Job interviews for prospective school administrators (specifically, principals) often contain what the author calls a hidden agenda. The board and superintendent may have already decided whom they wish to hire and are interviewing other applicants as a formality. Job seekers should be aware of this rather common situation. (Author/DS)

Federal courts have developed contradictory answers in considering preferable remedies for discriminatory seniority systems in employment. The author offers suggestions for development of a uniform policy called for in the Supreme Court decision in Franks v. Bowman Transportation Co. (JT)

Examines the burden of proof between employer and employee in fair employment lawsuits, highlighting related court rulings. Reviews problems of existing procedures that magnify testing as a legal issue, and considers back pay and plaintiff attorney fees as added costs to employers who lose such cases. (Author/JG)

In this analytical essay, the author examines the arguments of comparable worth advocates and explores the notion of an inherently sex-biased job market. (Author)

This brief history of equal employment opportunity cases from the Civil Rights Act of 1964 to 1986 Supreme Court cases summarizes the viewpoints of those who don't support it. Librarians are urged to accept the premise that equal employment opportunity is the law and that compliance is in everyone's best interests. (EM)

Discusses the growing use of temporary employees by companies, including the reasons that temporary help is popular. Describes the types of people likely to become temporary employees and reports results from a survey of 144 members of the American Society for Personnel Administration regarding their organizations' use of temporary employees. (CH)

By using numerous techniques, a school can maintain a first-rate staff year after year. The ability to replace competent teachers with new personnel who are equally as competent, or have the potential to be, must be ranked at the top of the list. Here's how one school accomplishes it. (CJH)

Assesses the Braddock-McPartland and Pettigrew-Martin articles and suggests a few limitations and extensions of their analyses. Concludes that race relations analysts need to go beyond the usual discussions of interracial prejudice, employment barriers, and tokenism to extend research to issues such as multifaceted methodologies and changing…

Examines the implications of one interpretation of employer behavior that may be inferred from the Braddock and McPartland analysis: while many White employers would not reject Black applicants through personal prejudice and discrimination, they are sufficiently uninvolved in the goal of Black employment to use hiring methods that might lessen it.

Presents the United States Supreme Court's decisions in Wygant v. the Jackson Board of Education and in International Association of Firefighters v. City of Cleveland. Explores the decisions' more general applications to voluntary affirmative action plans. (PS)

Explored utility of adopting supply-side approach to understanding the nature of wage differentials between men and women using job applicants (N=272) as subjects. Results suggested much of the wage gap can be explained by evaluations of outcomes other than pay, and gender-related differences in expectancies, instrumentalities, and valences with…

Review of employment laws affecting libraries includes definitions of qualified personnel, laws pertaining to medical and honesty testing, affirmative action, and sexual harassment. Laws covering crime within libraries are also discussed, as well as problems with existing legislation. (CLB)

Tenured faculty are normally terminated only for just cause. In "Milbouer v. Keppler," however, an Idaho district court upheld faculty members' discharge when Boise State University declared a financial exigency. Examination shows that this definition of financial exigency derived from budget reductions that affected small program…

Compares early retirement and disability policies in 17 European and North American countries. Considers early retirement policy as a possible solution to high unemployment. (CH)

Discusses four types of telemarketing centers and their human resource needs, selecting the right people for the job, motivating and compensating employees, and handling burnout and turnover. Charts are included illustrating key tasks and job design factors, selection criteria, and training and development factors. (CT)