Abstract
This paper offers a perspective on using the action research (A.R.) process to improve personnel practices, and illustrates this in a Canadian organization concerned with providing emergency services for those in need. After providing an overview of the action research process, this paper illustrates some of the personnel projects which were undertaken in developing job descriptions, a performance appraisal system for management, a strategic plan, an integrative labor relations process, and a team management process. It suggests that a number of strategic choices will affect the success of projects such as: (i) defining the relationship between organizational versus A.R. activities, (ii) changing people versus changing structures, (iii) using power versus integrative strategies, (iv) resolving technical versus people problems, (v) information gathering versus facilitation, and (vi) top versus bottom-up change.
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