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Cox, Anicca. Full-Time Lecturers and Academic Freedom. Forum, Fall 2018. Posted 10/05/2018.

Cox, Anicca. “Collaboration and Resistance: Academic Freedom and Non-Tenured Labor.” Forum: Issues about Part-Time and Contingent Faculty 22.1 (2018): A4-A13. Web. 01 Oct. 2018.

Anicca Cox, in the Fall 2018 issue of Forum: Issues about Part-Time and Contingent Faculty, discusses a case study of her institution’s decision to replace non-tenure-track part-time faculty (PTLs) with full-time, non-tenure-track lecturers (FTLs) on two-year contracts. She interviewed three of the ten new full-time hires and three part-time instructors who taught in the program (A6).

Noting that the percentages of FTLs in higher education is increasing, Cox reports that this change has entailed better working conditions, more access to benefits, and more job security, among other positive effects (A5, A7). She suggests that this trend may reflect institutions’ “response to the increasingly publicized problems of an outsized reliance” on contingent labor that constitutes a “seemingly altruistic move” (A5). She writes that the more stable teaching force provides institutions with more predictable costs than hiring based on shifting enrollments (A5).

Cox focuses on how the PhDs most likely to be preferred for such positions negotiate possible constraints on their academic freedom and professional identifications. The program she studied hired ten new FTLs, nine of which were either literature PhDs or were completing doctorates, as well as a new tenure-track writing program administrator (WPA) to implement a revised first-year writing program (A6). Part-time instructors who had previously taught at the institution were not hired for the new lines.

The new WPA “designed a heavily scripted curriculum” in which all components, including textbooks, were prescribed (A6). The full-time instructors were given office space and professional development specific to the program; they were evaluated much more broadly than the part-time faculty and often included ongoing research in the evaluation dossiers they prepared (A7).

Cox’s study asked how these instructors

perceived themselves fitting into the institution and department relative to their own sense of professional identity, and how those feelings shaped and otherwise intersected with their work as instructors both inside and outside classroom. (A6)

Her study, part of a larger analysis, emphasized both the effects on professional identity of the new context and the question of how collaboration among teaching professionals was impacted by the new alignment (A7).

Interviews with FTLs revealed that they “did not feel like hired mercenaries” but did not feel fully integrated into the department (A8). A focus of their concern was the sense that they were not considered “intellectual contributors” and were enlisted to perform a “role” that did not jibe with their professional preparation (A8). One respondent expressed concern about being issued a “teacher proof” curriculum dismissive of her scholarship and expertise (A8). In comparison, the PTLs, while accustomed to being given scripted curricula, expressed concern that the new program materials were not appropriate for the actual student population they were used to teaching (A9). These teachers felt less conflicted over identity issues because they saw themselves primarily as teachers, not researchers (A9-10).

Tensions in the FTL position also affected collaboration in that the new lecturers felt constrained from “simply asserting their purported academic freedom” and, rather than challenging the program structure, began devising ways to adjust the curriculum without “getting caught” (qtd. in Cox A10-11). Collaboration, in this study, became a way of “spread[ing] the blame” so that renewal at the end of the two-year contract would be less likely to be threatened (A11). Part-time lecturers, in contrast, relied on long-standing patterns of “informal collaborations,” sometimes making “radical changes” in the prescribed teaching materials (A11), despite having lost the opportunity to share practices with many of their colleagues in the new configuration. These teachers posited that the failure to hire from within their ranks reflected a desire on the part of administrators to eliminate “the baggage they carried over from previous iterations of the first-year writing program” (A11); Cox posits that they acted to modify the curriculum despite recognizing the precarity of their situation in the new program (A11).

Cox supports the shift toward more full-time positions but notes that the particulars of the arrangement she studied drove instructors to invest energy in sustaining a coherent professional identity rather than working together to improve student outcomes (A12). She writes that the benefits of the full-time jobs were “not enough to neutralize the frustrations” engendered by the lecturers’ compromised fit within the department (A12). She recommends that should these kinds of readjustments become more common, they be constructed

in a way that recognizes and honors the laboriously forged and deeply felt professional identities of workers by supporting continued professional development and encouraging autonomy in curricular design. (A12)


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Leonard, Sandra. Plagiarism and Contingent Faculty. May TETYC, 2018. Posted 06/29/2018.

Leonard, Sandra M. “Plagiarism and Contingency: A Problem of Academic Freedom.” Forum: Issues about Part-Time and Contingent Faculty 21.2 (2018): A1-A13. Print.

