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)

Describes the concept of job sharing, discusses the advantages and disadvantages to employees and employers, examines how widespread the practice is, and suggests ways that interested employers can implement this option. (SH)

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)

The structured interview format reduces the subjectivity and inconsistency inherent in traditional employment interviews. The process is based on job duties and requirements, is administered by a committee, is consistently applied to all applicants, and is documented for future reference. (SK)

Noting that government agencies can better measure a company's compliance with affirmative action policies if the company uses predictive techniques, two such techniques--the flow model and the optimizing--are described and briefly compared. (SH)

Discusses four types of telemarketing centers and their human resource needs, selecting the right people for the job, motivating and compensating employees, and handling burnout and turnover. Charts are included illustrating key tasks and job design factors, selection criteria, and training and development factors. (CT)

A work sample test can provide a high degree of content validity, and offers a practical method of screening job applicants in accordance with guidelines on employee selection procedures set forth by the Equal Employment Opportunity Commission. (MW)

A study conducted to identify college student perceptions of business found that the students agreed that the primary goal of business is to make a profit. Over three-fourths of the students felt that major industries are dominated by a few firms and that businesses are too powerful. (LRA)

Presents suggestions for improving the quality of new employees: look for applicants with solid academic and extracurricular achievement; make sure that all technical job qualifications are valid; broaden the recruitment base; target high-scholarship schools; encourage technical people to broaden their knowledge base; and upgrade inhouse…

Noting that a clear understanding of title VII is necessary for employers to avoid illegal employment practices, the author outlines the practices addressed by the law, the defenses available under title VII (occupational qualification, seniority or merit system, business necessity, and customer preference), the method for filing an action, and…

The author presents guidelines for federal contractors in complying with the Rehabilitation Act of 1973, in view of stepped-up government enforcement activities. She describes provisions of the Act, some complaints filed under its affirmative action section, and personnel practices that contractors may use for creative compliance with federal law.…

The guide is intended to fill information gaps which exist because there is no central government unit controlling the overall Equal Employment Opportunity program nor one which provides systematic information related to its total requirements. The guide is in the form of 25 questions and their answers. (Author/AJ)

Reports a survey to determine practices among metalworking firms in Minnesota covering such topics as whether or not the company had a formal or informal job posting system, the actual mechanics of the system, union influence on its design, feedback to unsuccessful job bidders, and current employee acceptance of the system. Recommendations are…

Following a discussion of some of the major problems of affirmative action, including seniority layoff, recommendations are made that may assist in resolving some of the complex issues. (Editor/TA)