The Equal Pay Act is applicable to university and college faculty. There should be a legally acceptable faculty compensation plan in existence to handle some of the implications of the law. (Editor)

In 1983 the Office of Affirmative Action and Compliance at the University of Wisconsin-Madison surveyed 300 randomly chosen employees to determine the number of disabled persons in its work force. The results are discussed and the survey is appended. (MLW)

Presents informational background for college and university administrators who are shaping new programs necessary to meet the broadened and strengthened Civil Rights Act. (Editor)

The results of a survey of some universities in the Southern Region of the College and University Personnel Association to address the problem of affirmative action in temporary employment are discussed. Procedures for faculty, administrative, professional, and support staff are presented. (MLW)

Report developed by the Office for Equal Employment Opportunity in the Office of the President of the University of California. (Editor)

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)

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

The development and operation of a successful employee selection, promotion, and transfer program is described. The 3-year program involved posting public notices of all library vacancies, actual or anticipated, and encouraging individuals, whether on the staff or not, to apply for positions in which they were interested. (JT)

The existence of discrimination toward women managers by other women is examined briefly, with examples of attitudes and office situations cited. Suggestions are offered for an effective manager to minimize the potential nonproductivity caused by women against themselves. (LBH)

The application of multi-variable procedures to the concept of professorial seniority is illustrated. Using employee data, a seniority factor was constructed and computed and compared to seniority scores for selected individuals. The model and its uses (e.g., in financial exigencies) are discussed. (MLW)

A study to demonstrate any discernible trend in the appointment practices for individuals filling nationally advertised academic administrative vacancies from 1972 to the present is described. An increased percentage of successful external candidates and the unchanged percentage of successful female candidates are revealed. (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)

The Director of Affirmative Action Programs, Georgetown University, outlines the kinds of personnel policy questions an institutional manager needs to consider and the items to be discussed and confirmed during on-site visits of Federal monitors. (Editor/JT)

The statistical methods used by courts and regulatory agencies to analyze data relating to equal employment and affirmative action are reviewed, along with suggested methods for colleges and universities to produce more meaningful Equal Employment Opportunity management documents. (MSE)