Updated 05/13 Table of Contents

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1 Updated 05/13 Table of Contents Section I: MISSION AND VALUES Section II: COLLEGIATE FACULTY DEVELOPMENT AND RECOGNITION Section III: UNIVERSITY FACULTY DEVELOPMENT OPPORTUNITIES Section IV: COLLEGE CENTERS Section V: COLLEGE POLICIES Section VI: COLLEGE STANDING COMMITTEES Section VII: COLLEGE DECISION MAKING Section VIII: PRINCIPLES USED FOR APPOINTMENT, PROMOTION, GRANTING OF TENURE AND CONTINUOUS EVALUATION OF FACULTY FACULTY REVIEW PROCESS Section IX: APPENDIX Critical Dimensions of Teaching Categories of Scholarly Activity Maintenance of Academic Qualifications: Activities and Evidence Maintenance of Professional Qualifications: Activities and Evidence Accounting Department Addendum to Section VIII: Relationship with the Profession

2 Section I: MISSION AND VALUES College of Business and Economics Western Washington University We are a student-focused school of business and economics engaged in scholarly and professional activities that contribute to the well-being of society. Educational Focus As part of Western Washington University, the College aims to include a broad perspective based on the liberal arts as part of our education. We believe in the values articulated by Western Washington University, especially those of student engagement with the faculty and the community, the building of professional skills, an environment with diverse perspectives, and responsibility for stewardship of resources, whether they be financial, human, or environmental. We believe to accomplish our goals our faculty must be teacher-scholars faculty with a strong disciplinary home and expertise who also are motivated to teach and continually innovate in their teaching. Student Focus The College mainly serves traditional-age undergraduate students from the state of Washington, and primarily from the western part of the state. However, we welcome students from the region, nation, and world and from all backgrounds. We educate both students whose only higher education experiences have been at Western and those transferring from other institutions, especially community colleges. We are interested in inclusion of students from other countries through exchange programs to increase the diversity of experience within the College, but we follow the University s strategic mission, vision, and goals to serve the needs of the people of the state of Washington. Our MBA program has four focus populations, each individually targeted by one of our MBA tracks, and with each of which we emphasize prior work experience. Research Focus The College attempts to recruit, select, hire, and develop teacher-scholars. Accordingly, our main emphasis in scholarship is on disciplinary research to advance knowledge in the area; our secondary emphasis is pedagogical research to advance excellence in teaching, both generally and in the discipline. We also have a supplementary expertise in and orientation toward research that informs public policy and practical application. Strategic Focus - 1 -

3 The College supports and works toward Western Washington University s five strategic goals within the context of business and economics education. These goals are operationalized by the College into our list of action items, which can be found on the College s web site. C O R E V A L U E S Creation & Acquisition of Knowledge College of Business & Economics Western Washington University Application of Knowledge Search for truth Intellectual integrity Free exchange of ideas Lifelong learning Independent thought Preservation & Dissemination of Knowledge Professionalism Congenial & Supportive Academic Environment The College of Business and Economics places a high value on the creation and acquisition of knowledge, and on its preservation, dissemination, and application. To this end, we endeavor to act with a high degree of professionalism within a congenial and supportive academic environment. Section II: COLLEGIATE FACULTY DEVELOPMENT AND RECOGNITION A. Distinguished Research Fellow One Distinguished Research Fellow may be selected each year funded at $10,000 per year. The criteria for selection include: research publications in reputable outlets, research that contributes to a community of scholars, research that has had an impact on theory, teaching, and practice, and research that has enhanced the scholarly reputation of WWU

4 The Fellow is honored at a public event and featured during his/her term as a fellow (term is for three years). B. Distinguished Teaching Fellow One Distinguished Teaching Fellow may be selected each year funded at $10,000 per year. The criteria for selection include: excellence in teaching, scholarly publications on teaching and learning, curriculum development and enhancement, contributions in teaching and learning to professional societies, and service in support of the WWU teaching mission. The Fellow is honored at a public event and featured during his/her term as a fellow (term is for three years). C. Faculty Summer Research and Teaching Grant Program College summer research and teaching grants are available to faculty to assist in their research or teaching development, usually during the summer months. Faculty applying for these grants must supply a proposal that includes an outline of the specific project, the expected time to completion, whether or not it is likely to lead to further funding opportunities, and the journal that is the likely target for the work. The objective of these grants is to encourage and support academic research leading to publication in refereed journals and the development of new and innovative pedagogical techniques and strategies. Grant recipients are expected to provide a seminar to the University community on the topic of their activity in the year following receipt of the grant. D. Dennis R. Murphy Research Award At least four awards are given annually to the authors of papers published or accepted for publication during the year. These papers, already accepted for publication in refereed journals, are juried with recommendations made to the dean, who makes the final decision. The awards, consisting of $1000 and a certificate, are presented each year at the fall faculty retreat. E. David Merrifield Research Award At least one award is given annually to the authors of a paper published or accepted for publication during the year that meets specific criteria valued by David Merrifield and published annually in the call for submissions. The award, consisting of $1000 and a certificate, is presented each year at the fall faculty retreat

