Distributive Justice and Higher Education Resource Allocation: Perceptions of Fairness

Hnat, Hope Bradley; Mahony, Daniel F.; Fitzgerald, Shawn M.; Crawford, Fashaad L.

doi:10.1007/s10755-014-9294-3

Cited by 9 publications

(6 citation statements)

References 28 publications

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“…Transformational leadership is required at times of "change or perish" to initiate changes of system, structure and culture toward being competitive, transparent and sustainable. Especially, numerous previous studies have stressed the aspect of organizational justice (Ghosh et al, 2014), which has not received much scholarly attention in the higher education settings regarding the impact on knowledge sharing for organizational innovation (Hnat et al, 2015). Lee (2001) asserts that members actively communicate with each other when they regard the institute as organizational justice.…”

Section: Introductionmentioning

confidence: 99%

The mutual impact of university president’s leadership and organizational justice on knowledge sharing: the mediating effect of communication

Kim

Jang

Yoo

et al. 2021

ICT

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Purpose The purpose of this study is to empirically examine the mediating effect of organizational communication in the relationships among transformational leadership, organizational justice and knowledge sharing within the higher education setting in South Korea. Design/methodology/approach A sample of 321 university employees, including 151 faculty members and 170 administrative staff members, from a representative private university, participated in the survey as part of a consulting project for university innovation. Structural equation modeling (SEM) was mainly used for data analysis to identify the structural relationship among the research variables. Findings The results of this study confirmed that transformational leadership positively influences organizational justice and knowledge sharing. However, the influence of organizational justice on knowledge sharing was not statistically significant. The mediating effect of organizational communication among those relationships to increase the members’ knowledge sharing behavior was statistically significant. Originality/value In this study, holistic aspects of the organization, including leadership, organizational culture and organizational strategy, were examined for encouraging employees’ knowledge sharing behavior while an organization undergoes innovational changes. More practically, this study suggested that organizational communication could be used as one of the critical strategies in the process of university innovation.

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Section: Introductionmentioning

confidence: 99%

The mutual impact of university president’s leadership and organizational justice on knowledge sharing: the mediating effect of communication

Kim

Jang

Yoo

et al. 2021

ICT

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“…[1][2][3] Negative perceptions about the tenure and promotion process are prevalent in academia. [4][5][6][7] One perception is that, once a faculty member achieves tenure and/or promotion, he/she experiences a perverse incentive to decrease his/her efforts in one or more areas of academic work. [4][5][6] However, such perceptions largely anecdotal, and little systematic evidence exists to substantiate whether these assertions are pervasive or idiosyncratic.…”

Section: Introductionmentioning

confidence: 99%

“…are more easily quantified. 7 Corresponding author: David M. Scott, BPharm, MPH, PhD Professor of Pharmacy Practice School of Pharmacy, College of Health Profession North Dakota State University, Fargo, ND 58104-6050 Phone: (701)231-5867; Email: david.scott@ndsu.edu Scholarship, defined as the generation, advancement, or transformation of knowledge within a discipline, is primarily, albeit not exclusively, communicated through peer-reviewed publications. 1 Within academic pharmacy, full-time faculty members (whether or not they are in tenure-track positions) are typically expected to build and maintain a continued record of scholarship for promotion and/or tenure.…”

Section: Introductionmentioning

confidence: 99%

“…[4][5][6] If senior and/or tenured faculty are less research productive, but enjoy greater salaries and job security than less senior faculty, there is an inequitable redistribution of institutional resources to these faculty. 7 Moreover, the Thompson and Harrison study suggests that department-level publication statistics may mask the dead wood phenomena, especially if the department houses a small number of prolific scholars. 14 Instead, scholarship must be examined across faculty ranks within a department.…”

Section: Introductionmentioning

confidence: 99%

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Impact of Achieved Tenure and Promotion on Faculty Research Productivity at a School of Pharmacy

2019

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Objective: Critics of the promotion and tenure system contend that promotion and tenure may lead to a decline in research productivity (“dead wood phenomena”) by those faculty. To assess this perception, we compiled the publications and grants at the time of application for promotion, and again through 2017 for the same faculty following promotion and/or tenure. Methods: Promotion documents at a school of pharmacy at a public Midwestern university were assessed. Mean publication rates and grant dollars per year per faculty member were compared to the same group of faculty (n=13) pre and post-promotion. Results: At the time of promotion to associate professor, mean numbers of total publications per year per faculty in the pharmacy practice department were 1.1, compared to 1.4 post-promotion. For pharmaceutical sciences department faculty, corresponding means were 5.0 and 4.1, respectively. At the time of promotion to full professor, mean numbers of total publications per year for pharmacy practice faculty were 7.0, compared to 7.2 post-promotion. For pharmaceutical sciences faculty, corresponding means were 3.5 and 4.7, respectively. For grant activity, both associate professors and full professors increased the mean total dollars per year from pre-promotion to post-promotion for both departments. Conclusion: Research productivity at this school of pharmacy continues to be either maintained or increased since promotion for the collective group of faculty. This evidence runs counter to the perception that promotion and tenure may lead to decreased scholarly productivity. The study provides a roadmap for other schools/colleges to quantify research productivity and make comparisons to national mean levels reported in the literature. Article Type: Original Research

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“…5 Golparvar showed that educational injustice led primarily to weakened educational ethics and consequently resulted in poor adherence to the rules. 7 In a study on justice in higher education, sub-disciplines obtained from interviews with academic deans included impact on students, quantity and quality of research publications, research funding, teaching quality and the quality of services, 8 all of which reveal the effects of educational justice on the performance of students. Some researchers interpret educational justice as providing equal educational opportunities for students, which may refer to the instructor's equal treatment towards students, especially in classes with considerable diversity and differences.…”

Section: Introductionmentioning

confidence: 99%

Educational Justice from the Perspective of Postgraduate Students in a Medical School in Iran: A Qualitative Study

Yamani¹,

Shaterjalali²,

Eghbali³

2017

Res Dev Med Edu

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Distributive Justice and Higher Education Resource Allocation: Perceptions of Fairness

Cited by 9 publications

References 28 publications

The mutual impact of university president’s leadership and organizational justice on knowledge sharing: the mediating effect of communication

The mutual impact of university president’s leadership and organizational justice on knowledge sharing: the mediating effect of communication

Impact of Achieved Tenure and Promotion on Faculty Research Productivity at a School of Pharmacy

Educational Justice from the Perspective of Postgraduate Students in a Medical School in Iran: A Qualitative Study

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