人员分配及人力调配课件

Sept2001ChrisJarvisBS3403HumanResourceManagementSept2001ChrisJarvisBS3403ScheduleLecturesCasestudydiscussionCoursework50%,Examination50%On-lineForum/BulletinBoardStudyguideandLearningResourcescourseWWW-sitesol.brunel.ac.uk/~jarvis/degreemodules/bs3403/BOLA

sol.brunel.ac.uk/~jarvis/bola/personnel/ScheduleLecturesChrisJarvis:HRMTheoryandPracticeMG5012ManagingHumanResourcesModuleTextsEssential(pre-seasontraining)MaundL,2001,IntrotoHRM,PalgraveBeardwellI&Holden,2000,HRM,PitmanFurtherCornelius,N(1999)HRM:aManagerialPerspective,InternationalThomsonLeggeK,(1995),HRM:rhetoricsandrealities,MacMillanChrisJarvis:HRMTheoryandPHRM:amaturediscipline?Scientific/philosophicalrigourCriticalevaluationComplexsynthesisAnalyticalexplanationTechnicalapplicationContextualunderstandingDescriptiveknowledgeandcategorisationHRM:amaturediscipline?ScienScopeofHRMWhatbusinessactivities?Whodoesthem?EvolutionofHRM/PersonnelfunctionHRcontentjobandemployeerelatedservicefunctionsHRcontexts(STEEPLE)social,technological,economic,ethical,legalandenvironmentalScopeofHRMWhatbusinessactiHRAnalysisPlanning,PolicyandImplementationStaffingRecruitmentPlacementRecordsLearning,Training,andEvaluatingRewardsandContractsOrganisationalculture&managementworkforcerelationshipsHRM/PersonnelActivitiesTheorganisationemployspeopleMacroMesoMicroMetaissuesHRAnalysisStaffingLearning,ReKarenLegge-PerspectivesonHRMRhetoricdescriptivefunctional

(policies,procedures,purposes,rules,regulativemechanisms)normative

(valuesandcommitments:managerial,libertarian,egalitarian,ethical)criticalevaluative

(strengthoftheory,rhetoricandexperience)descriptivebehavioural

(practice,experienceandinterpretation)Approaches,theoreticalstrength,control,philosophies&tensionKarenLegge-PerspectivesonBrainoftheFirm?Personnel/HRMatBoardLevelnon-ExecDirectorsSalesandMarketingDirectorFinanceDirectorincl.ITSystemsandPayrollOperationsandDistributionDirectorDirectorofHumanResourcesManagingDirectorCompanySecretaryChairmanVariantsforpublicsectorStaff?Systems?Functionalresponsestointernal&externalconditionsBrainoftheFirm?Personnel/HRManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneralPersonnelPersonnelRecordsStatisticsEqualopportunitiesCommunicationsCatering?PersonnelServicesManagerManagementDevelNeedsDesignDeliveryEvaluationOperativetrainingStaffappraisalCareercounsellingInvestorsinPeopleTechnicaltrainingHRDManagerMedicalCentrescreening/welfareLoos/hygieneHealth&safetyWelfarecounsellingSocialclubSitesecurity?SiteServices&OccupationalHealthRewardspolicyandchange?UnionbargainingandstaffrepresentationContractsSocial/structural&legaladaptationManagingconflictEmployeeRelationsManagerDirectorofHumanResourcesEmploymentlawStrategy,external/internal,policy,standards,servicequality,organisationalLearningandculturesaservicetomanagementnotathirdparty,mediatorbetweencompany&staffDisciplineCentral,functionalHRMServicesmodelManagersOperatorsTechnicalOverSTAGE1RecordsandadministrationRegulativeaccountabilityCompetitiveAdvantageDevelopmentofHRM/PersonnelSTAGE3STAGE2Admin.ServiceManagerContractsServiceManagerStrategicManagerProblem-solving,powerandinnovationSTAGE1RecordsandadministratPersonneladministratorClerkofworks:chores,reactive,littleauthority,difficulttoprovesuccess,costnotprofitcentreContractsmanager&Architect–deploysystems+innovate(Tyson&Fell1986)Conformistinnovator(contacts)

