I. Selection of Department Chairperson.
The Chairperson of the Department shall be elected by a majority vote of the Departmental faculty every three years beginning in June, 1998 to serve one three-year term; however, the Chairperson may serve additional three-year terms by receiving a majority vote of the faculty. The departmental faculty will convene as a committee and vote in the fall of the third year. The chairperson will have the opportunity to address the committee before the vote. The results of this vote shall be communicated to the chairperson and to the College Dean. This chairperson election shall be subject to the approvals of the College Dean, the Academic Vice-President and the President; however, any disapproval of said election will be communicated in writing to the departmental faculty, citing specific and reasonable causes why the elected chairperson should not serve.
II. Faculty Evaluation Procedures.
The Department of Marketing and Real Estate will be governed by the MBO approach. This form of Departmental governance allows each faculty member to develop objectives and goals for the next academic year and then to be evaluated in a predetermined manner based on the extent to which they have accomplished these objectives. The MBO approach will be implemented as follows.
Every March, each faculty member will prepare an Annual Plan (Faculty MBO form) , detailing his/her objectives and goals for the next academic year in the areas of teaching, research, and service. Each of these areas has the following expected levels of contribution (determined by a majority faculty vote) - Teaching 45%; Research 45%; and Service 10%.
A meeting is held with the academic administrator in which the goals and objectives are discussed.
The academic administrator and the faculty member jointly assign qualitative evaluation levels to each area based on the quality and quantity of the goals and objectives. There are three major qualitative evaluation levels: Above expected; Expected; and Below expected, with two additional sub categories of "slightly" and "moderately." These evaluation results determine the percentage evaluation that the faculty member receives in each area (e.g., an "above expected" in teaching will receive percentage evaluations of above 45%). This is a contract between the academic administrator and the individual faculty member whereby the administrator states that if the faculty member accomplishes all of the goals stated in each area, the administrator will evaluate the faculty member at the predetermined level during the annual evaluation process.
Individual Annual Plans are evaluated by the Departmental MBO Committee to ensure that they are consistent with one another and that the goals and objectives for each area justify the evaluations assigned to them. The Committee meets with the academic administrator and resolves any problems indicated by the evaluation.
The Annual Plans are signed by the administrator, chairman of the Committee, and individual faculty member.
At the close of the academic year (3/31), the faculty member prepares an Annual Report and meets with the academic administrator for their annual evaluations. Based on the comparison of Annual Plans and Annual Reports, the administrator prepares Evaluation Reports. These reports indicate the evaluation of the research, teaching, service, and overall performance of faculty members, as well as assign percentage evaluations for each area.
The MBO Committee examines the Evaluation Reports to determine their consistency with the related Annual Plans, Annual Reports, and with each other. Any problems indicated by this examination are resolved with the administrator and the faculty member involved.
The academic administrator makes merit raise recommendations to the Dean after reviewing the Evaluation Reports and the MBO Committee recommendations.
III. Faculty Evaluation Criteria (Faculty Activities Form).
A. Teaching: The following factors will be used in determining teaching effectiveness.Evidence/performance levels on these factors will be included in each faculty members annual report.
Teaching Duties - number of classes, preparations and students.
Student Evaluations - a standardized summary of the results to be included in the annual reports. The level of difficulty and type of courses taught by an instructor will be considered in the interpretation and comparison of statistics.
Course Syllabi - a copy of each course syllabus to be included in the annual reports.
Course/Curriculum Development activities.
Availability to Students – Office hours, advising , and participation in student recruitment activities.
The chairman will also solicit opinions from graduating seniors on teaching effectiveness, course requirements and the overall curriculum, during the course of exit interviews. These will be used primarily to assess departmental mission accomplishment and to provide feedback to faculty members.
B. Research: The following activities will be used in determining research productivity. Evidence of each activity should be included in each faculty members annual report (research evaluation guidelines). Journal articles published and accepted for publication.
Papers published in the proceedings of academic or professional organization conferences.
Papers presented at academic or professional organization conferences.
Research submitted and presently under consideration for publication in journals.
Research in progress.
C. Service and Professional Development Activities: The following activities will be used in evaluating service and professional development. Evidence of each activity should be included in each faculty members annual report.
Academic Service - Institutional Service on University, College, and Departmental level committees.
Service to the Academic Community - Service in academic, professional and civic organizations.
Faculty Development Activities - Participation in activities that lead to faculty development in the areas of Teaching and Research.
IV. Evaluation of Lecturers
A “Lecturer” is a non-tenure track, full-time faculty member. The main responsibility of this faculty member is teaching.
A Lecturer will generally have a higher teaching load than a tenure track faculty member.
