In 2009, the researchers, with funding from the Center for Advanced Human Resource Studies (CAHRS), began conducting the annual Chief Human Resource Officers (CHRO) Survey. The 2009 survey was sent to CHROs at the U.S. Fortune 150 companies, as well as to ten other CHROs at CAHRS partner companies. That survey focused on understanding how CHROs…

The process of delegation makes possible the extension of one's abilities, encourages teamwork, and results in greater productivity. (Author)

Analysis of workplace experiences recounted by 29 human resource development (HRD) professionals uncovered 3 themes: emphasis on people and work processes, need for greater personal control and security, and desire for task and functional equity. Findings suggest that HRD is an occupational culture more concerned with employee development and…

Data from a survey of executive development directors were the basis for this mentoring program framework, consisting of (1) program development (protege and mentor selection, training, and linkage); (2) implementation (career and psychosocial functions); and (3) evaluation (formal and informal outcomes assessment). (SK)

A survey of 261 Irish human resource development (HRD) professionals indicates that some HRD responsibilities have devolved to line managers, but less than in other countries. Most conduct systematic needs analysis (especially larger, private sector firms) and rely on informal evaluation mechanisms. (SK)

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)

Presents a 10-question instrument to help school leaders interview and select outstanding school personnel directors. The questions and responses cover prospective candidates' basic skills and required attributes; knowledge of roles and functions; communication abilities; teacher recruitment and orientation strategies; staff motivation and…

The author advocates that a single management posture be adopted by collegiate executives responsible for the performance of non-academic employees, and describes three ways such a posture benefits all concerned: individual worker performance improves; supervisors become more effective; and the school gains an advantage. (LBH)

This kit on personnel organization in member libraries of the Association of Research Libraries (ARL) is a revised and updated version of a 1973 kit. In the past, personnel functions within libraries were often carried out through the parent institutions' personnel offices in conjunction with existing administrative offices of the libraries.…

Components of an effective human resource management function are identified and the position a personnel administrator must hold in the organizational structure in order to provide these services is discussed. Functions include personnel selection, institutional research and human resource planning, human resource development, and labor…

A 1977 Association of Research Libraries (ARL) survey showed that more than 80 member libraries had staff persons designated as personnel officers. In a series of in-depth interviews in the spring of 1978 with some of these personnel officers, the main factors contributing to changes in personnel functions were identified as: (1) a growing number…

Discusses the need for program development in the area of general office administration. Outlines the role of personnel administrators in the selection, training, and development of managers. Three university programs relating to general office administration are described. (RC)

Reports a participatory action research (PAR) project carried out by the FAGOR group of the Mondragon Cooperatives in the Basque provinces of Spain. Finds the experience to be most stimulating and intellectually engaging while noting that it is both emotionally and physically exhausting. Points out that PAR's impact has been uneven. (KO)

This article reports on a study investigating the relationship between the introduction of new management practices and the training provided by Australian enterprises for their employees. The new management practices investigated include teamworking, total quality management, lean production, business process re-engineering and the learning…