Administrative HandbookCollege of Business

Florida International UniversityAdopted: May 2015

Revised: November 2015

Table of Contents

Administrative Policies of the College of Business:.....................................................3

Please note that this handbook will be reviewed annually if needed....................3

Faculty Qualifications, Appointment and Status...........................................................3

Annual Evaluation of Faculty............................................................................................... 7Sustained Annual Performance....................................................................................................7Responsibility for Evaluation........................................................................................................7Areas of Evaluation........................................................................................................................... 7

Teaching Evaluation Components.....................................................................................7Determining the Overall Teaching Evaluation........................................................................8

Annual Evaluation of Service............................................................................................... 9

Evaluation of Intellectual Contributions.......................................................................10Annual Overall Evaluation........................................................................................................... 11

Journal Lists............................................................................................................................ 11Service to the department, college, university, community and profession.........................12

Annual Faculty Workload and Assignment..................................................................12Overview............................................................................................................................................. 12Annual Reporting............................................................................................................................. 12Teaching Assignments......................................................................................................................13Final Assignments............................................................................................................................. 13Review.................................................................................................................................................. 13Minimum Teaching Requirements...............................................................................................13Class Attendance Policy...................................................................................................................13Class Make-up Policy....................................................................................................................... 13Workload for Tenure Track and Tenured Faculty...................................................................13Requirements for Tenured Faculty...............................................................................................14Workload Policy for Non-Tenure track Faculty........................................................................14Appeal.................................................................................................................................................. 14Cancelation of low enrollment courses...................................................................................14Developmental courses................................................................................................................ 15

Other Policies......................................................................................................................... 15Summer Teaching Policy.................................................................................................................15In-load Assignment Policy.............................................................................................................. 15Overload Policy................................................................................................................................. 15Overload Compensation.................................................................................................................. 15Merit Compensation......................................................................................................................... 15

Faculty Award Account (can be used for summer support and rolls into the next year if not spent)............................................................................................................................................. 16Summer Research Grants Non-UT Dallas (can be used for summer support and rolls into the next year if not spent)................................................................................................................ 16Summer Research Grants UT Dallas (can be used for summer support and rolls into the next year if not spent) The UTD Grants will be phased out by April 1, 2019.....................16Faculty Development Accounts (Cannot be used for summer support and expire at the end of the fiscal year)....................................................................................................................... 17Travel................................................................................................................................................... 18Academic/Faculty Director Compensation Policy.....................................................................19Ph.D. Coordinator/Director Course Release Policy..................................................................19Faculty Buy-Out Policy....................................................................................................................19Service Responsibilities....................................................................................................................19

Appendix A.............................................................................................................................. 20A*/A Journal List Submitted by Faculty, and approved by the Research Committee, Chairs/Directors and Dean............................................................................................................. 20

Appendix B- Criteria for Appointment: Instructor and Clinical Instructor, School of Accounting............................................................................................................ 24

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Administrative Policies of the College of Business:

Policies must conform to those established by FIU. The following sites provide detailed University policies.

University Regulations- BOT Website: http://www.fiu.edu/trustees/

University Policies and Procedures- Compliance Office: http://policies.fiu.edu /

Collective Bargaining Agreement- HR Website- http://www.fiu.edu/personnel/

Undergraduate and Graduate Catalogs: http://www.fiu.edu/orgs/register/catalogs.html

Faculty Handbook:http://academic.fiu.edu/docs/Faculty_Handbook.pdf

Promotion, Tenure, Sabbatical:http://academic.fiu.edu/faculty_resources.html(Departments may have standards in addition to those listed at the Provost’s site).

Outsides Activities (Note this form must be completed annually)http://academic.fiu.edu/faculty_resources.html

Please note that the university uses a portal to upload all documents related to Third Year Review and Promotion and Tenure. The portal is:

https://facultyprocess.fiu.edu

Please note that this handbook will be reviewed annually if needed.

Faculty Qualifications, Appointment and Status

College of Business faculty members are committed to maintaining professional competence and currency. This commitment is consistent with faculty qualification standards established by AACSB International. AACSB standards require faculty to be properly trained and to maintain currency through programs of continued scholarship, professional certification and development, consulting, and other activities associated with life-long learning. It is crucial for all faculty — tenured, tenure-track, and non-tenure track -- to meet College faculty qualification standards.

AACSB also recognizes the importance of administrative duties to the ethical, effective, and efficient operation of the college. Individuals holding faculty status and also holding titles of dean, associate dean, and/or department chair are deemed to have significant administrative duties. AACSB recommends that these duties be recognized as part of an individual’s effort to remain academically or professionally

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qualified. The rationale for this recognition is to encourage individuals to pursue and/or accept significant administrative responsibilities within the college.

The College of Business has adopted AACSB’s definitions for participating and supporting faculty.

Participating Faculty:A participating faculty member actively and deeply engages in the activities of the school in matters beyond direct teaching responsibilities. Such matters might include policy decisions, advising, research, and service commitments. The faculty member may participate in the governance of the school and be eligible to serve as a member on appropriate committees responsible for academic policymaking and/or other decisions. The individual may participate in a variety of non-class activities such as directing an extracurricular activity, providing academic and career advising, and representing the school on institutional committees. Normally, the school considers participating faculty members to be long-term members of the faculty regardless of whether or not their appointments are of a full-time or part-time nature, whether or not their position with the school is considered the faculty member’s principal employment, and whether or not the school has tenure policies. The individual may be eligible for, and participate in, faculty development activities and take non-teaching assignments; such as advising, as appropriate to the faculty role the school has defined. [Standard 4]

Supporting Faculty:A supporting faculty member does not, as a rule, participate in the intellectual or operational life of the school beyond the direct performance of teaching responsibilities. Usually, a supporting faculty member does not have deliberative or involvement rights on faculty issues, membership on faculty committees, or assigned responsibilities beyond direct teaching functions (e.g., classroom and office hours). Normally, a supporting faculty member’s appointment is on an ad hoc basis—for one term or one academic year without the expectation of continuation—and is exclusively for teaching responsibilities. [Standard 4]

In general, at least 75% of the faculty will be Participating.

