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After having a thorough study of Personnel Management an administrator will be able to: Get a broad over-view of various types of action. Invariably the success or otherwise of the manager is determined to a very great extent by his 2 . that constitutes personnel management. 1. Identify major principles of action relating to main elements of - personnel management. Whether it is a school. Assess his/her role in personnel management whether specifically - changed with such responsibility or not.1 Introduction.PERSONNEL MANAGEMENT OBJECTIVES. Every manager/administrator deals with certain functions of personnel management. college or an office. 1. the administrator has to devote a fair portion of his time and energy to the management of the personnel. and Analyse the major problems relating to personnel management and - evolve solutions.

Hence the importance of personnel management can never be over emphasised. dedicated and co-operative staff. Briefly. i. The purpose of this unit is to give a broad overview of various types of actions that constitute personnel management. Job analysis and job description. ii. But ordinarily a person works for an organization as long as the balance between his personal needs and those of the organization are favourable to each other. Hence.capacity to maintain efficient. 1. Sometimes. * Similar 3 . Wages and Salary administration.2 Personnel management is a specialized field demanding from the head of an office/ institution several important qualities both of head and heart. These personal needs are not necessarily *congruous with the needs and objectives of an organization.1 What is Personnel Management. one of the basic objectives of personnel management is to ensure a fair balance between the personal needs of the employees and the needs of the organization. Some of the management principles which contribute towards greater efficiency in personnel management are discussed and explained in the following lines:2. 2. they can even be conflicting. 2. Personnel management that aspect of management which deals with the people who constitute an organization.2 Personnel Management deals with the following aspects relating to the people working in the organization . All organizations consist of people who choose to work primarily to satisfy some of their personal needs.

x. 3. Let us briefly discuss the content of each of these elements. qualification and experience are grouped 4 . Placement and promotion. 3. vii. of what skills and qualifications and to do what. viii. ix. 3. Recruitment. Welfare. vi. Then those that requiring the same skill. the first task is to determine how many persons are needed. Efficiency demands that the least number of persons with the least operational costs should do the work. Performance assessment and report (ACR). Discipline. Job Analysis and Description. Transfers. Trade Union Relation.iii. This criterion enhances organizational efficiency and effectiveness. Training and professional growth. effectiveness necessitates that the objectives of the organization are achieved fully with the highest consumer satisfaction. v. The tasks to be performed are compiled and phased out.1 Whenever an organization is established or expanded and new functions are assigned to it. while. iv.2 Job analysis and job description is a process by which the personnel management determines the number as well as the kind and qualifications of employees to be recruited to an organization.

Wages and Salary Administration. Job analysis results in identifying the number of posts that an organization needs. Posts keep on changing according to growth and functional transformation of an organization. Job description begins with a statement of the functions. which requires a person. enable the recruiting authority to determine that the person if selected is the most suitable to perform the function of the post. Qualifications for a post range from age. language. It contains the basic information to . 4. for the post(s) in an organization. Old jobs are abolished or 5 . devaluation and rising costs are the outside factors. 4. 3. Each group of functions. skills and educational level to experience in similar or related jobs. new jobs are added. Some qualifications are obligatory while some others may be specified as advantageous or preferred. and c) provide a reference point for both the employer and employee as regards expectations and obligations connected with the post.3 Job description is the phase when the qualifications required for a person to be recruited to the post are worked out. This is not a one-time job. 3. which based on job analysis have been identified for the post concerned. Some times.4 The net result of job analysis and description is a short document which is generally called a ‘JOB DESCRIPTION.1 Job evaluation results in fixing salaries and allowances etc. which also force for revision in wages and salaries. a) b) enable a person interested in the post to assess himself as an eligible candidate. constitutes a post.together. Simultaneously inflation.

