After finishing her undergraduate degree in English, the author's first employment was in an academic department at her alma mater. At a large public state institution, the salary scale for non-academic appointees was--and remains--woefully low. Knowing that monetary compensation wasn't the source of staff satisfaction, her chairman made a…

J. Michael Thompson is the Vice Provost for Enrollment Management and Dean of Admission and Financial Aid at the University of Southern California. J. Michael has worked in higher education for more than 30 years in a variety of roles at small private and mid-sized and large public universities, and now at USC, a large private university. He has…

Describes features of a new system of compensation, classification, and performance appraisal for employees at Boston College developed by a performance management team at the college in association with outside consultants. (EV)

Reviews lower court developments in 1995 that applied and developed earlier Supreme Court precedents concerning employment discrimination in higher education in the areas of discrimination based on race, color, or national origin under state and federal laws; gender discrimination under state and federal law, including two cases of voluntary…

Exhorts higher education managers to attack not only small problems, but to see all sides of large issues to perceive its elements, thereby improving understanding of yourself and your job. (PG)

Discovered in the 1960's, MBO is a direct attempt to build into management systems an unremitting attention to purpose." (Editor)

Examines performance appraisals for residence hall professionals by considering their purposes, developmental strategies, benefits, and obstacles, as well as a case example. (ABB)

Presents results of a career path study of graduates (N=111) of two student personnel preparation programs. Changes in reasons for leaving a position were noted with the greatest shift beginning as individuals left their third position. Findings are discussed in terms of recruiting middle-management student affairs professionals. (JAC)

Economic underpinnings of retirement incentives and case law leading to the Older Workers Benefits Protection Act (1986) are reviewed; implications for early retirement incentives for college faculty are considered. It is concluded that congressional intent is not to foreclose such incentives and that the Age Discrimination in Employment Act…

The personnel administration function is discussed as a challenge issue for the college president. The president must be persuaded to view the problems of academic human resource management as significant ones for him to consider. (LBH)

The author advocates that a single management posture be adopted by collegiate executives responsible for the performance of non-academic employees, and describes three ways such a posture benefits all concerned: individual worker performance improves; supervisors become more effective; and the school gains an advantage. (LBH)

While administrative personnel in many institutions are interested in specific bargaining techniques or validated grievance procedures, the author suggests that the vast majority need current information about personnel matters before collective bargaining becomes a reality on their campuses. (LBH)

Increased criminal activity by non-students has resulted in greater cooperation between Rutgers students and faculty and the university police. The university's police officers' handbook is reprinted in its entirety. (LBH)

A university president launches the Self-Study Retreat of the College and University Personnel Association by sharing his administrative concerns, including sources and development of top administrators, professionalization of mid-managers, and organization of the personnel function. (LBH)

The author suggests that personnel management on the university campus is coming of age, and that innovative techniques and concepts will be adopted to solve the personnel problems of the future. Personnel officers of today must prepare to assume the new personnel management role in higher education. (LBH)