A review of conclusions of previous studies indicates that the employment interview lacks reliability and validity. Authors suggests that "...research should be directed toward identification of the variables which are best and most consistently evaluated by the employment interview," and offers suggestions for the practicing personnel…

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)

Reports on a survey of chief human resources officers in the Fortune 500. Focuses on areas such as applicant's appearance; beginning of the interview; conduct of the interview; and closing the interview. Compares results with a similar 1980 survey. (JAD)

Data from the appointing managers and personnel directors of 35 newly hired and 33 promoted workers found that (1) employers maintain educational ceilings that are usually flexible and established by default; and (2) some employers willingly hire "overqualified" workers because of their potential for eventual promotion. (SK)

Assessed the importance of the informational content of letters of recommendation. Personnel directors (N=98) rated sample letters. Results showed that example specificity and favorability increased the positive perceptions of the recommendee. Example specificity also enhanced the perceived credibility of the letter writer. (JAC)

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)

Examined is female employment representation in 20 cities over a five-year period. Factors which might predict such representation are studied, and the independent influence of hiring agents' attitudes on employment outcomes are assessed. Several attitudinal characteristics of personnel directors proved to be related to employment representation.…

In recruiting for smaller, fast paced companies, telephone interviews are a cost-effective method of screening candidates. The initial telephone interview can determine a candidate posses desirable qualities such as initiative, persistence with charm; positive attitude; quick thinking skills; coachability; superior communication skills; creative,…

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…

Evaluations from 77 personnel administrators were used to determine the effect of costume on interviewers' perceptions of personal characteristics for women applying for management-level positions. It was concluded that a female applicant's clothing does provide an avenue for conveying personal characteristics necessary for management. (CT)

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…

Administrators can discover what kinds of implicit assumptions direct their personnel decisions. From this discovery they can gain a clarification that will broaden and strengthen their basis for administrative action. All too often administrators become preoccupied with the systems they develop or inherit for structuring their work, when they…

These guidelines are intended to provide personnel administrators with a means of evaluating their current practices and procedures in teacher selection. The guidelines cover recruitment, hiring criteria, employment interviews, and the follow-up to selection. A suggested personnel selection procedure outlines application, file preparation, and the…

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…