universities .

Hence, an empirical research study is needed to explore the recruitment and selection system of the administrative cadre in public sector universities in Khyber Pakhtunkhwa as there is a wide scope to investigate the matter further. This study is the pioneering work to address these issues by adopting systems approach to fill this gap. While using general systems theory as a theoretical framework, this study endeavors to find answers to some of the most critical questions researchers and academics raised as mentioned earlier.

• Theoretical Framework

Current discourse on employment practices enunciates that staffing function does not take place in isolation in any organization. This is shaped not only by internal environment, but it is also molded by external forces. While undertaking recruitment and selection in any setting, HR managers must be cognizant that the new appointees are properly trained. They have plentiful of opportunities for growth and promotion. Their hard work is acknowledged, and once they quit, they are praised formally and eloquently for their contribution. At the same time, HR managers have to keep an eye on external challenges such as globalization, technological advancement, socio-economic pressures, legal and judicial activism, political interloping and accountability impacting staffing function. These are some of the critically important questions that must be addressed by HR managers. To understand these dynamics, a theoretical lens is needed. While General Systems Theory evolved over the years, its basic principles can still be applied to the system of employees’ recruitment and selection in an organization.  This theory is used to build up theoretical foundation of this research study.

3.1 General Systems Theory

The theoretical lens for this study is provided by Bertalanffy (1950, 1968).  General systems theory is one of the contemporary theories of management postulated first by Ludwig von Bertalanffy in the 1930s as a means of explaining the complexity, interaction and relationship among various groups. While propounding his theory, Bertalanffy was reacting against reductionism and attempting to revive the unity of science (1968:49). He is considered to be the founder and principal author of general systems theory. In general systems theory (1950a:23) the unit of analysis is empathized as a complex whole of interdependent parts.

The systemic perspective of Bertalanffy (1968:38) postulates that comprehending a phenomenon in its entirety merely by splitting it up into basic components and then reconstituting is impracticable; instead, global vision is needed to apply in order to underscore its functioning from a strategic point of view in a holistic fashion.

Bertalanffy premised the idea of a systems approach as part of his general systems theory which he introduced to scrutinize the interaction between organisms and the environment. His systems approach was founded on the theories of Stafford Beer and Kenneth Boulding, both management scientists. The basic idea of general systems theory entails its focus on interactions and relationship. The preeminence of interconnection leads to believe that the conduct of a single autonomous element is different from its behavior when the element interacts with other elements in unison (Mele, Pels & Polese, 2010:127). “General system theory, therefore, is a general science of wholeness.” “The meaning of the somewhat mystical expression, the whole is more than the sum of parts is simply that constitutive characteristics are not explainable from the characteristics of the isolated parts” nevertheless, “the total of parts contained in a system and the relations between them, the behavior of the system may be derived from the behavior of the parts” (Bertalanffy, 1968:55).

3.2 General Systems theory and its application to diverse disciplines

Von Bertalanffy (1968) put forward general systems theory and applied the same in a variety of contexts (Weinberger,1998:88). Its initial application was in numerical sciences, biological sciences, and physical sciences but has since been applied to a wide range of other disciplines such as organizational theory (O’Meara & Petzall, 2013:23), marketing and management (Mele, Pels, & Polese, 2010:126). This theory presumes that there are universal principles of organization which holds for all systems, whether they are physical, chemical, biological, behavioural, cultural and social (Kast & Rosenzweig, 1972: 447) . This is considered to be a ‘grand’ theory for having universal relevance and applicability. “Systems theory is a broad view which far transcends technological problems and demands, a reorientation that has become necessary in science in general and in the gamut of disciplines from physics and biology to the behavioral and social sciences and to philosophy” (Bertalanffy, 1968: vii).

Katz & Kahn (1966) applied systems theory to organizations. The organization is seen as a system, built by energetic input-output where the energy coming from the output reactivates the system. Jacobs (1989:65) argues that systems theory is the unifying theory for HRD and “forms the most underlining structure for the HRD profession.” Using a systems approach to realize organizational and individual goals, Jacobs (1988:2) proposed a domain of human performance technology and used the theory for the development of human performance systems and the management of the resulting systems, which is another dimension of performance improvement within the systems concept.

Capra (1997) contended that systems theory is an ‘interdisciplinary theory’ about every system in nature, in society and in many scientific disciplines, as well as, a framework with which one can investigate a phenomenon from a holistic perspective. Before going into minute details of this theory and it application to organizational HR practices with a focus on recruitment and selection, it is important to explain what the system entails and how it works for better understanding the theoretical framework.

3.3 General systems theory and its application to organization

The didactics of general systems theory are quite basic. Notwithstanding, decades of management training and practices in the workplace, HR managers have not followed this theory in letter and spirit. However, in recent times, in the face of tremendous changes taking place all around, the way organizations function and the way they operate, academics and managers come across this new lens of looking at things. This new overture has brought about a paradigm shift in the thought process of academicians, researchers, managers and the way they approach or manage the organizations.

The effects of systems theory on organization espouse managers to look at the organization from a broader perspective. Systems theory has brought home a very impertinent aspect for the managers to interpret patterns and events in the workplace. They recognize various parts of the organization, and, in particular, the interrelations of these various parts, cognized as subsystems. This encompasses coordination at all levels, for instance: i) Coordination of central administration with its subsidiaries, programs, projects, departments and other administrative units; ii) Coordination within the departments for example engineering and manufacturing and iii) Coordination among supervisors and workers. This is regarded as a major breakthrough in the organizational life. In the past, managers typically took one particular unit of the organization and focused on that. Then they moved their attention to other parts. Here, the predicament was that an organization could, have a strong central administrative system and an incredible set of body parts, but the individual units/departments were working in isolation as these same were not synchronized at all.

3.4 General systems theory and its application to HRM

Systems theory carries a momentous effect on the discipline of management sciences and understanding organizations. Mowday (1983) was one of the first HRM researchers who applied systems model to HRM practices. Katz & Kahn (1978:189) argue that HRM is a subsystem embedded in a larger organizational system. The open systems approach towards HRM has been further developed by Wright & Snell (1991:203).