5 F. Allette & Cayden Franklin Excellence in Teaching Awards Up to two awards annually given in recognition of a faculty member s contribution to the art of teaching and the enhancement of student learning. The awards, consisting of $1000 and a certificate are presented each year at the fall faculty retreat. G. Faculty Teaching Assignments and Course Releases Faculty may request variations in their teaching assignments as part of the annual review and goal setting undertaken with the department chair. Requests for release time or special teaching schedules are evaluated by the chair in consultation with the dean. Consideration is given to the applicant s development and to student demand. Special teaching assignments are made a year in advance to allow faculty to be fully prepared to take advantage of the opportunity. H. College Professional Development Leave Professional development leaves within the College include various exchange opportunities with foreign universities and leave without pay. Leave without pay may be requested to permit faculty to be involved in a variety of activities, including non-exchange visits to other universities, government agencies or businesses. Usually such leave is requested for study, scholarly or creative activity, or professional development. Each year, a number of faculty take advantage of this opportunity. Exchange opportunities with foreign universities may include both individually arranged opportunities, as well as on-going arrangements with institutions in Australia, Japan, and Mexico. I. Faculty Exchange The College has the opportunity to have a regular faculty exchange with Asia University in Tokyo. Faculty are supported to live in Tokyo for a year to conduct research and offer seminars, and the exchange faculty coming to Western Washington University are provided with similar support. This provides an excellent opportunity for faculty to do field research in Japan, and for the faculty here to interact with the visiting Japanese faculty member, who is supplied an office in the College of Business and Economics. Western Washington University also has a regular faculty exchange with the University of Maine (Orono), involving faculty participating in Canadian Studies, and with the NICSA Program. Individual faculty exchange opportunities may be arranged with other universities both within the United States and abroad when such exchanges contribute to the professional development of the faculty member

6 J. Mentoring The Department Chair is the primary mentor for faculty. However, each nontenured faculty member is provided with a committee, comprised of one departmental faculty person and one non-departmental faculty member, who are responsible for assisting with the development of research and teaching skills. The support of senior faculty as mentors assists in acculturating the new faculty to the environment and goals, objectives and expectations regarding teaching and research. This process is monitored as part of the annual review. In addition, all tenured members of the College faculty are expected to offer support and encouragement to each new faculty member. K. Computer Support and Education Personal computers and appropriate software are supplied to the faculty offices. The College is fully networked, and easy access to data sources both on and off campus are provided, including access to the University library. The College employs a full-time management information staff to assist the faculty and support staff with computer services, supplying training and assistance with new software, special statistical techniques and in other areas. L. Faculty Participation in Professional Academic Meetings and Associations The College and departments strongly encourage and support faculty travel to conferences, academic workshops, and professional meetings. Faculty participation in these activities is an integral part of professional development, allowing them to keep abreast of new ideas in research, advances in teaching, and to develop relationships with professionals from other universities. Criteria for Decisions Regarding Funding for Faculty Travel Travel requests will be granted based on the importance of the travel to the mission of the college and/or department. Below are the criteria that will be considered in making this determination. Criteria: Whether the faculty member is substantively on the program (i.e., presenting a paper, serving on a panel or as a discussant, chairing a session) Whether the faculty member is participating in a meeting as an officer of the organization or a member of a editorial board The faculty member s standing (NTT, tenure-track, tenured) - 5 -

