DOCSLIB.ORG

MISSISSIPPI COMMUNITY COLLEGE BOARD Section 1: Board Operations POLICIES and PROCEDURES MANUAL

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
MISSISSIPPI COMMUNITY COLLEGE BOARD Section 1: Board Operations POLICIES and PROCEDURES MANUAL MMIISSSSIISSSSIIPPPPII CCOOMMMMUUNNIITTYY CCOOLLLLEEGGEE BBOOAARRDD Policies and Procedures Manual Updated August 21, 2020 POLICIES AND PROCEDURES SECTIONS 1 - 12 POLICY CODE NUMBERS SECTION 1 - BOARD OPERATIONS Policies and Procedures Manual 1.1 Establishment of the Board 1.2 Board Meeting Schedule 1.3 Special Called Meetings 1.3.1 Board Agenda 1.4 Notices to Board Members 1.5 Board Members' Voting 1.6 Board Minutes 1.7 Board Officers and Their Selection 1.8 Board Executive Sessions 1.9 Administrative Procedures 1.10 Board Members' Compensation/Reimbursement 1.11 Board's Policy on Spending 1.12 Standing Committees- Deleted by the MCCB Board at the 5/20/16 Meeting 1.13 Public Access to MCCB Records 1.14 Official MCCB Seal and Letterheads 1.15 SECTION 2 - STAFF EMPLOYMENT Hiring 2.1 Equal Opportunity/Affirmative Action Statement 2.2 Title VII 2.3 Age Discrimination in Employment Act 2.4 Equal Pay Act 2.5 Americans With Disabilities Act 2.6 Sexual Harassment 2.7 Termination of Employment 2.8 Nepotism 2.9 Interview Selection Committee 2.10 MCCB Employee Social Media Policy 2.11 Network/Email Access and Termination Policy 2.12 Probationary Period and Termination at Will 2.13 Salary Schedule 2.14 Pandemic Return to Work Policy 2.15 Reduction in Force Policy (RIF) 2.16 Telework Policy 2.17 Telework Agreement 2.18 SECTION 3 - STAFF - WORKPLACE Drug-Free Workplace 3.1 Drug-Free Workplace Acknowledgment 3.2 Smoking Limitations 3.3 Safety Policy 3.4 Risk Management Policy 3.5 Flower and Gift Fund Policy 3.6 Social Activities Fund Policy 3.7 Standing Employee Committees 3.8 SECTION 4 - EMPLOYEE PERFORMANCE/ GRIEVANCE PROCEDURE Standards of Conduct and Performance 4.1 Grievance Procedure – Appeals- Deleted by the MCCB Board at the 11/19/99 Meeting 4.2 Employee Performance Appraisal 4.3 SECTION 5 - LEAVES AND ABSENCES Personal Leave 5.1 Major Medical Leave 5.2 Maternity Leave 5.3 Military Leave 5.4 Leave Without Pay 5.5 Administrative Leave 5.6 Family and Medical Leave Act of 1993 5.7 Compensatory Time 5.8 SECTION 6 - EMPLOYEE BENEFITS Holidays 6.1 Health and Life Insurance 6.2 Workers' Compensation 6.3 Social Security 6.4 Public Employees Retirement System 6.5 Credit Union 6.6 Unemployment Compensation 6.7 Deferred Compensation Plan 6.8 Supplemental Insurance 6.9 MPACT 6.10 COBRA 6.11 SECTION 7 - BUSINESS MANAGEMENT Purchasing Procedures 7.1 Purchasing Policy 7.2 Purchasing Food/Meals for Business Meetings 7.3 Administration of State Bonds and Appropriations for Capital Improvements- Deleted by the MCCB Board at the 5/20/16 Meeting 7.4 Five-Year Capital Improvements Plan 7.5 Administration of State Education Technology Funds- Deleted by the board at the 7/8/16 meeting 7.6 Administration of Associate Degree Nursing and Support 7.7 Adequate Insurance 7.8 Foundation Position Statement 7.9 Travel Policies/Expenses 7.10 Acceptable Use Policy for Technology 7.11 Wireless Communications Policy 7.12 Training & Professional Development Fees for the Office of Curriculum & Instruction 7.13 Inventory Policy 7.14 Standards and Qualifications Pursuant to §37-4-3 of the Mississippi Code 7.15 SECTION 8 - PROGRAMS Five-Year Strategic Plan 8.1 Standards for Quality and Accountability 8.2 Enrollment Audits 8.3 Notice of Substantive Change 8.4 Establishing a Campus or Center 8.5 Approval of Lower Division Courses for IHL 8.6 Junior College Name Change 8.7 Application for New Voc/Tech Program Curriculum Changes 8.8 Curriculum Changes to Voc/Tech Programs 8.9 Placing Voc/Tech Programs on Probation or Termination of Such Programs 8.10 Mississippi High School Equivalency Program State Policy 8.11 Guidelines for Alternative Ed Program 8.12 Adult Education Act Public Law 100-297 8.13 Workforce Projects General Rules of Good Practice 8.14 Policy and Procedure for the Inventory and Transfer of Workforce Training Equipment 8.14.1 MCCB Workforce Project Guidelines FY 2001 8.14.2 Standard for Non-Duplication of Upper-Level Programs 8.14.3 Procedures for Non-Duplication of Upper-Level Programs 8.14.4 Community and Junior College Students in the Military 8.15 High School Equivalency Diploma 8.16 SECTION 9 – COMMISSION ON PROPRIETARY SCHOOL AND