Publication Date


Document Type


First Advisor

Miller, Charles E.

Degree Name

M.A. (Master of Arts)

Legacy Department

Department of Psychology


College teachers; Resource allocation; Universities and colleges--Administration


This research examined the factors that affect the allocation of resources (e.g., salary increments, space, etc.) among faculty members in academic departments. The following factors were hypothesized to affect resource allocations: (a) Environmental power, defined as bringing resources such as funding or prestige into the department, (b) institutional power, defined as committee membership or general visibility within the institution, (c) congruence, defined as the match between the contributions of individual faculty members and the orientation of their departments (research or teaching/service), (d) personal power, defined as rank or years since the Ph.D., (e) status, defined as how a faculty member is perceived by his or her peers, (f) negotiation frequency, defined as how often a faculty member negotiates for resources, and (g) five types of negotiation strategies. Analyses revealed that, as hypothesized, congruence between departmental orientation and the contributions of individual faculty members affected resource allocations. Congruent faculty members received significantly more resources than noncongruent faculty members. Also as hypothesized, congruent faculty gained resources if they adopted a negotiation strategy of emphasizing their own needs rather than the needs of others (such as their department or the university). As hypothesized, environmental power accounted for a significant amount of variance in resources in the overall analyses, and accounted for more variance in resources in research departments as in teaching/service departments (in fact, twice as much). Contrary to expectations, institutional power did not account for a significant amount of variance in resources for teaching/service departments, but did affect allocations in research departments. In addition, when average salary increment was examined separately from the other resource measures, negotiation frequency was found to be the best predictor.


Bibliography: pages [64]-66.


vi, 77 pages




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