Analyzes the new guidelines for enforcement of the Equal Pay Act and their implications for personnel management. Argues that there are key problem areas in the new regulations arising from considerable ambiguity and uncertainty about their interpretation. (SK)

The sole objective of the employment interview should be to obtain and evaluate factual and verifiable information. The greater the discrepancy between the tasks of the job and the experience of the interviewee, the more critical will be the influence of the intuitive judgment of the interviewer. (Author/MLF)

Explores the causes and effects of clandestine and illegal employment, which is therefore unregulated by the authorities, and analyzes the attitudes of those involved. Refers to measures that have been taken to combat the phenomenon, which some regard as beneficial, and which call for further investigation and elucidation. (Editor/ JOW)

Looks at the advantages--increased productivity and compliance with federal clean air regulations--and disadvantages--cost of setting up telecommunications and distractions at home--of telecommuting and the management issues involved. Offers suggestions for setting up a telecommuting program. (JOW)

Describes the problems related to the hiring of senior-level positions. Suggests that regardless of the hiring process used, between 30% and 50% of executive-level appointments end in firing or resignation. Discusses the most common mistakes used in hiring. (JOW)

Revised Equal Employment Opportunities Commission guidelines on religious discrimination oblige the employer to demonstrate that religious accommodation would cause undue hardship in the conduct of business. The new guidelines could necessitate substantial modifications in employment practices. (SK)

In a recent survey, most managers and blue-collar workers indicated that the availability of job modifications would alter their retirement plans. Such an alternative can alleviate some job-related problems of older workers and permit an organization to capitalize fully upon these employees' skills. (SK)

Discusses a "basic blueprint" for tenure, considering primary strategies that may be involved in enriching the traditional "educational relics" of teaching, research, scholarship, and service. Outlines the steps to tenure from interviews to supporting materials and professional productivity. (PA)

Uses a microeconomic model to explain behavior of actors in school-to-work transition that proposes optimal strategies and explains causes of failure. Suggests that metafunctional criteria (personality, behavior, employment stability, productivity, adaptability, social involvement) are crucial factors in recruitment decisions. (Contains 56…

Asserts that fragmentation of academic disciplines handicaps efforts to deal rationally with problems arising from group differences in general intelligence. Contends that open discussions like those appearing in this special journal issue are necessary, and illustrates arguments through comments on moral, scientific, and legal concerns addressed…

Four strategies for overcoming resistance to self-directed learning (SDL) in business and industry are visible company support; internal promotion; easy access, especially through electronic linkages; and formalized use of SDL strategies, such as using learning contracts in performance appraisals. (SK)

Laws that govern society also govern the workplace. Understanding how rights have expanded will give managers insight into the social and legal principles that govern the workplace. (JOW)

Proactive planning can serve as evidence of employers' efforts to comply with the Americans with Disabilities Act. Planning efforts include appropriately written job descriptions, reasonable accommodation policy, disability awareness training, and evaluation of training and testing materials for bias. (SK)

Points out that age discrimination is prevalent in management attitudes and employers need to look critically at their personnel policies, procedures, and practices. Underutilizing older workers is a luxury we cannot afford. (JOW)

Contends that wise management human resources decisions may yield direct payroll savings in fewer workers for compatible production; controllable personnel turnover; greater flexibility to achieve new and emergency jobs; low waste, reject and accident programs; and low sick absences. Systematic follow-up must be integral part of effort to achieve…