Human Resource Management and the Specialist/Generalist Issue

Abstract

Illustrates the key differences between two distinct sub‐populations employed by most organizations: specialists and generalists. Specialists are defined as those professionals who are trained in a singular discipline, are concerned with increasing and perfecting their skills, and value recognition from their specialist peers. In direct contrast, generalists possess a macro orientation characterized more by breadth of knowledge than depth, are more loyal to their employing organization than a professional group, and aspire to climb the corporate hierarchy as it exists. Clearly, these two groups represent divergent interests, goals and needs. Consequently, they impose serious demands on the organization in general and on its human resources department to provide an appropriate set of programmes, along with a facilitating environment, in order to optimize their performance. Organizes these issues into four human resource management areas: recruitment, development, motivation and retention. Provides applied documentation substantiating effectiveness in each area.