Page

A. ARTICLE I

Organization 1

B. ARTICLE II

The Faculty of the College of Business Administration 5

C. ARTICLE III

Departmental Promotion and Tenure Committee 9

D. ARTICLE IV

Student Organizations 11

E. ARTICLE V

Interpretation 11

F. ARTICLE VI

Definitions 12

G. ARTICLE VII

Ratification 13

H. ARTICLE VIII

Amendments 13

APPENDIX A

Promotion and Tenure Criteria and Procedures A-2

APPENDIX B

Annual Evaluation of Faculty B-2

APPENDIX C

College of Business Administration Standing Committees C-2

Section 1. University Administration. The president is the executive head of the institution and of all its departments. The president: (1) has jurisdiction over the organization of and formulation of by-laws and operating policies of all departments, divisions, colleges and administrative offices of the University; (2) provides educational leadership and encourages innovation in educational processes; (3) formulates proposals and makes plans for their implementation as he/she deems desirable and necessary for development of the University; and (4) decides jurisdictional questions which arise among faculties of the various Colleges and divisions, the university faculty, committees, and the various administrative officers of the University. From decisions of the president on such matters, an appeal may be made to the Board of Regents as provided in The Policy Manual and By-Laws of the Board of Regents. The vice president for academic affairs has administrative jurisdiction over academic matters, academic personnel and student welfare, and such other duties as are prescribed in the Statutes of the University (see Article III, Section 2).

Section 2. College of Business Administration. The College of Business Administration is organized with a dean and a faculty (Statutes, Article VI, Section 1). The dean of the College is one of the administrative officers of the University (Statutes, Article III, Section 1). He/she is the chief executive officer of the College and reports to the vice president for academic affairs. The dean is to:

a. Take the lead in the development and maintenance of a strategic plan for the College;

b. Take the lead in the development and coordination of the programs of the College;

c. Present proposals for new degrees and curriculum changes in the College;

d. Recommend promotions and merit increases in salary for the faculty within the College;

e. Prepare and administer a budget for the College;

f. Recommend to the vice president for academic affairs the appointment of the faculty of the College to the graduate faculty;

g. Exercise general supervision over the work of students in the College;

h. Be responsible for the program of academic advisement for the students in the College;

I. Preside at all regular and special meetings of the faculty of the College;

j. Serve as the medium of communication for all official business with University authorities, students, and the public;

k. Implement the purposes of the College as provided in the organization and regulations of the College; and

l. Nominate candidates for degrees in the College.

Section 3. Associate Dean. The associate dean oversees the performance of several staff units within the College of Business Administration to ensure effective internal functioning of the unit. Assists the dean and serves as the dean's representative on as-needed basis for both internal and external functions. Coordinates relationships with the external constituencies that provide service and/or supplies to the College of Business Administration. Prepares and maintains essential schedules, reports and records for COBA.

Section 4. The Departments. The organization of the College is by departments (Statutes, Article VI, Section 1(B) (2)). The department is an administrative unit of the College, consisting of at least four full-time faculty members, and exists for the purpose of providing instruction and conducting research in its respective fields of teaching and investigation (Statutes, Article VI, Section 2). The College consists of the departments recommended by the faculty of the College, through the academic dean to the vice president for academic affairs and to the president and the Board of Regents for approval (Statutes, Article VI, Section 1 (B) (2)).

Section 5. Chairs of Departments. The chair of the department shall be appointed with the approval of the Board of Regents and shall hold office at the pleasure of the president. Appointments shall be made after consultation with the faculty of the particular department, the dean of the College, the vice president and dean for graduate studies and research, and the vice president for academic affairs (Statutes, Article VI, Section 2). The chair must hold the rank of associate professor or professor and an earned doctorate in one of the teaching fields of the department. A department chair shall:

a. Have general direction of the work of the department and establish and maintain communication with members of the department;

b. Be the representative of the department in all official communications;

c. Recommend to the dean, after consultation with faculty, the requirements of the major offered in the department;

d. Be responsible for the quality of instruction in the department;

e. Be responsible for the coordination of instruction in courses offered in multiple sections and see that all sections of the same course have essentially the same content;

f. Prepare and submit to the dean such information regarding the courses in the department as may be needed for the catalog;

g. Assign courses within the department and maintain, insofar as possible an equitable distribution of courses and sections; submit to the dean class schedules to be worked into the master schedule;

h. See that there is no undesirable duplication of courses in the department and bring to the attention of the dean any instance in which another department or division is offering a course that conflicts with or duplicates a course offered in his/her own department;

i. Coordinate the advisement of the students who are majoring in the department and establish and maintain communication with majors and other students enrolled in courses offered in the department;

j. Prepare and submit to the dean an annual budget for the department and be responsible for the expenditure of departmental funds and the care and use of departmental property;

k. Be responsible for establishing a departmental promotion and tenure committee during each year in which promotion and/or tenure decisions are to be made; be responsible for appointing the members of this committee;

l. Recommend merited salary increases based upon the guidelines established in Appendix B of this document and transmit recommendations to the dean;

m. Make an annual report to the dean on the teaching, service, professional, and research accomplishments of the department and include in the report a list of publications by members of the department and of honors received by them; and

n. Recommend to the dean appointments, reappointments, promotions, tenure, and dismissal of members of the department faculty, after consideration of the recommendation of the departmental promotion and tenure committee.

Section 6. Other College of Business Administration Administrators. The dean may recommend to the vice president for academic affairs the appointment of such additional administrative personnel as may be necessary from time to time to discharge efficiently the responsibilities of student work coordination, placement, advising, and such other tasks as may arise. Such assistants shall serve the entire College in a staff capacity and shall not have line authority over the work of faculty.

Section 1. Composition. The faculty of the College of Business Administration shall consist of the professors, associate professors, assistant professors, and instructors in departments of the College as designated by the president. (Article VI, Section 1B, Statutes.)

Section 2. Authority and Responsibility. The College of Business Administration shall be organized with a dean and a faculty. The faculty shall:

a. Establish entrance requirements for students in the College;

b. Prescribe and define courses of study for students in the College;

c. Establish requirements for degrees and certificates offered in the College and recommend for degrees those candidates who have fulfilled degree requirements;

(1) The dean is to circulate a list of prospective graduates to all members of the College faculty at least one week before the end of classes prior to each scheduled graduation.

(2) Each faculty member is to report to the dean any reservations he/she has concerning the fulfillment of degree requirements by any student on the list.

(3) The faculty shall certify the conferring of degrees by the College.

d. Establish and enforce academic regulations for guidance and advisement of students in the College;

e. Exercise jurisdiction, in general, over all educational matters within the College;

f. Establish committees as required to discharge duties and responsibilities of the College;

g. Adopt regulations governing its own procedures and by-laws necessary and proper for the orderly and efficient administration of the College;

h. Have the fullest measure of autonomy consistent with the maintenance of general educational policy and standards and of correct academic and administrative relations with the governing authority of the University. When doubts arise regarding the proper limits of this autonomy, the faculty of the College shall be entitled to ask that the president make a ruling on the question at issue. From the ruling of the president, an appeal may be made to the Board of Regents as provided in Article IX, By-Laws of the Board of Regents;

i. Make no changes in the curriculum of the College which involve budgetary questions until submitted to the president and until such changes have received his/her approval. (Statutes, Article VI, Section 1(A)(7)).

Section 3. Faculty Senate Representation. The Faculty Senate shall be composed of forty members of the Corps of Instruction holding the rank of instructor, assistant professor, associate professor, or professor who have been members of the faculty of the University for at least one year at the beginning of their terms (Statutes, Article V, Section 8(A)). The dean shall annually announce the number of senators that have been apportioned to the College of Business Administration (including alternates) and shall call for an election pursuant to University Statutes, Article V, Section 10. The nomination and election procedures shall be consistent with those specified in Appendix C of these By-Laws for COBA standing committees.

Section 4. Graduate Faculty. Members of the graduate faculty shall be appointed by the president on the recommendation of the vice president for graduate studies and research. Recommendations for graduate faculty membership will be sent from the department chairs through the academic college deans, to the appropriate vice president for academic affairs, to the vice president and dean for graduate studies and research who will consult with the members of the Graduate Council and transmit the recommendations to the president. (Statutes, Article III, Section 2(F))

Section 5. Appointment of Faculty Members. Members of the college faculty are appointed by the president, with the approval of the Board of Regents, upon the recommendation of the chair of department and his/her administrative superiors (Statutes, Article VI, Section 1(B)(1)).