Writing in the May 2018 Forum: Issues about Part-Time and Contingent Faculty, Sandra M. Leonard discusses the pressures placed on contingent writing faculty by the kinds of plagiarism policies she finds most commonly in place. Such policies, among them the approach endorsed by the 2016 Modern Language Association handbook, call for a no-tolerance approach to plagiarism, in Leonard’s view lumping a wide array of writing practices under “an all-inclusive definition” (A3). Leonard writes that while many full-time faculty may be empowered to revise such draconian definitions and develop teaching practices more in line with composition theory, contingent faculty are caught between their struggles to teach well and their need to observe institutional requirements (A4).

Leonard contests claims that plagiarism rarely occurs and that it can be handled with a standardized response. Citing the work of Rebecca Moore Howard and a New Zealand study reported by John Walker, Leonard notes that instances that meet strict definitions of plagiarism occur in a quarter to a third of sampled student work (A3). According to Leonard’s research, studies demonstrate that most instances involve “improper paraphrase,” designated as “patchwriting” by Howard (A3).

In this view, when inflexible policies fail to distinguish between such errors, which may be unintentional, and deliberate fraud, they risk punishing students for what Howard considers an important step in the learning process (A3-A4). Leonard contends that students who commit this infraction may not know they are using sources incorrectly and thus cannot be effectively deterred by blanket warnings and “integrity statements” (A4). She cites composition professionals who consider such missteps from students an opportunity to teach revision as well as to inculcate a deeper understanding of intellectual property issues (A9).

Leonard argues that inflexible language in institutional policies delivers mixed messages to contingent faculty, leaving them without resources to deal with such a complex pedagogical issue (A5). Required by policy to report all instances, faculty may find administrators bowing to concerns about students as “unhappy customers,” with the faculty member depicted as “harsh” for doing her job (A6-A7). Leonard cites cases of faculty whose careers were affected by addressing a plagiarism case (A6). She notes that contingent faculty are especially at risk because institutions are not required to explain why an instructor is not rehired (A6).

Leonard details the burdens imposed when contingent faculty attempt to address plagiarism, including the time to hold “highly sensitive” meetings, often without private office space, and fill out extensive paperwork (A5). She argues that charging a student with plagiarism results in stress and forces the faculty member to take on a “pseudo-legal” role as a “prosecutor,” positions far beyond either his expertise or level of compensation (A6). Moreover, Leonard writes, taking on a plagiarism charge can affect the mood of a class and lead to lower evaluations, which may then be used to justify “retaliation” (A6).

The author reports a number of effects on faculty agency as a result of plagiarism policies. A zero-tolerance policy removes teachers’ ability to make decisions about how to handle various levels of infractions (A7). Teachers may fall back on assignments they consider “plagiarism-proofing”: instructions so unique and precise that, ideally, students do not have a chance to plagiarize (A7). Leonard contends that students can still defeat these efforts; also, designing assignments for this purpose may preclude many of the pedagogical choices considered most valuable in process pedagogy, so that “preventing plagiarism” appears to be “more important than teaching course material” (A8). In such contexts, the option of  “low-stakes” assignments “has no meaning” if students can be punished for citation or paraphrase slips (A8). Further, she maintains that “plagiarism-proofing” in this way actually prevents students from learning how to negotiate intellectual property boundaries through practice and feedback (A8). In contrast to the ways other skills are taught, enacting zero-tolerance for paraphrase and citation errors means that students would have to demonstrate “perfection at every stage” despite being denied the learning inherent in making mistakes (A8).

Leonard notes that contingent faculty are especially likely to be “caught up in a fight of mixed messages” (A9) because so many of the issues involved occur in first-year writing, which is increasingly taught by part-time instructors (A10). In some cases, Leonard writes, instructors decide to ignore plagiarism altogether rather than risk the dangers involved (A8-A9). Others may rely on detection software despite opposition from scholars in the field; in some cases, institutional policy on the use of such software may leave faculty with no choice (A9).

In Leonard’s view, policies should specifically recognize faculty expertise and agency by granting the ability both to determine when a case merits punishment and to design a “successful in-house procedure for dealing with plagiarism that works for their class culture” (A10). Such policies would allow instructors to emulate creative solutions like those designed by Gerald Nelms and Kate Hagopian (A9, A10). Leonard stipulates that policies should ensure support for faculty who find that sanctions are in order as well as the legal and institutional guidance to manage such a complex and charged situation. This support, moreover, should “also incorporate plans . . . that do not draw on part-time faculty labor outside of contracted hours” (A10).

Leonard writes that, despite increasing awareness within composition of the challenges involved in dealing effectively with the many skills involved in successful use of outside material, institutional policies “haven’t caught up” (A10). She advocates for changes that will no longer “displace the stresses of academic dishonesty onto the most vulnerable faculty” (A10).


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Fox and Powers. Promotion for Part-Time Faculty. Forum, Fall 2017. Posted 09/24/2017.

