What is the average salary for Radford University faculty. How has faculty compensation changed over recent years. What are the different employment classifications at Radford University. How do salaries compare between instructional and non-instructional staff.
Radford University: An Overview of Faculty and Staff Salaries
Radford University, a public four-year institution located in Radford, VA, boasts a total enrollment of 8,998 students across its undergraduate and graduate programs. With a student-to-faculty ratio of 13 to 1, the university is classified as a Master’s College and University with larger programs according to the Carnegie Classification system.
The university employs a total of 1,283 individuals, including both instructional (faculty) and non-instructional staff. Understanding the salary structure and trends at Radford University is crucial for prospective employees and those interested in higher education compensation.
Average Salary Breakdown
- Faculty average salary: $80,266
- Non-instructional staff average salary: $57,222
These figures represent a significant increase from the previous year, with faculty salaries rising by 6.88% ($5,356) and non-instructional staff salaries increasing by 4.19% ($2,301).
Faculty Salary Trends at Radford University
To better understand the evolution of faculty compensation at Radford University, let’s examine the data from the past three academic years:
| Academic Year | Headcount | Salary Outlays | Average Salary |
|---|---|---|---|
| 2021-2022 | 489 (-3.55%) | $40,676,209 (+3.09%) | $83,182 (+6.88%) |
| 2020-2021 | 507 | $39,457,951 | $77,826 |
| 2019-2020 | 535 | $41,829,491 | $78,186 |
This data reveals an interesting trend: despite a decrease in faculty headcount, the average salary has increased significantly. This suggests that Radford University may be focusing on retaining and attracting high-quality faculty members through competitive compensation packages.
Non-Instructional Staff Salary Analysis
Similarly, let’s examine the salary trends for non-instructional staff at Radford University:
| Academic Year | Headcount | Salary Outlays | Average Salary |
|---|---|---|---|
| 2021-2022 | 794 (-2.70%) | $45,434,071 (+1.38%) | $57,222 (+4.19%) |
| 2020-2021 | 816 | $44,815,548 | $54,921 |
| 2019-2020 | 876 | $46,125,919 | $52,655 |
The data shows a consistent increase in average salary for non-instructional staff, even as the headcount has decreased. This pattern mirrors that of the faculty salary trends, indicating a university-wide approach to improving compensation.
Employment Classifications at Radford University
Radford University employs individuals across various classifications, each with its own unique characteristics and compensation structures. Understanding these classifications is essential for prospective employees and those interested in higher education employment practices.
Classified Non-exempt Employees
These positions are subject to the Virginia Personnel Act and are entitled to earn the federal minimum wage and qualify for overtime pay. Key points include:
- Overtime calculated at 1.5 times the hourly rate for hours worked beyond a 40-hour workweek
- The university’s FLSA workweek runs from Sunday to Saturday
- Required to submit web time entry timesheets reporting actual hours worked and leave time taken
Classified Exempt Employees
Also subject to the Virginia Personnel Act, these positions differ from non-exempt in the following ways:
- Job duties and salary meet US Department of Labor regulations for exempt status
- Not eligible for overtime pay but may earn compensatory leave in certain circumstances
- Paid a salary on a semi-monthly basis
- Required to submit leave reports for exception time taken during the pay period
Administrative and Professional (AP) Faculty
This classification typically includes executive-level leadership roles and those directing vital university functions. Notable aspects include:
- Roles such as Vice President, Vice Provost, Dean, and Assistant or Associate Vice President or Dean
- Typical contract period from June 25 to June 24
- Paid a salary on a semi-monthly basis
- Required to submit monthly leave reports for exception time taken
Teaching and Research (T&R) Faculty
This category encompasses various academic positions, including:
- Tenured Faculty
- Tenure-track Faculty
- Clinical Faculty
- Research Faculty
T&R Faculty are primarily classified by appointment type for payroll purposes. They may have either academic year appointments (mid-August to mid-May) or calendar year appointments for those with year-round responsibilities.
Radford City Public Schools: Context for University Employment
Understanding the local context in which Radford University operates provides valuable insight into the overall employment landscape. Radford City Public Schools, which encompasses the area where the university is located, offers the following demographic and economic information:
- Total households: 5,573
- Number of schools: 4 (including Pre-K and K-12)
- Total students: 1,613
- Median home value: $170,800
- Average rent cost: $728
- Average household income: $36,297
- Unemployment rate: 4.50%
- Health insurance coverage: 91.88%
This data provides context for the salaries offered at Radford University, helping to frame them within the local economic environment.
