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The word Personnel Management is popular with different names such as Labour
management, Staff management, and Industrial management and in modern times as
Human Resources Management.
‘Human Resources’ cannot be standardized, no two persons are similar in mental
abilities, traditions, sentiments and behaviour widely they differ. As people responsive
they feel, think and act. They cannot be operated like a machine. Hence they need to be
handled very tactfully and sensitively by managers for achieving optimum results of an
organization.
In the words of Peter Drucker ‘the prosperity if not the survival of any business
depends on the performance of its managers tomorrow’. Success of any organization
depends mainly upon the quality of human resource and their performance.
Organizational resources can be broadly categorized into two i.e. Human or psychological
and physical resources. Human Resource Management deals with management of human
resources of organization.
Definitions:
According to the Edwin B Flippo Personnel Management is the planning,
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance and the separation of human resource to the end that individual
organizational and social objectives are accomplished.
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1. Planning: -
Planning involves the
ability to think, to predict,
to analyse, and to
come to decision, to
control the action of its
personnel. It
bridges the gap between
‘where they are and
where they want to go’.
For this purpose, the
personnel manager has to determine in advance the personnel policies and
programmes and how to attain the co-ordination between them. Planning today
avoids crisis tomorrow.
2. Organizing: - after plans have been developed the personnel manager must
establish an organization to carry them out. This function is therefore carried out.
Grouping out the personnel activities, assignment of activities to individuals,
delegation of authority to carry them out and provision of co-ordination of
authority relation ships horizontally and vertically in the organization structure.
3. Directing: - It involves guiding, motivation and leadership. It also involves
issuance of orders and motivation of workers to comply these orders so that the
people may follow the path laid down in advance.
4. Co-ordination: - refers to the balancing, timing and integrating activities in an
organization, so that a unity of action in pursuit of a common purpose is achieved.
In the words of Terry – ‘it deals with the task of blending efforts in order to ensure
a successful attainment of an objective’.
5. Controlling: - is concerned with observing and measuring the performance and
correcting the deviations if any from the set standards and it is the follow up
action of personnel planning and policies.
6. Motivating: - is stimulating the people or oneself to get desired course of actions.
It is effective instrument in the hands of a manager for inspiring people at work.
Operative functions:
• ‘Recruitment and Selection’ – procurement of personnel
• Providing ‘Training and Development’ programmes for personnel – inducing the
knowledge and skills as and when employees are required, provides opportunity to
get growth individually and providing better working conditions.
• Providing ‘Welfare facilities’ – housing, education, hospitality etc.
• ‘Compensation’ to employees – fair salary and administrative
• ‘Manpower planning’ – in order to maintain balance between over staffing and under
staffing
• ‘Job Evaluation’ – to fix equitable wage rates by studying the job contents
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MANPOWER PLANNING
Definition:
According to ‘Eric W Vetter’ the process by which management determines how
the organization should move from its current manpower position to its desire manpower
position.
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Process of human resource planning: - the following are various phases iteratively done in
manpower planning process.
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Limitations:
This is time taking and expensive process
Not suitable for small, big and moderate organizations may go for it
Predictions may not have validity
Lot of uncertainty in manpower planning implementation
All are based on predictions and assumptions.
JOB EVALUATION
The process of job evaluation consist the following stages they are
1. Job Analysis:
2. Job Description / job manual:
3. Job specification:
4. Job grading:
5. Pricing the Job:
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Non-quantitative: - in this method evaluators are not consider the details of job
factors described and specified in job manuals, they determine the worth of job, on the
basis overall impressions and its grade of the job. These are two methods namely,
Ranking Method and Job Classification Method.
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1. It is easy to understand
2. It is based on job specification
3. New jobs is easily ranked
Demerits: -
1. Not suitable for large scale organization
2. The wage rate effect the grading of job
Quantitative Methods: - to determine rate of a job, Evaluators are studied and fallows
the job factors, which are descried in job manual, job specification and its grade. These
methods are two types namely…
Factors Comparison method: - under this method all jobs are compared to each
other to determine their relative importance by selecting job factors these are
mental and or physical requirement, skills needed, responsibilities and authority
are the key factors compared one another to find out the standers based on that
they determine the wage of the particular job.
