According to a personnel director, principals should be able to specify the critical knowledge, skills, and attitudes they require of prospective teacher candidates. Personnel officials should be able to identify candidates who meet those criteria. (MLF)

Results of a national survey of two- and four-year colleges concerning their policies and procedures for nonfaculty personnel recruitment and advertising are reported. A list of participating institutions and the survey instrument and cover letter are included. (MSE)

Organizations that downsize in a rational and orderly manner can increase productivity. School districts can initiate a cost-reduction and restructuring program with an analysis of the responsibilities of each employee followed by communicating with, and renewing the commitment of, remaining employees. (MLF)

Based on research conducted at Mississippi State University, Meridian (Mississippi) Public Schools, and Vicksburgh Public Schools, the intent of this study was to determine the general state of due process procedures in the practices of school officials throughout the southern region. All cases involving teacher dismissal in the Fifth Circuit…

The Teaching Allocation and Management Model (TAMM) designed to help university department administrators assign faculty to courses is described, noting its strengths and limitations. The model has been used in business departments, but is seen as adaptable to any discipline. Formulas for budgeting are included in the model. (MSE)

The current use of part-time faculty and issues regarding this practice are addressed. Ways that part-time faculty affect the quality of academic programs are discussed, including the frequent characterization of them as "second-class citizens." Policies and practices are shaped by the diverse characteristics of part-timers,…

Although consulting has long been recognized as a legitimate faculty role in most colleges, concern has arisen about the appropriateness of "double dipping," and particularly whether consulting and other supplemental income activities result in shirking other university responsibilities. The debate centers on six basic issues: who…

This document, a companion report to a detailed investigation into school districts' teacher selection processes, presents detailed case studies conducted in six different school districts: (1) Mesa Unified School District (Arizona); (2) Montgomery County Public Schools (Maryland); (3) East Williston Union Free School District (New York); (4)…

Discusses 14 practical considerations in cases when it is necessary to fire a camp employee. Topics include selection of dismissal time and place to minimize disruption, administrator demeanor, expediting the employee's departure, arrangements for final pay, compliance with Labor Department regulations, and avoiding charges of discrimination. (JHZ)

A random sample of 559 secondary small school principals in Arkansas, Colorado, New Mexico, Oklahoma, and Texas revealed that 73 percent of the principals were actively seeking new positions or were leaving school administration. The findings have implications for selection procedures, salary/fringe benefit packages, principal autonomy, evaluation…

This document discusses the issues and regulations that affect schools, school districts, and state education agencies in the release of personal information on their employees. It is not intended to provide legal guidelines, but rather to introduce the key concepts involved in protecting and managing information in staff records. By understanding…

Reports on a study of the use of employment application blanks as prescreening devices in public school employee selection. Findings suggest two major areas for further research. The first relates to legal compliance with Equal Opportunity Employment guidelines. The second concerns information relevancy to personnel selection. (JAM)

College and university personnel managers are urged to pay more attention to employees who operate behind the scenes by: finding a champion among them; linking work with institutional mission; hiring the best; encouraging customer service; soliciting ideas; fostering trust; enlarging responsibility; not upstaging; providing the best equipment; and…

A survey of 220 college human resource officers investigated the extent of use of search firms to recruit administrators. Only one-third of respondents had used them, primarily for development personnel, presidents, and vice presidents; use was primarily by private, nonprofit institutions and those with over 5,000 enrollment; and use resulted in…

When reducing staff, college administrators should (1) base decisions on the department's role in advancing the institutional mission; (2) provide practical, humane support to those whose posts are eliminated; (3) assure that all staff hear the news quickly and appropriately; and (4) maintain prompt, candid, two-way communication with all…