Critical Success Factors of Student Relationship Management

Abstract

Due to the upward trend in the globalization of sustainability issues and the intense competitive environment, it is evident that higher education institutions need new strategic approaches to succeed. To this end, the inquiry for this paper has been made into the debate about student relationship management. Going through the literature indicates that institutions have mainly perceived the concept as a technological initiative for solving the problems in individual domains, accompanied by uncoordinated efforts. Thus, the aims of this study are to theoretically present critical success factors of this strategic approach and to empirically examine the recognized factors. To do so, confirmatory factor analysis that is a quantitative analytic method was performed. The results and analyses revealed that there has been a significant correlation between the four critical success factors including knowledge management, student relationship management technology, student orientation, and employees’ involvement. It was also found that these factors are significantly correlated with the construct of student relationship management success. The findings have consequently highlighted that in addition to the technological tool, the role of knowledge management, employees’ involvement, and student orientation appeared to be particularly important for the implementation of the application.

The application of Green Lean Six Sigma

“…Hence, adopting the green route is now an established philosophy and operational approach for improving organizational efficiency environmentalwise as well as for decreasing ecological impacts of products and services without jeopardizing the financial objectives of the organizations involved (Garza-Reyes, 2015). The green concept is a wide term that entails various eco-friendly management initiatives (Digalwar, Tagalpallewar, & Sunnapwar, 2013), for example, green supply chain management (Darnall, Jolley, & Handfield, 2008;Thun & Müller, 2010), green human resource management (Gholami, Rezaei, Saman, Sharif, & Zakuan, 2016), and green manufacturing that is based on the 3Rs-reduce, reuse, and recycle (Deif, 2011). In short, the green approach entails the use of green methods for reducing adverse environmental impacts caused, and consequently, reducing the ecological footprint of organizations (Galeazzo, Furlan, & Vinelli, 2013;Rao, 2004).…”

Embracing organisational environmental sustainability: Experiences in green human resource management

“…As more literature began supporting the importance of HRM practices in environment sustainability (Gholami et al, 2016;Guerci & Carollo, 2016;Haddock-Millar et al, 2016), the Green HRM practices were simultaneously seen as an important tool for the organisation in sustaining the environmental sustainability process (Chams & García-Blandón, 2019;Fawehinmi, Yusliza, Mohamad, Noor Faezah, & Muhammad, 2020;Jabbour et al, 2019). Among these, the most widely focused Green HRM practices that had been used to achieve environmental sustainability are green recruitment and selection, green training and development, green performance appraisal, green rewards, and employee involvement and participation (Amrutha & Geetha, 2019;Cherian & Jacob, 2012;Gholami et al, 2016;Masri & Jaaron, 2017;Renwick et al, 2013;Tang, Chen, Jiang, Paille, & Jia, 2018). Consistent with the resource-based view, Green HRM practices were able to create a sustainable competitive advantage that could lead organisations towards the attainment of a better sustainable development (Sarvaiya, Eweje, & Arrowsmith, 2018;Yong, Yusliza, & Fawehinmi, 2019).…”

“…Scholars have reviewed and noted training to be the most important tool for boosting employees into adopting more environmental initiatives (Pinzone, Guerci, Lettieri, & Huisingh, 2019;Teixeira, Jabbour, de Sousa Jabbour, Latan, & de Oliveira, 2016;Yu, Chavez, Feng, Wong, & Fynes, 2020). Apart from that, empirical studies have reported that performance appraisal is also important in encouraging employees' motivation to engage in environmental sustainability (Gholami et al, 2016;Zaid, Jaaron, & Bon, 2018). Therefore, including the continuous evaluation in the performance appraisal as part of the environmental goal as a key performance index (KPI) helps the organizations to achieve the environmental goals (Ahmad, 2015).…”

“…A growing number of empirical studies (Gholami, Rezaei, Saman, Sharif, & Zakuan, 2016;Guerci & Carollo, 2016;Gupta, 2018) have highlighted how Green HRM practices are responsible in supporting environmental sustainability. Green HRM practices are essential in assisting the organisations in moving towards the environmental sustainability (Jabbour & Renwick, 2020;Raut et al, 2020).…”

The implementation of green human resource management bundles across firms in pursuit of environmental sustainability goals

“…GHRM practices, which are defined by Renwick et al (2013) as a set of HR practices that enable and sustain environmental/green management within firms, have been recognized as a new window to HRM research. GHRM also constitutes a crucial tool for implementing the concept of environmental sustainability in the area of HRM (Gholami et al, 2016). Specifically, GHRM pertains to the development of green knowledge, skills, and abilities among employees, the motivation of employees to demonstrate green behaviors at work, and the maintenance of a green organizational culture (Kim, Choi, and Phetvaroon, 2019).…”