ABSTRACT

This study analyses the impact of Hong Kong HR managers' competencies on reducing administrative staff

turnover in Hong Kong's higher education. Excessive administrative staff turnover is a primary stumbling

block to institutional stability, knowledge retention, and operational continuity. The mixed-methods approach

is followed while conducting the study to assess some of the HR competencies, such as strategic positioning,

credibility, and HR delivery. Quantitative data from surveys of university administrative staff and qualitative

data from interviews with senior HR managers are combined to explore the relationship between perceived

competence in creating a positive organizational culture, having effective talent management practices, and

Hong Kong's higher education market exists in a highly competitive and dynamic environment. As a regional

and international education center of great importance, its universities are constantly pushed to excel in

research, instruction, and global rankings. Excellence is not just established on the teaching staff; a sound,

stable, and highly qualified administrative staff pool is the secret to institutional success. These professionals

manage the intricate network of university matters, from student matters and admissions to funds for research,

finance, and human resources proper. However, Hong Kong universities, like others elsewhere, also struggle

with an epidemic: high administrative personnel turnover. This turnover is creating disruptions in operations,

loss of institutional memory, incurring massive recruitment and training costs, and ultimately frustrating the

strategic goals of the institution.

reasons are well known, the strategic relevance of human resources (HR) activities in combating them needs

institutions has evolved into a strategic partner integral to talent management [1] and organizational

development. It is particularly pertinent in the rich, people-oriented environment of a university.

It is hoped by this study that the competency of human resources managers is a critical, yet unrealized, factor

in the reduction in voluntary turnover among administrative staff. HR performance is not only a result of

executing transactional tasks (e.g., payroll, benefits administration) but is also very much a function of the

strategic competence of the HR professionals themselves. The Dave Ulrich HR Competency Model [2]

provides a solid model for understanding these competencies, which include being a Strategic Positioner

(holding an understanding of the business and external environment), Credible Activist (building trust and

and lobbying for retention-friendly policies. As a Capability Builder, they would have a central responsibility

for creating an open, welcoming, and involved organizational culture that makes administrative employees

feel worthwhile and part of the university's mission.

Given the rational association between HR capability and organizational performance [3], there is an obvious

gap in the literature adopting this context for the retention of non-academic employees in Hong Kong's higher

education sector. Most of the existing research addresses academic faculty turnover or universal industries.

The unique cultural and organizational behaviours of universities in Hong Kong, such as their east-west hybrid

operational modalities, trilingual (English, Cantonese, Mandarin) settings, and distinct regulatory frameworks,

create a unique environment that necessitates HR solutions to be tailored accordingly.

Therefore, this study is designed to close this gap. It seeks mainly to empirically examine the influence of HR

education industry is no exception. Whereas much research focuses on faculty retention, administrative staff

stability is as significant for business sustainability, fiscal health, and institutional memory. Administrative

university staff are the backbone that keeps academic operations intact, student affairs intact, and strategic

education (such as intense global ranking competition, budget constraint, and highly mobile staff) magnify

turnover issues in Hong Kong [5]. To curb this, addressing root causes is the first step. Common antecedents

in literature include career developmental opportunities deprivation, workload overload, and burnout,

perceived inequity between university compensation and the private sector, and perception of not being valued

in academia-oriented university culture [6].

2.1 Evolution of the strategic role of the human resources manager

The stereotypical picture of Human Resources as primarily an administrative department that deals with

payroll, compliance, and policy enforcement has experienced a dramatic evolution. The initial research work

of scholars like Dave Ulrich has established HR as a strategic business partner whose role is integral to

organizational performance [7]. Transformation is most relevant in advanced institutions like universities that

tend to have decentralized structures and various stakeholder groups. Strategic human resource management

theory [8] suggests that human resources in an organization are a strategic resource and that HR practices can

effective HR practitioner in the modern era.

1. Strategic positioner: The ability to understand the external business environment (e.g., education

policy in Hong Kong, labour market) and translate it into internal agendas.

2. Credible activist: Developing trusting relationships with stakeholders (senior managers to

administrative staff) and offering an assertive point of view.

3. Capability builder: Establishing and shaping a high-performing organizational culture that releases

employee potential.

