Chief student personnel administrators (CSPAs) were surveyed to examine the changes in student personnel administrative positions over the past 10 years. Changes were discovered in title, level of educational preparation, experience in the position, age, and the proportion of women to men. (RC)

A teacher center program developed to help teachers and administrators combat teacher burnout is described. (LH)

Attacks the turnover/retention problem by looking primarily at the stayer rather than the leaver in hopes of finding factors influencing career decisions over which management has some control. (Author/RK)

Developmental models of vocational maturity are discussed and a mid-career model is proposed, noting developmental problems. An inventory for heterogeneous adults is described and the results are summarized. (Author)

Offers evidence of the potential of a new form of career intervention for both personal and career development. Claims that open-learning approaches to career management and guidance foster action-oriented career planning, and provide a high-volume delivery approach that can be used in educational and commercial settings. (RJM)

David L. Boren, former governor and Senator, has become the most powerful president in the University of Oklahoma's history. Boren wants to give the university the feel of a small private college. His stature gives him flexibility to act decisively and quickly. However, some faculty feel his priorities are wrong and others feel he's moving too…

Adds operational definitions to Loughead and Black's "job change thermostat" concept and suggests research that can test and extend the framework. (23 references) (SK)

Maintains that employment termination can lead to a positive career move. Suggests tactics for dealing with a job termination. Discusses resume writing, cover letters, and professional contacts. (RW)

Considers American Indian victimization in terms of the theoretical bases of structural determinants, interactional determinants, and culture contact and labeling. Discusses Robert K. Merton's adaptations to stress and urges their extension. Traces the author's life journey in trying to understand the nature of coercion by the dominant culture as…

Conducted longitudinal study of job change among 1,100 British managers. Repeated measures of perceived work characteristics, self concepts, and work preferences revealed that particular types of job change (employer moves, status shifts, and function change) had characteristic outcomes. Job change was associated with increases in perceived…

Using a longitudinal study, identified factors related to persistence and non-persistence in science, math, and technology careers for students--especially women. Women's persistence correlated with the number of elective high school science courses taken; women with higher career commitment were more likely to have switched aspirations to another…

Presents findings from a survey of 106 former California community college presidents regarding their preparation for postpresidential life, feelings toward their former college and its trustees, lifestyle differences, professional status, and activities. Offers recommendations for retired, current, and aspiring presidents. (DMM)

Alternative certification programs may help increase the supply of qualified teachers. The Military Career Transition Program at Old Dominion University (Virginia) certifies persons leaving the military and seeking second careers in teaching. The paper describes the program, which offers features like counselors, master teacher mentors, and…

Tested propositions concerning the relation of organizational commitment, job satisfaction, and perceived availability of alternative employment to intentions to leave or remain in child care work. Results indicated that commitment, satisfaction with pay and promotion opportunities, and perceived job alternatives contributed significantly to…

College outplacement services provide effective, constructive support to terminated employees. They are cost effective and provide a positive situation for the organization and outplaced candidate by providing a support system, preventing litigation, and building morale. The process has five phases: dealing with loss; assessment; marketing;…