Peter Goldsmith knows there’s a lot to love about soybeans. Although the crop is perhaps best known in America for its part in the stereotypically bougie soy milk latte, it plays an entirely different role on the global stage. Inexpensive to grow and chock-full of nutrients, it’s considered a potential solution to hunger and malnutrition.
For the past 12 years, Goldsmith has worked toward that end. In 2013, he founded the Soybean Innovation Lab at the University of Illinois at Urbana-Champaign, and every day since then, the lab’s scientists have worked to help farmers and businesses solve problems related to soybeans, from how to speed up threshing—the arduous process of separating the bean from the pod—to addressing a lack of available soybean seeds and varieties.
The SIL, which now encompasses a network of 17 laboratories, has completed work across 31 countries, mostly in sub-Saharan Africa. But now, all that work is on hold, and Goldsmith is preparing to shut down the Soybean Innovation Lab in April, thanks to massive cuts to the federal foreign aid funds that support the labs.
A week into the current presidential administration, Goldsmith received notice that the Soybean Innovation Lab, which is headquartered at the University of Illinois, had to pause operations, cease external communications and minimize costs, pending a federal government review.
Goldsmith told his team—about 30 individuals on UIUC’s campus that he described as being like family to one another—that, though they were ordered to stop work, they could continue working on internal projects, like refining their software. But days later, he learned the university could no longer access the lab’s funds in Washington, meaning there was no way to continue paying employees.
After talking with university administrators, he set a date for the Illinois lab to close: April 15, unless the freeze ended after the government review. But no review materialized; on Feb. 26, the SIL received notice its grant had been terminated, along with about 90 percent of the U.S. Agency for International Development’s programs.
“The University of Illinois is a very kind, caring sort of culture; [they] wanted to give employees—because it was completely an act of God, out of the blue—give them time to find jobs,” he said. “I mean, up until [Jan. 27], we were full throttle, we were very successful, phones ringing off the hook.”
The other 16 labs will likely also close, though some are currently scrambling to try to secure other funding.
Federal funding made up 99 percent of the Illinois lab’s funding, according to Goldsmith. In 2022, the lab received a $10 million grant intended to last through 2027.
Dismantling an Agency
The SIL is among the numerous university laboratories impacted by the federal freeze on U.S. Agency for International Development funds—an initial step in what’s become President Donald Trump’s crusade to curtail supposedly wasteful government spending—and the subsequent termination of thousands of grants.
Trump and Elon Musk, the richest man on Earth and a senior aide to the president, have baselessly claimed that USAID is run by left-wing extremists and say they hope to shutter the agency entirely. USAID’s advocates, meanwhile, have countered that the agency instead is responsible for vital, lifesaving work abroad and that the funding freeze is sure to lead to disease, famine and death.
A federal judge, Amir H. Ali, seemed to agree, ruling earlier this month that the funding freeze is doing irreparable harm to humanitarian organizations that have had to cut staff and halt projects, NPR and other outlets reported. On Tuesday, Ali reiterated his order that the administration resume funding USAID, giving them until the end of the day Wednesday to do so.
But the administration appealed the ruling, and the Supreme Court subsequently paused the deadline until the justices can weigh in. Now, officials appear to be moving forward with plans to fire all but a small number of the agency’s employees, directing employees to empty their offices and giving them only 15 minutes each to gather their things.
About $350 million of the agency’s funds were appropriated to universities, according to the Association of Public and Land-grant Universities, including $72 million for the Feed the Future Innovation Labs, which are aimed at researching solutions to end hunger and food insecurity worldwide. (The SIL is funded primarily by Feed the Future.)
It’s a small amount compared to the funding universities receive from other agencies, like the National Institutes of Health, also the subject of deep cuts by Trump and Musk. But USAID-funded research is a long-standing and important part of the nation’s foreign policy, as well as a resource for the international community, advocates say. The work also has broad, bipartisan support; in fiscal year 2024, Congress increased funding for the Feed the Future Initiative labs by 16 percent, according to Craig Lindwarm, senior vice president for government affairs at the APLU, even in what he characterized as an extremely challenging budgetary environment.
Potential Long-Term Harms
Universities “have long been a partner with USAID … to help accomplish foreign policy and diplomatic goals of the United States,” said Lindwarm. “This can often but not exclusively come in the form of extending assistance as it relates to our agricultural institutions, and land-grant institutions have a long history of advancing science in agriculture that boosts yields and productivity in the United States and also partner countries, and we’ve found that this is a great benefit not just to our country, but also partner nations. Stable food systems lead to stable regions and greater market access for producers in the United States and furthers diplomatic objectives in establishing stronger connections with partner countries.”
Stopping that research has negatively impacted “critical relationships and productivity,” with the potential for long-term harms, Lindwarm said.
At the SIL, numerous projects have now been canceled, including a planned trip to Africa to beta test a pull-behind combine, a technology that is not commonly used anymore in the U.S.—most combines are now self-propelled rather than pulled by tractor—but that would be useful to farmers in Africa. A U.S. company was slated to license the technology to farmers in Africa, Goldsmith said, but now, “that’s dead. The agribusiness firm, the U.S. firm, won’t be licensing in Africa,” he said. “A good example of market entry just completely shut off.”