Although this faculty member is primarily involved with teaching responsibilities, he/she is also expected to be engaged in both service and professional growth activities, as well as some research. The merit evaluation (annual review) for a Lecturer will therefore place higher weight on teaching ( 50%) , service (25%), and professional growth and development activities (25%).
In addition to an annual review, a Lecturer is subject to a more formal review every three years. A Department Lecturer Review Committee, composed of all tenure-track and tenured faculty members of the Department (excluding the Chair), shall review the individual's achievements and performance in the areas of teaching, research, and service. As part of this process, a Lecturer will provide materials to the committee documenting accomplishments in teaching, service, and professional growth activities during the previous three years. The Committee shall report its findings to the Department Chair. The Chair will also provide a separate written report. The Chair will discuss these reports with the faculty member. The faculty member under review will receive a written copy of the reports and is encouraged to reply to the reports.
The condition of employment of a Lecturer in the Marketing and Real Estate Department is subject to all regulations established by the University and documented in the Faculty Handbook and other sources. Should it be decided not to renew the contract of a Lecturer, such a decision will generally be made by the Chair in consultation with the other faculty in the Department and the Dean.
V. Evaluation of Part-Time Instructors
These faculty are hired as instructors and are not expected to be actively engaged in other service activity or in professional research. At the end of each semester, student evaluation forms are distributed in all classes taught at the State University of West Georgia. Results of the evaluations will be discussed with each part time instructor. The Chair will make recommendations for improvement in teaching effectiveness if needed.
VI. Promotion and Tenure Policies.
A. Promotion and Tenure.
The tenure and promotion policies for the State University of West Georgia are detailed in Section 103 of the UWG Faculty Handbook College of Business tenure and promotion policies are outlined in the Richards College of Business Faculty Development Policies document. The Marketing and Real Estate Department Promotion and Tenure Advisory Committee will be composed of tenured faculty members, at or above the rank of the individual requesting tenure and/or promotion. The committee will review the dossier of the applicant based on the four areas of evaluation set forth by the Board of Regents of the University System of Georgia: superior teaching, academic achievement, outstanding service to the institution, and professional growth and development. Based on this review, the committee shall make a positive or negative evaluation (in writing), in light of the Department's and College's expectations for tenure and promotion. The department chair shall include this written evaluation along with his or her personal evaluation in the dossier of the candidate. As indicated in the UWG Faculty Handbook, the evaluations of the committee and the chair should include a discussion of the stengths of the candidate receiving a positive recommendation and should point out areas of needed improvement for candidates receiving a negative recommendation.
B. Three-year Tenure Review
Assistant Professors (or those serving a full probationary period regardless of professional rank) will participate in a tenure review in their third year. An Advisory Review Committee composed of tenured faculty members of the department, selected by the faculty of the department, in consultation with the Department Chair and in light of the department's promotion and tenure policies, shall thoroughly and comprehensively review the individual's achievements and performance in the areas of teaching, research, and service. The Advisory Review Committee will report its findings to the tenured faculty members of the department and to the Department Chair. The report will state in writing whether progress toward promotion and/or tenure is sufficient at this time. Progress judged toward promotion and/or tenure in this report does not guarantee or prejudice a favorable recommendation later on. The faculty member under review will receive a written copy of the report and is encouraged to reply to the report. The University policy on the Three-Year Tenure Review is outlined in the Faculty Handbook (Section 102.0201) .
C. Post Tenure Review
The UWG Faculty Handbook (Section 104.02) outlines the Post Tenure Review process. Post tenure review shall be conducted within the Department based on the post-tenure review guidelines in faculty handbooks. Essentially each tenured faculty member will be subject to a post tenure review every five years after receiving tenure or after going through some other form of review (e.g., promotion). The post tenure review process takes place at the college level. The department faculty shall elect its representative to serve on the College Post-tenure Committee each year. The individual subject to post tenure review will submit his or her dossier during the Fall to the College-level committee for consideration
The travel budget will be used according to the following order of priorities.
Peer-reviewed paper presentations at national meetings.
Peer-reviewed paper presentations at regional meetings.
Participation at meetings for purposes other than peer reviewed paper presentations (e.g., seminars, workshops, and participation at meetings as discussant, moderator, and officer of an organization, and presentations of papers not peer-reviewed).
Every attempt will be made to maintain equality among faculty members. Faculty members can also request money for activities.
such as professional dues, and instructional development and training semenars. (Reimbursement will be based upon availability of travel funds).