COLLEGE REGISTRATION SECTION 10 – GRANT/SUBGRANTEE MANUAL SECTION 11 – MISSISSIPPI VIRTUAL COMMUNITY COLLEGE (MSVCC) OPERATIONAL POLICIES, PROCEDURES AND POSITIONS MANUAL SECTION 12 AGENCY CODE OF ETHICS SECTION 1 BOARD OPERATIONS MISSISSIPPI COMMUNITY COLLEGE BOARD Section 1: Board Operations POLICIES AND PROCEDURES MANUAL Title: Policies and Procedures Manual Initial Date of Adoption: June 18, 1992 Reference: Revision Date: November 19, 1999 Code Number: 1.1 Page: 1 of 1 POLICIES AND PROCEDURES MANUAL This manual has been developed for the Mississippi Community College Board and its staff. The policies contained herein have been established by the Board to govern its actions and activities and those of the staff. The policies contained in this manual are not intended to supplant any state or federal statutes or abridge any person's constitutional rights. The policies in this manual shall supersede all prior policies and memoranda concerning such policies issued by the Board. MISSISSIPPI COMMUNITY COLLEGE BOARD Section 1: Board Operations POLICIES AND PROCEDURES MANUAL Title: Establishment of the Board Initial Date of Adoption: July 1, 1986 Reference: Section 37-4-3, Miss Code Ann. Revision Date: Code Number: 1.2 Page: 1 of 2 ESTABLISHMENT OF THE BOARD Section 37-4-3, Miss. Code Ann. (1) From and after July 1, 1986, there shall be a State Board for Community and Junior Colleges which shall receive and distribute funds appropriated by the Legislature for the use of the public community and junior colleges and funds from federal and other sources that are transmitted through the state governmental organization for use by said colleges. This board shall provide general coordination of the public community and junior colleges, assemble reports and such other duties as may be prescribed by law. (2) The board shall consist of ten (10) members of which none shall be an elected official and none shall be engaged in the educational profession. The Governor shall appoint two (2) members from the First Mississippi Congressional District, and one (1) who shall serve an initial term of two (2) years; and one (1) who shall serve an initial term of (5) years; two (2) members from the Second Mississippi Congressional District, one (1) who shall serve an initial term of five (5) years and one (1) who shall serve an initial term of three years; and two (2) members from the Third Mississippi Congressional District, one (1) who shall serve an initial term of four (4) years and one (1) who shall serve an initial term of two (2) years; two (2) members from the Fourth Mississippi Congressional District, one (1)who shall serve an initial term of three (3) years and one (1) who shall serve an initial term of four (4) years; and two (2) members from the Fifth Mississippi Congressional District, one (1) who shall serve an initial term of five (5) years and one (1) who shall serve an initial term of two (2) years. All subsequent appointments shall be for a term of six (6) years and continue until their successors are appointed and qualify. An appointment to fill a vacancy which arises for reasons other than by expiration of a term of office shall be for the unexpired term only. No two (2) appointees shall reside in the same junior college district. All members shall be appointed with the advice and consent of the Senate. (3) There shall be a chairman and vice-chairman of the board, elected by and from the membership of the board; and the chairman shall be the presiding officer of the board. The board shall adopt rules and regulations governing times and places for meetings and governing the manner of conducting its business. (4) The members of the board shall receive no annual salary, but shall receive per diem compensation authorized by Section 25-3-69, Mississippi Code of 1972, for each day devoted to the discharge of official board duties and shall be entitled to reimbursement for all actual and necessary expenses incurred in the discharge of their duties, including mileage as authorized by Section 25-3-41, Mississippi Code of 1972. (5) The board shall name a director for the state system of public junior and community colleges, who shall serve at the pleasure of the board. Such director shall be the chief executive officer of the board, give direction to the board staff, carry out the policies set forth by the board, and work with the presidents of the several community and junior