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1.
Using a mixed methods, multilevel research design, this pilot inquiry explored the relationship between college faculty professional development and the academic achievement of diverse students by coupling two separate links: (a) the effects that professional development activities have on improving teaching strategies, and (b) the effects these teaching strategies have on student learning. Data were collected from administrators, faculty, and students to discover what teaching strategies are being used and, in their view, how these strategies affect learning outcomes. Data sources included a survey, documents, interviews, and observations. The case study institution is a New Mexico community college, and the research focuses on two academic programs with 145 students enrolled. Data analyses revealed three main themes: (a) faculty development and its link to teacher effectiveness and student learning outcomes are embedded in the mission, goals, and policies of the institution; (b) faculty development is considered vital, funding is always available, and faculty participate in on- and off-campus development activities to enhance their teaching effectiveness and student learning outcomes; and (c) the institution focused on collecting and analyzing student learning outcomes data, but no data-driven means for assessing the effectiveness of faculty development activities existed.  相似文献   

2.
A survey of novice community college teachers in Arizona examined what learning experiences are available to help them learn to teach, and how valuable they consider those experiences to be in learning to teach. These activities can be organized into four general categories: reflective activities, classroom application, formal methods of learning teaching strategies, and college-based activities. Of these activities, new teachers value reflective activities the most, followed by classroom application, then formal methods of learning teaching strategies. College-based activities got the lowest ranking. These rankings raise two questions that warrant further professional exchange and research. First, are college-based professional development activities actually less valuable in promoting student success, or are they simply perceived that way by faculty members? Second, is there an intuitive process that new teachers use to learn to teach that relies more heavily on reflective and applied activities?  相似文献   

3.
Generational and life course theory lenses were placed upon one finding of a large-scale qualitative interview-based study focused on if and how community college faculty members construct work–life balance. Twenty-eight interviews with faculty members at a midwestern community college were conducted. Differences regarding to work-life balance approaches between Baby Boomer (n = 15) and Generation X (n = 13) faculty and as mediated by position within the life course are elucidated. We termed this finding tides of life, which is comprised of three subfindings: roles, tenure, and gender performance. Practical implications of this finding are put forward. Better understanding of the nuanced ways in which community college faculty construct work–life balance can inform policy decisions that impact faculty work. Moreover, better understanding of faculty life in a general sense is critical as community college leaders craft policies and refine practices related to faculty employment contracts, work environments, support mechanisms, professional development, and mentoring.  相似文献   

4.
This article describes the creation and implementation of a faculty interest group for historically underrepresented faculty at a large, urban community college in the Northeast. Faculty interest groups provide opportunities for faculty across disciplines to meet to explore common interests and share concerns and best practices. The faculty interest group described in this article was designed to explore and address the challenges faced by historically underrepresented faculty and facilitate the process of attaining reappointment, promotion, and tenure. Nationwide, nearly half of community college students come from populations that are also historically underrepresented, and community colleges are challenged to recruit and retain faculty that mirror the student body. Research demonstrates that historically underrepresented faculty members enrich the overall education of all students, and yet a significant number of those faculty members describe their college campuses as unwelcoming. Factors that make campuses unwelcoming for these faculty include, but are not limited to, the following: isolation and marginalization; salary disparities; microaggressions based on race, gender, and sexual identity; heightened visibility; and additional role demands. Community college administrators ought to be concerned with historically underrepresented faculty members’ satisfaction and persistence on campus because these faculty members are vital members of the academy. Faculty interest groups for historically underrepresented faculty may provide the support and professional development opportunities that will ensure their retention and success in academia.  相似文献   

5.
This study explored institutional governance in an Alabama public two-year community college and investigated the perceptions of faculty and administrators within this sector. To answer the research questions for this study, a quantitative cross-sectional survey utilizing inferential analysis of the collected data was employed. To analyze the perceptions of Alabama community college faculty members and administrators regarding their interactions in institutional governance, three quantitative research questions were used. The research questions were analyzed based upon participant responses from the survey instrument. Analysis of variance (ANOVA) was the statistical method used to determine if any significant differences in perception existed between faculty and administrators. The results of the study revealed that a significant difference existed between faculty and administrator perceptions with respect to institutional structure and shared governance, but no significant difference existed between faculty and administrators perceptions with respect to supervisory relationships. Considering the findings and conclusions of the present study, the researchers made recommendations related to institutional governance.  相似文献   

6.
ERIC     
Three focus groups consisting of 42 board of trustee members, community college presidents, senior administrators, and faculty members developed critical issues facing community colleges with respect to instructional planning and services; planning, governance, finance; and workforce development. Thereafter, the delegation of more than 200 voted upon the overall top critical issues. “Ask customers what they want and give it to them—create for the future,” “the first rule of business is the same as the first rule of life: adapt or die;” and “hire the right people, get them on the right seat on the bus, and keep them there” were the top three critical issues overall.  相似文献   

