Community College Faculty Motivation for Basic Research,Teaching Research,and Professional Development

Community college faculty members often find themselves divided between what they want to do and what they can do. Knowing what motivates faculty to engage in professional development and scholarly productive activities provides critical information for administrators. The present study explored the motivational characteristics of community college faculty and the contextual factors that support or thwart their engagement and productivity. It focused on three key professional activities: (a) basic or applied research, (b) classroom action/teaching research, and (c) faculty professional development. Findings indicate that community college faculty are motivated for all three activities primarily by intrinsic and value-related factors rather than by extrinsic or contextual factors. Further, faculty members present somewhat different motivational profiles for the three work activities. Their motivations also demonstrate responsiveness to workplace characteristics as faculty perceive and interpret them.

These findings provide implications to help college administrators make policy decisions to support the work of faculty and align with institutional mission and goals.     

市场机制下高校教师人力资源配置探究

从师资市场角度来分析高校师资配置,总结计划经济和市场经济下高校教师人力资源配置模。结合制度经济学理论,提出了在当前的市场环境情况下高校在教师人力资源配置方面,应该完善全国性师资市场,深化校内人事分配制度改革,发挥非正式制度的作用。     

A Participative/Bureaucratic Model of Administration as Perceived by Directors of Occupational Education

Abstract

This study was designed and undertaken to ascertain the administrative models (participative versus bureaucratic) operating within the nation's public community colleges, as perceived by those charged with occupational education. The research design viewed the community college as a dichotomy of administration and faculty. Questions concerning the perceived degree of administration and faculty involvement in major educational issues were solicited from directors of occupational education.

Data for the research were obtained via a questionnaire that gathered biographical and attitudinal information. The usable sample consisted of 282 colleges selected at random from a population of nearly 1,000 public community colleges. Various influence patterns of key functions (curriculum, budget, facilities, and governance) were assessed to determine the role and involvement of faculty and administration. An argument was made to suggest a participative model of administration as a viable mode of administering the public community college. The findings of the research suggested, however, that faculty and administration had different and varying roles of responsibility. The faculty were more involved in departmental and nonbudgetary matters, whereas monetary, governance, and planning issues were functions of the college administration.     

Experiential Learning in Action: a program for preparing educators for health professionals

Education is centre stage in current UK government initiatives to promote multi-agency team work. This paper draws on a research project which explored the way in which multi-disciplinary teams work and learn together in their practice with children, to consider the implications of ‘joined-up’ practice for theorizing dilemmas of knowledge creation and identity transformation for professionals in multi-agency teams. The paper focuses primarily on the experiences of education professionals. We exemplify some dilemmas of ‘joined-up’ team participation in specific workplace activities involving knowledge exchange. We then explore the impact of belonging to multi-agency teams on professional roles, identities and learning. The paper then summarizes strategies which professionals used for resolving dilemmas around learning and knowledge creation, and considers how participating in shared workplace activities might enable or constrain professionals to consoli date their professional identities and learning. Drawing on theoretical research into workplace participation and professional learning, the paper examines implications for theorizing the professional identity of teachers in multi-agency team work, within a systemic model that takes account of: creating new knowledge and practice; enhancing professional identity; and building inter-professional communities.     

Work–Life Balance Among Community College Faculty Members: Generational and Life Course Theory Lenses

Generational and life course theory lenses were placed upon one finding of a large-scale qualitative interview-based study focused on if and how community college faculty members construct work–life balance. Twenty-eight interviews with faculty members at a midwestern community college were conducted. Differences regarding to work-life balance approaches between Baby Boomer (n = 15) and Generation X (n = 13) faculty and as mediated by position within the life course are elucidated. We termed this finding tides of life, which is comprised of three subfindings: roles, tenure, and gender performance. Practical implications of this finding are put forward. Better understanding of the nuanced ways in which community college faculty construct work–life balance can inform policy decisions that impact faculty work. Moreover, better understanding of faculty life in a general sense is critical as community college leaders craft policies and refine practices related to faculty employment contracts, work environments, support mechanisms, professional development, and mentoring.     

Assessment Practices of Instructors in Community College

Critical thinking is an important outcome of a college education. Assessment techniques that require students to demonstrate their understanding of course concepts are referred to as authentic assessment and promote the development of critical thinking. Little research exists on the types of assessment and grading practices utilized by community college instructors. This research examined the incidence and nature of various assessment practices used by community college faculty for basing the course grade. In addition, the study also examined the percentage of course grades that was based on traditional and authentic assessment and factors that may influence the use of assessment techniques. To facilitate the study, an online survey instrument was used to obtain data from faculty employed at two community colleges in California. Study results revealed that a variety of assessment practices are used by community college instructors with differences in relation to faculty status, level of academic achievement, online teaching status, and years of teaching experience. In addition, findings indicate that faculty primarily use authentic assessment in basing the course grade as compared to objective or traditional assessment—suggesting that they are using assessment techniques that promote critical thinking. A significant finding was that part-time faculty emphasize objective exams, attendance, and homework whereas full-time faculty emphasize research projects and learning journals. Findings suggest that professional development may be warranted for faculty by faculty status.     