In the same vein, the description of HRM as a controlled system postulated by Snell (1992: 292) is based upon open systems theory. A more refined discourse on the system theory led us to believe what Kozlowski & Salas (1994: 281) argued to be a multilevel organizational systems approach for better understanding of the implementation and transfer of capacity building initiatives. Many of the more specific theories delineated by Jackson & Schuler (1995:239) in their review to broaden understanding of HRM in context assume that organizations function like open systems.

Alsabbah & Ibrahim (2014:11) used General Systems Theory while studying HR practices in the organizations postulated that certain HR practices if implemented intuitively lead to overwhelming organizational outcome. They found the theory as exceedingly pertinent to the HR domain as it envisages HRM as a vast system blending various processes. The study, establishing the viability of the General Systems Theory when applied to HR practices and employees competence, concluded that understanding the theory assist in improving HR performance in many ways. Hence, the application of the theory elucidates the effectiveness of HR practices in raising employee’s competence in an organization.

3.5 Application of General Systems Theory to recruitment and selection

Since Aristotle’s assertion that knowledge is extrapolated from comprehending a phenomenon in its entirety and not from its individual parts, scholars have been painstakingly engaged in the discourse on systems, its constituent components and their comparative dynamics (Mele, Pels, & Polese, 2010:126). The employees who work in an organization are drawn from the external market, and they add new knowledge, skills, abilities and competencies to the organization resources to enable it to respond to indigenous, national and global innovative market trends, growth and sustainability. Systems theory is having a critical and useful function in comprehending the dynamic connection between the organization and its environment through recruitment and selection (O’Meara & Petzall, 2013:26).

Catano et al., (2009:6) in their study contended that recruitment and selection do not take place in isolation in any organization. They are influenced not only by the context and type of organization, its type, size, structure, leadership styles, strategic objectives but also by the events occurring in the surroundings that affect the organization as a whole.

While systems theory has germinated over the years, its basic principles can still be employed to the recruitment and selection system in any setup. Its holistic approach offers a synopsis of the entire HR system by encompassing various relationships and interaction persisting within the subsystem of recruitment and selection (O’Meara & Petzall, 2013:26).

Catano et al., (2009:6) in their study postulates that there are a number of questions that must be addressed by any HR manager or practitioner in setting up a recruitment and selection system in any organizations. Some of these are: i) How do employers ensure that the people they hire will have the desired knowledge, skills, and abilities needed for the best performance of the job?; ii) How do employers ensure that the recruitment and selection system function in a transparent and unbiased manner?; And iii) How do employers ensure that their hiring policies and procedures are gender sensitive and treat candidates from different ethnic groups fairly and accommodate people with disabilities?.

In fact, “recruitment and selection set the stage for other human resources interventions. If recruitment and selection are done properly, the subsequent movement of the worker through the organizational system is made easier, and the individual makes a long-term, positive contribution to organizational survival and success”. When this happens, HRM makes a positive contribution to the organizational system as a whole. On the other hand, if a new employee enters the firm on a ‘flat trajectory’ because of a flawed recruitment and selection system then the smooth functioning of the entire structure of the organization, including HRM, is adversely affected (Catano et al., 2009:7).

This study shall combine general systems theory with strategic human resource practices with a prime focus on recruitment and selection in order for talent acquisition to have maximum impact. It stresses the importance of continual improvement in attracting talent and engaging, motivating and retaining staff in line with best practices in the face of unbridled market pressures and global challenges. This furthers the concept that how the HRM subsystems are influenced by interal as well as external challenges (Jackson & Schuler, 1995:237).

• Methodology

Review of literature revealed scarcity of research studies, addressing HR issues in a methodical manner in developing countries (Budhwar & Debrah, 2001; Yeganeh & Su, 2008:203), including Pakistan (Aycan, Kanungo, Mendonca, Deller, Stahl & Khurshid, 2000: 217; Khilji, 2001). In the same vein, very few studies can be found exploring employment practices with a focus on staffing function in the field of higher education in Pakistan (Shazad et al., 2008; Qadeer et al., 2011). Since little empirical evidence is available in the area of recruitment and selection of administrative staff in the context of public sector universities in Pakistan for quantitative analysis and theory development, this study is aimed at bridging this gap by espousing qualitative research paradigm.

Qualitative research generates new insight into a situation and behaviour so that the meaning of what is happening around can be easily understood. It lays emphasis on the interpretation of behaviour from the perspective of the participants, in view of their personal experiences (Smith, 2007: 53). It is based on evidence that may not be effortlessly reduced to numbers. It makes use of interviews, archival record and observations as data collection methods (Armstrong, 2009:181).  

Qualitative research paradigm has been selected for the study for a variety of reasons. The most compelling among those are the conspicuous lack of previous conclusive research on the subject matter (Creswell, 2011; Morse, 1991). Qualitative approach is valuable for the in-depth understanding of a phenomenon, exploration of new dimensions and discovering their interrelationship (Creswell, 1994). As not much background information was available on the theme for empirical analysis, choosing a qualitative approach provides a strong rationale for exploring and describing the phenomenon in minute details for developing a theory (Gay, Mills & Airasian, 2005).

The constructivist worldview of Creswell (2009) regarded as paradigms by Lincoln, Lynham, & Guba (2011), epistemologies and ontologies by Crotty (1998), or broadly conceived research methodologies by Neuman (2009) shall be used for the study believing that individuals seek understanding of the world in which they live and work and develop subjective meanings of their experiences. Hence, the processes of interaction among individuals with focus on the specific contexts in which they work in order to understand the historical and cultural settings of the participants.

Moreover, the case study approach adopted for the study aids in developing a profound understanding of contemporary employment issues confronted by Pakistani public sector universities in a systematic manner with a prime focus on recruitment and selection of administrative staff. The study involves probing a small number of key informants through extensive and prolonged engagements in order to develop patterns and relationships of key themes and subthemes for further analysis (Nieswiadomy, 1993).