7 Whether the travel contributes to the faculty member s professional development in scholarship or teaching Whether the faculty member has travel previously approved in the academic year Whether the faculty member's previous travel has led to publications, external funding, curriculum enhancement, or other significant outcomes. Faculty who have achieved tenure are encouraged to consider seeking leadership roles in regional and national professional associations. Special support, including travel funds, is available for major involvement. M. Graduate and Undergraduate Student Assistants Faculty may request student assistants to support their research effort. Undergraduate student assistants are assigned by the department chair, and graduate assistants are assigned by the MBA Program Director. Undergraduate students may be supported by work-study funds or by College funds, while graduate assistants are recipients of Graduate Assistantships or are otherwise employed for this purpose. N. Faculty Colloquium Series The College appoints a Faculty Colloquium Series Committee each year that is responsible for arranging faculty research seminars. Each year, some of the presenters are members of our faculty while others are noted researchers from other West Coast universities. The purpose of these seminars is to provide an opportunity for College faculty to share their research interests and findings with other faculty and to obtain critique and feedback. Invited researchers from other universities help to stimulate research interest as well as keep us abreast of leading research. O. The Faculty Retreat Each year the entire faculty gathers at the beginning of the academic year to evaluate the year past and to established short run goals and objectives for the upcoming year. College reports are presented, and policy issues may be debated. As appropriate, speakers may be brought in to discuss relevant topics including research, teaching skills, new technology and various legislation or other changes that affect the education environment. P. The Group Decision Support Lab This is a networked research computer lab designed to undertake research in the area of small group decision-making. Several faculty from within the College participate in the activities of the Lab, which includes pure research as well as - 6 -

8 assistance to various corporations in the region. Several research papers have been published based on the work in this area. Q. Parks Hall Computer Labs These fully networked facilities and their staff are dedicated to assisting students and faculty in a variety of computing activities. Students use the facilities to satisfy course requirements in computerized data management and simulation techniques, quantitative analysis using statistical software packages, and business games. The faculty applications are geared to the development and testing of courseware and software, including simulation programs and business games

9 Section III: UNIVERSITY FACULTY DEVELOPMENT OPPORTUNITIES A. Professional Leave with Pay Faculty who are eligible may apply for up to one year of professional leave with pay. Eligibility, application procedures, and the review process are specified in the Collective Bargaining Agreement, Section 10. B. Distinguished Faculty Awards Program This program is designed to recognize and reward outstanding faculty who have demonstrated excellence in teaching or research. The recipients recognized at Opening Convocation each fall. The Provost establishes a committee each year to review the criteria and procedures and to solicit nominations for the awards. C. Office of Research and Sponsored Programs The Office of Research and Sponsored Programs is a University office that provides research support in the form of assistance with grant and contract applications. It also is a repository of solicitations for grant applications, and the staff is responsible for bringing opportunities to the attention of the appropriate faculty. D. Faculty Development Program This program awards faculty development grants four times each year to individual faculty members or groups of faculty. These grants may be used for the improvement of teaching or for seed money in helping to establish a research activity. E. Faculty Summer Research and Teaching Grant Program Summer research and teaching grants are available to faculty to assist in their research or teaching development during the summer months. Faculty applying for these grants must supply a proposal that includes an outline of the specific project, the expected time to completion, whether or not it is likely to lead to further funding opportunities, and the journal that is the likely target for the work. The objective of these grants is to encourage and support academic research leading to publication in refereed journals and the development of new and innovative pedagogical techniques and strategies. Grant recipients are expected to provide a seminar to the University community on the topic of their activity in the year following receipt of the grant

10 Section IV: COLLEGE CENTERS A. Center for Economic and Business Research This Center has a wide range of responsibilities with respect to research. They include: - Undertaking original research designed to increase understanding of the economic activity in this region, particularly the relationship between Northwest Washington and Lower British Columbia. This includes the development of an econometric forecasting model of the region. - Sponsoring research workshops, conferences and colloquia. - Publication of a working paper series to disseminate faculty research output, publication of conference proceedings volumes, and publication of The Northwest Economic Review. - Providing faculty with assistance in data generation and analysis, and other support services and technical assistance. - Coordinating research projects that involve input by several faculty members. - Providing information and assistance concerning funded research projects and research opportunities in the region. B. The Center for Economic and Financial Education This Center provides assistance to public school teachers in teaching economics. Funded by corporate support, the Center has been very successful in conducting workshops and courses in its service area. It also provides an opportunity to engage in research associated with public school economic education. C. The Center for International Business This Center coordinates many of the international activities of the College, and houses the two chaired professors of international business. The Center provides support to faculty interested in international opportunities of all kinds, as well as sponsors seminars and other activities. The Center sponsors research, special seminars, and programs of interest to internationalists. D. The CBE Center for Innovation in Education The CBE Center for Innovation in Education's mission is to foster excellence in management education through partnerships between business and the university - 9 -

11 that enrich students, encourage faculty, engage the business community, and reward excellence. E. The Small Business Development Center The Small Business Development Center provides counseling and other services to small business organizations in its service region. The Center is funded by Western Washington University, the Small Business Administration, and local agencies. It also provides opportunities for faculty and graduate students

