Colleges and universities have begun creating a structured employment environment for their professional staff. Questions of the adequacy of grievance procedures, job security, staff reduction, appropriate notice periods, length of probationary status, etc. are being studied. Two approaches are described: the University of Iowa and the University…

Common concerns about salary administration in Chicago area colleges are reviewed, and a salary administration system responding to these concerns is described. The system's key concept is that the job's functions or activities are evaluated factor-by-factor, resulting in a definition of the critical job abilities, usable in hiring and promotion.…

Results of a national survey of two- and four-year colleges concerning their policies and procedures for nonfaculty personnel recruitment and advertising are reported. A list of participating institutions and the survey instrument and cover letter are included. (MSE)

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)

Noting that large numbers of business graduates are seeking employment in college business offices, the authors outline a systems approach to employment and training which includes recruitment, interview and selection, orientation and training, placement and post-training, and the fusion process. Emphasis is on individual and organizational…

A survey of 483 professors, three from each of 161 colleges and universities, shows that nearly 40 percent of the participants did not think that promotion policy was usually observed in practice. Many acknowledged a lack of professionalism in performance evaluations. (LBH)

The corrective disciplinary process in a unionized institution must take into account the possibility that an employee has the right to challenge corrective discipline. For this reason, corrective discipline must be administered to withstand challenge. Four steps involved in corrective discipline are identified: verbal warning, written warning,…

The data results and the findings on retrenchment for all of the four major Carnegie Classifications of institutions combined are summarized. Data on current retrenchment policies and practices were reported from 40 percent of the institutions participating in a College and University Personnel Association study. (MLW)

Data on current retrenchment policies and practices of comprehensive universities and colleges are reported and analyzed, including information on the existence of a retrenchment policy, retrenchment between 1974-75 and 1977-78, the retrenchment process, and the impact of retrenchment on affirmative action and employment rights and benefits. (MLW)

A successful affirmative action program requires coordinated effort throughout the institution. This article shares some of the benefits of experience with a three-year-old comprehensive program at Florida State University. (Editor/LBH)

It is contended that insufficient attention has been given to the development of human resource management programs for nonfaculty personnel in academic institutions. Management schemes can be developed to enhance the strengths of the employees and to obtain optimum utilization of these strengths toward attainment of university goals. (Author/LBH)

An alternative employment status for some types of part-time faculty, that of independent contractor, is described. The contractor status may be more congruent with what both parties actually believe their relationship to be. (MLW)

Data on current retrenchment policies and practices of liberal arts colleges are reported and analyzed, including information on the existence of a retrenchment policy, retrenchment between 1974-75 and 1977-78, the retrenchment process, and the impact of retrenchment on affirmative action and employment rights and benefits. (MLW)

Guidelines developed in brochure-form and distributed by the Affirmative Action Office at the University of Wisconsin-Stout are reviewed. They focus on interviewing women and minorities especially as an important part of personnel interrelations. Legal obligations and constraints are noted. (LBH)

Institutions of higher education have become involved in contracting out staff services to affect budget reductions or to improve quality of service. The experiences of Portland State University in contracting out all custodial services are reported, including a checklist for contracting out analysis. (MLW)