Strategies to Meet the Budgeted Ratio Between Adjunct and Full-Time Faculty

Strategies to Meet the Budgeted Ratio Between

Adjunct and Full-Time Faculty

Section 1: Foundation of the Study

Human resource managers (HRM) play a strategic role in managing people and

the workplace culture and environment (Azeez, 2017). With reduced government funding

forcing many institutions to fundamentally shift their business models, human resource

departments have had to adapt to support a changing workforce (Aviso et al., 2019).

Thus, business strategies that human resource managers use within higher education

institutions to manage the budgeted ratio between adjunct and full-time faculty were

tenure-track positions, and about 22% accounted for adjunct roles (Tirelli, 1997). In the

mid-1970s, the U.S. economy began to falter, and college tuition rates and fees increased

faster than the inflation rate (Abel & Deitz, 2014). Schools changed positions to more

adjunct and part-time professors to reduce costs.

As leaders and managers at colleges and universities look to reduce their budget,

reducing the number of tenure-track and full-time professor positions became the

standard. Colleges often use part-time professors and adjuncts to teach courses rather

than full-time faculty (Henkel & Haley, 2020). This hiring practice is way to save money

amid increasingly reduce budgets but can cause controversial business practice. A review

of the literature revealed little data about why human resource managers (HRM) lack

Adjunct faculty compose more than half of all faculty in American colleges and

universities (Kimmel & Fairchild, 2017). Adjunct positions account for 70% of

instructional staff in American higher educational institutions, a trend that increased since

the start of the 1990s (Anthony et al., 2020). The general business problem is that human

resource managers in the United States fail to achieve retention and financial outcomes

for meeting educational institutions’ overall budgeting operating expenses. The specific

business problem is that some human resource managers lack faculty hiring strategies to

manage the budgeted ratio between adjunct and full-time faculty to maintain the

institutional operating budget and meet certification standards.

The purpose of this qualitative multiple case study was to explore the strategies

United States who hire adjunct and full-time faculty. The results of this study may

contribute to improving human resource managers’ decision-making for delivering

positive results enabling institutions to improve environmental stewardship by increasing

human resource managers using semistructured, open-ended questions. Qualitative

researchers use open-ended questions to yield more direct information and unique insight

for researchers as respondents may find them less threatening than scaled questions

(Pagan, 2019). In contrast, quantitative researchers use close-ended questions to test

hypotheses that provide respondents with a fixed number of responses from which to

choose an answer (Barnham, 2015). Mixed methods research includes both a qualitative

element and quantitative element (Almalki, 2016). Quantitative methodology and mixed

method are not appropriate for this study because hypotheses about variables’

characteristics or relationships did not need to be tested for addressing this study’s

purpose.

a systematic study of people and cultures to describe the nature of phenomena through

detailed investigations of individual cases (Grossoehme, 2014). Mini ethnography was

not the optimal choice of my study because of the focus on observing a cultural

personal lives (Babchuk, 2017). A narrative was not the optimal choice for my study

because a narrative design addressed detail and free-ranging discussion with emphasis on

personal storied experiences, which aims to explore and develop human experience when

represented in textual form. Case study researchers base the study on an in-depth

investigation of a single individual, group, or event and select methods of data collection

and analysis that will generate material suitable for comparing results from multiple case

studies (Yin, 2018). Multiple case study was the optimal choice instead of a single case

study because a multiple case study can identify the differences and the similarities

among the cases to explain results in the study by developing a more in-depth

understanding of the phenomena which a single case cannot provide.

Research Question

1960, Theodore Schultz proposed human capital theory, which makes a direct link

between an increase in investment in human capital, and causes increase in workers’

earnings (Schultz, 1961). Understanding human capital theory allows individuals to make

human capital for an organization. The conceptual framework of human capital theory

facilitated the understanding of the strategies human resource managers use to guide

human capital investments for school quality, training, and for meeting the budgeted ratio

between adjuncts and full-time faculty. Human capital theory allowed me to find out how

education increases the productivity and efficiency of workers by increasing the level of

cognitive stock of economically productive human capability within an organization.

Adjunct: An educator hired on a part-time basis, often teaching introductory

undergraduate or preparatory courses contracted semester-by-semester throughout an

academic year (Buch et al., 2017).

