The case studies showed each of the three broad approachesto measurement as bringing a distinct perspective with different strengths and weaknesses. They are stronger used in combination than viewed as alternatives. The study also highlighted a number of wider issues which lie behind attempts to measure the effectiveness of the personnel function. This can imply that the personnel function is doing a good job if it does what senior managers ask it to or feel comfortable with. It omits pro-active roles in anticipating business needs or safeguarding professional standards of conduct.
Employees are customers as well as managers.
Different groups of managers also have varied needs, depending on their level and organisational location. Measurement systems should make explicit these different customer constituencies and recognise the multiple roles carried by a typical personnel function. This might also reduce the somewhat sterile debate about whether the personnel function has to be strategic or operational. Clearly in most large enterprises it has to be effective at both. One of the most fundamental obstacles to measuring the effectiveness of personnel management is the problem of cause and effect.