Do student evaluations match alumni expectations?

Curriculum Management and Governance Structure ♦ The Curriculum Oversight Committee is the standing committee responsible for the overall curriculum. ♦ Four other curriculum committees (First Year, Second Year, Required Clerkship, Elective Clerkship), composed of course directors, clerkship directors, administrators, and students, provide year-specific discussion and advice on the curriculum (Figure 1).FIGURE 1:: Management of the Curriculum Office of Education ♦ The Curriculum Office within Academic Affairs has primary responsibility for overseeing and managing the curriculum. ♦ The Division of Medical Education and Evaluation within the Department of Medical Education and Biomedical Informatics (MEBI) supports the medical education program in a number of ways. MEBI was founded in 1967 as a division to help medical school faculty improve the teaching and learning process. The division achieved departmental status in 1989. ♦ The department's Division of Medical Education and Evaluation employs nine full-time faculty members and two part-time faculty; many clinician–educators have affiliate appointments in the department. MEBI faculty hold many leadership roles in the School of Medicine. These include representatives on every curriculum committee, Year 1 Curriculum Committee chair, School of Medicine Director of Evaluation, Teaching Scholars Program codirectors, OSCE program codirector, Medical Information for Decision Making course chair, and Institute for Simulation and Interprofessional Studies codirector. ♦ The department's mandate has broadened to provide instruction to faculty and students, conduct faculty development workshops, assist with and implement performance-based teaching and evaluation, and train medical education researchers and educators through the Teaching Scholars Program conduct research into teaching and learning in a variety of settings provide professional services for health sciences faculty, including course evaluation and test design and scoring develop innovations in biomedical and health informatics Financial Management of Educational Programs ♦ The diversity in the revenue base of the School of Medicine has helped the School respond to the current global financial crisis. ♦ The School's sources of revenue remain stable. However, the relative proportion of total revenue derived from each source is changing over time: Although state revenues and spending will continue to be constrained and the School of Medicine's state funds were cut in Fiscal Year 2010, the state revenue in support of a recent medical school class expansion will continue to be phased in until fully funded in 2013. The University and the School of Medicine completed a seven-year capital campaign in FY 2008. UW Medicine exceeded its capital campaign goal of $1 billion; the pledges of endowment and gifts supporting faculty, students, and programs will be realized over the next few years. The School is in a good position to continue to realize above-average growth in research programs that are integral to its educational programs. The hiring of faculty who are leaders in biomedical sciences and clinical practice and who are active in biomedical research is an important source of the School's success and high quality. The clinical programs recorded continued growth and positive financial performance in Fiscal Year 2009. Rapid systemwide process improvements to reduce costs, eliminate redundant services, and improve overall efficiency in conjunction with effective strategic planning increased key patient volumes and revenues. Revenues are transferred from the practice plans and hospitals to support the teaching, research, and patient care activities of the School of Medicine. ♦ Both the University and the School of Medicine provided bridge funding to support the academic programs. ♦ UW Medicine, the health system in which the School of Medicine is one of seven entities, is executing a comprehensive strategic plan to improve performance, implement new programs, consolidate programs to reduce costs and increase efficiency, and develop business plans around the larger strategic initiatives. The implementation of the strategic plan will achieve desired growth in the system and inform future decisions around resource allocation in the face of ongoing financial turmoil. Valuing Teaching ♦ The Colleges program, although technically not a teaching academy, has created an effective learning community of medical school teachers: Started in 2001, the Colleges' program consists of 37 faculty educators who function as a cohesive learning community, administrative unit, and cadre of teachers and mentors within the School of Medicine. The Colleges oversee a four-year integrated curriculum of clinical skills and professionalism; teach the Introduction of Clinical Medicine II course throughout the second year through weekly bedside teaching sessions with consistent, small student groups; and provide a consistent faculty mentor for all students throughout their medical school career. Faculty from diverse specialties are selected through a competitive process and devote a minimum of 0.25 FTE to the Colleges; selection criteria include clinical, teaching, and mentoring excellence. Faculty conduct and receive considerable faculty development in addition to direct involvement in curriculum development, teaching, and mentoring activities. ♦ The Teaching Scholars, a nine-month faculty development program, has developed a cadre of faculty educators who continue to work together on educational projects, workshops, and curriculum development after they have completed the formal program. To date, 168 faculty from more than 20 clinical specialties, including nursing, physician assistants, pharmacy, and dentistry, have participated in the program. Many have been promoted and/or gone on to leadership positions at UW and elsewhere. ♦ The UW Medicine Faculty Appointments and Promotions Guide, which augments departmental criteria and the University Faculty Code, states that “to foster innovation and creativity, flexibility is encouraged in how contributions to scholarship, teaching, and service are evaluated and weighted.” The guide describes the scholarship of teaching as an important type of scholarship; teaching contributions listed as scholarship include curriculum development, materials for in-house use, educational software or video, educational information on the Internet, and new methods to evaluate the success of educational programs and the progress of trainees. ♦ Virtually all promotion