A wide majority--nearly 70%--of faculty at community colleges teach part-time. If community colleges are serious about focusing more on supporting the success of their students, they must focus more on engaging and supporting their part-time faculty.

Accreditation demonstrates an institution's commitment to quality academic experiences for their students and consistent institutional development. This chapter discusses the role of contingent faculty in the accreditation process.

Most instruction at for-profit institutions is conducted by contingency faculty. This chapter will examine who contingency faculty are and how they have helped for-profits be the fastest growing higher education sector for the last 20 years. This chapter will also examine how having a majority of part-time faculty may also have negative impacts,…

Institutional researchers might know more about non-tenure-track (NTT) faculty than leaders on many college campuses, particularly four-year institutions and research universities (Cross and Goldenberg, 2009). As such, institutional researchers play an important role in educating campus leaders about this growing segment of the academic workforce.…

Economic models of the way in which faculty allocate their time, and the behavior of labor markets, can help inform institutional research on faculty in a variety of ways. (Contains 3 tables and 3 figures.)

Employment of part-time, temporary, and non-tenure track faculty can be hazardous to programs, institutions, individuals, and even the character of the academic profession, but in some situations, when carefully applied, it may lead to substantial benefits. (Author/MSE)

Discusses the employment conditions and levels of satisfaction of the increasing numbers of full- and part-time college faculty members ineligible for tenure. Recommends extension of academic freedom, a reasonable amount of job security for all faculty, inclusion of tenure-ineligible faculty members in governance, and basing faculty rewards and…

Effective use of available human resources for improving an institution's viability in a retrenchment economy is advocated, with reference to small developing institutions. The use of temporary and part-time faculty is discussed as well as faculty release time and the effects of class size. (Author/SF)