7.
Community engagement is one of the major innovations that has occurred in higher education over the last 20 years. At the center of this innovation are faculty members because of their intimate ties to the academic mission. This article examines the progress that has been made in understanding this critical area of faculty work. It builds on past research to consider how the conceptualization of faculty community engagement influences the kinds of questions we ask about it and the kinds of recruitment, support, and professional growth we provide. Implications of the study and for the practice of faculty community engagement are provided for researchers, administrators, and faculty members.  相似文献   

8.
Three focus groups consisting of board of trustee members, community college presidents, senior administrators, administrators, and faculty members developed critical issues facing community colleges with respect to instructional planning and services; planning, governance, and finance; and workforce development. Thereafter, the delegation of more than 200 voted on various aspects of the most critical issue divulged in the 2008 Community College Futures Assembly: general education assessment is coming. The findings, including opportunities and challenges, potential implications for community college administrators, and future research topics are also discussed, mostly in the context of workforce development opportunities.  相似文献   

9.
According to D. Hull and D. Parnell (1991), technical preparation, commonly referred to as Tech Prep, is essentially an innovative approach to vocational education. It is designed to integrate academic subjects (i.e., mathematics and science) with vocational-technical education subjects (i.e., engineering technology, applied science) and mechanical, industrial, or vocational subjects (i.e., agriculture, health, and business). This study focused on community college presidents' knowledge of attitudes toward Tech Prep in the North Carolina Community College System (NCCCS). Four research questions were addressed in the research that are essential to the success of Tech Prep initiatives in the NCCCS. These questions were (1) to what extent are the 58 community colleges in North Carolina actively engaged in Tech Prep programs?; (2) how many of the colleges have been actively involved in Tech Prep programs for four or more years?; (3) to what extent do senior administrators, faculty, and administrative support staff differ in their opinions of Tech Prep programs in their respective colleges?; and (4) what are the differences in opinions of Tech Prep among community college presidents, faculty, and administrative support staff on issues such as recruiting better-prepared students, retention, and graduation rates?  相似文献   

10.
The staff development goals and activities of United States community colleges were studied. A total of 1,315 questionnaires were mailed to community college academic deans in the spring of 1979. Of the 687 colleges responding, 413 indicated that their college had an organized staff development program or set of activities, and another 241 colleges indicated no such program at this time.

The results showed that the most frequently mentioned staff development goals of the 31 goals studied related to the improvement of the full‐time teaching faculty as opposed to part‐time faculty and other academic and non‐academic support personnel. Second, the most highly rated and used practices were travel and grants programs for faculty. Some of the least effective of 48 practices investigated were programs for the “faculty evaluation of college administrators” and “lighter than normal teaching loads for first‐year faculty.”

It is recommended that colleges offer a variety of staff development programs for each of their staff development groups and that research be conducted to determine participant perceptions of the usefulness of various staff development practices.  相似文献   

11.
This analysis reviews the research that has been done on the connection between research productivity or scholarly accomplishment of faculty members and their teaching effectiveness (as assessed by their students). On average, there is a very small positive association between the two variables. To understand this relationship better, extant research was explored for factors that might mediate either positive or inverse associations between research productivity and teaching effectiveness and those that possibly could be common causes of them. Pedagogical practices and dispositions of faculty members, as well as certain course or class characteristics (size of class, electivity of course), were examined as potential mediating factors. Potential common causes investigated were academic rank and age of faculty members, their general ability, their personality characteristics, and the amount of time or effort they spend on research activities. The association between research productivity and teaching effectiveness was explored further by considering whether its size and direction varies by career stage of faculty members, their academic discipline, and the type of college or university in which they teach.  相似文献   

12.
ABSTRACT

During the course of a career, community college administrators are engaged in activities that are believed to enhance their skills, knowledge, and abilities. Career-related activities such as furthering one's education, participating in professional development activities, and cultivating mentoring relationships may impact the career advancement of administrators. They may also provide opportunities for administrators to grow and develop as leaders. Using social and human capital as a theoretical lens, this article provides an increased understanding of the types of formal and informal activities that senior community college administrators participate in, as well as their perceptions of whether these activities are important for career advancement and development. It also further explores the role that mentors play in the lives of administrators. Findings reveal that administrators in this study participated in a variety of professional development activities both off- and on-campus, and a majority of administrators indicated that they had a mentor in higher education. Implications and areas for future research are discussed.  相似文献   

13.
On most community college campuses where quality and improvement are taken seriously, there are at least three coexisting languages. The language of total quality management is spoken by administrators and by faculty members who teach management or business courses; the language of assessment is spoken by both faculty members and administrators; and the language of teaching and learning is spoken primarily by faculty members and academic administrators. Each language reflects a philosophical commitment to improvement. Each overlaps in terminology with the other two. Each suffices well in its own domain. Yet each is, by itself, insufficient as a campuswide lingua franca of continuous improvement. These languages may continue to coexist. If a college is really to accomplish a paradigm shift throughout the institution, however, it must generate its own language—a language spoken by all, a language that describes and discusses a campuswide system of quality, improvement, and change.  相似文献   