packets now include a teaching portfolio that documents and highlights the faculty member's educational contributions. ♦ Evaluation of the scholarship of teaching is elicited through solicited evaluations from outside reviews at the time of promotion, including users of the information (faculty, trainees, students, and so on) and/or publication in peer-reviewed journals and presentation at scientific meetings. Curriculum Renewal Process ♦ The UW School of Medicine launched a comprehensive review of the medical school curriculum in 1998. The review was completed in 2001 and implementation of the resulting plan began in 2001-02. ♦ The guiding principles of the charge by the Dean specified that the review should include a balanced, thorough examination of course content examine teaching methods employed, emphasizing the introduction and use of contemporary information technology assure continuity and internal integrity within the curriculum, with strong themes introduced in first year and followed throughout the four years develop clear lines of responsibility and authority for the administration and management of the curriculum and its component parts develop a new approach to teach core clinical skills and professionalism ♦ The curriculum review process was organized into three phases: Phase I assessed the current curriculum, identifying strengths, weaknesses, and opportunities for enhancement; Phase II developed recommended changes to address areas of concern in Phase I; and Phase III developed specific implementation plans for the recommendations. Changes to the first and second years as a result of the curriculum review included addition of an evidence-based medicine and critical thinking first-year course that has evolved into Medical Information for Decision Making greater emphasis on small-group versus lecture-based teaching addition of the Colleges program, in which a cohort of dedicated clinical faculty teach bedside clinical skills to small groups of assigned students throughout the second year and continue to mentor those students throughout their medical school education Major additions to the third and fourth clinical years included: a required 4-week Neurology Clerkship, a required four-week surgical selective, and expansion of the Chronic Care/Rehabilitation Medicine Clerkship from two to four weeks, with focus on chronic care, rehabilitation medicine, geriatrics, pain management, and palliative care. The medical student research requirement was restructured into an Independent Investigative Inquiry, with expanded options for completing the requirement, including data gathering/hypothesis-driven inquiry; critical review of literature; experience-driven inquiry; and a special simulation-based experience. The curriculum management system was restructured to implement year-specific curriculum committees and a curriculum oversight committee. Learning Outcomes/Competencies ♦ The University of Washington School of Medicine learning objectives are available at: http://uwmedicine.washington.edu/Education/MD-Program/Current-Students/Curriculum/Pages/default.aspx. New Topics in the Curriculum Since 2000 ♦ Patient safety is included in the following courses: Medical Information for Decision-Making (first year), Capstone I-Transition to Clerkships (second year), Medicine Health and Society (second year), courses in the Institute for Simulation and Interprofessional Studies (ISIS) (courses available in all years) ♦ Quality improvement is included in the following courses: Medical Information for Decision Making (first year), Medicine, Health and Society (second year), Introduction to Clinical Medicine II (second year), ISIS (all years) ♦ Team-based learning is included in the following courses: Capstone I-Transition to Clerkships (second year), Problem-based Learning (second year), Chronic Care Clerkship (fourth year), Emergency Medicine Clerkship (fourth year), ISIS (all years) ♦ Simulations/training in new surgical techniques are included in the following: Capstone I-Transition to Clerkships (second year), Capstone II-Transition to Residency (fourth year). Started in 2005, ISIS was founded to improve the cost, patient safety, and quality of medicine by improving the education system for health professionals. ISIS trains students, residents, and fellows in psychomotor skills, interprofessional and communication, crisis management, and team building. Currently, ISIS is one of the few simulation centers nationally with a focus on collaborative research and is the nation's only simulation center that has begun to quantify utilization. Future plans focus on integrating education and research to deliver patient safety and quality outcomes and further integrating simulation into education. ISIS currently has 16 courses in which medical students can participate, including basics of airway management, emergency medicine procedures and resuscitation, thoracentesis, suturing and wound management for medical students, fundamentals of laparoscopic surgery, and others. Areas of Increased Emphasis Since 2002 ♦ Cultural competency (incorporated into many courses and programs, including Introduction to Clinical Medicine I and II, Healthcare for the Underserved, and through longitudinal pathway programs that students may undertake: Hispanic Health Pathway, Indian Health Pathway, Global Health Pathway, and Underserved Pathway). ♦ Evidence-based medicine (including the required first-year course Medical Information for Decision-Making). ♦ Bedside clinical-skills teaching, especially through the Colleges program in Introduction to Clinical Medicine II. ♦ Professionalism and ethics (incorporated into multiple courses, including Introduction to Clinical Medicine I and II; Cases in Clinical Ethics; and others). ♦ Medical humanities (incorporated into a number of courses, including Mind, Body and Pen: Writing and the Art of Becoming a Physician; Thinking Visually: How to Observe in Depth). ♦ Global health (incorporated into courses offered through the Department of Global Health, including Introduction to Global Health, Multidisciplinary Perspectives in Global Health, Global Health Challenges, and others). ♦ Successful transitions between training stages (incorporated into Capstone I-Transition to Clerkships and Capstone II-Transition to Residency). ♦ Chronic care, including increased attention to end-of-life care (incorporated into the expanded Chronic Care Clerkship that offers rehabilitation medicine, palliative care, pain management, and geriatrics core options; Respectful Death: Exploring Interdisciplinary End-of-Life