Section 6. Promotion of Faculty Members. Recommendations for promotion are made by chairs of departments, after consideration of the recommendation of the departmental promotion and tenure committee, through the dean to the vice president for academic affairs who shall recommend them to the president (Statutes, Article VI, Section 1(B)(3); Article III, Section 2(G) and Section (3)(C).

In addition to the minimum standards for promotion set forth in the Policies of the Board of Regents, the College has adopted the guidelines set forth in Appendix A of this document.

Section 7. Tenure. Tenure recommendations are made by chairs of departments, after consideration of the recommendation of the departmental promotion and tenure committee, through the dean to the vice president for academic affairs who shall recommend them to the president (Statutes, Article VI, Section 1(B)(3); Article III, Section 2(G) and Section (3)(C). Tenure is awarded by the Board of Regents on recommendation of the president only to assistant professors, associate professors and professors who are employed full-time in accordance with the guidelines set forth in Appendix A of this document. The meaning and effect of tenure are set forth in Policies of the Board of Regents.

Since tenure resides at the university level, it is intended by the Board that its policies should be the minimum standard for award of tenure and are not a limitation upon the adoption of such additional standards and requirements as the College may wish to adopt for its own improvements (Policy Manual, I-II, VI (I)).

Section 8. The Departments. The department is the fundamental unit of academic as well as administrative organization within the College. In carrying out the duties established by these By-Laws, the chair of the department is to consult with and seek the guidance of the department faculty, and is to call such meetings as are necessary for the department faculty to exercise its general responsibility for the academic program of the department.

Section 9. Meetings. The dean is to preside, ex-officio, at all meetings of the college faculty.

a. The college faculty and the standing committees established by these By-Laws are to meet in separate sessions to execute in a timely manner the business that needs to be transacted by each. Except as provided in subsection (g) of this Section 9, meetings are to be called with at least three working days notice. However, no such notice is required if the purpose of such meeting is to give or receive information and no other action is required or taken.

b. The secretary of the Associate Dean of the college shall keep a permanent record of faculty proceedings (minutes). The minutes are to be distributed to the members of the faculty before the next scheduled meeting.

c. Robert's Rules of Order shall be observed in the conduct of meetings, and the college faculty may, each spring, elect a parliamentarian to preserve the integrity of these rules.

d. The dean shall convene a meeting of the faculty upon petition of at least ten faculty members.

e. A quorum shall consist of a majority of the voting members. Unless specifically required by these By-Laws, a quorum is presumed to exist unless a challenge is made and proven in a timely manner. However, a quorum is not necessary when the purpose of the meeting is to give or receive information as described by subsection (a) of Section 9 of this Article.

f. Voting is to be limited to full-time tenured and tenure track faculty.

g. Proposed motions affecting the educational policy of the College are to be submitted in writing to the dean at least ten days prior to the meeting at which these motions are to be made, with copies distributed to faculty members at least one week in advance, unless the requirement for advance notification is waived by consent of three-fourths of the faculty present at such meeting.

h. An agenda is to be prepared and distributed in advance of each meeting except that a majority of those present may vote to permit discussion and action on non-agenda items. However, no new curriculum changes are to be considered for final passage by the faculty unless the proposed change has been submitted by the appropriate curriculum committee at least ten days prior to the faculty meeting and written copies of the proposed changes in curriculum have been made available to the faculty. However, in matters of extreme urgency, such submission and notification may be waived by a three-fourths vote of the voting faculty present at such meeting, providing a quorum is present.

Section 10. Elections. Elections for COBA Standing Committees are to be conducted as specified in Appendix C of these By-Laws. Elections for Faculty Senate, Faculty Senate committees, and other University committees are to be conducted in essentially the same manner. Voting for all elections is to be limited to full-time tenured and tenure track faculty. Elections are to be by majority vote.

Section 11. Committees. There are five standing committees and one council of the college: Governance Committee, Development, Promotion and Tenure Committee, Undergraduate Curriculum Committee, Graduate Curriculum and Programs Committee, Student and Instructional Resources Committee, and the COBA Strategic Planning Council. Information relating to these bodies is contained in Appendix C.

The Departmental Promotion and Tenure Committee functions in the same capacity at the departmental level as the COBA Development, Promotion and Tenure Committee functions at the college level.

1. Membership: At least three faculty members, other than the department chair, typically tenured and at the associate level or above. However, membership may vary depending on the types of recommendations that the committee will make. When recommendations concerning promotions to assistant professor are to be made, assistant professors may serve; when recommendations concerning promotions to associate professor are to be made, associate professors may serve; for promotion to full professor, only full professors should make up the committee. If there are not a sufficient number of faculty of a given rank, the department chair will determine the structure of the three-member committee to conform as closely as possible to the above guidelines with the concurrence of the concerned faculty. For tenure recommendations, tenured faculty of any rank may serve.

2. Chair: A tenured, full professor appointed by the chair of the department to serve as a voting member of the committee.

3. Term of Membership: Generally one academic year.

4. The main functions of this committee are to:

i) Evaluate the records of those being considered for promotion, tenure, and/or post-tenure review in accordance with the guidelines contained in Appendix A of the COBA by-laws;

ii) Evaluate the cumulative performance of individuals being considered for post-tenure review with an in-depth look at the performance of the past five years, using essentially the same guidelines as used for tenure;

(iii) Conduct an annual meeting to evaluate all tenure-track faculty. All tenured faculty of the department should participate in this meeting. The third-year annual review of probationary faculty should be an in-depth look at the cumulative performance of the individual and essentially consist of a preliminary tenure review decision for continued employment;

iv) Solicit, evaluate, and summarize input from other faculty members who have achieved rank equal to or above that for which the candidate is applying;

v) Make recommendations to the chair of the department and/or dean based on the guidelines in Appendix A of this document.

(NOTE: The purpose of this committee is to make recommendations to the department chair. The chair is responsible for making the ultimate recommendation for promotion and/or tenure that will be forwarded to the dean. The chair will advise the convened departmental committee if there are any differences between his/her recommendation and those of the Departmental Promotion and Tenure Committee.)

Faculty members will recognize any appropriately constituted student organizations that have as their purpose the facilitation of formal, regularized communication channels for the interaction of student body, faculty and administration.

The faculty, through action in regular or called meetings, shall by majority vote (a quorum present) be the final authority on interpretation of these By-Laws. However, these By-Laws may not be interpreted in any manner that is inconsistent with either the Statues of the University or the By-Laws of the Board of Regents.

Section 1. Statutes: The statutes referred to in this document are the statutes of the University as they may, from time to time, be amended. Any amendment of these statutes shall become part of the By-Laws of the College of Business Administration as if they were originally part of such By-Laws.

Section 2. By-Laws of the Board of Regents: The By-Laws of the Board of Regents referred to in the statutes of the University and the By-Laws of the College of Business Administration are the By-Laws of the Board of Regents as they may, from time to time, be amended. Any amendment of the By-Laws of the Board of Regents shall become part of the By-Laws of the College of Business Administration as if they were originally a part of such By-Laws.

Section 3. Core of Instruction: The core of instruction of Georgia Southern University will consist of those faculty so defined in the Policy Manual of the Board of Regents and appointed by the president of Georgia Southern University (Statutes, Article I, Section 3).

Section 4. Earned Doctorate: An earned doctorate shall be any earned, terminal degree accepted by the AACSB for accreditation purposes (including a Ph.D, D.B.A, and J.D.) to the extent such interpretation is consistent with the Statutes of the University and the By-Laws of the Board of Regents.

The By-Laws of the faculty of the College of Business Administration shall be in full force when approved by a two-thirds majority of faculty members present at a general faculty meeting, provided the required quorum is present at time of voting.

The College faculty shall have the power to amend the By-Laws. The By-Laws amendment procedure is as follows:

a. Proposals to amend the By-Laws shall be submitted to the College faculty not later than 10 days prior to any regularly scheduled faculty meeting or any special meeting called for the purpose of amending.

b. Proposed amendments must be adopted by a two-thirds majority of faculty members present, provided the required quorum is present at the time of voting.