Merits: -
1. More accurate
2. Flexible and applicable to new jobs also
3. The procedures o rating new jobs is logical
Demerits: -
1. It is costly to install
2. Complicated to understand
3. Due to factors weight-age difficult to allot the price.
Point Method: - in this method job manuals are required. In order to know the job
factors (skill, efforts, responsibilities and job working conditions) are required job
description each factor measured by giving the points and it provides scale or
yardstick based on that evaluates the worth of a job.
Merits: -
1. Most suitable to large scale enterprise
2. It is objective study of job evaluation technique
Demerits: -
1. Point value result some times incorrect.
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given period. The main purpose is to assess the worth and value of a person to the
organization.
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between the employees. This method is suitable where the number of employees
is less.
2. Paired comparison method: here every employee is compared with
all others in a particular cadre in the department. By comparing each pair of
employees, the rater can decide which of the employees is more valuable to the
organization. This method is more useful for an overall comparison of employees
and if the number of employees is reasonable.
3. Man to man comparison method: It is commonly called ‘Factors
comparison method’. Under this method certain factors such as Initiative,
Leadership, Dependability, Reliability, productivity etc., selected. There after a
five point master scale is designed to each factor by the rater. The five point scale
would be excellent, good, satisfactory, average and poor and the weightage could
be 5,4,3,2 and 1, respectively. The indications are recorded by marking the
relevant number representing the degree to which the individual satisfies the
standard. The individual weightage of each factor are added up, to judge the
relative merit of each employee.
4. Grading Method: in this method certain categories of worth (made
in factors comparison method) such as good, average and poor are established and
defined in advance carefully. The actual performance of each employee is
compared with the grades established and the person is allocated to the grade
which best describes his/her performance.
5. Graphic scale method: it is like man-to-man comparison in this
method there are two types of factors are considered by rater they are employee
characteristics and contributions. An employee characteristic refers to the
qualities of the persons such as dependability, ability, initiative leadership etc.
Employee contributions are those which denote what the person produces such as
quality and quantity of work, responsibilities assumed. Each of these factors will
have three to five degrees. The indications are recorded through graph and rest is
similar to man-to-man comparison.
6. Check list method: under this method the rater does not evaluate
but reports employee’s performance and final ranking is done by personnel
department. This method is also referred as ‘questionnaire method’ as it uses a
checklist questionnaire which contains a series of “Yes” or “No” questions
concerned with the employee and his behaviour. The employee answers these
questions in ‘Yes’ or ‘No’ on the basis of checklist and the personnel department
ranks the employees.
7. Forced choice description method: in this method employees are
given a set of alternatives for a problem and they have to choose one. This
method facilitates to assess the employees judgment, skill, analytical and
reasoning skills. It is called forced choice because the employee is forced to
choose on from the set of answers and explain why he/she thinks that alternative is
the right answer.
8. Critical incident method: This method is based on the human
behaviour concept. Employee exhibits a particular behavioural pattern while
doing his job. This behavioural patron makes the difference between success and
failure of a job. In this method the employee is ranked based on these reactions to
a particular situation. Examples of employee reactions are upset or angry with
work, failure, refused to help/support fellow being; refuge to get training etc.
based on the ranks given by rater, personnel department makes an appraisal.
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Limitations:
o Hallo effect: the tendency of rater to an employee
consistently average or high in all jobs based on general impression.
o Criterion problem
o Frustrations both rater and employee
o Lack of cooperation.
To sum up, merit rating is a crucial function which has to be carried out
dispassionately and objectively. If it is not done in a professional way, this could be the
source of complaints and tensions. Further, it should not be viewed as an annual ritual.
Merit rating is a continuous phenomenon. Progressive organizations create an in-built
system to enable their employees to constantly monitor their own performance
periodically.
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Sense of vocation: sense of inner urge to get the best out of the available human
resource.
Sense of social responsibility: to get maximum coordination from workers – as
individual and as a group.
Capacity to lead the people
Capacity to persuade the top executives and to subordinate in reconciling the view
points.
Personality:
o Art of public speaking
o Facial expressions
o Spontaneity of speech
o Personal dignity
o Courtesy and social awareness
o Foresightedness
Personnel integrity
Personnel knowledge: He must pose the full knowledge of subject
with latest development in behavioural science in the word.
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