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Full-Text Articles in Education
Paying Our Presidents: What Do Trustees Value?, Ronald G. Ehrenberg, John J. Cheslock, Julia Epifantseva
Paying Our Presidents: What Do Trustees Value?, Ronald G. Ehrenberg, John J. Cheslock, Julia Epifantseva
Ronald G. Ehrenberg
Our study makes use of data from a panel of over 400 private colleges and universities on their presidents’ salaries and benefits. These data, reported annually to the Internal Revenue Service on Form 990, have been collected by and reported in the Chronicle of Higher Education for academic years 1992–1993 through 1997–1998. We merge these data with those from other sources including the American Association of University Professors, the American Council on Education, Who’s Who in America, the National Association of College and University Business Officers, the Council on Aid to Education, and the National Science Foundation’s CASPAR system. This …
Faculty Retirement Policies After The End Of Mandatory Retirement, Ronald G. Ehrenberg, Michael J. Rizzo
Faculty Retirement Policies After The End Of Mandatory Retirement, Ronald G. Ehrenberg, Michael J. Rizzo
Ronald G. Ehrenberg
[Excerpt] The findings we report above have implications for both institutions and their faculty members. In some states, rapidly growing college age cohorts will require academic institutions to hire large numbers of new faculty in the years ahead to fill positions created to meet the expanding demand for enrollments. Nationally, institutions will have to replace a large number of retiring faculty members in the years ahead. This suggests that most institutions’ concern in upcoming years will not be how to encourage their faculty members to retire. Rather, their concern will be how to continue to draw on the skills of …
Cornell Confronts The End Of Mandatory Retirement, Ronald G. Ehrenberg, Michael W. Matier, David Fontanella
Cornell Confronts The End Of Mandatory Retirement, Ronald G. Ehrenberg, Michael W. Matier, David Fontanella
Ronald G. Ehrenberg
[Excerpt] In July 1995, the first author of this paper was appointed vice president of academic programs, planning and budgeting at Cornell and, at his initiative, a joint faculty-administrative committee was subsequently established, with him as chair, to look into how the university should respond to the elimination of mandatory retirement. In this chapter, we discuss the environment in which the university found itself when the committee was established, the recommendations of the committee, faculty reactions to the recommendations, and the actions that the university ultimately decided to pursue.
No Longer Forced Out: How One Institution Is Dealing With The End Of Mandatory Retirement, Ronald G. Ehrenberg
No Longer Forced Out: How One Institution Is Dealing With The End Of Mandatory Retirement, Ronald G. Ehrenberg
Ronald G. Ehrenberg
: [Excerpt] Why should academic institutions or their faculty care about the end of mandatory retirement for tenured faculty, which became effective in January 1994? From the perspective of an individual tenured faculty member who wants to continue her career beyond age seventy, the elimination is a welcome event. In the past, faculty members who wanted to remain active after reaching seventy had to negotiate their status with institutions that were under no legal obligation to allow them to continue. Now, however, tenured faculty members have the legal right to continue indefinitely in their tenured appointments. From the point of …
Do Economics Departments With Lower Tenure Probabilities Pay Higher Faculty Salaries?, Ronald Ehrenberg, Paul Pieper, Rachel Willis
Do Economics Departments With Lower Tenure Probabilities Pay Higher Faculty Salaries?, Ronald Ehrenberg, Paul Pieper, Rachel Willis
Ronald G. Ehrenberg
The simplest competitive labor market model asserts that if tenure is a desirable job characteristic for professors, they should be willing to pay for it by accepting lower salaries. Conversely, if an institution unilaterally reduces the probability that its assistant professors receive tenure, it will have to pay higher salaries to attract new faculty. Our paper tests this theory using data on salary offers accepted by new assistant professors at economics departments in the United States during the 1974-75 to 1980-81 period, along with data on the proportion of new Ph.D.s hired by each department between 1970 and 1980 that …
Determinants Of The Compensation And Mobility Of School Superintendents, Ronald G. Ehrenberg, Richard P. Chaykowski, Randy Ehrenberg
Determinants Of The Compensation And Mobility Of School Superintendents, Ronald G. Ehrenberg, Richard P. Chaykowski, Randy Ehrenberg
Ronald G. Ehrenberg
Analyzing 197-83 panel data from more than 700 New York State school districts, the authors find evidence that school superintendents were rewarded, both by higher salary increases and by enhanced opportunities to move to belter-paying jobs, for having low school tax rates and high educational achievement within their districts, relative to the values of those variables in comparable school districts in the state. The rewards were, however, quite small. The analysis also suggests that the superintendents themselves did not significantly influence either school tax rates or educational test scores in their districts.