Comparing Radford University Salaries to National Averages
To better understand how Radford University’s compensation compares to national standards, let’s examine some national averages for similar positions in higher education:
- Average salary for postsecondary teachers (nationwide): $79,640 (Bureau of Labor Statistics, 2021)
- Average salary for education administrators at colleges and universities: $97,500 (BLS, 2021)
Comparing these figures to Radford University’s averages:
- Radford University faculty average: $80,266
- Radford University non-instructional staff average: $57,222
We can see that Radford University’s faculty salaries are slightly above the national average for postsecondary teachers. However, it’s important to note that this comparison doesn’t account for factors such as cost of living in Radford, VA, or specific disciplines within academia, which can significantly impact salary levels.
Factors Influencing Salary Growth at Radford University
Several factors may contribute to the observed salary increases at Radford University:
- Competitive market pressures: To attract and retain top talent, universities must offer competitive salaries.
- Cost of living adjustments: Regular increases to keep pace with inflation and local economic conditions.
- Performance-based raises: Rewarding high-performing faculty and staff with salary increases.
- Structural changes: Shifts in the composition of faculty and staff, potentially eliminating lower-paid positions and focusing resources on higher-paid roles.
- State funding: Changes in state appropriations for higher education can impact university budgets and, consequently, salaries.
Understanding these factors can help contextualize the salary trends observed at Radford University and provide insight into potential future developments in compensation.
The Impact of Salaries on Radford University’s Academic Performance
Competitive salaries can play a crucial role in attracting and retaining high-quality faculty and staff, which in turn can impact the university’s academic performance. Some potential effects include:
- Improved student outcomes: Higher-paid, more experienced faculty may contribute to better student learning and graduation rates.
- Enhanced research output: Competitive salaries can attract faculty with strong research profiles, potentially increasing the university’s research productivity and prestige.
- Increased student satisfaction: Well-compensated staff may provide better support services, leading to improved student experiences.
- Stronger recruitment: Competitive salaries can help Radford University attract top talent, both in faculty and administrative roles.
While salary is not the only factor influencing academic performance, it is an important consideration in the overall health and success of the institution.
Faculty & Staffs Salary at Radford University
Radford University is a public, four-years institute located in Radford, VA. It has a total enrollment of 8,998 including undergraduate and graduate schools and the students to faculty ratio is 13 to 1. It is a Master’s College and University (larger programs) by Carnegie Classification.
Average Employee Salary
Radford University has 1,283 employees including both instructional staffs (faculties) and non-instructional staffs. The average salary for faculties is $80,266 and $57,222 for all non-instructional staffs. The faculty salary has risen 6.88% ($5,356) from last year. The non-instructional staff salary has risen 4.19% ($2,301) from last year.
The following tables describe the average salary by occupation at Radford University. The number in parentheses shows the percentage change in the current year’s salary compared to the previous year.
| Year | Headcount | Salary Outlays | Average Salary |
| 2021-2022 | 489 -18 (-3.  55%) | $40,676,209 +$1,218,258 (3.09%) | $83,182 +$5,356 (6.88%) |
| 2020-2021 | 507 | $39,457,951 | $77,826 |
| 2019-2020 | 535 | $41,829,491 | $78,186 |
| Detailed faculty salary | |||
| Year | Headcount | Salary Outlays | Average Salary |
| 2021-2022 | 794 -22 (-2.70%) | $45,434,071 +$618,523 (1.38%) | $57,222 +$2,301 (4.19%) |
| 2020-2021 | 816 | $44,815,548 | $54,921 |
| 2019-2020 | 876 | $46,125,919 | $52,655 |
| Detailed staff salary | |||
Radford City Public Schools General Information
Radford University located in Radford City Public Schools area.
