ABSTRACT
Personnel administrators who address these concerns must combine their more traditional “compliance officer” role with that of consultation and facilitation of organizational processes. This dual-role evolution of the personnel function is widely discussed (Nalbandian 1981; Bowen and Greiner 1986; Carnevale 1992; Tsui 1987). The facilitative role for personnelists in “values management” involves building and sustaining a shared set of beliefs among employees that is beneficial to the organization, its members and the public. Values are formed, implicitly or explicitly, in an ongoing communication and education process that supplements traditional compliance functions.1
