With increasing stridence, college students and their parents frame their educational expectations with a consumer paradigm, viewing professors as their employees, universities as consumer markets, and degrees as commodities. As a humanities professor, I have always bristled at this equation. However, I see a way to use this metaphor for good purpose. Rather than fight this flawed mentality, I present the consumer model during one of our first class sessions and engage students in an exploration of its applicability to the educational enterprise.
Gold stars, Girl Scout badges, and Boy Scout badges—when we think about motivating our students to assist them in their learning and development, using badges in the classroom have a similar function as many of the rewards we were offered as young learners in primary schools (Ash, 2012). As a motivational tool, badges can be added to your college classroom using a fairly streamlined process, and with little or no cost to you at an individual level, or at an institutional level.
Required introductory courses—that’s how most students meet our disciplines or, as John Zipp says (he’s writing specifically about sociology), they are the “public face” of the field.
According to self-determination theory, a theory developed by Deci and Ryan, three basic psychological needs affect motivation: autonomy, competence, and relatedness. Susan Epps, associate professor of Allied Health Sciences, and Alison Barton, associate professor of Teaching and Learning, both at East Tennessee State University, have used this theory to develop ways to improve online learner motivation.
We’ve all been in the classroom when our lessons flop, our students get restless, and we feel like captains of a sinking ship. I claim that all teachers have bad days, but the best teachers are the ones who can learn from their mistakes. In this piece, I will reflect on a bad teaching day and what I learned from it. I will encourage you to take a reflective approach to your own teaching for your students’ benefit and for your professional development.
How much time do you waste scrolling through your inbox looking for that certain email that contains essential information you need right away? If you follow Keith Krieger’s advice, the answer is none. Krieger, technical training program director at Johnson County Community College, advocates managing email messages to minimize the number of messages in the inbox.
There has been significant and well-deserved attention paid to the first class. This class is critical in setting the tone and expectations of the course. Unfortunately, the same amount of attention has not been paid to the last day of class. To us, this class is as important as the first. It is the class where the professor has an opportunity to celebrate the learning of the students. Unfortunately, this day is usually saved for final exam review, finishing up projects or dealing with logistical details like date, time, and location of the final or where to pick up graded term papers. The course ends with a whimper instead of a bang.
With part-time faculty now the majority of instructors at most higher education institutions, it’s important to provide them with the support they need to succeed. But what kind of support do they find most useful? The answer to this question can help administrators meet adjuncts’ needs and make the best use of limited resources.
As new teachers very quickly learn, students will come up with all kinds of excuses for missing assignments and other work. Students will never say, “I missed the exam because I was out late last night—it was one dollar taps at the Silver Horse, you know how it goes.” As a result, teachers must have a policy for handling these situations, which invariably involves a decision on trust.
Faculty development programs exist, at least to some degree, to help faculty become better teachers, better scholars, and better members of the campus community. Schools invest in faculty development in different ways and at different levels. Yet increasing calls for accountability in higher education are demanding evidence of return on investment. In other words, colleges and universities that are spending time, money, or other resources on faculty development need to determine and show what is working—and improve or abandon what isn’t. Hence the need to evaluate faculty development efforts and to determine their impact