1. Introduction

Due to the fact that the decision-making process in academic evaluation has undergone changes in higher education and that there are greater expectations of transparency in tenure and promotion (Bana e Costa & Oliveira, 2012), the evaluation process is being redesigned. Traditionally, academics have been evaluated based on three criteria: teaching, scholarship and service, with different emphasis being placed on one of the individual criteria depending on the type of institution (Fairweather, 2002). Research universities tend to place more emphasis on traditional scholarship while teaching institutions and colleges tend to place more value on teaching and service (Cherry et al., 2017).

The debate about appropriate methods for evaluating teaching has continued in academia for decades. Recently, pressures for accountability are forcing institutions to examine how they value, measure and improve what happens in the classroom. In 2005, US Secretary of Education Margaret Spellings formed the Commission on the Future of Higher Education to examine a national strategy for reforming higher education. Their findings were critical of higher education and the Commission made several suggestions to remedy deficiencies. One of the recommendations was to measure student learning outcomes (Spellings, 2006). Prior to this recommendation, some states established policies that focused on academic productivity in undergraduate teaching (Colbeck, 2002). As a result, there is now increased attention to academic evaluations of the institutions and faculty with the emphasis on outcomes and accountability (Cherry et al., 2017).

This study constructs an objective statistical empirical model for evaluating professorial contribution to student learning in a public university located in a southeastern state in the United States (U.S.). This contribution is one of the three complementary weighted assignments of responsibility that include teaching, research and service (Sharobeam & Howard, 2002). The theory for the model is based on the Ridley and Collins (2015) professorial evaluation metric (PEM). The PEM is based on student achievement based on GPA. Education theories may argue the pros and cons of how GPA does or does not determine student learning. But the university has stipulated that GPA is its measure of progress within the university and faculty are expected to contribute to said student progress. Therefore, we will consider GPA as a proxy for learning.

The remainder of the paper is organized as follows. Traditional student-based teaching evaluation methods are reviewed in the next section. The empirical case study in a public university located in a southeastern state in the U.S. is presented next. We then discuss the integration of the teaching evaluation metric into a full faculty evaluation metric. Our conclusions include suggestions for future research.

2. Method for Evaluating Teaching

Almost 100 percent of schools/colleges of business “use student evaluation of instruction to measure teaching and classroom performance” (Clayson & Haley, 2011, p.101). It is assumed that students will honestly evaluate professors/instructors and their teaching. Some researchers question the validity of student evaluation of teaching to improve individual instructor performance, modify curriculum, and create comparative scales to evaluate faculty (Clayson & Haley, 2011).

Kozub (2008), Ryan et al. (1980), McNatt (2010) and McPherson et al. (2009) have studied the validity of student evaluations. McNatt (2010) conducted a longitudinal naturally occurring field experiment and concluded that administrators should use cau- tion when interpreting student evaluations with a course and even all courses taught by a given professor if the professor has negative reputation that may result in bias in student evaluations.

Yunker and Yunker (2003) found a negative relationship between student evaluations and student achievement (see also Coker et al., 1980) and Weinstein (1987). Centra (2003) and Buchert et al. (2008) found that it is possible for student evaluation of teaching to be influenced by first impressions of instructors and grade expectations. Student evaluations are known to be lower in freshman classes where the students are less mature. Seniors and graduate students are more likely to understand the professor’s advocacy for best practices and objectives for high achievement. This can negatively impact young professors who are idealistic with regards to grading standards, quality and intellectual curiosity. They may be accused of being the cause of students failing. Marshall (2005) found that student evaluations were inefficient and ineffective. Highly skewed student evaluations can require the use of percentile rankings of faculty (Clayson & Haley, 2011).

There has been very little research done on the examination of the perceptions and role of the academic administrator in the evaluation process, especially on which factors of the academic evaluation tend to impact classroom instruction and learning outcomes. Academic administrators play a vital role as “the conduit between university policy-makers (board, president and provost) and the academy” (Cherry et al., 2017). They are also the key to hiring and developing new academics and to help professors and instructors meet university standards for promotion and tenure.

Cherry et al. (2017) examined academic administrators’ attitudes toward annual faculty evaluation processes and methods. Of the 208 respondents, their findings revealed the following ranking of teaching evaluation methods in their order of importance: Student evaluations had the highest ranking of 39.9% (83) followed by peer evaluations ranking of 27.4% (57). Department head/chair evaluations took the third place in the order of importance with 22.6% (47) of the respondents. Self-evaluation and other methods for evaluating of teaching were in the fourth and fifth places with 6.7% (14) and 3.4% (7), respectively. Time and again, student evaluations continue to play a significant role in evaluating teaching performance in the classroom despite concerns about their validity.

