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Assignment #5: MBA-Philippine Christian University Prof. Geuel F. Auste Student: Ivon R.



Personnel Management

Human Resource Development

Human Retaions

Vision, Mission, Goals & Objectives

Human Resource Development & Tranformation

Organizational transformation has had a significant impact on the shape and responsibilities of the traditional human resources function. In some cases, the human resources function no longer exists as a distinct function. In others, it has remained intact, but its roles and responsibilities have been transformed in ways congruent with the larger organizational transformation. Whether there continues to be a wide variety of forms or whether a new, more standard model emerges remains to be seen. What is already evident, however, is that as we shift from industrial-era models to knowledge-era models, and to the discovery that the real assets in our companies are knowledge assets, there will be an increasing need to create more "fluid, temporary structures that facilitate relationships and an open flow of communication" and to find ways to "elevate people above technology and processes. Organizations will not only need to develop superior teaming skills in order to continually team and reteam the core talents of the organization, but will also have to increase significantly their capability and capacity for continuous change. Prevailing models of change management will have to be refrained: "unfreezing, change, and refreezing" is no longer a useful model. And its swirling, ever--changing, dynamic, and somewhat chaotic virtual businesses-- are able to operate that way because it was built on bedrock of trust, shared vision, and a common set of values. At its best, human resources has a significant contribution to make to this process, but whether it can play a leadership role in helping organizations develop these abilities will depend in large measure on its own ability to reinvent itself: to change its role from one of administrator of compensation and benefit programs and watchdog of corporate policies to one of leader, facilitator, and coach in the creation of organizational environments and cultures that support flexibility, the development of individual and organizational core competencies, and the trust and shared vision necessary to move forward.

Assignment 3 continuation:

Personnel management an acquisition, motivates, train & develop and retain?

From the research: it is an administrative discipline of hiring and developing employees so that they become more valuable to the organization. It includes conducting job analyses, planning personnel needs, and recruitment, selecting the right people for the job, orienting and training, determining and managing wages and salaries, providing benefits and incentives, appraising performance, resolving disputes, communicating with all employees at all levels.

From the above definition I can simply answer the top question that personnel management includes the function of employment, development and compensation- These functions are performed primarily by the personnel management in consultation with other departments. It is an extension to general management. It concerns with promoting and stimulating competent work force to make their fullest contribution to the concern. This exists to advice and assists the line managers in personnel matters. Therefore, personnel department is a staff department of an organization. And it lays to emphasize on action rather than making lengthy schedules, plans, work methods. The problems and grievances of people at work can be solved more effectively through rationale personnel policies. Personnel Management based on human orientation. It tries to help the workers to develop their potential fully to the concern. And it also motivates the employees through its effective incentive plans so that the employees provide fullest co-operation. And lastly, deals with human resources of a concern.