The executive director of the College and University Personnel Association reviews activities of the 1973-74 year, points up the need for developing a constructive role on the legislative scene, and challenges personnel administrators to realize their role, as colleges and universities begin to think of themselves as service institutions built…

Growth in the importance of training and development came as a result of its changing functions and its ability to meet the objectives of agencies and firms. At the same time, personnel departments have declined in importance because of their reactionary outlook towards staff functions. (EC)

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.…

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)

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)

Both sexual attraction and harassment must be dealt with if men and women are to develop truly productive working relationships. Key issues include policies on sexual attraction and harassment, availability of professional resources on the subjects, training, and the role of personnel specialists. (CT)

Offers background information on cost-per-hire. Includes reflections offered by human resources officials who discuss how they calculate this statistic and how they use it. Explains difficulties associated with calculating cost-per-hire, provides a sample worksheet, and uses a case study to show how this cost might be lowered. (RJM)

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)

Most business, educational, governmental, and industrial organizations use traditional manager-centered assessment and developmental approaches to fulfilling human resource needs; employee conformity supercedes employee expectations, needs, and skills. Principles of employee-centered management, listed in the article, are not understood. Major…

The document presents tools designed to assist supervisors of personnel specialists in the systematic assessment and identification of the training needs of individual personnel specialists in Federal agencies. The two major components are the questionnaires and the system of scoring and interpreting the questionnaires. The methodology will enable…