Cautions administrators to improve their substitute teacher programs, because more substitutes are going to be needed as teachers receive more time off from school for participation in professional meetings and other activities. (Author)

Attempts to describe institutional salary behavior relative to the AAUP salary scales. The research has found that schools that reported in the AAUP surveys apparently are concerned with keeping the pace of salary grade changes set by the AAUP and thus maintaining or improving their comparative salary status. (Author)

Two approaches to interstate certification are offered to resolve the problem of harassment of professional educators by unreasonable certification barriers. Participating States recognize that the full potential of the system has not been realized. (Author/JN)

A review of current issues in the literature discloses the increasing prominence of multivariate analysis and a reconsideration and adjustment of traditional personnel practices. (WM)

Illustration of salary schedules to replace the rigidity of the fixed step salary schedule for school personnel. (Author/RA)

Memorandum dated January 14, 1971 sent by the author, who is Director of the Office of Civil Rights, Department of Health, Education and Welfare, to Chief State Officers and School Superintendents. (RJ)

Urges women librarians to rise up against a long-suffered sexual discrimination in library employment. (Editor)

This article is based on a speech delivered at the Conference of the Southwestern Library Association, Oct. 17, 1968, in Tulsa, Oklahoma.

Future developments in the areas of employer policies and retirement age choice of employees are uncertain because of the inability to predict public policy regarding retirement benefit programs. (JOW)

Wisconsin state employees over age 55 were asked about conditions under which they would delay retirement. A slight majority would do so if they could work part time; a large portion would delay retirement by continuing to work full time. (SK)

A well-planned and well-executed management development program can lead to a more effective institution, to improved morale among employees, and to increased potential for employee promotability. However, a good program will never be a satisfactory substitute for the selection of good employees. (MLW)

Colleges and universities have begun creating a structured employment environment for their professional staff. Questions of the adequacy of grievance procedures, job security, staff reduction, appropriate notice periods, length of probationary status, etc. are being studied. Two approaches are described: the University of Iowa and the University…

Outlines techniques used in the Union-Endicott (New York) Central School District to manage staff decline in a humane manner. (Author)

Presents data compiled from a survey of 21 colleges and universities identified as having developed professional part-time faculty policies. (AEA)