A Study on Enhancing Organizational Identification of Faculty in Private Universities

(Changchun University of Architecture and Civil Engineering, School of Management, Jilin Changchun130607) Fang Wang Jinxin Wang Ce Liu

Abstract:Teachers’ organizational identification in private colleges and universities is crucial to the quality of school-running and sustainable development.Combining the particularities of their school-running,this paper analyzes that the main dilemmas include unfair salary distribution,hindered career development,and weakened emotional connection in organizational culture.By optimizing the incentive mechanism,building a diversified career development platform,and cultivating a symbiotic organizational culture,the sense of belonging and value identification of teachers can be enhanced,providing human support for the cultivation of core competitiveness of private colleges and universities.Key

words:Private Colleges and Universities;Teachers;Organizational Identification;Incentive Mechanism

China’s higher education has entered a stage of connotative development,and private colleges and universities have become an important force.Teachers’ organizational identification directly affects the investment in teaching and scientific research as well as the quality of talent cultivation.However,private colleges and universities lag behind public colleges and universities in terms of resources,policies,and other aspects,resulting in weak sense of belonging and high turnover rate among teachers [1].Exploring the path to improve their organizational identification can not only solve the contradictions in the construction of the teaching team,but also provide reference for private colleges and universities to improve governance and optimize human resource management,thus promoting the optimization of the private higher education ecosystem.

1.Challenges Faced in Improving Teachers’ Organizational Identification in Private Colleges and Universities

1.1 1Dilemma of Fairness in Salary Distribution Mechanism

The funds of private colleges and universities mainly come from social investment and tuition income.Their salary system design is often restricted by cost control,leading to a gap in salary levels between some teachers in private colleges and their counterparts in public colleges.Moreover,the fairness of internal salary distribution needs to be improved.In some schools,salary distribution overemphasizes teaching workload,while insufficiently considering soft indicators such as scientific research achievements and teachers’ ethics.This makes it difficult for teachers who focus on scientific research and the quality of talent cultivation to obtain corresponding rewards,and such a distribution orientation is likely to cause psychological imbalance among teachers.

1.2 2Structural Obstruction in Career Development Channels

Private colleges and universities are often in a relatively disadvantaged position in the allocation of resources such as professional title evaluation,training,and further education.The number of quotas for professional title evaluation is limited,and the standards differ from those of public colleges and universities.Some teachers face a “glass ceiling” in professional title promotion,which restricts their career development space.The imperfection of the training system also restricts the professional growth of teachers.The training resources of most private colleges and universities are concentrated on improving basic teaching skills,and there is a lack of high-end training programs focusing on cutting-edge disciplines and scientific research methods,which makes it difficult to meet the personalized career development needs of teachers.

1.3 Weakened Emotional Connection in Organizational Culture

Private colleges and universities often pay more attention to school-running benefits and short-term goals,and do not attach enough importance to the construction of organizational culture.They lack unique school-running concepts and value pursuits,making it difficult to form a cohesive cultural atmosphere.The management model of some schools is overly administrative,ignoring the dominant position of teachers in school governance.Teachers’ opinions and suggestions cannot be fully adopted,leading to their sense of marginalization.

2.Strategies forImproving Teachers’Organizational Identification in Private Colleges and Universities

2.1 Constructing a Diversified Incentive System Oriented by Fairness

Optimizing the salary distribution mechanism is the foundation for improving teachers’ organizational identification.Private colleges and universities should establish a salary system that matches job responsibilities,work performance,and contribution.While ensuring the competitiveness of the basic salary,they should set up special incentive projects such as scientific research rewards and teaching innovation rewards to achieve fairness and incentive in salary distribution.In addition,long-term incentive mechanisms such as employee stock ownership and equity incentives should be introduced to link teachers’ personal interests with the long-term development of the school,thereby enhancing their sense of belonging to the organization.

2.2 Building a Three-Dimensional and Diversified Career Development Platform

To break through the structural constraints in career development,private colleges and universities need to construct a diversified professional title evaluation system.Combining their own school-running characteristics,they should set up multi-dimensional evaluation channels such as “teaching-oriented”,”research-oriented”,and
“application-oriented” to provide promotion paths for different types of teachers.They should also strengthen cooperation with public colleges and universities and scientific research institutions,build joint training platforms,and select teachers to participate in high-end training at home and abroad,academic conferences,and scientific research projects,so as to improve their professional capabilities and academic horizons.

2.3 Cultivating a Symbiotic and Integrated Organizational Culture Ecosystem

The cultivation of organizational culture requires private colleges and universities to refine unique school-running concepts and value pursuits,combine the educational mission of “fostering virtue through education” with the school’s development vision,and form a distinctive cultural identity.They should change their management concepts,construct a service-oriented management model,reduce administrative intervention,and establish a normalized teacher communication mechanism to promptly respond to teachers’ reasonable demands,making teachers feel valued and cared for.Furthermore,they should enrich the forms of campus cultural activities,carry out activities such as academic salons,cultural and sports competitions,and the construction of teachers’ ethics,build a platform for emotional communication among teachers,and create an interpersonal atmosphere of unity and mutual assistance.

3.Conclusion

Improving teachers’ organizational identification in private colleges and universities is a systematic project,and its core is to build a community of interests,values,and emotions between teachers and the school.To address the current problems such as unfair salaries,blocked career channels,and weakened cultural connections,it is necessary to solve them by constructing a fair incentive system,building a diversified career platform,and cultivating a symbiotic organizational culture.

References：

He,S.L.,& Li,S.F.(2024).Professional Identity of Teachers of Ideological and Political Theory Courses in Private Colleges and Universities: Origin,Current Situation and Path.Journal of Hubei Open Vocational College,37(8),96-99.

Fund Project：This work was supported by :the 2025 Planned Research Project (Youth Project) of the China Association for Non-Governmental Education(“A Study on Enhancing Organizational Identification of Faculty in Private Universities,” Project Number:CANQN250373).