الفهرس 
الإطار العام للبحثيوجد فقط 14 صفحة متاحة للعرض العام
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المستخلص
Today, the world is witnessing rapid developments and changes on the different aspects of scientific, economic, and social life. This has imposed on organizations, including universities, the need to well invest and manage their human resources being the main intellectual capital that helps to bring their material resources to meet these challenges in their ever-changing competitive environments.
The term “human resources” in higher education refers to all the employees of institutions of higher education. It includes faculty members (those whose primary role is teaching, research or supporting teaching), in addition to those who provide professional support to students (academic, health and social support). Moreover, those involved in the management of institutions, and personnel who support the maintenance and operation of institutions (security, ancillary services).
The increase in the importance and development of higher education, the emergence of new university models, changes in social attitudes, economic crises, and competition in the higher education market have forced universities to introduce changes to their systems, especially related to human resources and their development. Thus, a complete human resource management system is applied in accordance with its strategic plans and developments, and its continuous improvement, by focusing on introducing new strategic practices, concepts, and methods such as planning in human resources management, employment and training employees in a way that achieves success, development and growth to reach the required level locally and globally. Furthermore, setting new systems for rewards, material and moral incentives, and selection of efficient individuals according to modern and advanced scientific programs, in a way that contributes to achieving competitive advantage.
Research problem:
The research problem can be identified into the following main question:
How to develop the performance of the Department of Personnel Affairs at the University of Damascus to achieve Its competitive advantage?
This main question is divided into the following sub-questions:
1- What are the theoretical bases for developing the performance of human resources management in contemporary universities and its role in achieving their competitive advantage?
2- What is the real performance of the Department of Personnel Affairs at the University of Damascus at the theoretical and field levels?
3- What are the proposed procedures for developing the performance of the Department of Personnel Affairs at the University of Damascus to achieve its competitive advantage?
Research Aims:
The main objective of the research is to come up with a set of proposed measures to develop the performance of the Directorate of Personnel Affairs at Damascus University to achieve its competitive advantage.
Research limits: The search is limited to the following limits:
1- Objective Boundaries:
• The research addressed the performance of the Personnel Affairs Directorate in terms of:
Human resource planning.
Employment of human resources (attraction - selection - appointment).
Training of employees.
Evaluation of employee performance.
these dimensions have been chosen because they constitute the essence and foundation of human resources management.
• The research dealt with the competitive advantage in terms of:
the quality.
creativity and innovation.
the cost.
2- Human limits:
The research was limited within its human limits to employees of directors, assistant directors, and administrators at the University of Damascus, numbering (3210), by selecting a random sample representative of the research community, numbering (346) directors, assistant directors, and administrators.
3- Spatial boundaries:
The research is limited to the University of Damascus, as it is the oldest university in Syria.
4- Temporal limits:
The application of the questionnaire was limited to administrators at Damascus University in the period from (1-15) February 2023.
Research chapters:
The research proceeded according to four chapters:
The first chapter: the general framework of the research, which includes the introduction of the research, the problem, the limits of the research, the objectives, and the importance of the research, the sources and tools of the research, the research terms, the previous studies, as well as the research methodology and steps.
Chapter Two: Human Resources Management and Achieving Competitive Advantage in Contemporary Universities (Theoretical Framework)
This chapter deals with three main axes: the first axis came under the title of ”human resource management in universities” and included (the nature of human resource management in universities in terms of: what it is - its importance - its objectives - its advantages - and its role in universities), human resource management models, which are the Harvard model for human resource management, the matching model for human resource management, and the Kekali model for human resource management). The second dealt with the competitive advantage in universities and included (the nature of the competitive advantage in universities, the dimensions of the competitive advantage in the university, including cost, quality, creativity and innovation, strategies for the competitive advantage in the university, the entrances to the competitive advantage in universities), and the third axis came under the title of human resources management and the competitive advantage of the university and included (theory Resource-based, competitive advantage and vision based on university resources, the role of human resource management in achieving competitive advantage, the importance of human resource management in achieving competitive advantage, principles of human resource management in achieving competitive advantage, human resource management processes in the light of competitive advantage and include planning Human resources and recruitment of human resources Attraction, selection, appointment, training of human resources, and evaluation of employee performance.
Chapter Three: Dealing with Human Resources Management at Damascus University and Achieving Its Competitive Advantage (Documentary Analysis)
This chapter deals with the policy of university education in Syria, the establishment of the University of Damascus, the vision and mission of the University of Damascus, the human resources management at the University of Damascus, the reality of processes of human resources management at the University of Damascus, which are human resource planning, recruitment of human resources recruitment- selection- appointment, training of human resources, and employee performance appraisal.
Chapter Four: The field study procedures and results
This chapter dealt with the objective of the field study, the preparation and application of the questionnaire, and the discussion of the results of the questionnaire, including human resource planning and recruitment of human resources, recruitment-selection-appointment, training of human resources and employee performance evaluation, in addition to a summary of the results of the field study.
Chapter Five: The results of the research and its proposed procedures:
This chapter dealt with two axes, the first axis is the results of the research and includes (the results of the theoretical framework, the results of the documentary study, and the results of the field study).
Research results:
The research reached the following results:
1- There is a shortcoming in the planning process for human resources at the University of Damascus, where the responses of the respondents were on this axis (medium).
2- There are efforts being made by the University of Damascus in attracting, selecting, and appointing employees and placing them in the appropriate place, as the sample responses came on this axis (high).
3- That there are deficiencies in the training of human resources at the University of Damascus, where the responses of the sample members on this axis were (average), as the training of human resources at the University of Damascus suffers from some deficiencies in the various training programs and the lack of use of various methods in training that affect the performance of the university itself.
4- There is a shortcoming in evaluating the performance of employees at the University of Damascus, where the responses of the sample members were on this axis (average).