4.1 Case Study

This is basically a case study research. Being one of the most challenging of all the social sciences research endeavours, case study method digs deeper into the situation for a better understanding of prevailing capacities and dynamics of a particular case (Yin, 2003:1). Case study research helps in developing a deeper understanding of a complex issue and may add strength to what is already known through previous research (Stake, 1995). Yin (1993) argues that the case study is appropriate when the aim is to define a topic broadly and not narrowly. Similarly, case study research is recommended by Yin (1989) when little previous research has been carried out within the context, and there is a gap that needs to be filled in the research examining a situation (Bonoma, 1985; Stake, 1995).

As Yin (2003:13) argues that empirical inquiry “investigates a contemporary phenomenon in-depth and with its real-life context when the boundaries between the context and the phenomenon are not clearly evident.” Hence, taking the above into consideration the research design used for the said study is a multiple case study design . Hence, this study employs a six case research design- all from the public sector with three from among the first generation and three among the second generation universities in Khyber Pakhtunkhwa, Pakistan for data collection. The justification for selection of these universities is discussed in the next section.

4.2 Case Selection and Design

The study will be carried out with prime focus on public sector Universities and Degree Awarding Institutes of Khyber Pakhtunkhwa, the north-western province of Pakistan. According to the data, available on HEC website, there are one hundred and sixty-three universities and degree awarding institutes in the country. Amongst those, ninety-four are public sector (HEC, 2015). In Khyber Pakhtunkhwa, there are nineteen public sector universities and DAIs, with five established in the last seven years, whereas, the establishment of four new universities is in the pipeline. These universities/DAIs are government chartered, self-governing and autonomous bodies established and regulated under the law enacted by the Provincial Assembly and funded by the federal government through HEC.

For the study, a total of six universities (three among the first generation and three among the second generation universities) shall purposefully be selected out of the total 19 public sector universities in Khyber Pakhtunkhwa. Among the ‘first generation’ of the universities, University of Peshawar, University of Engineering and Technology Peshawar and Agriculture University, Peshawar shall be chosen. Whereas, among the ‘second generation’ universities/DAIs, Islamia College University Peshawar, Khyber Medical University Peshawar and Institute of Management Sciences Peshawar shall be selected. To maintain anonymity these universities were designated as University-A, University-B, University-C, University-D, University-E and University- F.

4.3 Data collection

For data collection, three sources of information shall be used: i) Interview; ii) Non-participant observations, and iii) Documents and archival records. These are discussed in detail in the following:

4.3.1 Interview

Semi- structured interviews were held with low, middle and top management as multiple key informants. The key informant is an expert source of information (Marshall, 1996:92). Since, the Establishment and the Meetings Sections are the two main HR sections/departments in the universities, therefore, the top, mid and low career level manager/administrative officers working in these sections (i.e. Registrar, Additional Registrar, Deputy Registrar and Assistant Registrar) were selected for the purpose.

These units of analysis are highly pertinent for obtaining the type of data required for the study, and this is one of the most important considerations for selection of respondents for the study.

Semi-structured interviews shall mainly be conducted for looking into the phenomenon from the perspective of participants assuming that the respondents explicitly demonstrate their understanding of the phenomenon (Patton, 1990). The interviews will be organized in an open-ended manner to allow participants’ perspectives to emerge but will be having closed-ended questions to provide some structure to the interview to allow for comparability of findings across cases if required.

Thus, a total of thirty semi-structured, in-depth interviews with open-ended questions given at Appendix-I shall be conducted with the purposefully selected individuals. The interview guide shall be designed and each interview session shall span over two to three hours of duration. The interviews shall be tape recorded and transcribed in a narrative format accordingly. Overall, field notes shall be taken during interview sessions and data will be analyzed once this stage of data collection is completed.

4.3.2  Observation

Furthermore, the non-participant observation shall also be used for triangulation of data gathered from primary source as well as secondary sources. “Nonparticipant observation is a data collection method used extensively in case study research in which the researcher enters a social system to observe events, activities, and interactions with the aim of gaining a direct understanding of a phenomenon in its natural context.

4.3.3 Documents and archival records

In addition to semi-structured interviews and non-participant’ observations, archival records and official documents shall also be consulted for the collection of data. These sources include annual reports of the universities and their official websites, as well as official website of HEC. These sources provide information about the act, statutes, rules and regulations of these universities apart from their size, vision and mission statement, structure, their number of faculty members, and the number of the student population.

Using the secondary source, accessible official documents of the universities shall also be thoroughly reviewed such as official letters, appointment orders, office notes, memoranda, agenda and minutes of the meetings, complaints, inquiry reports, court cases, statutes, rules, regulations, acts and published/unpublished reports of the World Bank, HEC, Planning Commission of Pakistan, Ministry of Education, Government of Pakistan and provincial higher education department.

4.4 Data Triangulation

Interview being the primary source of data collection, for the study, shall not solely be relied upon and shall be substantiated from multiple sources, as discussed in the preceding section. This shall serve as a cross-check for the validity of the conclusions drawn, and the additional sources of information shall gave more insight into the topic and shall also serve as a means of assessing the researcher’s interpretation, and the conclusion drawn and recommendations made.

Two other sources of data collection (i.e., archival records and non-participant observations) shall also used for triangulation purposes. The researcher shall also confirm such information from official documents and archival record of the university. All this shall also be done in order to confirm and revalidate the original interview responses of the participants.

4.5 Data Analysis

The data analysis process involves determining categories, subthemes, main themes and the essence from the participants’ descriptions (Braun & Clarke, 2006:79). For analysis of data thematic analytic approach propounded by Braun & Clarke shall be adopted (2006:79). Under this approach analysis is not a linear process. The steps outlined by Braun & Clarke (2006:87) shall be followed for the data analysis include: i) Becoming familiar with the data; ii) Generating initial codes; iii) Searching for themes; iv) Reviewing themes; v) Defining and naming themes, and vi) Producing the report.

Once data is collected, the same will be transcribed, accordingly. In this very first step, the task will be to get familiar with the data and comprehend the nature and meaning of the data. The second step will be to generate initial codes. Then data relevant to each code shall be organized. This exercise will be done manually. In the process, all the potential themes shall be coded and patterns will be established from the codes. The third step will be searching for sub-themes and themes. In this step, codes become categories, subthemes and central themes. Reviewing the themes will be the fourth step. Defining and naming themes will be the fifth step. In this step, the emerging themes will be described in a way that captured the essence of the theme. Here, the themes will be defined and will ultimately be keyed out. Writing the analysis will be the last and final step. Here, an analytic narrative of the data will be presented.

