The most unique responsibility of the school personnel worker may be the evaluation of teachers. Unlike the personnel manager of a non-educational enterprise, a school personnel manager must provide remediation training to a tenured teacher not performing competently. Those involved in personnel decisions should be aware of what research has determined to be the best facilitators of inservice staff development. Local school districts are being mandated to upgrade their curricula and the skills of their teachers. A melding of teacher-effectiveness discoveries and operationally sound management strategies is necessary to the successful fulfillment of the mandated education goals. Teachers must be encouraged to make changes that will improve institutions; they need to be called on to set goals and make decisions. Critical to attempts to improve schooling is the involvement of teachers in large-scale innovations such as the use of computers, and teacher participation in comprehensive, long-term computer inservice programs have been recommended by researchers. Inservice programs should be based on needs expressed by teachers themselves, thereby developing an attitude of "ownership" by the teachers that leads to greater teacher effectiveness. Although the research seems conclusive that participation in the content of inservice programs by teachers is essential, there is a reluctance among administrators to fully involve teachers in planning and developing inservice programs. School personnel managers need to make use of this research and incorporate teacher preferences into programs intended to enchance teacher competency. (ABL)