Identification of the subsystems in the personnel management function provides an audit framework that leads to a more efficient development of the human resources within the organization. (Author/IRT)

College training and organizationally based training are not prevalent enough or specialized enough to meet the future demand of personnel specialists and managers. The organized profession must develop the methods to systematically provide information and must stimulate activity in colleges and organizations to develop major training centers.…

Describes the typical functional areas of human resources in most colleges and universities, and profiles issues attendant to the development and success of human resource administrators. (EV)

A personnel manager can be more effective in dealing with people from other departments if he can determine the communication style of those other people. The four styles are analyzer, affiliator, conceptualizer, and activator. (Author/IRT)

Argues that personnel departments should increase their involvement in promoting organizational performance and suggests the creation of a database of detailed performance information related to the alignment of people with their positions as an initial step. The contents and specific uses of such a database are discussed. (MBR)

A university president launches the Self-Study Retreat of the College and University Personnel Association by sharing his administrative concerns, including sources and development of top administrators, professionalization of mid-managers, and organization of the personnel function. (LBH)

Examines methods used to search for entry-level managerial positions and assesses how human resource and personnel directors in Georgia perceive these methods. Findings indicate that few of the directors use electronic technology to fill such positions, but they view positively those applicants who use electronic job searching methods. (RJM)

Researchers who have focused on issues of interpersonal communication in organizations have concluded that it is an essential component of organizational life. This paper presents findings of a study that examined the communicator image of human-resource managers. A survey instrument called the Norton Communicator Style Measure (CSM) was sent to…

A three-day training course in delegating provides an analysis of the principles involved, simulates many inherent difficulties, and provides feedback to junior managers who are learning how to delegate tasks and responsibilities to subordinates. (AJ)

The personnel profession is in a state of change in higher education. Personnel directors must be ready to assume the contemporary role of human resource manager and question separate academic and staff personnel offices and functions. (MLW)

Examined how personnel managers (N=19) and line managers (N=28) make disciplinary decisions using policy-capturing approach. Findings suggested that factors likely to affect attributions about reason for a disciplinary problem were important determinants of disciplinary decisions. Considerable weight was assigned to either provocation, tenure, or…

Women's share of employment in personnel and labor relations occupations grew from 30 percent in 1970 to 58 percent in 1989. Female personnel managers' earnings remained two-thirds of men's between 1986 and 1989. At least two-thirds of 1979 earnings differences reflected gender differences for age, education, and extent of work. (SK)

A survey of 42 chief executive officers (28%), 72 line managers (47%), and 37 state agency personnel directors (24%) found that all 3 groups viewed the personnel department as primarily service providers, directors regarded themselves more involved in advisory roles than did the other 2 groups, and there was limited support for policymaking…

Human resource development professionals should combine vision, understanding, and programing expertise in establishing continuous learning environments in organizations. Leadership roles include role modeling new behavior styles and engendering a participatory atmosphere. (SK)

A survey of the 50 state personnel directors found that (1) their attitudes and actions reflect a concern for social equity issues; (2) 21 were women and 6 African American; (3) they experience similar role conflicts and tensions as federal civil servants; and (4) state personnel systems are addressing equity issues and benefit flexibility. (SK)