14.
周建华 《教育研究》2012,(2):147-152
以国培计划(2011)——中小学骨干教师研修项目人大附中高中数学班学员为研究对象,从高中数学骨干教师专业发展、有效教学行为及有效教学行为归因三方面进行研究。结果表明,被试的专业理念较为先进,但专业成长途径、专业知识还不能很好地支撑教师的专业发展;有效教学行为中数学学习、数学教育、数学情境与问题创设及教学艺术四个因子的得分均处在高位,但在实践层面是否与此相吻合,还有待进一步研究;从有效教学行为的归因看,外因得分较低,学校领导应为教师的专业发展创设良好的评价导向和团队影响。  相似文献   

15.
The fabric of higher education has changed dramatically in recent years with a sudden increase in the presence of part-time, nontenured faculty. Adjunct faculty have a significant presence in higher education institutions and need opportunities available to them so they feel like an important part of academic culture and are prepared to teach. The purpose of this phenomenological study was to understand the similarities and differences in perceptions between three division chairpersons and 15 adjunct faculty members from three separate departments regarding teaching support, mentoring, and professional development opportunities at one community college. It was found that chairs and mentors appeared to be the most valuable individuals in supporting, acclimating, and retaining adjunct faculty according to the participants in this study. Without the roles chairs and mentors assumed, adjunct faculty could flounder and teaching quality could be hindered.  相似文献   

16.
In 2010, the Mathematical Association of America began a 5-year study of Calculus I, a critical gatekeeper for students interested in science, technology, engineering, and mathematics careers. The study, titled Characteristics of Successful Programs in College Calculus, included case studies of successful Calculus I programs conducted by multidisciplinary research teams. The purpose of this article is to present the community college case study findings and to highlight the benefit of the multidisciplinary research teams. Using multiple lenses and analytical frameworks, the study identified factors that jointly contributed to Calculus I program success, including high-quality instruction, academic and social support for students, loose course coordination, a culture of faculty autonomy and trust, and attention to course placement and transfer policies. The findings suggest areas of focus for faculty, administrators, and other stakeholders working collectively to improve Calculus I in community colleges. These include faculty professional development to improve interactive lecture, strategic use of outcomes assessment, and attention to institutional placement and transfer policies.  相似文献   

17.
A system has been developed for measuring the performance of faculty members at Middle East Technical University (METU) in 1998. This system has been designed to provide feedback for improving the quality of academic work. It involves a separate set of criteria and measures for each college within the university. The criteria used for the College of Engineering include publications, editorial work and translation, professional and other research activities, educational activities, memberships and awards, and other activities. Faculty members are recruited based on these criteria. They report their activities and works annually as required by this system, and they can access their measurement results through the university Intranet. These results play a significant role in promotion of the faculty members. Awards are given to faculty members who demonstrate superior performance. This system has also been utilised to measure the efficiency of engineering departments, and guide and support departments in improving their efficiency. Since the beginning of implementation of this system, significant changes have been observed in preferences and activities of faculty members, and their performance. The paper discusses impact of this system on performance of the Engineering College.  相似文献   

18.
Using the evaluation research strategy (Geroy & Wright, 1988) as a guideline, the authors conducted a needs assessment with 280 support staff, faculty, and administrators at a mid–sized community college. We taught the nominal group technique (Delbecq & Van de Ven, 1971) to representatives from each of these three groups. These representatives facilitated the participation of virtually all employees at the college in identifying a prioritized list of items that would enable these persons to “do their jobs better.” Analysis of the suggested performance improvement solutions utilized the performance technology model (Gilbert, 1978) and indicated that the solutions fell into five categories of intervention: high–yield training, direction and flow of information, resources, performance incentives, and medium–yield training. This combination of models and methods provided the decision makers with data that refocused their vision from planning professional development training to planning for performance improvement. These data represented needs, not wants, and enabled them to recognize the importance of addressing both training and non–training options.  相似文献   

19.
Administrators in professional programs perceive influences on the program from within the university as stronger than do faculty but the two groups do not perceive the strength of societal influences, professional community influences, or internal levels of curriculum debate differently. After controlling for program and institutional sizes and institutional types, these differences between faculty and administrator views regarding relationships between the program and the university appear characteristic of certain professional fields. The analysis was based on subsamples drawn from a data base of survey responses from 873 administrators and 849 faculty members in ten professional fields representing 732 programs in 346 colleges and universities.  相似文献   

20.
As higher education continues to experience a shift in demographics commiserate with the United States population, colleges and universities are making more concerted efforts to recruit men of color as staff, administrators, and faculty to reflect their diversified student bodies. One way to retain men of color staff members is to provide mentoring programs. While there are authors who are examining the benefits of mentoring, there has been little research into how men of color staff members of community college experience mentoring as a mentee and as a mentor. In this study we sought to understand how do men of color experience mentoring, both as mentor to undergraduate men of color and as staff mentees at a community college. The findings of our study include three common themes: investments made by mentors, investing in mentees, and support from administration.  相似文献   

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