RUL 05.67.503 – Poole College of Management Reappointment, Promotion and Tenure Standards and Procedures

Authority: Executive Vice Chancellor and Provost

History: First Issued: November 10, 2000. Last Revised: March 20, 2020. The revised college rule will replace the individual department rules.

Related Policies: 
NCSU POL05.20.01 – Appointment, Reappointment, Promotion and Permanent Tenure 
NCSU REG05.20.27 – Statement of Faculty Responsibilities
NCSU REG05.20.20 – Reappointment, Promotion and Tenure Dossier Format Requirements
NCSU REG05.20.11 – Scholarly External Evaluations for RPT Review 

Additional References: 
Office of the Provost RPT Website

Contact Info: Dean, Poole College of Management (919-515-5560)


As a professional school, the Poole College of Management at North Carolina State University strives to achieve four fundamental objectives:

1.1 Advancing knowledge.

1.2 Disseminating knowledge.

1.3 Preparing students to meet the changing needs of a diverse, global and technology oriented business environment.

1.4 Supporting the needs of practicing professionals as they strive to keep abreast of best and innovative practices in the workplace.

1.5 Each of these objectives is highly valued and critically important as the Poole College of Management strives to be recognized as one the premier professional business schools both in the U.S. and globally.

1.6 This rule describes the standards and procedures for reappointment, promotion and tenure in the Poole College of Management and is supplemental to and consistent with the university Academic Tenure Policy.


To achieve this overarching set of goals, the faculty of the Poole College of Management is expected to fulfill multiple roles. Specifically, the faculty is expected to participate in two primary endeavors: 1) discovery of knowledge through discipline-guided inquiry and 2) teaching and mentoring of undergraduate and graduate students. In addition the faculty is expected to contribute to 3) service in professional societies and within the university itself. A faculty member’s behavior and performance in these three areas are deemed necessary for achieving the mission of the college and university. Therefore, these three areas will become the foundations for guiding, mentoring and evaluating faculty performance.


Faculty shall be expected to demonstrate excellence in teaching, high-quality research and appropriate service contributions to both their profession and the institution.

3.1 Guiding the overall evaluation of each faculty member is the personalized Statement of Faculty Responsibility (SFR). The SFR shall be developed by both the department faculty and the individual faculty member and approved by the Department Head and Dean or his/her designee. The SFR describes the realms of responsibility applicable to the faculty member and the percentage of effort expected for each applicable realm. . The SFR is a dynamic document and therefore expectations may change at different stages of a faculty member’s career.

3.2 Contributions to Teaching

Effective teaching at both the undergraduate and graduate levels is expected of every candidate who is being considered for promotion. If the candidate’s teaching has been restricted to either undergraduate or graduate classes, the candidate, in order to be considered for promotion, should display promise of future success in both undergraduate and graduate teaching. Evidence of effective teaching may be demonstrated by activities both inside and outside the classroom. To be considered an effective teacher the following criteria are applicable.

3.2.1 The ability to communicate effectively and provide an atmosphere of openness of ideas where knowledge can be transmitted in the classroom.

3.2.2 The development of new courses and ideas, which heighten the student learning experience.

3.2.3 Teaching effectiveness may extend beyond the classroom to working with Masters and Ph.D. students to develop research and applied learning skills.

3.2.4 Beyond materials required for RPT dossiers, evidence of teaching effectiveness may include the following: Student evaluations. Peer reviews. Student Letters. External reviews of course materials. New courses taught/developed. Innovative teaching methods. Outside resources employed. Participation on curriculum committees. Participation on teaching award committees. Development of new programs/concentrations. Teaching materials developed. Textbooks published. Business case studies developed. Graduate students supervised (numbers, placements, research outcomes).


Promotion requires that the candidates have clearly demonstrated the ability to develop and to conduct high-quality research in their chosen fields. Candidates for promotion must present evidence of scholarly work that has been published (or accepted for publication) in leading peer- reviewed academic journals appropriate to their appointment and consistent with their research focus as identified in their statement of mutual expectations. No specific number of publications or pages of publications is required to satisfy the research standards for promotion. Instead, the quality of the research and the candidate’s standing in the field should provide evidence that the candidate has made and will continue to make significant contributions to the literature. In addition to publications in scholarly academic journals, scholarly research may be demonstrated by publications in other peer-reviewed journals, publication of books or monographs, external funding, editorships and service on editorial boards and presentations at conferences that result in conference volumes. These additional publications and research activities will strengthen the case for candidates; however the primary criteria will remain publications in the leading academic journals in his or her field.

3.3.1 Evidence of high-quality research productivity may include the following: Listing of all publications and the journals in which they appeared. Statement of candidate’s contribution to jointly authored works. Letters from co-authors describing contributions made. Full citation analysis. Receipt of awards and honors for the candidate’s research. Receipt of grant funding (extramural) research support. Editorships and editorial service for academic journals.


The Poole College of Management expects its faculty to respect the responsibility it has to serve the university, the college, the department, their academic professions and the community. Faculty members will demonstrate their commitment to the university by being exemplary university citizens and contribute to the overall service mission of the college.

