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PERSONNEL MANAGEMENT

PERSONNEL MANAGEMENT: This is a function with which all managers are concerned. Whether they are line or staff, in production or sales, finance or research, all managers are responsible for planning, organising and controlling the work of their staff. In performing these functions they have to communicate, motivate and lead. The Internal management of any organisation consists mainly of the management of the people working in the organisation and is called personnel management. In hospital a group of human beings with different values, attitudes, motives, personality, education, training and background have to work, and the shape of the organisation is determined by the interaction of the individuals. The other meaning of personnel management is a professional service provided by specialist staff. The main function to this specialist staff is to assist the organisation as a whole and in particular the managers, to make the most effective use of personnel. This will include advising on manpower policy and the corporate strategy for manpower in the organisation, setting up and operating systems and procedures for the management of personnel, and advising and working with individual managers or personnel matters. Most importantly, human beings have needs, which may vary from person to person and time to time, and which will influence their work performance according to whether they are being met or not.

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Advice on Policy and Strategy • Manpower: the determination and satisfaction of the long-term and short-term needs of the organisation and their effective use. information systems. 2 .e. methods of assessment and job analysis. Performance Appraisal: forms used. counselling (such as job appraisal review interviews).ROLES IN PERSONNEL MANAGEMENT 1. They are: • • Planning: of manpower. • Social Responsibility: how employees should be treated. i. • Organisation Development: to ensure the maintenance of and effective organisation that will be able to respond appropriately to change in the internal and external environment and make the best use of the individual and collective attributes of its members. job design. • Communication: action for improving communication within the organisation and between the organisation and its environment. • Motivation: The actions required to increase the effective contribution of members to organisational objectives. Advice on Procedures Some of these may require implementation by the personnel specialists. reporting. reward systems. the quality of working life. career development. 2. manpower budgets. • Employee Relations : ways of developing optimum cooperation between the organisation and employees (including unions) and minimising industrial unrest.

transport. job-evaluation. possibly the financial management of training funds. dispute pensions. arrangements and other relationships with unions. The symbolic Role Positioned as he is so many areas which affect the daily lives of employees. scholarships. normal retirement. pay for special circumstances (overtime. selections. recruitment. housing. testing. 4. etc. etc). implementing changes in rates of pay or pay structures. dismissal. and almost certainly the control of votes of expenditure for training. sickness. wage surveys. canteens. legal aid. the personnel officer symbolises the organisation to the employees. boxes. the personnel staffs represents the organisation in a symbolic way. 3. Performance Control: counselling and discipline procedures. medical. 3 . incentive schemes. wastage. • • • • • Work Environment: safety. therefore. promotion. handling procedures. suggestion security. house magazines. health. Labour Relations: grievances. Functional Guidance: - the administration of aspects of selection and recruitment.• Manpower Flows: interviewing. career planning. recreation. transfer. • Wage and Salary Administration: pay agreements and implementation. early retirement. redundancy. • Training: on-the-job and off-the-job induction. physical conditions. resignation. Communications: staff publications. implementing changes which are necessary as a consequence of - legislation in areas which affect employment. Too many employees at the lowest levels. etc.

Research and Evaluation This is not just record-keeping. pro-active interest to use data which the work of the personnel function creates to learn more about it for the benefit of the organisation. Catalyst of change-Agent This is effected through the personnel specialist's advisory function. but a dynamic. his implementation of new procedures. 4 .5. or his training activities which would include coaching and counselling as well as the more formal training activities. it might be informal assistance to other managers or in response to a formal request to undertake a consultancy to resolve an organisational issue. Problem-solving and Consultancy The analytical and adaptive role of the personnel specialist. according to situation. 7. 6.

but subject always to the needs of the job. taking into account . and assessing any training needs and potential for advancement. developing individuals by counselling and training. to deploy this manpower stock to the best advantage of the organisation. (ii) moving staff. appraising current work performance.as far as possible. any preferences which they may express. as the needs of the organisation require. and motivating them to strive to achieve organisational standards and objectives and there by also develop their own careers.SUMMARY OF PERSONNEL MANAGEMENT FUNCITONS to provide and maintain the best possible manpower stock to meet present and future needs. (iii) (iv) (v) 5 . to meet those needs and to give staff the opportunity of wider experience to develop their potential. assisting the process of promotion according to merit and to the needs of the organisation. experience and aptitudes. - This includes: (i) placing staff in jobs appropriate to their qualifications.

and c) Maintaining the personnel of the organisation. a) Recruiting of the staff b) Placement c) Transfer d) Promotion e) Classification and pay f) Training g) Employees health and welfare services h) Leave regulations i) Disciplinary action j) Retirements and separation.Needs of the Employees: In order to get the best out of an employee. the personnel management attempts to meet these needs of the employees have to be taken to get the best out of the employee. Essence of Personnel Management: a) Recruiting. In organising. it is necessary to identify his needs. b) Developing. 6 . as followsa) Need for recognition b) Need for belonging c) Need for security d) Need for participation. Personnel Management refers to a group of activities which includes.