Abstract
Objectives: (1) To investigate academic leaders' and faculty members' perceptions of current faculty reward systems and whether these systems engage faculty in achieving institutional missions; (2) to identify what faculty and administrators in higher education perceive to be the ideal faculty reward system for the future. A secondary objective was to assess whether congruence exists between faculty and administrators' perceptions of reward systems (both current and ideal). Methods: The study was conducted at five institutions; subjects were university administrators and faculty. A cross-sectional survey design was used to assess what key factors are considered in the current reward system for faculty, what factors ideally should be part of the faculty reward system, and how motivated faculty are in advancing the mission of their respective institutions. Faculty and administrators' surveys were compared using t-tests. Data were further explored using personal interviews with university administrators. These data were evaluated for common themes. Results: Administrators perceived that current reward systems primarily consider classroom teaching, research, and student advising more importantly than do faculty. Administrators also perceive the ideal reward system should primarily consider research more importantly than do faculty. Based on interviews, salaries play a large role in current reward systems. An ideal reward structure would require appropriate funds to both engage and reward productive faculty. Conclusions: Some divergence exists between administrators' expectations and that of faculty. Administrators recognize the need to engage and reward productive faculty, but currently, limited financial resources restrict their ability to do so monetarily.
| Original language | English |
|---|---|
| Pages (from-to) | 71-78 |
| Number of pages | 8 |
| Journal | Currents in Pharmacy Teaching and Learning |
| Volume | 1 |
| Issue number | 2 |
| DOIs | |
| State | Published - Dec 2009 |
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All Science Journal Classification (ASJC) codes
- Pharmacy
- Pharmacology, Toxicology and Pharmaceutics(all)
Cite this
Academic administrators' and faculty's perceptions of current and ideal reward systems : a multisite investigation. / Monaghan, Michael S.; Ryan-Haddad, Ann; Wilkin, Noel E.; Anderson, Heidi Milia; Koehler, Julie M.; Howard, Patricia A.
In: Currents in Pharmacy Teaching and Learning, Vol. 1, No. 2, 12.2009, p. 71-78.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Academic administrators' and faculty's perceptions of current and ideal reward systems
T2 - a multisite investigation
AU - Monaghan, Michael S.
AU - Ryan-Haddad, Ann
AU - Wilkin, Noel E.
AU - Anderson, Heidi Milia
AU - Koehler, Julie M.
AU - Howard, Patricia A.
PY - 2009/12
Y1 - 2009/12
N2 - Objectives: (1) To investigate academic leaders' and faculty members' perceptions of current faculty reward systems and whether these systems engage faculty in achieving institutional missions; (2) to identify what faculty and administrators in higher education perceive to be the ideal faculty reward system for the future. A secondary objective was to assess whether congruence exists between faculty and administrators' perceptions of reward systems (both current and ideal). Methods: The study was conducted at five institutions; subjects were university administrators and faculty. A cross-sectional survey design was used to assess what key factors are considered in the current reward system for faculty, what factors ideally should be part of the faculty reward system, and how motivated faculty are in advancing the mission of their respective institutions. Faculty and administrators' surveys were compared using t-tests. Data were further explored using personal interviews with university administrators. These data were evaluated for common themes. Results: Administrators perceived that current reward systems primarily consider classroom teaching, research, and student advising more importantly than do faculty. Administrators also perceive the ideal reward system should primarily consider research more importantly than do faculty. Based on interviews, salaries play a large role in current reward systems. An ideal reward structure would require appropriate funds to both engage and reward productive faculty. Conclusions: Some divergence exists between administrators' expectations and that of faculty. Administrators recognize the need to engage and reward productive faculty, but currently, limited financial resources restrict their ability to do so monetarily.
AB - Objectives: (1) To investigate academic leaders' and faculty members' perceptions of current faculty reward systems and whether these systems engage faculty in achieving institutional missions; (2) to identify what faculty and administrators in higher education perceive to be the ideal faculty reward system for the future. A secondary objective was to assess whether congruence exists between faculty and administrators' perceptions of reward systems (both current and ideal). Methods: The study was conducted at five institutions; subjects were university administrators and faculty. A cross-sectional survey design was used to assess what key factors are considered in the current reward system for faculty, what factors ideally should be part of the faculty reward system, and how motivated faculty are in advancing the mission of their respective institutions. Faculty and administrators' surveys were compared using t-tests. Data were further explored using personal interviews with university administrators. These data were evaluated for common themes. Results: Administrators perceived that current reward systems primarily consider classroom teaching, research, and student advising more importantly than do faculty. Administrators also perceive the ideal reward system should primarily consider research more importantly than do faculty. Based on interviews, salaries play a large role in current reward systems. An ideal reward structure would require appropriate funds to both engage and reward productive faculty. Conclusions: Some divergence exists between administrators' expectations and that of faculty. Administrators recognize the need to engage and reward productive faculty, but currently, limited financial resources restrict their ability to do so monetarily.
UR - http://www.scopus.com/inward/record.url?scp=72149133959&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=72149133959&partnerID=8YFLogxK
U2 - 10.1016/j.cptl.2009.10.007
DO - 10.1016/j.cptl.2009.10.007
M3 - Article
AN - SCOPUS:72149133959
VL - 1
SP - 71
EP - 78
JO - Currents in Pharmacy Teaching and Learning
JF - Currents in Pharmacy Teaching and Learning
SN - 1877-1297
IS - 2
ER -