Section 6.11

1.

Assuming that a merit system consistent with university principles is operating properly and that initial salaries reflect appropriate levels, the college is clearly committed to supporting the most equitable and favorable salary justified by each faculty member's cumulative performance record. It must be understood, however, that variance in salary levels resulting from factors other than performance is inevitable. While internal comparisons of salary levels based on such things as time-in-rank and longevity are of value, the college will primarily consider individual or group requests for salary adjustments which are based primarily on performance and norms external to the university.

2.

The college presumes that, in the course of preparing a request to authorize a faculty position, the chair/director has requested a salary which is competitive and which reflects a fair market value for the discipline and specialization. Proposed salaries should be realistic. The college also presumes that candidates for faculty positions will only accept employment here if they regard the terms as favorable and appropriate. The signing of the initial contract constitutes acceptance by all parties of the terms of employment. Thus, the college will not entertain requests for salary adjustments based on assertions of improper or inappropriate initial salary level. (In the absence of a college- or university-wide salary scale, it must be assumed that initial salary levels will necessarily vary from unit to unit and discipline to discipline.)

3.

Although it is abundantly clear that virtually every institution of higher education in the State of Ohio (if not the entire nation) will have to continue to operate under stringent fiscal constraints, BGSU is, nonetheless, committed to the pursuit of excellence, the cornerstone of which is attracting and maintaining a high-quality faculty. Thus, upon departmental/school recommendations, the college is prepared to urge the university to respond to the best of its ability in making counteroffers to outstanding faculty who have received offers of employment from other academic institutions as well as to outstanding faculty we have reason to believe--based on documented accomplishments and current salary in comparison to external norms--are likely to receive more attractive offers from other academic institutions. When the need arises, chairs/directors should contact the Dean to discuss both the feasibility of making a counteroffer/adjustment and the terms the faculty member might find acceptable. If a recommendation for a counteroffer/adjustment is developed, the dean will discuss the matter with the Provost.

On the same basis, the college is prepared to recommend salary adjustments to respond to changing market conditions and to address instances of substantial salary compression. Procedures for negotiating such adjustments parallel those for responding to a counteroffer situation.