Performance management, a joint process involving both supervisor and employee in the identification of common goals and writing of performance expectations, is recommended as a quality management approach to college and university personnel management. Its philosophical bases, management rationale, and the use of performance appraisal within this…

A University of Minnesota pilot study of administrator evaluation had administrators (n=46) help define the leadership behaviors and outcomes on which they would be evaluated, then gain feedback from peers whose opinion they valued. The feedback process was computerized. Participants perceived the method as fair, valid, reliable, and personally…

A rationale is offered for the use of administrative portfolios to evaluate academic-administrator performance. Representative functions, skills, roles, and activities that could be used to define assessment criteria are specified, focusing on the evaluation of department heads at a public university. Items to be included in the administrative…

A study determined and described the various methods used to evaluate faculty by chairs of management and/or marketing departments in Texas schools or colleges of business administration. In addition, it investigated administrator attitudes about merit and performance compensation systems and the potential problems and benefits stemming from their…

A survey of 109 faculty in a private university investigated attitudes about merit pay. Results suggest need for changes in the design, implementation, and evaluation of merit pay systems. Recommendations are made for faculty input, accommodation of departmental preferences, group incentives, performance standards, professional development,…

Demands from state level agencies for greater accountability, less academic program duplication, and greater cost containment have pushed U.S. colleges toward greater seriousness, and more competence, in planning. A prominent factor in greater effectiveness in planning models is integrally relating planning, management, and evaluation. (MLW)

Performance counseling with college faculty is advocated as a humanistic approach to faculty evaluation. Discussed are performance goals, the delineation of professional competencies necessary to reach those goals, and factors affecting performance of faculty members. (DB)

Saint Louis University's efforts to develop and implement a comprehensive sexual harassment training program as the foundation for a cultural influence process is described. The use of the training program as the foundation of a normative-reeducative process of change is described. (MLW)

Practical advice is offered, to managers and supervisors at any level, on recognizing and analyzing interpersonal conflicts, managing such conflicts and making them productive, and ensuring that performance reviews result in progress for both supervisor and employee. Conflict is seen as inevitable, an opportunity to take action, and manageable.…

Employee assistance programs (EAPs) are emerging as an efficient way to address employee rights, particularly in light of the Americans with Disabilities Act and the Family and Medical Leave Act. Well-managed EAPs help maintain a healthy, motivated, productive workforce, show effort to provide reasonable accommodation of employee needs, and may…

A screening process and personnel forms are described that match selection criteria to actual job expectations for use in determining the best applicants to schedule for job interviews for vacant secretarial/clerical and service/maintenance positions. The applicant evaluation sheet, staff personnel requisition, personnel requisition checklist, and…

College and university strategic planning works best when staff performance appraisal and development are used together to bring about both organizational and individual change. However, these must be more than bureaucratic exercises unrelated to daily staff management. Individual staff must be able to see themselves as important in carrying out…

Chronicles development and implementation of a performance-management system for nonfaculty employees at Wittenberg University (Ohio). The initiative featured principles of continuous quality improvement. Seven key lessons learned are presented for other institutions, including selection of the design team, changing the status quo, defining and…

The process followed at the California State University at Northridge from 1976 to 1988 for determining and subsequently remedying the balance of women and minority group members in administrative positions is outlined. The process included self-study, implementation of organizational changes, development and validation of a survey, and additional…

Qualitative aspects of human resource management and leadership are seen as most essential. Based on observations of problematic department management, recommendations are made with respect to selection, training, evaluation, and research and development. (MLW)