As demonstrated through the experiences of executive administrators who lost their jobs, higher education leaders experience pain when they fail. Leaders at any stage of their life and career can process the pain of failure in constructive ways using a recovery formula built on a "half-life of pain" concept. The time it takes for a…

Although the annual performance review has received much criticism from practitioners and researchers alike, organizations continue to use coaching and/or reviews to maximize employee effectiveness and minimize liabilities. A semester class is a great context to practice skills relating to tracking and reviewing performance. This article describes…

The vitality of the innovation economy in the United States depends on the availability of a highly educated technical workforce. A key component of this workforce consists of engineers, engineering technicians, and engineering technologists. However, unlike the much better-known field of engineering, engineering technology (ET) is unfamiliar to…

The purpose of this article is to provide leaders of continuing education enterprises with an integrated model for sustaining strategic planning initiatives. Global economic conditions, shifting competitive forces, continuing calls for accountability, and dramatic changes in institutional funding streams contribute to an environment characterized…

This article looks at how Extension faculty and administrators perceive digital scholarship in relation to their institutions' reward systems. Our survey data suggest that even when land-grant institutions have policies in place to reward alternative or new forms of scholarship, these policies are often unclear or inaccessible, are not reflected…

Treating employees fairly produces many positive outcomes, but evidence suggests that managers' efforts to be fair are often unsuccessful because they emphasize the wrong aspects of justice. Managers tend to emphasize distributive justice, though employees may be most concerned with procedural and interactional justice. Organizational justice…

The Great Eight competencies are work behaviors that promote employee effectiveness in 21st-century organizations. These competencies include enterprising and performing, adapting and coping, organizing and executing, creating and conceptualizing, analyzing and interpreting, interacting and presenting, supporting and cooperating, and leading and…

Experienced managers know that perceptions matter greatly when it comes to working effectively with employees. The task for organizational behavior (OB) instructors, especially in the undergraduate classroom, is to make the perceptions topic come alive for students who may not appreciate at first the application and significance of this subject…

This paper aims at exploring how faculty research behaviour changes before, during, and after promotion. Testing research hypotheses generated from behavioral reinforcement theory and an alternative claim on the learning effect of familiarity with publishing norms, the study collects career history data and longitudinal records on faculty research…

Managing chronic excuse-making behaviors of faculty can be difficult and challenging for college administrators. In this article, Schlenker's responsibility triangle is applied in the higher education forum to better understand the underpinnings of responsibility and accountability in faculty jobs. Using this framework, attention is given to…

Development and validation of a statement of professional competencies for practicing pharmacists in British Columbia (Canada) are described. The resulting 12 weighted general competency statements were designed to serve as a blueprint for constructing and validating instruments to assess practicing pharmacists' continuing competence. (Author/MSE)

Job sharing is an employment alternative in which two qualified individuals manage the responsibilities of a single position. Discusses the barriers to and the potential, advantages, disadvantages, pitfalls, and challenges of job sharing. Focuses on job sharing in the geography profession. (Author/JN)

Job evaluations offer the opportunity to improve employee ratings and advance career growth. Suggestions for understanding a formal performance appraisal (intent, function, and process) are given along with general performance measurements. Guidelines are offered to help make wise use of the process for career growth. (DH)

After reviewing industrial sector program results, University of Southern California administration officials agreed to finance a counseling and consulting program for USC employees. The program serves as an adjunct to the personnel office in areas such as outplacement, sexual harassment, and conflict resolution. (MLW)

The Mississippi Teacher Assessment Instruments (MTAI) are key elements in a process for both ensuring teacher competency and accrediting teacher education programs. Institutions providing teacher education must pass both a process review and a performance review. To pass the process review, institutions must screen students according to set…