DIMENSIONS OF PERSONNEL MANAGEMENT

(National Institute for Personnel Management)

1.  Personnel Aspects
• Recruitment and selection
• Placement
• Training
• Appraisals
• Compensation
• Productivity

2. Welfare aspect
• Working conditions
• Amenities
• Facilities
• benefits.

3. Organizational Relations Aspects:

• Union management relations
• disputes settlement
• grievances handling discipline
• collective bargaining.
RECRUITMENT AND SELECTION

Recruitment
• refers to the process where potential applicants are searched for, and
then encouraged to apply for an actual or anticipated vacancy.
• Process:
 Analyzing job requirements 
 Advertising the vacancy 
 Attracting candidates to apply for the job 
 Managing response 
 Scrutinizing applications 
 Shortlisting candidates 
• Sources:
 Internal: promotion, transfers, retrenched employees, contact or
references, ex-employees, retired employees
 External: advertisement, unsolicited, etc.
Selection
• Selection is the process of identifying an individual from a pool of job applicants
with the requisite qualifications and competencies to fill jobs in the organization.
• placing the right person in the right job.
• process in which various strategies are employed to help recruiters decide which
applicant is best suited for the job.

• Some activities include: 

 Screening 
 Eliminating unsuitable candidates 
 Conducting an examination (aptitude test, intelligence test, performance test,
personality test, etc.) 
 Interviews 
 Checking references 
 Medical tests 
Placement
• determination of the job to which an accepted candidate is to be assigned and his/her assignment to that
job. It is the act of finally assigning the rank and responsibility to an employee, identifying him with a
particular job.(Pigors and Meyers)

• Importance of proper placement:

 makes the employee happy and reduces absenteeism and employee turnover
 increases morale and efficiency of the employees and builds a good relation with the employer.
 Decreases accidents rates
 Clarifies expectations
• supervisor or an executive should always keep a watch on newly recruited employee to ensure whether an
employee is properly placed or mis­placed: probationary period
• To ensure the right man for the job there must be proper placement scheme
• Placement should be done keeping into view the job and social, psychological & emotional needs of person

• Principles to be observed while making placement of an employee:

 Job requirement
 Qualification
 Information
 Loyalty and Cooperation
Guidelines when a new Employee joins an organization
1. Create a positive first impression-
2. Prepare a write-up on the new employee with photograph, put it up in the Notice
Board and mail it to all employees
3. Introduce the new employees to key managers in the organization
4. Let him meet other employees
5. Provide an opportunity to him to work with senior employees
6. Make his/her day a memorable one

Problems Faced by Personnel Managers in Placement of New Employees:

1. Employees Expectations
2. Job Expectations
3. Technological Change:
4. Changes in organizational structure
5. Social and psychological factors
Importance of Training
1. Higher Productivity
2. Quality Improvement
3.  Reduction of Learning Time
4. Reduction of turnover and absenteeism
5. For safety
6. Technology update
7. Effective management

• Targets: new employee (yet to acquire the necessary skills);

employee (job has been altered due to technology or structure)
• When to conduct training:
 Inadequate job performance
 Drop in productivity
Appraisal (Performance Review or Evaluation)
What is it?
• regular review of an employee's job performance and overall contribution to an
organization
• evaluates an employee’s skills, achievements, and growth--or lack thereof.
• give employees big-picture feedback on their work and to justify pay increases and
bonuses, as well as termination decisions: annual, semi-annual, or quarterly.
Importance
• A means to create a plan for employee development through additional training and
increased responsibilities, as well as to identify shortcomings the employee could
work to resolve.
• to establish development goals and outline practical ways to enhance job
performance over a period of time.
Functions
1. to provide adequate feedback to each person on his or her performance;
2. to serve as a basis for modifying or changing behavior toward more effective
working habits; and
3. to provide data to managers with which they may judge future job assignments
and compensation. 
Types:
1. Self assessment. Individuals rate their job performance and
behavior.
2. Peer assessment. An individual's workgroup or coworkers rate
their performance.
3. 360-degree feedback assessment. Includes input from an
individual, supervisor, and peers.
4. Negotiated appraisal. A n attempts to moderate the adversarial
nature of performance evaluations by allowing the subject to
present first.; Also focuses on what the individual is doing right
before any criticism is given; to avoid conflict
Compensation
• a systematic approach to providing monetary value to employees in exchange for
work performed.
Uses:.
• recruit and retain qualified employees.
• increase or maintain morale/satisfaction.
• reward and encourage peak performance.
• achieve internal and external equity.
• reduce turnover and encourage company loyalty.
• modify (through negotiations) practices of unions.

Pay Structures 
• Useful for standardizing compensation practices.
• include several grades with each grade containing a minimum salary/wage and either
step increments or grade range.

Types of compensation?
• base Pay Travel/Meal/Housing Allowance
• Commissions
• Overtime Pay
• Bonuses, Profit Sharing, Merit Pay
• Benefits including: dental, insurance, medical, vacation
PRODUCTIVITY
• the quality or state of being productive (Merriam webster)
• The rate at which a person, organization, company, or country does useful work
(Cambridge Dictionary)
ENHANCEMENT ACTIVITY 3
1. Based from your observation, what need in your station must be addressed to, in
order to increase service productivity of employees?
2. Come-up with a training design to address this need.

Send it thru:

Messenger account: Miriam Reniedo

Email Address: miriamcardenasreniedo@gmail.com