Anger, Fear, or Sadness: Faculty Members' Emotional Reactions to Collective Pay Disadvantage

As part of a mail survey about their work experiences, university faculty members reported their specific emotional reactions to group inequities in faculty pay and benefits. The results indicate that sadness, fear, and anger are distinct emotional responses to a collective disadvantage. Group-based anger mediated the relationship between collective disadvantage and willingness to protest whereas group-based sadness mediated the relationship between collective disadvantage and organizational loyalty. Based on an integration of cognitive appraisal models of emotion with RD theory, four other predictors of intergroup emotions—(1) the legitimacy of the process that produced the deprivation, (2) whether another agent was responsible, (3) group efficacy, and (4) whether the situation would improve or become worse—were identified and tested. The measurement of specific emotional reactions to perceived collective disadvantage extends and refines RD approaches to collective action and organizational loyalty.     

New Horizons in Counseling: Faculty Development

The authors introduce the special feature on faculty development in higher education. They discuss some of the ways in which people from the helping professions can not only contribute to faculty development but also take the lead in creating supportive programs for faculty on college campuses.     

Mentoring Younger Faculty

Abstract. Mentoring new faculty into vocations of teaching falls squarely on the shoulders of those entrusted with setting the course for the next generation of faculty. Often the role of new teacher development is assigned to senior faculty. In this essay the author provides an autobiographical account of experiences both as a mentor and as one who had been mentored. Carefully weaving threads of experience with pedagogical insight, the author crafts a tapestry that accentuates how mentors can play important roles in the maturation of newer faculty by attention to research and publication, teaching, and service. A list of recommendations pertaining to the beneficial aspects of mentoring for faculty and schools is provided.     

Students Stalking Faculty: Real and Imagined Relationships

Student stalking of faculty has been relatively ignored in the literature. In contrast to stalking in general populations where in 80% of cases stalking occurs in the context of an intimate relationship, student stalking of faculty occurs in the context of prior relationships in only 14% of cases. In the present study, student stalking of faculty occurring in two situations is analyzed: situations in which there was prior social contact between the student and the professor, and situations in which there was no prior social contact between the student and the professor. Similarities between student stalking of faculty and typologies proposed for stalking in general are considered. Implications of these findings and suggestions for future work are provided.     

Faculty Development: Responsibility and Accountability Within the Departments

If universities are to support faculty contributions across the full range of the mission of higher education (teaching, research, and service), several changes must occur. Teaching must become a community activity discussed openly and widely: presidents and provosts must hold departments as a whole responsible and accountable for contributions to mission: and learned societies must participate in supporting teaching and, when appropriate, reflective practice in addition to research and scholarship. These points are brought out in the articles contained in this issue and warrant further attention.     

Career Education and the University: A Faculty Perspective

Students lack reliable information regarding various majors and career possibilities. Frequently, seniors are still unaware of their occupational goals on graduation. A “No-preference” category is proposed in which all entering freshmen are placed, permitting great experimentation with courses. A key element in the program would be the use of academic advisors who do not haue a vested interest in the recruitment of students for a particular college or department. Despite various cross-pressures, faculty must consider the ethical ramifications of recruiting students into their disciplines without considering opportunities for placement upon graduation.     

Protest,Exit, or Deviance: Adjunct University Faculty Reactions to Occupational Rank‐Based Mistreatment1

University faculty hired for short‐term contracts rated occupational rank‐based mistreatment; as well as willingness to protest, leave their position, or engage in workplace deviance. How respondents reacted to mistreatment was shaped by identification with their occupational rank and source of mistreatment (administrators or colleagues). Administrative mistreatment increased willingness to protest and engage in workplace deviance for respondents who were less identified; faculty mistreatment decreased willingness to protest. Respondents who identified more with occupational rank were less sensitive to differences in mistreatment. These data suggest that if the mistreatment source “fits” the intergroup context, people will challenge the situation, but if it does not fit respondent expectations, collective challenge is less likely, particularly among people who identify less with their group.     

