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The annual rate of growth of the average salaries of faculty at universities and colleges has fluctuated considerably from year to year. Analyses annual academic year data on salaries from 1971‐72 to 1991‐92. Results are presented for continuing faculty (faculty on staff in both the reporting year and previous year), and for total faculty, in both cases disaggregated by rank. Two macroeconomic variables, the expected rate of inflation and whether or not the economy is in recession, provide a good explanation of how large the percentage increase in salaries will be for the forthcoming academic year, and in conjunction with the actual rate of inflation, the behaviour of real salaries of academics. The estimates provide a gloomy outlook for real academic salaries.

The purpose of this paper is to explore the role of salary raises and employees’ perception of these salary raises on their intended retention and turnover. By using a survey data set from a representative American public university, this study investigates a novel hypothesis that faculty perceptions of salary raises, relative to their perceptions of other faculty members’ assessments of the raises, influence their intended labor supply.

Using both ordered probit and OLS modeling frameworks, the authors focus on the impact of salary raises and the relative perception of these raises on intended labor supply behavior. They explore a hypothesis that a mismatch between one’s ranking of the salary raise and the perception of others’ rankings causes dissatisfaction.

The results provide evidence that salary raises themselves are effective monetary tools to reduce intended turnover; however, the results also suggest that relative deprivation as a comparison of one’s own perceptions of a salary raise with others affects employee intended retention. The authors find that employees who have less favorable perceptions of salary adjustments, compared to what they believe their colleagues think, are more likely to consider another employer, holding their own perception of raises constant. Conversely, more favorable views of salary raises, compared to how faculty members think other’s perceived the salary raises, does not have a statistically significant impact on intended retention.

This is the first study that explores an employee’s satisfaction with salary raises relative to perceptions of other employees’ satisfaction with their own salary raises, and the resulting intended labor supply in an American university. The results indicate that monetary rewards in the form of salary raises do impact faculty intended retention; however, perception of fairness of these salary raises is more important than the actual raises. Given the high cost of job turnover, these findings suggest that employers may benefit from devoting resources toward ensuring that salary- and raise-determining procedures are generally perceived by the vast majority of employees as being fair.

To develop a methodology for faculty salary adjustment through market adjustment based on market demand for business PhDs and merit adjustment based on faculty members' performance levels in the areas of teaching, research and service.

The methodology is composed of two models: one for market adjustment and the other for merit adjustment. The market adjustment is handled through goal programming and the merit adjustment through data envelopment analysis (DEA).

The approach when applied to a sample of faculty salaries shows that the adjusted salary of each faculty member is higher than his/her current actual salary, and each faculty member in the particular discipline deserves a salary increase that reflects market demand and merit factors.

The DEA model used in this research does not impose restrictions on the weights. Realistically, one may impose bounds on the weights and exclude unreasonable solutions from DEA analysis and also set multiple goals instead of the single goal used in the goal programming model.

Based on a goal programming model that addresses the market demand and a DEA model that addresses the merit‐based performances, this methodology may be implemented as a solution procedure for restructuring faculty salaries.

The novelty in this approach is that DEA is being used as a benchmarking technique for merit adjustment of faculty salaries. In that sense, this research work may be the first, where benchmarking has been used in “faculty salary equity adjustment.”

The purpose of this paper is to examine the salary and promotion negotiation practices of female and male school psychology practitioners and university instructors of school psychology practitioners in order to determine whether salary differences exist between male and female employees in the field of school psychology, which has become a female‐dominated profession.

A total of 191 female and 115 male faculty members and 148 female and 56 male school psychologists completed a survey regarding salary, negotiation practices, and job satisfaction.

Results suggest that females earn less than male colleagues, controlling for years of experience and degree attainment. No gender differences were found regarding faculty participants' willingness to negotiate for increased salary; however, males were more likely to negotiate for promotion. Likewise, no gender differences were evident in practitioners' salary and promotion negotiation attempts, although none were expected, given the salary schedule constraints unique to occupations in the field of education.

The paper is limited to one profession, albeit both university faculty and school psychology practitioners, and was conducted in the USA, so the findings may have limited generalizability to other professions and/or in other countries.

The paper demonstrates that gender pay differences exist despite no differences in males' and females' willingness to negotiate for salary. Consequently, it is likely that pay differences between men and women are due to reasons other than individuals' education levels, years in position, and negotiation practices.

This is the first paper that tracks salaries and the negotiating practices of school psychologist trainers and practitioners. It also finds that male/female salary differences carry over into a female‐dominated profession.

