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Adjunct faculty have become a significant part of the collegiate workforce in times of financial constraints; however, they are not supported like their full-time counterparts and have lower career and job satisfaction. Some institutions have responded to the increase in dependence on adjuncts by developing support systems in the form of teaching and learning centers. This phenomenological case study’s purpose was to explore the lived experiences of adjunct faculty using a center for teaching and learning (CTL) and explore the impacts the CTL has on adjunct job satisfaction. A purposive sample of six adjunct faculty, two CTL leaders, and one American Association of Community Colleges leader participated in in-depth interviews recorded through Zoom. The collected data were transcribed and used to construct four major themes and six subthemes through the processes of using in vivo coding, initial coding, and descriptive coding. The major themes included the CTL practices, inclusiveness, confidence, and satisfaction. The findings from this study imply that factors which enhance job satisfaction are totally distinct from those associated with job dissatisfaction; the presence of certain job attributes (motivators) lead to satisfaction, and the presence of hygiene factors, such as working conditions, prevents dissatisfaction. Overall, the results of this study could encourage institutions’ administrators to refine certain features within the CTL to manage adjunct faculty’s job satisfaction.
As the debate regarding the increasing use of adjunct faculty in higher education continues to swirl, the voices of adjunct faculty themselves are rarely heard. Stories abound regarding the poor working conditions in which most adjunct faculty labor, yet many of those that employ adjunct faculty are unaware of how the conditions impact an adjunct's ability to teach effectively. Adjunct Faculty Voices gives a voice to this growing population. It shares the experiences and clear benefits adjuncts gain from having access to professional development opportunities. In spite of a shortage of resources, there are institutions offering development programs that target the pressing needs of this population.The first part of the book features the voices of adjunct faculty who tell their stories of finding professional development and creating or connecting with communities of colleagues for mutual support. These adjunct voices represent a range of disciplinary perspectives, career stages, and institutional types. In the second section, the authors draw upon a benchmarking study of adjunct faculty developing programs, examine specific challenges and highlight successful practices. Institutions can support adjunct faculty through teaching academies and faculty learning communities; mentor programs; conference support; and adjunct faculty liaison positions.Topics discussed include:• Best professional development practices that support and benefit adjunct faculty• Faculty social isolation and community-building opportunities• An overview of changes affecting the academic workforce• An outline of issues and working conditions• Current demographics and types of adjunct faculty• Survey results from adjunct faculty developers• Adjunct faculty narratives featuring their professional development and community experiencesTeaching and Learning centers across the country are responding to the growing adjunct cohort in innovative and efficient ways. Administrators, deans, department chairs, and adjunct faculty will all benefit by hearing the voices of adjuncts as they express the challenges faced by adjunct faculty and the types of professional development opportunities which are most beneficial.
This quantitative causal comparative research study, guided by Herzberg's (1964) Two Factor Theory of Motivation, and conducted with 106 online adjunct faculty members teaching at a community college in a Southeastern state, examined the effects of four types of professional development (PD) training for online instruction (i.e., fully online, fully face-to-face, blended [online and face-to-face], and none) on online adjunct faculty members' levels of motivation and hygiene job satisfaction. Data were analyzed using two one-way MANCOVAs. The first one-way MANCOVA addressed the first research question, which inquired if there were significant differences across online instruction PD training groups on the motivation job satisfaction factors of general job satisfaction, recognition, and autonomy, controlling for online instruction self-efficacy and age. The second one-way MANCOVA addressed the second research question, which queried if there were significant differences across PD training groups on the hygiene job satisfaction factors of faculty support, salary, and teaching schedule, controlling for online instruction self-efficacy. Results from the first one-way MANCOVA showed that participants in the four online instruction PD training groups did not have significantly different levels of general job satisfaction, recognition and autonomy. Results from the second one-way MANCOVA were significant. Participants in the entirely online PD training group had a significantly lower mean faculty support score than did participants in the blended PD training group. Participants who had not received PD training for online instruction had a significantly lower mean teaching schedule score than did participants in the other three PD training groups.
Colleges and universities across the US have created special initiatives to promote faculty development, but to date there has been little research to determine whether such programs have an impact on students' learning. Faculty Development and Student Learning reports the results of a multi-year study undertaken by faculty at Carleton College and Washington State University to assess how students' learning is affected by faculty members' efforts to become better teachers. Extending recent research in the Scholarship of Teaching and Learning (SoTL) to assessment of faculty development and its effectiveness, the authors show that faculty participation in professional development activities positively affects classroom pedagogy, student learning, and the overall culture of teaching and learning in a college or university.
