Adjunct to what? A non-traditional perspective on teaching the social sciences
By: GREISLER, David
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Material type: 
ArticlePublisher: New York : Marcel Dekker, 2002International Journal of Public Administration- IJPA 25, 9-10, p. 1125-1141Abstract: The assumption of adjunct faculty as both behind and beneath fultime and/or tenured faculty is becoming a point increasing conflict and controersy in the world of academia. Regardless of the setting (community college, four year college, or university), adjuncts occupy next to the lowest position in hte faculty hierarchy. Ironically, while unflatteringly positioned, the economic, operational, and boundary-spannic contributions of this unheralded cadere of professors are substantial. Additional mining of adjunct faculty potential in several venues can unearth possiblities such as: (1) having university administration leverage adjunct influence in the community; and/or (2) having employers enhance organizational performance by utilizing employees who serve as adjuncts to broker applier theory; and/or (3) have adjunct faculty members capitalize on the uniqueness of their "praxis" orientation thereby benefiting students, employers, the university, and themselves
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The assumption of adjunct faculty as both behind and beneath fultime and/or tenured faculty is becoming a point increasing conflict and controersy in the world of academia. Regardless of the setting (community college, four year college, or university), adjuncts occupy next to the lowest position in hte faculty hierarchy. Ironically, while unflatteringly positioned, the economic, operational, and boundary-spannic contributions of this unheralded cadere of professors are substantial. Additional mining of adjunct faculty potential in several venues can unearth possiblities such as: (1) having university administration leverage adjunct influence in the community; and/or (2) having employers enhance organizational performance by utilizing employees who serve as adjuncts to broker applier theory; and/or (3) have adjunct faculty members capitalize on the uniqueness of their "praxis" orientation thereby benefiting students, employers, the university, and themselves
Volume 25
Numbers 9-10
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