4.6 Ethical considerations

Ethical considerations for this study shall be the participants’ right to informed consent, autonomy, confidentiality and anonymity which are discussed in detail here.

4.6.1 Informed consent

For the study, informed voluntary consent of all the respondents shall be obtained in writing beforehand. Participants’ information sheet shall be provided to all of them and their queries shall be addressed before the commencement of interview sessions.

4.6.2 Autonomy

While following the spirit of autonomy, it shall be scrupulously elucidated to the participants that their participation in the research study was entirely voluntary. In addition, their willingness to participate or otherwise would not affect them in any way. Even, it will be assured that they were free to back out from the study any time at any stage of the study if they desire so.

4.6.3 Privacy and confidentiality

The personal information of the participants shall be recorded on demographic data sheet gathered during the interview process and all the information provided by the participants shall be kept confidential if they desire so.

5.  Significance, expected outcome and contribution of the study

Appreciating that human resource is one of the most valuable assets, effective recruitment and induction system is critically important for organizations to ensure that the new employees become productive in the shortest possible time. Indeed, the benefits which can be derived from a merit-based selection system are widely established and frequently reported in the body of knowledge (Ulrich & Allen, 2009:33). This helps in developing intrinsic capabilities; organizations direly need to acquire, nourish and nurture to compete and win. This study is not only about undertaking fresh induction in a transparent manner but also focused on stimulating academic success and adding value to the academic business by connecting all HR functions in a systematic manner rather than simply reckoning recruitment and selection as a function in isolation.

The study will unearth gray areas in the staffing function in the institutes of higher education in the public sector in Pakistan. The study will give new insight to the academicians, university administrators, researchers, practitioners, and HR professionals. The study will provide useful guidelines for social scientists working in the field of higher education and policy makers at the national level. It will add, not only to the body of knowledge but will also help in unleashing reforms in the higher education sector by paving the way for standardization of recruitment and selection practices in universities in Pakistan.

The study will be helpful in persuading the people at the helm of universities’ affairs to manage employment practices strategically, in order, to avoid a total collapse of higher education sector, in the days to come. The study shall enable the universities, to put the recruitment and selection system according to the demands and challenges of the contemporary academic world. The study holds immense significance for the university administrators, researchers, decision makers and HR practitioners. The study will help the universities in revisiting recruitment and selection system, to make it more transparent, unbiased and meritocratic, thus, minimizing personal influence, political clout and external pressures.

6. Implications of the study

This study shall provide rich insight, in multiple ways, in which the notion of fair play, transparency and accountability required to be put in practice while pursuing fresh hiring, at all the levels, in public sector universities. The study shall contribute to the system of HR in the higher education sector, by discerning shortcomings mainly in various areas.

The study shall highlight multiple gray areas in the system of recruitment and selection in the institutes of higher education in Pakistan. This study is not only about performing recruitment and selection function in a better way but also focused on building academic success and adding value to the academic business rather than simply optimizing HR as a function. The study shall make certain recommendations postulating; how the institutes of higher education in this part of the world learn from best practices prevailing in developed countries. In light of the participants’ suggestions, the study shall come up with concrete, practical recommendations to regenerate staffing function in public sector universities in the country.

7. Outline of the Thesis

The thesis shall be divided into three major parts, comprising of nine chapters including Chapter 01- Introduction. These shall be structured as follows. Chapter 02 shall present an overview of the available literature on HRM concentrating on the historical perspective of the discipline. The first section of this Chapter shall discuss basic concepts of HRM, its historical evolution and its application in the public sector. This Chapter shall outline how HRM is designed in the public sector. A brief historical background of HRM in the public sector and working of HRM in both developing as well as developed countries shall be taken up in this section. The second section of Chapter 02 shall talk about the background of the study, hence, setting the stage for the thesis. This section shall discuss organizational structure of the universities in Pakistan. This Chapter shall cover HRM policies and practices in the public sector universities across the globe, with a particular focus on the public sector universities in Pakistan. The third section shall divulge a brief review of the basics of the system of recruitment and selection. Here, the focus shall rest on the public sector in Pakistan, and this further converges at the public sector universities in the country.

Chapter 03 shall focus on the theoretical framework of the study considering the interplay of competing demands, changing trends and varied aspirations of the competitive academic world where university top management has to set the strategic directions of institutions of higher education to survive in the competitive academic world.

The second part shall include the empirical Chapters. Chapter 04 shall present methodological underpinnings of the study starting with a brief description of the research paradigm, elucidating case study research and research design pursued in the study, drawing attention to case study methodology and data collection mechanism. This Chapter shall present the method of data analysis, the scheme of coding, interpretation of data to develop themes and patterns and define headings and subheadings for a systematic presentation of data.

The final part of the thesis shall consist of Chapters 05, 06, 07, 08 and 09. These chapters shall elucidate and provide further reflection on the outcomes of the study. Chapter 05 shall outline, how the staffing function, starting from job analysis to final selection of a candidate, is undertaken in the selected public sector universities.

Chapter 06 shall describe various loopholes in the staffing function. Chapter 07 shall explain various factors responsible for these loopholes. Chapter 08 shall discuss various suggestions made by the respondents to address these issues. All the three finding Chapters shall be assembled and discussed succinctly in Chapter 09 with implications and recommendations of the overall research study.

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Chadwick, C. (2010). Theoretic insights on the nature of performance synergies in human resource systems: Toward greater precision. Human Resource Management Review , 20, 85-101.

Colley, L., McCourt, W., and Waterhouse, J. (2012). Hybrids and contradictions: Human resource management in the contemporary public sector. International Journal of Public Administratio n, 35(8), 507-512.

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Hays, S. W., & Sowa, J. E. (1998). Staffing the bureaucracy: Employee recruitment and selection. In . S.E. Condrey (Eds.), Handbook of Human Resource Management in Government, 97-124.

