Since their advent as supplemental staff at community colleges four decades ago, part-time instructors, or adjuncts, have since been employed with increasing frequency and in escalating numbers across all institutional types of American higher education. Currently comprising approximately forty percent of all postsecondary faculty, part-time instructors now outnumber full-time nontenure-track, tenure-track, and tenured faculty respectively on many campuses. This pervasive trend has created a professional climate of uncertainty and, in some cases, even hostility as American colleges and universities struggle to adapt to ever changing enrollment populations, market demands, technological innovations, and political pressure. As the sustainability of traditional faculty tenure hangs in the balance and as opportunities to secure tenure-track appointments continually diminish, the arguably inequitable working conditions of college faculty hired off the tenure track have fallen under public and political scrutiny since these instructors now provide such a large proportion of undergraduate education. This dissertation offers a comprehensive overview of the adjunct staffing model’s development and consequences as well as a proposed solution particularly to chairpersons of academic departments that have become inordinately dependent upon part-time instructors to teach their undergraduate curriculum. Combining personal experience with recent research, the first chapter offers a detailed description of the typical adjunct’s current working conditions, which include heavy workloads, poor compensation, and insufficient time for preparation and professional development. I briefly review the origins of and dramatically increasing reliance upon postsecondary adjunct employment over the past forty years. I situate the present undervaluing of part-time instructors within the context of colleges’ persistently rising “sticker prices,” which most commonly derive from curricular as well as extracurricular amenities and a drastic increase in non-instructional staff. I suggest that colleges cannot afford to ignore the adjunct problem much longer due to growing public and political awareness of the issue. I conclude by encouraging college governing boards, administrators, and faculty to collaborate in order to arrange respectable and sustainable terms of employment. The second chapter analyzes how the current model of adjunct employment adversely affects higher education. In addition to the first chapter’s grievances pertaining specifically to adjuncts, college faculty as a whole suffers from the deprofessionalization and bifurcation resulting from the widespread overdependence upon part-time instruction. Furthermore, college students suffer from part-time instructors’ compromised ethos and resultant “shielding,” last-minute staffing practices by means of which institutions often hire adjuncts, part-time instructors’ inadequate access to instructional resources, and irrational models for adjunct compensation. Finally, the adjunct problem harms the reputations of postsecondary institutions overall, indicating dysfunction and lack of accountability to an already skeptical public. The chapter closes with a call to action, encouraging all postsecondary institutions to consider improved, sustainable employment for all faculty. The third and final chapter proposes a solution in the form of a standardized college faculty position, which I call the core-survey instructor. Based loosely on a specific definition of contingent faculty, such a professor would assume reasonably heavy teaching loads as a full-time employee of one institution in exchange for a respectable salary, renewable multi-year contracts, and limited benefits. I explain how core-survey instructors will benefit postsecondary institutions not only by resolving the detriments listed in the second essay but also via improved remedial instruction, academic advising, and participation in shared governance.

Adult educators are a growing part of American higher education. Because of their increasing prominence in adult education, it is essential to understand what roles these educators play and what motivates them to remain in the profession despite poor work prospects and conditions. Research to date, however, focuses primarily on the adult learner and not the adult educator. The purpose of this qualitative, multiple-case study was to explore the role and motivation for teaching of adult educators employed as adjunct faculty in an accelerated degree program at a small, liberal arts college in the northwest United States. Purposeful sampling was used to select the five participants for the study. All participants taught in the program for more than five years and were considered to be successful in their positions by peers, students, and administrators. The study employed a preliminary demographic survey to solicit initial background data on the instructors. Other data collection included in-depth, open-ended, face-to-face interviews, document analysis, and classroom observation. The results showed that all five participants identified the following roles and assumed them in the classroom: (a) facilitator, (b) listener, (c) specialist, (d) guide, (e) adviser, and (f) co-learner or colleague. Further results showed that all five participants were motivated to teach in the program for reasons other than monetary compensation. Although participants shared different levels of personal commitment to the institution, they all expressed extensive commitment to teaching, their discipline, and students. Motivating factors for teaching were (a) opportunity to teach part time, (b) love for the subject, (c) opportunity to gain more expertise in the field, (d) opportunity to grow and learn, (e) opportunity to give back, and (f) student success and growth. A major practical implication of this study is that adjunct faculty in an adult education program are motivated to teach for different reasons, but the primary motivation can be seen as altruistic versus monetary and practical. If college administrators want to produce and retain successful adjunct faculty, they must recruit and hire those individuals whose motivation for teaching is altruistic with a desire to enrich the lives of students.