The workload of most academics involves two main activities: research and teaching. Despite the dual nature of the work, career advancement usually chiefly depends on research performance. Since academics are rational actors, warnings are beginning to emerge that current predominantly research-based performance evaluation systems may be…

For more than twenty years accrediting agencies have required assessment as part of their initial accreditation or reaffirmation processes. During that period of time thousands of institutions have successfully prepared plans to achieve or maintain their accreditation. Why then does a culture of assessment not exist? And why is assessment still an…

If cash-strapped universities want an easy way to save money, Lawrence B. Martin, a professor of anthropology at the State University of New York at Stony Brook, has an idea. By tallying faculty output in areas such as publication rates in scientific journals, Mr. Martin has concluded that there could be as much as $1-billion to $2-billion in…

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 recruitment and retention of the highest-quality artist educators in colleges and universities is a key element in supporting strong K-12 arts education programs. Artist educators must be expert in at least two disciplines: their art forms and education. However, the peer review processes commonly employed to recommend higher education faculty…

The purposes of this micro-level, detailed qualitative study of a university faculty in a large city in China are threefold: to identify the sources of institutional promotion criteria, to illustrate the experiences of frontline faculty members with these criteria and their perceptions of them, and to discuss the possible bearings of the findings…

Recent discussions of practices in higher education have tended toward muck-raking and self-styled exposure of cynical self-indulgence by faculty and administrators at the expense of students and their families, as usually occurs during periods of economic duress, rather than toward analytical studies designed to foster understanding This article…

The article analyzes the practice and experience of faculty management at the University of Pennsylvania and its implications for Chinese universities from the perspective of management systems and operation mechanisms. Recent reforms and innovation of faculty management at Sichuan University are described.

"Striving" is a concept that describes colleges and universities seeking to reposition themselves as more prestigious, often more research-focused institutions (O'Meara, 2007). The goal of this paper is to explore faculty members' views of a striving university context. My analysis revealed that faculty assigned both rewards…

In response to the incessant calls for interdisciplinary scholarship, universities adopt initiatives and encourage faculty to collaborate across discipline lines. Yet, the literature shows that it is difficult to institutionalise such work as faculty members are heavily influenced by their discipline-bound training. When faculty do participate,…

Pogo recognized long ago that we often are our own worst enemies. Sure, he was a cartoon character, but he had a point--especially in higher education, where self-sabotage seems to be a standard characteristic of academic careers. In the author's 30 years as a professor, five years as a dean, and three years as a provost, he has observed many…

Legal rulings have called for the inclusion of collegiality as a fourth evaluation category for university faculty. Collegiality is considered to be any extra-role behavior that represents individuals' behavior that is discretionary, not recognized by the formal reward system and that, in the aggregate, promotes the effective functioning of the…

This author contends that there are four key ingredients to a growth mindset in schools: observation, dialog, feedback, and investment. In addition, teachers and supervisors need to be jointly invested in the growth mindset of the school. The author suggests that if a school is considering a new faculty evaluation system, it is crucial that…

People are the lifeblood of colleges and universities. If there are no students, faculty, administrators, and staff, there cannot be a college or university. People are their primary resource, and the development of these people is their raison d'être. Due to the paramount importance of the people who are in higher education, it is essential to…

Faculty-evaluation systems are critical to successful transformation in the culture of an institution or any division of it; but modifying the criteria and priorities that have traditionally defined the evaluation process is possible only if one understands and respects the dynamics, difficulties, trade-offs, and complexities involved, especially…