This document sets forth standards of good practice for the employment of professional staff. These guidelines serve as a blueprint for the appropriate treatment of professional staff based on the principle that recognition and equity must be coupled with job security and professional treatment. This publication is divided into two sections: (1)…

Specifications were developed to avoid possible discrimination and confusion in the hiring practices at a large southeastern university. They were developed through job analysis and a systematic file search designed to find the education and prior related work experience possessed by each incumbent. The specifications were validated as…

Provides an in-depth guide to the Vocational Rehabilitation Act of 1973 and the Executive Order requiring affirmative action for handicapped people; discusses concerns such as why companies hire and retrain handicapped people, successful placement and accommodation, supervision, and labor-management cooperation. (Editor/TA)

Considers the changes that have taken place in two-year college personnel policies concerning transfer, promotion, termination, hiring, outplacement, and exit interviews. Discusses the need to formalize these policies. (DMM)

A study was conducted to use the SCANS (Secretary's Commission on Achieving Necessary Skills) employability skills to identify the criteria used for hiring and employment retention by companies in Southeastern Pennsylvania. Results were intended to help personnel development and training institutions in the region align their training outcomes and…

A national survey was conducted to identify employers' practices and expectations in their search for a skilled and proficient work force. Of over 4,000 employers contacted, 3,347 participated. Establishments reported that just over 80 percent of workers were fully proficient in their current jobs. Neither the restructuring of the U.S. economy nor…

Critiques the process for selecting academic librarians. Discusses the role of job analysis, the use of reference checks, structured interviews, open sessions, candidate presentations, and performance testing. Concludes that many of the deficiencies in academic library selection could be corrected without undermining the collegial and…

Reviews history and application of Title VII of the Civil Rights Act of 1964 to argue that adverse impact definition of test discrimination embodied in unanimous 1971 Supreme Court decision in Griggs versus Duke Power Company and its progeny is the product of successful advocacy of unelected bureaucrats rather than a product of public…

Discusses issues in diversity management, based on the experiences of Harry S Truman College, in Illinois. Describes the important characteristics of different ethnic and racial groups that affect their outlook and approach to management and steps that leaders must take to create a climate of diversity. (MAB)

Testing and individual assessment before hiring or promoting can ensure high performance and ward off turnover. The proper job/person match can best be made by analyzing job requirements, selecting useful tests, and analyzing test results and tailoring assessment to the client. Other issues include coping with legal challenges and selecting a…

This book offers students, practicing managers, and human resource professionals a comprehensive, current, research-based introduction to the human resource management (HRM) function. It is organized in eight sections, logically following the progression of individuals into, through, and out of the organization. Part 1, overview and introduction,…

A study examined the extent to which organizations in three New England states valued newly hired older workers. Telephone interviews were conducted with 105 directors of human resources (DHRs) and with 113 director supervisors from a broad range of organizations. Major dependent variables were general employer motivations and expectations related…

Male business students read materials intended to manipulate company climate, then evaluated a fictitious resume of a male or female applicant for a managerial position, deciding on hire, salary, applicant fit with the company, and anticipated longevity. In a discriminatory climate women applicants were evaluated less favorably than men. Approval…

The arguments in favor of preferential treatment for some groups are faulty. An examination of these arguments is included. Although victims of discrimination should be helped, programs should promote race-, gender- or ethnically conscious hiring. Affirmative action has led to a increase in bureaucratically-caused discrimination. (PS)