Care; and other courses). Changes in Pedagogy ♦ Increased emphasis on small-group learning; success is measured through student course evaluations and faculty course evaluations. ♦ New emphasis on alternative learning technologies—Podcasts, Mediasite, common learning resources across regional sites; success is measured through student and faculty course evaluations. ♦ Increased emphasis on bedside teaching of basic skills; success is measured through annual surveys, exit interviews, student performance, attitude surveys, and other methods. ♦ Provision of transitional instruction between classroom and clerkships and medical school and residency; success is measured by surveys at the completion of transition experiences/courses. ♦ Increased emphasis on vertical integration of medical skills; success is measured by regular discussions between College Faculty with clerkship directors. ♦ Increased emphasis on professionalism; success is measured by end-of-year student surveys, student course evaluations, and exit interviews. ♦ Increased emphasis on mentoring and incorporating mentoring into the educational process through the Colleges; success is measured by student surveys and exit interviews. ♦ Increased emphasis on student and faculty learning communities through the Colleges program; success is measured by student surveys, exit interviews, and faculty surveys. ♦ Increased focus on interprofessional collaboration and teamwork; success is measured through multiple ISIS evaluation mechanisms. Changes in Assessment ♦ Clarification of and emphasis on evaluation of professionalism/professional behavior in education and practice. ♦ Limited utilization of web-based testing in basic science and clinical courses. ♦ Use of NBME subject examinations in clerkships. ♦ Increased centralization and standardization of student evaluation of courses and clerkships across all teaching sites. Clinical Experiences ♦ As the regional allopathic medical school for more than one quarter of the land mass of the United States, the UW School of Medicine relies on approximately 200 clinical training sites throughout the five-state WWAMI region (Washington, Wyoming, Alaska, Montana, and Idaho) for ensuring that the students have exposure to an appropriate mix of clinical teaching settings. ♦ The main teaching hospitals and clinics in Seattle are the University of Washington Medical Center, Harborview Medical Center, UW Physicians Neighborhood Clinics, Seattle Children's Hospital, and the VA Puget Sound Health Care System; Northwest Hospital and Regional Medical Center joined UW Medicine in 2010. ♦ These sites are supplemented in the WWAMI region with major, well-established hospital teaching sites in Boise, Idaho, Anchorage, Alaska, Billings and Missoula, Montana, and Spokane, Washington, and smaller hospitals and clinics in towns and cities across the WWAMI region. ♦ The clinical instruction is rated very highly by medical students and is regarded as the greatest strength of the curriculum; the individual clerkships receive exceptional overall ratings, in particular for teaching and patient care interactions. ♦ Because students complete their clerkships across five states with multiple clinical instructors, collecting and providing grades and feedback on clinical performance can take long periods of time; new electronic resources are strongly mitigating this time lag. ♦ The logistics of travel to and housing and services at clinical sites throughout the five-state region can be challenging, especially for students with families; the school and individual clerkships attempt to reduce this challenge as much as possible by providing housing at distant sites. ♦ Residents do not teach students in all regional clinical sites; this introduces both challenges and opportunities. Residents are a good source of constant teaching for students and introduce different levels and types of instruction; where residents are not available for teaching, students have a unique opportunity to work directly and closely with attending physicians, particularly in small rural sites. Regional Campuses ♦ The University of Washington School of Medicine's WWAMI (Washington, Wyoming, Alaska, Montana, Idaho) program utilizes six regional campuses, in addition to the main campus in Seattle, for the first year of medical school: Montana State University—Bozeman, Montana University of Alaska at Anchorage—Anchorage, Alaska University of Idaho—Moscow, Idaho University of Wyoming—Laramie, Wyoming Washington State University—Pullman, Washington Washington State University Riverpoint Campus—Spokane, Washington (started in 2008, adding 20 medical students per class to the School of Medicine) Highlights of the Program/School The Colleges program provides students with a combination of strong, standardized bedside clinical-skills training in the second year in small-group settings, sustained mentoring from a College faculty member throughout students' education, and community and connectedness in the context of a large medical school. As the medical school for the five WWAMI states, the UW School of Medicine's regional program is truly unique; the strong partnership that has developed among universities across these states, including legislatures, academic and community physicians, and health care professionals, is a model of collaboration, resource sharing, and cost efficiency. The School of Medicine focuses on and has relative success in addressing the need for primary care and health care for underserved regions while maintaining a strong research program. In its efforts to increase and enhance primary care and health care for the underserved, the School has developed unique programs, such as the Targeted Rural Underserved Track (TRUST), the WWAMI Rural Integrated Training Experience (WRITE), and the Rural/Underserved Opportunities Program (R/UOP) programs, in which students spend from weeks and months to entire years in rural and underserved communities learning medicine. The Department of Global Health, founded in 2007 as a joint department within the schools of Medicine and Public Health, builds and expands on long-standing strengths in infectious diseases. Students have multiple options for courses and international experiences. Additional educational opportunities are provided through the Institute for Health Metrics and Evaluation, established in 2007. It is a research center that measures the world's pressing health issues and provides scientific evaluations of health system and program performance for guiding health policy and accelerating global health progress.