VIII. Student and Graduate Assistants.
The Department will try to provide one student assistant (SA) during the academic year. The availability of SA's during the Summer quarter cannot be guaranteed. SA's work 10 to 20 hours per week and are principally used for grading homework. The SA will be assigned to all faculty members, with the understanding that the instructors teaching large sections of principles and research courses be given priority. In addition, SA's can be used for clerical and research activities. However, SA's should never assist faculty members in the preparation, administration, and/or grading of quizzes, exams, and other test materials.
The Department will try to provide two graduate assistants (GA's). The GA's will suppliment the SA's in terms of being assigned to all faculty members, for help with teaching and grading activities. Faculty engaged in productive research and course innovation activities can also request additional GA assistance. GA's in addition to clerical and research activities, may also help in administering and grading tests and quizzes.
A supervisor from the department will meet with the SA's and GA's and review their duties before the term begins or before there is any change in assigned duties. The supervisor will also meet with them periodically to ensure that assignments are being completed in a satisfactory manner. At the end of each term the department chairman, in consultation with faculty members, will fill out the Graduate Research Assistant Supervisor Rating Form. A copy of this evaluation will be given to the GA.
IX. Advising, Registration, Campus Visitation Days, and Summer Orientation.
Advising for preregistration is conducted by the RCOB advisors. Students are required to contact their assigned advisor every semester before registration.
Campus Visitation Days will be attended by the Chairman and another faculty member on a voluntary or rotation basis.
Summer Orientation sessions are attended by the Chairman and a member of the Summer Faculty as needed. Assignments will be made by rotation and as teaching schedules permit.
X. Departmental Committees.
Curriculum Review Committee - Reviews the course offerings and degree programs of the Marketing and Real Estate Department. Any recommended changes are forwarded to the entire department faculty for approval and then to the Richards College of Business curriculum committees.
MBO Annual plans and Annual Report evaluation review committee – Reviews faculty MBO goals and objectives and Faculty evaluations of faculty annual reports as detailed in the section on faculty evaluation above.
Promotion and Tenure /Tenure Review Committees - The Departmental Tenure/Tenure Review Committee consists of the tenured members of the Departmental Faculty. The Departmental Promotion Committee consists of the Departmental Faculty with rank equal to or above the requested rank.
Assessment Committee - Reviews the assessment process of the department. Any recommended changes in the assessment process are forwarded to the department faculty for consideration.
Student Awards Committee – Recommends to the faculty undergraduate marketing and Real estate majors for awards and scholarships.
Other committees, such as Faculty Recruitment, are created as the need arises. Faculty preferences for each committee should be accommodated. Any ideas, comments, suggestions, and complaints concerning these areas should be communicated to committee members.
XI. Assignment of Summer Courses.
Summer school courses are to be assigned to full-time, tenure-track faculty of the Department of Marketing and Real Estate on the bases of an "order of priority"" determined by rank and years in rank, provided they are either academically or professionally qualified during that year.
The "priority list" so established is to be "fixed" from year to year unless an existing faculty member leaves the faculty and/or a new faculty member joins the faculty - then the priority list is to be revised as per rank and years in rank. Faculty members are to be assigned summer school courses as per their position on the priority list.
Highest Priority- A full professor with the most years of experience at this rank in the Department of Marketing and Real Estate at the Univ. of West Georgia.
Lowest Priority- An assistant professor with the least years of experience at this rank in the Department of Marketing and Real Estate at the Univ. of West Georgia – and so forth.
Other considerations are as follows:
Each faculty member is to be assigned one summer school course before any faculty member is assigned a second course. Should additional courses be available, each faculty member is to be assigned a second course before any faculty member is assigned a third course. The department chairman will consult with faculty members concerning the exact courses they will be teaching. A course offered to a faculty member, but declined, "counts" as an assigned course for purposes of proceeding through the priority list. Assignment of courses each summer (after the initial summer of 1998) begins the position on the priority list where assignment ceased the previous summer.
Lecturers and non-tenure track faculty may be assigned a course if no tenure track faculty is available to teach that course.
XII. Leaves of Absence .
Leaves of Absence are available to full-time members of the Departmental Faculty. Each request will be evaluated by the Chairman and the Dean based on feasibility and projected contributions to Departmental and College of Business goals.
XIII. New Faculty Orientation
The Department will supplement the University wide orientation program with a general orientation to the College of Business and to the Marketing and Real Estate Department. New faculty will be assisted by faculty and staff in the use of College of Business computer and classroom facilities. New faculty will also be given a copy of the Marketing and Real Estate Department Policies and Procedures and the Richards College of Business Faculty Development Policies Document for their review. New faculty are also encouraged to attend training sessions offered on campus on topics such as advising and the use of technology/software.
These Policies and Procedures were adopted by the Marketing and Real Estate faculty on August 13th 2003.