This study addresses a campus institutional effectiveness (IE) process and its influence on faculty and staff. Although a comprehensive, rational IE process appeals to campus leaders, this study found that it creates significant faculty and staff challenges. Campus leaders, faculty, and staff differ in their (a) knowledge and support of IE; (b) participation in IE process activities; and (c) perceptions of IE strengths, weaknesses, and usefulness. Needed IE data are typically available to campus stakeholders except for student learning outcomes data across all academic programs. Administrators, faculty, and staff agree that a lack of time is the major IE impediment. IE expectations may be too challenging for campus participants, and faculty and staff need more institutional support to analyze and use existing data. Future research should focus on faculty and staff aspects of community college effectiveness.

In recent years, regional accreditation and the regional accreditation associations for higher education have experienced continuing criticism and become the objects of increased scrutiny. Higher education institutions look to the accreditation process as one of the principal means of justifying their actions and activities relative to their performance and results. Since the complaints and criticism directed toward higher education have not diminished but continued, and even increased, the regional accreditation associations find themselves to be the focus of similar complaints and criticisms. In the United States, we have no national system of accreditation. We rely on the actions and activities of one of the six regional accreditation associations. Each of these associations has its own separate and, in some cases, unique accreditation processes. Each publishes its own standards, its own handbooks, its own policies and practices, its own newsletters, and its own rules and regulations for accreditation. This situation can lead to inconsistencies, and could be a source of much confusion and misunderstanding when discussing the implications of an institution being accredited within a particular region. Logic models are diagrams or visual schematics that convey relationships between program processes and outcomes. This study uses logic modeling and logic model theory as the framework for an examination of the components of accreditation within two regional accreditation associations. A systematic and detailed methodology was developed in order to construct a logic model from existing handbooks and documents. As a result, two regional logic models were constructed, as well as a combined model based upon common elements. Implications of this study include the possible construction of a national accreditation logic model if the methodology is applied in the additional regional associations. This conceptual approach could lead to more consistency in the design, communication, and application of accreditation processes. Better understanding of, and less confusion concerning, the myriad of activities and processes required in a successful regional accreditation could lead to better, more effective, and more meaningful accreditation activities and results. This, in turn, could generate true growth and improvement in the actions, activities, and results achieved by our higher education institutions.

In the United States, measuring and documenting institutional effectiveness in postsecondary educational institutions is not a one-size-fits-all process. Although this can be effectively accomplished in a variety of ways, the best approach for any higher education institution is one that is tailored to the institution’s unique environment and directly supports the its mission. Nevertheless, there are common factors that can greatly influence institutions’ ability to measure and demonstrate levels of effectiveness directly tied to student learning. This qualitative study was designed to gain an understanding of how factors within a higher education environment, including structure, practices and processes, can impact the institution’s ability to evidence institutional effectiveness related to student learning. The study examined institutional effectiveness as defined by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), and reviewed specific components of student learning assessment through SACSCOC Comprehensive Standard 3.3.1.1 (Institutional Effectiveness – Educational Programs). The researcher applied a multi-site case study approach to gain an in-depth understanding of this phenomenon. Through purposeful sampling, seven higher education institutions were selected from the 2011/2012 SACSCOC Reaffirmation Class. The phenomenon was studied at each institution as a single case, and using Yin’s cross-experiment logic, a cross case analysis was also conducted. In addition, to attain the most compelling results from this multi-site case study, both literal and theoretical replication (Yin, 1989) was employed. The researcher concluded that there were four significant variables that impacted the ability of the institutions to sufficiently evidence institutional effectiveness associated with student learning. These variables included leadership, institutional culture, resource allocation, and the planning and assessment processes at the institutions.