Teaching evaluations that are performed by administrators can be arbitrary. They are based on the administrator’s opinion. Administrator evaluations may or may not consider teaching methodology, innovation, currency of syllabus or workload. The administrator may be influenced by student opinions that are no more than popularity contests that are unrelated to learning (Coker, et. al., 1980; Weinstein, 1987). Student complaints to the administrator may lower evaluations when the administrator is more sensitive to student feelings than to upholding standards of academic performance. Empathy for student feelings is desirable. But, overindulgence of students may encourage lack of personal responsibility and less than best study habits. Short term political objectives may supersede lifelong future learning objectives.

Evaluations that are inversely related to learning or progress, or are otherwise unreliable, may cause professors to change their approach to teaching for the worse, discouraging high performance (Coker et. al., 1980; Weinstein 1987). Unreliable evaluations may discourage academic freedom (Dershowitz, 1994; Haskell, 1997; Ryan et. al., 1980). For these reasons better methods for evaluating teaching are required (Ma, 2005; Wolfer & Johnson, 2003). They should be designed to encourage academic rigor, demonstrated academic knowledge and proficiency, critical thinking, understanding and leadership skills.

3. Empirical Case Study

3.1. Teaching Evaluation Score (TES) Data

Grades from 2,194 students in an AACSB-accredited College of Business Administration at a public university located in a southeastern state in the U.S. were collected for the period Fall-2014 to Summer-2018. The majors (Programs) included were a) Accounting; b) Business Computer Information Systems (CIS); c) Business Management Online; d) Business Management; e) Business Marketing; f) Global Logistics and International Business; and g) Master of Business Administration. The data included 348 professors and instructors and 228 courses. Twenty-five (25) of the 228 professors were affiliated with the College of Business Administration. Given that professors taught in different programs, and courses were repeated during the study period, and included in several programs (majors), the following table is not totalized. Tables 1 and 2 show the composition of the data collected. Figure 1 displays the grade distribution in a histogram.

Table 1

Data Composition for the College of Business Administration

Note. Some of the professors who teach Management courses in the Business Management major also teach courses in the Business Management Online. Professors who teach at the undergraduate level, also teach at the graduate level.

Table 2

Grade Distribution by Program

Figure 1
Grade Distribution

3.2. Data format and structure

All students in the College of Business Administration are included in the data. Since any one of these students may take a course from any professor in the university, all professors must be included. A sample of the student data used in the regression analysis (see Appendix A) is given in Table 3. These names are anonymous for sake of privacy.

Table 3

Sample data taken from the records of 3 students

3.3. Teaching Evaluation Score (TES) Results

The TES method, explained in Appendix A, was applied to data taken from automated university computer records. The results are shown in Table 4.

Table 4

TES scores for all professors in the university

The TES results are plotted in Figure 2. The TES and the grade distribution for each program are included in Appendix C.

Figure 2
Teaching Evaluation Score

The regression model for TES for all programs together has a coefficient of multiple determination R-squared of 0.87 and an adjusted R-squared of 0.8457, representing an excellent goodness of fit indicator. Table 5 shows the detailed breakdown of R-square for the TES model for each of the academic programs. All indicators are appropriate for the case at hand.

Table 5

Goodness of Fit Indicators for TES models conditioned on all n=348 professors

With the information (scaled to avoid bias due to dimensions of each variable) included in the TES results, the number of students taught by professor, the count of grades, the count of courses and the credit hours, a principal component analysis was applied to run a clustering model. Figure 3 presents 3 clusters: cluster 1(left), cluster 2 (center), and cluster 3 (right). Professors in cluster 1 are those with higher TES scores, more students by course, and more courses taught. Professors in cluster 2 have medium TES scores, more reduced courses than those in cluster 1, but similar number of courses taught. Cluster 3 is populated by professors with the lower TES scores, and reduced courses. The clusters show 3 distinct groups of professors whose performance require further analysis to explain the composition of each group. The two first principal components account for more than 90% of data variability. This analysis is meaningful to identify professors that need follow up and to encourage those with best practice in the classroom, using several metrics simultaneously.

Figure 3
Clustering Analysis of TES Data

The TES scores for the 25 professors in the College of Business are selected from Table 4 and placed in Table 6. These names are anonymous but in the actual report, the professors will be selected by their real names. This facilitates integration into the comprehensive faculty professorial evaluation metric as discussed below. The College of Business Administration faculty have assignments of responsibility that are different from other academic units in the university. Therefore, they may be compared only with faculty in their own academic unit.