4. Change champion: Leading, orchestrating, and sustaining change within the organization.

5. HR innovator and integrator: Developing innovative HR solutions and rolling them out with

integration and alignment for maximum impact.

Available literature establishes a strong, though indirect, link between positive HRM and reduced turnover

intentions. The mechanism behind it is the creation of perceived organizational support (POS) and employee

engagement [10]. When employees perceive that the firm values their contribution and cares for their well-

is the force that transforms generic HR practices into effective levers of POS development.

Competent HR managers (as capability builders) do not simply oversee training budgets; they develop clearly

defined, visible career lattices for administrative staff, demonstrating a tangible investment in their future [11].

An HR strategic positioner will conduct extensive market surveys so that remuneration packages for

administrative personnel become competitive in Hong Kong, not just within the academic sector, thereby

removing financial push factors. A good activist and change champion will be capable of conveying the

university's vision to administrative personnel, making them feel included in the institutional mission. They

can also encourage work-life balance and non-academic contribution reward schemes that specifically negate

feelings of not being valued.

Meijerink, Beijer, and Bos-Nehles [12] found that the presence of HRM practices particularly enhances

al. [13] found HR managers' competency in strategic contribution to be the strongest predictor of employee

2.4 Hong Kong context and identified research gap

The literature reveals a significant gap when set against Hong Kong's unique higher education context. The

universities of Hong Kong operate at the crossroads of Eastern and Western management philosophies, in a

The perceived level of HR competency in these specific institutions from the perspective of administrative

staff. An empirical analysis of which specific HR competencies (e.g., strategic positioning versus HR

delivery) have the greatest mitigating effect on turnover intentions in this specific cultural and organizational

context. Most existing studies are either Western-centric, industry-generic, or focused on academic faculty

turnover. This study aims to fill this critical gap by applying the Ulrich competency model to the

underresearched population of administrative staff in Hong Kong's world-class higher education sector. By

doing so, it will provide evidence-based recommendations to local university leaders and HR practitioners so

that they can strategically invest in those competencies that will most enhance staff retention and

organizational resilience.

interviews with the major stakeholders to collect rich and detailed data about their opinions and experiences.

The integration of these datasets will allow for an incisive analysis of the research problem.

3.2 Sampling and sample size

The population of the study will be all administrative personnel in the institutions of higher learning.

Purposive sampling techniques will be applied to enroll participants who directly deal with or are impacted by

the institution's HR practices, as they possess the most appropriate information concerning research interest.

The researcher selects this method to achieve a sample that offers information-rich cases to analyze the

relationship between staff turnover and HR competencies. A target sample of 200 administrative staff is

intended. This quantity was determined to be sufficient for useful statistical analysis but logistically feasible

within the confines of the study period and budget.

the initiatives of the HR department to provide such opportunities have been fruitful for most of the

workforce.

59% of the participants agree that the current HR practices effectively foster a good working climate at

universities. This implies more than half of the workers have a good view regarding HR practices, making

good efforts to improve a good workplace culture, i.e., taking these steps thoroughly and being valued by

many of the employees.

Research indicates that administrative staff at universities tend to have differing opinions regarding

Around 40%, however, have been left in suspense or undecided on whether their efforts are adequately

section of staff and foster higher satisfaction levels.

HR negatively (score 1 or 2), suggesting that their grievances are not adequately attended to. The findings

establishing a nurturing, open, and participative work culture that welcomes long-term retention.

The study confirms that key HR competencies (most significantly communication and appreciation of

employees) directly influence retention, consistent with contemporary literature. Regular, informal

communication from HR generates loyalty, while recognition and engagement practices reinforce job

satisfaction and reduce turnover intentions. Several employees explicitly linked good communication to their

intention to remain at the university, highlighting the practical importance of this competence. However,

perceived weaknesses in conflict management [18] suggest a gap between HR's current skills and ideal best

practices. Although some of the HR practices at some of the universities are viewed as being effective (e.g.,

recognition), the HR department needs to purposely acquire more conflict-resolution competencies and apply

all competencies consistently across all functions to address employees' concerns fully and reduce turnover to

decrease administrative staff turnover. They must focus on HR competencies valued by employees (especially