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This study is concerned with manager's behavior within the international personnel selection decision process. Managers play an active role in the process, and their behavior is influenced by their perception of the job environment, the candidate's qualifications, and the availability of persons qualified to fill the job. [ABSTRACT FROM AUTHOR]

A survey was conducted with 70 managers responsible for hiring in large-, medium- and small-sized companies in the Montreal and Quebec City areas. A content analysis of the semi-structured interviews allowed us to examine the social representations underlying the managers' attitudes towards the issue of substance misusing in the company or the hiring process. This examination in turn allowed us to develop a typology of the managers' needs regarding the integration of this category of people into employment. Our results show how the representations of the determinants of drug addiction and of the role of the workplace generate attitudes that are closed-minded, ambivalent, tolerant or supportive, and that underlie the managers' requirements for information on drug addiction, for internal rehabilitation services or external services supporting the reintegration of drug abusers into employment. [ABSTRACT FROM AUTHOR]

Presents a study which examined the human resource managers' knowledge of HIV transmission and their attitudes toward employing persons with HIV. Methodology; Results; Conclusion.

The article discusses issues and procedures that can improve management practices of humanism and simple good manners personnel recruitment. As the behavior of managers shapes both the image of the agency and its style of operation, suggestions are offered to social work employers to guide them in the recruiting and hiring process with appropriate etiquette. The failure to display behaviors associated with ethical obligations, good management, and good manners suggests that there may be gap between what is adopted in theory and what is manifested in practice.

The article offers tips for micromanagers on ameliorating their engagement with employees. These involve handling one's perfectionism, promoting autonomy and hiring skilled workers. It also suggests to provide feedbacks to workers and direct them towards a significant goal without the need for guidance.