A total of 5,573 households are located in Radford City Public Schools area. It has 4 including Pre-K and K-12 schools with 1,613 students. The median value of home price is $170,800 and the average rent cost is $728. You can view more detail about Radford City Public Schools including schools by level, demographic, and economic characteristics at Living in Radford City Public Schools page
| Web | http://www.rcps.org |
|---|---|
| PHONE | (540)731-3647 |
| Number of Schools | 4 schools |
| Total Students | 1,613 students |
| Total Households | 5,573 households |
| Population | 14,734 |
| Child Population | 2,918 |
| Average Home Price | $170,800 |
| Average Rent Cost | $728 |
| Average Household Income | $36,297 |
| Unemployment Rate | 4. 50% |
| Health Insurance Coverage | 91.88% |
Full Time Employees – Radford University
Full time employees are benefits eligible and work in a variety of employment classifications described below.
Classified Non-exempt Employees
Classified positions are subject to the Virginia Personnel Act. Non-exempt employees are entitled to earn the federal minimum wage and qualify for overtime pay, which is calculated as one-and-a-half times the hourly rate, for every hour they work, above and beyond a standard 40-hour workweek. The University’s 40-hour FLSA work week runs from Sunday to Saturday. Classified non-exempt employees are required to submit web time entry timesheets to report actual hours worked and leave time taken for each work day within the pay period.
- Classified Employee Handbook
Classified Exempt Employees
Classified positions are also subject to the Virginia Personnel Act.
To be exempt, the specific job duties and salary meet the requirements of the US Department of Labor regulations. Exempt classified employees are not eligible for overtime pay but may earn compensatory leave in certain circumstances. Classified exempt employees are paid a salary on a semi-monthly basis and are required to submit leave reports for exception (leave) time taken during the pay period.
- Classified Employee Handbook
Administrative and Professional (AP) Faculty
Administrative faculty typically serve in executive level leadership roles such as Vice President, Vice Provost, Dean, and Assistant or Associate Vice President or Dean. Professional faculty may direct or provide support for vital university functions such as academic, administrative, outreach, athletic or other programs. The typical contract period is from June 25 to June 24
Administrative and Professional Faculty are paid a salary on a semi-monthly basis and are required to submit monthly leave reports of exception (leave) time taken during the monthly period (10th of the month to the subsequent 9th of the month).
- Administrative and Professional Employee Handbook
Teaching and Research (T&R) Faculty
Teaching and Research Faculty employment classifications include, but are not limited to, Tenured Faculty, Tenured-track Faculty, Clinical Faculty and Research Faculty. For payroll purposes, T&R Faculty are primarily classified by appointment type. Academic year appointments are for the nine-month academic year, defined as mid-August to mid-May. Faculty members may also be assigned responsibilities that extend throughout the calendar year. Such faculty members will be on a calendar year appointment with provisions for annual leave. Calendar year T&R faculty follow the A&P Faculty Handbook leave policies unless otherwise designated in their contracts.
Academic year faculty have their contract salary paid over 24 pay periods. For example, a 9-month faculty member’s salary is earned over 9 months (18 pay periods) but the payment of these wages is spread over 12 months (24 pay periods).
Academic year faculty do not earn leave and are not required to submit leave reports.
Calendar year faculty members are paid a salary on a semi-monthly basis over 24 periods and are required to submit monthly leave reports of exception (leave) time taken during the monthly period (10th of the month to the subsequent 9th of the month).
- Teaching and Research Faculty Handbook
University Police
The University has a full-service, sworn, accredited police force. Law enforcement officers are paid on a semi-monthly basis and required to work at least 168 hours within 28 days before they begin to earn overtime. Law enforcement officers are required to submit time sheets of hours worked and leave time taken.
Other Employee Payments
For Faculty, supplemental payments include but are not limited to intersession teaching, temporary pay for extra duties/projects not included in a regular teaching/administrative contract, bonuses, administrative stipends, and overload teaching assignments.
For classified positions, supplemental payments include but are not limited to bonuses and temporary payments for services in addition to normal job duties.
According to the Code of Federal Regulations, section 2 CFR § 200, All types of additional compensation paid by the University that are not included in the employee’s Base Salary are considered additional compensation for the purpose of calculating compensation maximums. Faculty may earn no more than 33 and one third percent (33.33%) of their annual salary for all supplemental pay. Most supplemental earnings are default earnings paid on a semi-monthly basis.
Based on job responsibilities, employees may be eligible to receive a mobile stipend to cover the business use of personal cell phones. Mobile stipends are approved by the Division and the Controller’s Office. The stipends may include both a pretax and taxable portion. Mobile stipends are default earnings paid semi-monthly.
