1. Introduction

Eduardo Mondlane University (UEM) faces significant challenges in human resources management, particularly in the recruitment and selection of professors. The main problem observed is related to the inefficiency and lack of strategic alignment of the recruitment and selection process with the institution's needs and objectives. This problem directly impacts the quality of the faculty, operational efficiency, and consequently, the quality of education offered by the university.

• Objectives

The overall objective of this work is to analyze the main problems in human resource management at Eduardo Mondlane University (UEM), with a specific focus on the recruitment and selection process of professors.

Specifically, it aims to:

• Identify the gaps and inefficiencies in the current recruitment and selection process of professors at UEM;
• Evaluate the degree of alignment between human resource management and the university's organizational strategy;
• Analyze the impacts of this human resource management on the quality of the education offered;
• Propose solutions to improve the effectiveness of the recruitment and selection process, as well as to align human resource management with the institutional needs and objectives of UEM.

• Methodology

The methodology adopted for this work is bibliographic research, supported by documentary research and the technique of textual hermeneutics. The bibliographic sources consist of books, scientific articles, and monographs related to human resource management, recruitment and selection, and higher education. The documentary sources are the UEM Teaching Career Regulation and the Statistics and Indicators of Higher Education in Mozambique 2022.

2. Results

• Recruitment and selection process

The recruitment and selection process at UEM have several shortcomings. For example, the study by Macamo (2015) reveals that, although the university has formalized regulations and procedures for hiring, there is a significant discrepancy between what is normatively required and practical reality. For example, teachers are required to have at least a Master's degree, however, the majority of teachers are graduates (see Graph 1).

Graph 1. UEM teaching staff by academic degree.

Source: MCTES (2023, p. 42).

As shown in Graph 1, approximately 42% of the faculty hold master's degrees, while 31% have bachelor's degrees, and only 27% hold doctoral degrees. The admission of bachelor's degree holders to the faculty violates the UEM Teaching Career Regulation, published on May 5, 2010. Even worse is the fact that there are more faculty members with bachelor's degrees than with doctoral degrees, indicating a failure in the implementation of established standards. This could compromise the qualification of the faculty and, consequently, the quality of education offered.

The university uses traditional recruitment methods, such as newspaper advertisements and curriculum evaluation, but lacks a more dynamic and efficient approach to attracting talent. The absence of a specialized recruitment team, composed of psychologists and specialists, is also a significant weakness (Macamo, 2015, p. 41). This absence compromises the proper evaluation of candidates and the selection of professionals who truly meet institutional and academic needs.

• Strategic alignment and talent management

Another critical problem identified is the lack of alignment between human resource management and the organizational strategy of UEM. According to Chiavenato (2010), the strategic human resource management plan must be integrated with the institution's overall strategic plan, ensuring that personnel selection is directly linked to organizational objectives. However, at UEM, as pointed out by Macamo (2015), there appears to be a disconnect between these plans, resulting in a recruitment and selection process that does not necessarily promote the acquisition of qualified talent aligned with institutional goals.

Chiavenato (2010) emphasizes that human resource management should be considered as an integrated set of activities, norms, and processes aimed at obtaining and maintaining qualified personnel. Without a well-defined and implemented strategic plan, UEM risks not being able to form an adequate faculty team, which compromises the effectiveness of its educational activities. Talent management should involve not only hiring but also the retention and continuous development of professionals, aligning their skills with the institution's demands.

• Impacts on the quality of teaching

The inefficiency of the recruitment and selection process has a direct impact on the quality of education offered by UEM. According to Almeida (2014, p. 166), unqualified or inadequately selected professors may fail to meet the required educational standards, harming student education and the university's reputation. Fávero & Marques (2012) emphasize that the lack of a highly qualified faculty also affects the university's ability to innovate and adapt to the changes and demands of the global educational market.

Furthermore, the lack of strategic alignment in human resource management can lead to employee dissatisfaction, resulting in high turnover and the loss of valuable talent (Chiavenato, 2010). The motivation and engagement of professors are crucial for creating a productive and inspiring educational environment. Without an effective human resource management process, the university may face significant challenges in maintaining a motivated and committed faculty.

• Solution proposals

To mitigate the identified problems in human resource management, UEM should adopt a series of strategic measures. Firstly, it is essential to review and update the recruitment and selection process to ensure it aligns with institutional needs and objectives. Implementing more modern and efficient recruitment methods, such as using digital platforms and professional networks, can help attract more qualified talent (Gil, 2009).

It is crucial to invest in forming a specialized recruitment team, composed of psychologists and human resource management experts, who can more accurately assess candidates and their competencies (Macamo, 2015). This team should work closely with university managers to ensure that personnel selection aligns with organizational strategies.

The development of an integrated strategic human resource management plan is another important measure (Chiavenato, 2010). This plan should include a clear definition of the competencies and skills necessary to achieve institutional objectives, as well as the creation of talent development and retention programs. Valuing professionals through incentives and growth opportunities is fundamental to maintaining a motivated faculty committed to educational excellence.

Finally, it is necessary to promote an organizational culture that values continuous development and innovation. UEM should invest in training and professional development programs for its faculty, encouraging the constant pursuit of new knowledge and skills. Creating a collaborative and inspiring work environment can contribute to strengthening the faculty's commitment to the university's mission and goals.

3. Conclusion

Human resource management at Eduardo Mondlane University faces significant challenges, especially regarding the recruitment and selection process for professors. The inefficacy of this process and the lack of strategic alignment with institutional needs compromise the quality of the faculty and, consequently, the quality of education offered. To mitigate these problems, it is essential to adopt strategic measures that include revising and modernizing recruitment methods, forming a specialized team, developing an integrated strategic human resource management plan, and promoting an organizational culture focused on continuous development and innovation. These actions can contribute to building a more efficient and competitive university, capable of offering excellent education and preparing qualified professionals for the job market.

4. Bibliographic references

Almeida, M. I. (2004). Docentes para uma educação de qualidade: uma questão de desenvolvimento profissional. Educar, Curitiba, n. 24, pp. 165-176.

Boletim da República de Moçambique, II Série, Número 18, de 5 de Maio de 2010, publica o Regulamento da Carreira Docente da UEM.

Chiavenato, I. (2010). Gestão de pessoas: O novo papel dos recursos humanos nas organizações. São Paulo: Atlas.

Fávero, A. A., & Marques, M. (2012). Aprender e ensinar na universidade: A docência na perspectiva da epistemologia da aprendizagem. Seminario de Pesquisa em Educação na Região Sul.

Gil, A. C. (2009). Gestão de pessoas: Enfoque nos papéis profissionais. São Paulo: Atlas.

Macamo, M. H. (2015). Análise do Processo de Recrutamento e Seleção de Professores na Faculdade de Educação da Universidade Eduardo Mondlane. (Monografia). Maputo: Universidade Eduardo Mondlane.

MCTES (2023). Estatísticas e indicadores do ensino superior em Moçambique 2022. Maputo: Ministério da Ciência, Tecnologia e Ensino Superior