The real role of personnel managers

Article Abstract:

Personnel executives are often called upon to perform the duties of an internal consultant for top management in an organization. Internal consulting has become more common in recent years, with consultants involved in management disciplines from strategic planning to information technology. The first challenge for an internal consultant is to understand the company's culture, personality, and environment. New consultants should make sure they can act without having to carry out the hidden goals of management. Consultants should be practical in their recommendations, realizing that drastic changes are unlikely to be accepted. The main drawback in having an internal rather than external consultant involves the potential for loss of objectivity and clear thinking, since the consultant's future will be determined by upper management.

Executives, Business consultants, Management consultants, Vocational guidance

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Why employees stay is more critical than why they leave

Article Abstract:

The traditional personnel management tool of examining reasons for employee turnover is inadequate because it fails to establish why employees stay with a firm, and because it assumes a direct correlation between turnover and job satisfaction. A study of over 400 employees in three firms reveals that workers tend to stay with a firm because of a sense of inertia spawned by job and work environment satisfaction. Four types of employees are identified: turnovers, turn-offs, turn-ons, and turn-ons-plus. Turnovers are unhappy with their jobs. Turn-offs have negative attitudes about work. Turn-ons have favorable work attitudes and stay with companies because of work satisfaction. Turn-ons-plus also feel satisfaction with the work environmental as well as with their work.

Job satisfaction

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