Felton et al. (2004) reported that web-based student evaluations of teaching (SET) demonstrated a student preference for course easiness and instructor sexiness. This study explores these same relationships with a larger and improved database. Results indicate even stronger relationships than previously reported. In addition, this study…

Universities are increasingly characterized as businesses, and higher education as an industry. Yet there has been little empirical work to support claims of growing corporatization--and no theoretical basis offered to test them. To motivate research and discussion from a cross-disciplinary perspective, I examine three analogies for the…

Indicates that the weaknesses inherent in most correctional education programs have remained fundamentally unchanged for the past 50 years. Problems persist, recommendations are made, but never implemented. (JOW)

Reflects on the process used by the Society of Research Administrators International (SRA) to establish its 2001-2006 strategic plan, addressing such questions as: What are the underlying principles of strategic planning? What implications does a new strategic plan portend for an organization? (EV)

This paper draws on the results of an international survey of HE leaders and senior managers, which was supported by the OECD Programme on Institutional Management for Higher Education (IMHE) and the International Association of Universities (IAU). It focuses on how HEIs are responding to league tables and rankings (LTRS), and what impact or…

This report describes the design and experimental use of a system for classifying jail prisoners. The report identifies the information which the jailer needs to know about his prisoners and his use of that information in decision-making. Although the system was tested for only 60 days in six jails, the preliminary findings indicate that a…

This guide is designed for administrators who need guidance in managing the fiscal resources of a department or unit. Using this book, administrators can understand the broad fiscal context of their institutions and master their own roles within the institution. The chapters are: (1) "Money, Money, Money"; (2) "Unraveling the Budget"; (3) "The…

An understanding of relationships between a continuing education agency and its parent organization can help an administrator develop effective strategies to increase organizational support. (Author)

Often spurred by an upcoming anniversary, celebration, or other special event, U.S. colleges and universities have been diligent in publishing their institutional histories. In the past, authors of these works have relied on archival collections housed in their institution, local historical records, newspaper accounts, and other primary source…

Analyzes the nature of external evaluation, its benefits and costs, and makes recommendations as to how evaluation can be improved to the collective benefit. (Author/PG)

This document comprises recommendations concerning a University Senate and the Council of Deans at Harvard University. The recommendations for the Senate are: (1) a University-wide Senate should be established as a deliberative and advisory forum; (2) the Senate would be composed of faculty and students elected from the various schools; (3)…

In 1967 representatives from 3 colleges in South Alabama (Alabama State College, Montgomery; Livingston State College, Livingston; and Troy State College, Troy) met and organized a consortium to stimulate research on the campuses of the institutions. A grant was issued to the consortium to facilitate the goal of stimulating research. The…

The relationship between employee turnover and performance was measured for 144 leavers and 144 stayers across 32 positions in a large institution for mentally retarded people. Performance ratings for leavers were significantly lower than for stayers suggesting that the organization is not ejecting its best workers. (Author/DB)

Questions whether unionization is a stimulus or a deterrent to effective program-oriented institutional planning. (PG)

The professional supporting staff of universities should participate fully in institutional governance. (Ed.)