colleges to assist them in carrying out mandates of the several boards of trustees and in functioning within the state system and policies established by the State Board for Community and Junior Colleges. The State Board for Community and Junior Colleges shall set the salary of the Director for the State Board for Community and Junior Colleges. The Legislature shall provide adequate funds for the State Board for Community and Junior Colleges, its activities and its staff. (6) The powers and duties of the State Board for Community and Junior Colleges shall be: (a) To authorize disbursements of state appropriated funds to community and junior colleges through orders in the minutes of the board. (b) To make studies of the needs of the state as they relate to the mission of the community and junior colleges. (c) To approve new, changes to and deletions of vocational and technical programs to the various colleges.
Load more

Recommended publications
  • Texas Nepotism Laws Made Easy
    Texas Nepotism Laws Made Easy 2016 Editor Zindia Thomas Assistant General Counsel Texas Municipal League www.tml.org Updated July 2016 Table of Contents 1. What is nepotism? .................................................................................................................... 1 2. What types of local government officials are subject to the nepotism laws? .......................... 1 3. What types of actions are generally prohibited under the nepotism law? ............................... 1 4. What relatives of a public official are covered by the statutory limitations on relationships by consanguinity (blood)? .................................................................................. 1 5. What relationships by affinity (marriage) are covered by the statutory limitations? .............. 2 6. What happens if it takes two marriages to establish the relationship with the public official? ......................................................................................................................... 3 7. What actions must a public official take if he or she has a nepotism conflict? ....................... 3 8. Do the nepotism laws apply to cities with a population of less than 200? .............................. 3 9. May a close relative be appointed to an unpaid position? ....................................................... 3 10. May other members of a governing body vote to hire a person who is a close relative of a public official if the official with the nepotism conflict abstains from deliberating and/or
    [Show full text]
  • Public Ethics Fighting Nepotism Within Local and Regional Authorities
    Public Ethics Fighting nepotism within local and regional authorities Congress of Local and Regional Authorities of the Council of Europe Public Ethics Fighting nepotism within local and regional authorities Congress of Local and Regional Authorities of the Council of Europe French edition: Combattre le népotisme au sein des pouvoirs locaux et régionaux Reproduction of the texts in this publication is authorised provided that the full title of the source, namely the Council of Europe, is cited. If they are intended to be used for commercial purposes or translated into one of the non-official languages of the Council of Europe, please contact [email protected]. Cover and layout: Documents and Publications Production Department (SPDP), Council of Europe This publication has not been copy-edited by the SPDP Editorial Unit to correct typographical and grammatical errors. Council of Europe, July 2019 Printed at the Council of Europe Contents FOREWORD 5 FIGHTING NEPOTISM WITHIN LOCAL AND REGIONAL AUTHORITIES EXPLANATORY MEMORANDUM 7 Introduction 10 Background 11 Public or private interests? Clientelism and favouritism in human resource management 13 The importance of impartial recruitment systems 16 Counteracting nepotism: the international anticorruption framework 23 National case studies 30 Conclusions and policy recommendations 43 RÉSOLUTION 441 (2019) 47 RECOMMENDATION 428 (2019) 53 ► Page 3 Foreword With the continuing decline in people’s trust in public authori- ties, the fight against nepotism and the need to ensure impar- tial recruitment procedures have never been so important. The report adopted on this subject by the Congress of Local and Regional Authorities of the Council of Europe is part of a comprehensive strategy for fighting corruption.