He also noted that the lab closures won’t just impact clients abroad and U.S. companies; they will also be detrimental to UIUC, which did not respond to a request for comment.
“In our space, we’re well-known. We’re really relevant. It makes the university extremely relevant,” he said. “We’re not an ivory tower. We’re in the dirt, literally, with our partners, with our clients, making a difference, and [that] makes the university an active contributor to solving real problems.”
A former Title IX investigator at Liberty University is suing the private evangelical institution, alleging he was fired for reporting sexual harassment within the office to his superiors, USA Today reported.
Peter Brake, a former investigator in Liberty’s Title IX office from 2019 to 2024 (including a three-and-a-half-year leave of absence for active military duty), alleges he was fired in June after he raised concerns about “multiple violations of law” to his supervisor and reported instances of sexual harassment of coworkers by another investigator, according to a copy of the lawsuit.
Brake also alleged that the same investigator, Nathan Friesema, was inappropriately directing the outcome of Title IX cases, including asking leading questions and embellishing complaints.
(Friesema did not respond to a request for comment from Inside Higher Ed sent via LinkedIn.)
Brake’s lawsuit alleges that Friesema subjected a coworker in the Title IX office to inappropriate jokes, including about sexual assault. Brake eventually brought the concerns to Liberty University president Dondi Costin in late 2023 and to his supervisor, Ashley Reich. However, Brake alleges that he was then “interrogated” by LU’s human resources department and fired.
“Liberty University has received news of this lawsuit by a former employee, and we are reviewing details of the case. Liberty takes all allegations of wrongdoing seriously and has impartial measures in place to assure the fair and equal treatment of all employees. While we will not respond to these allegations in the media at this time, we disagree with the lawsuit’s claims and are prepared to defend ourselves in court,” a Liberty spokesperson wrote by email.
The lawsuit comes less than a year after the U.S. Department of Education determined that LU failed to comply with federal campus crime–reporting requirements and officials discouraged victims from coming forward, weaponizing LU’s code of conduct against sexual abuse survivors.
Liberty was hit with a $14 million fine for various violations last March and is required, per an agreement with ED, to spend $2 million on campus safety and compliance improvements. The university is also on postreview monitoring through April 2026 to ensure it enacts improvements.
With the major challenges facing UK higher education at present, it is perhaps hardly surprising that many in the sector are concentrating on the short term. Survival rather than strategy is the order of the day. Higher education institutions (HEIs), though, are fundamentally long-term operations which educate students and undertake research intended to benefit society for many years to come.
Indeed, they embody what has been labelled ‘cathedral thinking’, that is, a long-term activity which is ultimately for the good of future generations. There is a real risk, though, that the short-termism endemic in institutions and wider society will undermine this core attribute of HEIs.
Here and now
The UK higher education sector is, arguably, facing some of the biggest challenges it has for generations. Coping with the consequences of the Covid-19 pandemic in 2020 and the worldwide recession following the 2007-08 financial crisis was hugely difficult, but they feel, in hindsight, somehow to be less problematic than where we are now.
Everyone is focused on survival, on getting through the next month, the next term, the next academic year. Certainly there is much lobbying going on from Universities UK, Vice-Chancellors and sector groupings to seek to persuade the government to do the right things for the sector in the forthcoming 2025 spending review. But, as the THE reported in garnering sector views on the year ahead, there is a great deal of uncertainty. Nick Hillman, quoted in the article, notes that the nature of politics, which HEIs are currently grappling with, is ‘a dirty, mucky, short-term, quick-fix sort of business.’
While Universities UK’s Vivienne Stern believes that many HEIs have already made or begun to make the difficult changes required to cope with the challenges ahead, the longer-term investments in infrastructure and facilities which are required to sustain and develop a world-class higher education offer remain somewhere in the future.
At times of great challenge, it is difficult to look beyond the immediate problems, the in-your-face issues which just have to be addressed, or there might be no future. Higher Education institutions should be well-placed to take longer-term views of everything and not be distracted by temporary turbulence. Many have been around for centuries in one form or another and have found ways to survive even when times were really, really tough. And yet it does feel that in common with just about every other organisation, HEIs are focused very much on the short term.
Planning the long game
However, so much in an HEI has to be viewed as long-term. Decisions around the development of the estate, research priorities, student recruitment and fundraising all require plans and commitment to sustained investment over the years.
Whilst strategic planning is often the subject of cynicism or even mockery in HEIs and strategies are easily critiqued as being very similar, they serve a really important purpose in drawing the institutional community’s attention to the need to consider the components of the long-term success of the enterprise. Strategic plans also provide a framework for decision-making and a set of markers to ensure that the long term is not forgotten in all of the current noise and turbulence. This feels more important now, given societal trends of focusing only on the immediate issues and the current challenges facing the sector.
