May 7, 2013
Performance Management and Salary Adjustment Processes
Administrative and Professional Faculty
Information Technology
The goals of performance management processes are to provide feedback on an annual, systematic
basis to Administrative and Professional (A/P) faculty members, and to ensure that Information
Technology upper management has an opportunity to understand the work done by A/P faculty
members. The process establishes a mechanism to share and document expectations, and discuss
expectations and accomplishments between each faculty member and his or her supervisor. Finally,
the process is tied to salary adjustments. The performance management process and the salary
adjustment process may proceed in parallel. The remainder of this document describes the steps in
these processes.
Performance management process
1. All A/P faculty members will complete an annual faculty activity report at a time determined by
the Vice President for Information Technology.
a. The annual faculty activity report and evaluation are an important element for salary
adjustments and other personnel matters.
b. Each faculty member completes the faculty activity report, and submits it to his or her
supervisor by their supervisor's stated deadline.
c. The Line Managers reporting directly to the Vice President will receive the faculty
activity reports from A/P faculty in their organizations, review the faculty activity
reports and the then forward reports the to Vice President by the stated deadline.
d. The performance of each A/P faculty member is evaluated annually in a discussion with
the supervisor followed up with a written response to the annual report.
The Faculty Handbook dated August 10, 2012 states in section 4.6.1: "Every faculty
member's professional performance is evaluated annually and written feedback is
provided separately from confirmation of any merit adjustments."
e. The faculty activity reports will be submitted to the Virginia Tech President's office on
the prescribed date.
2. The IT faculty annual activity report should include the following information (see template at
Tab A):
a. Accomplishments for the year compared to the current year's goals stated in the previous
year's activity report.
ap faculty performance mgmt salary adjustment rev 5-8-13.docx Page 1 of 8
May 7, 2013
b. Any barriers to the completion of goals.
c. Goals for the coming year
d. Additional items to report:
i. Courses taught: Include course number and name, semester taught, enrollments.
ii. Research/scholarly publications: Include complete citation. Specify if pending,
accepted for publication, or published during the year.
iii. Professional publications and presentations. Indicate the venue and nature of the
audience.
iv. Outreach: University outreach other than included with primary position goals
and objectives.
v. University service: Governance committees served on or chaired; ad hoc
administrative working groups served on or chaired; student organizations
assisted or advised
vi. Professional service: Professional organizational offices or committee service.
vii. Recognitions awarded.
viii. Certifications achieved.
ix. Contributions to diversity.
e. Recommended length of the report is at most 3 pages.
f. Bulleted lists are not only acceptable, but preferable.
ap faculty performance mgmt salary adjustment rev 5-8-13.docx Page 2 of 8
May 7, 2013
Salary adjustment process
Merit and special salary adjustments adhere to requirements established by the university.
1. Establishment and communication of the university parameters
a. University executive administration distributes the memo on the merit adjustment
process to the Vice President. The memo contains information about the percentage of
the faculty salary pool allocated for adjustments, deadlines, requirements for justification
for either high or low adjustments, and any additional details.
b. The university tool used for salary adjustments is FACSAL, a database that contains the
current faculty salaries, and into which recommendations for salary adjustments are
entered.
2. The Vice President will notify the Line Managers of an approaching salary adjustment period.
Each line manager will be provided guidelines regarding the overall salary adjustments for each
department within IT. The guidelines will include due dates along with criteria for justification
of the recommendations. A sample call for salary adjustments is located at Tab B.
3. Line Managers send their recommendations to the Vice President by the established due date.
4. The Vice President evaluates the recommendations, and may engage in conversations to
complete a set of final recommendations that conforms to the overall funding available for
salary adjustments.
5. The proposed recommendations are submitted to the university's Chief Financial Officer to
review for budget compliance. The submission is accomplished by entry into the FACSAL
database. Merit-based salary adjustments and any special adjustments resulting from change of
duties or other circumstances are noted.
6. Recommendations go to the Board of Visitors (BOV) to be approved during the appropriate
BOV meeting.
7. Salary adjustment letters are distributed to the faculty, see Tab C.
8. For a sequence of events, see Tab D.
ap faculty performance mgmt salary adjustment rev 5-8-13.docx Page 3 of 8
May 7, 2013
Tab A: Sample faculty activity report
A/P Faculty Annual Activity Report for the 20xx-20xx fiscal year
Name __________________________________________________________________
Title ___________________________________________________________________
Organizational Unit _______________________________________________________
Percent time in Information Technology:
100% Other
__________
Accomplishments
Previous Years Goals Current years accomplishments Explanations, if any, including
supporting previous year's goals reasons for not accomplishing
a goal
The above table is to be used to concisely compare the previous year's stated goals
compared to the current year's accomplishments. If there were previous year's goals that
could not be accomplished, indicate these challenges in the third column along with the
types of support that would facilitate achieving these goals or objectives.
Additional accomplishments: Please use bullet or outline format.
If applicable list:
Courses taught: Include course number and name, semester taught, enrollments.
Research/scholarly publications: Include complete citation. Specify if pending, accepted
for publication, or published during the year.
Professional publications and presentations. Indicate the venue and nature of the
audience.
ap faculty performance mgmt salary adjustment rev 5-8-13.docx Page 4 of 8
May 7, 2013
Outreach: University outreach other than included with primary position goals and
objectives.
University service: Governance committees served on or chaired; ad hoc administrative
working groups served on or chaired; student organizations assisted or advised
Professional service: Professional organizational offices or committee service.
Recognitions awarded.
Certifications achieved.
Contributions to diversity.
Goals and objectives for the coming fiscal year:
Please list goals and objectives by major job responsibilities. Add other goals if applicable.
Optional (or at supervisor's request):
Attach resume or curriculum vita
Attach proposed revisions to position description
ap faculty performance mgmt salary adjustment rev 5-8-13.docx Page 5 of 8
96. Operations Management 10e William J. Stevenson Solutions manual 96. Operations Management 10e William J. Stevenson Solutions manual Source: http://newsgroups.derkeiler.com/Archive/Sci/sci.engr/2009-05/msg00015.html From: "solutionsservice@xxxxxxxxxxx" Date: Mon, 25 May 2009 09:43:56 -0700 (PDT) solutions manual and Test Bank contact with , solutionsservice (at) hotmail.com (my email address,solutionsservice@xxxxxxxxxxx ), …
Solutions Manual for COST ACCOUNTING Creating Value for Management Fifth Edition MICHAEL MAHER University of California, Davis Table of Contents Chapter 1 Chapter 15 Cost Accounting: How Managers User Using Differential Analysis for Cost Accounting Information Production Decisions Chapter 2 Chapter 16 Cost Concepts and …
Solutions Manual for COST ACCOUNTING Creating Value for Management Fifth Edition MICHAEL MAHER University of California, Davis Table of Contents Chapter 1 Chapter 15 Cost Accounting: How Managers User Using Differential Analysis for Cost Accounting Information Production Decisions Chapter 2 Chapter 16 Cost Concepts and …
Principles of accounting J. Ireland 2790025 2005 Undergraduate study in Economics, Management, Finance and the Social Sciences This guide was prepared for the University of London External Programme by: Jennifer Ireland, Department of Accounting and Finance, London School of Economics and Political Science. This is …
COMPTROLLER OF THE CURRENCY BANK ACCOUNTING ADVISORY SERIES December 2008 This edition of the Bank Accounting Advisory Series expresses the Office of the Chief Accountant's current views on accounting topics of interest to national banks. Banks prepare their Consolidated Reports of Condition and Income (call …