Academic and Practitioner Faculty Classifications:Faculty members are classified by their initial academic preparation (research doctorate or JD/Master’s) and their ongoing activities (academic/practitioner).

SCHOLARLY ACADEMIC (SA): A Scholarly Academic (SA) faculty member (tenured, tenure-track or non-tenure track) exhibits initial academic preparation by holding a research Doctorate or JD. Scholarly Academics sustain currency and relevance through scholarship and related activities. Normally, SA status is granted to newly hired faculty members who earned their research doctorates within the last five years. Subsequent to hiring, or for faculty who earned a research degree more than five years ago, SA status is sustained as outlined below. During the preceding five years, the SA faculty member must publish three refereed journal articles or perform significant administrative duties. (With Chair/Director approval, two peer-reviewed journal articles in journals of exceptional quality may be sufficient.) In addition, the faculty member must complete two additional scholarly activities from the Scholarly Activities list during the preceding five years. An activity may be repeated.

PRACTICE ACADEMIC (PA): A Practice Academic (PA) faculty member (tenured, tenure-track or non-tenure track) exhibits initial academic preparation by holding a research Doctorate or JD. Practice Academics (PA) sustain currency and relevance through professional engagement, interaction, and relevant activities. Normally, PA status applies to faculty members who augment their initial preparation as academic scholars with development

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and engagement activities that involve substantive linkages to practice, consulting, other forms of professional engagement, etc., based on the faculty members’ earlier work as an SA faculty member. PA status is sustained as outlined below. During the preceding five years, the PA faculty member must complete a total of three activities from either Scholarly Activities or Practitioner Activities. An activity may be repeated. SCHOLARLY PRACTITIONER (SP): A Scholarly Practitioner faculty holds at least a Master’s degree in an area related to the courses that they teach. Scholarly Practitioners sustain currency and relevance through continued professional experience, engagement, or interaction and scholarship related to their professional background and experience. Normally, SP status applies to practitioner faculty members who augment their experience with development and engagement activities involving substantive scholarly activities in their fields of teaching. SP status is sustained as outlined below.

During the preceding five years, the SP faculty member must publish one refereed journal article or perform significant administrative duties. In addition, a faculty member must complete a total of two additional activities from the Scholarly Activities and from the Practitioner Activities with at least one from each category. An activity may be repeated. INSTRUCTIONAL PRACTITIONER (IP):An Instructional Practitioner faculty holds at least a Master’s degree in an area related to the course taught. Instructional Practitioners (IP) sustain currency and relevance through continued professional experience and engagement related to their professional backgrounds and experience. Normally, IP status is granted to newly hired faculty members who join the faculty with significant and substantive professional experience as outlined below. IP status is sustained as outlined below.

During the preceding five years, the faculty member must complete three additional practitioner or scholarly activities from the list below. An activity may be repeated.

Scholarly Activities: Publish a refereed journal article Author a research monograph Serve as an editor of an academic journal Publish a refereed magazine article Publish a business case in a refereed outlet Serve as a reviewer for scholarly work Author a scholarly book or a textbook Serve as an elected officer of an academic professional organization Present a refereed paper or symposium at an international, national or regional conference Serve as a Special Edition editor for an academic journal Awarded a research grant of $10,000 or greater Publish an article in a non-refereed national professional journal Author a chapter in a scholarly book or research monograph Publish an article in a non-refereed national magazine Serve on the Editorial board for a disciplinary journal Publish a book review or a book chapter review Engage and chaperone students in an international experience (e.g. study abroad)

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Produce publicly available document describing the design and implementation of new courses Create a new course sanctioned by COB or Department Publish an Instructor's Manual Develop handbook on new pedagogical methods Direct or serve on dissertation or masters' thesis committee Publish a paper in the proceedings of a major academic meeting Present a distributed paper at a faculty workshop/research seminar Serve as a conference discussant or facilitator Produce publicly available technical report on a research project Advise a student academic organization or case competition team

Practitioner activities: Maintain a professional certification (maintaining certification for 3 years counts as 3 instances) Perform significant work (working for 3 years counts as 3 instances) Engage in a significant business-consulting project important for an organization in their

discipline. Perform significant activities for a professional organization Serve on the board of directors or other oversight position for a profit or not-for-profit

organization Serve as an elected officer of an international or national professional organization Appear as an expert in the media Produce a technical report or analysis for a profit or not-for-profit organization Complete a professional development program Actively participate in a professional society meeting or practitioner's conference Maintain membership and active participation in local professional organization Engage students in service projects in the business community Provide faculty advisement of student professional organization Publish in a trade journal Present at a practitioner-oriented conference or professional association Develop publicly available new methodology for use by practitioners

The table below proposes categories consistent with new AACSB standards. Minimum coverage requirements also are presented for each category. Since the College currently offers doctoral degrees, our percentages should be higher than the minimum.