Fox, Steve, and Mick Powers. “Half a Loaf? Hard Lessons When Promoting Adjunct Faculty.” Forum: Issues about Part-Time and Contingent Faculty 21.1 (2017): A3-A11. Web. 14 Sept. 2017.

Writing in the Fall 2017 issue of Forum: Issues about Part-Time and Contingent Faculty, a twice-yearly publication of the Conference on College Composition and Communication, Steve Fox and Mick Powers report on their efforts to improve working conditions for part-time contingent faculty at IUPUI. Noting that calls for increased equity for these faculty urge better pay, increased benefits, more control over assignments, and better hiring practices, among other changes, Fox and Powers contend that “less common is specific advocacy for some sort of promotion process” for these faculty (A4).

They find “professional advancement” listed among the seven goals of the New Faculty Majority and mention of professional development and promotion possibilities in both the “CCCC Statement on Working Conditions for Non-Tenure-Track Writing Faculty” and the MLA Professional Employment Practices for Non-Tenure-Track Faculty Members (A4). Such calls, they argue, speak to the conditions under which part-time faculty may achieve excellence in teaching for many years without recognition or without rewards such as higher pay than less experienced or less accomplished colleagues (A4). They share their experience working to remedy this situation as a case study (A5).

Fox and Powers report that IUPUI practices “Responsibility-Centered Management” that generally provides programs with “considerable autonomy,” with the result that salaries, hiring practices, and course assignments vary across campus (A5). In the School of Arts and Letters (SLA), which houses English and the writing program, part-time “salaries remain low, increases are infrequently given, and when given are applied equally to all part-time faculty . . . with no recognition of years of service or professional excellence” (A5).

Efforts to improve conditions within the SLA were part of campus-wide initiatives including an “office for part-time faculty affairs” and the establishment of a “committee on part-time faculty matters,” which recommended that part-time faculty be given an opportunity and process to earn promotion (A5-A6). The authors see the fact that the school’s associate dean for faculty affairs had been chair of English and had worked with part-time faculty in other contexts as important to the SLA’s role in April 2014 as the first school on campus to take up the recommendation (A6). They also cite the existence of the “Associate Faculty Coalition,” of which Powers is president, as a motivating factor (A6).

Part-time (associate) faculty provided input to the draft document generated for the SLA initiative. The school’s goal was to make the process similar to promotion procedures “for full-time faculty, without making it onerous or intimidating” (A6). Associate faculty expressed some reservations during the drafting process, for example arguing that the “modest” 10% proposed raise did not reflect the value of their contributions as faculty (A7); “[s]ome wondered why they should have to go through an entire dossier process in order to get a raise they felt they deserved without having to apply at all” (A7).

Powers felt that the benefits accruing to the new process, including a small raise where there might not otherwise have been any raise, outweighed the concerns. For the first time, the university would be presented with “documented proof” of “a noteworthy degree of excellence” that could ground future efforts. Also, faculty promoted to “senior” level would receive priority in course assignments; finally, faculty who prepared the dossier would have experience in preparing such a document as well as evidence of a promotion that would work in their favor should they apply for other positions in the future (A7).

Components of the dossier were “a candidate statement, a teaching philosophy, a CV, and an optional appendix with supporting documentation” (A7). These materials were reviewed by three-full-time lecturers, with a senior associate faculty member to be added the second year.

The SLA supported faculty with workshops; faculty in other programs did not always receive active support and were not always even notified about the opportunity (A8). Twenty-two associate faculty were accepted for promotion the first year; nine of these were in English (A8).

Fox and Powers note “other factors” that ultimately affected implementation of the initiative (A10). Foremost among these was “a severe budget crisis” that led to the suspension of raises except for promotion, transferred oversight of the school’s budget to the campus administration, and forced Fox, as writing program administrator, and Powers to argue for the importance of providing promised raises to promoted part-time faculty (A8-A9).

Although the raises and promotions were finally approved, the process was suspended for 2016-2017 because of budget issues (A9). Fox and Powers note that faculty just reaching the eligibility requirement of at least four semesters at IUPUI or who had decided not to apply the first year were thus prevented from applying (A9).

The authors note concerns that their initiative serves as “only a pale imitation” of true promotion and recognition (A9). They cite Michael Bérubé and Jennifer Ruth’s argument that faculty should be focusing on “the long term and work for tenure for all faculty” (A10) rather than being distracted by short-term changes. They do contend that “rewarding their part-time faculty” benefits the university by furthering teaching excellence (A10). They recommend continuing to work for systemic change, including “meaningful representation in faculty governance” for the part-time faculty who, Tony Scott states, “do most composition work” (qtd. in Fox and Powers A10).