PERSONNEL MANAGEMENT

1. II. PERSONNEL
MANAGEMENT FUNCTIONS
OF ADMINISTRATION
Presenters:
MELODY Q. MANDING
JACKELYN T. DARILAG

2. INTRODUCTIO
N
•Personnel management can be defined as
obtaining, using and maintaining a satisfied
workforce.
•It is a significant part of management concerned
with employees at work and with their relationship
within the organization.

3. •According to Edwin B. Flippo, “Personnel
management is the planning, organizing,
compensation, integration and maintenance of
people for the purpose of contributing to
organizational, individual and societal goals.”
•According to Dale S. Beach, “Personnel
Management is that part which is primarily
concerned with human resource of organization.”

4. PERSONNEL MANAGEMENT
•Personnel management is the key to a successful
institution. Without an adequate, skilled and well-
motivated personnel manager operating within a
sound education institution, development is not
possible.
•One wrong decision or wrong implementation of
policy would result in jeopardy.

5. PERSONNEL MANAGEMENT
It is a formal system in an organization to ensure
effective and efficient use of human talents, skills,
strengths to accomplish an organizational goals.
Teachers therefore are the most indispensable
entity in the school.

6. NATURE OF PERSONNEL MANAGEMENT
1.Personnel management includes the function of
employment, development and compensation- These
functions are performed primarily by the personnel
management in consultation with other departments.
2.Personnel management is an extension to general
management. It is concerned with promoting and
stimulating competent work force to make their fullest
contribution to the concern.

7. 3. Personnel management exist to advice
and assist the head of an institution in
personnel matters. Therefore, personnel
department is a staff department of an
organization.
4. Personnel management lays emphasis 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.
5. It is based on human orientation. It tries to help the workers to
develop their potential fully to the concern.

8. ROLE OF PERSONNEL MANAGER
• Personnel manager is the head of personnel department.
He/She performs both managerial and operative functions of
management. His role can be summarized as :
1.Personnel manager provides assistance - The one who decide and
frame the primary policies of the concern. All kinds of policies related to
personnel or workforce can be framed out effectively by the personnel
manager. He is a policy maker.
2.He/ She is a staff specialist- Personnel manager acts like a staff
advisor and assists the employees in dealing with various personnel
matters.

9. ROLE OF PERSONNEL MANAGER
3. As a counsellor,- As a counsellor, personnel manager attends problems and
grievances of employees and guides them. He/ She tries to solve them in best of
his capacity.
4.Personnel manager acts as a mediator- He is a linking pin between
management and workers.
5.He/She acts as a spokesman- Since he is in direct contact with the employees,
he is required to act as representative of organization in committees appointed by
government. He represents a school, institution, or a company in training or
programmes

10. ROLE OF PERSONNEL MANAGER
6. Administrative Expert
7. Welfare Officer
8. Records-Keeper
9. Legal Consultant
10. Mentor/ Coach

11. FUNCTIONS OF PERSONNEL
MANAGEMENT
Functions of Personnel Management
Following are the functions of Personnel Management:
1.Planning
2.Staffing
3.Organizing
4.Controlling
5.Directing

13. PLANNING
•Planning which is also called as Human Resource
Planning consists of putting right number of people,
right kind of people at the right place, right time,
doing the right things for which they are suited for
the achievement of goals of the organization.

14. • It is the basic function of management. It deals with chalking out a
future course of action & deciding in advance the most appropriate
course of actions for achievement of pre-determined goals.
• According to KOONTZ, “Planning is deciding in advance - what to
do, when to do & how to do. It bridges the gap from where we are &
where we want to be”. A plan is a future course of actions. It is an
exercise in problem solving & decision making.
• Planning is determination of courses of action to achieve desired
goals. Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals. Planning is necessary
to ensure proper utilization of human & non-human resources. It is
all pervasive, it is an intellectual activity and it also helps in
avoiding confusion, uncertainties, risks, wastages etc.

15. ORGANIZING
1.It is the process of bringing together physical, financial and human
resources and developing productive relationship amongst them for
achievement of organizational goals.
2.According to Henry Fayol, “To organize a business is to provide it with
everything useful or its functioning i.e. raw material, tools, capital and
personnel’s”. To organize a business involves determining & providing
human and non-human resources to the organizational structure.
Organizing as a process involves:
1. Identification of activities.
2. Classification of grouping of activities.
3. Assignment of duties.
4. Delegation of authority and creation of responsibility.
5. Coordinating authority and responsibility relationships.

16. STAFFING
• It is the function of manning the organization structure and keeping it manned. Staffing has assumed
greater importance in the recent years due to advancement of technology, increase in size of business,
complexity of human behavior etc.
• The main purpose o staffing is to put right man on right job i.e. square pegs in square holes and round
pegs in round holes. According to Kootz & O’Donell, “Managerial function of staffing involves manning
the organization structure through proper and effective selection, appraisal & development of personnel
to fill the roles designed un the structure”. Staffing involves:
• Manpower Planning (estimating man power in terms of searching, choose the person and giving the
right place).
• Recruitment, Selection & Placement.
• Training & Development.
• Remuneration.
• Performance Appraisal.
• Promotions & Transfer

17. DIRECTING
• It is that part of managerial function which actuates the organizational methods to
work efficiently for achievement of organizational purposes. It is considered life-
spark of the enterprise which sets it in motion the action of people because
planning, organizing and staffing are the mere preparations for doing the work.
• Direction is that inert-personnel aspect of management which deals directly with
influencing, guiding, supervising, motivating sub-ordinate for the achievement of
organizational goals. Direction has following elements:
• Supervision
• Motivation
• Leadership
• Communication

18. Supervision- implies overseeing the work of subordinates by their
superiors. It is the act of watching & directing work & workers.
Motivation- means inspiring, stimulating or encouraging the sub-
ordinates with zeal to work. Positive, negative, monetary, non-monetary
incentives may be used for this purpose.
Leadership- may be defined as a process by which manager guides
and influences the work of subordinates in desired direction.
Communications- is the process of passing information, experience,
opinion etc from one person to another. It is a bridge of understanding.

19. CONTROLLING
• It implies measurement of accomplishment against the standards and correction of deviation
if any to ensure achievement of organizational goals. The purpose of controlling is to ensure
that everything occurs in conformities with the standards. An efficient system of control helps
to predict deviations before they actually occur.
• According to Theo Haimann, “Controlling is the process of checking whether or not proper
progress is being made towards the objectives and goals and acting if necessary, to correct
any deviation”.
• According to Koontz & O’Donell “Controlling is the measurement & correction of performance
activities of subordinates in order to make sure that the enterprise objectives and plans
desired to obtain them as being accomplished”. Therefore controlling has following steps:
a.Establishment of standard performance.
b.Measurement of actual performance.
c.Comparison of actual performance with the standards and finding out deviation if any.
d.Corrective action.