The Governance of Private Universities and Performance

• Main Authors: Mei-chih Lin, 林美智
• Other Authors: Hsiangtsai Chiang
• Format: Others
• Language: en_US
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/w874ee

博士 === 逢甲大學 === 商學研究所 === 100 === University governance is divided into external and internal governance. The paper applies internal governance to the research, discussing the university governance mechanism in two different dimensions and its relevance to school performance. The first dimension consists of the structure and operations of the private universities’ board with analysis the relationship between the establishment and differences of private university governance mechanism and school performance. The other dimension involves the on the comprehension from the supervisors of internal administrative unit and the academic unit in school held again the university governance mechanism operation and school performance. The study applies the structure and operations of private universities’ board to analyze the establishment of the structure and operating mechanism for the private universities boards as well as the relevance with school performance. Empirical studies show that the structure and operations differ greatly in the number of board meeting, board scale and chairman seniority convened each academic year, while the average attendance rate for directors at the board showed minor difference. The method of establishment is mostly based on non-religious and non-corporate establishment. The analysis of board forms shows that the numbers of educational experts and corporate experts in the sample schools are compatible while the number of educational experts is slightly higher than that of corporate experts and the average number of people in the educational experts for the school board is higher than the number of corporate experts. The difference school performance indicators set up for this research shows that the variables of significance impacts also differ. The number of meetings for board operations and the indicators for different school performance also appear in negative relationship, indicating that the more then number of meetings does not necessarily imply better school performance; nor does it imply frequent meetings for discussions are needed for worse school performance. The chairman term appear in negative relationship with the different school performance indicators, whereas the longer the term for chairman, the more adverse the school development becomes. In contrary, the chairman term shows that longer term indicates more contribution to school performance. The paper discusses the study of comprehension from the internal management team of private universities (board members, administrative unit supervisors and academic unit supervisor) against the satisfaction for school performance, applying the SEM model to analyze the three dimensions of requirements in board development and planning for school affairs and supervision over board operational effectiveness, attendance rate for various important internal meetings held in school, and the supervisor effectiveness for school administrative works, to yield the satisfaction for school administrative performance and the level of agreement to school performance satisfaction. Empirical results showed that the board operational effectiveness and attendance rate for internal important meetings held on campus have a significantly positive relationship with the implementing effectiveness and the satisfaction for school administrative performance, where the satisfaction for school administrative performance and the school performance satisfaction showed significantly positive relationship. The attendance rate for important internal meetings held on campus, the implementing effectiveness and school performance satisfaction showed significantly negative relationship, however, the intermediary effect will enhance school performance satisfaction to achieve positive effect, indicating that the cognitive level of satisfaction for school administrative performance will affect the effect of school performance satisfaction. Keywords: Universities Governance, School Performance, Boards of Private Universities, SEM model, Performance Satisfaction