As the United States grinds its way through a halting economic recovery, one thing has become abundantly clear: The recession of 2007 continues to reshape the economy in significant and permanent ways. Perhaps the most profound change is the accelerating disappearance of good-paying jobs that require only a high-school education or less. That…

Among the many challenges facing college and university boards, one set of issues often is overlooked: those involving employment of non-tenure-track faculty members and the policies and practices shaping their work. There are a number of compelling reasons why boards not only should become knowledgeable about the relevant policies and practices,…

Finding an appropriate policy for setting presidents' pay is elusive, given the dubious nature of salary comparisons. In this article, the author suggests that trustees should determine the president's worth by considering the institution's interests, the limited talent pool, and the multiple demands of the job. He contends that institutions…

This article argues that, rather than raising the salaries of college presidents, thus widening the salary gap with faculty and possibly creating ill will, governing boards can provide better, long-term supplemental retirement programs that offer maximum reward, security, and control. This strategy can assist in recruitment and retention of…

In response to widespread frustration over faculty salary negotiations, Wheaton College (Massachusetts) linked faculty salaries to changes in its financial resources. The policy united the entire college community and paid dividends in many ways. Faculty have become more directly involved in fundraising and recruitment activities, and in the…

Far from ensuring effective shared governance, collective bargaining in higher education does little but clarify work rules; it concerns money, not institutional mission. In addition, the antagonism produced by faculty collective bargaining helps discredit education in the larger public arena. Collective bargaining and collegiality may not be…

Two developments require college governing boards and presidents to focus on executive compensation policies: the New York Regents' removal of the Adelphi University (New York) board over presidential salary and benefits, and federal legislation empowering the Internal Revenue Service to impose sanctions for excessive compensation in tax-exempt…

Before college and university leaders rush to capitalize on distance education, they should be aware that the boom may not last. Although distance education is an attractive option in light of demographic shifts, it is costly and demands may change substantially. An institution's overall technology plan should include a business plan, curriculum…