2. Content
1. Types of personnel (professional and non-Professional)
2. Staff selection
3. Job description
4. Competencies
5. Training and development
6. Staff performance evaluation
7. Professional code of ethics and professionalism
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3. INTRODUCTION
• It was termed personnel management, and now the term
has been supplanted by another, : human resources
management.
• A basic rule of HR or personnel management is “to
match the individual to the job”.
• Nonetheless, the talents of great number of workers are
underutilized at the present time.
• It will be a benefit to workers and organization to
create the job that allow employees to work up to their
potential.
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4. FUNCTIONS OF HUMAN RESOURCES:
Encompasses
all and
retaining the
human
resources of an
organization.
These tasks includes:
• Recruitment
• Selection
• Training
• Evaluation
• Compensation
• Development of employees
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5. 4. Continuous effort is required to encourage all individuals in the organization to work together
with a sense of common purpose.
3. Organizational success is most likely to be achieved if the human resources policies and
practices are linked with and make contributions to the achievement of the organization’s objectives
and strategic plans.
2. The organization’s cultures and values will exert a major influence on the achievement of
excellence, and this culture must be managed so that the values are accepted and acted upon by
employees.
1. People are the most important assets an organization has, and their effective management is the key
to success.
According to Michael Armstrong, these are the principles of modern human resource
management:
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6. TYPES OF STAFF:
-Professional librarians
Librarian,
professional with MLS,
perhaps a second
master’s or doctorate,
hold more complex,
intellectual, leadership
positions
- Support staff
(paraprofessional to clerical)
Support staff, larger group,
clerical to paraprofessional &
technological, many
educational levels
Part-time, including
student employees, require
more training and
supervision
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7. HACKMAN AND OLDHAM have proposed a model of JOB ENRICHMENT. It identifies five core job
dimensions : that are essential to job enrichment.
Skill variety
The extend to
which a job
requires a
number of
different
activities using a
number of skills
and talents /
many activities
Task identity
The extend to
which a job
requires
completing a
whole piece of
work from
beginning to
end/ the whole
process
Task
significance
The worker’s
view of the
importance of
the job /
worker’s
assignment of
importance
Autonomy
The extent to
which employees
have the freedom
to plan, schedule
and carry out
their jobs as
desired /
freedom to plan
and carry out
Feedback
The extend to
which a job
allows the
employee to have
information
about the
effectiveness of
their
performance/
employee’s
knowledge about
their
performance
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8. JOB DESCRIPTION
• After a job has been established, the next step to
write a job description, that specifies the duties
associated with that job.
• Job descriptions vary from organizations to
organizations but generally contain the following
elements:
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9. Elements of Job descriptions in library
• such information as job title, alternative title, department and grade
no of the job. (eg. S41)
1.Job identification
• details of the job’s major responsibilities and provides a justification
for its existence
2.Job summary
• includes a description of the tasks performed by the incumbent of the job,
sometimes including the percentage of the job that is devoted to each of its
tasks. It also indicates to the supervisor those tasks that require training,
supervision, or task evaluation.
3.Job activities and
procedures
• states the title of the person to whom the incumbent reports, the number of
employees or the organizational unit supervised by this job, and the internal
and external relationship required by the job .
4.Relationship of the job
to the total institution.
• job requirements are established by each organizations and identify the
minimum acceptable qualifications required for an employee to perform the
job. Requirements often include amount of educations, experience, and special
skills, knowledge or abilities.
5.Job requirements
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10. • Job descriptions fulfill the several important administrative and
HR needs. It may be used in recruiting new employees.
• It becomes the basis for determining the training needs and for
identifying the tasks that require special effort before the
employee can perform them well.
• Also the basis for the employee’s formal performance appraisal.
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11. RECRUITMENT AND HIRING
• Once a library has its positions established, they need to be
filled.
• Recruitment involves seeking and attracting a pool of applicants.
• Filing the job is multistep process, which is illustrated below.
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Advertise
position
Review the
applicant
pool
Pre-
screening:
Test or
phone
interviews
Backgroun
d
verificatio
n
Interview
finalists
Selectio
n &
hiring
12. TRAINING AND DEVELOPMENT
• Training is never ending process.There are always new
employees that need training or new system that need to
be taught.
• In a library, there are many levels of training, some of
which are received by everyone and some of which are
more individualized.
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13. Orientation
• The first type of training typically received is an
orientation.
• After the employee has been hired, they needs a general
orientation.
• It provides information that all new employees need
includes general information, policies and procedures and
information about organization.
• Orientation also help new employee familiar with the
culture of their new organization.
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14. Training & Staff development
• It is not only new employees who need training. Any
staff member who works in a library needs continuous
updating to stay current.
