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Joumal of

Management Studies

24:5 September 1987

0022-2380 $3.50

THE MANAGEMENT OF THE PERSONNEL FUNCTION

SHAUN TYSON

School of Management, Cranfield Institute of Technology

ABSTRACT

This article examines the way the personnel role has developed in the United

Kingdom, and argues that three niain models of personnel management may

be discerned. The way these models have been influenced by the recession is

discussed and it is suggested that the personnel function, both as a specialized

activity and as one aspect of

all

managerial work has been forced to change, in

response to the need for increased competitiveness, to structural and ideological

changes, and to industrial reorganization. Looking to the future, the paper

anticipates the 'balkanization' of the personnel function as new specialisms

emerge, and as personnel activity becomes more closely associated with

corporate marketing strategies.

INTRODUCTION

This article will consider the ways in which the personnel function of manage-

ment is developing at a time of major economic change (Handy, 1984; Toffler,

1980).

By looking at different models of personnel management we may discover

what changes to these models are emerging, and therefore we may examine

the consequences ofthe way people and relationships within organizations are

managed. If we define personnel management as the management of the

employment relationship, those who specialize in this activity are working at

the heart of issues which are of considerable significance to our society.

THE PERSONNEL ROLE

Studies into the role of personnel specialists have frequently accorded them

a societal role, where they are seen as helping to integrate workers into the

prevailing economic system (Watson, 1977). Their position is often seen to

be ambiguous, facing different ways as a 'loyal opposition' to management

(Herman, 1968), or as a key strategic player in the implementation of employee

Address

for

reprints:

Shaun Tyson, School of Management, Cranfield Institute of Technology,

Bedford, UK.

524 SHAUN TYSON

relations policies (Brewster and Connock, 1985). One way of viewing personnel

activity is to see it as a part of those techniques designed to make the world

of work seem predictable, rational and comprehensible, and therefore to make

management possible. Meyer and Rowan argue that personnel work is, like

most other organizational work, concerned with sustaining and legitimating

the organization and by so doing, it provides a justification for its own existence.

modern societies are filled with institutional rules, which function as myths

depicting various formal structures as rational means to the attainment of

desirable ends.. . .The myths of personnel services for example not only

account for the rationality of employment practices, but also indicate that

personnel services are valuable to an organization (Meyer and Rowan,

1977,

p. 397).

Such a statement fails by its concentration on the legitimating function of

personnel specialists within a grand societal design to take account of organiza-

tional variables. Without denying that personnel specialists operate at the

interface between the symbolic order (organization charts, formal job descrip-

tions and tbe like) and the unpredictable realities of life where feelings and

emotions are facts, any analysis of personnel work must account for the major

differences between different organizations. These variable organizational

pressures have been observed to elicit different responses from personnel

specialists (Ritzer and Trice, 1969), which could be interpreted as different

types of strategic response to ambiguity (Watson, 1977), or as styles of behaviour

contingent upon organizational variables such as size, structure or industrial

relations history. (Legge, 1978).

It is at the organizational level of analysis that the power and influence

of personnel specialists can most readily be studied. Personnel specialists'

orientation to work is an organizational orientation: they are in every sense

organization men and women (Tyson 1979, 1983). One ofthe reasons for

different personnel styles may be because personnel specialists' styles depend

upon the extent to which they believe that their work is to explain and translate

economic symbols (profit, overhead costs

etc.),

into meanings which organization

members can share and respond to through their work performance. The

different personnel management styles are not explicable entirely by reference

to the personsdity, beliefs or the management styles ofthe executives concerned

(Tyson and Fell, 1986). Organization members' expectations about the kind

of personnel function seem to be crucial, and since the personnel department

is part ofthe symbolic order, there is a heightened consciousness, amongst those

in contract with the department, of the role which they feel is appropriate.

The sources of these different expectations may best be explained by reference

to the four traditions from which personnel management has emerged: the

welfare tradition, the employment management tradition, the industrial rela-

tions tradition and the professional tradition.

MANAGEMENT OF THE PERSONNEL FUNCTION 525

The welfare tradition had its origins in the industrial betterment movement

ofthe late nineteenth century (Niven, 1967), but this tradition, - concerned

with the wellbeing of employees in the fullest sense, is still with us, although

it may not be possible to reconcile the interests of management and workers,

or to resolve the question of who is the client.

The employment management tradition arose from the bureaucratization

of work. Stimulated by both World Wars, typically, headcount and the rules

of work are the principle concerns in this tradition which concentrates on control

and how to obtain compliance (McGivering, 1970).

The industrial relations tradition is perhaps the best known tradition from

which the specialist personnel occupation emerged. Typically, the field ofthe

line manager (Donovan Report, 1968), industrial relations in the tight labour

markets of the post war years witnessed an expansion in the number of

male personnel specialists in the establishment, and interpretation of trade union

agreements and practices, and in the growth of specialist negotiators. The

key objective within the industrial relations tradition is the maintenance of

harmonious relationships.

The 'professional tradition' encourages the view that personnel specialists

possess a separate occupational identity, and should be accorded a professionjil

status based on a knowledge ofthe social sciences, of personnel techniques and

on employment law. The Institute of Personnel Management in Britain has

sponsored the professional cause with varying degrees of success (Timperley

and Osbaldeston, 1975; Tyson, 1979; Watson, 1977).

MODELS OF PERSONNEL MANAGEMENT

Research indicates that there are three main models of personnel management

within organizations which have derived from the traditional concerns of person-

nel work (Tyson and Fell, 1986). These are described below. The process by

which the models emerged seems to be an adaptive one based on organizational

contingencies. The welfare, employment management, industrial relations and

professioncd traditions have been moulded within differing organization contexts

by marketing strategies, management ideologies, by conflict and change, and

by trade union response, into one of three models of personnel management.

These three models have been described, by using a building or construc-

tion metaphor. This follows the ideas of Crichton and Collins (1966), who saw

personnel as a function concerned with the 'maintenance', and 'construction'

of an organization. The models can be thought of

'ideal types' in the Weberian

sense (Weber, 1964), that is, as broadly descriptive statements about a series

variables:

personnel policies, the planning time horizon, controls, systems,

the kind of personnel activities undertaken, reporting relationships, the career

path for the personnel specialist, and the 'political' position {i.e. the access to

power) ofthe personnel specialist. Where there is a sufficient internal consistency

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