Two-Tiered Faculty Systems and Organizational OutcomesArticles and Chapters
Abstract[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.
Citation InformationPamela S Tolbert. "Two-Tiered Faculty Systems and Organizational Outcomes" (1998)
Available at: http://works.bepress.com/pamela_tolbert/27/