Faculty work in a regional public university: An empirical assessment of goal consensus and congruency of actions and intentions

This analysis is concerned with the horizontal and vertical consensus of definitions of work appropriate to accomplish the goals of university administrators and faculty, as well as the congruency of ideal (intent) and actual (action/behavior) work of faculty. Data-gathering techniques include the following: historical analysis of the university; interviews with the provost, 5 college deans, and 32 chairpersons; and a survey of 503 faculty (69% return rate). Faculty work perceived to achieve departmental goals lacked horizontal consensus, especially among chairpersons in the same college and among faculty in the same department. Vertical consensus was weak, especially between chairpersons and their faculty, and in most colleges between deans and chairpersons. Greatest incongruencies were between faculty intentions and reported actions. There was declining support for administrative goals as one moved down the hierarchical structure within the university. Perspectives were explored that account for the lack of goal consensus and the incongruency between intentions and reported actions.     

EXISTING STATUS OF BUILDING COMMUNITIES’ RECOMMENDATIONS: A DEAN AND DIVISION CHAIRPERSON COMPARISON

The purpose of this study was to assess the existing status of Building Communities’ recommendations. The recommendations were transformed and written as goal statements. Fifty‐nine deans and 98 division chairpersons were asked whether these goals had been implemented. Fifty‐three deans and 84 chairpeople returned usable questionnaires.

Chi‐square tests of independence (p < .05) were used to compare deans’ and chairpersons’ responses on existing goal status. Deans and chairpeople agree on the existing status of 32 of the 38 goal statements and share the same beliefs on the existing status of a vast majority of the goal statements.

Significant differences were identified, however, between deans and chairpeople regarding the existing status of (1) outreaching to disadvantaged students, (2) outreach‐ing to different adult populations, (3) renewing faculty, (4) ensuring that full‐time faculty teach the majority of credit‐bearing courses, (5) using computer technology to integrate educational and administrative applications, and (6) placing ill‐prepared students in developmental education programs. Deans were more likely than chairpeople to view the six goals that lacked agreement as having been implemented.     

Faculty Activities and Rewards: views from education administrators in the USA

The heads of education divisions of 245 colleges and universities in the USA were surveyed regarding their opinions about faculty activities and reward procedures. Tenure, which was viewed as having the greatest effect on faculty behavior, received significantly more attention from decision‐making bodies in the colleges, and merit pay received significantly less. Education administrators at top universities and larger universities viewed the desire for reputation as more motivating than did other education administrators. The department chairs believed that internal satisfaction was more of a motivating factor than did deans. The deans rated merit pay, contract renewal, promotion and tenure higher as motivators than did the department heads. Although evaluations of teaching were considered the most important for year‐to‐year contract renewal, article and book publication were the most important considerations in merit pay, promotion and tenure. A factor analysis grouped faculty activities into three factors: teaching, service, and publication.     

Action research in the context of a school–university partnership: its value,problems, issues and benefits

The focus of the article is on action research in a school–university partnership, its problems, use and the value of the work from the viewpoint of a professor (university teacher-educator)[1] and two deans. The authors collaborate to first define a partnership. Secondly, they discuss the role and use of action research in the context of a partnership programme aimed at changing and improving kindergarten through 12th grade (K-12) schooling and teacher education. Thirdly, they identify the problems, issues and benefits associated with such work. A ‘tool,’ consisting of 10 questions is presented by the collaborators for university faculty and administrators to use to chart their initiation and institutional participation in action research in a school–university partnership. Selected problems and issues focused on university faculty productivity, and a college or university's reward system for tenure and promotion are discussed, together with the benefits and the ultimate value of the work.     

