The Role Dilemma and Adjustment of Grassroots Administrative Personnel in Colleges and Universities: A Study from Chinese Mainland
DOI: 10.23977/trance.2026.080106 | Downloads: 6 | Views: 99
Author(s)
Shi Yu 1
Affiliation(s)
1 The School of Humanities and Social Sciences, Guangxi Medical University, Nanning, 530021, China
Corresponding Author
Shi YuABSTRACT
As complex organizations, colleges and universities are structured around academic departments as their core units for educational activities. Within these departments, grassroots administrative staff undertake numerous responsibilities yet frequently encounter multifaceted role dilemmas. Research indicates that the operational efficacy of departmental administrative organizations—including their characteristics of authority, role positioning, and power allocation—is influenced and disrupted by a multiplicity of factors. This paper aims to investigate the role dilemmas faced by grassroots administrative staff in academic departments and to explore potential optimization strategies. We propose a management paradigm shift from process control to objective-oriented governance, the implementation of flatter organizational structures, the decentralization of managerial authority, and an operational reform centered on academic priorities. These measures are intended to enhance administrative efficiency and contribute to the modernization and high-performance governance of universities.
KEYWORDS
Academic departments, Grassroots administrative staff, Role dilemmas, Adaptation strategies, University governanceCITE THIS PAPER
Shi Yu. The Role Dilemma and Adjustment of Grassroots Administrative Personnel in Colleges and Universities: A Study from Chinese Mainland. Transactions on Comparative Education (2026). Vol. 8, No.1, 39-53. DOI: http://dx.doi.org/10.23977/trance.2026.080106.
REFERENCES
[1] Brotheridge, C. M., & Grandey, A. A. (2002). Emotional labor and burnout: Comparing two perspectives of "people work". Journal of vocational behavior, 60(1), 17-39.
[2] Scott, W. R. (2013). Institutions and organizations: Ideas, interests, and identities. Sage publications.
[3] Birnbaum, R. (1988). How colleges work: the cybernetics of academic organization and leadership.San Francisco: Jossey-Bass Inc.
[4] Tierney, W. G., & Minor, J. T. (2003). Challenges for governance: A national report. Los Angeles:Center for Higher Education Analysis, University of Southern California,2003.
[5] Tierney, W. G.(2004). Competing conceptions of academic governance: Negotiating the perfect storm. The Johns Hopkins University Press.
[6] Altbach, P. (1999). The logic of mass higher education. Tertiary Education and Management, 5(2),107-124.
[7] March, J. G. (1999). The Pursuit of Organizational Intelligence. Oxford, UK: Blackwell.
[8] Kaplan, G. E. (2004). Do Governance Structures Matter? New Direction for Higher Education, Wiley Periodical Inc:Fall, 127:53-62.
[9] Boehm, W. (1959) . Objectives of the social work curriculum of the future. Social Work Curriculum Study, New York: Council on Social Work Education. 1.
[10] Altbach, P. G., & Peterson, P. M. (2007). Higher education in the new century: Global challenges and innovative ideas. Brill.
[11] Heck, R. H., Johnsrud, L. K & Rosser, V. J. (2000). Administrative Effectiveness in Higher Education: Improving Assessment Procedures. Research in Higher Education,41(6),663-684.
[12] Glasman, N. S., & Heck, R. H. (1996). Role-based evaluation of principals: developing an appraisal system. Boston: Kluwer Academic Publisher,369.
[13] Wolcott, H. F. (2003). The man in the principal's office: An ethnography. Rowman Altamira.
[14] Clark, B. R. (1953). The higher education system: Academic organization in cross-national perspectives.Berkeley: University of California Press, 89.
[15] Chemiss, C. (1980). Staff Burnout Job Stress in the Human Service,Beverly Hill Sage Publications.
[16] Weber, M. (1978). Economy and Society . Berkeley: University of California Press, 218-219.
[17] Clark, B. R. (2023). Places of inquiry: Research and advanced education in modern universities. Univ of California Press.
[18] Birnbaum, R. (1988). How Colleges Work. The Cybernetics of Academic Organisation and Leadership, Jossey-Bass Publishers, San Francisco.
[19] Baldridge, J. (1971). Power and Conflict in the University. New York: John Wiley, 22.
[20] De Boer, H. F., Enders, J., & Leisyte, L. (2007). Public sector reform in Dutch higher education: The organizational transformation of the university. Public administration, 85(1), 27-46.
[21] Bourdieu, P.(1997). Cultural capital and social alchemy. Shanghai People's Publishing House, Shanghai.
[22] Scott, W. R. (1992). Organizations: rational, natural and open systems. New Jersey: Prentice Hall, 22.
[23] Dill, D. D. (1982). The management of academic culture: Notes on the management of meaning and social integration. Higher education, 11(3), 303-320.
[24] Vergne, J. P., & Durand, R. (2010). The missing link between the theory and empirics of path dependence: Conceptual clarification, testability issue, and methodological implications. Journal of management studies, 47(4), 736-759.
[25] Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American sociological review, 149-164.
[26] Perrow, C. (1979). Complex Organizations: A Critical Essay . Glenview, Ill.: Scott, Foresman, 1979. 30.
[27] Duderstadt, J. J. (2001). Fire, ready, aim! University decision-making during an era of rapid change. Economica.
[28] Coase, R. (1998). The new institutional economics. The American Economic Review, 88(2): 72-74.
[29] Giamatti, A. B. (1988). A Free and Ordered Space: the Real World of the University. W. W. Norton & Company, 39.
[30] Altbach, P. G., & de Wit, H. (2025). Global Higher Education Trends: Unprecedented Crisis. Change: The Magazine of Higher Learning, 57(5), 43-50.
| Downloads: | 17053 |
|---|---|
| Visits: | 805345 |

Download as PDF



