The Goal 2 Committee investigated faculty recruitment and hiring, the promotion and tenure process, faculty development, and the faculty reward structure. It evaluated how well these practices and procedures support faculty as they fulfill their roles in teaching, research, governance, and service at Michigan Tech. The outcomes of teaching and research are discussed elsewhere—undergraduate education in Chapter 3, graduate education in Chapter 7, and research in Chapter 8. The Committee also evaluated how well the University is meeting projected targets regarding faculty outlined in the University's Strategic Plan.

This chapter draws primarily on the Goal 2 Committee Report [6.2B4], which drew on documentary evidence as well as a Faculty Survey which it conducted in 1996. A copy of this Faculty Survey and summary results are attached to the Goal 2 Committee Report [6.2B4]; 57% of tenured/tenure-track faculty (197 of the 343), and 33% of non-tenure-track faculty (26 of the 79) responded to the survey. For more detailed information about faculty in particular units, please see Appendix 6, or the departmental self-studies [2.6] available in the Resource Room.

Patterns of Evidence

Purposes

As discussed in Chapters 2 and 3, Michigan Tech clearly and publicly defines its purposes as excellence in both teaching and research. Although the mission and vision do not explicitly mention faculty, the mission sets expectations for faculty, who conduct most of the teaching and research in the University as well as play major roles in governance and other service activities which help us to achieve our mission. These expectations are also clearly stated to faculty in departmental mission statements and departmental promotion and tenure criteria, incorporated into departmental charters [3.4]: Excellent teaching is consistently emphasized, balanced by expectations for scholarship and research (which vary with the extent of graduate programs, see Chapters 7 and 8), and supported by service to the department and university. The Tenured/Tenure-Track Faculty Handbook (hereafter referred to as the Faculty Handbook) outlines roles and responsibilities of faculty in teaching [1.2A, section 3, pp. 12–31].

In President Tompkins' 1991 Expectations [2.1D2], he stated that Michigan Tech should "provide a reward structure that will attract and retain faculty...who support the [University's] expectations." Attracting, retaining, developing and rewarding excellent faculty is a process that takes time as well as clear policies and procedures. Since 1988, policies and procedures have been published in the 1995 Academic/Research Faculty Hiring Guide [1.5B1] and the newly revised and updated 1996 Faculty Handbook [1.2A]. The new Faculty Handbook provides faculty with clear and detailed guidance, and its loose-leaf format allows information to be updated easily. A handbook specifically for non-tenure-track faculty is planned for development in 1997/98.

While the public may clearly understand Michigan Tech's purposes regarding teaching and research, they may not always understand that faculty must balance teaching and research. The University should more actively project the benefits of this balanced faculty role to the public, students, and alumni.

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