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This paper suggests that as university missions have adapted to accommodate major developments associated with, for instance, mass higher education and internationalisation agendas, university workforces have diversified. They now, for instance, incorporate practitioners in areas such as health and social care, and professional staff who support activities as diverse as widening participation, e-learning, and business partnership. This in turn has implications for higher education governance and management structures and processes. Consideration is given to variables likely to affect institutional responses to such changes, and some suggestions are made as to possible ways forward in addressing the interests of an expanding range of professional groupings and stakeholders, as well as those of institutions as a whole. These are likely to involve the development of more flexible organisational frameworks in relation to, for instance, reward and incentive mechanisms and career pathways. (Contains 1 figure and 1 table.)

This paper draws on an international study of the management challenges arising from diversifying academic and professional identities in higher education. These challenges include, for instance, the introduction of practice-based disciplines with different traditions such as health and social care, the changing aspirations and expectations of younger generations of staff, a diffusion of management responsibilities and structures, and imperatives for a more holistic approach to the "employment package", including new forms of recognition and reward. It is suggested that while academic and professional identities have become increasingly dynamic and multi-faceted, change is occurring at different rates in different contexts. A model is offered, therefore, that relates approaches to "people management" to different organisational environments, against the general background of increasing resource constraint arising from the global economic downturn. (Contains 1 table.)