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Full-Text Articles in Education
Empowering Faculty Using Distance Learning Mentoring Programs, Nicole Luongo, Sara T. O'Brien
Empowering Faculty Using Distance Learning Mentoring Programs, Nicole Luongo, Sara T. O'Brien
Journal on Empowering Teaching Excellence
This article discusses the value of developing mentoring programs for the empowerment of distance learning faculty. The paper describes various ways mentoring relationships enhance the development and teaching of distance learning courses. Distance learning faculty mentoring programs consist of a process where a more experienced faculty member assists a newer faculty member in developing a distance learning course. By creating and supporting distance learning faculty mentoring programs, higher education institutions can provide an efficient and valuable way for new distance learning faculty to gain empowerment as well as the skills and knowledge they need to teach online. This article asserts …
Faculty Ethics Unveiled: Scholarship--Et Tu, Brute?, Susan R. Madsen, James Davis
Faculty Ethics Unveiled: Scholarship--Et Tu, Brute?, Susan R. Madsen, James Davis
Susan R. Madsen
Little actual research has been conducted to explore the ethics of the faculty of higher education. A review of the literature has discovered four primary categories of faculty ethics, which include scholarship, teaching, service, and professional (e.g., consulting, treatment of colleagues and peers). This paper will focus on the scholarship category and includes research (e.g., authorship, conflicts of interest, plagiarism/citing-including self-plagiarism, ethical approval, research design, redundant publications, misconduct, accuracy, personal criticism of others) and review of other's work as a reviewer or editor (e.g., unbiased, speed/timeliness, accuracy, responsibility, objectivity, confidentiality, conflicts of interest). The purpose of this paper is to …
Preparing Faculty And Staff For Change, Susan R. Madsen
Preparing Faculty And Staff For Change, Susan R. Madsen
Susan R. Madsen
It appears that our most pressing challenges in higher education require individual, departmental, and institutional change initiatives and interventions. Yet, institutional administrators, faculty, and staff, as well as business leaders, legislators, and community members often complain (and sometimes joke) about the insurmountable odds of successfully implementing and maintaining change of any type in higher education. In fact, administrators and staff often blame faculty and legislators for change problems; while faculty members pretty much blame everyone but themselves (I am a faculty member so I can get away with saying this!). However, as many would agree, dwelling on whomever or whatever …