大学における教員評価の特質と課題-九州大学の例をふまえて-

Abstract

This article first looks at the characteristics of faculty evaluation at Japanese universities, analyzed the characteristics of faculty performance evaluation conducted at Kyushu University and identifies challenges expected in faculty performance evaluation at universities based on the cases witnessed at Kyushu University, in order to examine the concept and the system of university faculty evaluation. Universities which have a faculty evaluation system in place generally seem to have set items and points of evaluation of faculty members (professors, associate professors, lecturers, assistant lecturers) around the four evaluation areas of A) education, B) research, C) social contribution (social cooperation and international exchange), and D) management. In these cases, it is important that faculty members set personal goals which are in line with specific structures and goals of the universities. However, it would be more desirable if universities considered an evaluation and treatment policy which focuses more on the aspects of "education" and "service for students, " although different university may have different missions. In addition, the achievements of faculty members' researches should be made more available to their students in their education. If these measures are taken, it will change the mind-set of faculty members and also help them gain more positive view of faculty evaluation and reduce their evaluation phobia. Another point worth noting is management evaluation by faculty members as in the form of "proposal sheet to department." This would be an important aspect in invigorating the interactive communication channel between evaluators and faculty members, even if this is basically for the purpose of enhancing and improving the management of universities. Put another way, universities will be able to expect a more open environment on the inside. The purpose of faculty evaluation is essential to invigorate universities, improve faculty members' qualities and provide high quality service to students. Faculty evaluation should not just be a system to be reflected on compensation (pay raise, bonus, etc.), promotion, reappointment and research fund allocation, but one through which faculty members can improve and enhance their capacities and set and work toward their own goals. Universities are likely to become more powerful when management evaluation and faculty evaluation are combined as a strategy for university revitalization.