In the United States, most universities and colleges ask students to complete course evaluations at the end of each semester. They ask students how much they’ve learned, how much they studied, whether the instructor seemed well-prepared, and how valuable the class was overall. This chapter examines how colleges routinely make faculty hiring, retention, and promotion decisions on the basis of what they ought to know are invalid tests. It argues that student course evaluations do not track teacher effectiveness. Using these as the bases of determining hires, promotions, tenure, or raises for faculty is roughly on par with reading entrails or tea leaves to make such decisions. The chapter also explains why universities continue to use student course evaluations.

Muhasebe çevresinin ve muhasebeden beklentilerin değişmesi muhasebe eğitimi kalitesinin yeni imkan ve ihtiyaçlar doğrultusunda geliştirilmesini zorunlu kılmaktadır. Eğitim kalitesinin artırılmasının yollarından biri de algılanan eğitim kalitesini belirlemek, algının hangi noktalarda farklılaştığını tespit etmek ve kalitenin arttırılmasına dönük yöntemler belirlemektir. Bu araştırmanın da temel amacı muhasebe eğitim kalitesine katkı vermektir. Bu amaçla muhasebe eğitiminde oldukça önemli bir ağırlığa sahip olan genel muhasebe ve bilgisayarlı muhasebe derslerinin öğrenci ders değerlendirilme anket sonuçları ortalamaları ve bu ortalamaların bazı kategorik değişkenlere göre istatistiksel olarak anlamlı bir farklılık gösterip göstermediği incelenmeye çalışılmıştır. Ezine Meslek Yüksekokulu’na devam eden 89 öğrenciden anket yöntemiyle toplanan verilerin sonuçlarına göre, genel muhasebe dersi genel ortalaması 4,228; bilgisayarlı muhasebe dersi genel ortalaması 4,535’dir. Genel muhasebe dersinde, öğrencinin kayıtlı olduğu program ve devam durumu değişkenlerine göre öğrenci ders değerlendirme anketi ortalama puanları istatistiki açıdan anlamlı farklılık gösterirken; sınıf, beklenen başarı notu, cinsiyet ve yaş aralığı değişkenlerine göre öğrenci ders değerlendirme anketi ortalama puanları istatistiki açıdan anlamlı farklılık göstermemektedir. Bilgisayarlı muhasebe dersinde öğrencinin kayıtlı olduğu program ve cinsiyet değişkenine göre öğrenci ders değerlendirme anketi ortalama puanları istatistiki açıdan anlamlı farklılık gösterirken; devam durumu, beklenen başarı notu ve yaş aralığı değişkenlerine göre öğrenci ders değerlendirme anketi ortalama puanları istatistiki açıdan anlamlı farklılık göstermemektedir.