UCLA Community College Bibliography

In this article, we report on the articles published in Community College Journal of Research and Practice (CCJRP) from 1990 to 2000 regarding Latinos at community colleges. Although research published in CCJRP has produced important findings, we contend there is a need for a richer account of the experiences and understandings of Latinos at American community colleges. We propose a new line of research to investigate cultural barriers that undermine Latino success as community college students, faculty, staff, and campus leaders. We refer to these cultural barriers as "la tercera frontera". We conclude the article with discussion of heterogeneity and homogeneity, two key concepts that we believe are central to understanding la tercera frontera.     

高校住房现状调查及其应对策略

住房问题一直是全社会关注的热点,高校教师这一特殊社会职业群体的住房现状存在很多问题,市场经济下高校住房管理体制的全面改革,能化解高校教职工居住生活与居住空间的矛盾冲突,实现人、自然、学校的和谐发展。     

Not Your Child's Playground: Workplace Bullying Among Community College Faculty

Community colleges have provided an entree into higher education for many women. Yet, women faculty perceive the overall climate of community colleges as “chilly.” To deconstruct the interpersonal dynamics that may lead to perceptions of a chilly climate, this study examines the prevalence of workplace bullying among and between community college faulty. The purpose is to understand the nature of harassment, the ways in which women define and respond to it, and the importance of contextual factors in the prevalence. Workplace bullying is a form of interpersonal aggression that has implications for how individuals perceive the organizational climate, job productivity, and job satisfaction. Findings from this study indicate that workplace bullying among faculty includes many subtle practices characterized by informal and formal use of power, faculty workplace bullying is affected by several enabling structures specific to the context, and victims typically respond with avoidance. This study has implications for harassment policies, faculty involvement in institutional governance, and the gendered nature of interpersonal dynamics.     

Anatomy of a Community College Faculty Diversity Program

Diversifying the faculty in community colleges, especially with faculty of color, continues to be problematic as we move through the first decade of the 21st Century. National statistics show that overwhelmingly the faculty continues to be Caucasian, even at a time when more and more students are coming from diverse ethnic backgrounds. This seemingly intractable problem is particularly acute in California, where the majority of community college students are students of color, but not the faculty. A faculty diversity program that has been in existence for 17 years has made important progress in changing the situation in southern California. This comprehensive program recruits, trains, and places interns in 10 community colleges in cooperation with a regional university. The results of the program demonstrate that substantial numbers of faculty of color are being prepared by the program and that they are getting hired in community colleges as adjunct and full-time faculty. Community colleges can be and should be proactive in identifying, developing, and hiring faculty of color. They shouldn't wait for other societal institutions to do the job for them. By working cooperatively with other local colleges, community based organizations that involve communities of color, and nearby universities, they have the opportunity to make significant inroads into diversifying their faculty. This program can and should be replicated in other parts of the country as a way to nurture the next generation of community college faculty leaders.     

Autobiographical Counternarratives from the Community College to the PhD

ABSTRACT

Historically, community colleges and those they serve have been relegated to the margins of academe. Community colleges’ critics argue that students starting at two-year institutions are less likely to earn bachelor’s degrees and have lower student outcomes. This CCJRP Exchange Article draws upon counternarratives in highlighting multiple truths of the community experience through use of scholarly personal narratives (SPN) of those that moved in, through and out the community college to the PhD. The faculty member and doctoral students reflect on how their community college experiences influenced their career trajectories. Further, implications for community college practice, policy, and research are shared as the authors make a case for applying SPN in an effort to see community colleges as sites of deep growth that have lasting effects on the personal and professional lives of their students.     

新形势下高校德育工作的思考

在社会主义市场经济的新形势下,高校德育工作面临着新问题、新情况,按照中央德育工作会议精神,结合高校实际,深入分析当前德育工作存在的问题,树立德育工作新观念,创新德育内容,不断探索德育工作新思路,研究新策略,构建新模式,可以使高校德育工作不断深入,推动高校德育工作发展以及德育目标的实现。     

Literature Conceptualizing Women in Community Colleges: 1997–2007

Women are playing a major role in community colleges as students, staff, faculty, administrators, and presidents. Yet despite increasing representation, disparities exist between women and men in various roles within these institutions. This study reviewed literature published between 1997 and 2007 to examine the conceptualization of roles of women faculty members or senior-level leaders within the context of the community college. The emergent themes focused on faculty topics, leadership representation, and implications for institutional practices.     

DEMOGRAPHIC AND JOB SATISFACTION CHARACTERISTICS OF FLORIDA COMMUNITY COLLEGE FACULTY

The demographic and job satisfaction characteristics of Florida community college faculty were studied in Florida's 28 community colleges. A total of 1,116 faculty responded in the fall of 1977 to an instrument developed to measure faculty characteristics and attitudes.

The results showed that the Florida faculty is a satisfied faculty with over 95% reporting that they were satisfied with community college work as a career and with 72% stating that they plan to stay in the community college field until they retire. Second, it was found that faculty participation in in‐service training programs had increased significantly since 1968. In 1977‐1978, 69% of the faculty reported participation in one or more in‐service programs while the 1968 percentage was 37%.

