Procedures and Costs for Hiring Academic Administrators

Dingerson, Michael R.; Rodman, John A.; Wade, John F.

doi:10.1080/00221546.1982.11780425

Cited by 4 publications

(1 citation statement)

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“…Third, the search firm generally does a cursory assessment of the school and what their needs are, which is generally equivalent to a generic SWOT analysis. From this insightful beginning, the search firm develops a list of candidates which more than likely was already in their office filing cabinet (Dingerson et al, 1982).…”

Section: Today's Dean Selection Processmentioning

confidence: 99%

The selection of a dean in an academic environment: are we getting what we deserve?

Harvey

Shaw

McPhail

et al. 2013

International Journal of Educational Management

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Purpose -The purpose of the development of the paper was due to the seemingly endless searching for deans to replace the former dean of three to four years. Design/methodology/approach -The paper was developed around the present relevant secondary data. Findings -The key findings of the paper were that deans were being replaced due to the difference in expectation of the various constituents (e.g. students, faculty, administration, parents) in the performance of the SBA. Research limitations/implications -Limitations of the study were not providing primary data to support the theory based hypotheses of the study. Practical implications -Deans need to recognize that there will be conflicting expectations relative to the performance of the dean and that deans have a very short time to effectuate change in academic organizations. Social implications -Not having such high turnover in dean's positions should provide the stability of management to bring about change need in institutions of higher education. Originality/value -Identification of key mistakes made by deans as well as the mistakes made by faculty undermine the performance of deans. Keywords Dean search process, Mistakes made by deans/faculty, Reference point theory, Dean candidate pool, Higher education, Performance management Paper type Research paperThe difference between a top CEO and a dean: The CEO starts a meeting by placing a loaded revolver on the table and asks if there are any questions! A dean starts a meeting by placing a water gun (minus the water) on the table and hopes that there will be no questions ( Jack Welch, former CEO, General Electric).

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Section: Today's Dean Selection Processmentioning

confidence: 99%

The selection of a dean in an academic environment: are we getting what we deserve?

Harvey

Shaw

McPhail

et al. 2013

International Journal of Educational Management

View full text Add to dashboard Cite

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Buck

Watson

2002

Innovative Higher Education

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The Effects of Job Attributes, Institutional Mission Emphasis, and Institution Type on Perceptions of the Provost Position

Murrell

Hughey

2003

Educational Administration Quarterly

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Randomly selected deans (N = 456) employed at public institutions rated one of four provost position announcements varied by two variables: job attributes and institutionalmission. Independent variables were job attributes, institutional mission, and institution type; dependent variable was a rating of three items with Likert-type scales: likelihood of applying for provost job described, likelihood of accepting an interview for provost job described, and likelihood of accepting provost job described if offered. A 2 × 2 × 3 ANOVA (12 cells; n = 38) detected a main effect for institutional mission (F = 3.95; df = 1, 444; p < .05). Deans rated jobs emphasizing a research mission more favorably than those emphasizing a teaching mission. No other significant effects or interactions were found. Results support use of Rynes and Barber's (1990) Applicant Attraction Model to frame investigations concerning recruitment practice in higher education, specifically strategic selection of recruitment message content for vacant provost positions.At all levels of the educational enterprise, recruitment of academic, instructional leaders remains a persistent challenge. As in elementary and secondary schools, the large number of higher educational faculty members and administrators hired during the 1950s and 1960s are rapidly approaching retirement age (Gilley, 1991). The traditional training and development pipeline for preparation of the next generation of faculty professionals and administration, however, has not produced enough quality individuals to fill all of the anticipated vacancies at the nation's 4-year colleges and universities (Carr, 1999). The successors to these retiring personnel will be charged with maintaining and directing the higher education enterprise for the next several 533

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Procedures and Costs for Hiring Academic Administrators

Cited by 4 publications

References 1 publication

The selection of a dean in an academic environment: are we getting what we deserve?

The selection of a dean in an academic environment: are we getting what we deserve?

Untitled

The Effects of Job Attributes, Institutional Mission Emphasis, and Institution Type on Perceptions of the Provost Position

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