SCHOOL

PERSONNEL
MANAGEMENT
EDMGT 608

Joseph Jay U. Aureada, PhD

Professor
 Eight Areas of Operations

Facility Management Fiscal Management

(Building/Grounds Maintenance and (Finances and Budgeting)
Custodial Services)

Information Services Risk Management

Management (Health & Safety of Visitors and
(Computers & Technology) Employees)

Personnel Management Sales Management

(Human Resources) (Marketing and Customer Relations)

Program Services Planning & Development

(Delivery of Leisure Services) (Facility & Event Planning
“You balance the role of leader, coach,
cheerleader and score-keeper, all in the midst of
constant changes and shifting priorities.”

 In today’s economic environment, the

manager’s job is especially challenging. You
must help staff deal with constant changes,
budget cuts, staff reductions and wage
freezes.
 You do this in addition to the normal
responsibilities of performance management,
delegation, team development, and
coaching and conflict resolution.
The Importance of
Personnel Management
 Personnel are a MAJOR factor in determining the
quality of experience a visitor receives.
 “You can dream, create, design and build the
most wonderful place in the world…but it takes
people to make the dream a reality.”
 Walt
Disney
At a minimum, personnel training
should accomplish the following:
▪ Train employees to be friendly and courteous
▪ Give employees basic knowledge of facility
features and programs
▪ Introduce employees to the visitor and his
problems and needs
▪ Train employees to be alert to situations where
they can help visitors
▪ Make employees aware of the image
projected both by themselves and the facility
A sound personnel administrative
program is vital in:
 Obtaining and retaining intelligent and capable
workers
 Utilizing employee’s efforts effectively
 Maintaining a willingness to work to attain your
organization’s purposes and objectives
Human Resource Functions
Traditional Additional Functions
Hiring Leadership
Recruiting Instructional
strategies
Selecting
Counseling
Training
techniques
Supervising
Crisis confrontation
Evaluating and intervention
Motivating
The Goal of Hiring:
 The goal of filling a vacant position is not to fill the
position, it is to fill the position with the right
person.
 Hiring the right person helps to keep your turnover
rate low.
 The turnover rate at Walt Disney World
has been averaged about 24% among
service employees, compared to 200%
for companies such as Burger King and
McDonald’s.
The Job Description
 Thorough and accurate job descriptions must be prepared
for each position in your organization, from front-line
personnel to middle-level managers to top-level managers.
What to Include In a Job
Description:
 Title
 Listing of responsibilities and functions
 Required knowledge and skills
 Minimum acceptable education level, certification
requirements and previous experience
 Physical or medical standards.
 Recruiting Employees
 Recruiting How to recruit
◼ Promote from within
 Types of:
◼ Use staff to recruit
 Internal
◼ Use armed services
 External
◼ Use construction
 Goal of recruiting: industry
increase the ratio ◼ Farming/agriculture
of employee background
applications to ◼ Apprenticeship training
those actually programs
hired. ◼ Universities & technical
schools
◼ Internet
Selecting and Hiring
 Selecting
 Application
 Interview
 Phone
 In Person
 Reference & Background Check
 Medical Exam
 Negotiations
 Appointment and Probation
Equal Employment
Opportunity
 An important aspect of the
screening and selection process
involves the need to comply with
EEO regulations for moral and legal
reasons.
 Avoiding any form of discrimination
based on religion, sex, national
origin, race, age, disability or
genetic information is essential.
 Out of work, out of luck
Training
Thorough orientation
Introduction
to the agency and its personnel
and program practices.
 Tour of facilities
 Exposure to its various divisions and functions
 Introduction to personnel
 Outline of responsibilities and procedures
 Overview of organizational climate/environment

On-sitetraining/Apprenticeship
“Scrimmage games” – Mock work
environment
Personnel Policy Manual –
Major Categories of
Policies
 General Regulations  Absences and leaves

 Definitions  Travel and vehicle use

In-service training
 Employment
 Rules of conduct
 Hours of Week
 Relations between
 Compensation and employees
related benefits
Definitions:

 Full-time
 Seasonal
 Salaried
 Exempt
 Non-Exempt
 FLSA
Employment
 Application  Promotions
 Recruitment and  Assignment and transfer
selection
 Disciplinary actions
 Appointment
 Separation and
 Probation resignation
 Seasonal  Reinstatement
 Evaluation and ratings
Hours of Week:
 Workweek
 Full-time salaried
 Full-time hourly
 Work schedules
Compensation & Benefits
 Salary classification  Overtime
 Pay periods and time  Vacation
reports
 Insurance
 Deductions
 Retirement
 Holidays
 Credit Union
In-Service Training
 Purpose
 Conference Attendance
 Staff Meetings and Conferences
Rules of conduct
 Dress and appearance
 Employee cooperation
 Reporting for duty
Relations between employees-
department-community