presentability communication and language skills as the deciding factors. All these necessitate the continuing function of wage and salary administration. Where the organizations may change their recruiting policy/procedure.1 5. it is mostly handled on centralized levels like Provincial or Federal Ministries of Finance. Interviews are based on criteria such as personality. Some times written test and examinations are used for this purpose. is to compensate the deserving persons without upsetting the prevailing balance in salaries and allowances well in time. efficiency and effectiveness cannot be over looked. 5. Public Administration etc. Selection procedures are mostly designed for the purpose of recruitment based on judicious criteria. The main difficulty here is that such allowances should not upset the salary structure or create discontentment among others who handle similar work or works under similar circumstances without the benefit of additional allowances (such as " secretariat allowance" "unattractive area allowance" etc). The Task of personnel management.2 Recruitment is the process of employing the most suitable person to fill a post. How much of these are feasible in educational management depends upon the recruiting procedures/policy framed for the purpose. However.2 One of the more complex functions under this element is to authorize ad-hoc or special allowance to persons doing some special work or working under certain circumstances. 4. Recruitment.modified. in this respect. 5. 6 .

These transfers (of teachers) form a major management activity having enormous administrative as well as political implications.3 Promotion can be an equally difficult task in view of the large numbers involved and the keen competition for the few jobs. especially on administration side. promotion and removal is the functions of performance evaluation and report. recruitment is the function of placing the new recruit in his working situation. The system is to get the immediate supervisor to in seat of such a report.6. 7. which is usually recorded in the form of an ‘Annual Confidential Report’. Promotion and Removal. Every organizations has some mechanism for periodic evaluation of employees performance. Seniority-cum-fitness is the appropriate criterion for the efficiency and effectiveness of the organization. Placement. Transfer. Transfers can be a very complex operation. Comment of next higher officers are then added until the final note. 6. which is by the appointing authority summarizes the assessment in terms of the 7 .1 After. 6.2 Transfer. This is often a formality if an individual is recruited to a particular post.1 Connected with transfer. promotion and removal are day-to-day operations of personnel management and consume most of the time and energy. in the upper slots. 6. where institutions are far flung and most of them located in remote rural areas. But where a batch of new recruits is selected for a number of identical posts then placement calls for the settlement of criteria and assessment of each recruit against such criteria. 7. Performance Evaluation and Reports (PERs) Annual Confidential Reports (ACRs).

7. It also contains targets achieved during the year and whether that officer is fit for that post or not. Informal Training : It consists of . i) ii) iii) 2. Administrator/Supervisor should not be biased or prejudiced while writing reports based on facts. lectures. i) Study Tours.2 The performance evaluation involves merit rating and to same extent personal qualities which can influence his/her performance. 8. However. Formal training : It consists of .employees eligibility for promotion or otherwise. the adverse remarks if any are conveyed to the employee. Usually trainings are of in two types:1. seminars. 8. 8 . In-service on the job training.1 Training and Professional Growth. The employee has the right to protest wherever he feels that the report is not fair or just. other wise remarks should only be given in the ACR. Another very important aspect in personnel management relates to training and professional growth. workshops etc. Pre-promotion. if and when the employee had previously been warned about his inefficiency. Pre-service. misbehaviour or slackness etc.

these rules and regulations also provide the manner in which inquiries are conducted. responsibilities. methods and techniques demand for continuous updating. effectiveness and growth of an organization. 9.2 Where a variety of duties. the training and retraining of the personnel is extremely important for their professional growth. Besides. 8. focusing on the aim of professional growth. These rules and regulations make provision for punishing those who violate them. the rapid advances in concepts.ii) iii) Correspondence programmes. 9. Such rules mostly explain the level of authority an administrator can exercise and the level he needs obtaining approval of the higher authorities. To maintain of discipline is another important function of personnel management Every organization has its own rules and regulations for the conduct of its employees. These too provide for procedures of investigation.1 Discipline. In addition. skills and attitudes is involved as in educational management. there are also codes of conduct determined and enforced by the employees themselves. All these activities contribute to staff development and increase in efficiency. 9 . Efficiency and Disciplinary Rules are there for maintaining Discipline in an institution. office or department. What appear most important in educational management are constant and regular informal training activities and opportunities for exchange of knowledge and experiences. Manuals and guides/technical literature. Similarly. as they move upward from one stage to the other.