This paper presents the research design and preliminary findings from a study on supporting online students in a collaborative design project. The Collaborative Investigation, Design, Evaluation and Revision (CIDER) approach was used to scaffold the learning activities. CIDER is a learn-technology-by-design approach for collaborative resource design and development. This phase of the study was conducted in a Graduate Certificate in Higher Education unit at an Australian university. Participants, working in small groups, collaboratively developed electronic teaching resources, including a digital story and a website. Data sources for this study include student artefacts, evaluation data, survey data and peer-review feedback from two unit cohorts. The results indicate that geographical proximity was not the key factor in the group's success; rather, a shared disciplinary area was a better indicator of the students' ability to develop an online resource. Moreover, the results indicate that formative evaluation via a peer review process offered a practical way of determining the quality or potential quality of a web-based learning resource before it is published.

The U.S. Air Force School of Aerospace Medicine (USAFSAM) is an internationally renowned center for aerospace medical learning. During the coronavirus disease-19 (COVID-19) pandemic, rapid course conversion to an online format was required to maintain student throughput and faculty training while ensuring faculty and student protection. Two in-residence courses, the Basic Leadership Airman Skills Training (BLAST) course and Basic Instructor Course (BIC), were used to pilot this conversion process. Through the pilot conversion of both courses, lessons learned were obtained from the implementation team as well as student feedback for the two course formats. A comparison of student evaluations, conducted separately for BIC and BLAST courses, showed some statistically significant differences in in-person and online student course evaluations; however, the differences were not substantive. Students strongly agreed they could perform tasks required by their career field based on what they learned, regardless of the type of course delivery. Instructors observed the online environment to be engaging, adaptable, and aided in the reduction of traditional in-person challenges. The positive attributes gained by online delivery, potential cost savings, and the initial findings regarding student evaluations suggest virtual courses may be beneficial to educating Airmen, while continuing to attain outcomes similar to traditional, in-person offerings.

This research shows an audience of fellow computer science teachers that there is benefit in testing college student's scientific reasoning skills and that the students increase their logical thinking skills in computer science classes when they are presented with real world problems, engaged in group activities, and given hands-on experiments.Students' scientific reasoning skills from several different computer science courses are analyzed and tested before and after taking the computer science course to measure their improvement in logical thinking. The higher order thinking skills test results are compared, and the overall class and individual student improvement between the classes that use different teaching strategies are analyzed. Also, the test results are compared with students' ability to perform adequately in a computer science course. This information is valuable to advisors when placing students in computer science courses.In the assessments of students' entering knowledge and evaluations of students' thinking improvement, the students' individual higher order thinking skills as well as their overall level of cognitive development are analyzed. Through the analysis of their individual skills and level of thinking, one can expand conclusions about the students' and teacher's performance over time.