Budgeted ratio: Ratios that provide information about the performance level or

the extent of deviation of the actual performance form the budgeted performance and

whether the actual implementation is favorable or unfavorable (Strouhal, 2015).

Higher education institutions (HEI): Any universities, colleges, or other

educational institutions, public or nonprofit, offering and delivering higher education that

admits persons having a certificate of graduation from a school providing secondary

education and is legally authorized to provide an educational program for which the

institution awards a diploma, certificate or bachelor’s degree, or awards a degree that is

acceptable for admission to a graduate or professional degree program (Ramísio et al.,

2019).

Human resource management (HRM): The department of a business organization

Assumptions, Limitations, and Delimitations

research study. Assumptions are accepted as true, limitations are constraints largely

beyond a person’s control but could affect the study outcome, and delimitations are those

characteristics that arise from limitations in the scope of the study that the researcher can

control (Theofanidis & Fountouki, 2018). The delimitations, limitations, and assumptions

of this study will be clarified in the following sections.

Assumptions provide a basis of truth that helps the researcher develop theories

and influence the research process’s development and implementation (Theofanidis &

Fountouki, 2018). Three assumptions are found in this study. One assumption was that

human resource managers are involved in the performance of employee retention

strategies. Another assumption was that participants in this study would answer honestly

not communicate all the details related to their strategies to reduce employee turnover.

Another limitation was that researcher bias could have influenced the analysis of data

based on the short time limit of the study. Another limitation was that the value of

collected data depends on the participants’ truthfulness and experience in this study.

Another important limitation was that the time and accessibility of observations may be

limited.

Delimitations

Delimitations are factors that can restrict the questions a researcher can answer or

the conclusions a researcher can draw from the findings (Bloomberg & Volpe, 2018).

Three delimitations are found in this study. One delimitation was that only human

resource managers in 4-year state colleges in Florida are the only participants in this

study. Another delimitation was only human resource managers who had experience

implementing effective employee turnover strategies participated in the study. A final

the 1960s adjuncts were typically hired because they possessed technical skills and

practical knowledge that were beneficial to students and their expertise, including

workplace experiences that assisted in keeping curriculum up to industry standards

(Kezar & Maxey, 2014). Understanding the strategies for meeting the budgeted ratio can

lead to a better understanding of the ways in which managers can more efficiently and

effectively recognize adjuncts’ offerings to the overall quality of higher education and

decisionmaking stages for human resource managers. Organizational leaders see human

capital as the range of economically useful human capabilities, which can be established

by joining ingrown capabilities with investments in human beings. Education is seen as a

where the dedication of time and tuition dollars yields rewards in improved skills and

higher earnings (Cherkesova et al., 2016). Although higher education pays off for many,

individuals’ exact returns are highly uncertain and evolve (Canlas, 2016). Factors

contributing to an individual’s ROI in higher education can be broken down into several

parts, including the cost for higher full-time faculty over adjuncts, the length of time to

hire and train an instructor, and the likelihood of meeting certification standards. The

assumption of aligned human capital accumulation and labor market returns is partially

dependent on managers possessing the appropriate information they need to make hiring

decisions.

investment into distinct training that grants fruition of general knowledge, operational in

numerous businesses (Riley et al., 2017). General human capital can result in a higher

future expected return of investment. Another option in investment into human resources

determines the value of human capital (Pravdiuk et al., 2019). The primary intent in

measuring the amount of human capital is its approximation, which is essential for a

business's management and financial decisions of a business (Lee & Lee, 2016). When

bearing in mind the philosophy of managing and planning involved in human resources,

specific rules are imperative to take into consider: first, the viability of the investment,

which answers underlying questions about the availability of needed resources, time

aspect, coherence, and the magnitude of capital invested (Pasban & Nojedeh, 2016).

limited resources available to HR departments, compensation concerns, and limited

longterm job security (Aviso et al., 2019). With cutbacks in government funding

regarding hiring, headcounts are paramount, and HR professionals will need to adapt to

vast educational system to educate their students, but they do not necessarily have the

needed procedures to educate faculty staff and admin (Elrehail et al., 2018). With

institutions overspending large amounts of capital to attract top talent from the United

States, HR practitioners must work even harder to appeal to candidates by incorporating

strategic opportunities into their employer brand (Engel & Curran, 2016). Universities

looking to attract top candidates should articulate the best aspects of their institution and

ensuring external touchpoints like their website and recruitment processes (Rutter et al.,

2016). Offering multiple elements will help align institutions with its employer brand,

allowing them to put their best foot forward in a competitive job market.

and essential assets that an institution could secure to fit in this competitive environment.