Employees have problems and grievances. 10. 10. Appeals against punishments are similarly provided for. is a useful asset.2 An experienced personnel manager usually welcomes active trade unions in his organization. both individual and collective. Providing these authorities with reports clarifications and justifications also create a significant load of work in personnel management.3 Accused is given every opportunity and a fair chance of defence. leading to judicial courts and higher ups is connected with these appeals. 10. disciplinary procedures also consume considerable time of the management. Joint committees have proved to be effective in many organizations. Consultations with 10 . Trade Union Relations.2 Like transfer and promotion.1 Almost everywhere the employees of the organizations organize themselves into trade unions or staff associations. A hierarchy of authorities. Their advice can help him draw upon the maximum co-operation of the employees. once established between the personnel office and the trade unions. These can be useful for policies and decisions affecting the staff. The natural justice demands that the 9. Further an atmosphere of mutual trust and understanding. Maintaining cordial relations with them are also an important responsibility of personnel management. 10.9.3 Good relations with trade unions require not only a friendly attitude towards them but also a serious effort to develop effective machinery for handling grievances. for whose redress they make representations through these trade unions.

Arbitration when disputes are to be resolved *quasi-judicial procedure. 3. 2. in both these. Pension and provident fund benefits. Health and safety. important element of personnel management is welfare of the employees. This include the provision and the administration of the following :1. 11.1 The last but not the least. 1. 10. Credit facilities. 2. Housing. * Semi Judicial 11 . the qualities of head of the official heart have great impact. they are . Monitory aid at the time of distress. Children education. Welfare. 11.4 Two aspects of trade union relations demand skills of negotiation and tact. 7. However. 6. Collective bargaining when terms and conditions of service are subjected to negotiation with a view of evolving an agreed settlement. there are instances when trade unions voluntarily handle programme of training and professional growth as well as staff welfare.representatives of trade unions on major decisions affecting employees have become a common feature. Food and recreation. 5. In this democratic way through motivational process. 4.

Without the qualities of head and heart and the skills of negotiation. which constitute personnel management systems. However. which afterwards affects adversely. It is an investment in up holding the morale of the employees and enhancing the efficiency and effectiveness of an organization. Inadequacy of attention paid to personnel management functions. much can be gained and little can be lost by sympathetic listening. these are certain problems also. friendly persuation and flexible attitude to rules and regulations.Welfare of employees is not to be regarded as a social service or a charitable activity. Every administrator is expected to be a good personnel manager. The other important functions such as training and 12 .2 Inadequacy.4 Narrowness of personnel management function. 12. promotion. discharge and disciplinary action. We have so far discussed in some details the elements. These can be summarized as follows :12. Most grievances have a highly personal – hence emotional – touch. Personnel management is often confined to recruitment. 12. transfer. 12. In handling them. tact and sympathetic involvement in a democratic way most administrators fail in personnel management.3 Absence of a Human Relation Approach. 12. Personnel management is the real testing ground for principles of Human Relations.1 Problems in Personnel Management.

5 Absence of Personnel Policies. record plays an important role. also consume too much time and energy of the administrators. Establishment of EMIS cell in the office is the needed of efficiency and effectiveness. inaccuracy and unreliability of personnel records. In wage and salary administration. * Re-produce 13 . such action as appointment. some of the more constructive aspects of personnel management tend to be neglected.6 Inadequacy.professional growth and welfare do not figure at all. give the impression of unfairness and discrimination is taken. Education Department has such a large numbers of employees as to warrant the use of computers for this purpose. policies are necessary for the administrators of different levels to make multiforces decisions. in particular. Over all personnel. transfer promotion and disciplinary action can be founded on wrong foundation – resulting in discontentment among employees. Apart from the adverse effect that they have on the morale of organization. 12. 12. remedial action in the form of grievance handling and redress. As in the case of personnel policies. The use of modern techniques of record keeping. When records are faulty. In their absence. *Retrievability of information for comparison is as important as the accuracy of record. cannot be over emphasized. In the absence of a comprehensive coverage of all functions. contradictory decisions which when applied to individuals. for ready retrieval. records have a major role in ensuring uniformity of personnel decisions.

7 12.8 Non-involvement of employees in decisions affecting them. Particularly management has its greatest relevance to personnel management. This also means that co-operative an attitude of mutual co-operation has to be adopted by the administrator towards trade unions. 14 .12. Employees want to know that the game is fair and the best way to let them know it is to involve them in personnel to personnel decisions.