professionalism-accepts“ends”&adjusts“means”service&innovationwithinprevailingnorms.policiesforeffectivestaffing,adminservices&consultancyDeviantinnovator(architect)influence“ends-means”relationships.gainacceptancefordifferentsuccesscriteria.strategic:empowerment,creativity,organisationalculture(Legge1978)Clerks&InnovatorsPersonneladministratorClerksManagerialcontrol:valuesandassumptionsEmployingpeople-unregulatedmaster-servantrelationshipModern,bureaucratic,efficientcorporation-internalregulationDevelopmentofHRM/Personnel-2Externallyregulatedbureaucratic,efficientcorporationCompetitive,global,lean,highquality,hightechfirmDispersed,networked,flexible,K-basedorganisationManagerialcontrol:EmployingThedistributedorganisationCentralised,corporateactivities.ComparewithRetaildistributionTheshortlifeorganisationSoftwarehouse,consultancyandfacilitiesmanagementEuropeanorglobalfirmTheacademicorganisationThe"professional"organisation(solicitors,accountants)TheNHSLocalandcentralgovernmentTheknowledge-centredorganisationThedistributedorganisationCeWhyaseparate,boltonHRM/personnelservicingfunction?Bureaucraticsystem&maintenanceregulatedenvironmenttoservicetransactions

(staff<==>firm).admin.burden.Routinisation,consistency,predictability.

Strategicpreparedness&developmentintelligence&expertise.anticipatestaffingproblems.Coordinate,reduceriskstrategicanalysis,choice&implementation(globalorlocal)Supportdevelopment&businessprosperity

Sticktotheknitting?==>OutsourcingEachsectionmanagerastheirownHRmanager?Whyaseparate,boltonHRM/peManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneralPersonnelPersonnelRecordsStatisticsEqualopportunitiesCommunicationsCatering?PersonnelServicesManagerManagementDevelNeedsDesignDeliveryEvaluationOperativetrainingStaffappraisalCareercounsellingInvestorsinPeopleTechnicaltrainingHRDManagerMedicalCentrescreening/welfareLoos/hygieneHealth&safetyWelfarecounsellingSocialclubSitesecurity?SiteServices&OccupationalHealthRewardspolicyandchange?UnionbargainingandstaffrepresentationContractsSocial/structural&legaladaptationManagingconflictEmployeeRelationsManagerDirectorofHumanResourcesScopeforOut-sourcingHRMServicesEmploymentlawStrategy,external/internal,policy,standards,servicequality,organisationalLearningandculturesaservicetomanagementnotathirdparty,mediatorbetweencompany&staffOut-source?Out-source?DisciplineThedistributed,Knowledge-basedorganisationManagersOperatorsTechnicalOverHRPlanningDEMANDforecastinganalysisqualitativequantitativeSUPPLYInternal&externallaboursupplyServiceandInnovationbusinessandpopulationtrendsTherightpeople,intherightplace,attherighttime,attherightcostandwiththerightframeofmind.Jobs,contracts,skills,organisationalmembershipPlanningobjectives?Short-/long-termPIMs&InternettechnologiesHRPlanningDEMANDSUPPLYServiceJobsfilledCompetenciesReputationCostsFlexibilityHarmonyContribution&performanceAttractRecruitmentInternalExternal:

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sources

costs

methodsSelectTherightcandidateforthejob:ValidityReliabilityUtilityof:

applicationprocessinterviews&testsassessmentcentresreference&

securitychecksStaffingOrganizationalGoalsAttractRecruitmentSelectTheriCompetence,trainingandlearning1.Needs2.Designandimplementation3.Evaluationbusinessneeds?whattrainingneeds?trainingobjectives&learningoutcomesknow-how&learningcriteriaforevaluationwhatmethodstrainingpolicylearningprocessesresources&materialsschedulingdelivery&learning

supportAssessoutcomesagainstcriteriaWhatoutcomes?Whatcriteria?Competence,trainingandlearnRewardsandequityissuesExternalequityretention&distributionpaysurvey&benchmarkingkeyjobsoccupationalclass&transfervaluesInternalequityJobevaluation:MethodsIndividualequity(acceptance&motivation) Direct:

payrises(seniority&performance)broadbandingskill-basedpaygainsharingIndirect:benefitsandtrappingsofmembershipRewardsandequityissuesExterPerformanceAppraisalDescribeproceduresValuesandassumptionsEvaluatetheory/practiceDescribebehavioursdefineexpectationsPerformanceAppraisalDescribeExchange,bargainingandthelawContracts-rightsandobligationsFairnessandjustice-unfairdismissalLiberty,ownershipandproperty-redundancyandTUPERighttoworkeligibilityDiscriminationandequalopportunityUnionrecognition,membershipandactivitiesNegotiationofwage-workbargainEmployeesurviellanceGlobaladaptationandframeworksExchange,bargainingandthelTransactionsininternalandexternallabourmarketsservicestosupportstaffemploymentpersonnelrecords&documentationrecruitment&selectioncontractsofemploymentrewardsystemsstafftraining&developmentunions&collectivebargainingwelfareservicesequalopportunitiespoliciescommunications&cultureDescriptive-FunctionalperspectivePurposes,policies,rules,procedures&competenciesofpersonnel&HRMpractice.Prescriptions&guidelines:VerypracticalMembership+BoundarymanagementTransactionsininternalandePay-offsinEmployer-EmployeeRelationshipTaskstructure

-workwithinpolicy,procedure&technicalconstraints.Jobs,workarrangementsKnowledge&skill

-employerwantsknow-how,competence,experience.Employeewantstobeputtogooduse&bedevelopedPsychological

-mgt&co-workerswantcommitted,loyal,motivatedstaff.IndividualwantssatisfactionEfficiency/rewards

-employerwantsperformance&qualityoutput.Employeewantsequity,felt-fairrewards&opportunityEthical-values&commitmentsinright/wrongbehaviour(afterMumford1972)Pay-offsinEmployer-EmployeeNormativeperspectiveCulture&values:explicit&implicitassumptions:hire-fire,caring,“toughlove”,profitmaximisation,power,TQM,competitiveness.

Horse-powercontractsvs..“youforyourownsake”perform-rewardorientation“peopleareourgreatestasset”…if….minimumcostteams,participation,empowerment,quality,creativitye.g.McGregorTheoryX&Yunitaryvs.pluralisticframeworks&TUsflexible,leanfirm&learningorganisationNormativeperspectiveCultureHRMcredibilitygapDirtyHarry.Bighat-nocattle.Other?Linemgr&staffdisappointmentwithHRMpeople.Personnel’sstatusvs.thecontrolofHRMsystemsRagbagofincidentaltechniques.Littlecohesion.Personnelcul-de-sac?Filingclerk,socialworker.Welfare&fire-fighterimages.“I’mStevefromPersonnel.Icanhelp.”Distant,outoftouch,reacttoeventsorpassiveDefendstatusquo-existingpolicyNotrisktakers+insufficientlybusinessorientedLittleinfluenceoverpower-brokersHRMcredibilitygapDirtyHarry“Managers…confused,stereotypedperceptionofapersonnelservice.Theyagreethat...personnel....existstoprovideaserviceto“theline”whomustdecidewhatthis..shouldbebutwhen...askedaboutwhatidealservicetheyneeded...many...wereatalosstosuggestanythingotherthanroutines.”Ambiguities&tensionsinrhetoric&deliveryofhard&softHRMundermarketcapitalism.Legge1978Critical-Evaluative

perspective“Managers…confused,stereotyp Talkandthesocialconstructionofreality IsHRMtheoryrobustorbuiltonweakfoundations?primarydriverofstrategy?greatestassets=funds+products+brands?staff&HRMpeoplearecosts.Down-size&out-source!languageofpower-"justifications&mystifications".HRMpolicies/practicescontrol&directperformancespowerimbalance-NOTbetweenequalpartners.externalpolitico-legalinterventionemployersundercompetitionwantinvisible-handnotwelfareintervention.normative,inclusiveviewneglectscountervailingforcesemployeesasstakeholders-whatstake&contract?Critical-EvaluativePerspective-2 TalkandthesocialconstructCompareactualbehaviourwithnormativerhetoric?Sayvs.Do.Actualbehaviour&experienceofparties.Thedramaticmetaphor:actor,“Face”,roledemands,choices&constraints.On-stage,backstage,offstageWhatdo“they”actuallydo-feel-assume-accomplishpoliticalworld,pragmatism,egoismvs.idealism&altruismstrategic?operationalstaffing?client-serverrelationships&alliances-individuals/groups?Behavioursinsituationsofco-operation,competition,conflict?Descriptive-behaviouralperspectiveCompareactualbehaviourwithfigureheadleaderliaisonInterpersonalrolesInformationprocessingrolesDecision-makingroles(afterHMintzberg)monitordisseminatorspokespersoninitiator/changerresourceallocatordisturbancehandlernegotiatorThinkerBattlerHelperPersonnelClient-ServerRolesfigureheadInterpersonalInformaHelper-Battler-Thinker....aworldofFriendlyhelperToughbattlerLogicalthinkertrust,concern,respect,affection,empathy.Win-togetherunderstanding,harmonising,compromising,encouraging