    [Show full text]
  • Nepotism Perceived by Managers in Northern Sweden
    Nepotism perceived by managers in northern Sweden - An explorative study on attitudes towards nepotism and its usage Authors: Carina Gustafsson & Hanna Norgren Supervisor: Alicia Medina Student Umeå School of Business and Economics Spring semester 2014 Bachelor thesis, 15hp Acknowledgements In this acknowledgement we would like to express our appreciation towards the managers who participated and allowed us explore their perceptions and attitudes. Their contribution was highly valuable for us in order to conduct the research. We are also very grateful towards our supervisor Alicia Medina, who has been of great significance for us during the research process. Her contribution of knowledge, guidance and support constitutes the foundation of the making of this this thesis. 2014-05-26 Carina Gustafsson and Hanna Norgren II Abstract This explorative study examines human resource-, executive- and site manager’s perception of nepotism in northern Sweden. Nepotism is a concept that describes the situation where a company values an applicant’s family ties in front of qualifications in the recruitment process. However, nepotism can as well be described from a broader perspective as the situation where a company values other social connections of significance that the applicant’s has at the company. What both of these situations have in common is that both applicants are hired due to their connections at the company, and not because of their skills. The objective of this study was to investigate attitudes, if the managers perceived the concept as positive or negative, an explanation for why companies use the concept and factors that might justify the usage of nepotism.
    [Show full text]
  • NEPOTISM OR HIRING FAMILY MEMBERS: Ethics Commission Information Sheet # 1
    OHIO ETHICS COMMISSION William Green Building 30 West Spring Street, L3 Columbus, Ohio 43215-2256 Telephone: (614) 466-7090 Fax: (614) 466-8368 www.ethics.ohio.gov RESTRICTIONS ON NEPOTISM OR HIRING FAMILY MEMBERS: Ethics Commission Information Sheet # 1 I. Introduction III. Summary of the Law The Ohio Ethics Law and related statutes The Ohio Ethics Law and related statutes are found in Ohio Revised Code (R.C.) Chapter prohibit an official from: 102. and Sections 2921.42 and 2921.43. These laws generally prohibit public officials and • Authorizing the employment of a family employees from misusing their official positions member; and for their own personal benefit or the benefit of • Using the authority or influence of a their family members or business associates. public position to secure authorization of the employment of a family member. The Ethics Law applies to all people who serve as officials and employees for public An official is prohibited from hiring a agencies in Ohio. “Public agencies” include state family member in any employment position, departments, boards, and commissions, counties, including a full-time, part-time, temporary or cities, villages, townships, school districts, public permanent position, a position in the classified or colleges and universities, public libraries, port unclassified civil service, or a non-civil service authorities, and all other public entities. position. The Ohio Ethics Commission was created In most situations, the Ohio Ethics Law to administer, interpret, and assist in the and related statutes do not prohibit family enforcement of the Ethics Law for all officials in members from being employed by the same the state, except members and employees of the public agency, as long as no official has secured a General Assembly and judicial officers and job, or job-related benefits, for a family member.
    [Show full text]
  • Your Rights As a Federal Employee Enforced by the U.S
    YOUR RIGHTS AS A FEDERAL EMPLOYEE ENFORCED BY THE U.S. OFFICE OF SPECIAL COUNSEL I. The U.S. Office of Special Counsel (OSC) is an independent agency that investigates and prosecutes allegations of prohibited personnel practices. WHAT IS A PROHIBITED PERSONNEL PRACTICE (PPP)? Under 5 U.S.C. §§ 2302(b)(1)-(b)(14) a federal employee authorized to take, direct others to take, recommend or approve any personnel action may not: • Discriminate (including discrimination based • Take a personnel action against an employee on marital status and political affiliation). because of whistleblowing. EXAMPLE: EXAMPLE: Supervisor Joe refuses to promote Supervisor Joe directs the geographic Employee Jane because Jane is a registered reassignment of Employee Jack because Jack Republican; or his refusal is because she is a reported safety violations to the agency’s single mother. (OSC will generally defer Title Inspector General; or because employee Jill VII discrimination allegations to the EEO reported a gross waste of funds to the Office of process, rather than duplicating already existing Internal Affairs. procedures.) • Take a personnel action against any employee • Solicit or consider employment because of the exercise of an appeal, complaint, recommendations based on factors other than or grievance right. EXAMPLE: Supervisor Jane personal knowledge or records of job-related places Employee Jack on an undesirable detail abilities or characteristics. EXAMPLE: because Employee Jack filed an administrative Selecting Official Joe hires Applicant Jack based grievance about his performance rating. on Senator Smith’s recommendation that Jack be • Discriminate against an employee on the basis of hired because Jack is a constituent; or fails to conduct, which does not adversely affect the hire Applicant Jane because of Congressman performance of the employee, including Smith's recommendation based on the discrimination based on sexual orientation.