Higher Education Commission of Pakistan (HEC) (2013). HEC recognized universities/Degree awarding institutes. Retrieved from: www.hec.gov.pk

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Hussain, M., & Ahmad, M. (2012). Mostly Discussed Research areas in Human Resource Management (HRM)–A Literature Review. Management , 2 (3), 10-17.

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Iqbal, M., & Ahmad, E. (2006). Is good governance an approach to civil service reforms? The Pakistan Development Review , 45(4), 621-637.

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                                                                                                                                                         Appendix-I

Set of Questions for Interview Session

Personal information of the respondent

Name of the university           :                                                     

Name of the interviewee         :                                                 

Designation                              :     _____________________

Qualification                           :       _____________________         

Total experience in the university:  _____________________       

Experience in HR department :       _____________________       

Email & Contact No               :       _____________________

Questions to be asked from interviewees during interview session

• How the staffing function (i.e. recruitment and selection) of administrative staff is carried out in your university?
• Please describe briefly the typical recruitment and selection system of administrative staff in your university?
• Do you think your university has clear policies and procedures relating to recruitment and selection?
• Do you think your university adheres to these policies and procedures?
• How for the recruitment and selection of administrative staff in your university is carried out in a transparent manner?
• Do you think politics play an important role in the selection process of administrative staff in your university? Please elaborate.
• How far the recruitment and selection in your university is aligned with other HR subsystems such as training and development, career development, compensation and succession.
• How far the recruitment and selection system in your university is developed keeping in view challenges of the contemporary world.
• How far the recruitment and selection system in your university is in line with new legislation introduced by the government.
• What are the major gaps/loopholes in recruitment and selection system of administrative staff in your university? Please elaborate.
• What are the implications of these gaps/loopholes
• What efforts have been made by your university in the past to improve it? Please elaborate.
• How the recruitment and selection process of administrative staff can be improved in your university?

Dr Syed Hafeez Ahmad

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• Department of Sociological Studies

Writing a research proposal

Guidelines on preparing a thesis proposal to support your application.

These guidelines are intended to assist you in developing and writing a thesis proposal. Applications for admission to a research degree cannot be dealt with unless they contain a proposal.

Your proposal will help us to make sure that:

• The topic is viable
• That the department can provide appropriate supervision and other necessary support
• You have thought through your interest in and commitment to a piece of research
• You are a suitable candidate for admission

The process of producing a proposal is usually also essential if you need to apply for funding to pay your fees or support yourself whilst doing your research. Funding bodies will often need to be reassured that you are committed to a viable project at a suitable university.

The research proposal – an outline

Your proposal should be typed double-spaced, if possible, and be between 1,000 and 2,000 words. Your PhD proposal can be added under the 'Supporting Documents' section of the Postgraduate Applications Online System .

Your proposal should contain at least the following elements:

• A provisional title
• A key question, hypothesis or the broad topic for investigation
• An outline of the key aims of the research
• A brief outline of key literature in the area [what we already know]
• A description of the topic and an explanation of why further research in the area is important [the gap in the literature - what we need to know]
• Details of how the research will be carried out, including any special facilities / resources etc. which would be required and any necessary skills which you either have already or would need to acquire [the tools that will enable us to fill the gap you have identified]
• A plan and timetable of the work you will carry out

For more detailed information on each element of your research proposal, see our extended guidance document .

Three additional points:

• Try to be concise. Do not write too much – be as specific as you can but not wordy. It is a difficult balance to strike.
• Bear in mind that the proposal is a starting point. If you are registered to read for a PhD you will be able to work the proposal through with your supervisor in more detail in the early months.
• Take a look at the Department’s staff profiles, research centres, and research clusters. Can you identify possible supervisors and intellectual support networks within the Department?

Examples of Successful PhD Proposals

• PhD sample proposal 1
• PhD sample proposal 2
• PhD sample proposal 3
• PhD sample proposal 4
• PhD sample proposal 5
• PhD sample proposal 6
• PhD sample proposal 7
• PhD sample proposal 8

Related information

Applying for a PhD

Our Research Themes

Our Research Areas

Search for PhD opportunities at Sheffield and be part of our world-leading research.

How to write a research proposal

Drafting your first research proposal can be intimidating if you’ve never written (or seen) one before. Our grad students and admissions staff have some advice on making a start.

Before you make a start

Is it a requirement for your course.

For some research courses in sciences you’ll join an existing research group so you don’t need to write a full research proposal, just a list of the groups and/or supervisors you want to work with. You might be asked to write a personal statement instead, giving your research interests and experience.

Still, for many of our research courses — especially in humanities and social sciences — your research proposal is one of the most significant parts of your application. Grades and other evidence of your academic ability and potential are important, but even if you’re academically outstanding you’ll need to show you’re a good match for the department’s staff expertise and research interests. Every course page on the University website has detailed information on what you’ll need to send with your application, so make sure that’s your first step before you continue:

There are many ways to start, I’ve heard stories about people approaching it totally differently. Yannis (DPhil in Computer Science)

How to begin?

There isn’t one right way to start writing a research proposal. First of all, make sure you’ve read your course page - it’ll have instructions for what to include in your research proposal (as well as anything to avoid), how your department will assess it, and the required word count.

Start small, think big

A research degree is a big undertaking, and it’s normal to feel a bit overwhelmed at first. One way to start writing is to look back at the work you’ve already done. How does your proposed research build on this, and the other research in the area? One of the most important things you’ll be showing through your research project is that your project is achievable in the time available for your course, and that you’ve got (or know how you’ll get) the right skills and experience to pull off your plan.

They don’t expect you to be the expert, you just have to have good ideas. Be willing to challenge things and do something new. Rebecca (DPhil in Medieval and Modern Languages)

However, you don’t have to know everything - after all, you haven’t started yet! When reading your proposal, your department will be looking at the potential and originality of your research, and whether you have a solid understanding of the topic you’ve chosen.

But why Oxford?

An Admissions Officer at one of our colleges says that it’s important to explain why you’re applying to Oxford, and to your department in particular:

“Really, this is all dependent on a department. Look at the department in depth, and look at what they offer — how is it in line with your interests?”

Think about what you need to successfully execute your research plans and explain how Oxford’s academic facilities and community will support your work. Should I email a potential supervisor? Got an idea? If your course page says it’s alright to contact a supervisor (check the top of the How to apply section), it’s a good idea to get in touch with potential supervisors when you come to write your proposal.

