Discusses the shortcomings of one college English department and suggests ways the department can be improved. (AEA)

Describes and reflects on the faculty evaluation efforts of one midwestern community college. Examines some of the inherent differences between four-year and two-year institutions. Supports the use of formative faculty evaluation. (MM)

This article describes a program at the University of Nebraska-Lincoln to provide faculty with an opportunity to undertake substantive peer review of a course. Suggestions for improving the implementation of peer review of teaching as well as some likely future directions for peer interactions are also included. (JM)

Four issues seem to be at the heart of improving the evaluation of college teaching: defining faculty roles and expectations, understanding teachers and teaching contexts, meeting the multiple demands placed on teaching evaluations and the need for better use of evaluation in faculty development. (JM)

Considers four themes related to peer and post-tenure review of college faculty: (1) post-tenure review as a summative moment in a cycle of formative occasions; (2) the post-tenure period as characterized by flux and change; (3) the post-tenure period as one of crisis in intellectual growth; (4) peer collaboration and review of teaching as…

A model for the systematic assessment of the performance of college faculty members developed from work at Washington State University and the University of Nevada is presented. Matrices for scoring performance, activities, and achievements in the areas of teaching, scholarly activities, and service are provided. An illustrative scoring protocol…

This article proposes six priorities for faculty development which can strengthen the role of teacher education in the institution, while developing the vitality of the education faculty individually and collectively. (MT)

Discussion of criteria for hiring and the development of university teachers focuses on the development of an instrument for students to evaluate teachers' effectiveness. A copy of the instructor evaluation form developed at DePaul University (Chicago) is included, and suggestions for a program to improve teaching are offered. (LRW)

Performance counseling with college faculty is advocated as a humanistic approach to faculty evaluation. Discussed are performance goals, the delineation of professional competencies necessary to reach those goals, and factors affecting performance of faculty members. (DB)

Braskamp uses four questions to focus his discussion on the improvement of faculty evaluation: (1) Why do we assess? (2) What are the standards and criteria of quality and effectiveness? (3) What do we assess? (4) How do we assess? (JM)

Argues that teaching portfolios are time consuming and have not been shown to improve college faculty teaching skills. Raises some unanswered questions concerning teaching portfolios and reviews what is known about effective teaching at the college level. Suggests that constructing the portfolio often becomes the focus instead of instructional…

A method of faculty evaluation, designed by a union-management team to serve also as a tool for faculty personal growth, is described by one of its authors. The linkage between productivity and motivation is also traced. (LBH)

The role of academic deans with respect to faculty work varies depending on the institution. Some evaluate faculty directly, while others are involved through reporting relationships with department chairs. Deans are in a position to allocate resources and shape institutional policies and structures that create conditions for productive…

Faculty evaluation must be seen by faculty as an improvement-and-reward system. The department chairpersons are seen as the key. Among imaginative rewards to consider: the Master Teacher and Distinguished Research posts; minigrants; internal sabbaticals; posttenure rewards. (Author/MLW)

Discusses the use of post-tenure review to help preserve the tenure system at colleges and universities, focusing on the use of such reviews to encourage faculty development and productivity, ensure faculty control over the review system, and help marginal faculty improve their performance. (MDM)