http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
championing gender-equity hiring at a higher-education institution
This case study addresses the challenges related to championing a female faculty candidate in a higher-education setting. The case depicts a newly hired female professor of accounting who showed promising career potential and quickly moved on to another state institution for a more lucrative offer. Her departure drew animosity and criticism from colleagues at her original institution. The young professor was criticized for receiving a high entry-level salary, being granted maternity leave 1 year after her hiring, and leaving for another position with less than 3 years of commitment. Even the administrator of her original institution felt the heat of what seemed to be her betrayal and disloyalty. However, the professor had every right to request maternity leave and seek professional advancement. The problem at this juncture is that the search committee members of her original institution later intentionally ignored qualified female candidates because they feared duplicating this negative hiring experience. Readers of this case study will delve into the potential benefits of promoting paid leave and supporting gender-equity hiring.
Steve Chen, Christy Trent, Samuel L. Stapleton, and Tess Hyre.