A series of brief personnel philosophy statements for each major personnel function is advocated. The purpose of the statements are: (1) to provide a foundation for personnel policy development, (2) to provide standards of expectations for supervisors and employees, and (3) to help departments and the organization meet their goals. (MLW)

Recognizing that termination is viewed by the employee as the equivalent to capital punishment of a career, an administrative contract can reduce the emotional and financial entanglements that often result. Administrative contracts are described. (MLW)

The college personnel administrator is becoming an increasingly important management advisor to both non-academic and academic officials. The evolution from the traditional personnel office to a fully recognized centralized human resource department is discussed. (MLW)

Problems arising from ineffective personnel discipline are examined and a progressive approach designed to remediate bad practices is outlined. The progressive process provides for oral warnings, written warnings, suspensions, and then terminations. A checklist to take managers through the disciplinary process is included. (MSE)

The strategy involved in the planning process to develop an employee assistance program is described. Issues to be decided include whether the program should cover both academic and nonacademic personnel; whether the idea could be made attractive to management and staff; and identification of a potential source of funding. (MLW)

Saint Louis University's efforts to develop and implement a comprehensive sexual harassment training program as the foundation for a cultural influence process is described. The use of the training program as the foundation of a normative-reeducative process of change is described. (MLW)

A discussion of federal regulations concerning completion of Immigration and Naturalization Service Form I-9 (to verify a potential employee's legal status) looks at the current state of the law and offers college and university personnel administrators practical suggestions for implementing it consistently. Reevaluation of institutional policies,…

The general structure of the human resource planning function in organizations and the responsibilities at each level of management are discussed. A framework for constructing and implementing a human resource planning system is outlined, and several approaches for human resource forecasting are examined. (MSE)

Institutions must provide good counseling regarding retirement program benefits, since when in doubt about their financial position faculty members are inclined to remain employed. Colleges should consider offering nonfinancial incentives for early retirement as well as financial. (MLW)

A survey of 55 land-grant institutions gathered information on policies and practices concerning preemployment testing, particularly for positions in the clerical, secretarial, accounting, and similar areas. Results suggest these institutions lag behind the private sector in selecting employees. Continuing revision and updating of testing is…

A screening process and personnel forms are described that match selection criteria to actual job expectations for use in determining the best applicants to schedule for job interviews for vacant secretarial/clerical and service/maintenance positions. The applicant evaluation sheet, staff personnel requisition, personnel requisition checklist, and…

A combination of economic and societal stresses contributes to workplace violence in higher education. College human resources professionals must become knowledgeable about its causes, implications, prevention, and appropriate responses. A three-tiered plan includes a preventive program, threat-management plan and team, and crisis management team.…

The Immigration Reform and Control Act of 1986 (IRCA) is examined: historical perspective (p. 5-20), section-by-section analysis (p. 21-34), guide to employer compliance with key provisions (p. 35-42), impact on employee relations in higher education (p. 43-45), appendices (p. 46-55), and bibliography (p.56). (LB)

Survey of 35 public and private colleges and universities investigated prevalence and characteristics of merit pay programs for faculty and support staff. Results include information on compensation program coverage (faculty, staff, collective bargaining groups, percentage of total workforce), percent of funds awarded solely on merit, desired…

The Department of Labor's new guidelines on employee selection procedures are outlined, and their effect on affirmative action programs is discussed. Specific steps in following the guidelines are outlined, and college and universities are advised to review their related operations before an audit is imposed. (MSE)