Cathedral thinking
HEIs have all the ingredients to ensure they balance short-term needs and longer-term priorities. The nature of education and research dictates a different perspective. Private sector companies frequently beat themselves up about this kind of thing and try to find ways to move away from a model which demands a relentless focus on short term profitability at the expense of long-term success.
The idea of cathedral thinking, of delivering for future generations rather than just the current shareholders, has gained some purchase recently as companies have sought to develop a sense of purpose beyond just profit and be clearer with their investors what the long-term plan is. They have also sought to clarify longer-term goals and measure progress towards them whilst developing a culture which is focused on the long term. Universities and colleges are here already.
The worry is, though that they are being pushed in the other direction, towards the short term rather than the more distant future. Indeed, governing bodies are often dissatisfied with the kind of key performance indicators that institutions generate, which are inherently longer-term. Most of them change on an annual basis at best, and some of them, such as the Research Excellent Framework or Teaching Excellence Framework outcomes, are only reported over a much longer timescale.
As an aside, one of the important examples of taking a long-term view is in the appointment of staff. Careful and considered appointments are fundamentally long-term decisions. Many years ago when I worked at the University of Warwick, the ethos in appointing new administrators was very much about the long term. This was articulated, quaintly as it now seems, as ‘do they have a registrar’s baton in their knapsack?’ but the long-term view was clear in relation to the potential of appointees.
Universities and colleges should be really good at this. Not only is the fundamental service offered a long-term one, but everyone spends ages every few years developing strategic plans, which are just that, plans setting out the strategic, long-term ambitions for the university. These are usually the product of substantial dialogue across the institution and with governing bodies and external stakeholders.
Planning and punching
As Mike Tyson famously said when asked whether he was worried about the plan Evander Holyfield was said to have for their forthcoming fight: ‘Everyone has a plan until they get punched in the mouth.’ It’s not a hugely original comment, even in boxing, and echoes the old military adage that ‘no plan survives first contact with the enemy.’ Finding a way both to respond to the immediate shock or issue and to consider the actions which will serve best for long term success is challenging. But it is essential if everything is not to be about just dealing with what is in your face (literally or metaphorically) right now and that your plans can be flexed to cope with the new reality.
HEIs have to take a long-term view, but that is difficult when governments struggle to see beyond the next stage in the current election cycle. This is the dirty and mucky nature of politics described by Hillman. To ensure long-term certainty, universities and colleges ultimately have to take more into their own hands. This means a more vigorous defence of institutional autonomy while at the same time engaging with government priorities. It also means finding new ways to collaborate and to push back against the tide of excessive and burdensome regulation. Above all, though, it means taking the long-term view – cathedralic higher education.
SALT LAKE CITY — Nineteen-year-old Nevaeh Parker spent the fall semester at the University of Utah trying to figure out how to lead a student group that had been undercut overnight by matters far beyond student control.
Parker, the president of the Black Student Union, feared that a new Utah law banning diversity, equity and inclusion efforts at public colleges had sent a message to students from historically marginalized groups that they aren’t valued on campus. So this spring, while juggling 18 credit hours, an internship, a role in student government and waiting tables at a local cafe, she is doing everything in her power to change that message.
Because the university cut off support for the BSU — as well as groups for Asian American and for Pacific Islander students — Parker is organizing the BSU’s monthly meetings on a bare-bones budget that comes from student government funding for hundreds of clubs. She often drives to pick up the meeting’s pizza to avoid wasting those precious dollars on delivery fees. And she’s helping organize large community events that can help Black, Asian and Latino students build relationships with each other and connect with people working in Salt Lake City for mentorship and professional networking opportunities.
Nineteen-year-old University of Utah student Nevaeh Parker is working hard to keep the Black Student Union going after the organization lost financial support. Credit: Image provided by Duncan Allen
“Sometimes that means I’m sacrificing my grades, my personal time, my family,” Parker, a sophomore, said. “It makes it harder to succeed and achieve the things I want to achieve.”
But she’s dedicated to keeping the BSU going because it means so much to her fellow Black students. She said several of her peers have told her they don’t feel they have a place on campus and are considering transferring or dropping out.
Utah’s law arose from a conservative view that DEI initiatives promote different treatment of students based on race, ethnicity, gender or sexuality. House Bill 261, known as “Equal Opportunity Initiatives,” which took effect last July, broadly banished DEI efforts and prohibited institutions or their representatives speaking about related topics at public colleges and government agencies. Violators risk losing state funding.
Now President Donald Trump has set out to squelch DEI work across the federal government and in schools, colleges and businesses everywhere, through DEI-related executive orders and a recent “Dear Colleague” letter. As more states decide to banish DEI, Utah’s campus may represent what’s to come nationwide.
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Because of the new state law, the university last year closed the Black Cultural Center, the Center for Equity and Student Belonging, the LGBT Resource Center and the Women’s Resource Center – in addition to making funding cuts to the student affinity groups.
In place of these centers, the university opened a new Center for Community and Cultural Engagement, to offer programming for education, celebration and awareness of different identity and cultural groups, and a new Center for Student Access and Resources, to offer practical support services like counseling to all students, regardless of identity.