Page

A. Promotion and Tenure Criteria - An Overview A-2

B. Faculty Evaluation Criteria A-3

1. Teaching A-3

2. Scholarship A-3

3. Service A-3

C. Promotion Guidelines A-4

D. Promotion Criteria A-6

1. Teaching A-6

2. Teaching Criteria for Specific Academic Rank A-8

3. Creative Scholarly Activity A-8

4. Creative Scholarly Criteria for Specific Academic Rank A-10

5. Service A-11

6. Service Criteria for Specific Rank A-13

E. Tenure Guidelines A-13

F. Tenure Criteria A-14

G. Promotion and Tenure Procedures A-15

1. Tenure Progress Reports A-15

2. Notification to Dean of Faculty Members Eligible for Promotion and Tenure A-15

3. Application for Consideration for Promotion or Tenure A-15

4. Dossier Contents A-16

5. Review Process by Department A-16

The value of a faculty member depends only partly upon degrees, years of service to the institution, research, publications, scholarly activity, appropriate professional service, and other quantifiable factors. It also depends greatly upon talent, intellectual curiosity, creativity, enthusiasm, attitude, rapport with students and colleagues, the ability to motivate, teaching ability and effectiveness, and many other intangible qualitative factors which cannot be measured quantitatively. Comprehensive professional evaluations of the faculty must utilize subjective as well as objective measures.

In the developmental process promoting such attributes in faculty members, it is assumed that the senior faculty within the College of Business Administration will provide leadership by example and by direct assistance to the junior faculty. It is also assumed that support systems such as graduate students, clerical help, computer time, travel, and whatever else may be of assistance will be provided the faculty whenever possible. However, the ultimate responsibility for faculty achievement rests with the individual faculty member.

Promotion and Tenure are Independent: Consideration for promotion is separate from and independent of consideration for tenure. Promotion decisions represent a recognition of past performance. Tenure represents a decision regarding a faculty member's potential contribution as evidenced by the individual's past performance. Thus, a basis for recommendation for tenure should not be construed as sufficient for simultaneously recommending promotion.

Evolving Standards: The College of Business Administration's standards, which must be met for either promotion or tenure are evolving. With the passage of time, as the University and the College of Business Administration gain increased recognition in the academic world and the markets that they serve, the standards for promotion and tenure must also rise. Excellence in teaching is required of all faculty to be recommended for promotion or tenure.

For purposes of presenting the criteria and procedures pertaining to promotion and tenure, this document is divided into the following sections:

I. (A): Faculty Evaluation Criteria

(B): Promotion Guidelines

(C): Promotion Criteria

II. (A): Tenure Guidelines

(B): Tenure Criteria

III. Procedures: Promotion and Tenure

The evaluation of faculty is guided by both the American Assembly of Collegiate Schools of Business (AACSB) guidelines and the following faculty evaluation criteria established by Georgia Southern University. ⁽¹⁾ AACSB guidelines may require more demanding performance levels, especially in the area of scholarship/creative scholarly activity.

TEACHING

Teaching represents professional activity directed toward the dissemination of knowledge and the development of critical thinking skills. Such activity typically involves teaching in the university classroom. Teaching activities also include the development of new courses, programs, and other curricular materials for both university and other students. Judgments of the quality of teaching activities are based on student ratings of instruction, examination of course syllabi and other course materials, peer evaluations when available, critical review and acceptance of teaching products, performance of students in subsequent courses, and follow-up of graduates in graduate school or in their employment.

SCHOLARSHIP

Scholarship includes academic achievement and professional growth and development. Scholarship is the integration, development and extension of knowledge and is often demonstrated by publications and presentations designed for professional audiences. Scholarship includes articles, scholarly books and texts, reports or research, creative works, textbooks, scholarly presentations, research grants, demonstration grants, papers read, panel participation, exhibits, performances, professional honors and awards, additional professional training or certification, degrees earned, postdoctoral work, work toward terminal degrees, academic honors and awards, and creative consulting.

SERVICE

Service represents professional activities directed toward the development and maintenance of the university and of professional organizations, as well as activities undertaken on behalf of the university or the profession that do not entail systematic instruction (e.g., advisement, manuscript reviewing, design and development of professional conferences). Service includes the application of the individual's expertise in his/her discipline for the benefit of an organization, the community, or the institution. This type of activity is typically not reimbursed or is reimbursed at a nominal rate and is directly related to the individual's academic discipline.

When interpreting and applying the criteria as given in Section I(C) as they pertain to promotion, the College of Business Administration will observe the following guidelines:

1. The cumulative performance record of the faculty member under consideration for promotion is evaluated under the following broad areas of performance: teaching, creative scholarly activity, and service. To be recommended for promotion, the faculty member's cumulative performance record must reveal evidence of continuous and steady professional growth and development.

2. Excellence in teaching and creative scholarly activity rank highest among the criteria in promotion decisions, and documented achievement in both areas is necessary. Each faculty member is unique in respect to his/her academic talents and interests. Therefore, the criteria for promotion are to be applied with sufficient flexibility to recognize and capitalize upon such individual differences.

3. Creative scholarly activity (defined to include funded research) should contribute to excellence in teaching and includes publications in recognized academic journals, professional journals, monographs, and books. Such published scholarly research of recognized quality is given considerably heavier weight in promotion to the ranks of associate professor and professor and is a condition for such promotion and appointment except under unusual circumstances.

4. Service is defined as (1) activities conducted on behalf of the University and the community, other than teaching or creative scholarly activity, and (2) professional activities, other than teaching or creative scholarly activity, which widen a faculty member's professional horizons and which are primarily conducted in settings external to the university.

5. Documentation of activity is the responsibility of the individual faculty member.

6. Minimum requirements pertaining to specific faculty ranks are given below. Attainment of these minimum requirements does not ensure promotion. ⁽²⁾

a. INSTRUCTOR: Earned master (equivalent or higher) degree in specialization is required. In accordance with Regent's policy, the maximum period of time that may be served at the rank of full-time instructor shall be seven years.

b. ASSISTANT PROFESSOR: (1) Earned master degree in field of specialization plus three years of appropriate teaching or professional experience or one additional year of graduate work in field of specialization, or (2) Earned doctorate in field of specialization is required. Minimum promotion time from instructor to assistant professor is three years.

c. ASSOCIATE PROFESSOR: An earned doctorate in field of specialization plus three years of appropriate teaching is normally required. The candidate must have demonstrated a high level of performance in teaching and creative scholarly activity. Minimum promotion time from assistant professor to associate professor is four years. In some cases, outstanding professional accomplishment in the professional work setting may serve in place of a doctorate and teaching experience. Likewise, outstanding creative scholarly activity may serve in lieu of the doctorate.

d. PROFESSOR: An earned doctorate in the field of specialization plus ten years of appropriate teaching or professional experience is normally required. The candidate must have demonstrated a commitment to service and a high level of performance in teaching and creative scholarly activity. The candidate must demonstrate continued development significantly beyond that expected for promotion to associate professor. Minimum promotion time from associate professor to professor is five years. In very rare cases extraordinary accomplishment in business or professional activity may suffice for appointment to professor.

7. Statement of Intent: In interpreting the five-point rating scales described in the following section in the areas of teaching performance, creative scholarly activity, and service, the activities described at each level are intended to be used as evidence of achievement at the various levels. The faculty member may be considered to have achieved a particular level by involvement in one or more of the activities described at that level, or by other similar activities.

TEACHING

In an institution that is primarily a teaching institution, excellence in teaching effectiveness is expected, irrespective of rank. Superior teaching, which is innovative and demonstrates extraordinary diligence or ingenuity, is rewarded. It is essential for promotion.

The teaching function includes, but is not limited to, teaching methodology, course and program development, attention to needs and interests of students through instruction, counseling, and advising.

