For many professional educators, effective professional development must be at the center of any educational reform (Dilworth & Imig, 1995). Moreover, while many studies have provided documentation describing effective models of professional development, currently very few school districts are using these models. The purpose of this study was to…

In 2009, the researchers, with funding from the Center for Advanced Human Resource Studies (CAHRS), began conducting the annual Chief Human Resource Officers (CHRO) Survey. The 2009 survey was sent to CHROs at the U.S. Fortune 150 companies, as well as to ten other CHROs at CAHRS partner companies. That survey focused on understanding how CHROs…

Discusses the changing role of the human resource manager and the challenge in meeting the expectations of managers who recognize the importance of strategic planning for human resources. (JOW)

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)

Argues that personnel departments should increase their involvement in promoting organizational performance and suggests the creation of a database of detailed performance information related to the alignment of people with their positions as an initial step. The contents and specific uses of such a database are discussed. (MBR)

A university president launches the Self-Study Retreat of the College and University Personnel Association by sharing his administrative concerns, including sources and development of top administrators, professionalization of mid-managers, and organization of the personnel function. (LBH)

The traditional role of the personnel administrator is discussed, and the need for a new type of personnel worker who will be held accountable in working with black youth is pointed out. Traditionally, the role of the personnel administrator has been determined and defined by the chief school officer. They have been the officers of law and order…

The personnel director may find that his role in labor relations is broadened to include faculty as well as staff. (HS)

This university dean suggests that the successful personnel officer can greatly enhance his role in the modern university by contributing to its effectiveness as a place of learning. This can be done by gaining the support of other university administrators in managerial operations. (LBH)

Organization development is discussed as an integral part of performance management. The author suggests that pooling resources provides for ongoing productivity improvement. (LBH)

The working relationship between the college president and personnel director requires constant attention and monitoring to be successful. The president must be able to rely on the personnel director for attention to both mechanical details and human issues to create the proper learning and teaching environment on campus. (MSE)

This guide summarizes information and procedures from recent research on staff development and provides examples of staff development practices in Georgia school systems. Section 1 describes a new vision for staff development, with a focus on student development as a strategy for organizational change. Section 2 looks at the expanding role of the…

A college president challenges personnel administrators to play a leadership role in human resource management. Notes the need for career development programs for middle managers particularly and recommends an organizational development approach to faculty and staff career development. (JT)

The personnel administration function is discussed as a challenge issue for the college president. The president must be persuaded to view the problems of academic human resource management as significant ones for him to consider. (LBH)