Scholarly PracticeResearch Doctorate or JDAcademic

Scholarly Academic (SA) Practice Academic (PA)

Masters or non-research degree Practitioner

Scholarly Practitioner (SP) Instructional Practitioner (IP)

Minimum Requirements FIU COB Target RequirementsAt least 40% SA >60% SA with:

At least 40% undergraduate levelAt least 75% master’s level100% doctoral level

At least 60% SA+PA+SP At least 70% SA+PA+SPAt least 90% SA+PA+SP+IP At least 90% SA+PA+SP+IP

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Annual Evaluation of FacultyThe following provides the basis for annual evaluation: Research and service accomplishments Continuous improvement activities How their activities support the mission of the COB Teaching performance for the preceding academic year.

Continued accreditation classification (SA, PA, SP, IP) status is required for an overall satisfactory evaluation. The lack of an overall satisfactory evaluation is subject to an evaluation of the faculty’s “Sustained Performance”. See below.

Sustained Annual PerformanceFollowing the University Collective Bargaining Agreement, the college employs a sustained annual performance evaluation policy based on the faculty's previous five years of assigned duties in separate areas of teaching, research, and services. Please see UFF CBA.

Responsibility for EvaluationDepartment Chairs/Directors are responsible for providing an annual evaluation of every faculty member in their perspective Departments/School.

Areas of EvaluationAll faculty will be evaluated each year in the areas of teaching, intellectual contributions (research and instructional development contributions), and service. For anyone whose normal workload for the year includes administration, evaluation will also be performed in the area of administration. The evaluation shall be in the form of “Outstanding”, “Very Good”, “Good”, or “Unsatisfactory” for each area of the faculty member’s assignment.

Teaching Evaluation ComponentsThe annual teaching evaluation consists of the following:

1. Student Evaluations2. Peer Evaluations3. Department Chair/Director Evaluation

The evaluation of teaching should address all of the above.

Student EvaluationsStudent evaluations of courses shall be based on the state-mandated form and college-designed form.

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Administration of Course EvaluationsThe Office of the Dean ensures that all course evaluations for regular programs are administered and submitted by the end of each semester. The COB administration is responsible for ensuring that all course evaluations are conducted.

Peer EvaluationEach department’s peer review procedures must be approved by the Dean. The Peer Evaluation should consider the following: Preparation Delivery Interaction with students Feedback and corrections

Chair/Director EvaluationThe goals of the evaluation by the Chairs/Directors are:1. To document an accurate, verbal, and quantitative rating of teaching as

part of each faculty member’s annual performance evaluation.2. To provide feedback to faculty members which they can use for

improvement and growth.3. The Chairs/Directors may also consider faculty engagement with

additional items that are mandated by the accreditation agencies, or are integral to enhanced teaching. Such items may include:

Self evaluation of teaching Continuous improvement of teaching Assurance of learning activities.

Determining the Overall Teaching EvaluationThe Chair/Director will be responsible for conducting this task. An overall “Good” evaluation in teaching normally requires the following: Student Evaluation: For all faculty, an overall weighted average of 3.0

or above. Peer Evaluation: Available peer review reports are at least “Good”. Chair/Director’s Evaluation: Chair/Director provides independent

“Good” evaluation. If the average student evaluations are 3.00 or higher (with at least 20 students participating), there must be extraordinary circumstances before a Chair/Director can provide an evaluation that is less than “Satisfactory.” Conversely, if weighted average student evaluations are less than 3.0, the Chair/Director may still give a rating of “satisfactory” based on considerations of other factors, such as peer evaluations, etc.

A “Very Good” evaluation in teaching normally requires all of the criteria for a “Good” rating with the following additions: Very Good course evaluations (an overall weighted average greater than or

equal to 3.50) by students

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Demonstrated evidence of continued innovation in teaching.An “Outstanding” evaluation in teaching normally requires all of the criteria for a “Good” rating with the following additions: Exceptional course evaluations (an overall weighted average greater than or

equal to 4.00) by students Demonstrated evidence of continued innovation in teaching. The Department has the discretion to use different standards.

Annual Evaluation of ServiceA “Good” evaluation in service normally requires that the faculty member demonstrate efforts in faculty governance/professional service outlined in the faculty assignment form It is expected that the faculty member will devote the number of hours to

service that is appropriate for the percent of his/her assignment to this area

Mentoring assistant professors is considered to be a form of service to the College

Faculty member also is expected to attend departmental and college-level faculty meetings and to contribute to departmental and college-level planning activities and AACSB and SACS accreditation activities

Faculty member also is expected to attend at least one commencement and one college or university event each year. Absence at such events cannot be the basis for a rating of “unsatisfactory” in service.

A “Very Good” evaluation normally requires the following: Serve on multiple committees of the Department or College Chair a Committee at the Department level, or Multiple instances of service as reviewer for A*/A journal Significant service for a Professional organization An “Outstanding” evaluation normally requires an evaluation of “Outstanding” in external or internal service, or “Very Good” in both internal and external service.

Outstanding in Internal Service is evidenced byo Serve on multiple committees at the Department, College or

University levelo Chair of multiple Committees at the Department levelo Chair of a College or University level committeeo Serve as a member of the College Faculty Council or University

Faculty Senate Outstanding in External Service is evidenced by

o Editorial board service for multiple A*/A journalo More than five instances of service as reviewer for A*/A journal o Leadership role for a Professional organization

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Evaluation of Intellectual ContributionsAll full-time tenured, tenure-track and non-tenure-track faculty with terminal degrees who are not on significant administrative assignment are expected to make intellectual contributions over a given period of time. Failure to produce any intellectual contributions over a given period may result in an “unsatisfactory” evaluation for intellectual contributions. Academic journal articles have a long-lead time, and there is often a significant gap between a paper’s acceptance and its publication in a journal. In addition, academic research often happens in spurts, and does not follow a steady pattern. Hence, intellectual contributions normally shall be assessed based on a rolling five-year window.