    [Show full text]
  • SOP for Managing Nepotism in Research And
    SOP ORIC/COI 19-01 OFFICE OF RESEARCH INTEGRITY AND COMPLIANCE Standard Operating Procedure for Managing Nepotism in Research and Related Conflicts of Interest POLICY: Interpersonal relationships that inherently create conflicts of interest are required to be disclosed and managed appropriately to maintain objectivity in research and provide assurance that personnel engaged in research are able to work in an environment free of bias where they can be objectively supervised and evaluated. Personnel appointments on a research grant and/or any other externally funded account established specifically to support research activities are normally restricted to persons who are not members of the immediate family of the Principal Investigator or account manager. Exceptions are limited to appointments specified by name in proposals submitted to, reviewed, and approved by an external funding agency. PURPOSE: This SOP provides steps necessary to ensure that concerns of nepotism or interpersonal relationships that can potentially influence objectivity in research are properly vetted and managed when related persons or persons involved in an amorous relationship engage in the same sponsored research activity. BACKGROUND: This SOP operationalizes the regulatory requirements of ECU Policy 06.05.02 and ECU Regulation 10.45.02. Investigators should conduct their affairs in a manner that avoids or minimizes conflicts of interest and must respond appropriately when conflicts of interest arise. SCOPE: This procedure applies to all students, employees and volunteers who have interpersonal relationships that could potentially affect the design, conduct, or reporting of research or create an environment or circumstances that might appear to favor a particular member of the research team or create an environment where a member of the research team could be subject to undue influence.
    [Show full text]
  • United States District Court Middle District of Tennessee Nashville Division
    UNITED STATES DISTRICT COURT MIDDLE DISTRICT OF TENNESSEE NASHVILLE DIVISION HAROLD B. DAVIS, Plaintiff Case No. 3:13-0238 vs Hon. Campbell/Bryant WILSON COUNTY, TENNESSEE, Defendant JURY DEMAND FIRST AMENDED COMPLAINT Plaintiff, pursuant to F.R.C.P. 12(a)(1)(B) and 6(d), files this First Amended Complaint. JURISDICTION AND VENUE 1. This Court has jurisdiction under 28 U.S.C. § 1331 to hear Plaintiff’s claims arising under the Constitution and laws of the United States and under 28 U.S.C. § 1343 to hear Plaintiff’s claims to recover damages and to secure equitable relief under any Act of Congress providing for the protection of civil rights. This Court also has jurisdiction under Title VII of the Civil Rights Act of 1964, as amended, 42 U.S.C. §§ 2000e et seq. 2. This Court has supplemental jurisdiction over all state law claims alleged in this complaint under 28 U.S.C. § 1367 as there is a common nucleus of operative facts between the state and federal law claims. 3. Venue is appropriate in the Middle District of Tennessee under 28 U.S.C. § 1391(b)(2) as this is the judicial district in which a substantial part of the events or omissions giving rise to this claim occurred. PARTIES 4. Plaintiff Harold Davis is a citizen and resident of Nashville-Davidson County, Tennessee. Plaintiff is African American. 5. Defendant Wilson County is a political subdivision of the State of Tennessee. 1 Case 3:13-cv-00238 Document 23 Filed 06/11/13 Page 1 of 31 PageID #: 171 GENERAL ALLEGATIONS 6.
