ABSTRACT
The utility had retained the consulting firm to see how the organization could reshape its human resource management strategy and programs to better fit the workforce it would be relying on for the next few decades. This chapter talks about three students Don, Rob and Annette. They would administer the questionnaire to each member of top and middle management and to a random sample of other employees. The factors used for non-management personnel were productivity, quality of work and dependability/adherence to organizational values. The chapter discusses some of the good stuff: important work is done that impacts people's lives, job security is provided, there are career growth opportunities and the workforce functions cooperatively. It also discusses some of the not-so-good stuff: culture often impedes dramatic innovation, there are civil service rules that constrain effective operation in many cases and the structure is bureaucratic.
