Section Sixhuman resource departments: (1) responsiveness,
(2) managing cost and negative performance, (3) proactivity
and innovativeness, (4) training and development, and
(5) affirmative action accomplishments.^10
Level of Constituents
Another of Tsui’s findings is that the level of constituents has a
major impact on the effectiveness criteria they apply. Managers
and nonsupervisory employees tend to place importance on the
department’s ability to provide services on matters of
immediate or short-term importance. Operating line executives,
who have production responsibilities, also hold similar views. In
contrast, when corporate-level human resource executives
evaluate human resource departments, they tend to place
greater importance on such activities as organizational
development and human resource planning, which have
strategic implications. Thus, human resource departments are
subject to incompatible expectations that need to be taken into
account in an evaluation strategy.^11