confrontation,conflict,competition,positionplay,survival,assertion,emotionalresilience.Win-or-don’tloseinitiating,negotiation,striving,implementation&results,pressingforagreement&resolvingdifferences.

data,analysis,logic,modelling,systems,rmationgathering,clarifying,synthesis,systemsdevelopment,definingrules/regulations,decidingOut-sourcingHelper-Battler-Thinker....awHRM&WinningStrategiesFlexible,leanorganisationstructures.SBUs.Culturegeneration-competitive,creative,innovative,customer,quality&addedvalueFittohandlerapidchange?Competence&performanceorientation.Tough-loveIntrapreneursCentralisation/decentralisationissues,local&international/globalHRM&WinningStrategiesFlexibSept2001ChrisJarvisBS3403HumanResourceManagementSept2001ChrisJarvisBS3403ScheduleLecturesCasestudydiscussionCoursework50%,Examination50%On-lineForum/BulletinBoardStudyguideandLearningResourcescourseWWW-sitesol.brunel.ac.uk/~jarvis/degreemodules/bs3403/BOLA

sol.brunel.ac.uk/~jarvis/bola/personnel/ScheduleLecturesChrisJarvis:HRMTheoryandPracticeMG5012ManagingHumanResourcesModuleTextsEssential(pre-seasontraining)MaundL,2001,IntrotoHRM,PalgraveBeardwellI&Holden,2000,HRM,PitmanFurtherCornelius,N(1999)HRM:aManagerialPerspective,InternationalThomsonLeggeK,(1995),HRM:rhetoricsandrealities,MacMillanChrisJarvis:HRMTheoryandPHRM:amaturediscipline?Scientific/philosophicalrigourCriticalevaluationComplexsynthesisAnalyticalexplanationTechnicalapplicationContextualunderstandingDescriptiveknowledgeandcategorisationHRM:amaturediscipline?ScienScopeofHRMWhatbusinessactivities?Whodoesthem?EvolutionofHRM/PersonnelfunctionHRcontentjobandemployeerelatedservicefunctionsHRcontexts(STEEPLE)social,technological,economic,ethical,legalandenvironmentalScopeofHRMWhatbusinessactiHRAnalysisPlanning,PolicyandImplementationStaffingRecruitmentPlacementRecordsLearning,Training,andEvaluatingRewardsandContractsOrganisationalculture&managementworkforcerelationshipsHRM/PersonnelActivitiesTheorganisationemployspeopleMacroMesoMicroMetaissuesHRAnalysisStaffingLearning,ReKarenLegge-PerspectivesonHRMRhetoricdescriptivefunctional

(policies,procedures,purposes,rules,regulativemechanisms)normative

(valuesandcommitments:managerial,libertarian,egalitarian,ethical)criticalevaluative