Evaluation GuidelinesProvided below are guidelines to clarify performance expectations for each level of intellectual contributions performance (Outstanding, Very Good, Good) for each teaching workload assignment (2-2, 2-3, 3-3, 3-4) for all faculty members. These performance guidelines apply to refereed journal articles either accepted or published in the academic year for which the evaluation is done. Faculty members can choose whether to count a refereed journal article when it is accepted or when it is published. Faculty members also need additional activities, as specified under “Academic and Practitioner Faculty' classifications".

Teaching Load Required2-2 (1A/A* + 1B + 1 other peer

reviewed paper) or3Bs

2-3 2B+1 other reviewed paper

3-3 1B+2 other peer reviewed papers

3-4 3 peer reviewed papers

4-4 No research expectation

Good: Maintaining the requirement for the assigned load.

Very Good: Maintaining the requirement for the assigned load, plus one more publication in the load category.

Outstanding: Maintaining the requirement for the assigned load, plus at least two more publications in the load category.

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Annual Overall EvaluationThe annual overall evaluation for the year will normally be based on the weighted average of the evaluations of the individual components of teaching, research, service, and administration, if any. The weights are dictated by faculty loads. If “unsatisfactory” performance is reached, “Sustained Annual Performance” of the faculty should be reviewed.

Journal ListsThe Dean, the Chairs/Directors, and the faculty recognize that the nature of publishing opportunities vary across journals and change over time. Therefore, any journal list or documentation used to influence personnel decisions by a Chair/Director will be reevaluated regularly by both internal and external reviewers. The internal review will include the Dean’s office to help ensure equity across the college and will be repeated annually with completion by October 1.

Faculty committees in the College have identified school-wide lists of journals that have been categorized according to quality (Appendix A):

A*: These journals are unquestionably the top journals for publication of business administration research across all business disciplines.

A: These journals are of very high quality and prestige. However, by current metrics and reputation they fall just short of the standard of the A* list.

In order to be considered for tenure and promotion, candidates are expected to have multiple A* or A publications along with a number of other publications.  This requirement constitutes a necessary, but not sufficient, condition for tenure and promotion.  Individual departments may raise standards.

For any publication-related-rewards where fractional credit is given based on number of authors, for papers submitted with a coauthor who is or was a Ph.D. student at FIU within one year of submission date, credit calculation should omit Ph.D. student for such calculation.

The Departmental Committee, Chair/Directors and the Dean validate procedures used to identify and rank A* and A journals and the journal list.

The sources include: Surveys published in refereed journals Journal ranking/rating lists from peer/aspirational institutions. UT Dallas journal list, Business Week journal list, Financial Times journal list Lists such as: Academic Analytics, A.W. Harzing, ABS, Australian ABDC, etc. Studies using select list of journals to rank research productivity of faculty or institutions Science and Social Science Citation Index

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See Appendix A for a listing of the A* and A journals. B journals consist of all previously identified High Quality journals that do not fall into

the current A, A* list. These journals are identified in the faculty reporting system.

Service to the department, college, university, community and professionIt is important for faculty to participate in department, school, university, and professional activities. Such participation may include service toward governance or administration; or it may include service provided to academic and professional organizations in terms of reviewing, editorial activities, organization of conferences, symposia, and workshops; or it may include service provided to community organizations, drawing upon the professional expertise of the faculty member.

Annual Faculty Workload and Assignment

Florida Statute 240.243, entitled “Required number of classroom teaching hours for university faculty members” states:

Each full-time equivalent teaching faculty member at a university who is paid wholly from state funds shall teach a minimum of 12 classroom contact hours per week at such university. However, any faculty member who is assigned by his or her departmental chair or other appropriate university administrator professional responsibilities and duties in furtherance of the mission of the university shall teach a minimum number of classroom contact hours in proportion to 12 classroom hours per week as such especially assigned aforementioned duties and responsibilities bear to 12 classroom contact hours per week.”

http://www.leg.state.fl.us/statutes/index.cfm?App_Mode=Display_Statute&Search_String=&URL=Ch0240/Sec243.htm&StatuteYear=2001OverviewFaculty members are expected to pursue high-quality teaching, to produce intellectual contributions, and to serve the College’s constituent communities.The College has implemented a policy on faculty workload and assignment that considers these aspects of a faculty member’s contribution to the College.

Annual ReportingFaculty provide an annual report summarizing:

Research, teaching and service accomplishments Continuous improvement activities How their activities support the mission of the COB

The information entered into the reporting system is used to determine a faculty member’s workload and assignment.

Teaching AssignmentsIn determining the teaching assignments for the upcoming year, Chairs/Director consider the following:

The needs of the different programs and activities of the College

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Intellectual contributions over the past five academic years Other administrative assignments Previous performance evaluations The personal improvement plans agreed to in the “Faculty Continuous

Improvement Plan” The faculty member’s preference

Final AssignmentsFinal faculty workload and teaching assignments are determined after the annual review.

ReviewThe teaching assignment for each faculty member is reviewed at the college level to ensure fairness in teaching load assignments across departments.

Minimum Teaching RequirementsIn general, every faculty member will be required to have a minimum 1-1 teaching load, regardless of course releases earned or given. It is expected that faculty teach a course each semester. Exceptions to this expectation should be limited in occurrence. Given this minimum requirement, course releases may need to be spread out over several years. In some instances, course releases can be substituted for summer teaching.

