Discusses a survey of personnel officers that was designed to help perspective employees present themselves in the best possible way. The survey yielded data about the initial contact by job seekers, job application letters, and resumes. A copy of the survey instrument is included. (FL)

A study to determine any change in direction of the personnel function in higher education during the 1980s is described. Personnel professionals, it is suggested, will spend less time on employment and employee benefits and more time on human resource planning, training, development, labor relations, and compliance with government regulations.…

Analyzes the motivation profile results of a national survey, using a job diagnostic survey instrument, of 112 directors of university computer centers; and compares these results with results of similar surveys of other kinds of managers. Describes the outcome of the use of the instrument on a university computer center. (CMV)

Although aspiring women managers can receive some developmental support from women in management positions, this support frequently needs to be augmented by that from human resources personnel and successful men. (Author/JM)

In a speech to CUPA's 1976 convention, a college president examines the personnel function of an institution. He calls for a human resources planning system that includes (1) a manpower forecast, (2) a succession plan, (3) a development plan, and (4) a staffing plan. (LBH)

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)

This guide summarizes information and procedures from recent research on staff development and provides examples of staff development practices in Georgia school systems. Section 1 describes a new vision for staff development, with a focus on student development as a strategy for organizational change. Section 2 looks at the expanding role of the…

The working paper discusses the purposes and problems of staff appraisal and recommends guidelines for the creation of an active and effective appraisal and development scheme in organization. Charts illustrate the principles around which management training can be oriented regarding appraisal interviews and observation of behavior. (Author/JB)

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…

Compared personnel managers' (N=51) perceptions of requisite skills for successful employment and the actual competence of entry level workers. Results indicated a significant discrepancy between needed skills and the competence that secondary school graduates bring to the work place. Speaking and listening were rated most important. (JAC)