Contrapower Harassment in Academia: A Survey of Faculty Experience with Student Incivility, Bullying, and Sexual Attention

This study defines contrapower harassment in academia as student incivility, bullying, and sexual attention aimed at faculty. A U.S., Alaskan sample of 399 professors (50% women, 88% white) at the state’s largest public university was surveyed about their experience with contrapower harassment. Although men reported more sexual attention from students and comparable levels of student incivility–bullying, women reported that such behaviors were more upsetting and had a greater negative impact on their health and work-lives; they were also more likely to take action following such experiences than men. Tenure-track faculty appear to be at increased risk of student hostility. Discussion focuses on how gender and other markers of socio-cultural or institutional power relate to the experience of contrapower harassment.     

The Difference Catholic Makes: Catholic Faculty and Catholic Identity

This study examines, for the case of Catholics, the thesis that a "critical mass" of devoted faculty members—50 percent or more, according to the papal document Ex Corde Ecclesia—serves to promote or preserve the religious character of religiously affiliated institutions of higher education. Factor analysis and structural equations are employed to analyze a random sample of faculty members ( n = 1,290) and institutional profiles ( n = 100) of American Catholic colleges and universities. Catholic faculty show higher support for Catholic identity in latent structures of aspiration for improved Catholic distinctiveness, a desire for more theology or philosophy courses, and longer institutional tenure. Institutions having a majority of Catholic faculty exhibit four properties consistent with stronger Catholic identity: a policy of preferential hiring for Catholics ("hiring for mission"), a higher proportion of Catholic students, higher faculty aspiration for Catholic identity, and longer faculty tenure in the institution. These latter two characteristics are not due simply to aggregation, but are stronger, on average, for Catholic faculty when they are in the majority. Preferential hiring marks Catholic identity, but is ineffective to increase the proportion of Catholic faculty. I conclude that the prediction of the critical mass thesis is correct.     

Pursuing a Comprehensive Faculty Development Program: Making Fragmentation Work

Arizona State University (ASU) serves as a case study of a comprehensive faculty development program in a large university characterized by numerous overlapping and fragmented resources and services. In this setting, the task of faculty development is to provide the leadership that is necessary to mold these fragments into a coherent vision and mission that promotes the aims of the university and supports the needs of the faculty. Programs based on the consortium, the cooperative, and the distributed models make fragmentation work for, rather than against, the program. In addition, faculty development must work to establish an academic environment that values teaching, research, and scholarly outreach—the constituent elements of a comprehensive program.     

Turning a Blind Eye: Faculty Who Ignore Student Cheating

In this study, 40.3% of faculty members admitted to ignoring student cheating on one or more occasions. The quality of past experience in dealing with academic integrity violations was examined. Faculty members with previous bad experiences were more likely to prefer dealing with cheating by ignoring it. The data were further analysed to determine beliefs and attitudes that distinguish between faculty who have never ignored an instance of cheating and those who indicated that they have ignored one or more instances in the past. The stated reasons for ignoring cheating included insufficient evidence, triviality of the offense, and insufficient time; however, it was demonstrated that faculty who ignored academic integrity violations felt more stressed when speaking to students about cheating, preferred to avoid emotionally charged situations, and indicated that if a student were likely to become emotional, they were less likely to speak to him or her.     

Job Evaluation and Gender: The Case of University Faculty

This study examined the effects of students' and professors' sex on student evaluations of professors' teaching effectiveness. Ratings of over four hundred faculty made by over nine thousand students were analyzed. After controlling for a large number of variables, the main results showed that (a) male faculty were given significantly higher evaluations on global teacher effectiveness and academic competence than female faculty; (b) when controlling for extraneous variables, female faculty were not found to be rated as more sensitive to student needs than male faculty; and (c) when making overall, global judgments of faculty performance, students seem to place more weight on academic competence for male faculty than for female faculty.     