The evaluation of teaching effectiveness and classroom performance should be based on more than student opinions. It may include, but is not limited to, such other factors as:

1. Evaluation of teaching portfolios, course syllabi, course objectives, tests, reading lists; quantity and quality of outside speakers; use of films and other audio-visual materials; use of computer for tutorials or simulation games;

2. Introduction of current ideas in the field into classroom presentations;

3. Evaluations of continuing education courses/professional seminars;

4. Contents of teaching portfolios (Teaching portfolios may include statements of teaching philosophy and goals, syllabi, samples of teaching materials, examples of student work, samples of exams/tests/quizzes, evidence of student learning/growth, examples of student activities/projects that foster critical/higher order thinking and the application of course concepts, descriptions of steps taken to improve teaching effectiveness, unsolicited letters/statements describing teaching effectiveness, and documented participation/involvement in professional development experiences and/or organizations whose goals are to enhance teaching effectiveness);

5. Ability to communicate ideas and knowledge effectively to students in both large and small classes; other evidence useful to evaluate effective communication include: counseling, advising, and motivating students; and ability to transmit knowledge via student learning in regularly scheduled instruction, readings, research, internships, and fellowships;

6. Creativity in the use of a variety of instructional materials and continual innovation in methodology; and

7. Continual curriculum evaluation and development of new courses or curricula as needed.

The methods for evaluating teaching effectiveness under the above criteria may include:

1. Cumulative professional judgment by the department chair;

2. Student evaluations;

3. Evaluations of continuing education courses/professional seminars;

4. Contents of teaching portfolios;

5. Awards for teaching excellence, particularly university-wide awards;

6. Peer review, especially by faculty colleagues familiar with the nominee's teaching; and

7. Administrative evaluation at the dean, vice presidential and presidential levels.

The following five-point rating scale is provided for guidance in the evaluation of effective teaching performance.

1. This faculty member neglects his/her duties, frequently does not meet classes and fails to prepare or plan, or refuses to accept teaching assignments when given by the department chair. He/she receives poor teaching evaluations.

2. This faculty member meets his/her classes, but conducts them without enthusiasm or imagination. This teacher might not keep office hours nor otherwise make himself/herself available to students. He/she might be continuing to use the same material from year to year, thereby not keeping up with developments in the discipline. This faculty member might not cooperate in the planning of courses with multiple sections. Because of such performance, he/she will probably not be respected by colleagues and would probably receive mediocre teaching evaluations.

3. This faculty member fulfills duties in teaching as expected. He/she will conduct classes, be available to students, be current in the discipline, and cooperate in departmental or university-wide teaching endeavors. This instructor will be considered by his/her colleagues as a dependable member of the faculty and probably receive satisfactory teaching evaluations.

4. This faculty member is imaginative and enthusiastic about teaching, plans carefully, and carries through. His/her students find this instructor to be an effective classroom lecturer or leader of discussions. This teacher will be very widely read in the discipline, continuously introducing into his/her courses the results of his/her own investigation. He/she will be recognized by both students and colleagues as a very good teacher.

5. This faculty member is considered one of the best. He/she is highly imaginative, completely dependable, in command of his/her discipline. This teacher will generally receive excellent teaching evaluations from both students and faculty. Though he/she is demanding, this instructor is humane in his/her relationships with students and exerts every effort to be personally supportive.

TEACHING CRITERIA FOR SPECIFIC ACADEMIC RANK

The relative weight that is given to teaching in determining eligibility for promotion varies according to the academic rank under consideration:

1. INSTRUCTOR TO ASSISTANT PROFESSOR: Faculty members appointed as instructors are normally not doctorally qualified and are often employed pending completion of doctoral programs at other institutions or employed pursuant to short-range teaching needs. Since the current Regent's policy limits the time one may serve as instructor, it is often in the institution's best interest to promote him/her to assistant professor. As this institution requires effective teaching contributions by its faculty, no faculty member would be recommended for promotion to assistant professor who has not earned a rating of at least 3 according to the previously listed guidelines.

2. ASSISTANT PROFESSOR TO ASSOCIATE PROFESSOR: The promotion to associate professor is based upon sustained superior performance in the rank of assistant professor. Only in very rare cases will a faculty member be recommended for promotion to associate professor who has not earned a rating of at least 4 according to the previously listed guidelines.

3. ASSOCIATE PROFESSOR TO PROFESSOR: The promotion to professor is based upon sustained superior performance in the rank of associate professor. Only in very rare cases will a faculty member be recommended for promotion to professor who has not earned a rating of at least 4 according to the previously listed guidelines and has demonstrated some of the characteristics listed in 5.

CREATIVE SCHOLARLY ACTIVITY

Research is a scholarly activity that gives evidence that a faculty member is alive intellectually and growing academically. Those engaged in such scholarly pursuits are stimulating forces in the classroom, contribute to the advancement of their discipline and bring honor and recognition both to themselves and to their institution.

A faculty member's creative scholarly activity may include basic scholarship, applied scholarship, and instructional development. Basic scholarship is focused on the creation of new knowledge; outputs from basic scholarship activities include publication in refereed journals, research monographs, scholarly books, chapters in scholarly books, proceedings from scholarly meetings, papers presented at international/national/regional academic meetings, publicly available research working papers, and papers presented at faculty research seminars. Applied scholarship is concerned with the application, transfer, and interpretation of knowledge to improve management practice and teaching; outputs from applied scholarship activities include publication in professional journals, professional presentations, public/trade journals, in-house journals, published book reviews, published software packages, and papers presented at faculty workshops. Instructional development activities are focused on the enhancement of the educational value of instructional efforts of the institution or discipline; outputs from instructional development activities include textbooks, publications in professional journals, proceedings from pedagogical meetings, written cases with instructional materials, instructional software, and publicly available materials describing the design and implementation of new courses. For purposes of maintaining academic and professional qualifications, creative scholarly activity also includes creative consulting, attendance at workshops, seminars and short courses in the area of specialization and earning professional and academic honors and awards.

A continuous history of creative scholarly activity is more important in determining a faculty member's intellectual contributions than a short period of intensive activity. The relative weight given to the various types of creative scholarly activity will vary by the disciplinary area/academic unit in which the faculty member is appointed. Faculty members without terminal degrees are normally expected to make the bulk of their intellectual contributions in the areas of applied scholarship and instructional development. Faculty members in a specific disciplinary area/academic unit can request and should be provided with an adequate understanding of the relative importance of the various types of creative scholarly activity as perceived by the dean and the department chair.

However, a necessary condition for promotion to associate professor and professor, except in rare cases, is that a portion of the faculty member's research has been published (or accepted for publication) in journals of significant quality. Ultimately, the burden of justification of the quality of a journal rests with the faculty member.

The following five-point rating scale is provided for guidance in the evaluation of creative scholarly activity.

1. This faculty member shows no interest in his/her discipline and does not read relevant material to keep current other than that required for class preparation.

2. This faculty member shows some enthusiasm for study or reading in his/her discipline, and reads or studies on a regular basis beyond that required for class preparation.

3. This faculty member stays current in his/her professional discipline, participates in conferences or professional organizations in the discipline, and has had work accepted in peer-reviewed venues such as publications, proceedings, conference presentations, and funded grants.

4. This faculty member sets out a systematic plan for creative scholarly activity which yields regular acceptance of articles to journals, proceedings, etc. The hallmark of this faculty member's performance is a record of regular creative scholarly activity over several years.

5. This faculty member's publications and creative scholarly activity make him/her respected beyond the campus in his/her field. He/she has published frequently in quality journals and otherwise has his/her creative scholarly activity judged excellent by his/her professional colleagues. Also, this person indicates a high level of independent functioning as demonstrated by a well-defined research thrust or recognition in a specialized research area.

CREATIVE SCHOLARLY CRITERIA FOR SPECIFIC ACADEMIC RANK

The relative weight that is given to research and scholarly activity in determining eligibility for promotion varies according to the academic rank under consideration:

1. INSTRUCTOR TO ASSISTANT PROFESSOR: Faculty members appointed as instructors are frequently not doctorally qualified. However, since the current Regent's policy limits the time one may serve as an instructor, it is often in the institution's best interest to promote instructors to assistant professor. Under current guidelines contribution in creative and scholarly activity are expected.

2. ASSISTANT PROFESSOR TO ASSOCIATE PROFESSOR: The promotion to associate professor is based upon sustained superior performance in the rank of assistant professor. Only in very rare cases will a faculty member be recommended for promotion to associate professor who has not earned a rating of at least 4 according to the previously listed guidelines. A faculty member without a doctorate must have a stronger record of creative scholarly activity than those who hold the doctorate.

3. ASSOCIATE PROFESSOR TO PROFESSOR: The promotion to professor is based upon sustained superior performance in the rank of associate professor. Only in very rare cases will a faculty member be recommended for promotion to professor who has not earned a rating of at least 4 according to the previously listed guidelines and demonstrated some of the characteristics listed in 5. Extraordinary creative scholarly activity may be sufficient for promotion to the rank of professor for those not holding the doctorate.