Administrative course releases are offered as follows:Course Releases QuantityPhD Completion (2 completed dissertation) 1 CRResearch Centers 1 CRChair/Director of SOA 2 CRGrant Buyouts VaryAssociate Dean 2 CR

Class Attendance PolicyFor face-to-face classes, professors are expected to hold class for each scheduled time period. Absences must be approved in advance from the Department Chair/Director of SOA.

Class Make-up PolicyWhen a faculty member misses a class – either planned or unplanned – the class must either be made up or arrangements made to have another faculty member or instructor teach the class. The Department Chair/ Director must approve how the class will be made up.

Workload for Tenure Track and Tenured FacultyTenure-track faculty members are normally assigned a 2-2 teaching load. Eminent scholars are assigned a 2-1 teaching load as long as intellectual contributions qualify for a 2-2 teaching load. Otherwise, teaching load is determined as shown below. All faculty with a research assignment who are not on a significant administrative assignment must publish at least three peer reviewed journal articles in the preceding five years.

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Requirements for Tenured Faculty1. To qualify for a 2-2 teaching load, faculty must have published 3 articles in peer refereed

journals within the last 5 years. Publication distributions may be: One A* or A; and one B; plus one other peer-reviewed articles, or Three B articles. More output may be required if articles have more than 3 authors.

2. To qualify for a 2-3 teaching load, faculty must have published 3 articles in peer refereed journals within the last 5 years. Publication distributions may be:

Two B level articles, and one other peer reviewed article.

3. To qualify for a 3-3 teaching load, faculty must have published 3 articles in peer refereed journals within the last 5 years. Publication distributions may be:

One B level article, and two other peer-reviewed articles

4. Faculty who do not have a significant administrative assignment and who have not published at least three peer-reviewed articles may be assigned a 4-4 teaching load.

Workload Policy for Non-Tenure track FacultyNon-tenure track faculty holding a terminal degree (instructors, lecturers, and clinical faculty) are typically assigned a 4-4 teaching load. For the duration of current contracts, Clinical Faculty will receive 2 course releases for research. (With chair approval, this is effective Spring 2016). Individual research expectations will be reviewed during contract renewals, and will be explicated stated in future contracts. Clinical Instructors with no research expectation are generally assigned a 4-4 load.

Change in WorkloadAny changes to workload policy require a two-year notice.

AppealThe process to appeal a workload assignment is provided in the UFF Collective Bargaining Agreement.

Cancelation of low enrollment courses◦ Three weeks before each semester begins, the Dean’s office will review

course enrollments. ◦ In general, undergraduate courses with fewer than 15 students will be

canceled. ◦ In general, courses with 25 or more students will run even if they fall

below 25 before the beginning of the semester.◦ Courses between 15-24 will be reviewed and will need justification to

run. ◦ Chairs/Directors may petition the Dean to run courses that do not meet

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this guideline.

Developmental coursesSubject to the Dean’s approval, new courses (new to the faculty member, and new to FIU) with fewer than 15 students may run as an overload. The terms of the overload are a $3,000 developmental fee and $60 per student stipend for the faculty originating the course.

Other Policies

Summer Teaching PolicySummer teaching is not guaranteed. If available, assignments will be fair and equitable.

In-load Assignment PolicyIn-load course assignments are made according to the needs of the students. If the demand is high and a professor is asked and agrees to teach courses in addition to his/her normal load assignment, courses will be assigned as overloads.

Overload PolicyRegular workload assignments and overloads are determined according to student and programmatic needs. No faculty member will be required to teach an overload. A faculty member may participate in additional teaching activities as long as he/she is meeting his/her responsibilities with respect to intellectual contributions.

No faculty member in the College may teach more than four 3-credit courses as overloads per academic year, unless approved by the Dean.

Supervision/instruction of 30 independent study and/or internship students counts as one course release.

There will be no overloads in the summer except when approved by the Dean for purposes of meeting student or programmatic needs.

Overload CompensationOverload compensation is set each year. Overloads are paid on courses taught above a faculty member’s regular workload (i.e., the in-load assignment). Professors teaching an overload are expected to perform at a high level in the classroom.

Merit CompensationTo be eligible for merit pay for a specified academic year, a faculty member must be qualified during that specified academic year in accordance with COB policy and in accordance with the department’s plan. In addition, to be eligible for merit pay, a faculty member must receive at least a Satisfactory rating in teaching, research and service. Merit pay allocated to the College of Business will be distributed to eligible according to each department’s approved plan.

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Faculty Award Account (can be used for summer support and rolls into the next year if not spent)The College is committed to providing funding to support a faculty member’s research and teaching. Individual Faculty Award Accounts have been established to aid this objective. The types of contributions that can be made to the Faculty Award Account include teaching and service recognition awards.

Summer Research Grants Non-UT Dallas (can be used for summer support and rolls into the next year if not spent)

A Summer Research Grant pool will be established by the Dean in the amount of $350,000. Every A and A* publication will be granted one equal share of the Grant pool. A* grants will be issued for two consecutive summers; A grants will be issued for one summer. Papers must be published by March 31 each year to be eligible. (In the initial year, papers published between April 1, 2015 and March 31, 2016 will be eligible.) For purposes of grant eligibility, the current A/A* list in the Appendix to this document will remain unchanged for the next three years. Papers with 4 or more co-authors will have the grant amount divided by the number of authors.

