The information technology (IT) workforce serves many vital functions in higher education, supporting campus computing needs ranging from advanced research and business and administrative operations to student learning and technology needs. As IT becomes an increasingly important part of the success of higher education, it is equally important to…

The "2016 National Profile of Higher Education Chief Business Officers" is a triennial report that tracks changes in the demographic characteristics, job duties, and plans for career transitions and retirements of business office chief executives at colleges and universities in 2010, 2013, and 2016. The 2016 study also provides a…

One of the most important aspects of growing and improving business education is replacing departed faculty members. As the baby-boom generation approaches retirement, the supply of available replacement faculty members is diminishing. The result is a competitive market for replacement faculty that features increasing starting salary levels. In…

The impact on the age 70 mandatory retirement law on future employment opportunities and payroll costs of faculties of member institutions of the Consortium on Financing Higher Education (COFHE) was evaluated. Current and 5-year historical information on tenure-tract arts and science faculty of 27 of the COFHE institutions were analyzed. This…

The American Association of University Professors' Committee A on Academic Freedom and Tenure reports on possible results on faculty salary structure, the tenure system, and retirement options of legislation uncapping the mandatory retirement age of college faculty. Considerations for institutions to make in adjusting personnel policies are…

Successful phased retirement plans enable senior faculty to ease into retirement, relieve financial pressures on participating institutions, and permit upward mobility for junior faculty. Responses from 62 of the 72 land-grant institutions in the United States and Puerto Rico reveal that 11 had implemented plans that enable individuals between a…

A survey of attitudes and opinions held by various industrial companies was conducted to determine: 1) employment opportunities, and 2) possible starting salaries for retired officers holding master's degrees in management from the Naval Postgraduate School. A questionnaire was mailed to selected members of the business community and local…

Personnel management must become cost effective, and cost effectiveness must be balanced with employee relations effectiveness. Special attention must be given to compensation programs and older employees, for whom creative and satisfying programs can be developed. (MSE)

This agreement, entered into July 1, 1974, is between the Board of Trustees of Michigan State University and Lodge 141 of the Fraternal Order of Police, Michigan State University Division. It is the intent and purpose of this agreement to assure sound and mutually beneficial working and economic relationships between the parties, to provide an…

This agreement was made on December 18, 1974 between Wagner College and the Wagner College Chapter of the American Association of University Professors. Articles of the agreement include: guarantee of rights, academic ranks, faculty work, faculty appointments, professional evaluation, tenure, dismissal, powers of the faculty, academic departments,…

This document describes the contract agreement made on February 7, 1975 by and between the Board of Trustees of Jamestown College and the Jamestown College Education Association. The contract contains articles describing the agreed to: duration and redefinition of the contract, workload and curriculum, salary schedule, faculty benefits, and due…

The 1984 Compensation and Benefits Survey of College and University Chief Executive Officers is discussed. The survey provides information on presidential compensation, benefits, and employment practices at public, independent, religious, and medical institutions. (MLW)

Early retirement plans (ERPs) have recently been considered and implemented at a number of universities as a means to address their need to contain costs while simultaneously generating new ideas and energy within the institution through the revitalization of faculty ranks. This endorsement of ERPs by university administrators, however, is…

To ensure the quality of school leadership in the future requires the following: (1) improving financial incentives; (2) strengthening administrator training programs; and (3) raising certification requirements. (MLF)

This report of a survey conducted in the fall of 1988 represents compensation trends for college and university Chief Executive Officers (CEOs) in 1,005 institutions of higher education. A profile of participating institutions classifies the institutions by system structure, operating budget, endowment, enrollment, number of employees,…