12 Section V: COLLEGE POLICIES Faculty Consulting Procedures Faculty members and administrators may be called upon to provide consulting or other professional services to the community outside of the University and its institutional programs. These activities may or may not be income-generating. Consulting should enhance the teaching, scholarship or service abilities of the faculty and can make significant contributions to the various publics served by the college. Members of the faculty and administration will be permitted to engage in external consulting or other professional services on a reasonable basis. This policy is subject in all instances to the following conditions: 1. The first responsibility of the individual is to the College of Business and Economics and Western Washington University, and any outside activity must in no way interfere with the person s normal and full-time obligations and contributions to the University. 2. Any outside involvement must not involve any conflict of interest in terms of the person s obligations to the University or its programs and objectives. 3. An individual report must be made to the department chair and the college dean at the end of each academic year. 4. This policy applies to all full-time faculty and administrators during the academic year or other term of appointment. 5. All consulting activity must conform to applicable State and University policy and procedures, including University Policy Faculty Policy on Consulting and Other Compensated Professional Activities. Faculty Ethics Policy The Faculty of the College of Business and Economics subscribes to the highest ethical standards in conformity with the Values Statement. Specifically the faculty subscribes to the Code of Faculty Ethics found in Appendix 5 of the WWU Faculty Handbook. Chair Selection Policy and Procedure 1. The Dean of the College of Business and Economics shall declare nominations open for Chair. Nominations shall remain open for five working days following this announcement

13 2. Nomination forms shall be signed by the nominator and the nominee. 3. Nomination forms shall be submitted to the Dean s Office. 4. The Dean may meet with nominees to discuss the position. 5. The Dean shall call a department meeting within 10 working days after nominations are closed to announce and discuss the slate of nominees. 6. The Department may solicit policy proposals from the candidates and schedule one or more meetings to hear and discuss these proposals. 7. The department shall set a date of no more than 10 days from the last discussion meeting for the submission of secret written ballots to the Dean s Office. The selection is determined by majority vote. 8. The Dean shall announce the result of the process

14 Section VI: COLLEGE STANDING COMMITTEES A. POLICY COUNCIL The College Policy Council formulates College policies, coordinates the affairs of the College, establishes the agenda for the College faculty meetings, and serves as an advisory board to the Dean. The College Policy Council is comprised of the Dean, Associate Deans, Department Chairs, the Graduate Program Director, and one faculty member elected at large from each Department of the College. The Policy Council may additionally augment its membership by adding such program directors that in their judgment should be accorded membership in the Council. The Dean shall be the Chair of the Council. B. FACULTY GOVERNANCE COMMITTEE The purpose of the Faculty Governance Committee (FGC) is to act formally and informally as a representative of the CBE faculty. This committee was requested by the faculty senate as part of the governance structure of the college. Faculty Governance Committee approves and transmits to the Faculty Senate the names of CBE faculty willing to serve on Faculty Senate and certain ACC committees. The committee, to be composed of the elected representatives of the five departments to Policy Council, will meet independently once per quarter on a non-policy council date. Additional meetings can be called if need arises. Issues brought to committee attention will be considered and brought to the attention of appropriate organizations. The chair of this committee will be elected by the committee from among senior faculty committee members willing to serve. The committee will maintain minutes and forward them to the executive committee of the faculty senate. This is for their information and archival purposes. Procedures The committee shall be composed of the non-administrative members of Policy Council The Faculty Governance Committee will choose a chair. That person will be the CBE representative for any WWU meetings of college Faculty Governance Committee leaders. The committee shall meet at least once a quarter, usually on the first Wednesday of the quarter when Dean Chairs meets. This is intended to be an open meeting where any faculty can bring concerns to the FGC. C. FACULTY REVIEW COMMITTEE

15 The Faculty Review Committee shall be comprised of one tenured faculty member from each department elected by voting faculty of that department. The Faculty Review Committee shall be responsible for reviewing performance evaluations of all faculty being considered for tenure, promotion or merit awards. The Committee shall make recommendations to the Dean concerning any personnel action affecting the career progress of faculty members in the College of Business and Economics. If a member of the Faculty Review Committee is being considered for either promotion or tenure, that Committee member shall recuse himself/herself and the appropriate department shall appoint a replacement for that Promotion and Tenure cycle. If a member of the Faculty Review Committee is being reviewed for any other personnel action, that Committee member shall recuse himself/herself for his or her particular evaluation but shall participate in all other Committee work. The appropriate department shall appoint a replacement for this purpose. D. ASSESSMENT COMMITTEE The Assessment Committee shall recommend and, upon approval, undertake assessment appropriate to a continuous improvement process. If possible and appropriate, assessment instruments should have been developed by a national entity (AACSB, ETS, etc.). As appropriate, the committee shall act as liaison with the university assessment office. The committee will make recommendations regarding the uses of the information gathered. E. CEBR COMMITTEE The CEBR Committee members are typically involved in one of several categories: editor (of a specific discipline) of the Northwest Economics Journal, associate director of forecasting, survey advisory team, grant information coordinator, and specialty/ field member. F. COLLOQUIUM COMMITTEE It is the purpose of this Committee to foster the exchange of ideas and the encouragement of research and scholarly activities by providing a forum for presentations and discussion. It is anticipated that the principal work of the Committee will be the solicitation and facilitation of presentations of early research ideas as well as completed scholarly projects from the faculty of the College of Business and Economics. It will also sponsor speakers from outside of the College, with the objective of stimulating scholarly discussion and activity