(strengthoftheory,rhetoricandexperience)descriptivebehavioural

(practice,experienceandinterpretation)Approaches,theoreticalstrength,control,philosophies&tensionKarenLegge-PerspectivesonBrainoftheFirm?Personnel/HRMatBoardLevelnon-ExecDirectorsSalesandMarketingDirectorFinanceDirectorincl.ITSystemsandPayrollOperationsandDistributionDirectorDirectorofHumanResourcesManagingDirectorCompanySecretaryChairmanVariantsforpublicsectorStaff?Systems?Functionalresponsestointernal&externalconditionsBrainoftheFirm?Personnel/HRManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneralPersonnelPersonnelRecordsStatisticsEqualopportunitiesCommunicationsCatering?PersonnelServicesManagerManagementDevelNeedsDesignDeliveryEvaluationOperativetrainingStaffappraisalCareercounsellingInvestorsinPeopleTechnicaltrainingHRDManagerMedicalCentrescreening/welfareLoos/hygieneHealth&safetyWelfarecounsellingSocialclubSitesecurity?SiteServices&OccupationalHealthRewardspolicyandchange?UnionbargainingandstaffrepresentationContractsSocial/structural&legaladaptationManagingconflictEmployeeRelationsManagerDirectorofHumanResourcesEmploymentlawStrategy,external/internal,policy,standards,servicequality,organisationalLearningandculturesaservicetomanagementnotathirdparty,mediatorbetweencompany&staffDisciplineCentral,functionalHRMServicesmodelManagersOperatorsTechnicalOverSTAGE1RecordsandadministrationRegulativeaccountabilityCompetitiveAdvantageDevelopmentofHRM/PersonnelSTAGE3STAGE2Admin.ServiceManagerContractsServiceManagerStrategicManagerProblem-solving,powerandinnovationSTAGE1RecordsandadministratPersonneladministratorClerkofworks:chores,reactive,littleauthority,difficulttoprovesuccess,costnotprofitcentreContractsmanager&Architect–deploysystems+innovate(Tyson&Fell1986)Conformistinnovator(contacts)

professionalism-accepts“ends”&adjusts“means”service&innovationwithinprevailingnorms.policiesforeffectivestaffing,adminservices&consultancyDeviantinnovator(architect)influence“ends-means”relationships.gainacceptancefordifferentsuccesscriteria.strategic:empowerment,creativity,organisationalculture(Legge1978)Clerks&InnovatorsPersonneladministratorClerksManagerialcontrol:valuesandassumptionsEmployingpeople-unregulatedmaster-servantrelationshipModern,bureaucratic,efficientcorporation-internalregulationDevelopmentofHRM/Personnel-2Externallyregulatedbureaucratic,efficientcorporationCompetitive,global,lean,highquality,hightechfirmDispersed,networked,flexible,K-basedorganisationManagerialcontrol:EmployingThedistributedorganisationCentralised,corporateactivities.ComparewithRetaildistributionTheshortlifeorganisationSoftwarehouse,consultancyandfacilitiesmanagementEuropeanorglobalfirmTheacademicorganisationThe"professional"organisation(solicitors,accountants)TheNHSLocalandcentralgovernmentTheknowledge-centredorganisationThedistributedorganisationCeWhyaseparate,boltonHRM/personnelservicingfunction?Bureaucraticsystem&maintenanceregulatedenvironmenttoservicetransactions

(staff<==>firm).admin.burden.Routinisation,consistency,predictability.

Strategicpreparedness&developmentintelligence&expertise.anticipatestaffingproblems.Coordinate,reduceriskstrategicanalysis,choice&implementation(globalorlocal)Supportdevelopment&businessprosperity

Sticktotheknitting?==>OutsourcingEachsectionmanagerastheirownHRmanager?Whyaseparate,boltonHRM/peManagersOperatorsTechnicalOverseasGraduatesSales?RecruitmentGeneralPersonnelPersonnelRecordsStatisticsEqualopportunitiesCommunicationsCatering?PersonnelServicesManagerManagementDevelNeedsDesignDeliveryEvaluationOperativetrainingStaffappraisalCareercounsellingInvestorsinPeopleTechnicaltrainingHRDManagerMedicalCentrescreening/welfareLoos/hygieneHealth&safetyWelfarecounsellingSocialclubSitesecurity?SiteServices&OccupationalHealthRewardspolicyandchange?UnionbargainingandstaffrepresentationContractsSocial/structural&legaladaptationManagingconflictEmployeeRelationsManagerDirectorofHumanResourcesScopeforOut-sourcingHRMServicesEmploymentlawStrategy,external/internal,policy,standards,servicequality,organisationalLearningandculturesaservicetomanagementnotathirdparty,mediatorbetweencompany&staffOut-source?Out-source?DisciplineThedistributed,Knowledge-basedorganisationManagersOperatorsTechnicalOverHRPlanningDEMANDforecastinganalysisqualitativequantitativeSUPPLYInternal&externallaboursupplyServiceandInnovationbusinessandpopulationtrendsTherightpeople,intherightplace,attherighttime,attherightcostandwiththerightframeofmind.Jobs,contracts,skills,organisationalmembershipPlanningobjectives?Short-/long-termPIMs&InternettechnologiesHRPlanningDEMANDSUPPLYServiceJobsfilledCompetenciesReputationCostsFlexibilityHarmonyContribution&performanceAttractRecruitmentInternalExternal:

