resources should be available for him or her to become proficient in the requisite public speaking and presentation skills.


We must keep in mind that most instructors have had little or no formal training in the complex, sophisticated skills involved in designing and delivering instruction or assessing student learning outcomes. Most tend to teach the way they were taught and test the way they were tested. Thus, if faculty performance is evaluated, especially performance in teaching, the institution should provide resources for educators to develop, support and enhance their teaching performance.


In summary, a successful faculty evaluation system must provide (1) meaningful feedback to guide professional growth and enrichment and (2) evaluative information on which to base personnel decisions. The key to a system that serves both of these purposes is in the policies that determine the distribution of the information gathered for evaluations.


As a general principle, detailed information from questionnaires or other evaluation tools should be provided exclusively to the faculty member being evaluated as a guide to professional enrichment and growth in certain areas. However, aggregate data that summarize and reflect the overall pattern of performance of an individual over time should be used for personnel decisions, such as promotion, tenure, continuation, and merit raises.


It is important that everyone, both faculty and administrators, understand that evaluation data will be used both to provide faculty with diagnostic information to encourage their professional growth and to provide administrators with information that will be used in making personnel decisions (promotion, tenure, pay raises, etc.) An institution may emphasize one use over another, but it would be a mistake to pretend that faculty evaluation data will only be used for professional enrichment purposes. And, even if the primary intent is to use evaluations for professional enrichment, they should be designed so they can also be used for personnel decisions.



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