Under no circumstances can total summer payment, including other remunerations, exceed 33% of the faculty member’s 9-month salary.

Faculty members who hold Eminent Scholar positions already receive summer research funding from the endowments associated with their positions and have a reduced teaching load, thus are not eligible for additional compensation. Tenure-track faculty on summer funding are not eligible for this grant. Research Chairs are eligible for the greater of the Chair funding or the grant.

Summer Research Grants UT Dallas (can be used for summer support and rolls into the next year if not spent) The UTD Grants will be phased out by April 1, 2019.

All summer research grants are contingent upon the approval of the Dean.

1. Tenured or non-tenure track faculty who do not hold an Eminent Scholar Chair A tenured or non-tenure track faculty member who publishes an article in a journal with the FIU College of Business affiliation that appears on the annual UTD Top 100 Business School Research list is entitled to a summer research grant beginning the summer following the first listing of the article. The amount is determined by:

Each sole-authored article appearing on the annual UTD list receives one point. Points assigned to publications with multiple authors are divided by the number of authors, up to 4.

If the faculty member produces 1 point for the College, the faculty member is entitled to 22.5% of his/her 9-month salary the first summer and 1/2 of this amount for the second

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summer (11.25%) up to a limit of 33% of the faculty member’s 9-month salary in any given summer.

If a faculty member produces less than 1 point but at least .25 points for the college, these percentages are multiplied by the points produced. For example, if a faculty member produces 1/2 point for the college, the faculty member is entitled to 11.25 % of his/her 9-month salary the first summer and 5.625% up to a limit of 33% of the faculty member’s 9-month salary in any given summer.

This grant must be used for summer salary the summer immediately following the first listing of the article. If a professor has more than one article appearing for the first time on the UTD rankings, the summer research funding earned by all articles may be taken up to the limit of 33% of the 9-month salary. Additional funding will be deferred to the next summer. The faculty member must be employed in the College of Business the academic year following the summer in which the grant will be paid in order to receive the grant.

2. Eminent Scholar

Eminent Scholars are entitled to 11.25% of their 9-month salary the first summer and 1/2 of this amount for the second summer (5.625%) up to a limit of 33% of their 9-month salary in any one summer. For Eminent Scholars who produce less than 1 point, but at least .25 points for the college, the percentages are multiplied by the points produced. (If one of the authors is a FIU College of Business doctoral student and the affiliation for the doctoral student is listed on the article as FIU, the doctoral student is credited with 0 points. For example, if a paper is published with 2 FIU business school professors and one or more FIU College of Business doctoral students, the FIU business school professors will be credited with 1/2 point each as if they were the only two authors on the paper.)

Faculty Development Accounts (Cannot be used for summer support and expire at the end of the fiscal year)The amount of professional development deposited into a faculty member’s Faculty Development Account is based on the Chair’s annual evaluation. These funds must be used for professional development and cannot be taken as summer support.

The following chart depicts the minimum amount of faculty professional development funding provided to a professor each year by the college. Professors who are Eminent Scholars, Fellows (Knight-Ridder, Landon, Hollo), or who hold named Professorships are not eligible.

Performance Rating* Faculty Development FundsUnsatisfactory in any area $0.0At least Good in all areas $1,000Outstanding in research, teaching or service

$2,000

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Outstanding in at least two areas and good in other

$3,000

Funds expire each June 30* Performance ratings used are those in accordance with College policies

Funds will accumulate into the Faculty Development Accounts during the academic year (July to June), and a detailed accounting will be provided to each faculty member each year. The Chair/Director must approve all expenditures as mission-focused. All accounts are subject to audit by the state auditors in order to ensure that they are spent in accordance with state and university policies. Among the possible uses for these funds are the following:

Purchase of computing or other related equipment to support faculty member’s teaching and research activities no more than once every three years

Travel to conferences or other academic venues to present research Hiring of research assistants for work on research projects of various kinds as well as

teaching assistants Books, subscriptions or professional memberships Payments for the acquisition of databases or software, the development and mailing of

surveys, for distribution and entering data from questionnaires, the costs of running and analyzing data from focused groups, or any other similar research activity

Income and social security taxes and benefits will be charged to any disbursements made for graduate students.

TravelThe College of Business (COB) at FIU recognizes the importance of faculty and staff travel. At the same time, there exists limited funding. Hence, unrestricted travel and fully discretionary accounts for individual faculty, including those holding fellowships and professorships, are not realistic. The general policy is that travel with the maximum developmental impact and visibility for the COB and its departments will be supported. The following policies will guide faculty travel for:

Approval for travel requires a specific mission-focused purpose. Specific purposes may include paper presentations, other conference duties that appear on the official program, attendance at conferences or events directly tied to COB programs, and operational or business activities such as recruiting, case competitions, or instructional training.

Conferences will typically be limited to those that provide the greatest opportunity for development and visibility. Departments should identify those conferences most important for their objectives. Travel to less critical conferences will only, and rarely, be approved with specific justification.

Travelers will follow FIU Travel Guidelines and will utilize approved travel agencies. FIU travel policies regarding international airlines will be carefully monitored. All other FIU travel policies regarding per diem, maximum hotel rates, car rental, mileage, etc…

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will be carefully monitored. The guiding documentation can be found at: http://finance.fiu.edu/controller/Docs/Travel_and_Other_Expenses_Manual.pdf

Travelers must submit a Travel Authorization Request to their approver prior to travel and with sufficient time for approval. COB will have no liability for travel booked without prior TAR approval. Receipts for reimbursements must be provided within one month of the travel.

In most cases, costs associated with itinerary changes will not be paid by the COB.