Any educational institution’s success depends mainly on its quality and its determinant of

human resource management as the core of educational administration (Azeez, 2017).

changes in relationships and the work environment and the way strategy and resources

are managed, developed, and retained to accomplish a sustainable environment.

can negatively impact a business if procedures are unbecoming. The fundamental method

to finding and hiring the right people is to be observant of culture yet given the pace that

some businesses employ new people, culture can become a second thought (Engel &

business, but the position of hiring rests with the recruiting strategies, candidates, and

finding the right fit (Bhalla, 2019). If not done correctly, an organization’s recruitment

attempts can generate unqualified job applicants, which in turn may be prone to turnover

important to ensure skills and capacities are modernized continuously to meet the

changing requirements set on the higher education systems (Al Shobaki et al., 2017).

Guest (2017) stated that some issues lack open competition for positions, the lack of

departments restructure along with HR activities away from its traditionally routine

procedures and tasks and position itself to center attention on strategic importance. HRM

involves the contribution of individuals to understand an institution’s planned objectives

and the fulfilment of each worker’s requirements in an organization. Quality management

of educational institutions way of tracking the academic standards and helps build

confidence within the society.

of people and providing material, practices, and developmental needs created to align

personal goals and objectives of the organization.

organization. HR policies provide guidelines for employee behavior, interactions,

employment laws, job descriptions, disciplinary, health, and safety measures (Azeez,

sustainable work environment.

themselves as an inspiration to others regarding best practices (Al Shobaki et al., 2017).

taking steps to manage the budgeted ratio via human resources more effectively (Azeez,

2017). Al Shobaki et al. (2017) pronounced that colleges and universities have begun

taking additional measures to organize, train, and support adjuncts. In a time of needed

accountability and limited costs, effective management of adjuncts is growing into a

necessary environment.

promotes employee satisfaction and assists employee performance (Azeez, 2017).

Adjunct faculty began with hiring and retaining career professionals who brought

adjuncts at institutions' the least expensive way to deliver instruction (Kimmel &

Fairchild, 2017).

College costs that regularly decline, forces colleges to find ways to limit costs to

sustain college access and resources. Part-time faculty outnumber full-time faculty at

most colleges by far, and this remains relative for HRM and leaders to maintain the

budgeted ratio (Kimmel and Fairchild, 2017). McCaffery (2018) stated that whatever the

economic strategy, colleges committed to assisting students in earning degrees must

rethink their model for working with part-time faculty so that all faculty prepare to serve

Budgeting for HR involves fundamental components and practices to manage the

budgeted ratio. Practices such as compensation and benefits, include payroll expenses,

incentive compensation, and all benefits costs (DeGeest et al., 2017). For hiring reasons,

HR budgets are highly unique to a company’s strategic direction. Most HR

budgets will involve reviewing historic financial performance, choosing a budgeting

strategy, analyze real-time performance data, and retrieve a comprehensive view of how

finance influences operations (Buller & McEvoy, 2016). For HR to budget and maintain

for the future, they will have to review past budgets and the strategic plan moving

forward each year. By reviewing past plans this allows HR departments to establish goals

and identify capital expenditures based on past performance (Madhani, 2020). A

considerable HR practice is to execute an analysis of HR performance data and budget

actuals in real-time (Rauch & Hatak, 2016). An analysis should include departmental and

organizational revenue expenses, hiring, turn-over, and employee compensation practices

(Rauch & Hatak, 2016). A budget must allow HR to accomplish its strategic objectives

and by creating the budget, HRM will have accurate information about past costs.

finances needed to support an organization's objectives can be projected (Buller &

