Issues of Power and Marginality In Personnel

John Shipton

23 citations0/0 files storedHuman Resource Management Journal

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Leadership and Management in Organizations Human Resource and Talent Management Organizational Management and Change

Abstract

John Shipton and John McAuley, who are respectively Course Leader of the Part‐Time MBA Programme and Head of Postgraduate and Post Experience Programmes at Sheffield Business School, discuss the ‘business manager’ model of the personnel manager which has been a feature of much discussion in the personnel profession. They argue that it is based on a narrow and, ultimately, dysfunctional analysis of power which sees leadership as encouraging people to go in the direction they were going anyway. More useful, they suggest, is to develop the role of the personnel practitioner in accord with the principles and practices of organisation development

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References

2021Understanding Organizations 1958The Local Community as an Ecology of Games 1978Power, innovation, and problem-solving in personnel management 1985Organizational Theory and Inquiry: The Paradigm Revolution 1986Evaluating the Personnel Function 1987THE MANAGEMENT OF THE PERSONNEL FUNCTION 2015Organization Development 1986Personnel and paradigms: four perspectives on the future

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2003The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties

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