Professional Documents
Culture Documents
Syllabus
The Personnel Function in our organization Recruitment, Induction, Placement & Development, Personnel Budget Personnel Policies & Standing orders Absenteeism, Personnel Turnover & Problem of indiscipline Transfers, Promotions & Voluntary retirements Compensation Plans - Perquisites & Bonus Job status, Grade & Salary & wage structure Out fore, Measure Morale studies & Personnel Research
Opening Case
Develop a case study, where an individual after an elaborate selection procedure, tenders in his resignation after the first month. Form groups of 6 members, discuss & present your findings for the following points.
What could the reasons be? How could the HR Department
have interviewed? How would the management fill the gap and justify the episode?
Planning, Organizing, Directing and Controlling Procurement, Development, Compensation, Integration, Maintenance & Separation
Of the
Of human resources to the end that individual, organizational, and societal objectives are accomplished.
The Heart of a Personnel Programme itself requires considerable coordination, as well as coordination with units in the remainder of the organization.
Increased numbers of minority members entering occupations requiring greater skills. Increasing levels of formal education for the entire work force. More female employees. More married female employees. More working mothers. A steadily increasing majority of white-collar employees in place of the blue-collar.
laws Increase in new numbers of employees Adversial relations with labour unions
Mechanical Approach
Paternalism Social System
Labour must be classified with capital and land. Personnel are controllable, predictable, and interchangeable. Techniques such as time study, incentive wages were introduced. Problems incurred were
Loss
of jobs through development of new machines or work techniques Decreased economic security leading to formation of labour organizations Labour organizations grew at a very slow pace Decreased pride in work
Paternalism
were started
Social System
The firm is viewed as a complex central system operating within a complex environment which can be termed as outer-extended system The central system cannot be closed & directed in a mechanistic fashion. Options are available to central system members with the aid of labour unions, government, and various public groups.
Bases of Departmentation
Procurement
(employment) Development (training) Compensation (wage & salary administration) Integration (labor relations) Maintenance (safety) Separation (employee services, retirement)
person may Advise and not Command or Order Staff relationship is of Service Staff advice compels the line person only to listen & not accept or follow advice Staff should be able to give truthful advice to superiors without fear of losing their jobs
Decision Making
1.
2.
3.
4.
Recognize & define a problem that calls for action Determine possible alternative solutions Collect and analyze facts bearing upon the problem. Decide on a solution
3.
4.
Designing enriched jobs The ease with which it can be implemented in the organization Projected economic benefits to the firm Possible economic risks associated with the programmes.
Integrated Computer system OUTPUTS Development- each employee skill profile Procurement Basic records Identification of vacancies Applicant flow ( when applied, source, process, hiring decision, why rejected etc.. Compensation- salary by job, education etc. Integration- grievance by unit, employee etc. Maintenance- Govt. reports (accidents, lost time etc.)
Standards
It
is an established criterion or model against which actual results can be compared. Results or Standards cover
Time
Formal placement follow-up of employee job satisfaction Quality losses Wage & salary budgets Morale surveys Insurance premiums Number of retirees participating in retirement programmes
Development
Compensation Integration
Maintenance
Separation
survey & analysis of all operative functions of personnel, with a summarized statement of findings and recommendations for correction of deficiencies
a major catastrophe wiped out all the human resources in your organization, how long would it take & how much would it cost to replace them.
Dimension 1. Employment Contract 2. Rules 3. Key Relations 4. Speed of decision 5. Management role
Personnel Management Careful delineation of written contracts Importance of devising clear rules Labour Management Slow Transaction
HRM Aim to go beyond contract Can do outlook, Impatience with rule Customer Fast Transformational
6. Job design
7. Respect for employees
Division of labor
Labor is treated as a tool which is expendable & replaceable.
Team work
People are treated as assets to be used for the benefit of an organization, its employees & the society as a whole. Mutuality of interests
8. Shared interest
ManagerPersonnel
Manager- Administration
Manager-HRD
Manager- IR
Appraisal
T & D
PR
Canteen
Medical
Welfare
Transport
Legal
HRP
Hiring
Grievance Handling
Compensation
Personnel Management
Systematic survey & analysis of all operative functions of personnel, with a summarized statement of findings and recommendations for correction of deficiencies The planning, organizing, directing and controlling Of the procurement, development, compensation, integration, maintenance & separation of human resources to the end that individual, organizational, and societal objectives are accomplished. It is an established criterion or model against which actual results can be compared.
Thank You