• Training frequently refers to learning skills or knowledge
that are to be used on the present job,
• Whereas staff development involves learning of a larger
scope that goes beyond the present job and looks toward
the future.
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16. PERFORMANCE APPRAISALS/ EVALUATION
• “systematic evaluation of an individual employee’s job-
related strengths and weaknesses, performance and to let
employee know how they’re doing”.
• Support pay increases, promotions, transfers, termination
When to do appraisals?
• Commonly done on yearly basis.
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17. Performance appraisals
Several importance of performance appraisals:
Improving staff motivation and expertise
Provide feedback to employees on their level of performance
Allowing staff to capitalize on their strength and overcome
their weakness
To develop an inventory of human resources which forms the
basis for career planning from an organizational point of view
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18. PERFORMANCE
APPRAISAL
SYSTEM
RANKING
• The most simplest
form of systematic
rating. Employees are
compared with others
in order to create a
simple rank order of
worth
GRAPHIC RATING
SCALES
• Its identify certain
factors to rated.The
most popular in use
but time consuming.
CHECKLIST
Used to identify
employee
performance. Quick
administer but should
not be used as the
sole evaluation
process. A series of
questions is
presented concerning
the employee to
which the rater
answers ‘yes’ or ‘no’
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19. PROFESSIONAL CODE OF ETHICS AND
PROFESSIONALISM
• Ethics indicates the treatment of employees with ordinary
decency and distributive justice.
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“A code of ethics and professional conduct
outlines the ethical principles that govern
decisions and behaviour at a company or
organization. They give general outlines of how
employees should behave, as well as specific
guidance for handling issues like harassment,
safety, and conflicts of interest.”
20. a. Compensation
• Consist of salaries and benefits
– Salaries versus wages
– Fair Labor Standards Act and exemptions
• Salary scales may seek equity internally and
externally
• Scales take federal, state regulations into account
• Pay employees for employees, knowledge and
teamwork.
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21. • Rewards and recognition
• Salary increases:
– Length of service
– Merit
– Some combination of above
– Cost of living increases
• Recognition programs
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22. b. Health and Safety Issues
• Physical
– Computers, repetitive stress injury
• Ergonomic workstations
– Buildings, sick building syndrome
• Renovations
– Job-related stress and burnout
• Relieved by greater employee control
– Violence and crime
• Emergency planning, attention to safety
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23. c. Legal Protections
• Equal Employment Opportunity (EEO)
– Hiring based upon merit and ability
– HR functions have been affected by equal employment opportunity law.
– The preference of one candidates over another I permitted as long as the preference is based
upon can be shown to be job-related criteria.
• Civil Rights Act of 1964
– Prohibits discrimination an based on race, color, religion, sex, or national origin
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24. Legal Protections
• Affirmative Action
– Procedures designed to ensure an equitable distribution of women and minorities
within an institution
• Equal Pay Act of 1963
– Requires equal pay to men and women who perform similar work
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25. Legal Protections
• Age Discrimination in Employment Act
– Removes mandatory retirement age for most
• Disabilities Act
– Bars discrimination, employer to accommodate unless there is undue hardship
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26. d. Discipline and Grievance
Discipline is
the action
taken by an
organization
against an
employee
when that
employee’s
performance
has
deteriorated
or violated
institutional
rule
A method of
communicati
ng to
employee
that they
need to
change their
behavior to
meet
established
standard.
Objectives:
preserving
the interest
of
organization
or protecting
the right of
individual.
Develop
rules and
regulations
before
establish
disciplinary
procedures.
Forms: in
progressive
discipline,
oral
warning,
written
warning.
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Grievance is can be any discontent or
dissatisfaction, whether expressed or not,
whether valid or not, and arising out of
anything connected with the company that an
employee thinks, believes, or even feels as
unfair, unjust, or inequitable.”
27. CHALLENGES OF HUMAN RESOURCES
MANAGEMENT
– Greater diversity in the workplace (encompasses race, gender,
ethnic group, age, personality, cognitive style,education,
background and more.)
– Employee expectations (promotion, career advancement).
– Effect of technology: change, monitoring, stress, physical
aspects (difficult to adapt, physical problems, social
organization)
– Use of participative management & teams (employee
involvements)
– Downsizing (reduce no. of staff and increase amount of
works)
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28. Discussion
• You a head of reference in academic library. One of the
student workers who is scheduled to work 20 hours per
week is late again. The student has been showing up for
work at least 20 minutes late since early semester.
• This causing a great deal of inconvenience in working
environment at the desk and staff . You have scheduled
an appointment to speak with student. How you will
structure the interview? What points will you want to
make and what is the outcome of the interview?
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