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Is the metaphor used to describe how some managers are forced (or choose) to deal with problems as they occur rather than planning ahead and attempting to predict problems arising (‘fire prevention’). Commentators argue that personnel managers are often forced into a firefighting role because they are expected to deal with employee problems, even though these problems often arise as a result of management decisions that are made without the involvement or advice of personnel specialists. This has led some commentators to argue that personnel specialists need to become more involved in the strategic decision-making processes of organizations, otherwise they will constantly be firefighting.

Subjects: Human Resource Management.

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