In today's digital era, information technology has changed various aspects of life, including in the world of education. Era 4.0 provides new challenges for education, including in assessing teacher performance. Teacher performance evaluation is an important aspect in improving the quality of education. However, in measuring teacher performance, there are many factors to consider, including student learning styles. This research was conducted at the Paba Binjai school by conducting direct interviews with 700 students who would fill out questionnaire data. This method is a popular method used in cluster analysis, which aims to group data into several homogeneous groups based on the similarity of the attributes possessed. there are 4 data and group 3 there are 6 data. The explanation of the 3 groups is as follows: 1. Cluster 1 There are 12 data 6.4 1.9 1.6 Based on the above calculations it can be seen that in cluster 1 the teacher performance assessment data in the learning styles of SMK Paba Binjai students in the Subject group ( X) is Computer and Network Engineering, for the Student Evaluation Learning group (Y) is Achieved, and in the Learning Style group (Z) is Auditory. 2. Cluster 2 There are 4 data 7.75 2.5 1.5 Based on the above calculations it can be seen that in cluster 2 the data on teacher performance assessment in the learning styles of Paba Binjai Vocational High School students in the Subject group (X) is Software Engineering, for the group Student evaluation (Y) is quite achieved, and in the learning style group (Z) is auditory. 3. Cluster 3 There are 6 data 6.5 1.5 1.6 Based on the above calculations it can be seen that in cluster 3 the teacher performance assessment data in the learning styles of Paba Binjai Vocational High School students in the Subject group (X) are Computer and Network Engineering, for the student evaluation group (Y) is achieved, and in the learning style group (Z) enough is auditory. This assessment is used as a consideration for school principals in deciding teachers who lack integrity and produce a group of teachers who have very good, good, moderate, and poor teaching quality.

It seems clear that the use of systematic student ratings of college teaching has increased since Astin and Lee's study [1] of a decade ago. Seldin [40] found that more than half of the private liberal arts colleges that he surveyed now use systematic student ratings. The collection and use of other kinds of teaching evaluation data (i.e., informal student opinions, classroom visits, colleagues opinions, scholarly research and publication, student examination performance, course syllabi and examinations, long term follow-up of students, alumni opinions, and graduate distributions) seems to have decreased in Seldin's study, with the exception of committee evaluations. Likewise, Riggs [37] reported a high use of student ratings in AACTE schools (86 percent in 1975). It would appear that student ratings have become an important, if not the most important, kind of systematically collected data considered in evaluating college teaching. The use of student ratings as a means of evaluating college teaching has caused a considerable stir in higher education. Researchers have conducted numerous studies aimed at examining the validity of student ratings in terms of such validity criteria as student achievement, course grades, and instructor behavior [13, 15, 21, 22, 30, 49, 53]. In general, the results have been mixed and the validity issue still appears to be far from settled. While the research regarding the reliability of student ratings is generally supportive [13], Seiler et al. [39] report that the reliability of student ratings over time is low (accounts for less than 40 percent of the variance). Some faculty unions have limited, through collective bargain-

Student evaluations provide rich information about teaching performance, but a number of factors beyond teacher effectiveness influence student evaluations. In this study we examined the effects of professor gender and perceived age on ratings of effectiveness and rapport as well as academic performance. Participants (N = 308) saw a picture of either a young or old male or female professor while listening to an audio lecture. Students reported greater perceived rapport with the female relative to the male professors and for younger versus older professors. However, students reported the male professors as more competent than the female professors. An interaction revealed that among female professors only, younger women were rated higher on rapport than comparison conditions. Thus, age and gender bias likely impact student evaluations of teaching. Our study also revealed higher quiz grades in the older-female condition, perhaps best explained by the older woman activating a schema for “mom.” Taken together, our results indicate that professor competence and kindness may foster learning best in the context of high expectations.

