ABSTRACT
This chapter focuses upon selected points of greatest use to the courts. Most texts on public personnel administration refer extensively to selection instruments. Court systems have devised their own merit systems or they have "borrowed" employees from executive branch personnel systems. A court might, for example, create a generalist career path for a court administrative series such as court manager I, II, III, IV, and V. Trainees would then enter an intensive training program gaining exposure to all facets of court operations. Despite active unionizing, angry judicial retorts, and a division of opinion regarding who the employer really was, the late 1980s seemed to stall acrimonious behavior not only in the courts but throughout the public sector. Collective bargaining in the United States, in general, and in the courts, in particular, derives its foundation from the Taft-Hartley Act of 1947. Courts regularly use the oral interview for a number of classes.
