An understanding of the technical aspects of comparable worth and the role of job evaluation should help college presidents and administrators to influence legislation effectively or to prepare for comparable worth in ways that preserve the integrity of their institutions. The Washington State case is discussed. (MLW)

Rigidity is setting in that obscures reasonable discussion of the imperfections of a free market where women's wages are concerned, and increases the likelihood that comparable worth, if implemented, might substitute one set of arbitrary job evaluations for another. (MLW)

Comparable worth has emerged as a concept used primarily as a way of establishing equity, particularly in compensation for employed women. Study and implementation of the comparable worth concept are occurring most frequently in state and local governments. State action and federal initiatives are described. (MLW)

Argues that in higher education, values and priorities of the enterprise's "producers" have little in common with those of the "consumers," and identifies areas in which this is apparent, including tuition, college choice, selection of a president, program development, faculty rewards, state subsidies, institutional budgeting, and school…

Previous findings indicate that faculty on the average earn greater compensation increases at unionized institutions than at nonunionized colleges and universities. More recent data suggest that while increases favoring unionized faculty continue in public four-year colleges and independent institutions, they may have stabilized at public…

Although many discrimination suits have been brought against colleges and universities, this Montana State University class action case is the first in which the judge ordered a negotiated settlement. How the university and the plaintiffs achieved that settlement is described. (Editor/LBH)

Ohio University-Chillicothe devised a faculty-administered salary review process that assigns points for a variety of activities in one primary area (teaching) and two secondary areas (scholarly activity and university/community service) and builds in points for promotion. The system has been well received by faculty and administration for five…

A strategy developed at the University of Wyoming for achieving equity in salaries for faculty in nontraditional adult education programs is described. The model uses a formula derived from average full-time salary, total faculty service units, instructional component weighting, and credit hours of equivalent service to be reimbursed for…