The underrepresentation of administrators of color in higher education is one of the most important ethical dilemmas facing colleges and universities today. Arguably, in no place is this more evident than at historically white colleges and universities (majority institutions). Prior to the 1960s, the lack of administrators of color in higher…

Most investigations of faculty diversity have focused on higher education institutions in general. Despite the debates and many years of affirmative action policies and procedures. the increase in female. racial and ethnic minority faculty remains minimal. The United States student population is becoming more diverse, whereas. faculty…

This monograph focuses on the subtle behavioral and organizational barriers that hinder the recruitment, retention, and advancement of women and minority faculty and administrators in higher education today. Specifically the monograph explores the obstacles that face women and minorities who serve as full-time, tenure-track faculty and…

Data relating to the hiring of academic administrators are presented, showing substantial changes in the hiring process, but little evidence to support the intent of legislation to involve more minorities in academic leadership and management. (Author/MLW)

According to government guidelines an employer must not maintain personnel practices that show adverse impact. Because selection cases are the most common, they have set the standards for how adverse impact is typically determined. The most common way to demonstrate adverse impact is to show that the proportion of minorities hired is less than…

Two techniques for personnel selection are presented. The first is a graphical technique which non-technical personnel can use in deciding the number of minority applicants to admit to an institution. The other is a large scale computer technique which an institution can use to increase personnel diversity including cultural factors. (Author/DEP)

Attributes Austin Community College's (Texas) success in minority recruitment, hiring and retention to a 10-step plan involving trustee support; an affirmative action plan; faculty support; recruitment, screening, interviewing, and selection strategies designed to enhance minority participation; orientation and support; staff development; and…

Part Two of the two-part article describes corporate strategies for affirmative action in order to obtain the most qualified individuals available for professional positions among minority and female candidates. (Author/BP)

The determination of acceptable performance in Thorndike's constant ratio standard of fair selection is considered. It is shown that suitable choice of acceptable performance can make any minority-majority selection disparity consistent with Thorndike's standard. A rule for determining acceptable performance which avoids the Petersen-Novick…

In response to concerns about the affirmative action efforts of the Alcohol, Drug Abuse, and Mental Health Administration (ADAMHA), the General Accounting Office examined ADAMHA's personnel management and equal employment opportunity issues. Issues examined included the representation of minorities in the ADAMHA work force, especially at…

Data from 191 institutions which placed notices in the "Chronicle of Higher Education" revealed that there are qualified minority and female candidates available and members of minority groups are making progress toward employment (females even greater progress) while white males are not being "closed out" of the hiring process. (Editor/JT)

This fourth revision of the Affirmative Action Plan (AAP) of the National Education Association (NEA) outlines NEA policy and regulations and incorporates quantitative information on current NEA employment levels and hiring goals for women and minorities. A brief policy statement is followed by a review of objectives, including the general…

A model for examining tradeoffs between rate of minority hiring and quality of selectees is presented. In a representative case, substantial changes in the rate of minority hiring have only small effects on the quality of the work force. (Author)

A study of responses to affirmative action at a large university revealed that using estimates of the minorities available at prestige schools led to smaller departmental hiring goals, and that once such goals were met the subsequent pursuit of minorities was abandoned. Recommendations are derived from the findings. (JT)

Specific tactics for blunting affirmative action in the university are organized in five categories: obliterate or contain responsibility, delay responsibility, develop and operate recruitment efforts designed to fail, recruit minorities and women so they will subsequently fail, and delegitimize applicants. (Author)