3.4.1 Evidence of service excellence may include the following: Serve on departmental, college and university committees. Serve on the faculty senate. Serve on the college-wide RPT committee. Participate in college/university outreach. Attend Initiative activities (Supply Chain Resource Consortium, Center for Innovation Management Studies, Enterprise Risk Management, BioPharma, Entrepreneurship Education Initiative). Participate in student recruitment activities. Engage in executive or non degree based education activities. Hold office in a professional/academic organization. Participate in business community activities (Council for Entrepreneurial Development, North Carolina Technology Association, North Carolina Association of Certified Public Accountants). Letters of thanks/recognitions from organizations. Awards received for service.

3.5 Evaluation of work done before a faculty member came to NC State.  The merit of the faculty member’s program rather than time in rank is the basic standard for all recommendations for RPT.  However, the dossier should demonstrate that the faculty member has established a record of performance at NC State.


The guiding principle for reappointment as an Assistant Professor shall be the likelihood of meeting the standards for promotion to Associate Professor with Tenure. As such, the individual must demonstrate ability and a professional commitment to teaching and mentoring excellence. Also, the individual must show evidence of scholarly performance such as publications, journal submissions, conference presentations and working papers. Equally important is the willingness on the part of the faculty member to participate in departmental, college and university affairs.


The candidate for promotion to Associate Professor must show clear and convincing evidence of excellence and effectiveness in teaching and excellence and significant promise of future excellence in research. The candidate must also have participated in appropriate service activities. The candidate must also show evidence of continuing research productivity and professional growth.


The candidate for professor must provide evidence of continued research and teaching achievements subsequent to promotion or initial appointment to the rank of Associate Professor. To be promoted, a candidate must demonstrate research productivity and quality commensurate with a national reputation in their respective field, demonstrate consistent excellence and effectiveness in teaching and where appropriate effective mentoring of Ph.D. students. The candidate should demonstrate significant contributions to both the college’s and profession’s service needs.


7.1 During the process of recruiting new faculty before an employment contract is signed, the candidate, Department Head, and Dean shall discuss the responsibilities of the faculty member and the expectations and desired outcomes for reappointment, promotion and tenure along with the resources that will be provided. The employment contract should reflect these considerations. Early in the first semester, a new faculty member, in consultation with the Department Head and Dean, will develop an appropriate Statement of Faculty Responsibility. Statement of Faculty Responsibilities are evolving and should be reviewed and updated periodically. They also should be signed by the faculty member, the Department Head, and the Dean.

7.2 Faculty members with a record of exceptional performance may request consideration for promotion or tenure before the mandatory point. Prior to consideration by the appropriate Departmental Voting Faculty (DVF), the faculty member candidate, with the assistance of the Department Head, prepares a dossier as stipulated in NCSU REG05.20.20 – Reappointment, Promotion and Tenure Dossier Format Requirements. The DVF of each department shall meet the third or fourth Wednesday of October for RPT decisions. The department head shall set the date of the meeting at least 6 months prior and at that time notify all DVF of the date. Reminders of such meetings will be sent to all faculty at least 60 days in advance.

7.3 Every effort should be made to ensure all DVF are in attendance at the meeting at which votes are taken. The department head will chair the meeting.

If unforeseen circumstances prevent a DVF member from attending the meeting they must communicate their vote in writing directly to the Department Head along with a written evaluation of the candidate’s performance and an explanation of the reasons for their vote by a deadline to be announced by the Head.

7.4 The recommendations of the DVF and the Department Head are communicated to the candidate both verbally and in writing.

7.5 The Department Head forwards both the faculty recommendation and her/his recommendation to the Dean and the College-wide RPT Committee.

7.6 The College-wide committee shall be selected through a process of each department electing and appointing one member for a three-year term (2 members from each department). At least one member from each department shall be a full professor. Each department shall specify a lead member. The lead member must be a full professor. For votes pertaining to promotion from Associate to Full, only the lead member may vote.

7.7 Members of the college-wide committee shall only cast votes pertaining to the RPT of candidates at the college-wide committee, unless the rules at the college wide committee level preclude them from casting a vote.  In that case members shall be eligible to vote at the department level. In any and all circumstances members may only have one vote for any candidate during the process.

All faculty on the college-wide committee are encouraged to engage in the dialogue and debate of candidates at the department level.

7.8 Department Heads and College Administrator Voting.  Department heads and the College dean are not included in the DVF.  Their written assessment and recommendation will serve as their input.  College administrators who hold tenured positions in their department shall vote with the DVF.

7.9 The College-wide committee shall provide an independent assessment of the candidate(s) based on the RPT criteria of the college. They shall report their findings to both the candidate and the Dean at least one week prior to the winter recess.

7.10 The Dean will also make an independent decision on the candidate. These findings shall be shared with the candidate as well.

7.11 The Dean’s office shall be responsible for forwarding the completed dossier to the office of the Provost (for all cases except positive reappointment). The Dean’s office shall also ensure that the dossier abides by and conforms to the university RPT regulations.

7.12  In accordance with NCSU REG 05.20.34 – Non-Tenure Track Faculty Ranks and Appointments Section 9.1.3 which requires that each Dean must establish for the college for all the categories of full-time (> 0.75 FTE) NTT faculty with professorial rank whether to require external evaluation letters for the dossier, the Dean of the Poole College of Management has decided the following:

Clinical Assistant/Associate/Full Professors:  Letters not required.
Extension Assistant/Associate/Full Professors:  Letters not required.
Research Assistant/Associate/Full Professors:  Letters not required.
Teaching  Assistant/Associate/Full Professors:  Letters not required.
Assistant/Associate/Full Professors of the Practice:  Letters not required.