McEvoy, 2016). Prior to the budgeting process, an organization needs to complete a

outside sources (Chirica & Puscas, 2018). Combined revenue resources constitute an

institution’s operating budget and the entirety of monies required to finance the

institution's ongoing and recurring expenses, but the complete picture for institutions

operating budget is much more (Kelchen & Stedrak, 2016).

employees employed during the year (Erten-Bucha & Strunkb, 2016). HRM can assess

the time it takes to fill jobs by figuring the total for all the available days of open

positions during the previous year and dividing this number by the number of jobs filled

Developing an HR budget and planning an organization's talent needs requires

compelling thinking skills employers look for in a budget manager. HRM experienced in

cost accounting can show the return on investment in compensation and benefits

packages, the impact of turnover and layoffs, and the viability of using temporary or

Evaluating recruiting attempts requires assessing hiring procedures as well as

employee turnover. To assist with the impact of turnover, organizations need qualitative

and quantitative measurements to gauge where they shine and where they need to grow

(Queirós et al., 2017). HRM can calculate an organization's cost-per-hire (CPH) or the

cost to fill a job position (Huselid, 2018). CPH includes time involved in vetting

expenses include fees for drug tests, background checks, and employment assessments

and hiring by adding the average CPH to the budget for employee compensation and

benefits (Howells, 2020). When recruiting costs max out the HR budget, it might seem

like a simplistic measure to determine whether recruiting efforts are practical. However,

if the organization's recruiting costs cause HR to reallocate money for training and other

workforce costs to recruiting, there could be excessive costs to hire new employees.

HRM can determine the cost of employee turnover by adding the CPH and turnover

expenses to provide a better perspective of what it costs the business to complete the

cycle of recruiting from employee placements to termination (Karthikeyan & Thomas,

2017).

needs and levels (Javed et al., 2019). Howells (2020) confirmed that turnover, seniority,

and retirement affect the availability of skills and experience and highlight shortcomings

recruitment, training, equipment and clothing, severance packages, and relocation.

(Diaz-Fernandez et al., 2017). HR professionals can use the results to account for

investments in services and programs to start or discontinue initiatives.

organizational structure of HR. HR is a staff function consisting of creating reports and

certain employee functions such as pay, benefits, and retirement (Javed et al., 2019). The

Managers at colleges doing the hard work of transforming themselves to become

concentrated on accountability for success, must think about faculty in the general aspect

of the change process, and study how certain practices that might be waged at each

position in the process is useful. Procedures created to assist college leadership and the

strategic decisions about how and when to interact faculty in organizational change aid in

the organization’s success (Bhalla, 2019). A strongly independent faculty may reduce

systemic limitations on faculty engagement, such as unsuitable hiring practices (Buch et

When committing to institutional change and improvement, leadership that

employs motivates an eagerness among adjunct and full-time faculty to become engaged

partners in the strenuous work of change is preeminent. Kimmel and Fairchild (2017)

shared that when performing strategies, providing resources, and incentives for full-time

and adjunct faculty, this all assists in the sustainable institutional change outcome.

framework like the human capital theory can assist colleges with the when and where to

invest and what resources to use in engaging full-time and adjunct faculty in ways that

will boost student success capabilities (Olaniyan & Okemakinde, 2008). Researchers

Mansour and Dean (2016) shared that HRM within college settings that have time to

attract adjunct faculty with well thought out plans about building connections between

adjuncts and full-time faculty improve collaborative strategies for professional

development and the advancement of students. Regardless of the stage of the change

process, colleges and HRM must seek ways to assimilate opportunities for constant

participation of full-time and adjunct faculty.

2016). Sutcher et al. (2019) explained that as public funding, a percent of college costs,

has steadily declined, colleges are forced to find ways to subdue costs. Part-time faculty

far outnumber full-time faculty at most colleges (Kimmel & Fairchild, 2017). Expanding

be reciprocated, but both pay, and explicit expectations are low for most part-time faculty

(Kezar & Maxey, 2014) This arrangement essentially turns teaching into a transaction

defined by a few specific tasks, and there is often no expectation or even invitation to do

more. Full-time faculty expectations typically include teaching, developing, and

evaluating programs and curriculum, holding office hours, and participating in

institutional governance (Bhalla, 2019). Students' educational experiences are often

contingent on the employment status of the faculty members they happen to encounter

(Buch et al. 2017).

its faculty but making that change will require some investment of both financial and

political capital. In an environment perpetually characterized by funding constraints,

colleges can control how they use the resources they have (Altonji & Zimmerman, 2017).

