Among the many concerns of university leaders, faculty morale and job satisfaction are important but often overlooked. Morale is associated with faculty perceptions of their department, university, and peers and influences their interactions with each other, staff, and students. Job satisfaction
Terry L. Rizzo, Penny McCullagh, and Donna Pastore
kinesiology is administratively located. One of these challenges is the need for high-quality faculty members who can assimilate to the culture of kinesiology and meet the high demands of faculty responsibilities. In addition to recruiting high-quality faculty members, departments must retain the expert
Duane Knudson, Ting Liu, Dan Schmidt, and Heather Van Mullem
Many faculty begin their first tenure-track appointment with a rough transition from a research-centric experience as a doctoral student or a postdoctoral researcher. The transition can be burdensome given the new course preparations, initiation of a research agenda or laboratory start-up, and
Duane Knudson
The evaluation of candidates for faculty appointments, tenure and promotion, grants, and scholarship awards is based on review from peers in their discipline. This expert judgment has been the principal mechanism or gold standard of evaluating research for over 100 years ( Belter, 2015 ; Bornmann
Philip E. Martin, Mary E. Rudisill, Bradley D. Hatfield, Jared Russell, and T. Gilmour Reeve
implementing department goals, managing academic programs, recruiting and evaluating faculty, managing budgets, promoting diversity). Gmelch and Miskin ( 2004 ) highlighted 12 of a department chair’s most common responsibilities and organized them into four broad categories: department manager (e
Sarah Stokowski, Bo Li, Benjamin D. Goss, Shelby Hutchens, and Megan Turk
, making it one of the largest industries in the world ( Belzer, 2013 ). With the sport industry constantly surging as a lucrative global enterprise, opportunities for sport professionals have become seemingly innumerable, justifying the importance of a growing sport management faculty presence in higher
Karen S. Meaney and Sonya L. Armstrong
configurations. Misawa ( 2015 ) and McKay et al. (2008) reported student-to-student, student-to-faculty, faculty-to-student, administrator-to-faculty, and faculty-to-administrator bullying (see also Raineri, Frear, & Edmonds, 2011 ). Keeping the theme of this special issue in mind, this paper focuses on
Anne M. Merrem and Matthew D. Curtner-Smith
amount of research on sport pedagogy doctoral students ( Casey & Fletcher, 2012 ; Dodds, 2005 ; Lee & Curtner-Smith, 2011 ; Napper-Owen, 2012 ). Again, the objective of such research has been to explain why prospective sport pedagogy faculty possess certain perspectives and beliefs and engage in
Kim C. Graber, Amelia Mays Woods, Chad M. Killian, K. Andrew R. Richards, and Jesse L. Rhoades
investigation revealed that the majority of PETE faculty members were female (56.00%), and 46.10 was the average age. At that time, 51.00% of PETE faculty held a doctorate degree, 67.00% had achieved tenure, and the average work week was 50.30 hr. Faculty reported publishing fewer than four refereed articles
K. Andrew R. Richards, Kim C. Graber, Amelia Mays Woods, Shelby E. Ison, and Chad M. Killian
designing effective teacher recruitment, education, and continuous professional development programs ( Richards, Pennington, & Sinelnikov, 2019 ). In contrast, research related to the socialization of physical education teacher education (PETE) faculty members working in higher education contexts remains