Academic/Faculty Director Compensation PolicyGraduate programs may have an Academic (Faculty) Director. Compensation for an Academic Director is as follows:

One course release (only available to faculty on a 2-1 or more teaching load)

Or A stipend corresponding to the level appropriate to that program

In special cases where an Academic Director oversees multiple cohorts at different locations or is responsible for accreditation, extra compensation may be offered above these rates.

Ph.D. Coordinator/Director Course Release PolicyThe area coordinator of the Ph.D. program within a department/school is considered a service assignment. The coordinator will work closely with the College Ph.D. Director and carry out the duties specified in the Ph.D. Program and Assessment Manual. Each area coordinator will receive credit for a course release after having served two complete years as a departmental Ph.D. coordinator (.5 courses release per year)

A faculty member serving as Dissertation Chair will receive a one-course release for every two completed dissertations.

A faculty member can take only one course release per academic year for course releases earned for being the Ph.D. coordinator and for chairing completed dissertations. In some cases, the course release can be taken in lieu of a summer course.

Faculty Buy-Out PolicySubject to the approval of the Chair/Director and Dean, a faculty member may buy out of one or more course, up to ½ of their course load, from the proceeds of a grant.

Service ResponsibilitiesEach faculty member is expected to attend at least one commencement and one college or university event each year.

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Appendix A [The following Journal list is being updated. A revised list that includes Business Law, Healthcare and minor revisions will be available by December 15, 2015]

A*/A Journal List Submitted by Faculty, and approved by the Research Committee, Chairs/Directors and Dean

1. Journal lists shall be reviewed annually by October 1 of each year.2. If an article is classified as an A*, but the journal undergoes a change in classification,

the article classification as an A* remains in effect. 3. Equivalent journals from disciplines outside the College also are appropriate outlets for

research activity.

Journal Names Department QualityAccounting, Organizations & Society AC A*Auditing: A Journal of Practice and Theory AC A*Contemporary Accounting Research AC A*Journal of Accounting and Economics AC A*Journal of Accounting Research AC A*Review of Accounting Studies AC A*The Accounting Review AC A*Accounting Horizons AC ABehavioral Research in Accounting AC AEuropean Accounting Review AC AIssues in Accounting Education AC AJournal of Accounting and Public Policy AC AJournal of Accounting, Auditing and Finance AC AJournal of Business Finance and Accounting AC AJournal of Information Systems AC AJournal of Management Accounting Research AC AJournal of the American Taxation Association AC AJournal Names Department QualityFinancial Analyst Journal FI A*Journal of Banking & Finance FI A*Journal of Corporate Finance FI A*Journal of Finance FI A*Journal of Financial and Quantitative Analysis FI A*Journal of Financial Economics FI A*Journal of Financial Markets FI A*Journal of Risk and Insurance FI A*Journal of Risk and Uncertainty FI A*Review of Financial Studies FI A*European Journal of Finance FI A

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Financial Management FI AFinancial Review FI AJournal of Behavioral Finance FI AJournal of Derivatives FI AJournal of Empirical Finance FI AJournal of Financial Intermediation FI AJournal of Financial Research FI AJournal of Financial Services Research FI AJournal of Futures Markets FI AJournal of International Money and Finance FI AJournal Names Department QualityAcademy of Management Journal MA A*Academy of Management Review MA A*Administrative Science Quarterly MA A*Journal of Applied Psychology MA A*Journal of Business Venturing MA A*Journal of International Business Studies MA A*Journal of Management MA A*Journal of Management Studies MA A*Organization Science MA A*Organizational Behavior and Human Decision Processes MA A*Personnel Psychology MA A*Strategic Management Journal MA A*Asia Pacific Journal of Management MA AEntrepreneurship Theory and Practice MA AGroup and Organization Management MA A

Human Resource Management MA AJournal of Business Ethics MA AJournal of Occupational & Organizational Psychology MA AJournal of Organizational Behavior MA AJournal of Vocational Behavior MA AJournal of World Business MA ALong Range Planning Journal MA AManagement and Organization Review MA AOrganizational Research Methods MA AThe Leadership Quarterly MA AJournal Names Department QualityJournal of Consumer Psychology ME A*Journal of Consumer Research ME A*Journal of International Marketing ME A*

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Journal of Marketing ME A*Journal of Marketing Research ME A*Journal of Public Policy & Marketing ME A*Journal of Retailing ME A*Journal of the Academy of Marketing Science ME A*Marketing Science COB A*European Journal of Marketing ME AInternational Journal of Research in Marketing ME AInternational Marketing Review ME AJournal of Advertising ME AJournal of Advertising Research ME AJournal of Business Research ME AMarketing Letters ME APsychology & Marketing ME AJournal Names Department QualityJournal of Real Estate Finance and Economics RE A*Journal of Real Estate Research RE A*Journal of Urban Economics RE A*Real Estate Economics RE A*Journal of Housing Economics RE AJournal of Housing Research RE AJournal of Property Research RE AJournal of Regional Science RE ALand Economics RE ARegional Science and Urban Economics RE AJournal Names Department QualityAmerican Business Law Journal SOABUL A*Berkeley Business Law Journal SOABUL A*Berkeley Journal of International Law SOABUL A*Columbia Business Law Review SOABUL A*Columbia Journal of Transnational Law SOABUL A*Duke Journal of Comparative & International Law SOABUL A*The Hastings Business Law Journal SOABUL A*University of Pennsylvania Journal of International Law SOABUL A*Virginia Law & Business Review SOABUL A*Boston University International Law Journal SOABUL ACornell International Law Journal SOABUL AMinnesota Journal of International Law SOABUL ANew York University Journal of Law & Business SOABUL A

