Approaches to Building and Sustaining a Diverse Adjunct Workforce
With nontenure-track faculty now comprising 70 percent of the faculty workforce, academic leaders face daunting challenges in creating proactive workplace strategies that address this new reality. Even though more than a quarter of nontenure-track faculty are now in full-time nontenure-track appointments, the majority still teach part time. Despite the urgency of addressing this dramatic shift in the faculty workforce, as we point out in Creating a Tipping Point: Strategic Human Resources in Higher Education (Jossey-Bass, 2013), higher education has been comparatively slow to realize the potential of human resources (HR) in developing strategic talent practices. By contrast, in the private sector, a twenty-year research study (Ulrich et. al., 2008) with 40,000 respondents in 441 companies found that when HR professionals develop high-performance work systems, these practices affect 20 percent of business results. Such practices, however, need to be integrated and systematic to produce these outcomes.
The Failing Student and the Adjunct Professor
Adjunct faculty members indicated they inflated students’ grades in order to help ensure they would receive positive student evaluations, that these students would register for another class they taught. Is the increasing use of adjunct faculty behind grade inflation?
How Faculty Teaching Load, Employment Status Affect Student Performance
Some years ago, Witt Salley, EdD, director of online education at Clemson University, was working for a community college in Missouri. The college had a growing online presence, and it was handling this demand by allowing faculty who were willing to teach online to do so as an overload. This policy made online instruction very attractive to the faculty and allowed the institution to meet its growing demand. Unfortunately, some of the students were beginning to suffer. “Assignments were going ungraded and discussion boards were ignored,” says Melanie Shaw, PhD, online faculty success coordinator at Clemson. The college hired adjunct faculty to teach online to lighten the load on full-time faculty, but the full-time faculty responded negatively, citing concerns about the quality of instruction from the adjuncts. So Salley undertook a study to examine how faculty workload and status impacted student success. The results shed some light on this important issue.
Leading Change Amid Opposition
When Amanda Gingery Hostalka became chair of art and visual communication design at Stevenson University, one of her priorities was to make sure that learning outcomes for every track and major aligned with the department’s and institution’s missions. The importance of this task was heightened by the department’s upcoming move into a new building.
