THE MANAGEMENT OF THE PERSONNEL FUNCTION

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Abstract
This article examines the way the personnel role has developed in the United Kingdom, and argues that three main 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.

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