You’re allowed to reach out to academics that you might be interested in supervising you. They can tell you if your research is something that we can support here, and how, and give you ideas. Admissions Officer 

You’ll find more information about the academics working in your area on your department’s website (follow the department links on your course page ). John (DPhil in Earth Sciences) emailed a professor who had the same research interests as he did.

“Luckily enough, he replied the next day and was keen to support me in the application.”

These discussions might help you to refine your ideas and your research proposal.

Layal says, “I discussed ideas with my supervisor — what’s feasible, what would be interesting. He supported me a lot with that, and I went away and wrote it.”

It’s also an opportunity to find out more about the programme and the department:

“Getting in touch with people who are here is a really good way to ask questions.”

Not sure how to find a potential supervisor for your research? Visit our How-to guide on finding a supervisor .

Asking for help

My supervisors helped me with my research proposal, which is great. You don’t expect that, but they were really helpful prior to my application. Nyree (DPhil in Archaeological Science)

Don’t be afraid to ask for advice and feedback as you go. For example, you could reach out to a supervisor from your current or previous degree, or to friends who are also studying and could give you some honest feedback.

More help with your application

You can find instructions for the supporting documents you’ll need to include in your application on your course page and in the Application Guide.

Applicant advice hub

This content was previously available through our  Applicant advice hub . The hub contained links to articles hosted on our  Graduate Study at Oxford Medium channel . We've moved the articles that support the application process into this new section of our website.

• Application Guide: Research proposal

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School of Sociology, Politics and International Studies

How to write a phd research proposal.

In order to help you with your application, the information below aims to give some guidance on how a typical research proposal might look.

Your research proposal is a concise statement (up to 3,000 words) of the rationale for your research proposal, the research questions to be answered and how you propose to address them. We know that during the early stages of your PhD you are likely to refine your thinking and methodology in discussion with your supervisors.

However, we want to see that you can construct a fairly rigorous, high quality research proposal.

We use your research proposal to help us decide whether you would be a suitable candidate to study at PhD level. We therefore assess your proposal on its quality, originality, and coherence. It also helps us to decide if your research interests match those of academics in the School of Sociology, Politics and International Studies (SPAIS) and whether they would be able to provide suitably qualified supervision for your proposed research.

Format of the research proposal

Your proposal should include the following:

Title. A short, indicative title is best.

Abstract. This is a succinct summary of your research proposal (approximately 200-300 words) that will present a condensed outline, enabling the reader to get a very quick overview of your proposed project, lines of inquiry and possible outcomes. An abstract is often written last, after you have written the proposal and are able to summarise it effectively.

Rationale for the research project. This might include a description of the question/debate/phenomenon of interest; an explanation of why the topic is of interest to you; and an outline of the reasons why the topic should be of interest to research and/ or practice (the 'so what?' question).

Aims and initial research question. What are the aims and objectives of the research? State clearly the puzzle you are addressing, and the research question that you intend to pursue. It is acceptable to have multiple research questions, but it is a good idea to clarify which is the main research question. If you have hypotheses, discuss them here. A research proposal can and should make a positive and persuasive first impression and demonstrate your potential to become a good researcher. In particular, you need to demonstrate that you can think critically and analytically as well as communicate your ideas clearly.

Research context for your proposed project. Provide a short introduction to your area of interest with a succinct, selective and critical review of the relevant literature. Demonstrate that you understand the theoretical underpinnings and main debates and issues in your research area and how your proposed research will make an original and necessary contribution to this. You need to demonstrate how your proposed research will fill a gap in existing knowledge.

Intended methodology. Outline how you plan to conduct the research and the data sources that you will use. We do not expect you to have planned a very detailed methodology at this stage, but you need to provide an overview of how you will conduct your research (qualitative and/or quantitative methods) and why this methodology is suited for your proposed study. You need to be convincing about the appropriateness and feasibility of the approaches you are suggesting, and reflective about problems you might encounter (including ethical and data protection issues) in collecting and analysing your data.

Expected outcomes and impact. How do you think the research might add to existing knowledge; what might it enable organisations or interested parties to do differently? Increasingly in academia (and this is particularly so for ESRC-funded studentships), PhD students are being asked to consider how their research might contribute to both academic impact and/or economic and societal impact. (This is well explained on the ESRC website if you would like to find out more.) Please consider broader collaborations and partnerships (academic and non-academic) that will support your research. Collaborative activity can lead to a better understanding of the ways in which academic research can translate into practice and it can help to inform and improve the quality of your research and its impact.

Timetable. What is your initial estimation of the timetable of the dissertation? When will each of the key stages start and finish (refining proposal; literature review; developing research methods; fieldwork; analysis; writing the draft; final submission). There are likely to overlaps between the stages.

Why Bristol? Why – specifically – do you want to study for your PhD at Bristol ? How would you fit into the School's  research themes and research culture . You do not need to identify supervisors at the application stage although it can be helpful if you do.

Bibliography. Do make sure that you cite what you see as the key readings in the field. This does not have to be comprehensive but you are illustrating the range of sources you might use in your research.

We expect your research proposal to be clear, concise and grammatically correct. Prior to submitting your research proposal, please make sure that you have addressed the following issues:

• Have you included a clear summary of what the proposed research is about and why it is significant?
• Have you clearly identified what your proposed research will add to our understanding of theory, knowledge or research design?
• Does it state what contributions it will make to policy and/or practice?
• Does the proposal clearly explain how you will do the research?
• Is the language clear and easy to understand by someone who is not an expert in the field?
• Is the grammar and spelling correct?

