Considers the various types of extramural funding, reasons for increased emphasis on extramural funding, and certain risks associated with the changing patterns of external support. Examines philosophical/ethical, psychological, institutional, and contextual factors. (MS)

Discusses the adaptation of the university to the needs of society. Examines the relationship of funded research to tenure and promotion. (MS)

Outlines the benefits and risks of faculty mentoring in terms of the faculty mentoring program at Western Carolina University. Suggests that formal faculty mentoring programs can be the most critical vehicle on the road to tenure and promotion. (SR)

Criticizes the current state of college faculty evaluation and recruiting. Identifies three main problems of today's bureaucratic system of evaluation. Discusses problems common in tenure deliberations. (HB)

Reviews attempts of the academic theater community to develop a system to assess creative activity as a legitimate component for promotion and tenure decisions. (MM)

Focuses on the issue of deciding whether or not to place theatre specialists on tenure track, non-tenure track, guest artist, or staff lines. Lists factors which require analysis, such as type of institution, departmental mission, departmental size, and requirements for promotion and tenure. (MS)

Discusses the uses and misuses of teacher evaluations. Opposes their use in a statistical way to evaluate promotion and tenure decisions and their awkwardness for the evaluation of theater artists. (SR)

Identifies a program design sequence for establishing a faculty mentoring program. Outlines Western Carolina University's New Faculty Mentoring Program: goals, eligibility, key features, benefits, mentor's roles, participant's responsibilities, what has been learned, and on-going issues. (SR)

Stresses the importance of accepting the premise that there is no such thing as a perfect evaluation system. Recognizes that there is a need to improve the existing process to make promotion and tenure decisions more equitable and effective. Argues for a systematic and impartial decision-making process for faculty and chief executive officers.…

Discusses the tenure evaluation guidelines developed by the United States Institute for Theatre Technology (USITT). Expresses concern over the widening split between theater technologists and the actors, directors, and designers they support. (MM)

Contends that student evaluations of teachers are important, but that the evaluations have become overly complicated and many variables are not necessarily relevant to determining teacher effectiveness. (MS)

Discusses the compelling motivations for a department to recruit faculty effectively and efficiently and how to integrate these motivations into the hiring process. Explores different perspectives of chairpersons and new hirees on retaining new faculty. Offers six steps to facilitate retention of new hires. (SR)

Focuses on the case of an untenured assistant professor being proposed for promotion to tenured associate professor. Offers three essential steps for the department to take in evaluating the candidate for reappointment or tenure and in recommending the candidate to other committees and the dean. (PRA)

Presents recommendations of the Association for Theatre in Higher Education Task Force, addressing the issue of faculty workload. Suggests several questions to form the basis for discussions on this issue. (MM)

Discusses problems minority and female faculty face achieving tenure in terms of demands on their time, expectations of administrators, and topics they choose to research. (KEH)