For many students, the changes may have gone unnoticed. Utah’s undergraduate population is about 63 percent white. Black students are about 1 percent, Asian students about 8 percent and Hispanic students about 14 percent of the student body. Gender identity and sexuality among students is not tracked.
For others, however, the university’s racial composition makes the support of the centers that were eliminated that much more significant.
In response to a new state law that broadly banned diversity, equity and inclusion efforts, the University of Utah closed its Center for Equity and Student Belonging, the Black Cultural Center, the Women’s Resource Center and the LGBT Resource Center. Credit: Olivia Sanchez/The Hechinger Report
Some — like Parker — have worked to replace what was lost. For example, a group of queer and transgender students formed a student-run Pride Center, with support from the local Utah Pride Center. A few days a week, they set up camp in a study room in the library. They bring in pride flags, informational fliers and rainbow stickers to distribute around the room, and sit at a big table in case other students come looking for a space to study or spend time with friends.
Lori McDonald, the university’s vice president of student affairs, said so far, her staff has not seen as many students spending time in the two new centers as they did when that space was the Women’s Resource Center and the LGBT Resource Center, for example.
“I still hear from students who are grieving the loss of the centers that they felt such ownership of and comfort with,” McDonald said. “I expected that there would still be frustration with the situation, but yet still carrying on and finding new things.”
One of the Utah bill’s co-sponsors was Katy Hall, a Republican state representative. In an email, she said she wanted to ensure that support services were available to all students and that barriers to academic success were removed.
“My aim was to take the politics out of it and move forward with helping students and Utahns to focus on equal treatment under the law for all,” Hall said. “Long term, I hope that students who benefitted from these centers in the past know that the expectation is that they will still be able to receive services and support that they need.”
The law allows Utah colleges to operate cultural centers, so long as they offer only “cultural education, celebration, engagement, and awareness to provide opportunities for all students to learn with and from one another,” according to guidance from the Utah System of Higher Education.
Given the anti-DEI orders coming from the White House and the mandate from the Department of Education earlier this month calling for the elimination of any racial preferences, McDonald said, “This does seem to be a time that higher education will receive more direction on what can and cannot be done.”
But because the University of Utah has already had to make so many changes, she thinks that the university will be able to carry on with the centers and programs it now offers for all students.
Research has shown that a sense of belonging at college contributes to improved engagement in class and campus activities and to retaining students until they graduate.
“When we take away critical supports that we know have been so instrumental in student engagement and retention, we are not delivering on our promise to ensure student success,” said Royel M. Johnson, director of the national assessment of collegiate campus climates at the University of Southern California Race and Equity Center.
Creating an equitable and inclusive environment requires recognizing that there is no one-size-fits-all approach to supporting students, said Paulette Granberry Russell, president of the National Association of Diversity Officers in Higher Education. A student who grew up poor may not have had the same opportunities in preparing for college as a student from a wealthy or middle-class family. Students from some minority groups or those who are the first in their family to go to college may not understand how to get the support they need.
“This should not be a situation where our students arrive on campus and are expected to sink or swim,” she said.
Student Andy Whipple wears a beaded bracelet made at a “Fab Friday” event hosted by the LGBT Resource Center at the University of Utah. The LGBT Resource Center was closed recently to comply with a new state law that limits diversity, equity and inclusion work. Credit: Olivia Sanchez/The Hechinger Report
Kirstin Maanum is the director of the new Center for Student Access and Resources; it administers scholarships and guidance previously offered by the now-closed centers. She formerly served as the director of the Women’s Resource Center.
“Students have worked really hard to figure out where their place is and try to get connected,” Maanum said. “It’s on us to be telling students what we offer and even in some cases, what we don’t, and connecting them to places that do offer what they’re looking for.”
That has been difficult, she said, because the changeover happened so quickly, even though some staffers from the closed centers were reassigned to the new centers. (Others were reassigned elsewhere.)
“It was a heavy lift,” Maanum said. “We didn’t really get a chance to pause until this fall. We did a retreat at the end of October and it was the first time I felt like we were able to really reflect on how things were going and essentially do some grief work and team building.”
Before the new state law, the cultural, social and political activities of various student affinity groups used to be financed by the university — up to $11,000 per group per year — but that money was eliminated because it came from the Center for Equity and Student Belonging, which closed. The groups could have retained some financial support from the university if they agreed to avoid speaking about certain topics considered political and to explicitly welcome all students, not just those who shared their race, ethnicity or other personal identity characteristics, according to McDonald. Otherwise, the student groups are left to fundraise and petition the student government for funding alongside hundreds of other clubs.
Parker said the restrictions on speech felt impossible for the BSU, which often discusses racism and the way bias and discrimination affect students. She said, “Those things are not political, those things are real, and they impact the way students are able to perform on campus.”
She added: “I feel as though me living in this black body automatically makes myself and my existence here political, I feel like it makes my existence here debatable and questioned. I feel like every single day I’m having to prove myself extra.”