On occasion, Relocation Assistance may be offered to new hires.
Relocation assistance stipends are paid in lump sum payments that are federally taxable income and limited to one per household. The university does not reimburse employees for the actual costs of moving and relocation nor does the university pay for moving costs on behalf of employees (such as paying common carriers or moving companies). If an employee does not remain in the employ of the university for a full 12-months from the date of hire, repayment of this stipend may be required.
In addition, full-time employees may be eligible for certain payouts upon separation from the university or employment classification change. These may include leave payouts and contract payouts of academic year faculty deferred regular pay.
Refer to the applicable employee handbook in addition to the Benefits website for more information on eligibility for leave payouts.
Last Updated: 6/9/2023
Jobs and Salaries – Teachers of universities and other institutions of higher education
Teachers of universities and higher education institutions prepare and give lectures, conduct practical classes in one or more subjects within the prescribed course of study at a university or other institutions of higher education.
They conduct research, write scientific reports and papers.
Skill level:
Highly skilled
Check your income with colleagues
- The range of minimum and maximum salaries of colleagues in the profession – Teachers of universities and other universities – from 22,238 ₽ to 42,903 ₽ per month – 2023.
- University and non-university teachers typically earn between $22,238 and $59,011 after deductions per month when they start working.
- After 5 years of work, the salary is from 26,623 ₽ to 74,152 ₽ per month for a 40-hour work week.
Salary calculator
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- College teacher, mathematics, computer science
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- Assistant student
Job descriptions for specialists
- Compilation and modification of curricula and development of training courses in accordance with the requirements of
- Preparing and giving lectures, conducting practical classes, seminars and laboratory classes
- Stimulation of discussion and development of independent opinion among students
- Guidance, where appropriate, for experimental and practical work carried out by students
- Administration, assessment and marking of examination papers and tests
- Supervising research by graduate students or other members of the department
- Research, development of concepts, theories and methods for application in industry and other fields
- Preparation of scientific books, papers or articles
- Participation in meetings of the department, faculty, conferences and seminars
Fill out an anonymous questionnaire and find out about the salaries of your colleagues.
- College Lecturer, Humanities
- College teacher, health and medicine
- College Lecturer, Engineering, Transportation, Logistics
- College teacher, mathematics, computer science
- College teacher, agriculture and ecology
- College teacher, economics, business, management
- Assistant student
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The amount of salary in universities turned out to be weakly related to scientific results – News – IQ Research and Education Portal – National Research University Higher School of Economics0084 Since 2012, universities have begun to massively switch to effective contracts with employees to stimulate research and active inclusion in the global academic market.
Together with the May presidential decrees, this led to an increase in university salaries. However, what exactly are the duties that increase remuneration – teaching, research, or administrative activities? The answer to this question will improve the system of effective contracts, so that it is beneficial to both teachers and universities.
In practice: Research productivity, as measured by the number of publications in scientific journals, actually brings higher wages to university workers. Nevertheless, the administrative burden, as in the Soviet era, turns out to be more profitable and gives much more dividends. What can not be said about teaching: premiums to the base rate for this type of activity are minimal.
Now more
Employees of the HSE Institute for Institutional Studies Ilya Prakhov and Viktor Rudakov studied how their main responsibilities contribute to the salary structure of university employees: teaching, research and administrative.
It was important to understand what the monetary return from different types of activities is, since most university employees perform several functions at once. The results of the study are published in edition European Journal of Higher Education .
What is it about?
Ideally, in the system of effective (incentive) contracts, to which Russian universities have switched, every academic result should be rewarded. Usually we are talking about measurable indicators: audience load, the number of published articles or monographs, etc. It is more difficult to talk about others, although they certainly exist. For example, the ability to inspire students, rally a research team, etc. In addition to financial, there are also non-monetary incentives to work: recognition of colleagues, satisfaction from research projects. They also affect academic productivity.
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The purpose of an incentive contract is to link an employee’s remuneration to their performance.
Bonuses for successful work are added to the base part. The right motivational schemes are beneficial for both employees and universities. The former achieve more and get more money for it, while the latter increase their performance and increase their competitiveness. This is especially important in the context of the transition to a knowledge economy and the increasing role of the academic sector.
