Perceptions of the Personnel Function in the Banking Industry

Abstract

In this paper, the managerial role approach was adopted to identify differences in role perceptions and potential areas of role conflict in relation to the personnel function. The role of the personnel department in an organization depends to a large extent on the role expectations of line departments (to which the personnel department provides services) as well as those of personnel superiors. Hence, in this study, the views of line managers and personnel superiors regarding the relative importance of the various aspects of personnel management were solicited and compared with those of personnel managers. It wasfound that personnel superiors were the most conservative in their personnel orientation, placing emphasis on administrative and social-liaison activities. While line managers appreciated the value of certain personnel activities, they wanted the personnel department to keep its distance, especially from what they regarded as 'line functions'. In comparison, personnel managers were more 'progressive' in their outlook and viewed the personnelfunction as an integrated process. This study is based on a survey conducted in Singapore in late 1987. The sample consists of 34 foreign banks from 18 countries as well as 6 Singapore-based banks.

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