Employers can be subjected to substantial legal responsibilities and liabilities. The employer's obligations to employees; the consequences of mislabeling an employee as a consultant; how to determine who may be a consultant; and criteria for authorizing a consulting position are examined. (MLW)

Strict adherence to institutional missions and close and open communication with public sources of support are offered to the community college as a defense against retrenchment. It is suggested that the community college should serve the needs of all adults to offset the declining 18-year-old population. (Author/LC)

The author suggests that anti-discrimination legislation can create reverse discrimination and enforcing agencies that exceed the intent of the law. (Editor)

Discusses the ramifications of recent cases and federal regulations on equal employment opportunity efforts on campus, citing real and potential problem areas. (Editor)

While administrative personnel in many institutions are interested in specific bargaining techniques or validated grievance procedures, the author suggests that the vast majority need current information about personnel matters before collective bargaining becomes a reality on their campuses. (LBH)

A sample grievance procedure for nonfaculty employees in a nonunionized institution of higher education and a nonfaculty grievance form are provided. Since grievance procedures provide a forum for resolving internal conflict, their existence is seen as a critical factor in achieving and maintaining good employee relations. (MLW)

Creative personnel management strategies are lessening the impact of decreased enrollments, budget tightening, and aging faculties on the quality of higher education in a statewide system. It is suggested that administrative policies and procedures be adjusted to minimize faculty employment problems in the 1980's. (Author/LC)