An analysis of the Spencer's 10-step model for human resource
management. It shows how Spencer suggested that an HR manager adopt an interrelated construct of 10
steps to use as an interconnected and interdependent tool with which to
build the
organization. It argues that these ten steps are essential for a HR administrator to use in order to gain developmental control over his or her organization. It concludes that, while the individuals under his care cannot be controlled, the destiny of the organization must be directed, and these ten steps form a basis on which to build a solid personal competency within the organization's staff.