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This volume focuses upon the complex nature of the work-family interface, and how families around the globe deal with the inherent dilemmas therein. Chapters examine how work affects families in both overt and discrete manners, as well as how family life, in turn, affects paid employment.
This practical handbook for designing and teaching hybrid or blended courses focuses on outcomes-based practice. It reflects the author’s experience of having taught over 70 hybrid courses, and having worked for three years in the Learning Technology Center at the University of Wisconsin-Milwaukee, a center that is recognized as a leader in the field of hybrid course design. Jay Caulfield defines hybrid courses as ones where not only is face time replaced to varying degrees by online learning, but also by experiential learning that takes place in the community or within an organization with or without the presence of a teacher; and as a pedagogy that places the primary responsibility of learning on the learner, with the teacher’s primary role being to create opportunities and environments that foster independent and collaborative student learning. Starting with a brief review of the relevant theory – such as andragogy, inquiry-based learning, experiential learning and theories that specifically relate to distance education – she addresses the practicalities of planning a hybrid course, taking into account class characteristics such as size, demographics, subject matter, learning outcomes, and time available. She offers criteria for determining the appropriate mix of face-to-face, online, and experiential components for a course, and guidance on creating social presence online.The section on designing and teaching in the hybrid environment covers such key elements as promoting and managing discussion, using small groups, creating opportunities for student feedback, and ensuring that students’ learning expectations are met. A concluding section of interviews with students and teachers offers a rich vein of tips and ideas.
Colleges and universities across the country face huge challenges as their faculties age, their budgets stagnate, and mandatory retirement becomes a thing of the past. In To Retire or Not? the nation's foremost authorities on retirement policy and practice provide a critical assessment of academic labor markets and retirement patterns, explaining how to adjust pension and other incentive programs to ensure proper replenishment of intellectual and human capital. Case studies vividly illustrate how to predict the need for special retirement programs, how to structure voluntary early-out benefit plans, and how age-based retirement incentives work in practice. Recent legal decisions are assessed and critiqued. A recent amendment to the U.S. Age Discrimination in Employment Act ended mandatory retirement for tenured faculty at colleges and universities across the country. This law let individual faculty members enjoy an economic benefit enjoyed by almost all other American workers: they could choose to continue working past age 70 or "sell" the benefit back to their universities in exchange for earlier retirement. At the same time, however, educational administrators were faced with a faculty bulge created by the expansion of the professorate in the 1960s and early '70s, and the so-called "surplus army" of Ph.D.s of the 1980s. Colleges and universities everywhere are now faced with the higher costs of retaining senior professors instead of hiring entry-level replacements at lower salaries.