We notice that the professors in the College of Business Administration occupy the upper echelon of Table 4. This suggests that they are either better teachers or their credits hours taught are more associated with students that are included in the regression analysis. In either case, they do contribute more to the GPA of these particular students. Their total contribution is 34.09% of all professors in the university. For easy interpretation, their TES scores are rescaled so as to add to 100%. The regression analysis was repeated with only College of Business Administration professors. The results are shown in Table 7. The results are similar. To choose between them, we recalculated the adjusted R-squared for the reduced model conditioned on n=25 professors. The adjusted R-squared n=348 is 0.8457. The adjusted R-squared n=25 is 0.8089. Therefore, the full model is considered better.

Table 6

TES scores for all 25 professors in the College of Business Administration conditioned on n=348 professors

Table 7

TES scores for all 25 professors in the College of Business Administration conditioned on n=25 professors

4. Integration into the Faculty Professorial Evaluation Metric

The teaching evaluation metric (TEM) may be integrated into an objective professorial evaluation metric (PEM), used to determine a professorial evaluation score (PES). The PEM is designed to incorporate measures of teaching, research and service. It includes the TEM, used to determine a TES; a research evaluation metric (REM), used to determine a research evaluation score (RES); and a service evaluation metric (SEM), used to determine a service evaluation score (SES). The PES is an overall measure a professor’s contribution, expressed as a fraction of the total contribution of all professors in the instructional unit. The PEM accounts for uneven distribution of effort and prior assignment of responsibility between teaching, research and service, between professors, and between different time periods. It is used for annual evaluations, merit reward, tenure and promotion. Professorial contributions require time to take effect. The TEM is discussed in Appendix A; the PEM is defined in Appendix B.

5. Conclusions

The subject institution for this study is a College of Business Administration at a public university located in a southeastern state in the U.S. As in most academic institutions across the U.S., faculty in this AACSB-accredited college are expected to teach, conduct research, provide service to the College, university, profession and community. The faculty of this College is regularly evaluated by students, peer faculty members, and administrators. While there has been some scepticism among researchers in academia about student evaluations being inaccurate and contaminated with bias, this evaluation component is factored in the evaluation formula for faculty tenure and promotion decisions.

From the administrative point of view, student evaluations provide an important insight into the quality of faculty teaching and how much professors’ efforts contribute to learning by students. At the time of the redesign of higher education spearheaded by the Department of Education in the early 2000’s, the student GPA became one of the most important statistics that measures student learning outcomes and the overall quality of instruction for a given institution. Thus, the student GPA affects parent and student decision making to enroll and matriculate in a particular college or university, and administrators’ decision to hire, retain, tenure, and promote their faculty.

We propose that each professor marginally contributes to student GPA in the classes he or she teaches. All of the classes in the data set are 3 credit-hour courses that meet twice a week for 1 hour and 15 minutes, or 3 times a week for 50 minutes. Recent research (Diette & Raghav, 2017, 2018) demonstrates that there is no difference in achieving learning outcomes for classes that meet 2 or 3 times a week. The workloads of professors for the period of 2014-2019 consisted of 3 classes in one semester and 4 classes in another semester of an academic year for a total of at least 120 credit hours per professor per year. In summer sessions, professors taught on average 2 classes each. These teaching loads were designed to provide the faculty with time to conduct research, attend conferences, write and administer grants, and participate in scholarly and professional activities.

Performance standards have been set high by the AACSB accreditation of the College of Business, which stimulated professors’ desire to strive for the high quality instruction in the classroom and to provide students with additional learning and professional opportunities that feed back into their learning and course performance. These include participation in student case competitions, showcases, workshops and seminars, guest lectures, industry visits, undertaking summer and semester-long internships, conducting undergraduate research and making conference presentations. The faculty motivated and empowered the students to be active in their learning and professional development while still in college. These activities led to achieving learning outcomes as evidenced by mostly “A”, “B”, and C” grades across the majors of the College of Business Administration in this study. As a result, student enrollment and retention has been high while professors have been receiving kudos, tenure and promotion from the administration. Students have been consistently performing subjective teaching evaluations and professors’ ratings have been high.

6. Recommendations

This study applied an objective statistical empirical model to evaluate the marginal contribution that professors make through their teaching toward student learning. Based on the findings, it is evident that professors do contribute to student success as evidenced by student GPA attribution as a proxy for learning and advancement through the institution. The TES was found to be a reliable evaluation metric that is highly recommended to universities and colleges in the U.S. and around the world for adoption and inclusion into their objective professorial evaluation metric.

APPENDIX A

THE TEACHING EVALUATION METRIC

APPENDIX B

THE PROFESSORIAL EVALUATION METRIC

APÉNDICE C

TES RESULTS FOR INDIVIDUAL PROGRAMS

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