Criterion 5 – Academic Staff
Criterion
Requirements
Quality level assessment
Result
5.1 The programme to show that academic staff planning (including succession, promotion, re-deployment, termination, and retirement plans) is carried out to ensure that the quality and quantity of the academic staff fulfill the needs for education, research, and service.
The aeronautics major put its efforts into academic staff planning to ensure the appropriate quantity and quality of academic staff members. Adequate planning in this regard is essential to maintain a high standard of education and meet the institution’s goals and objectives.
Succession planning
Policy documentation
1. Identifying high potential staff.
2. Providing leadership training
3. Offering career advancement opportunities
Mentorship Programs
1. Junior faculty are paired with senior mentors togain insughts to leadership roles and develop necessary skills.
Promotion Criteria and Process
Clear guideliness
1. Research evaluation.
2. Teaching excellence.
3. Community services.
Performance Reviews
1. Student evaluation
2. Peer reviews
3. Research achievements.
A detailed plan was made and shared with the lecturers in the department during the first lecturer’s meeting of the academic year on the responsibilities of each lecturer and tasks to be completed. The lecturers followed the plan and gave their best to complete it.
In the subsequent meetings, new changes in TQF3, TQF5, Exam question papers, and Blueprints were discussed with the lecturers. Meetings regarding QA at the program and faculty level were conducted which gave guidance to the preparation of documents and the plans for assuring quality.
Several workshops and seminars were conducted during the course of the academic year to rejuvenate and guide the lecturers to work towards achieving the academic plan. A Workshop on “The Academic title workshop for the Academic Staff” was conducted separately for Thai national and International lecturers to help them in the process of acquiring academic titles.
The lecturer in the department were also sharing their knowledge about their expertise to the fellow lecturer by conducting workshops regularly.
Evidence
| ID_Evidence | Name_Evidence |
| 5.1-1 | Manpower plan |
| 5.1-2 | Recruitment Process |
| 5.1-3 | FBA plan 2025 |
| 5.1-4 | TQF-02-Section 6- Faculty Development plan |
| 5.1-5 | Quality of Program Instructors |
| 5.1-6 | Accreditation Report |
| 5.1-6.1 | Last year’s SAR results |
| 5.1-6.2 | Student Feedback on Lecturer |
5.2 The programme to show that staff workload is measured and monitored to improve the quality of education, research, and service.
Effective workload management is crucial for maintaining a healthy work-life balance, ensuring productivity, and delivering high-quality outcomes.
All the lecturers in the aeronautics major are allocated workloads examining the fairness and transparency of workload distribution, ensuring that tasks were assigned equitably based on staff expertise and capacity. It also considered whether workload allocation took into account individual strengths, professional development goals, and the overall balance of responsibilities. This ensured that staff members were not overwhelmed or underutilized, resulting in improved work quality as individuals could focus on their assigned responsibilities effectively.
Each staff’s workload is shared to them before the commencement of each semester by allocating the classes and time sufficient for the completion of the teaching plan mentioned in the TQF3.
Workloads are allotted to each lecturer based on feedback and evaluation from the students in TQF5. This proactive approach enhanced work quality by enabling timely adjustments and ensuring that staff members had the necessary support and resources to meet their responsibilities.
| Name of the Lecturer | Qualification | Workload(per week) | Research Output |
| Mr. Chawannut Hongwanitchawong | Mater in Aeronautical Engineering | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | |
| Mr. Syed Habeeb | Mater in Aeronautical Engineering | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | |
| Mr. Sekar Saran Kumar | Mater in Aeronautical Engineering | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | Emotional Labor and Job Performance of Ground Personnel in Thailand’s Airline Industry-Interdisciplinary Academic and Research Journal-Published |
| Mr. Govindan Mari Prabu | Mater in Aeronautical Engineering | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | 1.Structural optimization of engine nacelle fan cowl door hinge -Published 2.Investigation and comparison of aircraft wing rib-webs with different shapes of holes manufactured with subtractive and additive manufacturing techniques – combined research work – under the review process |
| Sub.Lt. Capt. Harryvong Kuptavanich | Master in Aviation Management | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | Seaplane AviationBusiness Trends andTourists’ Expectationsfor Seaplane Tourismin Thailand -Published |
Evidence
| ID_Evidence | Name_Evidence |
| 5.2-1 | Workload Tracking Records |
| 5.2-2 | Teaching – TQF, MIS Attendance Page |
| 5.2-3 | Research Work – E-mail Tracking |
| 5.2-4 | Academic Work – E-mail Communication – QA Office |
| 5.2-5 | Performance Evaluation |
| 5.2-6 | Staff feedback |
| 5.2-7 | Outcome Assessments |
| 5.2-8 | Training & Development |
5.3 The programme to show that the competences of the academic staff are determined, evaluated, and communicated.
Competent and skilled academic staff are essential for delivering high-quality education, conducting research, and contributing to the institution’s overall success.
