Rewarding through merit pay the work of women and minorities in mentoring,
advising, and recruiting students, as well as their community service, would go
far in fostering salary equity and job satisfaction. Furthermore, since these
activities support the general mission of the university, they should be
documented, evaluated, and if appropriate, rewarded by professional advancement
(Ohio State University Handbook, 1988).
Establish a program to recognize those faculty and staff who have made special
contributions to diversity programs (i.e., Annual Diversity Scholarship Dinner)
(Kent State University Diversity Implementation Plan 2001-2005).
Seek funding through private resources to underwrite an annual diversity
scholarship dinner and awards ceremony (Kent State University Diversity
Implementation Plan 2001-2005).
Provide incentives to units that develop collaborative arrangements for faculty
recruitment with institutions who produce significant numbers of women and
minority Ph.D. graduates (Kent State University Diversity Implementation Plan
2001-2005).
Create "halls, walls of fame" which feature the achievements of the diverse
university community in academics, arts, athletics, community service, etc. (The
Report of the Diversity Action Committee to the University of Connecticut, Board
of Trustees, 2002).
Establish incentive programs for departments to stimulate research and
activities on topics of diversity and multiculturalism (The Report of the
Diversity Action Committee to the University of Connecticut, Board of Trustees,
2002).
Provide grants and fellowships to stimulate research on diversity and
multiculturalism topics (The Report of the Diversity Action Committee to the
University of Connecticut, Board of Trustees, 2002).
Reward faculty who develop new courses or host conferences and symposia on women
or minority topics (Ohio State University Handbook, 1988).
It is essential to align departmental and institutional commitments to faculty
diversity by establishing measurable departmental goals. When these goals are
met, top-level administrators should acknowledge the achievement publicly as a
way of indicating that the institution is serious about its commitment to
diversity (Turner, 2002).
Sponsor campus and community-wide gatherings to highlight the research,
teaching, and service contributions of hired faculty of color (Turner, 2002).
The university's commitment to diversity must be translated into measurable
departmental goals, the achievements of which are acknowledged by high-level
managers. The existence of such goals, and recognition of their achievement,
demonstrates that the university's commitment is to be taken seriously by
everyone ("Best Practices," 1998).
Send congratulatory letters to successful search committees ("Best Practices,"
1998). Develop a university-wide Research Agenda related to diversity and multicultural
issues and identify incentive, reward, and/or recognition programs and related
resources that support the implementation of this agenda (Virginia Tech
University Diversity Plan, 2000).
Create more personal and professional rewards for community-based work (Gubitosi-White,
1999).
"People should have a clear understanding of what behaviors will be rewarded and
by implication, which will not" (Owens, 1997).
According to Morrison (1992), linking managers' bonus compensation to meeting
diversity-related goals will not really encourage them to meet diversity goals
if only a trivial percentage of all their performance goals pertain to diversity
(Comer & Soliman, 1996).
Create more personal and professional rewards for community-based work that
improve opportunities for socialization and overcome barriers of difference (Gubitosi-White,
1998).
Some scholars recommend making links for department heads between merit pay and
diversifying the faculty (Turner, 2002).