Some strategies that HRM can implement for full-time, and adjunct faculty are

professional development, incorporate high-impact practices, and reallocate existing

Faculty, particularly part-timers, face poor working conditions are commonly

Colleges are making substantial and important commitments to their students,

their communities to redesign educational experiences, and improve college completion

while closing achievement gaps across a diverse student population (McCaffery, 2018).

Allui and Sahni (2016) expressed that colleges HRM determined to make good on these

Deitz (2014) argued that HRM within colleges know they cannot effectively foster higher

student success without making sure that full-time and part-time faculty have the support

they need to serve their students effectively. Efforts used to improve the budgeted ratio

all part-time faculty want to be full-time faculty (Javed et al., 2019). Henkel and Haley,

(2020) stated that student success and effective educational practice as primary

considerations, strengthens and brings talents of part-time faculty by matching each to the

professional tasks that bring a significant benefit to the organization. HRM must

recognize part-time faculty in monetary ways, when possible, and in non-monetary ways

as well.

answers so that an inquiry process will require a commitment of effort over time

(Pucciarelli & Kaplan, 2016). Building knowledge and understanding will help colleges

create new systems that better support part-time faculty (McCaffery, 2018). Systems in

adjuncts. The result of such a system is not that much of a concern, but more recognized

that there is some added merit when a faculty member is full-time, instead of being hired

as an adjunct (Nica, 2018).

consideration of the diversity among routines and higher education institutions and

reconsider this ratio regarding the rapidly changing circumstances within higher

education organizations.

budgeting operating expenses. The research question, interview questions, conceptual

Throughout the literature review, the need for strategies to improve HRM

decisionmaking for delivering positive results enabling institutions to improve the

techniques, organizational techniques, data analysis, and reliability and validity are

presented. Section 3, I will include (a) present my findings, (b) discuss the application to

professional practice, (c) express implications for social change, (d) provide

2018). Quantitative data collection methods are much more constructed than qualitative

data collection methods and more appropriate for testing hypotheses but are not relevant

for gathering or examining detailed information (Brunsdon, 2018). The results from data

problems through a blend of qualitative and quantitative methods (Onwuegbuzie et al.,

2017). The mixed methodology is fitting when researchers intend to take advantage of

the strengths of qualitative and quantitative, when they wish to capitalize on large

amounts of data, and when a single research method is not sufficient to answer the

research question (McKim, 2017). The quantitative and mixed-method techniques are not

appropriate for this study because I did not seek to record or use measurable data. The

intent of this research was to identify strategies human resource managers use to relate to

implementing and meeting the budgeted ratio between adjuncts and full-time faculty to

support the improvement of organizational performance. Because of the exploratory

nature of this study, using the qualitative approach was the most conducive approach to

achieving the objectives of this research.

Research Design

case study design to investigate the strategies human resource leaders in education will

need to address to meet the budgeted ratio between adjuncts full-time faculty. Qualitative

researchers choose among multiple research designs, including case studies,

phenomenology, and ethnography (Babchuk, 2017). When the objective of a researcher is

to explore a phenomenon in its natural context without manipulation using multiple

sources, a case study design is most fitting (Harrison et al., 2017). A case study is also

appropriate when the researchers aim to narrate a multifaceted phenomenon (Yin, 2018).

When using a case study research design, researchers gain flexibility, permitting them to

gather data through multiple data sources (Ridder, 2017).

The case study design was more applicable and provided an advantage over

phenomenology or ethnography designs because the researcher can understand the

compound relationships among the participants within a smaller time frame (Harrison et

al., 2017). Researchers use the phenomenological method to describe participants’ lived

experiences (Yin, 2018). When using the phenomenological design, researchers translate

lived experiences within an event and perspectives to appreciate a phenomenon (Adams

& van Manen, 2017). A phenomenological method was not suitable for this study

because I sought to explore a phenomenon, not to describe participants’ experiences.

characteristics of a group of daily activities for a lengthened period (Wutich & Brewis,

2019). The ethnographic research design did not match the needs of the study because the

focus was not to understand the phenomenon of a distinct group or culture.