Released Time for Faculty Advising: The Impact upon Freshmen

During the academic years 1964-65 and 1965-66, six Macalester College faculty members were given released time to devote to academic advising. One hundred-twenty “experimental group” freshmen were randomly selected from the classes entering Macalester in the fall of 1964 and 1965 and were assigned (10 men and 10 women) to each adviser. The remaining freshmen in each class comprised the “control group” and were assigned to advisers with full teaching loads. Data collected in the spring of 1966 indicated that the students in the experimental group were more satisfied with their faculty advisers, but there were no significant differences between the two groups on: (a) rate of retention; (b) grade point average; (c) level of aspiration; (d) satisfaction with college; (e) perception of the campus.     

Developing Faculty Development Programs: A View From the Chair

The author describes a programmatic model offaculty development that can provide a framework for many of the activities and programs described in this special feature of the Journal of Counseling & Development. Building such an organizing structure around specific program activities can help a person identify the steps to be taken and set up a system that with each iteration places the department further on its way to building the faculty it seeks and the culture it needs to nurture and ensure effective faculty development.     

Learning about Teaching in Communities: Lessons for Faculty Development

Abstract. While teaching workshops like those offered by the Wabash Center provide a unique opportunity for scholars to reflect on their teaching, three elements important to the workshops’ success can be effective in institutional settings as well. Certain characteristics of community, conversation stimulated by differences, and appropriate attention to self‐care help create an environment supportive of faculty development throughout a scholar's career.     

The Faculty of the Future

This paper examines some implications of predicted demographic changes in Canadian universities that may make them unable to replace retiring faculty members in numbers permitting academic business as usual. If the predictions prove correct, it will be desirable to reinterpret received verities about the relationship between professor/student ratios and effective education, the dual roles of teaching and research, and democratic governance in communities of higher education. Possibilities for restructuring inquiry and instruction in ways consistent with the responsibilities of educators are all too briefly explored. A revised division of instructional labour is suggested, along with changes in the conduct of research and academic administration that would free professors to focus on the tasks for which they have the greatest expertise.     

Graduate Students' Experiences in Dealing With Impaired Peer,Compared With Faculty Predictions: An Exploratory Study

In this study, we present data on graduate students' actual experiences in dealing with impaired peers and faculty predictions of how students would deal with such situations. A total of 29 faculty and 73 graduate students responded to a survey of 40 randomly selected clinical psychology training programs. Student respondents were almost universally (95%) aware of peers whom they regarded as impaired in their professional functioning, and half (49%) the sample reported being aware of a peer's ethical impropriety. Faculty overestimated the number of students who said they "did nothing" when confronted with the resulting ethical dilemma and underestimated the degree of conflict and turmoil (i.e., anger, frustration, dismay) that students reported experiencing. Faculty also estimated that students would be more concerned with peer loyalty issues, whereas students indicated that they were strongly motivated by ethical considerations. Ethics curricula ought more thoroughly to address affective concerns through experiential learning vehicles such as faculty modeling, simulation exercises, and small-group discussion.     

Competing Conceptions of Justice: Faculty Moral Reasoning About Affirmative Action

College faculty (N = 115) were recruited to investigate the influence of moral reasoning on hiring decisions about affirmative action dilemmas. Participants completed the Defining Issues Test (DIT), a standard test of moral reasoning, a measure that presented two hypothetical moral dilemmas about affirmative action that manipulated candidates' race and moral issues, and a scale evaluating the use of external norms versus self-chosen principles. Results indicated that moral issue but not race of a minority candidate affected hiring decisions. Faculty used greater percentages of principled reasoning when solving the more salient affirmative action dilemmas than when solving the hypothetical dilemmas of the DIT. Higher scores on the DIT were related to the use of principles rather than norms when making hiring decisions. Findings suggest that faculty decisions about hiring a hypothetical affirmative action candidate are more influenced by moral reasoning level and competing conceptions of justice than racial bias or ambivalence.