SERVICE

Service is defined as activities conducted on behalf of the University, the community, and the profession. Service activities include:

1. Academic advising;

2. Participation or leadership on committees;

3. Supporting/advising student organizations, especially those associated with the College of Business Administration;

4. Service on institutional programs and groups such as the Faculty Senate;

5. Development and participation in continuing education programs;

6. Talks to civic and community organizations;

7. Active participation in civic and community organizations;

8. Holding office in international, national or regional professional organizations;

9. Serving as editor or reviewer for professional journals or proceedings;

10. Participation in professional meetings and seminars as chair, discussant or other significant role;

11. Consulting and professional training in one's area of expertise; and

12. Earning community and civic honors and awards.

The faculty member will be evaluated on the activities defined above on the basis of documentation of such activities.

The following five-point rating scale is provided for guidance in the evaluation of service activities.

1. This faculty member performs University and community service activities reluctantly and with minimum effort, participates in no professional programs, holds no offices in any professional organizations, and performs no consulting work or other similar activities.

2. This faculty member serves on committees to which he/she is appointed, but makes no special effort to assist students, or the department, school or University. He/she frequently fails to cooperate with colleagues serving on committees or advising students. The faculty member maintains memberships in a few professional organizations, but is seldom involved in organizational meetings, seminars, consulting work or similar activities.

3. This faculty member fulfills all student support activities and committee assignments effectively. He/she assists willingly in the special service needs of the department, school, and University; serves on committees effectively; and earns the appreciation of colleagues. This person occasionally presents continuing education training programs for persons in his/her discipline and occasionally presents a civic or community training program or gives a civic or community talk. The faculty member averages one regional or national professional meeting per year, occasionally serves as a paper reviewer, chair, or discussant, and occasionally performs consulting work or other similar activities.

4. This faculty member is considered very effective at student support, counseling, committee work, and continuing education programs. He/she is occasionally selected to serve on or to chair important committees. Through such activities, this person earns University-wide respect and recognition for the College of Business Administration. This faculty member frequently serves as a leader of civic and community organizations. The faculty member is well known throughout regional organizations within his/her discipline. The faculty member may demonstrate this level of achievement by involvement in one of more of the following activities: attends professional meetings of regional and/or national organizations and is frequently called upon to serve as a paper reviewer, chair, or discussant, and may serve as an officer; frequently performs consulting or training services for business groups within his/her discipline on and off campus, or other similar activities.

5. This faculty member is highly respected throughout the campus for his/her student and committee work. This faculty member has distinguished himself/herself for work with students, committees, and continuing education, having received service-oriented awards or having served with distinction on prestigious campus-wide committees. This faculty member has served with distinction as a leader in community organizations. The faculty member has distinguished himself/herself in at least one regional professional organization and is known well in a national professional organization supporting his/her discipline. The faculty member may demonstrate this level of achievement by involvement in one or more of the following activities: frequently holds regional or national office and appears on national professional programs; serves on editorial boards and occasionally serves as editor of proceedings or journals; is often called upon for important consulting or training assignments by surrounding business or industry groups and occasionally serves business organizations in other parts of the nation; or other similar activities.

SERVICE CRITERIA FOR SPECIFIC RANK

CRITERIA FOR PROMOTION TO ALL RANKS: No faculty member, regardless of rank, will be promoted unless he/she has attained a rating of at least 3 according to the guidelines listed above.

The purpose of tenure is to protect academic freedom and the integrity of the University. Although tenure is not an unconditional guarantee of lifetime employment, it does provide that the faculty member will not be terminated except for cause and through due process or due to a bona fide financial exigency or institutional change.

Tenure at Georgia Southern University may be awarded after six years of full-time service at the institution at the rank of assistant professor or higher (five years for persons who have previously earned tenure at another institution). Probationary credit, which must be granted at the time of initial appointment, may be used to reduce this time requirement. Meeting the minimum time requirement does not guarantee the award of tenure. A faculty member initially appointed at the rank of instructor may be awarded tenure after six years, provided that the individual has served at least three years at the rank of assistant professor at the institution.

Faculty who apply and are not recommended for tenure in minimum time or who use probationary credit and are not recommended may apply for tenure only once more. The maximum number of years to earn tenure are as specified below:

• •Persons initially appointed at the rank of assistant professor have a maximum of seven years to earn tenure. Individuals are not required to include probationary credit in the calculation of this maximum.



• •Persons who initially serve at the rank of instructor for one or two years have a maximum of eight or nine years, respectively, to earn tenure, including any probationary credit awarded for service as an instructor.



• •Persons who serve between three and seven years at the rank of instructor have a maximum of ten years to earn tenure, including any probationary credit awarded for service as an instructor.

Since the guidelines may be amended from time-to-time, non-tenured faculty members should consult with the Dean or Department Chair concerning current guidelines.

The award of tenure to a faculty member is based on satisfactory performance in each of the following areas.

1. Faculty members are employed with the expectation of competence in teaching ability and effectiveness. A candidate for tenure is required to demonstrate a high level of performance in the teaching area. Only in very rare cases will a faculty member be recommended for tenure who has not earned a rating of at least 4 according to the rating scale guidelines on teaching effectiveness in Section I(C).

2. In general, a candidate for tenure is expected to attain a rating of at least 3 in the area of service.

3. Faculty members are often employed by the administration with widely differing qualifications and expectations for creative scholarly activity. It is not feasible to specify a single criterion for creative scholarly activity that would be applicable in all tenure decisions. Therefore, each faculty member must be counseled explicitly concerning expectations for creative scholarly activity for tenure by the department chair and the dean, beginning at the time of employment and continuing through the tenure progress feedback process. Given such guidance, a candidate for tenure is generally expected to attain a rating of at least 3 in the area of creative scholarly activity.

4. The candidate's expertise meets the needs of the academic unit to which he/she is appointed, given present and future academic programming needs of that academic unit. In addition, the faculty member is equally or better qualified in terms of potential contribution than other prospective faculty members who could reasonably be expected to be hired to replace this individual if tenure is not granted.

5. Collegiality is important. A candidate for tenure must have consistently demonstrated the ability to function effectively within the Georgia Southern academic community. This is interpreted to mean not only that the candidate is capable of making contributions whose content is valuable, but also that the university's faculty, staff, and students value him or her as an active participant in the activities of the community. As a minimum, the candidate should exhibit the desired attributes of Georgia Southern faculty (Faculty Handbook, Section 203). Additional expected attributes include honesty, integrity, courtesy, professionalism, and cooperation, with faculty, staff, and students.

In accordance with Article I, Section 4K of these By-Laws, the initiation of promotion and tenure recommendations rests with the chair of the department to which the faculty member is appointed, who shall make such recommendations to the dean after consultation with the faculty members of the department. The consultation input to the chair of the department will come from the Departmental Promotion and Tenure Committee.

The promotion and tenure recommendations from the chair of the department are forwarded to the dean and the Development, Promotion and Tenure Committee of the College of Business Administration. The dean, after receiving recommendations from the Development, Promotion and Tenure Committee, makes recommendations to the academic vice president, who in turn makes recommendations to president of the University, who in turn makes recommendations for the approval of the Board of Regents of the University System of Georgia.

TENURE PROGRESS REPORTS

At the time of the Annual Faculty Evaluation, the department chair will prepare a Tenure Progress Report and distribute it to each non-tenured faculty member. These reports will address all of the criteria specified in Section II(B) to inform the faculty member of their progress toward tenure. These reports will be reviewed by the dean before distribution. Input for the department chair will be provided on an annual basis at a meeting of the tenured faculty of the department.

NOTIFICATION TO DEAN OF FACULTY MEMBERS ELIGIBLE FOR PROMOTION AND TENURE

By approximately the second week of the fall semester each year, the department chairs will notify the dean's office of all faculty members appointed to their departments who are eligible for promotion or tenure decisions on the basis of meeting the minimum specified time periods delineated in Sections I(A) and II(A).

APPLICATION FOR CONSIDERATION FOR PROMOTION OR TENURE

The chair of each department is responsible for informing faculty member of his/her eligibility (in terms of time requirements) for promotion or tenure, upon attainment of the minimum time requirement. In subsequent years, it is the faculty member's responsibility to respond to requests for promotion and tenure documents from the department chair. Those faculty members who are eligible for promotion or tenure and wish to be considered for such must submit their dossiers to the chair of their department.

