Personnel management

1. DEVELOPMENT OF PERSONNEL MANAGEMENT
OBJECTIVES:
• to be able to know the basic role and function of
personnel management.
• to distinguish difference bet. personnel
management and HR management approach
• to be able to know origin and development of
personnel management through changing
industrial trends
• to be able to recognize the importance of Human
resource as a vital company asset.

2. INTRODUCTION
EVOLUTION OF PERSONNEL
MANAGEMENT
- People management originated in the UK in the
nineteenth century amidst the factory conditions
of the first Industrial Revolution. The
unrestrained capitalism of the initial
industrialisation of the UK was restricted by the
Factory Acts of the 1840s, which compelled
factory owners to consider the well-being of their
workforces, at least to some degree.

3. INTRODUCTION
EVOLUTION OF PERSONNEL
MANAGEMENT
- Enlightened capitalists such as Rowntree and
Cadbury, who were often motivated by religious
convictions, appointed ‘welfare officers’ to
monitor and improve the conditions and lives of
workers. Their actions would often seem
intrusive and paternalistic today – for example,
they discouraged drinking out of work hours as
well as during. Caring for the welfare of
employees was thus the first true ‘people
management’ role in the sense of organisational
responsibility beyond that of specific job
performance.

4. INTRODUCTION
DEVELOPMENT OF HRM
'HRM' originated in manufacturing industry in the
USA during the late 1970s and early 1980s.
These represented a significant break with the
personnel management paradigm. A number of
factors led to this new management thinking,
principally loss of faith in the traditional approach
to mass production.

5. INTRODUCTION
DEVELOPMENT OF HRM
HRM is a broad concept from employee selection,
training and development programs, career
development, promotion, performance review
and union – management interface and other
activities.

6. SCIENTIFIC MANAGEMENT
DEFINITION:
Scientific Management, also
called Taylorism, is a theory
of management that analyzes and synthes
izes workflows. Its main objective is
improving economic efficiency,
especially labor productivity. It was one of
the earliest attempts to apply science to
the engineering of processes and to
management.

7. SCIENTIFIC MANAGEMENT
Its development began in the United
States with Frederick Winslow Taylor in
the 1880s and '90s within
the manufacturing industries. Its peak of
influence came in the 1910s by the 1920s,
it was still influential but had entered
into competition and syncretism with
opposing or complementary ideas.

8. SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS
1. Taylor's view of workers
- Taylor often expressed views of workers that
may be considered prejudiced or insulting. While
he recognized differences between workers,
stressed the need to select the right person for
the right job, and championed the workers by
advocating frequent breaks and good pay, he
often failed to conceal his condescending attitude
and would call less intelligent workers "stupid",
comparing them to draft animals.

9. SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS
2. Taylor's implementations
- Implementations of scientific management often
failed to account for inherent challenges such as
the individuality of workers and the lack of shared
economic interest between workers and
management. Taylor's methods were frequently
resented and sometimes sabotaged by the
workforce.

10. SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS
3. Early decades: Making jobs
unpleasant
- Under scientific management, the demands of
work intensified. Workers became dissatisfied
with the work environment and became angry.
During one of Taylor's own implementations at
the Watertown Arsenal in Massachusetts,
a strike led to an investigation of Taylor's methods
by a U.S. House of Representatives committee.

11. SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS
4. Later decades: Making jobs
disappear
- Scientific management may have exacerbated
grievances among workers about oppressive or
greedy management. It certainly strengthened
developments that put workers at a disadvantage:
the erosion of employment in developed
economies via both offshoring and automation.

12. + IMPACT OF SCIENTIFIC
MANAGEMENT
- In school of thought, this theory was
considered obsolete in the late 1930's but
most of its themes are still important parts
of industrial engineering and management
today. These includes:
1. Efficiency and elimination of waste.
2. Standardization of best practices.
3. Transformation of craft
production into mass production.

13. + IMPACT OF SCIENTIFIC
MANAGEMENT
cont...
4. Knowledge transfer between workers.
5. Documentation of processes.

14. HUMAN RELATIONS MOVEMENT
DEFINITION:
- Human relations movement refers to
the researchers of organizational
development who study the behaviour
of people in groups, in particular
workplace groups and other related
concepts in fields such as industrial
and organizational psychology

15. HUMAN RELATIONS MOVEMENT
HISTORY:
- Originated by Elton Mayo in the
1930s' Hawthorne studies, which
examined the effects of social
relations, motivation and employee
satisfaction on factory productivity. The
movement viewed workers in terms of
their psychology and fit with companies,
rather than as interchangeable parts, and
it resulted in the creation of the discipline
of human resource management.

