Personnel Management

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Personnel Management

  1. 1. PREPARED BY: ANTONIO B. ESTIPONA JR.
  2. 2. PART I:  PERSONNEL MANAGEMENT/ADMINISTRATION DEFINED  PART II: PERSONNEL MANAGEMENT: A SCIENCE AND AN ART  PART III: OTHER SCIENCES NEEDED IN THE STUDY OF PERSONNEL MANAGEMENT
  3. 3. “The efficient use of the material resources of any organization depends on how well it is utilized by its Personnel or Manpower.” (Martinez et. al, 1993:215)
  4. 4. Defined as the function of management  concerned with promoting and enhancing the development of work effectiveness and advancement of the human resources in the organization through proper planning, organizing, directing, coordinating, and controlling of activities related to procurement, development, motivation, and compensation of employees to achieve the goals of the enterprise. (Sison,1991:30)
  5. 5. A code of the ways of organization and  treating individual at work so that they will each get the greatest possible realization of their intrinsic abilities, thus attaining maximum efficiency for themselves and their group , and thereby giving to the enterprise of which they are a part its determining competitive advantage and its optimum result. (Spates,1944:9)
  6. 6. The field of management which has to do  with planning, organizing, directing, and controlling various operative functions of procuring, developing, maintaining, and utilizing a labor force such as: a) objectives for which the company is established are attained economically and effectively; b) objectives of all levels of personnel are served to the highest possible degree; c) objectives of the community are duly considered and served. (Jucius, 123)
  7. 7. The phase of management concerned with  the engagement and effective utilization of manpower to obtain optimum efficiency of human resources. (Webster, 1687)
  8. 8. From the definition cited, Personnel Management is the effective recruitment, selection, placement, development , maintenance, and utilization of the manpower resources of an organization.
  9. 9. Equal opportunity for advancement in any  organization; Reward employees for efficient performance  Motivate who failed to reached standards as  regards time, cost, quantity, and quality in the performance of their work.
  10. 10. BASIC FUNCTIONS – management of  enterprise OPERATIVE FUNCTIONS – covers the details of  the responsibilities and tasks necessary to carry out policies and programs related to personnel.
  11. 11. 1.1 PLANNING – refers to the job of determining a proposed mode of action based upon a full understanding of the factors involved, and directed at specific objectives which take into consideration the priorities desired by management. (Sison,1991:30) The outlining of things to be accomplished and the methods necessary for the accomplishment. (Miranda-Miranda,2002:11) A logical and systematic approach of formulating the objectives, programs, policies, procedures, budgets, rules and regulations, and other types of plan. (Ińigo,2000:74)
  12. 12. Create favorable climate for human resources  in the organization; Determine in advance the anticipated  difficulties and thus, facilitate accomplishment of objectives/goals; Ability to analyze the projected programs and  policies ; Improve working relationships. 
  13. 13. 1.2 ORGANIZING – refers to the arrangement and relationship of jobs and position which are necessary to carry out the personnel programs as determined by top management. (Sison,1991:30-31) the establishment of formal structure of authority (Miranda-Miranda,2002:11)
  14. 14. 1.3 DIRECTING – is concerned with the guidance of all efforts toward a stated objectives. (Sison,1991:31) making decisions and giving order (Miranda- Miranda,2002:12)
  15. 15. 1.4 COORDINATING – is a method of getting people in an organization to work together harmoniously to achieve a common goal with minimum expenditure of effort and materials. (Sison,1991:31) bringing together the various processes of work (Miranda- Miranda,2002:12)
  16. 16. 1.5 CONTROLLING – is concerned with keeping all efforts within the channels prescribed by management in the pursuit of personnel plan for the entire organization to ensure that the organization is accomplishing its purpose. (Sison,1991:31) involves the checking or evaluation and measurement of work performance and comparing it with planned goals or objectives and making the necessary corrective actions so that work is accomplished as planned.
  17. 17. Ensure smooth operation of the various  activities required in achieving the objectives, i.e., to get the work done at the specified time, to utilize the best means to conserve effort, to increase understanding and to motivate employee in the tasks at hand.