• senior research associate laboratory research biomedical engineering

Senior Research Associate (Laboratory Research) - Biomedical Engineering

Date: May 2024

Title: Senior Research Associate (Laboratory Research)

Department: Biomedical Engineering

School: Engineering

Location: Wickenden Building

Supervisor Name and Title: Andrew Shoffstall, Ph.D., Assistant Professor

POSITION OBJECTIVE

The Shoffstall lab focuses on two primary areas of research: 1) biomedical materials design and testing (including injectable and resorbable electrodes, novel material coatings and substrates, and tissue response), and 2) neural engineering and modulation (including neural anatomy, imaging, and targeted drug delivery for therapeutic applications). The Senior Research Associate will oversee research projects within the lab in both of these programmatic areas, providing scientific oversight, guidance to lab members, and lab management in the absence of the principal investigator. The Senior Research Associate will design and plan projects, oversee collaborations, supervise staff and students, manage animal models, conduct animal surgery, and fully execute research projects, with the aim of gathering pre-clinical data which will inform the transition from basic to applied clinical projects. The Senior Research Associate will keep the PI informed of progress of research projects and provide recommendations on experimental design and project plans. The Senior Research Associate will also present data and findings at lab and scientific meetings, seminars, prepare manuscripts, contribute preliminary data for grant proposals, as well as write grant proposals.

ESSENTIAL FUNCTIONS

• With the principal investigator, establish goals and objectives for the efficient and timely completion of projects. Provide scientific oversight of all research projects, including data collection and maintenance. Meet regularly with the principal investigator to review and set priorities, staff/student-related issues, and future research staff and planning. Establish and manage the day-to-day priorities of the research staff. (20%)
• Coordinate experiments performed by other lab members, ensuring adequate resources, assisting with experimental design and analysis. Oversee progress of the research projects and provide regular progress reports to the PI; and provide input and recommendation to principal investigator regarding significant developments in research projects. Ensure the PI is informed about the results of lab members, and ensure the PI’s experimental strategy is explored by lab members and through independent experiments by the Senior Research Associate. (20%)
• Independently and with the principal investigator, design, plan, and execute research projects, including in vivo animal studies, data collection and analysis, tissue collection, and sample preparation. Maintain accurate records of data and provide findings and recommendations to the PI based on analysis. (20%)
• Develop new techniques and surgical approaches to advance research projects within the lab. Train lab members on new techniques. (10%)
• Mentor and train lab staff and graduate students; oversee research work and ensure projects are completed according to the research plan. This will involve teaching other members of the lab techniques and scientific discovery methods, including students and post-docs. Assist and teach both established and new research techniques to other lab members to facilitate their experiments. Coordinate trainings for lab members with the EHS and others, as needed. (10%)
• Present data and findings at laboratory meetings and scientific meetings, seminars, etc. Prepare manuscripts, contribute preliminary data for grant proposals, contribute to writing grant proposals. (10%)
• Independently author research projects. Assemble data and make publication-quality figures from analyzed data. With the highest level of integrity and responsible conduct of research, participate in writing manuscripts as a first author and co-author for discoveries from research performed in the lab, together with the PI and other lab members. (5%)
• Supervise research assistants and technicians. Supervise the research and technical work performed by other lab members, ensuring proper lab procedures are followed, and their safety, and ensuring adequate resources are provided for lab work. (5%)

NONESSENTIAL FUNCTIONS

• Perform other duties as assigned.

Department: Daily contact with PI and lab members, work with other faculty for collaboration of research projects, contact with administrative staff as needed.

University: Regular contact with other labs for collaboration, regular contact with the Animal Resource Center, regular contact with other departments as needed         

External: Occasional contact with supply vendors, other institutions, funding agencies, etc. as needed.

Students: Daily contact with undergraduate and graduate student employees working in the lab.

SUPERVISORY RESPONSIBILITY

Supervise laboratory staff including research assistants and technicians. May supervise Research Associates within the lab. Oversee all lab members including postdoctoral fellows, graduate, and undergraduate students.

QUALIFICATIONS

Experience: Minimum of 8 years of related postdoctoral experience required. Experience in preferred field(s) of study preferred.

Education/Licensing: PhD or MD in Medicine, Biomedical Engineering, or Surgery.

REQUIRED KNOWLEDGE, SKILLS, and ABILITIES

• Rodent and large animal (rabbit, swine) surgical skills, including laparoscopic, electrode insertion and microsurgical techniques; experience in and comfort with both acute and chronic animal experiments, as well as long term post-surgical animal care.
• Detailed knowledge of neuroanatomy, neurology, and neurosurgery.
• Excellent analytical skills; ability to formulate findings and recommendations from the analysis.
• Excellent oral and written communication skills and interpersonal skills; must demonstrate the ability to effectively and professionally communicate and work with various individuals within and external to the University.
• Strong organization skills; ability to multi-task, prioritize, and meet deadlines. Must demonstrate attention to detail and accuracy, time management skills, and follow-through. Must be able to work under pressure and conform to shifting priorities, demands, and timeline.
• Effective leadership skills; ability to lead, train, work with, and elicit cooperation from team members and staff.
• Ability to work effectively independently and collaboratively within a team. Must be highly motivated, responsible, dependable, and a self-starter.
• Effective problem-solving skills; must demonstrate innovation and creativity, sound judgment, and good decision-making.
• Good computer skills, including database management. Ability to learn new programs as needed.
• Must demonstrate compliance with CWRU animal research and care (ARC) policies and procedures and compliance to regulations of the Animal Welfare Act, Public Health Service Policy, AAALAC guidelines and other applicable regulatory guidelines.
• Must demonstrate compassion for animals within CWRU facilities and dedication to the Animal Resource Center’s mission. Must handle animals with care and respect at all times.
• Must be able and willing to maintain a high standard of personal cleanliness and utilize protective gear to protect the health the animals.

APPLICATION

Interested applicants should submit a CV to Dr. Andrew Shoffstall at [email protected]

WORKING CONDITIONS

General laboratory and cubicle/office environment. May have exposure to hazards, including hazardous chemicals. Occasional on campus travel between laboratories/schools, and extended hours when on deadline for grant submissions. Occasional travel to present data at local or national conferences. This position is not eligible for the staff hybrid work program. This position will work with animals.

Case's animal facilities are accredited by the Association for the Assessment and Accreditation of Laboratory Animal Care (AAALAC) and is managed according to the "Guide for the Care and Use of Laboratory Animals” appropriate Federal Animal Welfare Regulations, and the Public Health Service “Policy on the Humane Care and Use of Laboratory Animals."  This position, and all animal research personnel, are subject to internal compliance to SOM Animal Resource Center Standard Operating Procedures and to compliance regulations of the Animal Welfare Act, Public Health Service Policy, AAALAC guidelines, the State of Ohio Veterinary Practice Act, Federal Drug Enforcement Administration regulatory guidelines, US Food and Drug Administration Center for Veterinary Medicine regulations and other applicable regulatory guidelines.

