Many college and university faculties have adopted codes of faculty responsibilities and self-regulation. Firsthand advice on creating a code precedes an example of one: the new University of California Policy on Faculty Conduct and the Administration of Discipline. (Editor/PG)

Some complaints by faculty members that they have been aggrieved by their institutions are inevitable. Well-planned procedures to resolve these grievances, adopted in advance, can allow institutional committees great discretion in quiet conflict resolution. (Editor/PG)

Effective tenure policies, including periodic post-tenure review of performance, can not only protect academic freedom but assure high levels of faculty achievement. (Editor/PG)

A professor who uses a stop-the-clock policy cannot be certain that his or her total work output will be evaluated as if he or she had a normal probationary period. (Contains 1 table.)

Faculty personnel practices could benefit from the long experience of personnel systems in public administration and government service. (Editor/PG)

Sources of additional assistance on faculty personnel practices and how to improve them. (Editor)

The University of North Dakota conducted a feasibility study to develop a faculty funding formula that would serve as an internally acceptable guideline and an externally justifiable procedure for allocating faculty in the budgeting process. The current formula is reviewed, and appropriate formula revisions are suggested. (MLW)

Colleges and universities should assess the impact of their personnel policies and practices on faculty careers and encourage professors to adapt their careers to emerging interests and opportunities. An institution that appreciates the benefits of varied faculty careers will develop incentives for career flexibility. (MLW)

Having a child creates priorities, adds perspective, and helps women to be clear about what they can do (and what they are willing to do) to succeed as a faculty member.

Faculty compensation policy is seen as one means by which an institution influences the faculty to work toward institutional goals. Among the broad criteria for compensation are worth, equity, need, and market measures. Benefits and issues in compensation including differentials in compensation, merit, part-time instruction, etc. are discussed.…

Recent legislative and regulatory actions have made retirement policies more complicated. Six major elements appropriate for retirement policy review are addressed: normal-age benefits and goals, mandatory retirement, early retirement, phased retirement, auxiliary retirement savings programs, and retirement counseling. (MLW)

Research on patterns in advertising academic administrative positions suggests that an applicant can often judge what a college is looking for by close scrutiny of its advertisement. The publications that carry the ad, their distribution, the ad's frequency, stated preference in academic background, and wording are clues. (MSE)

Sabbatical and unsalaried leave programs serve as a principal means by which universities and colleges provide for intellectual and professional renewal of faculty. Economic conditions make liberalization of current leave policies very difficult. An examination of the leave policies of 25 liberal arts colleges is presented. (MLW)

The 1986 amendments to the Age Discrimination in Employment Act and tax reforms from that year will require changes in retirement policies in higher education, especially pension plans, because of the extension of nondiscrimination rules to all tax-deferred annuities. (Author/MSE)

Institutional leaders should consider the consequences of policies, practices, and social forces that force women to choose between work and family. (Contains 2 tables.)