An Examination of Departure Trends and Tenure Rates among Pre-Tenure Faculty: A Ten Year Cohort Study (1996 – 2005)

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dc.contributor.authorCameron, Tracey LaShawneen
dc.contributor.authorHyer, Patricia B.en
dc.contributor.departmentVirginia Tech. Office of the Executive Vice President and Provosten
dc.coverage.spatialBlacksburgen
dc.coverage.spatialMontgomery Countyen
dc.coverage.spatialVirginiaen
dc.coverage.temporal1996 – 2005en
dc.date.accessioned2016-08-11T18:44:43Zen
dc.date.available2016-08-11T18:44:43Zen
dc.date.issued2010-04en
dc.description.abstractThe environmental landscape of American higher education is undergoing a major transformation. With the increased minority enrollment and impending exodus of retiring faculty, recruiting and attracting a diverse and excellent professoriate is more important than ever before (Van Ummersen, 2005). Recognizing the critical role that a diverse faculty plays in the collegiate experience of students from underrepresented groups, colleges and universities have focused increased attention on hiring women and ethnic/cultural minorities (Smith, Turner, Osei-Kofi, & Richards, 2004). These efforts have resulted in the gradual increase of traditionally underrepresented faculty during the past decades.<br /><br /> While the availability of doctorates from more diverse backgrounds has fueled progress in faculty hiring, lower retention rates of women and minorities reduce the rate of progress in diversifying the tenured faculty workforce. Some turnover, whether voluntary or involuntary, is expected. It is necessary in instances of poor teaching performance or low research productivity. It is also a natural consequence of professional advancement (Xu, 2008; Zhou & Volkwein, 2004). Excessive turnover, however, yields undesirable outcomes. Turnover can influence departmental culture, disrupting progress and resulting in the redistribution of teaching loads, advising assignments, and committee tasks. It also presents a financial burden to the institution, resulting in lost return on investment (Xu, 2008). While turnover is inevitable, understanding the factors that contribute to unwanted losses and how these factors affect a faculty member’s decision to depart, warrant significant attention (Xu, 2008). The ongoing monitoring of recruitment and retention practices is one step towards ensuring faculty success and institutional excellence.en
dc.description.notesTracey Cameron, Graduate Assistant, Provost’s Officeen
dc.description.notesPatricia Hyer, Associate Provost for Academic Administrationen
dc.format.extent13 pagesen
dc.format.mimetypeapplication/pdfen
dc.identifier2010_promotion_tenure_outcome_study.pdfen
dc.identifier.urihttp://hdl.handle.net/10919/72140en
dc.language.isoen_USen
dc.publisherVirginia Techen
dc.rightsIn Copyrighten
dc.rights.holderVirginia Techen
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.source.urihttp://www.advance.vt.edu/documents/reports/2010_promotion_and_tenure_outcome_study.pdfen
dc.titleAn Examination of Departure Trends and Tenure Rates among Pre-Tenure Faculty: A Ten Year Cohort Study (1996 – 2005)en
dc.title.alternative2010 Promotion and Tenure Outcome Study Reporten
dc.typeReporten
dc.type.dcmitypeTexten

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