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)

Reports on a nationwide survey to gain information about the current status of the student personnel profession. Questions were designed to provide a profile of the institutions surveyed, a profile of the chief student personnel officers, and a profile of student affairs staff. Discusses several areas of concern about the results of the data. (PC)

The personnel director may find that his role in labor relations is broadened to include faculty as well as staff. (HS)

Recent emphasis on employee training in higher education is due to the financial crises faced by most colleges and the pressures exerted upon them by unions. (HS)

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)

A college president's view of managing the realities of community colleges is offered. He emphasizes the complexities of personnel management as it is integrated with the governance process. (LBH)

A survey of 62 academic library appointees new to the profession (1995-96) investigated the perceived importance of 46 resume items. Resume items were ranked according to importance and compared with rankings in Thomas M. Gaughan's (1980) survey of personnel officers in research libraries. Considerable overlap between surveys suggested more…

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…

A survey of 300 public agency personnel directors received 208 responses indicating that 65 percent have substance abuse policies, 66 percent of those test applicants. Most agencies that test employees verify positive results with a second test before disciplinary action; 85 percent have employee assistance programs. Personnel directors' attitudes…

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)

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)

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)