DOSSIER CONTENTS

The dossier must include:

1. A cover letter describing the status or rank for which consideration is requested.

2. A resume in standard form in conformance with the outline contained in Exhibit One of this document (The committee or the dean may request copies of significant publications.);

3. The following materials on teaching effectiveness to be provided by the department chair:

a. Cumulative professional judgment by the department chair;

b. Student evaluations.

4. The dossier may include other materials at the discretion of the applicant, such as:

a. Evaluations of continuing education courses/professional seminars;

b. Contents of teaching portfolios, as previously defined;

c. Awards for teaching excellence, particularly university-wide awards;

d. Peer review, especially by faculty colleagues familiar with the nominee's teaching; and

e. Administrative evaluation at the dean, vice presidential and presidential levels.

f. Other documentation the faculty member would like to include or be requested to include from time to time.

REVIEW PROCESS BY DEPARTMENT

The promotion and tenure recommendations of the department which are ultimately forwarded to the dean will include the departmental Promotion and Tenure Committee's recommendation to the department chair who, in turn, makes recommendations to the dean.

RECOMMENDATION OF THE DEPARTMENT CHAIR: While the departmental review provides advice, the recommendation forwarded to the dean is that of the departmental chair, and it may, or may not, concur with the recommendations of the departmental Promotion and Tenure Committee. The department chair will inform the departmental Promotion and Tenure Committee of the recommendations he/she intends to make to the dean. At a convened meeting with the Promotion and Tenure Committee, the chair will orally state the reasons for his/her recommendations and any differences between his/her recommendations and those of the Promotion and Tenure Committee.

RECOMMENDATIONS FROM THE DEPARTMENTS: Prior to the deadline for submitting recommendations to the dean, the chair of the department will notify in writing each faculty member who previously declared a wish to be considered for either promotion or tenure as to whether the faculty member is being recommended to the dean. This notification needs to be done sufficiently in advance of the deadline so that those faculty members who are not being recommended by the department chair, and wish to withdraw from further consideration, may do so. The faculty member may withdraw by informing the department chair in writing prior to the recommendations submission deadline.

MEMORANDUM TO THE DEAN: A memorandum addressed to the dean titled "Recommendations for Promotion or Tenure of the Department" will be sent, which includes the following four sections:

• A listing of all eligible faculty members who declared in writing their wish to be considered but, prior to the deadline for submission of recommendations to the dean, subsequently indicated in writing to the department chair that they wish to be withdrawn from further consideration.

2. A listing of all eligible faculty members who declared in writing their wish to be considered and are not being recommended by the department chair. If the recommendation from the departmental faculty review was positive, the department chair must indicate such.

3. A listing of all eligible faculty members being recommended. If the departmental faculty review recommendation was negative, the department chair must indicate such.

DOCUMENTATION TO BE SUBMITTED BY THE DEPARTMENT CHAIR: Documentation for each faculty member who declared in writing the wish to be considered for promotion or tenure must include the following:

1. A form completed by the department chair including the following content:

(a) An indication of the type of recommendation received by the department chair.

(b) For faculty supported for promotion and tenure, a comprehensive statement as to why the candidate meets the teaching effectiveness, creative scholarly activity, and service criteria for promotion or tenure as contained in this document.

2. The applicant's dossier.

RECOMMENDATIONS BY THE DEAN TO THE VICE PRESIDENT OF ACADEMIC AFFAIRS: The promotion and tenure recommendations of the departments are forwarded to the dean at which time they are also reviewed by the Development, Promotion and Tenure Committee which provides consultative input to the dean who, in turn, makes recommendations to the vice president for academic affairs.

DEVELOPMENT, PROMOTION AND TENURE COMMITTEE: Similar to the process employed by the departments in making recommendations to the dean, the dean receives advice from the COBA Development, Promotion and Tenure Committee.

The department chairs will provide the committee with each applicant's dossier. The committee will then forward its recommendations to the dean. The dean, after arriving at preliminary recommendations, will meet with the members of the committee to review any differences in promotion and tenure recommendation between the committee and the department chair. The meeting will occur prior to the dean's submission of formal recommendations to the vice president for academic affairs and the dean will advise the committee of his/her recommendations.

The committee will decide on the form of recommendations to be submitted to the dean. For example, the recommendations of individual members of the committee may be submitted to the dean, or the committee may choose to present a collective recommendation on each candidate to the dean. In the former case, the dean will meet with the committee to review all candidates; in the latter case, only differences in recommendations would be reviewed by the dean with the committee.

SUBSEQUENT MEETING OF THE DEAN WITH DEPARTMENT CHAIRS: After the dean has met with the Development, Promotion and Tenure Committee, he/she will meet with the department chairs who submitted recommendations to the dean. At this meeting, the dean will inform the departments chairs of the recommendations that he/she intends to make to the vice president for academic affairs. At this meeting, the dean will orally state the reasons for his/her recommendation and any differences between his/her recommendations and those of the Development, Promotion and Tenure Committee.

WRITTEN NOTIFICATION TO FACULTY MEMBER BY DEAN: By approximately mid-January of each year, the dean will formally submit his/her recommendations for promotion and tenure to the vice president for academic affairs. At this time, if not before, the dean will notify in writing each faculty member who previously declared in writing to the department chair a wish to be considered for either promotion or tenure as to whether the faculty member is being recommended to the vice president for academic affairs.

REQUEST BY FACULTY MEMBER TO MEET WITH DEAN: In those cases in which a recommendation for promotion of the department chair was positive, but the recommendation of the dean was negative, the dean will meet with the candidate and the department chair to orally state the reasons for the negative recommendation for subsequent guidance of the candidate, if the candidate requests such a meeting.

APPEAL OF NEGATIVE PROMOTION AND TENURE RECOMMENDATION: Denial of promotion and tenure may not be appealed unless the faculty member alleges discrimination on the basis of sex, race, religion, national origin, or other non-academic criteria (Georgia Southern University Faculty Handbook)

FORMAL ANNOUNCEMENT: As soon as the vice president for academic affairs distributes to the dean the formal notice of approval by the Board of Regents, the dean will communicate this information in writing to the faculty member promoted and/or tenured and to the department chair.

At the first school faculty meeting after the receipt of this formal notification from the vice president for academic affairs, the dean will announce the approved promotion and/or tenure recommendations to the faculty.

OUTLINE OF RESUME TO BE USED FOR PROMOTION AND TENURE RECOMMENDATIONS

The resume should be organized in the following sequence, with headings corresponding to the following.

NAME

EDUCATION

List degree, major, institution and year received (for each degree)

FELLOWSHIPS AND AWARDS

WORK EXPERIENCE

List relevant business-related work experience (including internships) and faculty and other positions held

TEACHING

List courses taught. Provide a synopsis of any noteworthy accomplishments or methods used. List new courses or programs developed.

ADVISING

Describe your advising responsibilities. Note any outstanding achievements in your advising of students.

PUBLICATIONS: ARTICLES IN JOURNALS

Publication citations in this category and the following categories should be complete, following standard citation format including page numbers and co-authors

PUBLICATIONS: BOOKS AND MONOGRAPHS

PUBLICATIONS: PROCEEDINGS

PUBLICATIONS: OTHER PUBLICATIONS

This category should include abstracts, book reviews, cases cited in textbooks, etc.

EXTERNALLY-FUNDED RESEARCH PROJECTS

List the title of research project, beginning and ending dates of the project, the amount of funding of the grant, and the specific participation of the faculty member in the grant project.

PAPERS PRESENTED AT PROFESSIONAL MEETINGS (not published)

PARTICIPATION AT PROFESSIONAL MEETINGS (OTHER THAN PRESENTATION OF PAPERS)

List such activities as involvement in local arrangement committees, program chair, chair of session, discussant, etc.

CONSULTING, TECHNICAL-PROFESSIONAL ASSISTANCE, TRAINING PROGRAMS, OR OTHER PROFESSIONAL SERVICE OUTSIDE OF THE COLLEGE OF BUSINESS ADMINISTRATION

Please indicate which activities were for pay. Specify title or nature of activity or involvement; and when possible client, agency, board, commission, setting, etc.; and if appropriate, what outcome(s).

PROFESSIONAL SOCIETY ACTIVITY

List current memberships in professional associations (Write full name of the association followed by its abbreviation in parentheses).

OFFICERSHIPS AND OTHER OFFICIAL FUNCTIONS IN PROFESSIONAL ASSOCIATIONS

List office or function and abbreviated name of the association.