Employee-administrator relations
Employee-community relations
Gifts
Solicitation of funds
Management of funds
Publicity releases
Employee-patron relations
Accidents to patrons
Employee Manuals
 A good employee manual will not just include
personnel policies but will also serve as a
reference with the details of more complicated or
less frequently performed tasks.
 It will present a numbered sequence of
operations, in order, for each of these tasks.
Disciplinary Action
 Manuals should clearly specify the required
behavior. In addition, both informal and formal
disciplinary actions should be included.
Disciplinary Action
 Reprimands – either verbal or formal,
which are entered in the service
record.
 Suspensions – or temporary
separations without pay, for specified
periods
 Demotions – involving placing the
employee on a lower job classification
at a lower rate of pay
 Dismissals, which are discharges or
separations for cause.
Supervision
 Role as a coach: Pass along your experience and
knowledge.
 Role as a counselor: Employing encouragement,
criticism and a range or techniques to deal with
possible problems in the work environment,
interpersonal difficulties, or other emotional or
social issues that may occur.
Guidelines for Effective
Counseling:
 Listen patiently - without interrupting
 Refrain from criticizing or offering hasty
advice
 Never argue with employees while
counseling them
 Give them your undivided attention while
they are talking
 Look beyond the mere words of what they
are saying
Guidelines for Effective
Counseling:
 If the problem is minor, simply helping the employee unburden
him/herself may lead to a solution.
 If the problem is more severe, you should recommend a
counselor or trained professional in that subject.
Employee Motivation
Reinforcement techniques:
Positive
reinforcers – add something good to
the employee’s life
Negative reinforcers – remove something
unpleasant, such as a distasteful task or
schedule, from the employee’s life
Punishersor deterrents – adds
something unpleasant or removes
something good.
Reinforcement techniques are
considered to be far superior in
producing lasting behavioral changes.
Evaluations
 It is essential that supervisors regularly rate
employees on criteria such as personality traits,
degree of responsibility, enthusiasm, initiative,
human relations skills, appearance, specific job
related skills and overall level of performance.
Evaluations
 Evaluations should be both formal and
informal.
 Formal evaluations should be done
regularly. They should be
nonthreatening and part of a two-
way process in which both parties
come to a mutual agreement about
the goals that need to be set.
 Peer evaluations – help to guard
against bias and error
Volunteers
 Motivation for volunteering – desire to
serve/contribute to the community, in
a program involving family members,
in an activity in which they once
starred or for prevocational value.
 It is important that these motivations
are recognized and that volunteers
are given the fullest opportunity to
meet their needs satisfactorily.
Volunteers
 Recruitment of volunteers – Should
be systematic and professional.
 The selection of volunteers is
important to weed out those who
are unstable, have unrealistic
expectations or lack the potential
for making a real contribution.
 Orientation and training are as vital
for volunteers as for paid staff.
Volunteers
 Supervision is also vital. If volunteers
are given meaningful assignments
that challenge their capabilities, their
involvement will be more consistent
than if given trivial jobs to perform.
 Recognition of volunteers, through
simple verbal appreciation, in reports
and publicity, at special occasions, or
through tangible expressions of
appreciation help to make volunteers
feel like an integral part of the
organization.
Special Maintenance
Employee Issues
 Occupational Safety and
Health Act
 Maintenance related
safety problems
Occupational Safety and
Health Act:
 OSHA (1970): The employer has the general duty
to furnish employment and a place of
employment free from recognized hazards that
are known, or likely, to cause death or serious
physical harm.
Occupational Safety and
Health Act:
 The safety and health standards
promulgated by the Secretary of
Labor are designed to protect
working people from occupational
injury and illness.
 Since 1973, the year CA’s OSHA
program began, fatalities dropped
8.75%, amputations are down 40%,
explosive-related injuries 28% and
construction injuries 30% in CA.
Special Employee Safety
Problems:
 Temporary and seasonal employees
 Language barriers to safety
 Workers in isolated locations
 Vehicles and traffic hazards
 Tools and equipment
 Protective equipment
 Rubbish removal
Other Management Concerns

 Dealing with employee unions

 Terrorism or threats to personnel
 Sexual Harassment
 Political Correctness
 How to manage people you previously worked
with or who are friends
 How to set your priorities when you are busy
putting out fires
 How to delegate work when you know your
employees are already overworked
 How to deal with problem employees so other
employees don’t feel resentment
 How to motivate with little or no raises possible
 How to help employees feel ownership for results
 How to manage volunteers instead of paid
employees
 How to manage experienced employees when
you are new
 Knowing when to be involved and when to let
employees work out their own issues
 How to help diverse members of a team work
together and value their differences
 How to develop commitment in spite of constant
changes
 Assignment:

The last 4 slides of this presentation

are the other management concerns.
Choose 4 from among the 15
concerns and give situations on how
you apply your management role.

Use A4 size bond paper, Arial 12, 1.5 space,

and 1 inch margin.