School of Medicine, Wayne State University, Detroit, MI 48201, USA.
Acad Med. 2013 Sep;88(9):1368-75. doi: 10.1097/ACM.0b013e31829ed496.
To determine how U.S. MD-granting medical schools manage, fund, and evaluate faculty affairs/development functions and to determine the evolution of these offices between 2000 and 2010.
In December 2010, the authors invited faculty affairs designees at 131 U.S. MD-granting medical schools to complete a questionnaire developed by the Association of American Medical Colleges Group on Faculty Affairs, based on a 2000 survey. Schools were asked about core functions, budget, staffing, and performance metrics. The authors analyzed the data using descriptive statistics.
A total of 111 schools (84.7%) responded. Fifty percent of the offices were established since 2000. Seventy-eight percent reported their top core function as administrative support for appointments, promotions, and tenure, as in 2000. Faculty policies, appointments, databases, governance support, grievance proceedings, management issues, and annual trend analyses continued as major functions. All 11 core functions identified in 2000 remain predominantly provided by central offices of faculty affairs, except support of major leadership searches. Web site communication emerged as a new core function. Similar to 2000, several other offices were responsible for some faculty development functions. Office size and budget correlated positively with size of the faculty and age of the office (P < .05 for all). Thirty-five schools (31.5%) reported formally evaluating their faculty affairs office.
The number of faculty affairs offices and their responsibilities have substantially increased since 2000. Most major core functions have not changed. These offices are now an established part of the central administration of most medical schools.
确定美国医学博士授予医学学校如何管理、资助和评估教职员工事务/发展职能，并确定这些办公室在 2000 年至 2010 年期间的演变。
2010 年 12 月，作者邀请了 131 所美国医学博士授予医学学校的教职员工事务指定人员完成了由美国医学院协会教员事务小组根据 2000 年的调查制定的问卷。学校被问及核心职能、预算、人员配备和绩效指标。作者使用描述性统计方法分析了数据。
共有 111 所学校（84.7%）作出回应。50%的办公室是在 2000 年之后成立的。78%的学校报告其首要核心职能是为任命、晋升和终身教职提供行政支持，这与 2000 年相同。教职员工政策、任命、数据库、治理支持、申诉程序、管理问题和年度趋势分析继续作为主要职能。除了支持主要领导搜索外，2000 年确定的所有 11 项核心职能仍然主要由教职员工事务的中央办公室提供。网站沟通成为一项新的核心职能。与 2000 年相似，其他几个办公室负责一些教职员工发展职能。办公室规模和预算与教职员工规模和办公室年龄呈正相关（所有 P<0.05）。35 所学校（31.5%）报告正式评估了其教职员工事务办公室。
自 2000 年以来，教职员工事务办公室的数量及其职责有了大幅增加。大多数主要核心职能没有改变。这些办公室现在是大多数医学院中央管理的既定组成部分。
