... in order to provide general prescriptions,writers have tended to minimise the full extent to which different organisational and environmental circumstances will necessitate a transformation of their general prescriptionsinto concretestrategy adapted to the situation in which it is to operate. In short, the personnel management literature has been much more prescriptive than analytical. Its alleged âpractical orientationâ is inherently misleading. Business studies graduates who have been raised on it have not necessarilybeen âtaughtto thinkâ, a view held by New Zealand property entrepreneur, Sir Robert Jones,who is quoted as saying he would prefer to hire graduates in classical Greek. The latter have had their minds stretched. This criticism of the texts should not be taken to imply that there is no theory or empiricism associatedwith personnelmanagement. There is, in fact, an abundanceof partial theory and but research (Sisson,19901, the scholarswho have developed it have generally failed to build theory at the leuel of thefim. For example,those scholarswho have migrated into personnel management from a base in some branch of psychology have tended to focus on the job as the unit of analysis and thus neglected to build an âoverarching conceptual frameworkâ (Mahoney and Deckop, 1986224). In recent times there
Human Resource Management Journal – Wiley
Published: Mar 1, 1992
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