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Higher education managers are under increasing pressure from governments to reduce costs by adopting more flexible staffing practices and tensions can arise as institutions seek to sustain motivation and morale across a diversifying workforce. This paper considers how institutional management and governance practices facilitate innovative developments whilst also providing a supportive and inclusive environment. It draws on interviews in seven institutions to describe three models that reflect integrated, private-sector and partnership approaches, exploring the implications of these for the psychological contract between institutions and their staff, including different interpretations of the employment package; the establishment of processes that are seen as equitable and transparent, although not necessary identical; and the adoption of a range of communication channels, both at the level of the individual and collectively. (Contains 2 tables.)

This paper adds to earlier reviews by the author of the changing roles and identities of contemporary professional staff in UK higher education, and builds on a categorisation of professional staff identities as having "bounded", "cross-boundary" and "unbounded" characteristics. Drawing on a study of 54 professional managers in the United Kingdom, Australia and the United States, it describes a further category of 'blended professionals", who have mixed backgrounds and portfolios, comprising elements of both professional and academic activity. The paper goes on to introduce the concept of "third space" as an emergent territory between academic and professional domains, which is colonised primarily by less "bounded" forms of professional. The implications of these developments for institutions and for individuals are considered, and some international comparisons drawn. Finally, it is suggested that "third space" working may be indicative of future trends in professional identities, which may increasingly coalesce with those of academic colleagues who undertake project- and management-oriented roles, so that new forms of "third space" professional are likely to continue to emerge.

Institutional responses to changes in the higher education environment have caused movements in the roles and identities of administrative managers in UK universities. These shifts have highlighted the problem for individuals of balancing traditional public service considerations of administration with institutional innovation and development. Administrative managers find themselves not only acting as independent arbiters, giving impartial advice on the basis of professional expertise, but also becoming involved in political judgements about institutional futures. They increasingly undertake an interpretive function between the various communities of the university and its external partners. As the boundaries of the university have become more permeable, administrative and academic management have inter-digitated, and hybrid roles have developed. In undertaking increasingly complex functions, therefore, administrative managers play a critical role in linking the academic and executive arms of governance in the university.

This paper adds to earlier reviews by the author of the changing roles and identities of contemporary professional staff in UK higher education, and builds on a categorisation of professional staff identities as having bounded, cross-boundary and unbounded characteristics. Drawing on a study of 54 professional managers in the United Kingdom, Australia and the United States, it describes a further category of blended professionals, who have mixed backgrounds and portfolios, comprising elements of both professional and academic activity. The paper goes on to introduce the concept of third space as an emergent territory between academic and professional domains, which is colonised primarily by less bounded forms of professional. The implications of these developments for institutions and for individuals are considered, and some international comparisons drawn. Finally, it is suggested that third space working may be indicative of future trends in professional identities, which may increasingly coalesce with those of academic colleagues who undertake project- and management-oriented roles, so that new forms of third space professional are likely to continue to emerge. [ABSTRACT FROM AUTHOR]