    [Show full text]
  • Hiring: When a Relative Wants a Job
    PUBLIC SERVICE ETHICS Everyday Ethics for Local Officials Hiring: When a Relative Wants a Job April 2003 QUESTION I am recently elected. We have a vacancy in our Parks and Recreation Department that my nephew would be a perfect match for. He has a degree in Recreation and Leisure Studies from our local Cal State University and has worked for the agency during his summer breaks. Moreover, I ran on a platform of improving our afterschool programs for at-risk youth and I know my nephew would be of great assistance to me in making good on my campaign promises to the community. The staff is concerned about hiring my nephew because of charges of nepotism. I think that it would unfairly discriminate against my nephew to disqualify him from competing for the position simply because his uncle is on the governing body. What are your views? ANSWER As with many ethical dilemmas, this is a situation in which there are competing values. One set of values involves attracting competent, enthusiastic and loyal employees to help the agency serve the community – locating and hiring competent staff is a key responsibility for public agencies. Of course, most people also feel a special loyalty that also causes them to want to help family members. The other set of values involves avoiding the appearance of preferential treatment, improper influence, bias and favoritism – all of which relate to the public’s sense of the fairness of the agency’s recruitment and selection process. The Pluses and Minuses of Nepotism According to the Wharton School of Business at the University of Pennsylvania, the positive aspects of hiring relatives in the private sector can include: lower recruiting costs, less employee turnover, higher levels of loyalty, trust and satisfaction, and finally, a heightened sense of commitment to or “ownership” of the job.
    [Show full text]
  • Title: EHRA Recruitment Compliance Review Process Standard Operating Practice
    Title: EHRA Recruitment Compliance Review Process Standard Operating Practice PRR General Subject Matter: recruitment of employees; hiring; EEO; EHRA; search committees Authority: Associate Provost for Equity and Diversity History: Revised effective September 22, 2017 (Previously revised 12/14/2016, 3/1/2016, 10/23/2014, 5/20/2014 and effective 7/1/2014, 10/15/2004, 10/15/07, 3/21/2007, 3/1/2008) Related Policies: Equal Employment Opportunity (EEO) Plan, http://www.ecu.edu/cs- acad/oed/policies.cfm Notice of Nondiscrimination and Affirmative Action Policy, http://www.ecu.edu/prr/05/25/02 EHRA Recruitment Compliance Review Process Regulation, http://www.ecu.edu/PRR/06/05/01 ECU Faculty Criminal Background Check Policy and Procedures, http://www.ecu.edu/cs- admin/HumanResources/Policies-and-Procedures.cfm ECU Criminal Background Checks for SPA/CSS and SAAO/Non-faculty EPA Employees, http://www.ecu.edu/cs-admin/HumanResources/Policies-and-Procedures.cfm ECU Employment of Related Persons (Anti-Nepotism) Policy, http://www.ecu.edu/prr/06/05/02 UNC Policy Manual, Regulation on Recruitment of Employees from Other Campuses Within The University of North Carolina (300.2.7[R]), http://www.northcarolina.edu/apps/policy/index.php?pg=vs&id=285&added=1 Code of the University of North Carolina, Section 103, http://www.northcarolina.edu/policy/index.php?pg=vs&id=s4408 Additional References: Executive Order 11246, as amended, http://www.dol.gov/ofccp/regs/statutes/eo11246.htm Title 41: Public Contracts and Property Management, CFR Part 60-1 Obligations
    [Show full text]
  • The Perception of Organisational Nepotism Depending on the Membership in Selected Christian Churches
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Jagiellonian Univeristy Repository religions Article The Perception of Organisational Nepotism Depending on the Membership in Selected Christian Churches Grzegorz Ignatowski 1,* , Łukasz Sułkowski 2 and Bartłomiej Stopczy ´nski 1 1 Department of Management, University of Social Sciences, 90-113 Lodz, Poland; [email protected] 2 Department of Management and Social Communication, Institute of Public Affairs, Jagiellonian University, 31-007 Cracow, Poland; [email protected] * Correspondence: [email protected]; Tel.: +48-603-648-228 Received: 10 December 2019; Accepted: 13 January 2020; Published: 18 January 2020 Abstract: Nepotism, just like any other form of favouratism in the workplace, is a phenomenon that is basically evaluated negatively. It adversely influences social and economic development and it has not been considered in relation to the membership of a given Christian denomination. This article reviews the literature on nepotism and takes into account the religious perspective on nepotism while the research part focuses on the analysis of nepotism taking into consideration both Catholic and Protestant perspectives. Thus, the article falls within the discussion initiated by Max Weber, who found that religious membership had an influence on economic development because business leaders, capital owners, and a highly qualified workforce and well-trained enterprise employees were, by and large, Protestants. The article is aimed at analyzing the effects of nepotism and evaluating this phenomenon from the perspective of the abovementioned Christian denominations. Qualitative and quantitative methods were included in the conducted research. As far as the qualitative method is concerned, an individual in-depth interview, conducted with two Catholic and two Protestant clerics, was applied.