  18. 18. 2.1 PROCUREMENT OF EMPLOYEES – is concerned with recruitment, selection, hiring, and placement of employees. (Sison,1991:31) 2.2 PLACEMENT AND UTILIZATION OF EMPLOYEES – after an employee is hired and trained, he is expected to contribute the maximum of his abilities towards attaining the productivity objectives of the company. (Sison,1991:32)
  19. 19. 2.3 TRAINING AND DEVELOPMENT OF EMPLOYEES – refers to the employee’s acquisition of knowledge, development of skill in the job, and proper work attitudes. (Sison,1991:32) 2.4 MOTIVATING EMPLOYEES – means by which employees are inspired to work to achieve the objectives of the organization effectively. (Sison,1991:32) 2.5 COMPENSATING – the objectives of a good compensation plan are to attract and retain well qualified employees in the organization and to reward them for good performance. (Sison,1991:32) Satisfaction of three requirements of basic human motivation: (1) economic needs; (2) psychological feeling; and (3) extra reward (incentive)
  20. 20. HUMAN RESOURCES MANAGEMENT – is the main  function and responsibility of management specifically line supervisors and managers since it comprise “people” who are responsible for planning, organizing, directing, controlling, and coordinating of work to the subordinate to attain the desired objectives. HUMAN RESOURCES DEPARTMENT – is an  organizational unit or service unit known as “staff” that established by top management to assist the other units in the organization in their performance of personnel management functions.
  21. 21. SCIENCE – is defined as the systematic  accumulation of facts (such as surveys, statistics, interviews, and observations), their analysis and interpretation, and their use to arrive at a satisfactory conclusion. (Sison,1991:35) ART – is proficiency in the practical  application of knowledge acquired through study, experience, or observation since it involves the making of sound decisions. (Sison,1991:35)
  22. 22. Sir Harry Pilkington stated: “Management is a science but not only a science – it is highly individual, a matter of perception and imagination at least as much of first principles; it deals with human beings all the time and in it is an Art, an art requiring qualities of heart and of judgement , at least as much as of intellect. All those qualities are required to the full if management is really to play its part in the shaping of mankind’s future.” (Pilkington, 1964:27)
  23. 23. PSYCHOLOGY – the science of psychology deals with  the mind and the study of behavior in relation to the physical and social environment. (Sison,1991:36) ECONOMICS – the Personnel manager’s function  involves the human element in the business enterprise which is set up to produce and distribute goods and services for profit. (Sison,1991:36) LAW – the Personnel manager need not to be lawyer  in order to perform his functions effectively, he must have a working knowledge of the various laws affecting employee-employer relationship as prescribed in Labor Code and Implementing rules and regulations as well as court decisions pertaining Labor-Management relations. (Sison,1991:36-37)
  24. 24. SOCIOLOGY – a fairly good working  knowledge of sociology is important in understanding group behaviort as influenced by cultural patterns and traditional modes of thinking. (Sison,1991:37) RESEARCH AND STATISTICS – research also  plays an important role in effective personnel management and labor relations. (Sison,1991:37)
  25. 25. PERSONNEL MANAGEMENT – sometimes use as  “Employee relations” or “Personnel administration” refers to the handling, directing, and controlling of individual employees as a group. (Sison,1991:34) LABOR RELATIONS – deals with the  management’s relationships with employees as members of the labor union that represents them. (Sison,1991:34) INDUSTRIAL RELATIONS – is a broad term  covering all that personnel management and labor relations generally include. (Sison,1991:34)
  26. 26. PERSONNEL ADMINISTRATION – is used for  implementation of personnel policies and programs namely administrative functions performed by Personnel Management, Labor Relations, and Public Relations. HUMAN RESOURCES MANAGEMENT – is a new  term sometimes being used in place of manpower management or industrial relations management or personnel management. (Sison,1991:35) PUBLIC RELATIONS – covers the personnel  manager’s contracts with employees whether or not the latter are unionized. (Sison,1991:35)
  27. 27. Sison, Perfecto S. “Personnek and Human Resources  Management, 6th Edition”. Rex Printing Company, Mandaluyong Metro Manila, 1991. Spates, Thomas G. “An Objective Scrutiny of  Personnel Admnistration, Personnel Series No. 75, American Management Association, 1944. Jucius, Michael J. “Personnel Management, 5th  Edition”. Homewoos, Illinois: Richard D. Irwin, Inc. Webster’s Third New International Dictionary.  Miranda, Gregorio S. and Carmelita M. Miranda.  “Management Principles and Practices”. L&G Business House, 2002. Pilkington, Sir Harry. “International Management”. Vol.  XIX, January 1964.

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