16 G. CURRICULUM COMMITTEE The Curriculum Committee has two separate areas of responsibility. These are the approval of academic courses and programs within the college and the regular periodic review of degree requirements and curriculum. Composition The Curriculum Committee is comprised of one representative from each of the academic departments elected by the voting faculty of the department. The term of office is two years, with two of the members elected each year. The Committee selects a chair at the beginning of each academic year. Academic Course Approval The Curriculum Committee receives from the department chair completed curriculum change proposals, including new course or program proposals, proposals for changes in majors or concentrations, program discontinuation, course numbers, and course descriptions. Furthermore, the Committee reviews all changes in these items in the University Catalog. All changes are forwarded to the Dean for further action. Program and Curriculum Review The Higher Education Coordinating Board requires regular periodic review of all degree programs. The Curriculum Committee works with the department chair in carrying out these reviews. The Curriculum Committee assures that the various degree programs and courses are appropriate to the mission of the department and the program, and are conformable to an overall standard of high quality. It is the duty of the Curriculum Committee to assure that each program of each department establishes and maintains systems and practices to assure the continual review and improvement of all aspects of their curricular activities. H. ACADEMIC TECHNOLOGY COMMITTEE The CBE Academic Technology Committee is an appointed committee charged with promoting the use of computing and media technologies for instructional purposes for the college. The committee shall: 1) Plan for future needs for computing and media services and facilities of the college. 2) Coordinate computing and media activities within the college, including local networks and specialized data bases. 3) Advise the dean regarding Academic Technology, budget requests, and priorities

17 4) Review annually the effectiveness of campus wide academic technology services. 5) Recommend plans for the operation of university wide facilities, computer labs, campus networks, maintenance support. 6) Other duties as determined by the college. The CBE Committee shall report to the Academic Technology Committee, a subcommittee of the ACC: a) Informal items related to actions specific to the college regarding academic technology b) New Proposals related to university wide systems and/or services for ACC review I. LIBRARY COMMITTEE The Library Committee shall serve as a liaison between the College and the Library and represent the needs of the College to the Library. The committee makes recommendations to the College regarding policy and acquisition needs. The committee undertakes periodic assessments of the adequacy of the holdings of materials, both print and electronic, appropriate for teaching and research in the areas of interest to the College. The committee reviews the adequacy of the service and responsiveness of the Library staff to College needs and concerns. The committee shall inform the faculty of the process and procedures for reviewing and ordering materials. J. MBA PROGRAM COMMITTEE The MBA Program Committee formulates policies for the program, including policy on degree requirements, admissions, waivers, and dismissal from the program, consistent with Graduate School policy. The committee governs the program in accordance with the established policy and acts on student petitions. The committee receives course proposals and approves/disapproves proposed curricular revisions. The MBA Program Committee forwards approved proposals to the dean for approval. Approved courses or curriculum changes are transmitted to the Graduate School. K. SCHOLARSHIP COMMITTEE The Scholarship Committee is an appointed committee charged with assuring an orderly process for selecting scholarship recipients. The committee is responsible for arranging proper advertising of scholarship opportunities, receiving applications from students, the collection or all pertinent scholarship information

18 regarding donor wishes, if any, and the review of applicants against the criteria for each scholarship, assuring coordination with department based scholarships. The committee makes its recommendations to the dean

19 Section VII: COLLEGE DECISION MAKING The College values full and open discussion on all matters of interest to the faculty and staff. To the extent possible the College strives to make decisions by reasonable consensus as demonstrated by non-objection or a voice vote by any interested parties. However, there are decisions that can only be determined by a ballot vote. Examples include, but are not limited to, all personnel decisions or any decision where a reasonable consensus cannot be achieved. The rules governing a ballot vote are: Only tenured or tenure-track faculty constitute the voting faculty and may participate No proxy votes are acceptable Reasonable provision shall be made for absentee voting at the determination of the Chair and/or Dean A simple majority of votes cast shall decide the issue Any member of the voting faculty may request a ballot vote on any issue before the faculty. Such a request shall be honored without debate