It is concluded that periodic surveys in other community colleges and states similar to this one should provide useful information for the further development and improvement of community colleges.     

Pathways to Promotion: Redesigning a Community College Faculty Promotion Process

This article reports on a design-based research project that is situated in a medium-size community college in Maryland. The project focused on exploring why the majority of full-time faculty was ranked as Assistant Professor or below, which did not reflect ranking at similar institutions. Under the leadership of the Provost, a task force analyzed the problem before designing a solution. The analysis phase of the project involved data collection and analysis through a faculty survey, a literature review, and a scan of other community colleges’ promotion practices. The design phase used the findings from the analysis stage to redesign the promotion system and construct evaluation and promotion tools. The article gives insight into how the interests of diverse stakeholders can be taken into account when creating accessible, alternative pathways to promotion for faculty while also supporting the institution’s mission and goals. For other community colleges looking at faculty promotion and evaluation, the results of this project highlight the importance of surveying faculty’s experiences with the existing system; learning from best practices at other institutions; including the participation of the faculty and administrators in the redesign process; and allowing for ample time to thoroughly explore the situation from many angles before coming to consensus. Although limited to a particular context, this study may be of interest to both community college faculty and leadership.     

Organizational Effectiveness of 2-Year Colleges: The Centrality of Cultural and Leadership Complexity

The central purpose of this study was to examine the extent to which community college faculty and administrators' perceptions of the organizational effectiveness of their institutions was related to their perceptions of the cognitive and behavioral complexity of the organizational cultures and the leadership roles performed by senior campus officials of their institutions. The findings show a strong relationship between perceptions of the organizational effectiveness of the institutions and the level of complexity in their campus cultures and the leadership behaviors of senior campus officials. These findings are discussed in terms of their implications for future research on the organizational effectiveness of colleges and universities and policy and practice initiatives that have the potential to improve the performance of these institutions.     

Implementing transfer and articulation: A case study of community colleges and state universities

This study examined the cultural aspects of a transfer articulation policy between public community colleges and state universities enacted by a newly consolidated state governing board for higher education in a northeastern state. A qualitative multisite case study design explored how key stakeholders, faculty, administrators and staff viewed the transfer policy from their unique perspectives. Tierney’s (2008) cultural analysis of governance was used to examine the effectiveness of communication and decision-making on the part of the board. The study also applied Handel’s (2011) theory of a transfer affirming culture along with Jain, Herrera, Bernal, and Solorzano’s (2011) research on the requisite services for pretransfer and posttransfer success of nontraditional students. The use of several theoretical frameworks provides “a more powerful lens than when using only one in helping to interpret and understand culture” (Kezar &; Eckel, 2002, p. 440). The study was guided by the following question: How do community college and state university faculty, administrators and staff perceive the Transfer Mobility Policy in relation to their campus cultures? The findings identified difficulties with community college curricula and student transfer advising as well as a cultural gap between the community colleges and the state university. They underscored the politics that surrounds higher education governance reform and resultant clash between political and academic cultures. This study may help policy makers promote statewide transfer and articulation initiatives and be instructive for faculty, administrators, and staff as they seek to improve the success of students who transfer from community colleges to four-year colleges and universities.     

Leading from the Inside Out: Learned Respect for Academic Culture through Shared Governance

ABSTRACT

Traditionally, faculty members who expected to become presidents ascended through the typical labor chain to that position. However, questions are prevalent about whether these individuals gain the managerial experience needed to succeed in a presidency. Unlike the private business management model that has been successful in developing leaders in that arena, community colleges have not provided such formal training to former faculty members who are well-versed in their field and academic-related issues, but lack formal managerial skills development. One area where such training may be achieved is through the development of the leaders of faculty senate bodies. Faculty senate bodies provide their leaders with an opportunity to provide a voice in the campus decision-making process and, potentially, may present an opportunity for more formal training for those interested in the presidency. Further analysis of the perceived skills of these leaders is an important step in addressing this need. The purpose of this study was to identify areas of common thinking among community college presidents and faculty senate leaders about the importance of certain experiences and beliefs needed by effective community college presidents, and the extent that they can be learned by service on the faculty senate.     

Recruiting,Retaining, and Benefiting From a Diverse Community College Faculty: A Case Study of One College’s Successes

The variety of experiences, backgrounds, and perspectives that an ethnically diverse faculty provides a community college give it the capacity to support the complex work that community colleges undertake. The challenges in having a diverse faculty require recruiting diverse applicants and in retaining those applicants once hired. Achieving these twin aims has proven elusive for many community colleges. This case study explores one college that underwent significant institutional transformations and concurrently diversified its faculty in ways that helped it evolve the collective skills that the institution needed. Over a 15-year period, the college became the most diverse in its state while growing from 4.3% full-time faculty of color to 23.3% full-time faculty of color. The study explores that 15-year period through analysis of archived records and interviews with key informants. This study identifies how a diverse faculty strengthened the college; it also suggests three key principles for how other colleges can achieve such diversity.