Human Resource Capacity as a Determinant of Higher Education Institutional Competitiveness: Evidence from Uzbekistan and the HRSM-Compete Model

This study investigates how human resource capacity affects the competitiveness of higher education institutions (HEIs) in Uzbekistan and develops the HRSM-Compete model for strategic human resource management in transitional higher education systems. A mixed-methods design was applied to 35 HEIs over 2020–2024. The evidence combined a faculty survey of 1,840 respondents, 105 semi-structured interviews with institutional leaders and HR officers, and a Delphi evaluation involving 70 experts. Human resource capacity was assessed using the Human Resources-Based Competitiveness Index (HR-RBI), developed from five dimensions and 38 sub-indicators. The mean HR-RBI score was 43.9 out of 100, indicating considerable differences in human resource capacity across institutional types. HR-RBI was strongly associated with institutional competitiveness (r = 0.84, p < 0.001). Panel regression further showed that a one-unit increase in HR-RBI corresponded to a 0.71-unit increase in competitiveness (β = 0.71, p < 0.001; R² = 0.62). Among the assessed dimensions, network-collaboration capacity had the greatest scope for strategic improvement. Comparative benchmarking also showed that Uzbekistan’s HEIs remain below several international comparator systems in key HR-related indicators. Drawing on the ability–motivation–opportunity framework, dynamic capabilities theory, and the resource-based view, the HRSM-Compete model provides a structured approach for linking HR diagnostics, development programmes, and competitiveness outcomes. The findings offer an empirical basis for HEI leaders and policymakers to strengthen human resource management and institutional performance.