20 Section VIII: PRINCIPLES USED FOR APPOINTMENT, PROMOTION, GRANTING OF TENURE AND CONTINUOUS EVALUATION OF FACULTY To achieve its mission, the college faculty must be prepared and productive educators. The necessary qualifications for appointment, retention, promotion, and the granting of tenure are those established in the WWU Faculty Handbook and Collective Bargaining Agreement, augmented by the College of Business and Economics Handbook. The accepted terminal degree for tenure track appointments in all departments shall be the appropriate doctorate. EVALUATION CRITERIA In addition to being effective educators, University faculty are expected to be experts in their field of specialization and to contribute to their respective discipline s body of knowledge, and to participate in academic governance and professional service. Evaluation of faculty traditionally includes assessment of the contribution in each of the following areas: (1) teaching; (2) research, creative scholarship and publication; (3) department, college, and university governance and professional service. It is not expected that each faculty person will contribute equally in each area. It is required, however, that candidates for promotion or tenure shall achieve and maintain competence in each of the three areas, and will strive toward distinction in at least one. The same criteria are used for all evaluations. Teaching: In its various forms, teaching constitutes a central function of the College, and excellence in teaching is encouraged and rewarded. Every faculty member is expected to be an effective teacher, and no faculty member should be nominated for promotion or for tenure without documented and convincing evidence of teaching effectiveness. Excellence in teaching draws continuously upon the teacher s competence as a scholar in the discipline. Suggested sources of information for use in the evaluation process may be found in Addendum 1 to the Faculty Evaluation Form, printed as section XI of this handbook. Research, Creative Scholarship and Publication: Scholarship is defined as inquiry undertaken to establish facts, develop principles, answer or illuminate questions posed within an area of intellectual pursuit, through the collection, ordering, and dissemination of documented evidence and conclusions. Every faculty member is expected to demonstrate continuing competence in this area. Research and creative scholarship are evaluated primarily in terms of publications. Books or monographs published by university presses, and books published by wellestablished and academically recognized commercial firms, articles in journals providing a process for review of manuscripts by selected authorities, and bulletins or reports that

21 are similarly reviewed, naturally carry more weight than those that do not require rigorous review for acceptance and publication. Faculty members may be asked to provide evidence about the quality of a publication or the review process for a publication. In cases of multiple authorship, the degree of contribution to the study by each person should be established as clearly as possible. Other scholarly activities may include papers published in proceedings or in-house journals, book reviews, professional presentations, conference sessions organized or chaired, being a discussant at professional meetings and in some cases offices held in professional organizations or scholarly societies. Promotion to Associate Professor and/or Tenure: Published research in refereed journals or in books published by a recognized press (after substantial peer review) is a necessary condition for promotion to associate professor or the granting of tenure in the College. In addition, there should be evidence that the commitment to research will be sustained and substantial. Promotion to Professor: The standard for promotion to professor is higher in terms of quantity and quality of scholarly activity than the standard for promotion to associate professor. Evidence would include substantial articles in refereed journals or research in books published by university presses, well established and academically recognized commercial firms, or other scholarly production of comparable stature. It is expected that the record will demonstrate a long-term, sustained, research effort with substantial contributions to the scholarship in a faculty member s area of specialization. Department, College, and University Governance and Professional Service: Active participation in activities relating to College and University governance and service to the University such as committee work, administrative duties, student advising, student placement, and other activities that may promote the general College and University welfare is expected of all College of Business and Economics faculty. In addition, there are other professional activities that represent the outreach programs and activities of the College and its faculty. Emphasis is placed upon organized activities where knowledge and teaching are combined, but programs and activities of a professional nature, or service to an outside agency or community may be included. For example, teaching in seminars offered by other divisions of the University, membership on publication review boards, committee memberships or the holding of office in professional societies, and consulting or advising extra-university groups in matters of professional expertise are all appropriate. Governance, professional service activities and programs can be beneficial to all faculty members. However, it is expected that greater emphasis will be placed on this area after a person has been granted tenure. Faculty members should be prepared to present evidence of the quality of their service activities through such things as letters from committee Chairs, evidence of committee accomplishments, and other appropriate documentation

