A human resources director discusses why human resources professionals can best serve their colleges and universities by becoming more actively involved in the business of the institution. (EV)

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)

The decentralized approach to academic personnel management involving department heads, college deans, and the vice-president for academic affairs is strongly rooted in tradition. Current research suggests that decisions concerning hiring, promotion, non-renewal, and dismissal of faculty members are no longer the sole province of the department,…

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 personnel profession is in a state of change in higher education. Personnel directors must be ready to assume the contemporary role of human resource manager and question separate academic and staff personnel offices and functions. (MLW)

A study to determine any change in direction of the personnel function in higher education during the 1980s is described. Personnel professionals, it is suggested, will spend less time on employment and employee benefits and more time on human resource planning, training, development, labor relations, and compliance with government regulations.…

In a speech to CUPA's 1976 convention, a college president examines the personnel function of an institution. He calls for a human resources planning system that includes (1) a manpower forecast, (2) a succession plan, (3) a development plan, and (4) a staffing plan. (LBH)

A former CUPA president speaks with business officers about the personnel function. Consideration is given to: the top management environment; personnel management role and organization; goals and objectives; major policies; systems and procedures; communication and reporting; and performance management. (LBH)

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)

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)

Presents several theories of personnel organization as they relate to the operation of two-year colleges; discusses the personnel staff and its functions; highlights policies and procedures carried out by the personnel department; and discusses personnel record maintenance as an important function of the personnel department. (DMM)

This article examines what risk management is, how the personnel officer can impact risk management, and personnel officer responsibilities for risk management. It is concluded that the time, effort, and commitment required of the personnel director to implement an employee risk management program is well spent to save (scarce) human and financial…

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)

Personnel officers, like other middle-level collegiate administrators, have become so concerned with their status on campus that they have forgotten their role, which is to serve: to serve the goals of the institution, which are or should be educational goals established by the faculty and its leaders. Personnel is now a vulnerable area, but its…

With a major portion of all community college budgets being spent on personnel and related costs and with personnel management becoming extremely complex, new approaches toward human resources management are crucial to the continuing vitality of community colleges. Advocates centralization of human resource services and mainstreaming academic…