Many personnel managers apparently fail to make an appreciable impact on the running of their organization, possibly because their work is mainly seen as subjective rather than aimed at effectiveness and efficiency. Reviews a package of diagnostic instruments for analysing the performance of personnel departments in the Health Service primarily in the light of the importance of customer service, the emphasis being on measurement of performance. Concludes that only in this way can the HR department shed its cosy image and be perceived as a mainline function.
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