This paper compares the determination of optimal cutoff points for single and multiple tests in the field of personnel selection. Decisional skills of predictor tests composing the multiple test are assumed to be endogenous variables that depend on the cutting points to be set. The main result specifies the condition that determines the…

A discussion of the need for careful personnel selection examines the appropriate use of psychological inventories and provides a step-by-step guide to the selection process. (MSE)

Examines the use of, and procedures for, a school walkthrough with architectural candidates to help school officials in selecting a design firm that fits their particular circumstances. Included are typical questions architects ask and special situations that may signal the need for a school briefing. (GR)

Provides advice on successfully managing an educational facility's roofing system by first getting the best roofing system possible, then undertaking regular precautionary measures to assure its peak performance. Specific points address such areas as choosing a roofing contractor, hiring a professional to create specifications, monitoring…

Relative to test and criterion parameters and cutting scores, the correlation coefficient, sample size, and number of samples to be drawn (all inputs), this program calculates decision classification rates across samples and for combined samples. Several other related indices are also computed. (Author)

Changes in views of personnel selection research include changing opinions about choosing predictors and criteria, methods of data collection, and methods of evaluating selection procedures. Distinctions are made between job-relatedness, inferred from validity coefficients based on job-related criteria, and the valid measurement of a trait,…

Evaluations of applicants using an assessment process were examined for five factors of effective performance. Reliabilities were comparable for applicants grouped by race and sex, and interviewers were calibrated with one another in terms of level of evaluations. (Author)

Presidents are expected to articulate vision, devise plans, and facilitate decision making. These different dimensions of the job are sometimes complementary, but they may also compete for the president's attention or suggest contradictory ways of proceeding.

Presidents are often faced with the challenge of deciding whether to engage an information technology (IT) consultant. A consultant can potentially help a campus executive to sort things through, analyze the situation, and develop plans for action. Although in some cases it may be obvious that a consultant would be helpful, there are times when it…

In an interpretive studies project conducted for the Office of Education, Dr. Dale L. Bolton of the University of Washington, Seattle, surveyed the findings of research and the hiring and placement practices of business and industry, governmental agencies, and large school systems. In his final report he examines such problems as how to approach…

Selection decisions in the evaluation of applicants for managerial positions and recommended starting salaries were examined in samples of professional interviewers and students. Significant differences were noted bewteen the two samples in the number and nature of factors used in making selection and salary decisions. (Author/ABB)

This book is designed to help new or aspiring secondary school administrators to go beyond theory and into practice to successfully face the many situations that administrators encounter on a daily basis. It can also be used to assess the preparedness of entry-level administrative candidates. The first section of the book contains evaluation and…

Explores the various options available for the validation of selection procedures when criterion-related validity is technically unfeasible. Presents a conceptual framework, the J-Coefficient, within which all validation options can be considered. (Author)

Describes how the Portland (Ohio) school district selected an architect for its construction projects, and the evaluation form that was developed that helped qualify each candidate. Portland's evaluation form breaks down architectural-firm criteria into three categories: references, the firm's qualifications, and capacity to perform the work. (GR)