There are two grounds in the USA for bringing a claim of race or gender discrimination: discriminatory intent; and discriminatory effect. As to age discrimination, however, a plaintiff is allowed to bring a claim only on grounds of discriminatory intent. Argues that, with regard to age discrimination in the university, discriminatory effect and discriminatory intent are one: discriminatory intent is hidden inside certain employment practices which appear to be “facially neutral” but are not. In other words, stripped of its disguises discriminatory effect which persists is discriminatory intent. Identifies five strategies to disguise disparate treatment as disparate impact: resistance, pretense, evasion, denial and approval. Explains how a specific university employed these five strategies to hide its discriminatory intent behind discriminatory effect.

This article examines whether the field of entrepreneurship is becoming increasingly institutionalized by examining market trends, AACSB jobs, and salaries. The findings indicate that the field is becoming increasingly institutionalized through market trends. During 2014/15, there were 471 advertised positions and 163 candidates in Schools of Business and Management. The number of tenure track positions (261) was significantly higher than the number of tenure track candidates (161) for a ratio of 1.62. This is the highest ratio of tenure track positions to candidates since 2005/06 (2.1). Out of the 261 tenure track positions, 174 were at AACSB institutions.The ratio of tenure track positions at AACSB schools per tenure track candidate was 1.08. The study also looked at average salaries at AACSB schools and found them to be competitive with other mainstream areas. Average salaries were: full professors ($162,000), associate professor ($131,400), assistant professor ($113,600), instructor ($85,800), and new doctorates ($97,800).

Financial struggles affecting universities across the United States have caused debate about whether business schools are cost prohibitive or cost savvy, especially for small liberal arts universities that lack large endowments and are highly dependent upon student enrolment. In other words, are they too expensive for small schools to operate? The presence of a business school necessitates hiring business faculty with comparatively high salary expectations.

This paper analyses the cost effectiveness of business schools at four small liberal arts universities.

Our results show that cost is most strongly correlated with class size and adjunct instruction as opposed to faculty salaries.

Thus, class size and the implementation of adjunct instruction can make having a business school not only affordable but also advantageous.

Business schools offer a way for universities with missions centred around developing the whole person through a liberal arts education to remain a going concern in such a volatile climate.

This paper uses proprietary data to analyse the cost of faculty in different disciplines.

Faculty unionization is growing, and library faculty members are included in many collective bargaining units. Yet there is a dearth of information on how well collective bargaining contracts address the sometimes unique nature of library faculty work. This article explores contracts in a number of Ohio universities and from selective institutions around the country to see how well they accommodate the professional and work-related needs of librarians. Major contractual issues addressed include governance, academic freedom, workload, salary, and the retention, tenure, and promotion (RTP) of faculty, among others.

We use panel data models to examine variations and changes in faculty employment at four-year colleges and universities in the United States. The share of part-time faculty among total faculty has continued to grow during the last two decades, while the share of full-time lecturers and instructors has been relatively stable. Meanwhile, the share of nontenure track faculty among full-time faculty has been growing, especially among the professorial ranks. Dynamic panel data models suggest that employment levels of different types of faculty respond to a variety of economic and institutional factors. Colleges and universities have increasingly employed faculty whose salaries and benefits are relatively inexpensive; the slowly deteriorating financial situations at most colleges and universities have led to an increasing reliance on a contingent academic workforce. A cross-sectional comparison of the share of full-time nontenure track faculty also reveals significant variations across institutions.

The purpose of this paper is to explore the impact of a particular low marginal-cost employee benefit on employees’ intended retention and performance. By utilizing a unique data set constructed by surveying full-time faculty and staff members at a public university in the USA, the authors study the impact of this employee benefit on faculty and staff performance and retention.

The authors focus on the impact of reduction in dependent college tuition at various levels on employees’ intentions to work harder and stay at their current job by using both OLS and ordered probit models. The authors also simulate the direct opportunity cost (reduction in revenue) in dollars and as a percent of total budgeted revenue to facilitate administrative decision making.

The results provide evidence that for institutions where employee retention and productivity are a priority, maximizing or offering dependent college tuition waiver may be a relatively low-cost benefit to increase retention and productivity. In addition, the amount of the tuition waiver, number of dependents and annual salary are statistically significant predictors of intended increased productivity and intent to stay employed at the current institution.

Employee retention and productivity is a challenge for all organizations. Although pay, benefits and organizational culture tend to be key indicators of job satisfaction, little attention is given to specific types of benefits. This study is the first comprehensive attempt to explore the relationship between the impact of this low-cost employee benefit and employee performance and retention in a higher education institution in the USA.