Community College Leadership Commons^™

It’S Not The Programs; It’S The People: Building Human Levers Of Retention In Community Colleges, Kyle Barron

Theses and Dissertations--Educational Policy Studies and Evaluation

Student attrition prior to the completion of a credential is an issue that has increasingly demanded the attention of stakeholders in higher education, particularly in the community college sector, in which less than half of all students complete a credential after six years. The costs of student attrition are high and widespread, ranging from the financial costs for institutions and federal and state governments to the personal and monetary costs paid by those students whose personal and professional goals are not achieved. With the ever-increasing focus on accountability for institutions of higher education and the growing movement toward performance-based funding, …

Generational Differences In Transfer Student Capital Among Community College Students, Michael J. Rosenberg

Theses and Dissertations--Educational Policy Studies and Evaluation

“Transfer student capital” refers to the learned ability of a student to successfully navigate the process of transferring from a community college to a four-year school. Transfer student capital is accumulated by gathering information about potential destination schools and programs, gaining an understanding of requisite academic skills, campus engagement, and weighing personal concerns surrounding eventual transfer. The more transfer student capital an individual accumulates, the more likely they are to be academically successful and persist to graduation.

This quantitative study examines whether a student’s age cohort may affect the transfer process from community college to a four-year school. The study …

Positive Workplace Dynamics: A Qualitative Exploration Of Exceptional Performance In Community College Units, R. Michael Stapleton

Theses and Dissertations--Educational Policy Studies and Evaluation

In this companion dissertation findings are reported of applied case study research on four community college organizational units that consistently meet or exceed standard performance measures. Ample prior evidence confirmed that performance extended significantly beyond what might be explained by available tangible resources alone. The case study contexts are common in higher education in general: a) an external partnership, (b) an ad hoc team, (c) a traditional, cross-divisional service unit, and (d) a grant-funded student service unit.

Emerging positive organizational theory and research shows promise for revealing performance-influencing phenomena and behaviors that are not adequately represented in standard measures. Therefore, …