PSYCHOSOCIAL FACTORS RELATED TO RETENTION AND EARLY DEPARTURE OF TWO-YEAR COMMUNITY COLLEGE STUDENTS

The present study is based on the theoretical model of college retention developed by Tinto (1975, 1987, 1993) and subsequent validation efforts of others (Bers and Smith, 1991; Munro, 1981; Pascarella and Chapman, 1983a, b; Pascarella and Terenzini, 1983, 1991). The first goal of the study was to assess the validity of the model on a two-year community college sample. The second goal was to extend and further refine the model by examining the mediational influences of a comprehensive set of psychosocial measures (i.e., life events occurring during the first semester of college, social support, self-esteem, social competence, personal conscientiousness, psychological well-being, and satisfaction with the academic, administrative, and social systems of college) on the constructs within Tinto's (1987, 1993) model. Results confirm the generalizability of the model to two-year community college populations. In addition, the structural equations model revealed that the psychosocial measures have both direct and indirect effects on college persistence.     

LINKING STRATEGIC GOALS TO THE COMMUNITY COLLEGE BUDGET

Five years ago, Parkland College was faced with a challenge: how to link its strategic goals to the budget development and budget reallocation through an open, participatory, consensus‐based planning process. The strategic goals were developed collaboratively by community leaders, faculty, and staff using environmental scanning of key data and institutional performance indicators. After the strategic plan was approved by the college senate and the board of trustees, it was used to develop college and unit operational plans, which drive budgetary priorities and initiatives. In the last 6 years, the college has seen a decrease in the number of administrative positions, an increase in full‐time faculty teaching positions, an increase in the number of credit hours taught by full‐time faculty, an increase in instructional equipment purchases, and completion of a campus computer network integrating data communications, e‐mail, and Internet access. Instructional technology, methods and delivery of instruction, classroom assessment, and institutional effectiveness have become top college priorities. The process has earned the enthusiastic endorsement and respect of the faculty, staff, administration, and the board of trustees. The process also has built trust and cooperation and has facilitated the development of shared governance. This article discusses the impact and lessons learned from implementing such a process.     

MEDIA USE AND INSTRUCTIONAL METHODS IN COMMUNITY COLLEGE SCIENCE COURSES AND RELATED AREAS

Using the data collected by Arthur Cohen in a national study on curriculum, instructional, and course practices in science courses in community colleges, this study explored instructional methods and media use. Several areas were investigated. These included (1) media use and attrition, (2) media production facilities and assistance used, and (3) media development locally. The results indicate that lecture is the most predominate method, that media have little effect on attrition, and that geographic region has little effect on media use.     

COMMUNITY COLLEGE FUNDING

This article presents a practitioner's funding model indicative of the primary revenue streams of community colleges in Texas. Methodology is developed to identify internal and external processes for the comparison of these primary revenue streams on a per-contact-hour basis. Student tuition, ad valorem property tax, maintenance taxing district, and state appropriation revenues are analyzed to provide a framework for the subsequent development of methodologies to identify disparities in the Texas community college funding mechanism.     

FROM DEVELOPMENTAL EDUCATION TO GRADUATION: A COMMUNITY COLLEGE EXPERIENCE

Using an ex post facto analysis of outcomes data, this paper tracks the academic performances of developmental and non-developmental students and examines the effects that developmental courses have on subsequent academic progress leading up to graduation. Three-year data on developmental students and graduates were analyzed to discern the characteristics of students graduating from the College, and to compare and contrast the characteristics of developmental and non-developmental students who graduated. The College graduates were categorized into four groups with respect to their academic preparation as suggested by their placement scores. During the three-year period considered, over 61% of the College's graduates took one or more developmental courses. This study shows that there is a positive link between the number of developmental courses taken and time to graduation. Consistent with prior studies, it is remarkable that developmental students perform equally well in college level courses as non-developmental students, depending on the number of pre-college level courses taken. As higher education institutions are facing increasing demands for accountability and performance requirements, accurate assessment and placement of students needing interventions become more imperative. However, accountability measures linked to retention, graduation rates, and federal student financial aid may disadvantage community colleges, especially because roughly two-thirds of community college students attend part-time and require remediation.     

SUCCESSFUL INTERPERSONAL RELATIONSHIPS: THE KEY TO DYNAMIC COMMUNITY COLLEGE ADMINISTRATION

Community college administrators can achieve successful interpersonal relationships with their colleagues by exhibiting positive thoughts about their colleagues, developing openness in their relationships, using a team approach and a wide decision‐making base, and being concerned about the perceptions of others.     