The purpose of this case study was to explore faculty members’ perceptions of the QEP in a public doctoral university with highest research activity. Particularly, the study explored how faculty members perceive the role of the QEP in student learning and institutional effectiveness, the relevance of the QEP activities in student learning and institutional effectiveness, and how faculty members’ involvement with the accreditation process associated with their perceptions of the QEP. The study design was a qualitative single case study and data were collected from the Quality Enhancement Plan Questionnaire (QEPQ), face-to-face interviews, and documents. Findings revealed that faculty members perceived the QEP as an ambitious and important, necessity-driven process that is focused on globalization. Faculty members’ perceptions of the QEP’s role in institutional effectiveness included: (a) emphasizing the university identity, (b) increased reputation, (c) promoting international research collaboration, (d) bureaucracy, (e) cost-effectiveness, and (f) need for institutional conversation. In regards to their perceptions of the QEP’s role in student learning, faculty members believed that the QEP enhanced the curriculum and helped globally oriented students to compete in the workplace. The study findings also indicated that the QEP activities were relevant to student global experiences such as study abroad program and second language learning programs. Faculty members indicated that the QEP is more relevant to their focus on teaching and learning and that their involvement with the accreditation process contributed to a better awareness of the QEP. The findings from this study have implications for higher education quality practice and research.

The purpose of this study was to examine undergraduate student satisfaction with college services and environment at a large southeastern doctoral/research extensive university (target university), with the long-term intent of minimizing detractors to providing exceptional service quality, positively influencing customer satisfaction, and building loyalty intentions among students. The ACT Student Opinion Survey (ACT, Inc.) was used to find the level of student satisfaction with the college services and environment. A stratified random sample of 468 undergraduate students responded to the survey. Three research questions guided the investigation. The study examined the general level of satisfaction with the support services, compared satisfaction levels to those of similar institutions of higher education, and examined whether satisfaction varied based on a student's age, gender, or ethnicity. Two-tailed t-tests showed significant differences in the mean satisfaction scores of the target university and ACT national norms, and one-way ANOVAs indicated significant differences based on a student's age, gender, and ethnicity. The results indicated that students were satisfied with the library, and dissatisfied with parking and course availability at the target university. Students were significantly less satisfied with one-fifth of all support services and all the environmental categories, but significantly more satisfied with their library than those in the ACT national norm. A relatively small number of significant differences existed in student satisfaction with the college services and environment based on a student's age, gender, or ethnicity. Of the nearly 200 ANOVA analysis conducted to explore this research question, only 11 showed significant differences, and in almost every case, the differences were small. Specific student comments regarding campus parking, advising, class availability, facilities, and staff deportment are provided. The results of the study create an awareness of student needs and offer useful feedback to college administrators and institutional planners in their efforts to improve service quality in higher education.

Higher education today faces a conflict between increasing societal demands and decreasing budgets. Innovation and change in higher education occur in the face of limited institutional resources. Meeting the challenges confronting colleges and universities is best accomplished by applying planned change efforts that recognize tacit culture (underlying assumptions and beliefs) and incorporate these cultural components into the change process. To date, however, change theory in higher education provides limited insight into institutional culture and how culture interacts with change. This is complicated by the fact that there are very few acknowledged methods for revealing tacit components of culture in higher education. This study provides the fields of change theory and institutional culture with, first, knowledge about revealing culture in higher education and, second, a model of change grounded in a single institution’s assumptions and beliefs. Using a variation of Sackmann's (1991) open-ended, issue focused interview method for uncovering tacit components of culture in corporate organizations, this study reveals cultural assumptions and beliefs about a planned change project in a two-year community college. Further, a model of change is constructed from the revealed assumptions and beliefs that explains the role of this tacit culture in the probable outcomes of the change project. / Ph. D.

This dissertation examined if community college governing board structure and trustee selection influence institutional and student outcomes. This study employed a causal-comparative design and one-way between subjects ANOVA to examine the effects of board structure and trustee selection on the average cost of attendance, graduation rate, and salary after attending. The participants were 894 public community colleges in the United States. The independent variables included board structure (local boards versus statewide boards) and board composition (elected boards versus appointed boards). The independent variable data were collected from a report, Public Community College Governing Boards: Structure and Composition, compiled by the Association of Community College Trustees. The 3 dependent variables (i.e., average cost of attendance, graduation rate, and salary after attending) was collected from pre-existing publicly available data from the United States Department of Education College Scorecard. The research indicated that a locally governed board does result in a lower cost of attendance. The results also signaled that community college boards with elected boards of trustees have a lower cost of attendance and a higher salary after attending.