Through the use of existing grade and student survey data, this study investigated online courses offered at a public four-year university. Specifically, the study explored differences in student success rates between online and face-to-face courses for traditional undergraduate students as well as the climate of student perceptions towards online courses. Our general results suggest that students performed better in, and had higher levels of preference toward, traditional face-to-face formats. However, overall perceptions of online courses were positive, with students viewing instructional technologies as reliable and easy to use, as well as reporting that online technologies facilitated prompt feedback, enhanced their problem-solving skills, and met their learning needs. Alongside this, students exhibited positive views towards their instructors’ skill level and use of technology to support academic success. Logistic regression analyses of differences in student success across instructional formats revealed interaction effects with variables of age (nontraditional/traditional), aid status and whether or not courses were taken to fulfill general education or major requirements, suggesting a more complex effect of instructional format across student subpopulations. The variability in the results observed in the current study warrant further exploration before definitive conclusions on the impact of instructional format on student outcomes and perceptions can be made.

Business statistics courses are not typically popular, and students often find the examples and textbook problems tedious and irrelevant. In this article, the author describes a pedagogy project that keeps students interested and working effectively in a large class. Through a student survey, the author gathered data on students' university experience and demographics. The class used the Statistical Package for the Social Sciences (SPSS) data set for demonstration of a range of statistical techniques. The student survey instrument and data set provided examples and problems for each of the major topics of the course. Student comments and performance demonstrated the project's positive results.

Purpose The purpose of this paper is to share the author’s viewpoint on how to increase student response rate in course evaluation surveys. Design/methodology/approach The approach is to highlight measures which increased student response rate in online surveys of the author’s teaching evaluation at The University of the West Indies, Jamaica. Findings This viewpoint suggests that student response rate to course evaluation can be improved by the lecturer’s effective communication. The examples of effective communication are given in this paper. Originality/value This work will encourage the lecturers to initiate more student engagement to improve response rate of their teaching evaluation.

Background: Students are a popular source of data to evaluate the performance of clinical teachers. Instruments to obtain student evaluations must have proven validity. One aspect of validity that often remains underexposed is the possibility of effects of between-student differences and teacher and student characteristics not directly related to teaching performance.Aim: The authors examined the occurrence of such effects, using multilevel analysis to analyse data from the Maastricht clinical teaching questionnaire (MCTQ), a validated evaluation instrument, in a veterinary curriculum.Methods: The 15-item MCTQ covers five domains. The authors used multilevel analysis to divide the variance in the domain scores in components related to, respectively, teachers and students. They estimated subsequent models to explore how the MCTQ scores are dependent on teacher and student characteristics.Results: Significant amounts of variance in student ratings were due to between-teacher differences, particularly for learning climate, modelling and coaching. The effects of teacher and student characteristics were mostly non-significant or small.Conclusion: Large portions of variance in MCTQ scores were due to differences between teachers, while the contribution of student and teacher characteristics was negligible. The results support the validity of student ratings obtained with the MCTQ for evaluating teacher performance.

Student background characteristics, course section, and student course evaluations were assessed regarding their effect on learning. The Ss were 138 college undergraduates in six sections of introductory educational psychology. Ss completed course evaluations, a background questionnaire, and two criterion instruments: an achievement test and a problem-solving exercise. After exploratory analyses, fixed order stepwise multiple regression was utilized to determine the contribution of each of the variables to the criteria. Grade point average, previous experience with children, sex, and section pred icted achievement. Previous experience with children, section, and two aspects of course evaluation predicted p roblem solving. The discussion emphasized the significance of the variables studied and the use of the technique of entering ordered classes of variables in predicting learning.

Universities are confronted with significant potential and problems as a result of the rapid digital change brought about by the arrival of the Industry 4.0 era. In this regard, university administrators' and educators' roles and competences are changing to become more innovative and prepared for the digital age. This study looks at how administrators' digital leadership affects teachers' performance in the classroom and how teachers' digital competency functions as a mediator in Inner Mongolian Chinese colleges. Through the improvement of teachers' digital competency, administrators' digital leadership significantly improves teachers' teaching performance, both directly and indirectly, according to data gathered from 386 university instructors and analysed using Structural Equation Modelling (SEM) with AMOS. The results highlight how enhancing teachers' digital competency through focused and ongoing professional development can boost the benefits of digital leadership and raise the calibre of instruction. The theoretical knowledge of digital leadership mechanisms in higher education is enhanced by this study, which also offers useful suggestions for developing instructors who are proficient in digital technology and innovative educational university administrators. By contextualising these findings within Inner Mongolia while connecting them to global trends in digital education, the study also extends the international relevance of digital leadership research.