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Two-Tiered Faculty Systems and Organizational Outcomes
Articles and Chapters
  • Pamela S Tolbert, Cornell University
Publication Date
[Excerpt] In this chapter, I present a case study of a department at a large research university in which the use of non-tenured faculty increased dramatically over three decades. I begin by examining the historical sources of the expansion. I describe the arrangements that were implemented to resolve these problems. These arrangements exemplify many of the “best management practices” for non-tenure-track faculty mentioned earlier. Based on discussions with non-tenure-track and tenure-track department members and university administrators, I assess the effectiveness of these employment arrangements in resolving problems and the general consequences for the department of having a large contingent of non-tenure-track faculty. In concluding, I draw general implications from this case for organizational policy and practice involving non-tenure-track faculty. I also consider a variety of questions raised for further research on the organizational consequences of the employment of non-tenure-track faculty—questions to which educational and organizational researchers have provided surprisingly few empirical answers.

Suggested Citation

Tolbert, P. S. (1998). Two-tiered faculty systems and organizational outcomes [Electronic version]. Retrieved [insert date], from Cornell University, ILR School site:

Required Publisher Statement

Copyright held by Wiley-Blackwell. Final version published as: Tolbert, P. S. (1998). Two-tiered faculty systems and organizational outcomes. New Directions for Higher Education, 104, 71-80. Reprinted with permission. All rights reserved.

Citation Information
Pamela S Tolbert. "Two-Tiered Faculty Systems and Organizational Outcomes" (1998)
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