In October, she and other leaders of the Black Student Union decided to forgo being sponsored by the university, which had enabled traditional activities such as roller skating nights, a Jollof rice cook-off (which was a chance to engage with different cultures, students said) and speaker forums.
Alex Tokita, a senior who is the president of the Asian American Student Association, said his group did the same. To maintain their relationship with the university by complying with the law, Tokita said, was “bonkers.”
Alex Tokita, a senior at the University of Utah, is the president of the Asian American Student Association. The organization chose to forgo university sponsorship because it did not want to comply with a new state law that restricts speech on certain topics. Credit: Olivia Sanchez/The Hechinger Report
Tokita said it doesn’t make sense for the university to host events in observation of historical figures and moments that represent the struggle of marginalized people without being able to discuss things like racial privilege or implicit bias.
“It’s frustrating to me that we can have an MLK Jr. Day, but we can’t talk about implicit bias,” Tokita said. “We can’t talk about critical race theory, bias, implicit bias.”
As a student, Tokita can use these words and discuss these concepts. But he couldn’t if he were speaking on behalf of a university-sponsored organization.
LeiLoni Allan-McLaughlin, of the new Center for Community and Cultural Engagement, said that some students believe they must comply with the law even if they are not representing the university or participating in sponsored groups.
“We’ve been having to continually inform them, ‘Yes, you can usethose words. We cannot,’” Allan-McLaughlin said. “That’s been a roadblock for our office and for the students, because these are things that they’re studying so they need to use those words in their research, but also to advocate for each other and themselves.”
Last fall, Allan-McLaughlin’s center hosted an event around the time of National Coming Out Day, in October, with a screening of “Paris Is Burning,” a film about trans women and drag queens in New York City in the 1980s. Afterward, two staff members led a discussion with the students who attended. They prefaced the discussion with a disclaimer, saying that they were not speaking on behalf of the university.
Center staffers also set up an interactive exhibit in honor of National Coming Out Day, where students could write their experiences on colorful notecards and pin them on a bulletin board; created an altar for students to observe Día de los Muertos, in early November, and held an event to celebrate indigenous art. So far this semester, the center has hosted several events in observance of Martin Luther King Jr. Day and Black History Month, including an educational panel, a march and a pop-up library event.
Such events may add value to the campus experience overall, but students from groups that aren’t well represented on campus argue that those events do not make up for the loss of dedicated spaces to spend time with other students of similar backgrounds.
Sophomore Juniper Nilsson looks at a National Coming Out Day exhibit in the student union at the University of Utah. The exhibit was set up by the new Center for Community and Cultural Engagement. Credit: Olivia Sanchez/The Hechinger Report
For Taylor White, a recent graduate with a degree in psychology, connecting with fellow Black students through BSU events was, “honestly, the biggest relief of my life.” At the Black Cultural Center, she said, students could talk about what it was like to be the only Black person in their classes or to be Black in other predominantly white spaces. She said without the support of other Black students, she’s not sure she would have been able to finish her degree.
Nnenna Eke-Ukoh, a 2024 graduate who is now pursuing a master’s in higher educational leadership at nearby Weber State University, said it feels like the new Center for Community and Cultural Engagement at her alma mater is “lumping all the people of color together.”
“We’re not all the same,” Eke-Ukoh said, “and we have all different struggles, and so it’s not going to be helpful.”
Contact staff writer Olivia Sanchez at 212-678-8402 or [email protected].
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As an industrial/organizational psychologist, work is always on my mind. Naturally, I am interested in understanding ways to make work better for others, but I also regularly apply research and theory to my own job. One long-standing approach to building better jobs is to make them more interesting for employees. Work that is interesting is inherently more motivating, more satisfying, and reduces turnover (Parker et al., 2017 for a summary).
The leading theory in job design is Job Characteristics Theory (JCT) (Hackman & Oldham, 1976). Specifically, JCT outlines that jobs facilitating 1) skill variety, 2) task identity, 3) task significance, 4) autonomy, and 5) feedback will be the most motivating and interesting. Importantly, building classes that contain these elements for both students and instructors can lead to benefits for all.
Below, I outline details about the five components and ideas for both students and instructors. As with all course design choices, these ideas are not required for success; you are welcome to choose what feels authentic to your style.
1. Skill Variety
Skill variety refers to jobs that require the use of several different skills or abilities. An example of a job that is low in skill variety is that of a typical manufacturing line. The same motion is used over and over again to perform the work. In a class, an example might be only having students submit a discussion board post for every assignment.
For students:
Allow for variety in the way students learn the information (e.g., reading, watching videos, discussing with peers).
Create a variety of activities and/or assessments such as an oral presentation, case study analysis, paper, or quiz. Where flexibility of how a project is completed can be given, encourage students to try something new or try a new technology to implement their idea.
Bloom’s taxonomy is also helpful here for allowing a variety of assessments and knowledge demonstration.
For instructors:
Consider what skills you currently would like to further develop and use your course to build accountability. For example, maybe there is a new software you’d like to learn. Have students also learn it in a course and you can work through skill development together.