    [Show full text]
  • EQUITY GUIDELINES for SEARCH & SELECTION September 2020
    HIRING at the UNIVERSITY OF MARYLAND: EQUITY GUIDELINES FOR SEARCH & SELECTION September 2020 HIRING at the UNIVERSITY OF MARYLAND: EQUITY GUIDELINES FOR SEARCH & SELECTION September 2020 Table of Contents CORE VALUES 3 Philosophy and Values in Search and Selection 3 Ethics and Confidentiality 3 Key Definitions 4 The University of Maryland’s Diversity Statement 5 THE HIRING PROCESS 6 Developing a Position Description and Position Announcement/Posting 6 Record Keeping/Documentation Required during the Search Process 7 Roles and Responsibilities of Key Individuals 7 Responsibility and Authority Structure 10 Delegation of Authority 10 Developing a Search and Selection Plan 11 Search Committee Composition 12 Convening the Search Committee 13 Diversity of the Applicant Pool 13 Reviewing Applications and Making a Recommendation 14 Interactions between the Hiring Official and the Search Committee 15 Searches Conducted without a Search Committee 17 Nonexempt Staff Positions (Regular and Contingent 2) 17 Professional Track Faculty Positions 17 Exempt Positions in Pay Bands 1 and 2 (Regular and Contingent 2) 18 Contingent 1 Positions (Exempt and Nonexempt) 18 Screening and Evaluating Applicants 19 Planning Applicant Interviews 21 Interviewing Applicants 22 Use of Social Media and Internet Resources in the Search Process 23 Communication with Applicants during the Search Process 23 The Hiring Official’s Role 24 SPECIAL CONSIDERATIONS AND SITUATIONS 25 Search Waivers 25 Internal Searches 26 Hiring a Candidate from a Previous Posting 27 Acting Appointments
    [Show full text]
  • Volume 19 2018
    Volume 19 2018 A magazine of creative expression by students, faculty, and staff at Southeast Community College Beatrice/Lincoln/Milford, NE Falls City/Hebron/Nebraska City/Plattsmouth/Wahoo/York, NE Volume 19 2018 “After nourishment, shelter, and companionship, stories are the thing we need most in the world.” Philip Pullman I LLUM I NAT I ONS V OLUME 19 Editor: Kimberly Vonnahme Graphic Designer: Nathan Comstock Editorial Team: Rebecca Welsh, Nancy Hagler-Vujovic, Rebecca Carr, Teresa Burt, Jacob Sumpter, Rose Snocker, Melissa Nuss, Miranda Carlson, Paige Shore, Sarah Trainin Project Assistants: David Hallowell, Misty Griggs, Donna Osterhoudt, Janalee Petsch, Lyndsi Rasmussen, Jo Shimmin, Jessica Vetter, the English instructors of the Arts and Sciences Division Conceptual Creator: Shane Zephier Illuminations publishes creative prose, poetry, and visual art, as well as academic and literary writing. We encourage submissions from across the disciplines. Our mission is to feature outstanding artistic works with a diversity of voices, styles, and subjects meaningful to the SCC community. Illuminations is further evidence that original thought and creative expression are celebrated by Southeast Community College. Illuminations is published in March of each year. Submissions are accepted year-round from SCC students, faculty, and staff. Email submissions to Editor Kimberly Vonnahme, [email protected], with the following information: 1) The title and a brief description of each submission; 2) Your name, ID#, and program/position at SCC; 3) Your physical address, phone number, and email address; 4) Your motivation for creating each submission; 5) A brief, informal bio of yourself; mention unique traits, habits, or guilty pleasures— whatever makes you you; 6) The following statement with your typed “signature”: This submission is my own original, unpublished work.
    [Show full text]