For this multiple case study, the elements of analysis were human resource

managers in various organizations. Data collection methods in case studies include

new information or additional benefits (van Rijnsoever, 2017). The approach to sample

size aligned with my study and ensure an in-depth understanding of the human resources

policies and strategies employed for meeting the budgeted ratio between adjuncts and

full-time faculty. Based on the case study design and the technique of member checking

to verify the data, I concluded that four participants assure to support the study and

achieve data saturation by performing additional interviews. Using a multiple case study

design will allow a researcher to produce a comprehensive picture to review the strategies

and insight obtained from the human resource professional experiences (Babchuk, 2017).

2016). The target population for this study consisted of three human resource managers

from state and university level educational institutions in the southeastern United States

who have experience recruiting and hiring adjuncts and full-time faculty. The quality of

institutions. The justification for the sample size occurred with data saturation, wherein a

particular number of participants is the minimum number needed to reach saturation (Sim

et al., 2018).

In qualitative case studies, purposive sampling practices are more acceptable than

the random sampling method because of the specific limits comprising the nature of the

case study (Yin, 2018). In this study, the type of sample implemented was purposeful

sampling. The goal of purposeful sampling is to obtain information of importance to the

research to gain in-depth knowledge (Braun & Clarke, 2021). Purposeful sampling

assisted with the required sample of four human resource managers who regularly work

with adjuncts and full-time faculty within educational institutions situated in the

southeast United States. The basis of the criteria included the following: (a) the

qualitative design of the study, (b) the commitment to collect in-depth information, (c)

the similarity of the human resource managers population required by the case, (d) and

the state or university must operate within the boundaries of the southeastern United

Human resource professionals selected had to be 18 years or older, had a

minimum of one or more years of experience in their institution, and can hire employees

to be eligible participants for this research. The location for the participant interviews

Ethical Research

Researchers use protocols and ethical measures to manage the interaction between

a researcher and a participant during the stages of a qualitative study (Roth & von Unger,

2018). To ensure the ethical standards of the research, I sought out the permission of

Walden's IRB to administer this multiple case study. Once IRB approval was granted to

conduct this multiple case study, I abided by the Office of Research Ethics and

Compliance, the Institutional Review Board for Ethical Standards in Research, and

Walden's IRB ethical standards practices. To adhere to the Walden University

requirements, all research participants signed an informed consent before any interviews

occur.

execute the Participant Consent Form electronically and was instructed to reply stating "I

consent." The Participation Consent Form contained the (a) purpose of the study, (b)

(Williams & Pigeot, 2017). The act of transparency and transmission is the basis for trust

development between the researcher and the study participants and proves to increase

participants' willingness to partake in a study fully (Surmiak, 2018).

Protecting the rights and privacy of research participants was preeminent in

cumulating, storing, and analyzing participants' data (Ross et al., 2018). Participants of a

study may decline or terminate their involvement at any time throughout the process of

passwordwordprotected external hard drive. Protecting participants' privacy is an

essential consideration in establishing participants' trust and willingness to contribute to

the study as the researcher preserves concern for participants' confidentiality and

(Almalki, 2016). This study was a qualitative case study, in which I served as the primary

instrument for data collection. Qualitative researchers are the prime instruments for data

collection because the researcher composes the study protocol, asks the interview

questions, and records the answers for examination (Clark & Vealé, 2018).

include an in-depth analysis of the applied exposures of the research topic (DeJonckheere

& Vaughn, 2019).

reliability and validity would be addressed by conducting member checking with all

participants.

the transcripts. Data saturation is when participants repeat answers with no new

information, no more themes appear from the interviews, or use the same construct

in the Southeastern United States who hire adjunct and full-time faculty. During the

research process, I reached out to eight different universities via email within the

other five denied participation due to IRB rules and procedures. Once I established a list,

I reached out via email to three organization’s human resource department using the

program, and ATLAS.ti, a computer program used mostly for qualitative research or

qualitative data analysis. I chose Microsoft Teams recorder versus using a cell phone or

digital recorder for better quality of sound because the recorder is imbedded in the

Microsoft

of the reliability and validity of their studies. In this qualitative research study,

prioritizing was used to establish research reliability and validity.

