Leadership, Resources, and Institutional Performance: Examining HRM and Infrastructure Management in Assam’s University Ecosystem

Abstract

This paper examines how leadership practices shape human resource management (HRM) and physical infrastructure governance in public and private universities in Assam, and how these dynamics influence institutional performance. Drawing on a comparative analytical framework, the study analyses key dimensions such as faculty recruitment, workload management, professional development, infrastructural adequacy, and leadership decision-making. The research employs a qualitative, document-based analytical approach, using secondary data drawn from AISHE reports, UGC regulations, NAAC accreditation documents, institutional reports, and published scholarship on higher education governance in India. The analysis reveals significant disparities between public and private universities in HRM policies, infrastructure development, and governance cultures. Findings indicate that leadership styles, organisational structures, and resource allocation patterns play a critical role in shaping institutional effectiveness, faculty satisfaction, research productivity, and the overall learning environment. The study further identifies persistent challenges, including faculty shortages, contractualisation, funding limitations, and infrastructural gaps across several institutions. The paper concludes with policy recommendations that emphasize strategic leadership, evidence-based HRM, participatory governance, and sustainable resource management as essential pathways to improving institutional performance in Assam’s university ecosystem.