Tenure track system

P G s reward and recognition system is best exemplified by our dual-ladder system for promotion. Employees in R D will choose, early in their career, whether to advance as a technical expert or as a manager of science. Both are equally valued, and this is important, so there is no stigma associated with one choice or the other. The management path for promotion is traditional and basically resembles all other industrial corporations, as well as the tenure track promotion system in academia. But the key here is that such a promotion system is public, not personal and private. It goes beyond a handshake and a raise and awards titles to individuals selected for advancement. Our titles include such terms as section head, associate director, director, company officers, etc. Others may use different titles, but the title used is far less important than its symbol, namely, the outward recognition of personal success. 

For many years the TPP program was operated by a single tenure-track faculty member, Richard de Neufville, working together with a number of instructors supported on soft money. Finally, when MIT established its Engineering Systems Division, TPP became part of the Division, and is now well staffed by a number of tenure-track faculty. 

During the last 11 years, these pivotal reports have led most institutions to reevaluate how faculty members prioritize their time and the faculty reward system. Therefore, when contemplating an academic position, an individual should clearly understand the institution s mission and faculty reward system. The faculty candidate should also ascertain whether the assigned duties can be accomplished according to the projected allocation of time and effort and that they are consistent with the faculty reward system. Individuals who select either a college-based tenure- or nontenure-track position should clearly understand that success in academia requires achievement of not only excellence in completion of assigned duties, but also scholarship. ... 

Introduction by some universities, in response to external criticism, of alternatives to the traditional, unchecked tenure system such as more meaningful periodic post-tenure reviews multi-year rolling contracts increased use of non-tenuied part-time faculty and optional parallel non-tenured but higher paying tracks. 

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