Traces the development of personnel management in Britain over four
distinct periods from the late nineteenth century onwards, and
identifies the economic, political, social and institutional forces in
the growth of the function. Builds up a detailed profile of the
personnel practitioner, covering demographic and remunerative data,
qualifications, time spending and status in the enterprise. Critically
discusses the role of the professional association and its occupational
models. Finally examines the conceptual and operational distinctions
between personnel management and human resource management in the
British context.
Defines the employee assistance programme (EAP) and describes its
potential and impact on organizations. Provides details of how EAPs
operate at each step. Evaluates their use and value in the context of
the need for organizational performance.
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