Keep teaching fresh for yourself by incorporating different case studies, materials, videos, or guest speakers (when it makes sense!).
2. Task Identity
Task identity focuses on the ability to execute an entire project from start to finish. If a project requires each student to contribute something different and then put the pieces together, the project may be low on task identity as the individual members did not contribute to the entire process of the project.
For students:
Scaffolding naturally fits under task identity. Slowly build up knowledge and skills until students are able to fully engage in process or project from start to finish.
Occasionally zooming out and discussing how the topic fits within the entire semester, area of study, or career path can help students appreciate how what they are working on is part of a larger whole.
For instructors:
Reflect on your decision latitude to design your course from start to finish.
If you teach a course that fits within a large sequence, meeting with instructors to ensure the sequence makes sense. You are not beholden to conform to other’s choices, but building cohesion can benefit all involved.
If you have a TA for your course, considering ways to get them involved in whole processes (e.g., designing an assessment in addition to grading it).
3. Task Significance
Task significance facilitates finding meaning in one’s work. Specifically, task significance is high when a job has a clear impact on others. Teaching is inherently a job with high task significance, which is perhaps why many of us are drawn to it.
For students:
Connect class information to how it helps benefit others.
Create opportunities for students to interact with guest speakers, community members, or others who may benefit from their knowledge. A final project that supports a community group, for example, may be developed. Service learning is great here.
For instructors:
To help ensure you are having an impact, regularly and systematically collect information from students (e.g., surveys).
Track learning by measuring knowledge at the beginning and at the end of the semester. Inevitably so much growth occurs! Having evidence helps you see your impact, but also helps students appreciate how much they have grown too.
Create an inbox folder so save any and all positive emails you receive about your work.
Consider ways in which you can support new colleagues after you have settled into your position and have tips to share.
4. Autonomy
Autonomy is about the various ways in which individuals have a say in how, when, and where their work is completed. In the classroom, low autonomy might be a discussion board on a specific topic, under a specific word requirement that has to be completed in a short window of time.
For students:
Allow choices when it comes to topics, formats, or types of projects, as much as is reasonable.
Develop opportunities for students to become an expert within a specific area and then be responsible for sharing that expertise with peers.
For instructors:
Reflect on the various ways in which you have control over how to design and implement courses, select your courses, select the time you teach, and when you work on your class. For many instructors, autonomy is relatively high.
Develop your courses in a way that fit into the rest of your job duties. For example, remembering to execute the ability to schedule final paper due dates for a week that is different from conference deadlines.
Balance your autonomy with student autonomy. You can allow as much choice as you like, but make it make sense for you too.
5. Feedback
A high level of feedback is present when an individual is provided information about their performance in a clear and timely manner. Courses with multiple assessments throughout the semester that are scored with comments provide significant feedback.
For students:
Provide a rubric and include rubric comments to make it clear where students are doing well and where they still need work.
Provide summary-level feedback to the entire class.
Remind students to regularly access their grades and to review their feedback.
For instructors:
Provide ways for students to provide feedback to you throughout the semester through surveys, discussion, etc.
On end of semester evaluations, include open-ended questions directing them to share what went well about the course and what they would recommend changing next time. Framing questions this way can lead to more constructive feedback for you, rather than criticize.
Use assignments as feedback about how the material is landing with students. Re-visit topics or adjust as needed.
Conclusion
JCT provides five distinct areas instructors can focus on to evaluate opportunities to make their courses and their own work engaging and interesting. Adjusting these five levers can make the “job” of student as well as the job of instructor motivating and satisfying.
Of course, no theory is without limitations. One note is that individuals who have a high need for growth tend to benefit from this type of job design more than individuals who are not as concerned with growth. The original theory generally neglects social components, though more recent work has corrected that oversight (Humphrey et al., 2007; Oldham & Hackman, 2010). Finally, the limits of too much enrichment are not known. It is possible that maximizing all five components may produce a course that is more stressful than interesting. To combat any potential over-enrichment, instructors are advised to balance motivating course design with structure, routine, and clear expectations.
Overall, job design provides five clear areas to consider enhancing in your course design, both to the benefit of your job as instructor, and the ‘job’ of students as learners.
Sarina Maneotis, PhD is currently a teaching assistant professor at Kansas State University where she oversees K-State’s applied Master’s in Industrial and Organizational Psychology (MIOP) program. Prior to joining K-State in 2020, she worked in industry, advising on a variety of safety, leadership, and human resource data analysis projects. She earned her undergraduate degree in psychology at Colorado State University and her PhD in Industrial/Organizational Psychology at Pennsylvania State University. Her research focuses broadly on intersections of employee performance, wellbeing, and motivation. She is passionate about developing teaching practices that help students hone skills for translating research findings for organizational purposes and use scientific inquiry within the real-world parameters of organizations. She recently received K-State’s 2023 Global Campus Excellence in Online Teaching Award in recognition for her teaching practices.
References
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.
Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332-1356.
Oldham, G. R., & Hackman, J. R. (2010). Not what it was and not what it will be: the future of job design research. Journal of Organizational Behavior, 31, 463-479.
