Guidelines for performance-based faculty increases (revised 3/30/2015)
These guidelines are underpinned by a data collection system to support decisions made by the Dean on merit and incentives for performance that enhance the goals and objectives of the School of Business Administration.
As preamble, we begin by recognizing that the School of Business administration is an AACSB accredited business school. Our faculty members are responsible for delivering high quality instruction and student advising, high quality research, and responsible and committed service. Associated with this balanced perspective on faculty contributions, our norm is to evaluate faculty using 40% teaching, 40% research and 20% service and full-time lecturers on 60% teaching and 40% service.
We recognize that in the interests of best serving our students’ and other constituencies’ needs, it is common practice to hire faculty members in accordance with the school’s mission for research output and quality and pedagogical specialization. Hence the workload of tenure track faculty is modified to provide an appropriate mix of teaching, research and service responsibilities relative to career stage and unique capabilities in accordance with our mission. The consequence of this practice is that the assigned workload for teaching, research and service may vary from faculty member to faculty member as the Dean seeks to optimize the faculty’s role in achievement of the school’s mission and objectives.
Our system of allocating performance based salary increases thus allows the Dean to take into consideration the school's strategic objectives and the unique contributions of individual faculty towards those objectives.
This system shall build upon and reinforce the following principles:
- Fairness and equitability of resource allocation and workload
- Transparent reporting of faculty responsibilities and achievements
- Professionalism in fulfillment of the academic role; a role that cannot be completely anticipated nor comprehensively captured.
The following protocol for determining and allocating performance based salary increases is designed to support that objective. Overall, the approach is based upon a comparative evaluation of performance across peers within an area of responsibility and a weighting of each area of contribution in the determination of the total increase.
Last modified March 30 2015 03:33 PM