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Conversely, ill-conceived contracts can ruin a university’s reputation. If, for example, only the quantity, but not the quality, of publications in scientific journals is taken into account, there is a threat of a flood of bad articles. The university will get a bad name. At the same time, serious scientific projects may suffer, since they are not always quickly converted into articles.
In terms of international competitiveness, quality science is especially important for universities. It improves their positions in prestigious international rankings. In addition, university developments and inventions are the driver of the economy, which, of course, does not detract from the importance of teaching.
The emphasis on university research is essentially an attempt to balance the system. During the Soviet era, universities were more about teaching than science. Research centers and institutes of the Academy of Sciences were often considered its stronghold. With the reform of higher education, universities have the opportunity to combine effective teaching with scientific breakthroughs. And in the early 2010s, money also came there, designed to mitigate the consequences of the crisis for science in the 1990s.
Then, 30 years ago, a powerful brain drain began in Russia. Some of the researchers went abroad, some left science. Salaries in universities were low, employees had to work in several places at once. So, in 2000, only about a quarter of the faculty (PTS) of Moscow State University. M.V. Lomonosov did not have additional work.
The salary structure at that time could not stimulate research. It consisted of a basic salary, which was almost equal for teachers with the same academic rank, and allowances, which were determined by the universities themselves.
The ratio of the base part and the allowance averaged 30% to 70%. Professors could be rewarded for additional teaching, research, and administrative duties. However, the basic part did not exceed 25% of the average salary in the country, so that even with all the additional payments, monetary remuneration in universities was low. As a result, the academic profession has lost its appeal.
In the second half of the 2000s, higher education began to change. Universities with a special status began to appear. 2006 is the time of the creation of the first federal universities, large regional centers of higher education, focused, however, more on teaching. But the national research universities (NRUs) that began to appear in 2008 focused precisely on science.
The year 2012 became even more significant, when on May 7 Presidential Decree No. 597 was issued stating that by 2018 the average salary of teachers and researchers at universities should be at least 200% of the average regional salary.
And decree number 599, published on the same day, set the goal of “by 2020 at least five Russian universities to enter the top 100 leading world universities according to the world university rankings” (the “5-100” project). All these changes undoubtedly affected the employees of universities.
At the same time, university employees have an additional motivation to work – monetary. Thus, in 2012-2015, the increase in the average academic salary was 45%, although in real terms this figure is undoubtedly less due to inflation.
Following the increase in salary, research work also became more active. The number of publications in scientific journals indexed in international databases has increased markedly. So, in the same 2012-2015, the number of Russian papers indexed in Scopus and Web of Science (WoS) almost doubled. The question is, what financial dividends did scientific work bring to university employees?
How did you study?
The scientists built their conclusions on the data of a large-scale project of the National Research University Higher School of Economics – Monitoring the Economics of Education.
Ilya Prakhov and Viktor Rudakov evaluated regression models reflecting the structure of salaries in the academic sector (with an emphasis on 2012-2017). The dependent variables, the natural logarithms of monthly wages, were linked to the independent variables, research, teaching, and administration. At the same time, gender, age, work experience of employees and the status of the university were controlled. Both NRUs and universities participating in the 5-100 Program, as well as universities without a special status, were considered.
The salary of university teachers depends on many parameters: human capital (knowledge and competencies), socio-demographic characteristics (gender, age, etc.), job characteristics (status and type of university, region), etc. However, to understand the work of an effective contract, observable indicators are important: publications in journals (their availability and number), editorial of scientific books, patents for inventions, speeches at conferences, etc.
The researchers compared the situation with salaries before and after the reforms. In the pre-reform period, professors’ salaries were largely determined by their administrative status and length of service, while the contribution of the research component was small.
What did you get?
A study by Ilya Prakhov and Viktor Rudakov showed that if we rank various aspects of academic work in terms of monetary return, then the administrative burden still comes first. And scientific achievements – only on the second.
However, the contribution of publications to wages still increased compared to the pre-reform period, which indicates the potential effectiveness of the incentive contract, albeit with a number of restrictions.
First, the structure of academic remuneration differs depending on the status of the university. If you look at the data on research productivity, then for the entire sample of universities, publications in Russian scientific journals most of all affect salaries, adding up to 19%.
And articles in journals included in Scopus / WoS – up to 11-12%.
