Two-Tiered Faculty Systems and Organizational Outcomes
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Tolbert, Pamela S.
[Excerpt] In this chapter, I present a case study of a department at a large research university in which the use of non-tenured faculty increased dramatically over three decades. I begin by examining the historical sources of the expansion. I describe the arrangements that were implemented to resolve these problems. These arrangements exemplify many of the “best management practices” for non-tenure-track faculty mentioned earlier. Based on discussions with non-tenure-track and tenure-track department members and university administrators, I assess the effectiveness of these employment arrangements in resolving problems and the general consequences for the department of having a large contingent of non-tenure-track faculty. In concluding, I draw general implications from this case for organizational policy and practice involving non-tenure-track faculty. I also consider a variety of questions raised for further research on the organizational consequences of the employment of non-tenure-track faculty—questions to which educational and organizational researchers have provided surprisingly few empirical answers.
faculty; tenure; non-tenure; universities; employment; organizations
Required Publisher Statement: Copyright held by Wiley-Blackwell. Final version published as: Tolbert, P. S. (1998). Two-tiered faculty systems and organizational outcomes. New Directions for Higher Education, 104, 71-80. Reprinted with permission. All rights reserved.