The present research considers the possibility that guidelines emphasizing academic freedom and faculty self-governance (i.e., those articulated by AAUP and UNESCO) might compete against national norms in shaping faculty fairness perceptions of institutional policies. We investigate the extent to which expectations of academic freedom and faculty…

Universities must secure stakeholder support to ensure the successful implementation of most initiatives. However, given the shared governance structures and collegial cultures of many universities, what strategies do university leaders enact to obtain stakeholder support? Although several stakeholder management and organizational response models…

Against a backdrop of new public management (NPM) thinking and managerialism generally applied to universities in a range of countries, this study examines one of its manifestations--performance management for academics. Drawing on in-depth interviews with 40 academics at an Australian university, this article identifies six stances regularly…

The expectations and demands with respect to teaching and research have been changing for universities due to changes in their institutional environments. Born out of changing national research policies and modern governance arrangements, efficiency, effectiveness and output-oriented cultures have become increasingly important. In this article we…

The managerial form of university governance has changed the conditions of academic work in many countries. While some academics consider this a welcome development, others experience it as a threat to their autonomy and to the meaningfulness of their work. This essay suggests a stance in response to the current conditions that should serve…

This study examined shared governance in public, unionized community colleges and creates a national inventory of areas in which faculty participate in governance according to the language of collective-bargaining agreements. The findings suggest that community college faculty are engaged in shared governance in both the traditional academic areas…

Describes the development and implementation of the Arizona post-tenure review policy, with particular emphasis on the Arizona State University experience. This policy had to balance the different expectations of the Arizona Board of Regents, the faculty, and university administration. Outlines communication strategies used in negotiations with…

The view that peer review and faculty self-government are detrimental is expressed. Peer review, a procedure in which the conduct of faculty members is subject to review by other faculty members, is used primarily in personnel and research decisions (e.g., tenure, promotion, and/or salary increases, and to assess grant or contract proposals).…

A project at Bucknell University is described that was designed to: evaluate faculty teaching, conduct faculty seminars and workshops, disseminate sources of information to faculty, provide funds for the support of instructional improvement projects, develop a means of relating the quality of teaching and scholarship to a system of financial and…

Faculty development is distinguished in this speech from the business model of human resource development on numerous issues including the fact that human resource development in business and industry values productivity, and higher education is not committed to making money. Faculty development is more concerned with the growth of individuals…

Detailed information on internal governance procedures are included in this faculty-staff handbook: membership and responsibilities of the four faculty councils (College Affairs, Faculty Affairs, Graduate Affairs, and Student Affairs) and of the various special committees. (JT)

Because of the great diversity and decentralization of higher education, there exist a great variety of governance systems. These systems range on a continuum from systems with no effective participatory decision-making to systems totally committed to faculty-defined goals and objectives through the use of collective bargaining. The key to…

Issues concerning tenure of college faculty and the application of tenure policies on campuses are considered. Tenure decisions typically reflect evaluations of performance and judgments about potential. Minimum eligibility requirements commonly used and typical reasons for revoking an individual's tenure status are outlined. As defined by the…

In 1993, the University of North Carolina at Charlotte's governing board mandated peer evaluation for nontenured faculty. Participants in the American Association for Higher Education's peer review project feared the mandate would taint efforts to introduce faculty to collegial approaches to peer review. However, negative fallout from the mandate…

This faculty handbook, prepared for the 1974-75 session, is organized into four main sections: government of the university; policies and practices; student relations; and services and facilities. The information on government deals with administrative personnel, committees, and general organization. Policies and practices are outlined with regard…