22 FACULTY QUALIFICATIONS AND LEVEL OF PARTICIPATION Academic Qualifications: According to the AACSB, The delivery of high quality management education programs, scholarly activity and other mission components relies on the deployment of a cadre of qualified faculty members who demonstrate currency and relevance in their field or discipline.faculty members may be academically qualified, professionally qualified, or neither. To be academically qualified, faculty must have appropriate original academic preparation (normally an earned doctorate) and demonstrate scholarly activity in the categories listed below. Multiple activities are necessary to maintain academic qualification. The scholarly activity normally must include at least two scholarly contributions during the AACSB review cycle (e.g., from fall 2006-summer 2011), appearing in peer reviewed journals, books or monographs published by a wellestablished and academically recognized press or academic association, or individual papers appearing in such books or monographs. 1 Departures from the quantity requirement of this standard will be allowed only for highly distinguished work as judged by the faculty member s department. Academically qualified faculty will be deemed to have satisfied the scholarly activity requirement of the Professional Performance and Development Review. A preponderance of scholarly contributions must be appropriate to the faculty member s teaching discipline, broadly defined, and should demonstrate that the faculty member is maintaining currency in his/her teaching field. In addition to the two required publications, there must be further evidence of continuing scholarly activity from the following categories: Additional published articles in journals or proceedings. Books / chapters / textbooks / published teaching materials. Presentations at professional conferences. Reports from sponsored research. Professional editorial duties. Reviews for journals or conferences. Innovative course or curriculum creation. Documented practice software. Working papers or other materials providing evidence for scholarly work likely to lead to the publications required for maintenance of academic qualification. Professional Qualifications: Professional qualification requires at least a Master s degree in a field related to the area of the teaching assignment and professional experience significant in duration and level of responsibility, current at the time of hire, and appropriate to the courses taught by the 1 Unless the contribution is in a publication listed in Cabell s Directory of Publishing Opportunities in Accounting, Economics and Finance, Management, or Marketing, or in similar surveys of publications in a field, the faculty member must provide credible evidence of the editorial/peer review process and procedures

23 faculty member. To sustain professional qualification, a faculty member must have engaged in continuing professional development activities within the last five years to remain current in the area of teaching assignment. Activities that allow a faculty member to sustain professional qualification are described in Addendum 3. After professional work experience is established, the faculty member must provide a portfolio of substantial activities from the list. Activities are not required from each area, and not all activities in each area are required. The chair shall consult with at least one faculty member in the NTT faculty member's area of teaching expertise in developing the evaluation of the NTT faculty member. Department chairs will meet together to review the determinations to ensure the standards for maintenance of PQ status are applied consistently across the College. A previously academically qualified faculty member who chooses to become professionally qualified, with the concurrence of the relevant department and the College, may do so by engaging in activities described in Addendum 3. A professionally qualified faculty member who was not previously academically qualified can become academically qualified by either earning a doctoral degree in a field related to the area or engaging in activities described above. The standard for academic qualification in the latter case is the same as the standard for tenure and promotion to associate professor. Fewer activities from intellectual contributions are necessary than from professional development or professional work experience. Every faculty member must maintain competence through activities that demonstrate learning and currency in the faculty member s area of teaching discipline. Participating and Supporting Status: It is important to the students and to the continuing operation of the College that those who teach be actively involved in the life of the College. In addition to direct classroom teaching, many activities are necessary to make the College vibrant and the best possible home for students pursuing an education in business and economics. These include curriculum development, assessment of student learning, student and student club advisement, participation in department, College, and University governance, and activities related to research. Without a substantive percentage and cross-section of faculty engaged in such activities, the burdens of maintaining the College s vibrancy falls to a few, and all connected with the College are diminished. According to the AACSB, A participating faculty member actively engages in the activities of the school in matters beyond direct teaching responsibilities.a supporting faculty member does not, as a rule, participate in the intellectual or operational life of the school beyond the direct performance of teaching responsibilities. The following list provides examples of activities in which participating faculty engage (outside of direct classroom teaching). This list is illustrative, not exhaustive, in terms of activities, but not in terms of general categories (instructional, research, and service activities). That is,