For delivering high-quality education to the students, the lecturers are asked to prepare a teaching plan and assessment plan that aligns with the course and program learning outcomes. This teaching and assessment plans are review by the Head of the aeronautics major and feedback is given to the staff member in a timely manner so that the lecturer makes changes and plans according to the requirements of the reviewer.
The questions prepared by the lecturers for conducting midterm and final examinations are scrutinized by atleast three reviewers so that the lecturer amends the questions to be competent and make the students to use their cognitive skills.
Department lecturers are identified to do research for the academic year and are informed to do their research in the field of expertise. The lecturers have also done their research and have published articles in reputed journals which are indexed in Scopus.
At the end of the year, each faculty is submitting a performance appraisal report to the human resources department of the university which includes accomplishments, personal goals in the next year and improvement plans. This helps the staff members to evaluate themselves and do the needful to achieve the goals.
Evidence
| ID_Evidence | Name_Evidence |
| 5.3-1 | Competency Framework |
| 5.3-2 | Competency Assessment |
| 5.3-2.1 | Self-Assessment |
| 5.3-2.2 | Evaluation Criteria |
| 5.3-2.3 | Performance Evaluation |
| 5.3-2.4 | Assessment Results |
| 5.3-2.5 | Development plan |
| 5.3-3 | FBA Professional Development Plan |
| 5.3-4 | Communication of Expectations |
| 5.3-4.1 | Staff Handbook |
| 5.3-4.2 | Job Description |
| 5.3-4.3 | Department Meeting |
| 5.3-5 | Performance feedback |
| 5.3-6 | Staff Development Initiatives |
5.4 The programme to show that the duties allocated to the academic staff are appropriate to qualifications, experience, and aptitude.
It is crucial to ensure that there is an appropriate number of academic staff members to effectively deliver quality education, conduct research, and fulfil administrative responsibilities. The duties of the academic staffs are allocated appropriately based on their educational background, their areas of expertise, and personal choices made by the lecturers.
A plan regarding teaching-, research- and academic title-oriented duties were allocated to the lecturers is done during the start of the academic year and were discussed and in the department meetings. The staffs were monitored and regular updates were discussed in the subsequent department meetings so that the lecturers were meeting the timelines to do their duties.
The appropriate allocation of duties resulted in increased productivity and efficiency among academic staff members. By aligning workload with individual competencies, staff members were able to focus on their areas of expertise, leading to improved teaching quality, research outcomes, and administrative effectiveness.
Moving forward, the department should continue to monitor staff quantity and workload allocation, considering factors such as program growth, emerging needs, and evolving industry requirements. Regular reviews and adjustments will help maintain the appropriateness of staff quantity and workload allocation, ensuring continued success in delivering quality education and achieving program objectives.
| Name of the Lecturer | Qualification | Experience | Workload(per week) | Research Output |
| Mr. Sekar Saran Kumar | Mater in Aeronautical Engineering | 12 years | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | Emotional Labor and Job Performance of Ground Personnel in Thailand’s Airline Industry-Interdisciplinary Academic and Research Journal-Published |
| Mr. Govindan Mari Prabu | Mater in Aeronautical Engineering | 9 years | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | 1.Structural optimization of engine nacelle fan cowl door hinge -Published 2.Investigation and comparison of aircraft wing rib-webs with different shapes of holes manufactured with subtractive and additive manufacturing techniques – combined research work – under the review process |
| Sub.Lt. Capt. Harryvong Kuptavanich | Master in Aviation Management | 11 years | Teaching – 20 HoursAcademic Services – 5 HoursResearch – 15 Hours | Seaplane AviationBusiness Trends andTourists’ Expectationsfor Seaplane Tourismin Thailand -Published |
Evidence
| ID_Evidence | Name_Evidence |
| 5.4-1 | Work Load allocation Record |
| 5.4-2 | Feedback & Surveys |
| 5.4-3 | Performance Evaluation |
| 5.4-4 | Staff Retention & Turn over rates |
5.5 The programme to show that promotion of the academic staff is based on a merit system which accounts for teaching, research, and service.
The university has a set of regulations to evaluate the faculty member’s performance to improve their quality and standard of academic service.
To renew the yearly contract, faculty members must fulfill their academic requirements such as research publications, course completion, and assigned tasks. Also, they have to submit performance evaluation reports to the management for the evaluation process. After the evaluation, they have a meeting with the board members to assess their process. Every year the faculty members have to submit their achievable targets to the management which helps to track the faculty member’s progress to monitor and guide them to improve their academic performance.
Every year the university conducts the annual meeting to acknowledge the faculty member’s achievements in the academic services.
Evidence
| ID_Evidence | Name_Evidence |
| 5.5-1 | Performance Evaluation Report |
| 5.5-2 | Award Winner – for SAR |
| 5.5-3 | Award Winner – for Research Output |
5.6 The programme to show that the rights and privileges, benefits, roles and relationships, and accountability of the academic staff, taking into account professional ethics and their academic freedom, are well defined and understood.