advertising

sources

costs

methodsSelectTherightcandidateforthejob:ValidityReliabilityUtilityof:

applicationprocessinterviews&testsassessmentcentresreference&

securitychecksStaffingOrganizationalGoalsAttractRecruitmentSelectTheriCompetence,trainingandlearning1.Needs2.Designandimplementation3.Evaluationbusinessneeds?whattrainingneeds?trainingobjectives&learningoutcomesknow-how&learningcriteriaforevaluationwhatmethodstrainingpolicylearningprocessesresources&materialsschedulingdelivery&learning

supportAssessoutcomesagainstcriteriaWhatoutcomes?Whatcriteria?Competence,trainingandlearnRewardsandequityissuesExternalequityretention&distributionpaysurvey&benchmarkingkeyjobsoccupationalclass&transfervaluesInternalequityJobevaluation:MethodsIndividualequity(acceptance&motivation) Direct:

payrises(seniority&performance)broadbandingskill-basedpaygainsharingIndirect:benefitsandtrappingsofmembershipRewardsandequityissuesExterPerformanceAppraisalDescribeproceduresValuesandassumptionsEvaluatetheory/practiceDescribebehavioursdefineexpectationsPerformanceAppraisalDescribeExchange,bargainingandthelawContracts-rightsandobligationsFairnessandjustice-unfairdismissalLiberty,ownershipandproperty-redundancyandTUPERighttoworkeligibilityDiscriminationandequalopportunityUnionrecognition,membershipandactivitiesNegotiationofwage-workbargainEmployeesurviellanceGlobaladaptationandframeworksExchange,bargainingandthelTransactionsininternalandexternallabourmarketsservicestosupportstaffemploymentpersonnelrecords&documentationrecruitment&selectioncontractsofemploymentrewardsystemsstafftraining&developmentunions&collectivebargainingwelfareservicesequalopportunitiespoliciescommunications&cultureDescriptive-FunctionalperspectivePurposes,policies,rules,procedures&competenciesofpersonnel&HRMpractice.Prescriptions&guidelines:VerypracticalMembership+BoundarymanagementTransactionsininternalandePay-offsinEmployer-EmployeeRelationshipTaskstructure

-workwithinpolicy,procedure&technicalconstraints.Jobs,workarrangementsKnowledge&skill

-employerwantsknow-how,competence,experience.Employeewantstobeputtogooduse&bedevelopedPsychological

-mgt&co-workerswantcommitted,loyal,motivatedstaff.IndividualwantssatisfactionEfficiency/rewards

-employerwantsperformance&qualityoutput.Employeewantsequity,felt-fairrewards&opportunityEthical-values&commitmentsinright/wrongbehaviour(afterMumford1972)Pay-offsinEmployer-EmployeeNormativeperspectiveCulture&values:explicit&implicitassumptions:hire-fire,caring,“toughlove”,profitmaximisation,power,TQM,competitiveness.

Horse-powercontractsvs..“youforyourownsake”perform-rewardorientation“peopleareourgreatestasset”…if….minimumcostteams,participation,empowerment,quality,creativitye.g.McGregorTheoryX&Yunitaryvs.pluralisticframeworks&TUsflexible,leanfirm&learningorganisationNormativeperspectiveCultureHRMcredibilitygapDirtyHarry.Bighat-nocattle.Other?Linemgr&staffdisappointmentwithHRMpeople.Personnel’sstatusvs.thecontrolofHRMsystemsRagbagofincidentaltechniques.Littlecohesion.Personnelcul-de-sac?Filingclerk,socialworker.Welfare&fire-fighterimages.“I’mStevefromPersonnel.Icanhelp.”Distant,outoftouch,reacttoeventsorpassiveDefendstatusquo-existingpolicyNotrisktakers+insufficientlybusinessorientedLittleinfluenceoverpower-brokersHRMcredibilitygapDirtyHarry“Managers…confused,stereotypedperceptionofapersonnelservice.Theyagreethat...personnel....existstoprovideaserviceto“theline”whomustdecidewhatthis..shouldbebutwhen.