DIVERSITY STATEMENT

In employment, as in education, Case Western Reserve University is committed to Equal Opportunity and Diversity. Women, veterans, members of underrepresented minority groups, and individuals with disabilities are encouraged to apply.

Seven Heller Students Awarded Prestigious Fellowship Programs

May 22, 2024

This spring, seven Heller students were selected for competitive, funded fellowship programs, including the Fulbright U.S. Student Program, the Eli J. & Phyllis N. Segal Citizen Leadership Program, and the Harvard Kennedy School Rappaport Fellowship. These programs will help students accomplish a variety of academic, professional, and career goals.

“The Heller Career Development Center is very excited about our student winners of these competitive and prestigious national fellowships,” says Jasmine Waddell, PhD, Assistant Dean of Heller’s Career Development Center. “Heller students have traditionally viewed fellowships as opportunities to hone key career skills and to have an impact on pivotal issues such as policy, health, education, international development, language and culture, equity, and environment.”

Learn more about each program and the seven Heller fellows below.

Fulbright U.S. Student Program

Shannon Horgan, Heller MA SID/COEX’24, was one of ten Brandeis students awarded a scholarship by the Fulbright U.S. Student Program . Created by Congress in 1946 to foster understanding between the U.S. and other countries, exchange ideas, and find solutions to shared international concerns, the distinguished program offers opportunities for graduate study, research, and teaching in more than 140 countries outside the United States.

Through her Fulbright research grant to the Dominican Republic, Shannon plans to explore the complex relationship between short-term volunteer trips and the impacts on the community members themselves. Her previous experience in the D.R., both as a long-term volunteer and as a leader of short-term volunteer projects, has given her insight into both sides of the subject. Shannon is a former Peace Corps volunteer and currently works as a Bilingual Community Outreach Counselor at North Shore Community College. After Fulbright, she hopes to work for USAID in Latin America and build upon her research and experience in small communities to explore larger projects with greater impact.

Eli J. & Phyllis N. Segal Citizen Leadership Program

The Segal Program honors and extends the work of the late Eli Segal ’64, his wife Phyllis, and their commitment to developing new generations of leaders. Through the program, fellows engage in a lifetime of citizen service and leadership training. Fellows include Heller MPP program students, Brandeis University undergraduates, as well as alumni from national service organizations such as AmeriCorps and CityYear.

One of ten fellows accepted into this year’s cohort, Ela Petit Frere , MPP’25, is concentrating on Children, Youth, and Families at Heller, where she focuses on community development and creating better determinants of health for immigrant families. She is eager to identify and develop policies tailored to building advantageous social benefits for local communities in need around Boston. This summer, Ela is excited to have an impact on family policy and to learn more about researching, evaluating, and analyzing policy regarding childcare, the foster care system, maternal leave, social welfare benefits for families, and other related issue areas.

Harvard Kennedy School Rappaport Public Policy Fellowship

The Rappaport Institute for Greater Boston at the Harvard Kennedy School has selected five Heller students for its 2024 fellowship cohort. The Rappaport Public Policy Summer Fellowship , now in its twenty-fourth year, offers students opportunities to immerse themselves in government and public sector agencies in Massachusetts during this paid 10-week internship program. Fellows gain real-world experience while learning about how public policy is created and implemented and engaging with a remarkable network of experts.

During their fellowships, Heller students Karen Alfaro, Anika Kumar, Shaakira Parker, Calah McQuarters, and Amanda Yu will participate in excursions to key sites and weekly seminars featuring discussions with leading scholars and practitioners from across the region.

Karen Alfaro , a Heller PhD student, has been placed in the Boston Office of Recovery Services, where, under the supervision of Christian Arthur, Senior Policy and Strategy Specialist, she will participate in the implementation of the Boston Opioid Settlements project. Karen will assist the project director in launching the family fund, selecting projects to award grants, providing technical assistance, collecting feedback from the public, and producing reporting.

Anika Kumar , a Heller PhD student, has been placed in the Boston Mayor’s Office for Immigrant Advancement under the supervision of Executive Director Monique Tu Nguyen. Anika will assist in the Office’s launch of a comprehensive community needs assessment that will guide strategic planning for initiatives aimed at better supporting and integrating the city’s immigrant population. This assessment, grounded in community-based participatory action research principles, seeks to produce findings that authentically reflect the community’s self-articulated needs to inform the development of equitable, culturally-responsive policies and programs.

Shaakira Parker , a Heller PhD student, will be working at the Massachusetts Department of Early Education and Care under the supervision of Aimee Smith-Zeoli, Special Education Support Specialist. Shaakira’s primary project will be focused on developing a guide/toolkit, inclusive of resources, outreach, and dissemination, for educators and programs to accompany and operationalize EEC’s updated Suspension and Expulsion Policy.

Calah McQuarters , MBA/MPP’25, who is focused on economic development policy, has been placed at the Boston Planning and Development Agency. Under the supervision of Kristiana Lachuisa, Deputy Director of Community Engagement, Calah will work on a focus group series with BPDA employees and residents aimed at understanding the current communication/engagement gap between the BPDA and community. She will also assist in developing a set of high-level visual materials to inform the community about BPDA work and updates.

Amanda Yu , MBA’25, has been placed in the Massachusetts Executive Office for Administration and Finance, where she will be under the supervision of Danielle Cerny, Deputy Chief of Staff, and Dana Sullivan, Chief of Strategy and Operations. Amanda will support the inter-agency Early Education and Child Care Task Force, established by Executive Order 625. At the Governor’s direction, this task force will bring to bear the full scope of the executive branch to ensure that Massachusetts leads the nation in early education and care access, affordability, equity, and quality. Amanda’s internship will involve staffing monthly task force meetings as well as supporting the ongoing work of three subgroups: access and technology improvement, capacity and affordability, and physical space.