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)

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)

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 strategy involved in the planning process to develop an employee assistance program is described. Issues to be decided include whether the program should cover both academic and nonacademic personnel; whether the idea could be made attractive to management and staff; and identification of a potential source of funding. (MLW)

Discusses the employment interview as a method of studying the personality characteristics of job applicants. Describes two studies that indicated a substantial degree of agreement and accuracy in the conceptions held by students and by professional employment interviewers regarding the personality characteristics of personnel managers and…

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)

The author suggests that personnel management on the university campus is coming of age, and that innovative techniques and concepts will be adopted to solve the personnel problems of the future. Personnel officers of today must prepare to assume the new personnel management role in higher education. (LBH)

Notes that instructors teaching resume design have access to limited empirical research on resume content. Finds much consistency among Fortune 500 personnel administrators' preferences for resume content compared to a 1984 study. Suggests that name, address, telephone number, job objective, educational qualifications, employment history, prior…

An exploratory study of evaluations about existing practices on campuses by affirmative action/equal employment opportunity personnel from junior colleges, four-year colleges and universities is discussed. The research supports a conclusion that there are both paths of resistance and areas of cooperation within higher education. (MLW)

The role of the top human resources executive in major corporations has changed during the past decade into a directly involved business advisor, strategist, and implementer of business objectives. Intense competition has overridden previous human resources concerns and forced priorities toward internal, business-driven issues. Since cost-cutting…

This kit is compiled from documentation received as a result of a 1975 Association of Research Libraries (ARL) survey on the use of specialists in member libraries; updated materials gathered in 1978 are included. Survey data from 64 ARL members indicate wide utilization of various managerial and technical specialists. Of these, personnel…

The purposes of this study were to determine the importance business places on effective communication and to see if there is a need for communication courses at the graduate level. The personnel officers of 250 large organizations were surveyed concerning their attitudes about the need for such courses. It was found that communication skills were…

Potential administrative cost items involved in collective bargaining are listed with comments and suggestions for dealing with them (e.g. experienced labor counsel for unit determination hearings and decisions). Suggestions for handling six major areas of impact on personnel administrative structure and decision-making are also included. (JT)