16. HUMAN RELATIONS MOVEMENT
ELTON MAYO STRESSED:
1.The power of natural groups, in which social
aspects take precedence over
functional organizational structures.
2.The need for reciprocal communication, in which
communication is two way, from worker to chief
executive, as well as vice versa.
3.The development of high quality leadership to
communicate goals and to ensure effective and
coherent decision making.

17. BEHAVIORAL MANAGEMENT
DEFINITION:
- Behavior management include all of
the actions and conscious inactions to
enhance the probability people,
individually and in groups, choose
behaviors which are personally
fulfilling, productive, and socially
acceptable.

18. BEHAVIORAL MANAGEMENT
B.F SKINNER APPROACH:
- Skinner's approach says that anyone
can manipulate behavior by first
identifying what the individual finds
rewarding. Once the rewards of an
individual are known, then those
rewards can be selected that the
manager is willing to give in exchange
for good behavior. Skinner calls this
"Positive Reinforcement Psychology".

19. BEHAVIORAL MANAGEMENT
CARL ROGERS APPROACH:
- Rogers proposes that in order to
effectively address behavior problems,
individual must be persuaded to want
to behave appropriately. This is done
by teaching the individual the
difference between right and wrong
including why he or she should do what
is right. Rogers believes that the
individual must have an internal
awareness of right and wrong.

20. PERSONNEL MANAGEMENT
DEFINITION:
¬ꢀPersonnelꢀManagementꢀisꢀaꢀmethodꢀofꢀ
developingꢀpotentialsꢀofꢀemployeesꢀsoꢀ
thatꢀtheyꢀgetꢀmaximumꢀsatisfactionꢀoutꢀ
ofꢀtheirꢀworkꢀandꢀgiveꢀtheirꢀbestꢀeffortsꢀ
toꢀtheꢀorganization.
-ꢀP.ꢀPigorsꢀandꢀCharlesꢀMyers

21. PERSONNEL MANAGEMENT
GROWTH AND DEVELOPMENT:
– Itꢀwasꢀonlyꢀinꢀtheꢀearlyꢀ1950sꢀthatꢀitꢀgraduallyꢀgainedꢀ
acceptanceꢀandꢀrecognitionꢀinꢀtheꢀprivateꢀbusinessꢀandꢀ
industry.ꢀForꢀitꢀtoꢀgainꢀacceptanceꢀandꢀrecognition,ꢀthreeꢀ
conditionsꢀneededꢀtoꢀexist:
1.ꢀTopꢀmanagementꢀmustꢀbeꢀconvincedꢀthatꢀpersonnelꢀ
managementꢀisꢀneededꢀinꢀitsꢀbusinessꢀoperations;
2.ꢀQualifiedꢀpersonnelꢀadministratorsꢀmustꢀbeꢀavailable;
3.ꢀPersonnelꢀadministratorsꢀmustꢀdemonstrateꢀtheirꢀcapacityꢀ
toꢀcontributeꢀtoꢀtheꢀcompany’sꢀobjectivesꢀandꢀgoals.

22. PERSONNEL MANAGEMENT
CONTRIBUTING GROWTH FACTORS:
1.ꢀIncreasingꢀcomplexityꢀofꢀbusinessꢀoperations.
2.ꢀPromulgationꢀofꢀGovernmentꢀregulationsꢀandꢀ
laborꢀlaws.
3.ꢀGrowthꢀofꢀLaborꢀUnions.
4.ꢀShortageꢀofꢀqualifiedꢀmen
5.ꢀInfluxꢀofꢀnewꢀconceptsꢀinꢀManagement.

23. PERSONNEL MANAGEMENT
OBJECTIVES:
1.ꢀRecruitmentꢀandꢀSelectionꢀofꢀrightꢀpeopleꢀatꢀtheꢀ
rightꢀtimeꢀandꢀinꢀtheꢀrightꢀquantity.
2.ꢀInductionꢀofꢀemployeesꢀtoꢀtheꢀrespectiveꢀjobs.
3.ꢀEducatingꢀemployeesꢀaboutꢀtheꢀjobs,ꢀresultsꢀ
expected,ꢀgoalsꢀofꢀtheꢀorganization,andꢀclimate,ꢀ
etc.
4.ꢀProvidingꢀemployeesꢀwithꢀtraining.

24. PERSONNEL MANAGEMENT
OBJECTIVES:
5.ꢀProvidingꢀbetterꢀworkingꢀconditionsꢀinꢀ
organization.
6.ꢀRetainingꢀqualifiedꢀandꢀcompetentꢀpeople.
7.ꢀEnsuringꢀanꢀeffectiveꢀandꢀfairꢀcompensationꢀ
structureꢀwithinꢀanꢀorganization.
8.ꢀProvidingꢀemployeesꢀmonetaryꢀincentivesꢀandꢀ
motivateꢀthemꢀtoꢀincreaseꢀproductivity.
9.ꢀProvidingꢀopportunitiesꢀforꢀresearch.