Building a support system toward tenure: challenges and needs of tenure‐track faculty in colleges of education

This article describes the experiences, perceptions, and available support systems of untenured faculty from a south eastern United States public university system in their progress toward tenure. Survey results were used to develop a model support system for new faculty. Data were collected from an online survey sent to 191 tenure‐track faculty in colleges of education, yielding a 50% (n = 96) response rate. The following research questions guided this research: (a) What are the expectations for teaching, research and service in the colleges of education surveyed? (b) In what ways are untenured faculty supported and/or mentored? (c) What kind of support system(s) need(s) to be in place to assist new faculty in balancing teaching, research, and service expectations? In this mixed‐methods study, respondents were asked about their workload, expectations for tenure, and formal and informal support they received on the tenure track. Untenured faculty reported stressful and unbalanced lifestyles, and work expectations exceeded assigned workloads for several institutions. A new faculty comprehensive support system model is suggested.     

Mentorship Efforts to Support Part-time Social Work Faculty Members

Social work faculty experience increasing demands to develop and maintain a research portfolio that includes external funding and publications. Given the increase in research expectations, more part-time instructors are needed to teach courses. In addition to the literature review, we briefly describe a pilot part-time faculty mentorship project developed by our school to build a strong, connected, and consistent part-time faculty team. However, we also wanted to examine mentorship programs at other schools/departments of social work; as a result, we conducted an exploratory research study with social work deans and directors nationwide. Findings suggested that while schools of social work are more likely to employ greater numbers of faculty overall, departments tend to have higher teaching expectations for full-time tenure-track faculty. Despite variability among responses, most schools and departments provide some form of support to part-time faculty members; a lack of resources was given as the primary reason for limited mentorship activities.     

To stay or not to stay: retention of Asian international faculty in STEM fields

The present study identifies characteristics of individuals and work settings that influence Asian international faculty members’ intentions to continue their employment in US research universities. Given the demand for researchers in science, technology, engineering and mathematics fields (STEM), the higher rate of turnover among untenured faculty, and the replacement costs associated with turnover in STEM, the sample is limited to assistant professors employed in these areas. Multinomial regression analyses are conducted to identify variables that “pull” and “push” uncertain faculty toward intentions stay and leave their current institutions. The results suggest that faculty who are more satisfied with time available for research and those who express stronger organizational commitment are more likely to say they will stay. Those dissatisfied with the fairness of work evaluations and believe tenure decisions are not merit-based, are more likely to say they will leave.     

Audio‐conferencing in graduate education: A case study

Abstract

This paper reports the findings of a study that examined the relationship between distance teaching and the faculty reward system. Using a qualitative approach, the study sought to understand how distance teaching is valued, rewarded, and accommodated within the institutional reward structure. Based on interviews with faculty members, distance education program administrators, and the chief academic officers at four research universities, the study describes a reward culture that is not accommodating to and rewarding of faculty work in distance education. The study finds that: 1) distance education occupies a marginal status, 2) distance teaching is neither highly valued nor well‐rewarded as scholarly activity, 3) distance teaching is not highly related to promotion and tenure decisions, and 4) rewards for distance teaching are dependent on the academic unit's commitment to distance education.     

Strategies to Survive and Thrive in Academia: The Collective Voices of Counseling Faculty of Color

This qualitative study investigated the survival and coping strategies employed by 17 faculty of color teaching in counseling programs across the United States. Results indicated that for participants, the meaning of survival extends beyond the ability to meet expectations for tenure and promotion and achieve professional longevity. Survival entails engaging in a variety of actions that allow them to withstand and rise above the damaging effects of microaggressions. Framed as conscious strategies, individual actions become collective acts of resistance against racism and other forms of discrimination. Implications for multicultural faculty development are discussed.     

A recent study of graduate assistants

University administrators, college deans, department chairpersons and directors, faculty members, graduate assistants, and undergraduate students were mailed questionnaires concerning the roles of and attitudes toward graduate assistants at the University of Minnesota. Basic agreement was found to exist among the six groups surveyed with regard to many aspects of graduate assistantships. Graduate assistants were found to have little knowledge of many departmental concerns that directly affect them. The number of formalized policies regulating graduate assistantships was found to vary with the classification of assistantship.Copies of the complete report may be obtained from Measurement Services Center, University of Minnesota, 9 Clarence Ave. S.E., Minneapolis, Minnesota 55414.     