Parker, S. K., Morgeson, F. P., & Johns, G. (2017). One hundred years of work design research: Looking back and looking forward. Journal of Applied Psychology, 102(3), 403-420.
If you’re worried about losing your benefits, you’re not alone. With new budget resolutions and lawsuits targeting SNAP, Medicaid, and student loan forgiveness, millions of Americans could be impacted.
We’re in Aberystwyth again this week, but not for an in-depth look at the university – we’ve done that before.
Instead, we’re going to look into an aspect of old university governance, with an Aberystwyth artefact. This is a draft report to the University Court of Governors.
The older, chartered universities in the UK (which means, broadly, those founded between 1800 and 1992) tended to have three bodies involved in governance:
A senate, which was the academic decision-making body of the university, comprising all or some of the university’s academic staff
A council, which was the governing body of the university, but which couldn’t take a decision on an academic matter without first consulting the senate
A court, made up of stakeholders (ie graduates, local bigwigs, learned society representatives), which had very few if any powers, but to which council must account for itself and its activities.
Typically speaking, a court would meet once a year. Its powers might include appointing the chancellor of the university, but that is a ceremonial role, so is a very limited practical power (although one over which universities occasionally trip up). And at the annual meeting, there would be reports from the vice chancellor, and questions, and then that would be it for another year.
Now, this report is from a college of the University of Wales, which was a federal university. This means I’m not clear whether the report was to the court of the University College of Wales Aberystwyth, or to the court of the federal University of Wales. But either way, it gives a fascinating snapshot of what accountability looked like in 1920. (And if you know about the governance of the University of Wales in 1920, please do say in the comments below!)
The report would have been the first under the principalship of John Humphreys Davies, pictured here.
Davies was an alumnus of Aberystwyth; he succeeded Thomas Francis Roberts, who had been principal from 1891 to 1919, and had died in August of that year whilst still principal. He had since 1905 been registrar of University College Aberystwyth, making him another rare example of progression from senior professional service roles to institutional leadership.
The report starts with a brief statistical summary. It shows the impact of the first world war on numbers: there were 298 students in 1917–18; 410 in 1918–19, and 971 in 1919–20. About 30 per cent of the students were women; over 70 per cent came from south Wales; over 15 per cent from north Wales; over 10 per cent from England. And the remainder – nineteen students in total – came from Egypt, Scotland, Ireland, Belgium, France, India, Java, Jamaica and an unexpectedly large contingent – ten students – from Serbia.
There’s then a report on degree examinations, recording each student who had taken degree examinations, for bachelor of arts, master of arts, and certificates of education. I haven’t counted the names, but they stretch for fifteen pages of the report, so it looks like all of the students at the college. Jones is the most frequent name, with 60 in the faculty of arts, three in law, 31 in science, and two for the certificate in education. And we also get a report on alumni who had gained degrees from the University of London, or gained scholarships at Oxford.
And then the fun starts. Written reports from every department, starting with Greek, ending with the Officer Training Corps Contingent. Here are a few extracts:
Mr Jenkins, Greek: ‘Special: only two students took the course. Of these, Mr Neil Evans more than maintained his promise of the preceding session and attained a high standard in the examinations. As he intends to take Latin Honours in 1921, it may not be possible for him next session to devote to Greek as much time as he would wish, but if he can defer Greek honours till 1922, there is every prospect of his attaining a high class. The other candidate, Miss Young Evans, also did quite well, and showed improvement on the work of 1919.’
We have become much more squeamish about naming individuals in formal papers, even when praising them, or damning them with faint praise. Poor Miss Young Evans.
Professor Atkins, English: ‘The work this session has on the whole been satisfactory, though difficulties have not been wanting, owing to the large increase in the number of students and the varying ability of the ex-service students to settle down to serious study…’
Demobilisation was clearly not without its downsides.
We also get a fascinating insight into examination success rates. Here’s the data for undergraduate exams in English:
By my reckoning, this is a pass rate about 72 per cent for intermediate, 58 per cent for ordinary and 64 per cent for special levels. What would we make of these rates today?
We learn that the library received gifts including 600 volumes from the library of the late Principal Thomas Francis Roberts; the review of the Aberdeen Angus Cattle Society; the proceedings of the Royal Irish Academy in Dublin; and the report of the Association of Headmistresses in London. And, excitingly, that Miss Cummings of the Bodleian Library in Oxford has been appointed cataloguer to classify and catalogue the library’s holdings “in accordance with the rules of the Library of Congress.”
We have the first report from Professor Zimmern, the founding chair of international politics at Aberystwyth, a subject in which the college was to gain much renown.
And let’s end this set of extracts with this, about the Normal College’s music students. (You’ll remember that the Normal College, in Bangor, focused on teacher training.)
Apathy, irregularity and a lack of preparation. A sad and sorry state of affairs. I wonder if it was ever thus?
