HR Strategic Approaches in Public Sector Higher Education Institutions: The Role of Human Resource Development in Achieving Optimal Person-Job Fit

Abstract

This study examines the role of strategic Human Resource Development (HRD) in enhancing Person–Job (P-J) fit in public sector higher education institutions. Drawing on Person-Environment Fit Theory and Social Exchange Theory, this study develops a theoretical framework linking strategic HRD interventions to optimal Person–Job Fit. This paper synthesizes evidence from 14 empirical studies (published between 1991 and 2025) and identifies major gaps between the traditional method of selection among civil servants and the changing academic qualifications. The study proposes the primary dimensions of P-J fit as Demand-Ability Fit and Supply-Value Fit, develops five theoretically derived propositions for future empirical validation on the effectiveness of HRD, and pinpoints institutional culture, public sector bureaucracy and digital literacy as key moderating factors. The review identified that training, mentorship, and developmental feedback consistently improve Demand-Ability and Supply-Value Fit. This study synthesizes HRD-P-J fit relationships in public HEIs, highlighting bureaucratic constraints and integrating Person-Environment Fit and Social Exchange Theory. The practical implications derived from the reviewed evidence and include guidelines for modernizing tenure-track requirements and the establishment of continuous professional development in resource-limited public institutions. The review indicates that despite the presence of a rigid structure of bureaucracy, systematic HRD programmes can help reduce competency gaps and increasing the fit between competence and Demand-Ability as well as Supply-Value.

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