university professors

The professor pay gap

University of Toronto Prof. Jordan Peterson said that, when you do multivariate econometrics, it’s not clear there’s a gender wage gap.

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As Canadian universities restructure, they need to focus on providing the highest quality of teaching and scholarship. This paper presents a new perspective for evaluating and differentially rewarding teaching performance and scholarly output based on a system that has proven to be successful in many other fields. This reward system is cooperative because departmental faculty members would be collectively rewarded for their average overall performances. It differs from the current system of rewards that is both individualistic and needs-based, a system that forces faculty members to compete against each other, within and among departments, to achieve self-defined needs rather than group-defined objectives.

We propose a system in which departments would be judged using readily available and easily interpreted data on teaching and scholarship, ensuring that the allocation of rewards would be fairer and more transparent.

Specifically, we propose that rewards should be based on clearly defined objectives of good teaching and good scholarship and that meaningful incentives should be used so that departmental faculty members work together to achieve those objectives.

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The labour market demand for highly skilled employees is increasing; universities need high-calibre professors to train them. But the demand for superior scholars is not being met in some fields, despite a buyer's market for available Canadian academic personnel.

Many universities are suffering "academic flight" as competition for the best brains develops between the ivory tower and the private sector, on the one hand, and Canada and the United States, on the other.

Budget constraints at most universities make it difficult to recruit and retain the best faculty, but it is the current remuneration framework that is largely responsible for the shortage of star performers. This is because (1) existing pay-, tenure-, sabbatical- and seniority policies do not link rewards to performance and (2) powerful faculty unions, timid administrations, government indifference, and a pervasive egalitarian mind-set penalize excellence and prevent reform.

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