Overall I’m struck by the level of detail and the minutiae in the report. There’s a flavour of what life must have been like at Aberystwyth, and an openness to accountability which is interesting. Maybe it’s a genuine transparency, maybe it’s a desire to hide big issues behind the day-to-day. Anyway, I hope you enjoyed it.
This week on the podcast UK Research and Innovation and the Office for Students both have new leadership – but what does that mean for the future of regulation, research funding, and sector confidence?
Meanwhile, a new report reveals a dramatic rise in student use of generative AI, and as speculation swirls over potential changes to post-study work visas, the sector braces for further uncertainty in international student recruitment.
With Mark Bennett, Director (Audience & Insight) at FindAUniversity, Sarah Cowan, Head of Policy (Higher Education and Research) at the British Academy, Michael Salmon, News Editor at Wonkhe, and presented by Mark Leach, Editor-in-Chief at Wonkhe.
In the ever evolving world of higher education, effective leaders are required at all levels of our organisations.
Emerging leaders lead in the middle of an organisation, with responsibility for delivering aspects of an institution’s mission, vision and strategy. Their roles are wide-ranging, they work with colleagues at all levels, striving to deliver an enhanced student experience, assuring academic quality and contributing (sometimes delivering) key aspects of their provider’s strategic plan.
Emerging leaders find themselves sitting on committees, representing others, and championing particular topics, having listened to the views of their teams. For some these are new experiences, requiring support and encouragement from peers and senior leaders to embrace the opportunities and challenges.
These colleagues are often leaders of a team or group, responsible for delivering not only their personal objectives, but that of the collective group. Emerging in their leadership journey they are often new to people management, navigating the concept of developing others. Their skillset requirement is vast, their teams need them to listen to many voices and views, and synthesise this into priority areas for campaign.
Learning as leaders
Attention must be paid to those embracing leadership roles, ensuring they are supported to develop. There will inevitably be contextualised opportunities and challenges, requiring understanding of the provider, location, and/or disciplinary focus. Leaders must swiftly understand the context in which they operate, previous developments in topical matters, and the drivers of various stakeholders. We must make space for leaders to learn, providing opportunity to develop.
Emerging leaders learn through observation of senior or more established leaders, modelling behaviours and approaches, through peer networking, and crucially through experience. At different times, in different circumstances, the most beneficial learning opportunities will vary. Emerging leaders will be adaptable, recognising their own developmental need, seeking support and input based on their growing networks, and reflect on their own experiences as part of the learning journey.
Space and encouragement are needed to explore and experience leadership qualities, styles and approaches. Important qualities for all leaders in HE are highlighted here by Shân Wareing: curiosity, confidence, team work, clarity in complexity, and fearlessness.
Not as easy as it sounds
While they are learning to lead, their university requires understanding, interpretation and application of activity to ensure delivery of strategic priorities – which, as we know, aren’t always aligned to the voices and views they are being asked to represent.
Representing the views of others can be challenging, especially when a range of views need collating and presenting back to university management or the team from which they came. Colleague feedback provides leaders with the thoughts and opinions of those around them, through listening to what is being shared – and what isn’t.
Emerging leaders have to synthesise great volumes of information, pulling out the very core of an issue, articulating this back to others, making strategy understandable. Collating and considering the voices of others is important, but critically, as we know from experiences with students, we must keep those who have contributed informed about what may happen next as a result of their engagement. This can empower communities to recognise input, and demonstrates an appreciation of the value of shared views.
The views of colleagues do not always align to strategy or intended direction. In this space leaders develop heightened negotiation and articulation skills, an ability to represent strategic drivers as the mechanism for change, whilst recognising an interconnected web of views and opinions. Often responsible for the support and welfare of colleagues, they are mindful of the impact of decisions and actions on others.
Developed with experience is the ability to identify where and when swift intervention is required, or when a longer-term more measured approach is needed. Uncertainties, questions and challenges surround daily life. There are times when action is required without full knowledge of a situation, confidence and the support of your surrounding team are critical when the occasion arises.
Significant transformation
It’s widely recognised that higher education has experienced significant transformation in recent years. Emerging leaders in our sector must recognise what has gone before and seek to make the most of the opportunities and challenges to come. Transformation can be invigorating, but it also brings uncertainty, and if poorly managed can cause greater uncertainty, leading to more challenges, and so the cycle continues.
To avoid this, Catherine Moran summarises the skills required in three key principles for academic leadership. Leaders must be aware of what they are aiming for, and recognise it when achieved. Emerging leaders will develop the ability to be “present” in relationships with others, drawing on authentic skills of listening and inclusivity. And once a decision is reached, emerging leaders need to be accountable.
Emerging leaders play a vital role in HE, and must be supported to develop appropriate skills, attributes and behaviours. They are delivering strategic impact, leading teams, and enhancing the student and staff experience – let’s take a moment to ensure all those in leadership roles have the opportunity to develop and grow.
The author has written this piece as an emerging leader who has participated in Minerva’s Emerging Leadership Programme, and wishes to acknowledge the support and guidance received from Mary Stuart, Kerry Shepherd, Ben Tucker, and fellow programme participants, in shaping their emerging leadership journey.