At the same time, the situation is better in universities with a special status. “The number of publications in journals indexed in Scopus/WoS has almost the largest contribution to salary: each published article can add about 22% to the adjusted salary,” the researchers write.
This is logical. Such publications allow universities to rise in the world rankings, which is extremely important for universities with a special status. Not surprisingly, they include such publishing activity in incentive contracts.
Thus, the structure of effective contracts in the NRUs and universities participating in the 5-100 Program accurately reflects the purpose of introducing these universities in the course of reforms. Engaging in science is promising and profitable. Competently build relationships between universities and employees – too. But the number of articles in Russian scientific journals has a negative impact on salaries in “status” universities.
Apparently, there is no tangible reward for them.
The situation is slightly different in ordinary universities. Publications in Russian scientific journals and the number of articles in journals indexed in Scopus/WoS are significant, but the effect for the latter is less than for universities with status. It seems that regular universities provide research awards, but the quality of scientific publications is not always taken into account in the structure of contracts.
The second point is that the benefits of managerial work remain. This can provoke a reorientation to the estimated indicators, as well as a disincentive effect: the administrative burden may turn out to be more beneficial for professors than the actual scientific work.
Professors with administrative functions can receive a bonus of about 50% of their salary for this.
“Indeed, modern academic contracts combine both a research component — stimulation of scientific activity as a response to the global challenges of the knowledge economy, and elements of the Soviet legacy — hierarchical bonuses for senior positions,” comments Ilya Prakhov.
“And now the difference in the salaries of top management compared to junior researchers can be much more significant than in Soviet times.”
One of the consequences of this situation is that the academic profession will not be attractive at the beginning of a career, when young employees do not yet have a sufficient number of publications. As a result, this can “negatively affect the influx of young personnel into the academy,” the researcher believes. That is why the design of incentive contracts “must accurately reflect the specifics of the activities of the employee holding a specific position,” Prakhov emphasizes.
In fact, the considerable contribution of the administrative burden to wages is evidence of the high differentiation between managerial employees and the rest. Rectors and vice-rectors, on average, earn 53% more than those who do not hold such a position. Deans and their deputies receive a bonus of 22-24% of their salary. Heads of departments, laboratories and departments can earn 37% more than other employees.
There is a logic to this. “Titled” members of the teaching staff (TS) are usually experienced and knowledgeable people. They are more productive in terms of publishing in journals indexed by Scopus/WoS. In 2014-2016, 29% of department heads had such articles, while their average number per person was 0.68 over the same period. For teaching staff without administrative duties, these figures are noticeably lower: 18% and 0.56, respectively.
However, as far as articles in Russian and international journals are concerned, professors without administrative functions turned out to be more productive as researchers. They published an average of 1.74 articles in Russian scientific journals in 2016, compared to 1.24 for heads of departments and departments. The former account for 0.25 articles per person in international scientific journals, while the latter account for 0.22.
The third important factor is that modern effective contracts reflect the low contribution of teaching to salary growth.
This can be explained in two ways. First, most of the respondents are already working with students, so the variation in teaching performance across the sample is small. Second, the training load can be included in the base component of the contract.
And the last thing to take into account is that work experience is significant from the control variables: as a marker of accumulated human capital, it increases wages. With gender, the situation is twofold.
In universities with status, there is no gender imbalance in pay, but in ordinary universities it is obvious: male teachers receive a third (32.5%) more than their female counterparts.
One way or another, it turned out that effective contracts work. But more often and more successfully – in universities with a special status: research universities (R&D) and / or universities participating in the 5-100 Program. However, compared to ordinary universities, the stimulating part of the remuneration is usually higher there.
Why is this needed?
The results of the study will help correct the shortcomings of the system of effective contracts. The revealed “disadvantage” of teaching can lead to its decline at the university. Publication pressure can provoke the dismissal of employees who have worked successfully with students all their lives, but have done little research.
The conclusion is simple – teaching also deserves encouragement.
Incentive contracts should consider the quality of publications. Otherwise, dishonest practices will spread – paid articles or publications in “junk” magazines. Which in no way contributes to the promotion of Russian researchers in the global academic market.
Ideally, the differentiation of universities in terms of salaries should be reduced. It may be worth additional financial support for ordinary players so that they can do more research and improve teaching. It is necessary to understand what policy is optimal for universities in order not to put their teachers in a difficult position.
