This study addresses a campus institutional effectiveness (IE) process and its influence on faculty and staff. Although a comprehensive, rational IE process appeals to campus leaders, this study found that it creates significant faculty and staff challenges. Campus leaders, faculty, and staff differ in their (a) knowledge and support of IE; (b)…

Argues that staff development should be integrated with organizational development in order to effect lasting change. Feels that staff development programs that focus only on ability as a determinant of performance, that target only the individual, and that ignore the internal climate and external environment of the institution cannot succeed.…

Discusses collective bargaining within a broader political and economic context. Addresses some of the fears that faculty had about the advent of collective bargaining in higher education. Describes the experimental negotiations process used by Carl Sandburg College (Illinois). (DMM)

Discusses collective bargaining from the perspectives of a member of a community college faculty association's negotiating team and a member of the boards of trustees of several schools. Decries the faults of collective bargaining as an adversarial system and suggests decision making by consensus as a possible alternative. (AYC)

Argues that if community colleges are to thrive as institutions of higher learning, they must endeavor to integrate adjunct faculty more fully within the institution and channel more energy into recognizing, understanding, and supporting part-time faculty, and creating cohesion between them and their full-time counterparts. (AYC)

Reviews the problems, benefits, and issues surrounding the large-scale employment of part-time faculty. Describes three current models for increasing part-time faculty effectiveness: Pima College's part-time faculty handbook, Vista College's Peer Teaching and Learning Consultants Project, and the League for Innovation in the Community College's…

Presents a chart describing the characteristics of five life phases, especially those that are career-oriented, and suggesting organizational responses to these phases in terms of planning the content and strategies of staff development. Identifies phases as entering the community college, transition, settling down, transition, and…

Traces trends in faculty development at community colleges. Examines the definitions and purposes of faculty development and the rationales put forth for conducting these programs. Considers the scope of faculty development programs at a sample of two-year colleges. (DMM)

Identifies the incentive factors necessary for the adoption of instructional innovations: a reward system; faculty desire for changes; resources and instructional developers promoting instructional innovations; administrator encouragement; and social interaction among faculty. Reviews a survey requesting Delhi College faculty to rate incentive…

Urges community colleges to design and administer reward systems that capitalize on faculty members' intrinsic motivation to do their jobs well, while propelling them to make the next step toward self-realization. Discusses the need for and types of rewards, and prerequisites to successful program implementation. (DMM)

Describes a study of the relationship between the presence of collective bargaining and job satisfaction of two-year college faculty. One-fourth of the full-time faculty at 20 unionized and nonunionized colleges were surveyed using the Job Satisfaction Inventory. Satisfaction levels were higher among nonunionized faculty on seven of eight…

Stresses the importance of community college faculty support for institutional purposes, missions, and directions, and the interrelationship of the issues of institutional identity and faculty support. Finds a strong college identity essential in competing for private donations, government funds, and students. (DMM)

Discuses the effects of unionization on faculty salaries at two- and four-year institutions, reviewing studies of the relationship between faculty pay levels and increases and collective bargaining. Indicates that the majority of studies showed that unionization had an initially favorable impact on unionized faculty pay increases but not an…

Describes a team as a group of people energized by their ability to work together, fully committed to high-level output, and concerned with each others' feelings. Examines barriers to team building, contrasts teams with committees, and describes the characteristics and functions of effective team builders. (DMM)

Describes an experimental approach to academic bargaining used by Mott Community College, Michigan, to help the college move from divisional governance to collegewide policies through the collective bargaining process. Highlights the work of a joint committee of faculty and administrators in developing a divisionally controlled tenured faculty…