Validity

study to procure research merit (Mohajan, 2017). Qualitative research validity confirms

accuracy in conducting the study, collecting data, analyzing data, and confirming

findings (Hayashi Jr et al., 2019). Qualitative case study validity includes appropriate

sample selection for the study that demonstrates the purpose of the study (FitzPatrick,

2019). Yin (2018) suggested the assembly of data from numerous sources for enhancing

the value of research.

Credibility

the findings' confirmability and used ATLAS.ti as an appropriate method for analyzing

qualitative data and coding transcripts during the research process.

of the research site, which indicates for conclusion of the findings depending on

similarities or differences between sites (FitzPatrick, 2019). Qualitative researchers

present descriptions to include accounts of the context, the research methods, and

examples of raw data to enhance the transferability of the study (Mohajan, 2017). Broad

and rich data was presented as descriptions of the research context and participants’ data

to augment the transferability of this case study. In qualitative research, achieving data

study to ensure data saturation and to enhance the trustworthiness of this study.

Transition and Summary

used by human resource managers to manage the ratio between adjunct faculty and

fulltime faculty to maintain the institutional operating budget. In Section 2, I (a)

described the role of the researcher, (b) identified study participants, (c) provided

research method and design, (d) discussed population and sampling method, (e) described

the need for ethical research, (f) specified data collection, analysis, and organization

techniques, and (g) provided strategies for assuring reliability and validity. In Section 3, I

will (a) present my findings, (b) discuss the application to professional practice, (c)

express implications for social change, (d) provide recommendations for action, (e)

propose recommendations for further research, (f) offer my reflections, and (g) close with

a conclusion. I intend for my research to illuminate strategies for solving a problem in

business practice by identifying and exploring effective strategies for maintaining the

educational institutions.

Section 3 consists of the presentation of the findings, application for professional

practice, implication for social change, and recommendations for action. This section

Presentation of the Findings

used by human resource managers to manage the ratio between adjunct faculty and

fulltime faculty to maintain the institutional operating budget. The research question in

this study was “How do human resource managers manage the budgeted ratio between

adjunct and full-time faculty to maintain the institutional operating budget and meet

certification standards?” In this study, I implemented Schultz’s human capital theory as

my conceptual framework to represent factors contributing to earnings across workers

that play a pivotal role in the acquisition, development, and retention of human capital for

an organization. Human capital theory and its methods facilitated the understanding of

the strategies human resource managers use to guide human capital investments for

school quality, training, and for meeting the budgeted ratio between adjuncts and fulltime

faculty.

Qualitative data collection was completed through interviews and the collection

of documents. After I completed the interviews, I complied the data by transcribing and

using ATLAS.ti software to interpret and properly illustrate the emerging themes within

the recorded data. All data sets were guarded and stored in an encrypted

passwordprotected external driver and guarantee that it remains in my safe deposit box

for 5 years. To ensure validity and reliability of the emerging themes, each participant

between adjunct and full-time faculty: (a) compensation and benefits (b) faculty and

adjunct training (c) student enrollment and retention. The hiring managers of the

organizations were familiar with strategies supporting adjunct faculty and full-time

The first theme to emerge was compensation and benefits, which aligned to the

the documents and financial information applied to creating my themes by allowing me

to compare hiring ratios and salaries that addressed what the participants in the interviews

As an organization grows, the need for faculty and adjunct instructors increases.

During the recruitment process, having a benefit package could help hiring managers

with finding qualified candidates. The hiring managers who participated in this study

hiring managers also indicated that the organization’s budget and yearly strategic goals

determine the level of compensation and benefits earned by an employee. P1 noted, that

“based on the level of expertise of a candidate, compensation is determined.” P1 went on

technical personnel both on the hourly level and on salary level. In addition to needing

employees with a special skill set, P2 added that “a strategy for an organization is to find

faculty and adjuncts that can work and agree on the benefits and the amount of

compensation that the role plays.” When an organization requires certain skills to

complete job duties, finding qualified faculty and adjuncts may be difficult. Because of

this difficulty, skilled employees require a certain threshold or higher wages to do the

job.

was paramount to achieve and maintain competitive advantage by meeting budget radios.

