An Analysis of Faculty Pay Scale Structures and Part-Time Work Policies: The Competitive Global Advantage of Higher Education in Singapore and South Korean Universities

In recent years, the higher education institutions of Singapore and South Korea have demonstrated excellent performance in various world university rankings. Both countries have invited outstanding universities around the world to establish campuses within their borders and utilized flexible higher education personnel systems to effectively attract international talent. This research takes a multi-case study approach of the case study method to conduct a systematic comparative analysis of higher education personnel systems in Singapore and South Korea, with the case examples consisting of two Singaporean universities and five South Korean universities. The analysis of this study centers on two areas: the pay scale for academic faculty and the systems governing part-time jobs taken by faculty members. The results indicate that Singaporean universities exhibit a high degree of flexibility in pay scales, while South Korean universities implement pay scales according to national laws and regulations. The competitive pay scale structures offered by these education institutions make them highly competitive in retaining and acquiring talent. In regard to systems regulating the part-time activities of academic faculty, Singapore and South Korea may differ in modus operandi, but both have relatively loose definitions, regulations, and norms. Both countries also differ in legal effects for part-time jobs that violate regulations. This study presents three conclusions upon comparing the seven universities in Singapore and South Korea: 1. Adopting a considerable amount of autonomy in personnel system regulations is conducive towards honing the competitiveness of higher education institutions. 2. Flexible personnel systems in higher education institutions can benefit talent retention and acquisition. 3. Diverse subsidies can boost the competitiveness of higher education institutions. The results of this study can be used as a reference for higher education institutions to effectively formulate feasible systems and strategies for the retention, cultivation, and acquisition of talent in regard to personnel systems. It can also serve as a reference for personnel system reforms and university international competitiveness.