Possibility. Create appointment types that allow career faculty to serve part-time during agreed upon periods of time. Research has shown both Generation X and Millennial academic mothers and fathers are more interested than previous generations in balancing work and life goals. Many such faculty are looking for ways to take specific periods of time away from work, or to work part-time for a period while their children are young or other family members need care (Xxxxxx & Xxxxxx, 2009). Also, as baby boomer faculty retire, many do not want to leave their posts completely, but while they still have much to contribute to their institutions, they often are left with all-or-nothing employment options before retirement (Xxxxxxxx, 2013). Thus a good number of both new and more senior full-time faculty are looking for careers that are not full-time. It is important to emphasize that such career faculty do not want to just teach a class here or there or become adjuncts; rather, they aim to maintain their identity and status as career faculty, but not at a full-time pace. Over the last 20 years, many higher education institutions and state systems have put work-life policies and programs in place to support academic parents who want to work part-time and faculty looking for phased retirement (ACE, 2015; Xxxxxx & Xxxxxx, 2009). Fueled and supported by such catalysts as the National Science Foundation ADVANCE program, Xxxxxx X. Xxxxx Foundation, American Association of University Professors, and the American Council on Education, institutions have implemented part-time tenure-track positions and phased retirement programs and policies. In response to the frequent difficulties that faculty, especially early-career female faculty, have faced requesting and receiving parental leave, Xxxxx & Xxxxxxxx (2000) proposed the creation of half-time tenure track positions. They argued that current practices requiring all faculty members to work full-time disproportionately impacts the advancement of women faculty, many of whom could be retained if allowed greater flexibility to go part-time for child-rearing. Xxxxx and Xxxxxxxx argued, “the solution is to redefine the ideal worker in academia, by offering proportional pay, benefits, and advancement for part-time work. This idea boils down to a part-time tenure track” (Xxxxx & Xxxxxxxx, 2000, p. 47). Part-time tenure track includes reducing the productivity requirements for faculty members and lengthening the time allowed for faculty working ...
Possibility. Create options that allow extra time for advancement and support use of these options. As Xxxxxxxx and Xxxxxxx (2014) articulated so well, we operate with many “ideal worker assumptions” within academe, which predispose us to assume that “star” scholars are those who move swiftly through their degrees and into tenure track faculty positions and on to tenure with no career interruptions. However, not every faculty member worthy of recognition moves swiftly through the ranks. Some take longer because of the complex and time-intensive nature of their work, because labs were slow to get started, and some because of family trajectories. Several different studies of work-life policies have found that extension of the tenure probationary period, commonly called “stop-the-tenure clock” is the most common work-life policy available to academic parents (August, 2008; Bristol et al. 2008, p. 1313). Stop-the-tenure-clock policies were created to help academic parents balance the tenure track and parenthood. Such policies allow faculty who become parents to receive an extra year to achieve tenure. Studies of best practice note that it is important to remove the decision to add a year to the tenure clock from the department (Xxxxxx & Xxxxxx, 2009). Once academic parents report that a child will be joining their family, the campus-wide human resources system should automatically grant an additional year. The best policies allow faculty to go back to their original tenure schedule, or give back the year if they later meet their requirements in the original time period. Stop-the-tenure- clock policies should be available to both women and men, and ideally also are available for care of parents or other family members for personal illness (ACE, 2015; Xxxxxx & Xxxxxx, 2009). One issue of concern with stop-the-clock policies for family reasons is whether faculty will hurt their career advancement by taking advantage of them. Xxxxxxxxxx, Xxxxxx and Xxxxxx (2010) studied this question and found a significant positive effect of stop-the-clock use for family reasons on the probability of promotion and receiving tenure when they studied the entire sample of faculty who used the policy. These findings suggest taking advantage of stop-the- tenure-clock does not significantly hinder faculty promotion outcomes (Manchester, Xxxxxx and Xxxxxx, 2010). However, research on the longer-term effects of stop-the-clock policies on salary, retention and advancement continues to emerge and needs...
Possibility. Create opportunities to customize faculty workloads in ways that advance both faculty and institutional goals. For many years, scholars have observed that increasing demands by institutions and decreasing staff have resulted in an “overloaded plate” for full-time tenure track faculty (Xxxxx, Xxxxxx & Xxxxx, 2007; Xxxx, Xxxxxxxxxx & Austin, 2000; Xxxxxx, 2012). Working 50-60 hour weeks or more, and not feeling as if they are performing adequately in any one area, can contribute to burnout and stress among faculty (Xxxxxxx, 2013). Similarly, institutions struggle to accomplish all parts of their missions well. In fact, Xxxxx and Xxxxx (1995) found it is a rare college or university that is able to create a work environment that is highly student centered, offers rich opportunities for student learning and engagement, and is
Possibility. Article XII(4) cannot be interpreted as requiring a prospective claimant to bring proceedings under ICSID or the Additional Facility Rules, if the prospects of approval (if necessary) and registration are non-existent or unlikely, or will require an unreasonable effort.
Possibility. The Contractor agrees to furnish all labor, materials, equipment and other facilities required to complete the following work: {$labor} {$materials} {$equipment}
