Faculty Handbook         Section IV

1.    Guidelines for Faculty Participation in Instructional Units

Because the strength of any university resides in the quality of its faculty, it is imperative that this strength be utilized to its fullest capacity. To achieve this aim, each faculty member must be able to express oneself in an atmosphere that is receptive to individual opinion and that encourages the free exchange of views. Only in such an atmosphere can a university flourish and develop its potential.

The existence of a democratic atmosphere, however, is possible only when each faculty member feels that he or she is a participant in the activities of his or her unit and that the administration of the unit, as well as that of the university as a whole, is interested in his or her contribution to university and departmental governance. It is to be understood that participation also involves the assumption of individual and collective responsibilities for the orderly administration of the university at all levels.  Refer to the UNT Policy Manual, Vol. III, #13.2 for the complete policy on guidelines for faculty participation in instructional units.

2.    Guidelines for Departmental Personnel Administration

The following statement seeks to clarify the respective roles of the faculty and department chairs in the administration of teacher-related personnel affairs in instructional departments. The academic departments require strong and effective leadership from department chairs. It is therefore expected that, although recommendations relating to faculty will be formulated only after appropriate consultation with peers, the ultimate responsibility for departmental personnel recommendations must be delegated to the chair. The department chair has a dual responsibility, both to the university administration and to the faculty of his or her department, for the health, well-being and progress of the department. The chair is accountable to the university administration through annual evaluation by the dean and to the department through periodic reviews of the entire departmental operation.

It is also believed that the individual faculty member has a right to know the basis on which and the manner in which decisions affecting his or her professional life are made.  The full policy may be found in the UNT Policy Manual, Vol. III, #13.3.

3.    Department_Chairs and Academic Administrators

The department chair, in carrying out personnel administration responsibilities, must secure the advice and counsel (and hopefully, though not necessarily, the concurrence) of the departmental faculty through elected committee(s) (or committee of the whole).

The departmental chair, using the Personnel Affairs Committee evaluations, his or her own evaluations and the faculty file, is to initiate a proposed schedule of salaries and forward the recommendation to the dean.  (Refer to the UNT Policy Manual, Vol. III, #13.3 for specific information on the role of department chairs and academic administrators.)

4.    Personnel_Affairs Committee and Promotion and Tenure Committee

Since decisions on appointments, tenure, promotion and salary increments must all be based on the actual or potential contributions of individuals to the goals of the university through teaching, research and other creative activity, and service, it is logical to charge a single committee within each department with the responsibility for peer evaluation and for counseling with the department chair concerning those decisions based on peer evaluations.

Therefore, each department should have a Personnel Affairs Committee responsible for annual peer evaluation and for counseling and advising the chair concerning appointments (and terminations) and salary matters, and a committee drawn from the Personnel Affairs Committee charged with the responsibility for counseling and advising the chair regarding matters of promotion and tenure. (Refer to the UNT Policy Manual, Vol. III, #13.3 for specific information on the role of the PAC.)

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