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…

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…