Stanford Journal of International Law SOABUL A

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The Georgetown Journal of Legal Ethics SOABUL AVanderbilt Journal of Transnational Law SOABUL A

Journal Names Department QualityEuropean Journal of Information Systems IS A*IEEE Transactions on Knowledge and Data Engineering IS A*IEEE Transactions on Software Engineering IS A*Information & Management IS A*Information Systems Research IS A*Journal of Management Information Systems IS A*Journal of Strategic Information Systems IS A*Journal of the Association for Information Systems

ISA*

MIS Quarterly IS A*ACM Transactions on Information Systems IS ACommunications of the ACM IS ACommunications of the AIS IS AJournal of Database Management IS AJournal of the American Society for Information Science and Technology

ISA

MISQ Executive IS A

Journal Names Department QualityDecision Sciences DS A*Decision Support Systems DS A*INFORMS Journal on Computing DS A*Journal of Operations Management DS A*Management Science DS A*Manufacturing and Service Operations Management

DS A*

Operations Research DS A*Production and Operations Management DS A*European Journal of Operational Research DS AIEEE Transactions on Engineering Management DS AIEEE Transactions on Parallel and Distributed Systems

DS A

IIE Transactions DS AInternational Journal of Operations and Production Management

DS A

Journal of the American Statistical Association DS ANaval Research Logistics DS AOperations Research Letters DS A

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Appendix B- Criteria for Appointment: Instructor and Clinical Instructor, School of Accounting.

A school whose distinctive mission is to enable students to practice in public accounting as independent auditors has an obligation to consistently expose both its faculty and its students not only to scholarly thinkers but also to excellent practitioners. Meeting that obligation requires the development of a stable, classroom-experienced faculty of highly skilled practitioners to work at the school in synergy with traditional scholars. The School of Accounting cannot provide a consistently high level of practical wisdom and professional skill in its classrooms unless its hiring and promotion policies allow it to attract – and retain – first-rate professionals who are committed to excellent teaching.

Professionals who have earned a Certified Public Accounting (CPA) designation offer a level of knowledge that is unequaled in public accounting. “In order to become a CPA almost all states require that an individual meet educational, experience and ethical requirements and pass the Uniform CPA Examination. Only then are individuals granted licenses to practice by state boards of accountancy. Also, only CPAs can perform the mandatory audits of all publicly traded U.S. companies.” (http://www.aicpa.org/BecomeACPA/FAQs/Pages/FAQs.aspx)

“By law, public companies’ annual financial statements are audited each year by independent auditors — accountants who examine the data for conformity with U.S. Generally Accepted Accounting Principles (GAAP). The auditors conduct a systematic examination of a company’s accounting books, transaction records and other relevant documents to consider whether the financial statements are fairly presented and free from material misstatements. The auditor prepares a written report containing an opinion on the financial statements. That opinion is filed with the SEC and is available to investors and other interested parties.” (Guide to Public Company Auditing, 2013, Center for Audit Quality, AICPA.org—please see: http://www.aicpa.org/interestareas/centerforauditquality/newsandpublications/pages/caqpublications.aspx).

CPAs have extensive knowledge and experiences not available to those who hold other accounting certifications. In order to ensure that our students gain this requisite knowledge, we must ensure that we hire and retain CPAs in addition to those who hold other certifications.

INSTRUCTOR—Minimum Requirements

1. Role Description: The major responsibilities of this position are to teach undergraduate courses, provide service to the school, and participate actively in the relevant profession through service and/or practice.

2. Qualifications: Normally, a master's degree and 18 hours in an area relevant to the discipline or other justification per FIU Academic Affairs credentialing requirements.

3. Teaching: Evidence that the candidate is a good practitioner, as well as support for the expectation that the candidate is committed to being a good teacher and advisor of undergraduates, particularly in beginning skills courses and team-taught courses, will be required for appointment.

4. Professional and academic activity: Evidence supporting a commitment to professional and academic activities aimed at maintaining professional skills, providing an adequate professional role model for students, and developing teaching competence, will be required for appointment.

5. Service: Qualifications to undertake service activities for the school and the profession at a satisfactory level of performance will be required for appointment.

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6. Compensation: Instructors are compensated at approximately the 75th percentile of AACSB Publicly Accredited accounting instructor salaries.

CLINICAL INSTRUCTOR

1. Role Description: The major responsibilities of this position are to teach undergraduate and graduate courses, provide service to the school, and participate actively in the relevant profession through service and/or practice.

7. Qualifications: Normally, a master's degree and 18 hours in an area relevant to the discipline or other justification per AA credentialing requirements. In addition, substantial relevant professional experience and accountants must have earned a CPA.

2. Teaching: Evidence that the candidate is a good practitioner, as well as support for the expectation that the candidate is committed to being a good teacher and advisor of undergraduates, particularly in beginning skills courses and team-taught courses, will be required for appointment.

3. Professional and academic activity: Evidence supporting a commitment to professional and academic activities aimed at maintaining professional certification, providing an adequate professional role model for students, and developing teaching competence, will be required for appointment.

4. Service: Qualifications to undertake service activities for the school and the profession at a satisfactory level of performance will be required for appointment.

5. Compensation: Clinical classified as Level Two are compensated at approximately the 90th percentile of AACSB Publicly Accredited accounting instructor salaries.

Appointments, Promotions and Contracts shall be consistent with University Policies and the Collective Bargaining Agreement.

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