Faculty perceptions of deans' and department chairpersons' management functions

The present study examined the patterns of perceived management functions of deans and department chairpersons in three schools: social sciences, physical sciences and medical school. In all schools, deans were perceived as paying utmost attention to outside activities, and least attention to inside activities. The study explored the relationships between personal career data and scales of perceived managerial functions on one hand, and between job satisfaction and management functions on the other hand. Articles were found to be negatively correlated with perceptions of managerial functions in all schools. Seniority, rank, and tenure were positively associated with inside activities of the dean and the chairperson in the social sciences. Managerial functions were positively related especially to satisfaction with governance. The implications of the results were discussed and elaborated.     

The Dynamic between Knowledge Production and Faculty Evaluation: Perceptions of the Promotion and Tenure Process across Disciplines

This study sought to understand predictors of faculty satisfaction with promotion and tenure processes and reasonableness of expectations in the context of a striving institution. The factors we investigated included discipline (high-consensus [science and math] vs. low-consensus [humanities and social sciences]); demographic variables; and institutional support including mentoring, collegiality, work-life integration, and college commitment to faculty members’ fields. High-consensus faculty members were less satisfied with promotion and tenure processes than were low-consensus faculty members (p?<?.01). Faculty members who were more satisfied with collegiality (p?<?.001) and with college commitment to their fields (p?<?.05) were more satisfied with promotion and tenure processes. Faculty members who were more satisfied with work-life integration and mentoring were more satisfied with reasonableness of expectations (p?<?.05).     

Assessing service in faculty reviews: mentoring faculty and developing transparency

Universities generally have clear expectations for teaching and scholarship, and often a faculty member’s publications, research and scholarship are the primary factors in tenure and promotion decisions. Many universities do include service as one component in annual reviews as well as in assessing progress toward tenure and promotion. Unfortunately, criteria for evaluating service are often not specified. Having vaguely outlined expectations for service sends a message that service does not matter, ultimately doing a ‘disservice’ to faculty who need guidance on appropriate levels of service. As much as possible, department chairs, governance bodies that represent the faculty, and administrators who are responsible for evaluating faculty need to ensure that faculty members understand how they will be assessed in the area of service and to make evaluation in this area as transparent as possible.     

The education deanship: A further analysis

This article expands and extends the analysis of data previously reported in a study of the education deanship. The data were collected from national samples of deans, central administrators, department chairpersons, and faculty. Multivariate statistical procedures used were factor analysis with rotations, multivariate analysis of variance, and canonical discriminant analysis. The purposes of the retreatment of the data were to: (1) identify factors that were produced from the responses and compare them with the semantic factors described in the original analysis; (2) compare differences among respondent groups; and (3) assess commonality of responses within each group. New and unique factors, relationships, and group differences were found. Perceptions and acceptances of the dean's role were not uniform, with department chairpersons being the most heterogeneous.     

The perception of power in university departments: A comparison between chairpersons and faculty members

This study analyzes differences in power perception across hierarchical levels in university departments and their consequences on studying the power structure of universities. The study's major variables include the holder of power and the nature of decisions involved, controlling for the field and the prestige of the department. Two perceivers were the subjects of the study, chairpersons and faculty members. Comparison between the two perceivers yields considerable differences. The different patterns of power observed by faculty members and chairpersons and the various areas of agreement and disagreement between the perceivers are discussed and analyzed.     

Strategic assets or second-class citizens? Teaching-focused faculty in business schools

Business schools have significantly increased the percentage of teaching-focused faculty (defined here as full-time faculty with doctorates not on the tenure track) over the last decades. However, many schools have not adequately updated their policies to support these faculty, leading some teaching-focused faculty to feel like second-class citizens. In this article, we provide a literature review of teaching-focused faculty hiring trends, challenges faced by teaching-focused faculty and the institutions that hire them, and proposed improvements to these challenges. Next, we draw from these best practices provided in the literature, as well as from first-person interviews, to share how business schools address these challenges. Specifically, we use interviews from decision makers (current and former deans) to examine how schools approach hiring and supporting teaching-focused faculty. Our study shows improved institutional support and acceptance of teaching-focused faculty over the past two decades, but with room for continued improvement. We conclude by arguing that TF faculty should be treated as strategic assets within schools in order to support collegiality, acceptance, and professional respect, while also enhancing students’ learning opportunities. In doing so, we hope to start a discussion of best practices that can better equip schools to provide institutional support to teaching-focused faculty.     