The university has a certain standard for recruiting the candidates to serve as an academic staff. The university’s rules and regulations are detailed to the candidates during the interview process. After a successful interview, the candidates must sign the contract to know their rights, responsibilities, and obligations.
Evidence
| ID_Evidence | Name_Evidence |
| 5.6-1 | Yearly Contract |
5.7 The programme to show that the training and developmental needs of the academic staff are systematically identified, and that appropriate training and development activities are implemented to fulfil the identified needs.
Systematically identifying and addressing these needs ensures that staff members have the necessary skills, knowledge, and competencies to meet the demands of their roles effectively.
The department gathers information, such as surveys, performance evaluations, self-assessments and future development plans to identify the training and development needs of the academic staffs. The department advices the lecturers to pursue a Doctoral degree and provide facilities to carry on with the higher studies in part-time mode.
The department has also allocated funds to develop teachers on the potential of academic/professional skills consistent with the vision of the institution. (KM, IT, Research, QA)
For the lecturers to share their knowledge and teaching methodologies with other departments and faculties, a knowledge management presentation is conducted in each semester which helps the lecturers to develop their abilities to know about new teaching methodologies.
The department has demonstrated a commitment to systematically identifying and aligning the training and developmental needs of academic staff with the program requirements. Through ongoing evaluation and improvement, the department can further strengthen its practices and foster a culture of continuous learning and professional growth among its academic staff.
Evidence
| ID_Evidence | Name_Evidence |
| 5.7-1 | FBA Budget Plan for the Academic Year |
| 5.7-2 | Training needs Assessment |
| 5.7-3 | Professional Development Plans |
| 5.7-4 | Training Programs & Workshops |
| 5.7-4.1 | TQF Workshop |
| 5.7-4.2 | Workshop on “Academic Title “ |
| 5.7-4.3 | Knowledge Management Meeting Report |
| 5.7-5 | Training Evaluation |
| 5.7-6 | Staff Performance and Program Outcomes |
5.8 The programme to show that performance management including reward and recognition is implemented to assess academic staff teaching and research quality.
The University Council had established a clear and transparent criteria for evaluating teaching and research quality. These criteria are aligned with the institution’s mission, values, and strategic goals. For teaching quality, factors such as student feedback, innovative teaching methodologies, curriculum development, and student learning outcomes are considered. For research quality, indicators like publications in reputed journals, citations, research grants secured, and contributions to advancing knowledge in the respective field is evaluated.
Performance appraisal meeting is conducted once in a year, allowing academic staff to receive constructive feedback on their strengths and areas for improvement. These appraisals are conducted by a committee or panel comprising peers, department heads, and administrators. The feedback is objective, evidence-based, and focused on professional development and growth.
The University Council had incorporated a robust reward and recognition system. This includes rewards and certificates, research grants etc. The rewards are based on the level of performance and contributions made by the academic staff.
In every annual meeting, the achievements of outstanding faculty members in teaching and research are recognized and appreciated. These public acknowledgments not only motivate and encourage the recognized individuals but also inspire others to strive for excellence.
Additionally, the institution also foster a culture of continuous improvement by providing support and resources for professional development. This includes access to workshops, knowledge management programs etc.
This year Aj. Praveen had received the certificate of appreciation for Research as well as the AR Program SAR writers had received the Certificate of Appreciation for the SAR writing.
Evidence
| ID_Evidence | Name_Evidence |
| 5.8-1 | Award Winner – for SAR |
| 5.8-2 | Award Winner – for Research Output |
Self-Assessment
| Requirements | Result | Score |
| 5.1 The programme to show that academic staff planning (including succession, promotion, re-deployment, termination, and retirement plans) is carried out to ensure that the quality and quantity of the academic staff fulfill the needs for education, research, and service. | / | 1 |
| 5.3 The programme to show that the competences of the academic staff are determined, evaluated, and communicated. | / | |
| 5.2 The programme to show that staff workload is measured and monitored to improve the quality of education, research, and service. | / | 1 |
| 5.4 The programme to show that the duties allocated to the academic staff are appropriate to qualifications, experience, and aptitude. | / | |
| 5.5 The programme to show that promotion of the academic staff is based on a merit system which accounts for teaching, research, and service. | / | 1 |
| 5.6 The programme to show that the rights and privileges, benefits, roles and relationships, and accountability of the academic staff, taking into account professional ethics and their academic freedom, are well defined and understood. | / | |
| 5.7 The programme to show that the training and developmental needs of the academic staff are systematically identified, and that appropriate training and development activities are implemented to fulfil the identified needs. | / | 1 |
| 5.8 The programme to show that performance management including reward and recognition is implemented to assess academic staff teaching and research quality. | / | 1 |
| Overall | 5 | |