ATTENDANCE AT PROFESSIONAL ASSOCIATION MEETINGS

UNIVERSITY COMMITTEE ASSIGNMENTS

List name of committee, time period served, and whether service was as a member or chair, list the accomplishments of the committee

COLLEGE COMMITTEE ASSIGNMENTS

Give the same information as above

OTHER SERVICE ACTIVITIES

List other assignments such as, advisor to student groups, graduate faculty, task force, etc.

COMMUNITY SERVICE

List memberships in local civic organizations, offices held, local activities, etc.

CONTINUING EDUCATION ACTIVITIES IN THE PAST FIVE YEARS

Give the names of program(s), date of program(s), involvement in program(s).

OTHER NOTEWORTHY ACTIVITIES NOT COVERED ABOVE

List further study and other faculty development activities, research, visiting professorships, travel, fellowships, faculty development, civic or governmental service, etc.

Page

A. Scope B-2

B. Annual Faculty Evaluation Criteria B-2

C. Teaching B-2

D. Scholarship B-3

E. Service B-3

F. Preamble B-3

G. Guide to Interpretation B-4

H. Assumptions B-5

I. Submission of Annual Goals B-6

J. Flexibility B-6

K. The Annual Evaluation B-7

L. Annual Faculty Evaluation Objectives Form B-8

M. Annual Faculty Evaluation Guidelines B-11

• Teaching B-11
• Creative Scholarly Activity B-12
• Service B-13

N. Annual Faculty Evaluation Form B-15

SCOPE

This appendix outlines a procedure for the annual written evaluation of faculty as specified by the Board of Regents and the administration of Georgia Southern. It applies to those persons whose primary duties are those normally associated with a full time faculty member. It is not intended to be applicable to those who may occupy a faculty line, but whose duties are largely administrative, such as department chairs and others designated by the dean or other authority.

ANNUAL FACULTY EVALUATION CRITERIA

The annual evaluation of faculty is guided by both the American Assembly of Collegiate Schools of Business (AACSB) guidelines and the following faculty evaluation criteria established by Georgia Southern University ⁽³⁾. Georgia Southern University's faculty evaluation criteria are summarized below.

TEACHING

Teaching represents professional activity directed toward the dissemination of knowledge and the development of critical thinking skills. Such activity typically involves teaching in the university classroom. Teaching activities also include the development of new courses, programs, and other curricular materials for both university and other students. Judgments of the quality of teaching activities are based on student ratings of instruction, examination of course syllabi and other course materials, peer evaluations when available, critical review and acceptance of teaching products, performance of students in subsequent courses, and follow-up of graduates in graduate school or in their employment.

SCHOLARSHIP

Scholarship includes academic achievement and professional growth and development. Scholarship is the integration, development and extension of knowledge and is often demonstrated by publications and presentations designed for professional audiences. Scholarship includes articles, scholarly books and texts, reports or research, creative works, textbooks, scholarly presentations, research grants, demonstration grants, papers read, panel participation, exhibits, performances, professional honors and awards, additional professional training or certification, degrees earned, postdoctoral work, work toward terminal degrees, academic honors and awards, and creative consulting.

SERVICE

Service represents professional activities directed toward the development and maintenance of the university and of professional organizations, as well as activities undertaken on behalf of the university or the profession that do not entail systematic instruction (e.g., advisement, manuscript reviewing, design and development of professional conferences). Service includes the application of the individual's expertise in his/her discipline for the benefit of an organization, the community, or the institution. This type of activity is typically not reimbursed or reimbursed at a nominal rate and is directly related to the individual's academic discipline.

PREAMBLE

The Board of Regents of the University System of Georgia specifies that each faculty member be evaluated annually using procedures developed at each institution. Regent's policy also states that faculty members will be evaluated on teaching, service, academic achievement and professional activity. The policy specifies further that

"(1) The immediate supervisor will discuss with the faculty member in a scheduled conference the content of that faculty member's evaluation.

"(2) The faculty member will sign a statement to the effect that he/she has been apprized of the content of the annual evaluation.

"(3) The faculty member will be given the opportunity to respond in writing to the annual evaluation. The response, if any, will be attached to the evaluation.

"(4) The immediate supervisor will acknowledge in writing his/her receipt of this response, noting changes, if any, in the annual evaluation made as a result of either the conference or the faculty member's written response. This acknowledgment will also become a part of the record." ⁽⁴⁾

The basic procedures for faculty evaluations at Georgia Southern as stated in the GSU Faculty Handbook, are that:

"An Annual Evaluation of the work of every faculty member is made for the primary purpose of aiding in improvement. It also serves as the basis for determining merit salary increases and reappointment of probationary faculty." ⁽⁵⁾

Further it states that:

"The department chair will discuss the evaluations and the recommendations based upon them, except in the cases of non-renewal, with the faculty member involved. The discussion should be constructive, candid and future-oriented."

The document also specifies that the Annual evaluation should be accomplished by April 1 (in time for the distribution of annual merit salary increases). A narrative summary of the evaluation will be written by the department chair and a copy will be given to the faculty member.

This document defines uniform procedures for the evaluation of all faculty in the College of Business Administration. The procedures are consistent with the directives by both the Regents and the vice president for academic affairs.

GUIDE TO INTERPRETATION

The responsibility for the annual evaluation of faculty must reside with the department chair. The incumbent in this position is in the best position to know the scope and quality of the activities of the faculty within the department and it would be unwise to attempt to supplant his/her judgment with any sort of procedure that attempts to account for all of the variables in academic disciplines, quality, quantity, expectations and the like with a quasi-objective mechanism. The purpose of this appendix is to provide guidelines for faculty evaluation which will produce a measure of consistency within a department and across the College of Business Administration. With this consistency the annual evaluations can provide the basis for resource allocation within a department that is uniformly based on performance and is perceived by its members to be more equitable.

The annual evaluation is of necessity an important determinant of salary levels for each faculty member. However, the following additional factors will be considered in determining compensation.

1. Present total compensation may need to be adjusted upward due to salary compression or increased responsibility. Similarly, salary may need to be maintained at the current level due to a change in faculty status, diminished productivity or diminished responsibility. The factors enumerated herein will also be used by the administration to allocate compensation as it is available outside the annual pay adjustment process.

2. Other forms of compensation such as reduced course loads, summer teaching, access to graduate assistants, class schedules, class size, preferred teaching days and special support for creative scholarly activity are often equally important and the award of such perquisites should also be consistent with the procedure for evaluation of faculty provided herein. Tenure and rank are the cumulative result of the evaluation process and should not be included in the determination of other forms of compensation.

ASSUMPTIONS

In developing this system of evaluating faculty in the College of Business Administration several factors have been taken into consideration. They are:

1. Even though the annual evaluation represents a one year snapshot of a faculty member's performance, the factors used for the annual evaluation must be consistent with the factors used for promotion and tenure decisions. Thus, the system must provide general feedback on the progress of those faculty who are seeking promotion and tenure;

2. Flexibility must be built into the system to allow faculty members to emphasize a particular area each year. Faculty members should be allowed to determine their areas of emphasis within the guidelines of departmental, school, and university needs; and

3. During the course of the academic year, unexpected events can arise such as election to office in a professional organization, selection to chair an important university-wide committee, changes in teaching schedules and the like that may make it necessary to modify one's goals for the year. The faculty member should have the opportunity to reevaluate and modify his/her objectives; but, it must also be understood that the reallocation of work for the year must be done with the concurrence of the department chair. Faculty members may find this a particularly valuable opportunity to review their goals, objectives and progress toward promotion and tenure with their chairs.

With these points in mind the following system has been developed.

SUBMISSION OF ANNUAL GOALS

By April 1^st each department chair will request that each faculty member submit specific goals and objectives for the year to his/her department chair using the format shown in Attachment 1 to this Appendix. The department chair should evaluate these objectives and meet with the faculty member to discuss these goals in the context of departmental objectives and provide feedback to the faculty member regarding whether these are satisfactory. The department chair should also provide an opinion on whether the submitted goals are, in his/her judgment, consistent with a track toward promotion and tenure (if applicable) and the implications of the attainment of these goals as they relate to salary raise opportunities. It must be understood that the attainment of a faculty member's goals for a year does not necessarily guarantee a high rating at the end of the year. In the event that the department chair believes that the goals are too modest for a high rating or inconsistent with overall departmental goals, the faculty member should have the opportunity to reevaluate his/her annual goals and modify them if desired, with the consent of the department chair.