This pre-experimental one-group pretest-posttest study examined the impact of RISE Model for Peer Feedback training and utilization on job satisfaction for faculty teaching online classes.To evaluate the impact of the training and use of a robust discussion facilitation model on faculty job satisfaction, participants in the study completed a job satisfaction/dissatisfaction survey, engaged in a self-directed training module on the RISE Model for Peer Feedback, utilized the model to facilitate discussions in their classes for four weeks, and completed the job satisfaction/dissatisfaction survey following the study period. The researcher sought to answer three guiding research questions regarding the impact of the training and use of the RISE Model for Peer Feedback on faculty job satisfaction. The original contribution to knowledge of this study is the demonstration of the necessity for best practices in online discussion facilitation and the role the discussion plays in student learning and engagement in online classes. In addition, this study presents the obstacles encountered by adjunct faculty and their engagement in professional development activities. The results provoke the need for academic research regarding adjunct faculty engagement in professional development activities.
Contingent Academic Labor is a concise guide that offers higher education professionals a way to measure the degree of equality taking place in work environments for non-tenure track faculty across institutional settings. It frames the relevant issues and examines the nationwide situation facing contingent faculty across the professional landscape. The goal is to review contingent faculty treatment, and offer a standardized way to identify both equitable and unjust practices that impact adjunct faculty and their students by extension.The main feature of this guide is The Contingent Labor Conditions Score, a tool to help evaluate current labor practices that impact adjuncts in both positive and negative ways. The report card measures 3 areas of labor conditions:*Material Equity: Pay, job security and benefits*Professional Equity: Opportunities for advancement, professional development, academic freedom, sense of professional inclusion, and job satisfaction*Social Equity: Gender and race parity between contingent and non-contingent faculty in proportion to the population servedThis book will be useful for administrators and labor organizers alike in assessing the degree of exploitation, or empowerment, in their own institution. The Contingent Labor Conditions Score, as a standardized tool, will serve audiences on both sides of the discussion in creating positive steps forward, improving not only contingent faculty working conditions, but ultimately improving student outcomes.
Job satisfaction has long been considered a predictor of employee loyalty and retention. On the academic side, adjunct faculty have played a key role in post-secondary education for decades. As use of part-time adjunct faculty increases, now more than ever colleges should be focusing on attracting and retaining qualified adjunct faculty. Increasing enrollment, a changing demographic of student, modern technology and cost implications are all reasons why there has been an increase in demand for non-tenured or part-time faculty. With increased demand comes competition for the most qualified and able instructors. While competitive salary is a consideration, there are many other factors such as reputation, flexibility, comfort, and training that should be considered. This quantitative, Ex-Post- Facto (Casual-Comparative) study focused on Herzberg’s Two Factor Theory of Motivation, utilized the Part-Time Faculty Job Satisfaction Survey (P-TFJSS), specifically the subscale for overall job satisfaction, drew from a sample size of 250 adjunct faculty with 83 participants. Two outliers were removed leaving the sample size of 81 participants. A Mann-Whitney U test allowed the researcher to reject the null hypothesis. The researcher concluded that informal mentoring does indeed impact adjunct faculty job satisfaction.
An in-depth look at Centers for Teaching and Learning and their profound impact on US higher education. Centers for Teaching and Learning (CTLs) are important change agents on campus with strategies that are unique and impactful—but sometimes unarticulated or misaligned. In this wide-ranging book, Mary C. Wright maps the landscape of 1,200+ CTLs in the United States through a unique approach: by conducting complex web searches to identify and categorize CTLs, then examining the wealth of information that is available on these institutions' own websites. The data she uncovers reveal important insights into CTLs' strategies and operations and offer a fuller picture of the impact these centers are making on US higher education as a whole. Drawing from this web-based methodology, as well as interviews with CTL leaders and staff, Wright provides a broad picture of educational development in the United States and examines trends in what CTLs aim to accomplish, key strategies for reaching these goals, programs and services they offer, and their impacts on campuses. She also explores new organizational mandates for CTLs, including ones involving instructional technology and online learning, assessment, writing, service learning and community engagement, and career and leadership development. In response to increased constituency sizes and expanding missions and mandates, she notes, centers are also incorporating new faculty and student engagement structures. Key chapters focus on goals and theories of change, program types and exemplars, organizational structures, assessment and evaluation practices, and emerging trends. Offering guidelines for effective strategic leadership, Centers for Teaching and Learning documents the growth of this important organizational unit in US higher education and explains the role these centers play in supporting operational needs, strategic aims, and organizational change.