Peer-Reviewed Paper Published: Creating Congruence Between the Faculty Role and Institutional Expectations, Recognitions and Rewards

Institutional harmony and efficiency can be greatly enhanced by ensuring that institutional expectations of faculty (as defined by the faculty body) are overtly shared and clearly defined. They should also align with institutional reward (promotion, tenure and merit) and recognition systems (awards etc.).  By studying this article and its linked resources, and by using the associated shared files, you will be able to:

  • Design a process to help clarify faculty expectations and create better alignment between expectations and their rewards and recognition at your institution.
  • Constitute and charge a task force to examine expectations of faculty at your institution.
  • Provide guidance to the task force of good practices for executing its charge and processes for analyzing its results.
  • Clarify task force expectations by sharing a sample outputs and reports from task forces that have completed their charge.
  • Formulate a plan to communicate and leverage the task force output to improve hiring practices, the promotion and tenure processes, improve faculty morale and the understanding of the faculty role in a variety of constituent groups.

Read the complete article, comment, and share on social media at  https://hellocommunity.net/peer-review-article/creating-congruence-between-the-faculty-role-and-institutional-expectations-recognitions-and-rewards/.


About HELLO

The above peer-reviewed paper was published on the Higher Education Leadership Learning Online (HELLO) Community. The HELLO Community is an international, peer led and fed organization whose vision is “to become the resource of choice for higher education leaders when seeking practical information about performing their jobs with excellence”. HELLO is an information aggregator of articles, books, useful web sites and events, a powerful set of networking tools, and an open source online journal focused on practical solutions to higher ed management and leadership issues. Community membership is required for complete access to resources and is restricted to those who hold or have held a higher ed leadership position. There is no cost, advertising, or membership data sharing with other organizations.

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Categories: Chief Academic Affairs Office Staff, Dean’s Office Staff (Deans, Executive Deans, Associate/Assistant Deans, etc.), Department Chair Office Staff (Chairs, Assistant Chairs, Program Directors, etc.), Featured

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