25. PERSONNEL MANAGEMENT
ROLES WITH RESPECT TO BUSINESS:
PersonnelꢀManagementꢀisꢀthe:
– Planning,ꢀ
– Organizing,
– Directingꢀ
– Coordinatingꢀand
– Controlling
Ofꢀthe
– Procurement,ꢀPlacement,
– Compensation,ꢀTraining
– andꢀMotivating
Of human resources to the end that individual, organizational, and
societal objectives are accomplished.

26. PERSONNEL FUNCTIONS
CONCEPTS:
1.ꢀSelection,ꢀHiringꢀandꢀplacementꢀ(ꢀprovideꢀadequateꢀandꢀ
qualifiedꢀlaborꢀforce).
2.ꢀTrainingꢀandꢀdevelopmentꢀofꢀtheꢀHRꢀ(allowingꢀworkersꢀtoꢀ
adoptꢀwithꢀtechnologicalꢀchanges).
3.ꢀCompensationꢀandꢀemployeeꢀbenefitsꢀ(Paternalisticꢀconceptꢀ
ofꢀwelfareꢀprogram).
4.ꢀLaborꢀrelationsꢀ(unionꢀhandling).

27. PERSONNEL FUNCTIONS
CONCEPTS cont..:
5.ꢀGovernmentꢀinvolvementꢀ(minimumꢀwageꢀlawꢀofꢀ1951,ꢀetc.).
6.ꢀHumanꢀandꢀpublicꢀrelationsꢀconceptꢀ(physical,ꢀsocial,ꢀandꢀ
psychologicalꢀneedsꢀofꢀworkers).
7.ꢀEmployeeꢀCommunicationꢀ(ex.ꢀPulong2xꢀprograms).

28. ORGANIZING A PERSONNEL DEPT
12 SHORT STEPS:
1.ꢀTopꢀManagementꢀUnderstandingꢀandꢀsupport.
2.ꢀSelectionꢀofꢀtheꢀpersonnelꢀmanager.
3.ꢀPolicyꢀandꢀprogramꢀformulation.
4.ꢀTopꢀManagement'sꢀBacking

29. ORGANIZING A PERSONNEL DEPT
12 SHORT STEPS:
5.ꢀCommunicatingꢀandꢀEstablishmentꢀofꢀPersonnelꢀDepartment.
6.ꢀDeterminationꢀofꢀꢀObjectivesꢀandꢀFunctions.
7.ꢀWritingꢀJobꢀDescriptionꢀandꢀJobꢀSpecification.
8.ꢀSelectionꢀofꢀQualifiedꢀEmployees.
9.ꢀTrainingꢀandꢀDevelopingꢀtheꢀHumanꢀResources.

30. ORGANIZING A PERSONNEL DEPT
12 SHORT STEPS:
10. Administering Personnel Programs and Policies.
11. Performance Evaluation.
12. Records and files.

31. ORGANIZING A PERSONNEL DEPT
BASES OF DEPARTMENTATION:
– Procurement (employment)
– Development (training)
– Compensation (wage & salary administration)
– Integration (labor relations)
– Maintenance (safety)
– Separation (employee services, retirement)

32. ORGANIZING A PERSONNEL DEPT
BASES OF DEPARTMENTATION:
– Procurement (employment)
– Development (training)
– Compensation (wage & salary administration)
– Integration (labor relations)
– Maintenance (safety)
– Separation (employee services, retirement)

33. ORGANIZING A PERSONNEL DEPT
CHART:
PERSONNEL MANAGER
SECRETARY
LABOR
RELATIONS
OFFICER
SAFETY
OFFICER
SEPARA
TION
OFFICER
TRAINING
OFFICER
EMPLOY
MENT
OFFICER
SALARY
OFFICER

34. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
1. Help management achieve the company objectives and
goals.
- Goals Oriented
2. Assist Top Management in formulating sound policies,
programs and rules.
- Well-wisher

35. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
3. Assist Line supervisors and managers in providing
employees with a satisfactory work environment and
promote harmonious relationships with employees and
unions.
- Peacemaker
4. Make managers and supervisors aware of their full
responsibilities by providing them technical help.
- Provider

36. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
5. Help train and develop HR of the company by equipping
them with basic skills and knowledge.
- Teacher
6. Help promote understanding and good relationships by
opening line of communications between management and
employees.
- Mediator

37. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
7. Identify management problems.
- Problem Solver
8. Assist Management and Supervisors in handling labor
relations problems.
- Decision maker

38. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
9. Assist the company in promoting good morale and
motivation among its human resources.
- positive thinker

39. END OF PRESENTATION