24 activities must fit into one or more of the three categories listed below. Normally, participating faculty will engage in activities in multiple categories. Instructional Activities Beyond Direct Classroom Teaching o Engage in faculty development activities o Publish teaching materials (books, chapters, cases, software, etc.) o Participate in curriculum review and development o Participate in assurance of learning activities o Supervise independent studies o Provide opportunities for students to engage the faculty member outside of the classroom. Research Activities o Conduct academic or professional research (with results presented at academic or professional meetings and/or published in academic or professional journals or proceedings) o Participate in grant projects Service Activities o Regularly participate in department or college meetings and governance activities o Serve on department, college, or university committees o Undertake administrative responsibilities at the department, college, or university level o Engage in academic or career advising of students o Serve as a faculty advisor to a student organization o Participate in academic or professional organizations o Review or engage in substantive editorial responsibilities for academic or practitioner journals appropriate to one s teaching discipline, broadly defined Generally speaking, tenured and tenure-track faculty will be considered as participating, as will visiting faculty. Non-tenure-track faculty who are appointed at less than.5 FTE in an academic year normally will be considered as supporting. Non-tenure track faculty who are appointed at.5 FTE or greater in an academic year shall be reviewed for participating status as part of the department chair s annual review. Relative Importance and Mix of Faculty Contributions: It is not expected that teaching, scholarship, and service will be considered equally in promotion and tenure decisions. In the tenure and promotion-to-associate-professor decision, contributions to teaching and scholarship are weighted much more heavily than are service contributions. In the tenure at associate or full professor level and/or the promotion-to-full-professor decision, contributions to teaching and scholarship are still weighted heavily, but service contributions are relatively more important than in the tenure and promotion-to-associate-professor decision

25 The individual patterns of faculty contributions to the three areas of teaching, scholarly activities, and service may vary across faculty members and/or over time. At no time may scholarly contributions be lower than the minimum for maintenance of academic or professional qualification. It may be appropriate to formally adjust the expectations in each area for a variety of reasons including career stage, faculty interests and abilities, and the needs of the College. A faculty member's professional dossier should, therefore, clearly indicate whether there have been any adjustments to teaching responsibilities/ scholarly activities/ service responsibilities agreed to by the faculty member, Chair, and Dean, and this should be reported to the Faculty Review Committee (FRC). Depending on the quantity and quality of scholarly or professional development activities, a qualified faculty member s teaching load may, on agreement between the Dean and the relevant department Chair, be adjusted to reflect differences in scholarly or professional development activities. Any changes in teaching expectations should be reported in the faculty member s file for review by the FRC. Career Stages: It is recognized that for the College to flourish it must help faculty members build their strengths and maintain their creative energies over a long career. For example, faculty members interests may shift over the course of a career from discovery research to integrative research. Faculty members in the later stages of a career may be called on to devote a larger proportion of their energies to service activities and mentoring of junior faculty. A faculty member may shift more attention to teaching or to research over long periods of time. It is nonetheless of great importance to the College that all faculty members maintain academic or professional qualification as defined by the accrediting body and the standards of the college. Administrative Appointments: It is also recognized that some faculty members may accept time consuming administrative appointments within the College or University. It must be recognized that faculty members with such combined academic/administrative appointments usually will not have the same amount of time available for scholarly activities and teaching. The diversity of individual arrangements precludes the establishment of general expectations; however, evaluation of individuals in such positions should carefully consider the tradeoff between administrative duties, teaching assignments and scholarly expectations. At minimum, if such faculty members engage in teaching, it is to be expected that they will maintain their academic or professional qualifications. Salary Increases: To qualify for any available salary increase, a faculty member must have successfully completed the faculty member s most recent performance review (see Collective Bargaining Agreement, Section 22). A faculty member s status as academically or professionally qualified is established at the time of an AACSB review and continues until the next AACSB review

26 FACULTY REVIEW PROCESS All faculty members of the College of Business and Economics are reviewed annually, except Senior Instructors who are reviewed once per appointment period. The purpose of the review is to promote professional excellence and faculty development and to provide a basis for the evaluation of performance. Such evaluation forms the basis for recommendations regarding personnel actions. The procedures for the annual review differ depending upon the personnel action for which the faculty person is eligible. Responsibilities/Requirements of Faculty: 1. Each faculty member shall complete the Faculty Activity Record document by the established deadlines. 2. Each faculty member not undergoing other review shall have a personal interview with the department chair in conjunction with the completion of the Faculty Activity Record, no later than the end of fall quarter. 3. Each faculty member shall maintain an updated dossier and make it available for review. 4. Each faculty member shall ensure that current information from the dossier is contained in the central College information system. 5. All tenured faculty shall participate in a timely and complete manner in probationary reviews, promotion reviews, tenure reviews and post tenure reviews. Probationary faculty may review materials in faculty dossiers, but are prohibited under the Collective Bargaining Agreement from submitting an evaluation form. Responsibilities of Chairs and Departments: 1. The chair shall assume primary responsibility for the development and preparation of candidates for personnel actions. 2. Each department chair shall establish procedures to assure the timely and complete review of all eligible faculty under consideration for a personnel action. Chairs have the right and responsibility to refuse to accept incomplete or late files from faculty under review. 3. The chair shall forward to the Faculty Review Committee and the Dean the names of all tenured faculty who participated in the review, along with the names of all tenured faculty who did not participate, with the reason for their non-participation. 4. All personnel actions will originate with the department