Being a principal is more than just being an instructional leader. Principals also must manage their schools' teaching talent in a strategic way so that it is linked to school instructional improvement strategies, to the competencies needed to enact the strategies, and to success in boosting student learning. Teacher acquisition and performance…

Teaching is not the safe career bet that it once was. The thinking used to be: New students will always be entering the public schools, and older teachers will always be retiring, so new teachers will always be needed. But teaching jobs aren't secure enough to stand up to the "Great Recession," as this drawn-out downturn has been called. Across…

As a first-year superintendent, Nick Polyak has yet to conduct a search for a principal to lead one of his four schools in the Illinois Valley Central School District in Chillicothe, Ill. When that opportunity does come, Polyak is quite sure he'll be skeptical of any candidate whose curriculum vitae lists courses or entire degrees completed in…

A university president's worst nightmare can take any number of forms. The lone shooter run amok on campus. The freight-train sound of a tornado bearing down on a dormitory. A river cresting its banks, about to flood a college town. From robberies and assaults to fires and chemical spills, the list goes on and on. Campus security and safety…

Personnel professionals have increasingly found themselves on witness stands in various forms of litigation. Certain types of conduct that may damage testimony as a witness are highlighted. Guidelines that witnesses should follow are identified. (MLW)

Describes how a wellness program, campus safety and security program, and institutional knowledge management program are succeeding at Cuyahoga Community College after the human resources (HR) department won administrative support for their implementation. (EV)

Describes the typical functional areas of human resources in most colleges and universities, and profiles issues attendant to the development and success of human resource administrators. (EV)

Describes the Virginia Polytechnic Institute and State University Employee Development Program which offers free career development services to employees. Attributes the program's seven successful years to cooperation between the counselor education program and the employee relations/personnel office. (NB)

The strategy involved in the planning process to develop an employee assistance program is described. Issues to be decided include whether the program should cover both academic and nonacademic personnel; whether the idea could be made attractive to management and staff; and identification of a potential source of funding. (MLW)

Offers background information on cost-per-hire. Includes reflections offered by human resources officials who discuss how they calculate this statistic and how they use it. Explains difficulties associated with calculating cost-per-hire, provides a sample worksheet, and uses a case study to show how this cost might be lowered. (RJM)

Part time employees need to feel that their work is important and contributory to the organization. Part time employees who have demonstrated capability should be given an area of responsibility and authority. (JN)

Beset by institutional cost pressures, and by a thriving market for computer-related talent, institutions are finding special challenges to the productivity of their computer services. The circumstances and problems of personnel turnover are outlined. Some practical responses available to institutional administrations are illustrated.

This article focuses from a critical perspective on the pedagogical foundations of a course on educational leadership of student services and special education administration. Additionally, it explores the ability of teaching the "practical application" of administering K-12 special education and student services using critical discourse…

This kit on personnel organization in member libraries of the Association of Research Libraries (ARL) is a revised and updated version of a 1973 kit. In the past, personnel functions within libraries were often carried out through the parent institutions' personnel offices in conjunction with existing administrative offices of the libraries.…

The Immigration Reform and Control Act of 1986 (IRCA) is examined: historical perspective (p. 5-20), section-by-section analysis (p. 21-34), guide to employer compliance with key provisions (p. 35-42), impact on employee relations in higher education (p. 43-45), appendices (p. 46-55), and bibliography (p.56). (LB)