A causal model of faculty turnover intentions

A causal model is proposed and estimated to assess the relative influence of individual attributes, institutional characteristics, contextual-work environment variables, and multiple measures of job satisfaction on the intentions of faculty to leave their current institutions. Special attention is given to similarities and differences among variables in the model for tenured and untenured faculty. Regardless of tenure status, younger faculty, those at institutions that have experienced decline and that have more autocratic forms of governance, and those that have lower levels of organizational and career satisfaction are more likely to leave their institutions. Being a male, spending more time on research, and having a stronger record of scholarly productivity are positive influences on the intentions of tenured faculty to leave their institution, while salary satisfaction is an influential variable only for nontenured faculty. The research and policy implications of these findings are discussed. Source of data: Carnegie Surveys of Undergraduates and Faculty. Copyright 1985, The Carnegie Foundation for the Advancement of Teaching, 1985.     

Attitudes toward research and teaching at some Nigerian Agricultural University institutions

Abstract

The attitudes of faculty members from four universities toward teaching, research and the associated reward system were studied through questionnaires. The survey generated 302 responses (i.e. 76.8% response rate) from two agricultural universities as well as two faculties of agriculture. Principal component analysis shows that attitudes toward teaching and research are multifaceted. Faculty members believe that teaching and research are mutually supportive, and represent the basic mission of the universities; the reward system influences teaching staff's participation in research, while both teaching and research offer satisfaction. Teaching and research are incompatible but have a positive affect on teaching. However, t-test analyses show that the faculty differ in the strength of their attitudes due to institutional affiliations and personal characteristics (such as gender, tenure, and rank).     

Engagement in two interdisciplinary graduate programs

This qualitative study examines two US interdisciplinary graduate programs which involve faculty and students from different disciplines. Haworth and Conrad’s engagement theory of quality graduate education was applied. It was found that when interdisciplinary programs facilitate engagement by supporting diversity, participation, connections, and interactive teaching and learning, students report positive experiences. Engagement is particularly achievable when an interdisciplinary administrative unit (e.g., a school or center) grants degrees and serves as a tenure home for faculty. Students earning degrees in traditional departments had more difficulty connecting interdisciplinary requirements to their disciplinary work, and were often faced with incompatible program requirements or advice from faculty members. Although they desire to do interdisciplinary work, the students and faculty in traditional departments are required to meet additional and often conflicting requirements. Engagement may further be complicated because these participants feel divided between collaborations, social networks, and expectations that pull them in different directions.     

INTERPERSONAL BEHAVIOR AND THE COMMUNITY COLLEGE DEPARTMENT CHAIRPERSON

The purpose of this study was to explore the relationship between department/division chairpersons' interpersonal behavior and their perceived leadership effectiveness. The Departmental Evaluation of Chairperson Activities for Development (DECAD) system was used to determine the department chairpersons' administrative effectiveness. Element B, developed by Will Schutz, was used to assess the chairpersons' interpersonal behavioral characteristics. The participants were department/division chairpersons and full-time faculty members from 15 of the 17 public and private community colleges in a southern state. Survey packets were mailed to faculty members and department/ division chairpersons in the humanities and social sciences divisions. Sixty-seven percent of the faculty responded and 93% of the chairpersons responded. Statistical analyses revealed significant differences in the dependent variables of received inclusion, perceived inclusion, and wanted inclusion interpersonal behaviors between the ineffective and effective chairs. These findings suggest that effective department chairpersons possess a need to maintain and establish interaction with others. Also, effective chairpersons were perceived to be, and want to be, included by others.