FLEXIBILITY

In each of the three performance areas, the faculty member has flexibility to assign the weights to various areas he/she desires for a given year. The weights for the three areas, expressed in percentage form, are as follows:

TEACHING................................................................. 40-60%

CREATIVE SCHOLARLY ACTIVITY..................... 20-50%

SERVICE.................................................................... 10-40%

Under current AACSB standards, all faculty members must be involved with creative scholarly activity, i.e., make "intellectual contributions" to the college's mission.

The faculty member can individually set the amount of effort annually in each category (within stated limits) upon which he/she wishes to be evaluated. In many cases faculty members cannot control the types of activities in which they ultimately become involved. This system provides the flexibility for each faculty member to adjust goals and objectives to account for the activities in which he/she becomes involved as they occur in any given year.

THE ANNUAL EVALUATION

By January 31^st of each year, the faculty member will report to the department chair his/her annual activities in the format prescribed by the dean of the College of Business Administration. The department chair will evaluate each faculty member according to the five point scales listed in Attachment 2. An evaluation sheet will be filled out by the department chair for each faculty member as shown in Attachment 3. A faculty member's rating for the year in each of the three areas of evaluation will be the proportion of weight assigned to each area times the numeric evaluation by the department chair. For example, a faculty member who elected 40 percent weight on teaching and is rated at 4.5 by the department chair will receive a rating of 1.8 in the teaching area. The sum of the weighted ratings in each area will be the cumulative rating for the faculty member for the year. Prior to the annual evaluation consultation with the department chair, a faculty member may request that the department chair adjust the weights to reflect any significant changes that have occurred.

When applicable, the chair will also indicate on the evaluation form the types of activities needed by the faculty member for progress towards promotion and/or tenure. The evaluation will be discussed with each faculty member privately and both the department chair and the faculty member will sign the evaluation form to indicate that the evaluation has been discussed. The signature of the faculty member is not intended to show concurrence with the rating, only to show that he/she has been shown the rating and that it has been discussed. The faculty member may respond in writing to the evaluation. Such response will be handled in accordance with the Board of Regent's direction noted in subparagraphs (3) and (4) on page B-3 of this Appendix. It is expected that the department chair's allocation of departmental resources to individual faculty members, including the apportionment of merit money, will be ordinally consistent with these cumulative ratings of the faculty.

TEACHING OBJECTIVES (See Annual Faculty Evaluation Criteria)

NAME_________________________________ CALENDAR YEAR_____________________

WEIGHT ON THIS AREA_____________%(40-60)

PROJECTED TEACHING LOAD (In conjunction with Dept. Chair)

REMOTE DELIVERY: (Including Off-Campus and Distance Learning)

GRADUATE:

UNDERGRADUATE:

TRADITIONAL DELIVERY:

GRADUATE:

UNDERGRADUATE:

NEW COURSES OR PROGRAMS TO BE DEVELOPED

NEW OR INNOVATIVE APPROACHES TO BE IMPLEMENTED FOR THE FIRST TIME

NEW PREPARATIONS

OTHER (See Annual Faculty Evaluation Criteria)

DEPARTMENT CHAIR'S COMMENTS

_______________________ _____________________________ __________________________

(Faculty Member) (Department Chair) Date

CREATIVE SCHOLARLY ACTIVITY OBJECTIVES (See Annual Faculty Evaluation Criteria)

NAME_______________________________ CALENDAR YEAR______________________

WEIGHT ON THIS AREA ____________%(20-50)

PUBLICATIONS (List titles or topical areas and co-authors)

BOOKS:

CHAPTERS IN BOOKS OR MONOGRAPHS:

JOURNAL ARTICLES:

PROCEEDINGS/PRESENTATIONS:

OTHER (See Annual Faculty Evaluation Criteria)

DEPARTMENT CHAIR'S COMMENTS

_______________________ _____________________________ __________________________

(Faculty Member) (Department Chair) Date

SERVICE OBJECTIVES (See Annual Faculty Evaluation Criteria)

NAME_______________________________ CALENDAR YEAR_________________________

WEIGHT ON THIS AREA ____________%(10-40)

SERVICE TO THE UNIVERSITY (Indicate leadership positions where applicable)

UNIVERSITY SYSTEM:

UNIVERSITY:

COLLEGE OF BUSINESS ADMINISTRATION:

DEPARTMENT:

ADVISEMENT:

SERVICE TO THE COMMUNITY (Indicate leadership positions)

SERVICE TO THE PROFESSION (Indicate leadership positions)

OTHER (See Annual Faculty Evaluation Criteria)

DEPARTMENT CHAIR'S COMMENTS

_______________________ _____________________________ __________________________

(Faculty Member) (Department Chair) Date

TEACHING

The annual evaluation of teaching effectiveness is guided by both the AACSB's guidelines as well as by Georgia Southern University's faculty evaluation criteria for teaching.

The following five-point rating scale is provided for guidance in the evaluation of effective teaching performance.

1. This faculty member neglects his/her duties, frequently does not meet classes and fails to prepare or plan, or refuses to accept teaching assignments when given by the department chair. He/she receives poor teaching evaluations.

2. This faculty member meets his/her classes, but conducts them without enthusiasm or imagination. This teacher might not keep office hours nor otherwise make himself/herself available to students. He/she might be continuing to use the same material from year to year, thereby not keeping up with developments in the discipline. This faculty member might not cooperate in the planning of courses with multiple sections. Because of such performance, he/she will probably not be respected by colleagues and would probably receive mediocre teaching evaluations.

3. This faculty member fulfills duties in teaching as expected. He/she will conduct classes, be available to students, be current in the discipline, and cooperate in departmental or college-wide teaching endeavors. This instructor will be considered by his/her colleagues as a dependable member of the faculty and probably receive satisfactory teaching evaluations.

4. This faculty member is imaginative and enthusiastic about teaching, plans carefully, and carries through. His/her students find this instructor to be a stimulating classroom lecturer or leader of discussions. This teacher will be very widely read in the discipline, continuously introducing into his/her courses the results of his/her own investigation. He/she will be recognized by both students and colleagues as a very good teacher.

5. This faculty member is considered one of the best. He/she is highly imaginative, completely dependable, and in command of his/her discipline. This teacher will generally receive excellent evaluations from both students and faculty. Though he/she is demanding, this instructor is humane in his/her relationships with students and exerts every effort to be personally supportive.

CREATIVE SCHOLARLY ACTIVITY

The annual evaluation of creative scholarly activity is guided by both the AACSB's guidelines for creative scholarly activity as well as Georgia Southern University's faculty evaluation criteria for scholarship.

The following five-point rating scale is provided for guidance in the evaluation of creative scholarly activity.

1. This faculty member shows no interest in his/her discipline and does not read relevant material to keep current other than that required for class preparation.

2. This faculty member reads in his/her discipline beyond what is required for class preparation and attends professional events such as lectures, symposia, etc.

3. This faculty member has demonstrated this year that he/she is executing a plan for creative scholarly activity.

4. In any given year the hallmark of this faculty member's performance is organization and consistency in setting and achieving goals for creative scholarly activity. He/she published produced a peer-reviewed publication or comparable intellectual contribution.

5. This year this person has exceeded the standards set forth in 4 above. This faculty member's publications and creative scholarly activity make him/her respected beyond the campus in his/her field. He/she publishes in quality journals and otherwise has his/her scholarly or creative work judged as being excellent by his/her professional colleagues. Also, this person should be able to indicate a higher level of independent functioning as demonstrated by a well-defined creative scholarly activity thrust or recognition in a specialized creative scholarly activity area.

SERVICE

The annual evaluation of service is guided by the AACSB's guidelines as well as Georgia Southern University's faculty evaluation criteria for service.

The following five-point rating scale is provided for guidance in the evaluation of professional service activities.

1. This faculty member performs University and professional service activities reluctantly and with minimum effort, participates in no professional programs, holds no offices in professional organizations, and performs no consulting work or similar activities.

2. This faculty member serves on committees to which he/she is appointed, but makes no special effort to assist students, or the Department, College, or University. He/she frequently fails to cooperate with colleagues serving on committees or advising students. The faculty member maintains memberships in a few professional organizations, but is seldom involved in organizational meetings, seminars, consulti