Performance management, a joint process involving both supervisor and employee in the identification of common goals and writing of performance expectations, is recommended as a quality management approach to college and university personnel management. Its philosophical bases, management rationale, and the use of performance appraisal within this…

A University of Minnesota pilot study of administrator evaluation had administrators (n=46) help define the leadership behaviors and outcomes on which they would be evaluated, then gain feedback from peers whose opinion they valued. The feedback process was computerized. Participants perceived the method as fair, valid, reliable, and personally…

A rationale is offered for the use of administrative portfolios to evaluate academic-administrator performance. Representative functions, skills, roles, and activities that could be used to define assessment criteria are specified, focusing on the evaluation of department heads at a public university. Items to be included in the administrative…

This article argues that a sound performance evaluation system benefits the employee, supervisor, and organization by providing a written record of efforts, by motivating employees, and by maximizing employee growth potential. It proposes that such performance evaluations are compatible with the Total Quality Management approach. Principles of…

A study determined and described the various methods used to evaluate faculty by chairs of management and/or marketing departments in Texas schools or colleges of business administration. In addition, it investigated administrator attitudes about merit and performance compensation systems and the potential problems and benefits stemming from their…

A survey of 109 faculty in a private university investigated attitudes about merit pay. Results suggest need for changes in the design, implementation, and evaluation of merit pay systems. Recommendations are made for faculty input, accommodation of departmental preferences, group incentives, performance standards, professional development,…

The successful organization of the 1990s will fundamentally remake its employee relationship, especially through increased employee influence on the nature of work, organizational context, and quality of product/service. An employee advocacy peer review conflict resolution process has been useful in improving labor relations and enhancing the…

Suggestions are made for supervisors to help make the personnel evaluation process more meaningful and less intimidating to employees, particularly when cultural, gender, disability, or other personal characteristics inhibit mutual understanding. Emphasis is on clear, two-way communication and constructive interaction. (MSE)

Practical advice is offered, to managers and supervisors at any level, on recognizing and analyzing interpersonal conflicts, managing such conflicts and making them productive, and ensuring that performance reviews result in progress for both supervisor and employee. Conflict is seen as inevitable, an opportunity to take action, and manageable.…

A screening process and personnel forms are described that match selection criteria to actual job expectations for use in determining the best applicants to schedule for job interviews for vacant secretarial/clerical and service/maintenance positions. The applicant evaluation sheet, staff personnel requisition, personnel requisition checklist, and…

College and university strategic planning works best when staff performance appraisal and development are used together to bring about both organizational and individual change. However, these must be more than bureaucratic exercises unrelated to daily staff management. Individual staff must be able to see themselves as important in carrying out…

For those institutions endeavoring to increase the likelihood of older workers' leaving, a diversified set of retirement options is suggested. Many employers are offering an interim period of part-time employment before final retirement. Evaluations should not be used to drive employees into retirement. (MLW)

The process of screening and selecting new employees is viewed as one having discrete steps, each with implications concerning Equal Employment Opportunity and the Americans with Disabilities Act. Several screening and selection methods are examined, with questionnaire forms used by Indiana University, South Bend provided for illustration. Typical…

This case study examines the structure and use of an exempt job evaluation system at the University of Tennessee at Chattanooga. Discussed are the review committee, evolution of the evaluation process, importance of a position tracking system, qualitative data analysis, and quantitative data analysis. An integrated approach to salary and…

A survey of 1,331 business administration school faculty, department heads, and deans investigated attitudes concerning tenure. Results indicated most faculty believe tenure is necessary for academic freedom, but only half of department heads and deans agree. A majority of all three groups agree tenure is overapplied. Most also agree that tenure…