Accreditation is a federally recognized review process of quality assurance in higher education and is intended to engage institutions in continuous efforts to improve quality. If a college does not receive a positive evaluation as a result of an accreditation review, its regional accrediting agency may impose a sanction until that time when the college can fix deficiencies identified during the evaluation process. In California, the number of public community colleges having a sanction imposed by the western region’s Accrediting Commission of Community and Junior Colleges (ACCJC) has increased since the turn of the century, rising from one college on sanction in 2003 to as many as 27 colleges on sanction in 2012. From 2008 through 2013, 70 of California’s 112 community colleges had experienced a sanction. Of those, 49 made recommended improvements and had their accreditation reaffirmed within two years. However, some colleges take longer to make improvements and to have the sanction lifted. Focusing on colleges that successfully removed a sanction, this study employed a qualitative research approach using multiple methods: a survey questionnaire and a multiple case study of two colleges. Accreditation Liaison Officers from eight colleges responded to the survey. Two colleges participated in the multiple case study in which administrators, managers, faculty, and classified staff were interviewed. Survey and interview participants were asked what they believed were the organizational behaviors and characteristics that contributed to their successful removal of the sanction. Findings indicate that successful colleges did not delay responding to the sanction; they organized human resources into work groups to accomplish tasks; they mapped out plans and created timelines for completion; they increased communication efforts across campus; they involved many persons from their multiple constituent groups; and they documented all work and accomplishments. Findings also indicate that leaders at successful colleges are effective communicators and organizers; value the accreditation process; exhibit trust, respect, and openness, and work collaboratively and collegially. The findings in this study may provide helpful information to sanctioned colleges in the future. / text

The purpose of this study was to examine the perceptions of academic and administrative community college leaders regarding the relationship between select external mandates and associated institutional effectiveness practices, institutional performance, and the use of assessment results for institutional improvement in Tennessee community colleges. Tennessee community colleges were selected for this study due to their decades long history with institutional assessments through the performance funding program. A primary assumption underlying this study was that Tennessee community colleges provide a historically unique assessment context for this study. The researcher developed a specific survey instrument for this study. The design of the survey provided for the measurement of the perceptions of academic and administrative community college leaders with regard to: (1) knowledge of external mandates; (2) assessment of compliance with regional accreditation mandates of the Southern Association of Colleges and Schools (SACS) as well as planning requirements of the Tennessee Board of Regents (TBR); (3) the perceived impact of these mandates on institutional practices; (4) the overall associated performance of their institutions on selected performance assessments; and (5) use of assessment results for institutional improvement. Leaders were grouped into categories representing academic, administrative, and joint academic and administrative job duties. Several findings were derived from this study. First, Tennessee community college leaders tend to be knowledgeable. of external mandates. Second, SACS institutional effectiveness mandates have tended to have a moderate to strong influence on Tennessee community colleges, followed by the influence of SACS institutional research mandates. The influence of state planning mandates received a mixed evaluation, with planned-changed mandates, (i.e. progress toward key system goals) perceived as having less of an impact as a mandate compared to the others considered. On the positive side, Tennessee community colleges do tend to follow state planning mandates promoting assessment of the external environment as an integral part of the institutional planning process. Further, a moderate correlation was found between compliance with SACS institutional effectiveness mandates and both dependent study variables: (1) institutional performance; and (2) the use of assessment results for institutional improvement. Other study variables had weak to somewhat moderate relationships with the dependent variables. Several recommendations were offered for institutional practitioners as well as future community college researchers.

The implementation of the Accrediting Commission for Community and Junior Colleges' (ACCJC) 2002 Accreditation Standards significantly increased the number of sanctions on California community colleges resulting in a debate regarding the interpretation and application of the standards. This study examined the perceptions at a community college regarding compliance and the application of ACCJC's 2002 Standard IB on institutional effectiveness as defined by the Commission. This qualitative, exploratory case study used Etzioni's 2 constructs' organizational compliance and organizational effectiveness' as the conceptual framework. Data were collected from a focus group and interviews with 12 participants with experience in accreditation as well as documents from a community college in California. A constant comparative method analysis was used to identify 4 main themes: negative perceptions, relevance, integration, and efficacy. The study findings showed that the prevailing climate of the ACCJC and the negative perceptions held by the institutional participants presented challenges in interpreting and applying Standard IB. The scope and pervasiveness of accreditation-related activities are broad and inclusive of institutional stakeholders. Recommendations for improving the congruence between the understanding and application of Standard IB include applying innovative approaches to application efforts and building on the social capital of community colleges, so as to further promote positive social change by guiding institutions through the cultivation of efficacy for student success.