Beset by institutional cost pressures, and by a thriving market for computer-related talent, institutions are finding special challenges to the productivity of their computer services. The circumstances and problems of personnel turnover are outlined. Some practical responses available to institutional administrations are illustrated.

Guidelines developed in brochure-form and distributed by the Affirmative Action Office at the University of Wisconsin-Stout are reviewed. They focus on interviewing women and minorities especially as an important part of personnel interrelations. Legal obligations and constraints are noted. (LBH)

The personnel function of top management is examined by first studying the environment in which top management functions. The basic skills required to perform the function are discussed. Against this background, six elements of personnel management in colleges and universities are considered: goals and objectives, organization for personnel…

The move toward collective bargaining by faculty members has affected the autonomy of institutions and is changing the power relationships within them. Implications of unionization and resulting rigidification of personnel relationships for the personnel administrator are addressed and possible solutions proposed. (L BH)

The author advocates that a single management posture be adopted by collegiate executives responsible for the performance of non-academic employees, and describes three ways such a posture benefits all concerned: individual worker performance improves; supervisors become more effective; and the school gains an advantage. (LBH)

The impact of collective bargaining and EEO programs on the personnel officer in colleges and universities was studied in a mail survey of 300 full-time personnel officers. The possible consequences that impact may have for other groups within the institutions was also examined. (LBH)

Presents a case study for use in business communication classes to help students understand and learn both the context and the strategies for communication with business and management. Deals with a new human resource director's attempt to bring order to an organization and software developers' concerns over their work being hindered. Includes two…

This kit on personnel organization in member libraries of the Association of Research Libraries (ARL) is a revised and updated version of a 1973 kit. In the past, personnel functions within libraries were often carried out through the parent institutions' personnel offices in conjunction with existing administrative offices of the libraries.…

Reports two studies investigating the training of employment interviewers, focusing on: (1) differences in the way trained and untrained interviewers used applicant characteristics to evaluate acceptability for employment, and (2) the manner of conducting the interview, applicants' reactions to the interviewer, and the interviewer's evaluation of…

Components of an effective human resource management function are identified and the position a personnel administrator must hold in the organizational structure in order to provide these services is discussed. Functions include personnel selection, institutional research and human resource planning, human resource development, and labor…

Based on experiences in establishing a personnel department and writing an affirmative action plan at Furman University, suggestions are offered for supervisory and employee training to reduce turnover rates. Selection, training, and motivation procedures are identified, and specific questions to ask applicants are listed. (LBH)

Investigates the importance of follow-up letters to the job application process. Finds that a slight majority of personnel administrators favor follow-up letters. Finds that letters should immediately follow the interview. Notes that letters may not help to get an interview or a job but suggest "good breeding" and make a favorable…

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…

Although the quest for better measurement of individual job performance has generated considerable empirical research in industrial and organizational psychology, the feeling persists that a good job is not really being done in measuring job performance. This research project investigated the effects of differences in both individual and systems…

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)