The variety of institutional policies and personal procedures regarding faculty publishing are discussed and some suggestions are offered for judging the quality of individual publications and restricting the type of work claimed as published. (LBH)

A plea is made for a rational and humane effort to reconcile conflicting forces in a genuine movement of faculty development. Faculty members are pulled in two directions: one toward improving performance, and the other toward accountability, retrenchment, or budget cutting. (LBH)

Faculty compensation is a critical management tool for increasing faculty productivity, improving cost efficiency, and enhancing an institution's public image. Factors that determine faculty compensation include academic rank, faculty productivity, discipline market pay, ability to obtain external grants, seniority or length of service, service in…

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…

Article cites the need for funds, planned activity, and measurable objectives to insure a program of faculty development. (GB)

Discusses pedagogical differences among educators as to what an English curriculum should be and suggests that educators don't really know. (Author)

The firmly entrenched attitudes, standards and behavior of academic medicine will require substantial realignment if medical education is to participate effectively in hospital maintenance organizations (HMOs). (Author)

Effective departmental chairmen may exhibit characteristics such as ability to recruit promising faculty, a capacity for decisive thinking and action, and support of good teaching; less desirable characteristics were being first among equals, fund raising, and being highly identified with one's own discipline. (Editor)

A training program for new faculty at The Pennsylvania State University consists of week-long seminars held just before and just after the fall semester. Student opinion and rating of instruction is also used. (TS)

Offers 16 guidelines for avoiding legal entanglements arising from new or revised staff evaluation programs. Offers a series of predictions about the future of staff evaluation in two-year colleges. (DMM)

Describes a theoretical model for evaluating college faculty that can improve faculty performance and resource allocation. Characteristics of the model, appropriate evaluation criteria for teaching, research, administrative, and other activities, and departmental procedures for determining evaluation criteria and weights are discussed. (AM)

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)