UCLA COMMUNITY COLLEGE BIBLIOGRAPHY

The research reported in this article explored the extent of self‐censorship in community college theatre programs across the country. What part of the college administration plays in such censorship is also examined. Censorship does exist in community college theatre. Much of the censorship is self‐imposed. Directors avoid plays that are controversial. The audience is protected from harm. Profanity, racial slurs, and negative religious references are cut. When cuts are not made, disclaimers are often published in programs or placed in the lobby or both. Further research opportunities suggested by this study lie in examinations of how theatre departments deal with copyright issues when cutting objectionable material from plays. Defining the responsibility of the community college theatre program to the community is another area of research that needs to be addressed. Little censorship occurs from external sources. Finally, how the responsibilities of the college and the theatre to truth can be resolved with the presence of censorship in academic theatre is an area yet to be adequately explored.     

UCLA COMMUNITY COLLEGE BIBLIOGRAPHY

In 1988 California adopted Assembly Bill 1725, which mandated shared governance for the state's 107 community colleges. This study is the first large‐scale review of the colleges’ reaction to the legislation, as reported by college, academic senate, and faculty union presidents, plus selected faculty members. Although much progress has been made, full implementation has yet to be achieved.     

COMMUNITY COLLEGE FACULTY JOB SATISFACTION

This paper presents the findings of a 1983 survey of 131 faculty in four postsecondary institutions in a state in the southeastern U.S.A. The purpose of the study was to elicit faculty judgments about their self‐concepts and commitment, stresses, and satisfactions in work and family life. This report presents data only about the respondents and their work: their job and its stressors and job satisfactions and dissatisfaction.

The study revealed that faculty derive high satisfaction from student achievement, their own intellectual growth in a discipline and the world of ideas, working under flexible and relatively autonomous conditions, and association with stimulating peers. Their chief dissatisfactions dealt with job conditions (equipment and facilities, inflexible teaching schedules), personal conditions (lack of recognition, heavy teaching load), salary, red tape, and student and colleague apathy.

A secondary purpose of the study was to test Herzberg's two‐factor theory of job satisfaction. These respondents did verify Herzberg's thesis: generally workers derive satisfaction from the work itself; they are dissatisfied by factors external to their work.     

THE EMERGING LOUISIANA COMMUNITY AND TECHNICAL COLLEGE SYSTEM: BACK TO BASICS AND DOWN TO BUSINESS

Online Student Service provides all Houston Community College (HCC) students and its surrounding community access to college information 24/7. Queries may be made regarding the admissions process, financial aid, testing, veterans' affairs, international admission, tuition costs, and programs and courses offered at each HCC location. Also available to system users are interactive online advising and access to a variety of general information.     

COMMUNITY SERVICES: COMMUNITY COLLEGE FACULTY PERCEPTIONS AND PARTICIPATION

This study determined full‐time faculty members’ perceptions of and involvement in community services at community colleges in Ohio. A total of 249 full‐time faculty responded to the survey instrument representing 83.0% of the total sample. Data were analyzed by either the t test or the one‐way analysis of variance and Scheffe's post hoc analysis.

Results showed that involvement in planning and teaching within community services seem to be a key factor relative to how full‐time faculty perceive community services activities. Moreover, certain personal and professional characteristics of full‐time faculty members seem to influence their attitudes toward and their involvement in community services.     

TRANSITION COUNSELING IN THE COMMUNITY COLLEGE

According to the U.S. Department of Education, 44% of students entering American colleges and universities in 1995 were over age 25.As increasing numbers of students make changes to enter community college, it is imperative that counselors address the fundamental dilemmas facing this population. Addressing the transition concerns of these students as they navigate through community college may provide a counseling perspective that effectively enhances overall student development while simultaneously influencing future growth and success. This article outlines counseling considerations, from assessment to intervention, designed to help the community college counselor meet students' transition needs.     

ADMINISTRATIVE REORGANIZATION IN THE COMMUNITY COLLEGE

Reorganization within the administrative structure of community colleges is an activity that has been much indulged in but little written about during recent years. This study was undertaken to determine perceptions of the roles that community college presidents play when reorganization within the administrative structure takes place. Colleges used for collection of data were two Texas metroplitan community college districts. Collection of data was limited to administrative changes from the division level through the president's level at each college. No attempt was made to study the district level or the department or curriculum levels.     

FOUR GENERATIONS OF COMMUNITY COLLEGE LEADERSHIP

Four generations of community college presidents are identified and described: the founding fathers, the good managers, the collaborators, and the millenium generation. Using the framework developed by Bolman and Deal (1991), the leadership styles of these four groups are compared, with particular attention given to the current and emerging generations. A shift in style is predicted from the participatory approach preferred by presidents in the 1990s to one that allows for just-in-time responses to workforce training needs and dramatic changes in higher education resulting from globalization and the technology explosion.