Presents guidelines from the U.S. Department of Labor for developing an affirmative action employment program for the handicapped. Includes checklists of affirmative action items and a sample program policy plan. (MF)

Implications of two possible occupation choice models are compared: (1) enter the job that offers the highest lifetime income, or (2) enter the job offering the highest level of overall satisfaction. Findings from the NBER-TH data sample indicate that screening does exist in model (1). Reasons for not using education as a screening device are set…

Considers the difficulties women face in realizing sex equality in teaching and administrative positions. (RK)

Major events leading to the Civil Rights Act of 1964 are reviewed along with laws and administrative actions dealing with job discrimination, legal developments of the first decade under Title VII, and Supreme Court cases on equal employment. Available from: Howard University School of Law, 2935 Upton St., Washington, D.C. 20008. (LBH)

Following a discussion of some of the major problems of affirmative action, including seniority layoff, recommendations are made that may assist in resolving some of the complex issues. (Editor/TA)

The constitutionality of the Equal Pay Act is examined as an exercise of Congress' power under the enforcement clause of the fourteenth amendment and it is concluded that application of the Act to public employees in both traditional and nontraditional governmental functions is a constitutional exercise of that congressional power. (LBH)

A survey is reported which examines the overall, current status of graduate programs in Russian in the United States, with emphasis on fluency, practical training, and hiring. Responses were obtained from 85 percent of all departments in the United States that have graduate programs in Russian. (RM)

Presents the text of a management program on the meaning of equal employment opportunity and affirmative action for personnel directors, citing federal laws requiring compliance, penalties for discrimination, and employment and personnel practices affected by the laws. Notes for expansion of topics for specific organizational compliance are…

Most opinion favors laws designating the board of trustees as employer, a clear specification of what is and is not bargainable, exclusion of department heads and other supervisors from the union, elections in which union/no-union is settled separately from choice of union, and only limited use of arbitration. (Editor)

Declining enrollment, financial trouble, and larger college graduating classes from schools of education all contribute to the spiraling problem of teacher layoff and unemployment. (JD)

At the annual meeting of the College and University Personnel Association, a lawyer in employment-discrimination cases cautioned personnel officers against random drug testing. Other practices discussed included: asking too many personal questions under the new immigration law, dismissing workers with AIDS, pressuring employees to accept…

Traces the origin of affirmative action from Reconstruction and the Fourteenth Amendment through the emergence in case law of legal definitions of quotas and the development of the modern concept of affirmative action. The current legal status of affirmative action employment programs, their effectiveness, and future prospects are commented upon.…

Study of recently graduated master's level social workers (N=520) suggests gender inequities still exist in career patterns and salaries. Compared men and women on beginning and current salary, use of graduate-school specialization skills, and administrative versus clinical positions. Male clinicians moved into nonclinical positions more often…

In its most sweeping endorsement of affirmative action and the first ruling explicitly upholding affirmative action for women, the Supreme Court has upheld voluntary plans that help qualified women and members of minority groups gain jobs traditionally dominated by white men. (Author/MSE)

Arguing that hiring should be the product of a rational approach rather than a subjective one, describes a six-part hiring process: (1) basic people management; (2) organization policies; (3) preliminary "musts"; (4) the interview; (5) evaluation of findings; and (6) future uses. It can be used in any size or type organization. (CDD)