2014). In addition to compensation, employers attract candidates with health care plans,

bonuses, and annual leave (DeGeest et al., 2017). The human capital theory pertains to

the process used by leaders and analysis conducted when making decisions

(Galiakberova, 2019). Due to the human capital connection between decision making and

hiring management, the conceptual framework of human capital theory facilitates the

mixed.” P1 also stated that “full-time faculty members do stress that fact that adjuncts

that are more segregated from the institutions or departmental mission.” P2 stated, “some

department chairs appreciate newer practices and training models used for adjunct

P2 further reported that “adjunct faculty themselves feel alienated due to lack of

participation or understanding of the necessary knowledge and skills needed to maintain

their position. P3 noted, “by uncovering how training and participation plays a role

leaders should alter the type of faculty interaction and participation within program

implementation and departmental decisions to positively affect student learning for

purposes of accountability measures.

The duration of work and involvement in a university defines the status of adjunct

faculty, who comprise full-time and part-time members (Bhalla, 2019). P2 noted, “it is

important to take in account that fulltime adjuncts usually work on average one term to

one year for a college or university and that some colleges hire adjuncts and bargain pay

which usually restricts them to become full-time faculty.” P2 further stated, “therefore

most adjuncts, do not participate in meeting or trainings, rarely hearing an adjuncts

voice.” Some higher educational institutions are negotiating union contracts with adjunct

faculty that allow them to participate in training processes and program implementation

(Kovaleski & Arghode, 2021). P3 revealed how “adjunct faculty continue to learn and

practice despite the lack of faculty development resources to which they have access and

find that the learning is limited due to their contracts.” P1 stated that “any adjuncts within

development strategies in place and develop economic value which in return increased

overall quality of work (Aboobaker, 2020). Organizations today operate in a “knowledge

economy,” in which higher educational institutions are more willing to govern the

strategies for the designing and sharing of knowledge amongst its employees (Iqbal et al.,

2018). This puts more strategic importance on human capital management and

measurement. The need for training and professional development highlights the

importance of understanding the general and overall requirements concerning pay and

benefit specifics (Luna-Arocas et al., 2020). Leaders should evaluate the organizational

structure and evaluate whether adequate support mechanisms are present for adjunct and

fulltime faculty together, and ask important questions considered to determine why

training and development are needed for future development and productivity.

should also consider moderating variables such as organizational climate, university

culture, the labor market. Drawing on the analysis, the study contributes rich and fruitful

findings to the area of strategic human resource management.

Reflections

understand at the time was the level of understanding, dedication, and commitment that

faculty from multiple perspectives. Throughout this study I have learned that successful

hiring and recruitment strategies are vital to building strong organizations, and HRM can

benefit from these perspectives and strategies. My doctoral committee assisted me with

their corrections, advice, and coaching which helped me improve my quality of work,

and

I gained a wealth of knowledge and experience from them in the process. All the research

I have completed about hiring strategies needed to manage the ratio between adjunct

Conclusion

Human resource professionals face challenges on how to manage the ratio

between adjunct faculty and full-time faculty to maintain the institutional operating

budget. The aim of the qualitative multiple case study was to use the human capital

theory as a lens to identify strategies that some HRM professionals use to facilitate the

hiring process. The results of this study addressed the research found via the Literature

Review, which identified there was a need for strategies needed to manage the processes

geared towards adjuncts and fulltime faculty in reference to hiring practices. Using

data analysis of data indicating the strategies that some human resource professional and

full-time faculty and adjuncts, and (c) student retention and enrollment strategies and

patterns based on the findings in this study.

strategies to screen and select job applicants may use the findings of this study to enhance

their hiring practices. By enhancing their hiring practices to screen and select potential

the process can change and/or alter the outcome of adjuncts and fulltime faculty

experiences. The research confirms that there has been increased effectiveness in the

strategies needed to hire adjuncts and fulltime faculty, but there are still opportunities for

improvement. The study findings support the conclusions of previous scholarly research

pertaining to the use of strategies needed to enhance and facilitate the hiring process.