2. Personnel management
• Reorganization of the importance of human factors
• Dealing with organized labours i.e., trade unions
• Remain in touch with the needs and aspirations of the
people at work
• Compliance legal and regulatory requirements
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3. Personnel manager’s positions
• Line or operating officers dealing operational aspects
• Staff officers advising and assisting line officers in the
performance of their duties
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4. Functions of the Personnel Manager
1. Staff Functions
• Solving the personnel problems
• Exchange of idea between management and workers
• Budget for manpower requirement
• Personnel policies
2. Service function
• Procedures to line functions like tapping sources
of recruitment , rating employees as per merit ,
marinating discipline, determining the basis of
payments and providing lunchroom , economical
security like retiring benefits and insurance etc.
3. Fundament activities
• Maintaining records of productive efficiency,
absenteeism , accidents and labours turnover
4. Welfare activities
• First aid and general medical services
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5. Recruitments
• At factory gates
• Recommendation of existing employees
• Advertising vacancies
• Employment exchange
• Recruitments through campus interviews
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7. Theories of motivation
• Abraham Maslow and Frederick Irving Herzberg define
specific things they found to motivate people based on
experiments carried out.
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8. Maslow’s theory of Hierarchy of needs
The best-known motivation theory is probably Abraham Maslow’s
hierarchy of needs theory. Maslow was an American psychologist who
proposed that within every person is a hierarchy of five needs:
1. Physiological needs: Food, drink, shelter, sex, and other physical
requirements
2. Safety needs: Security and protection from physical and emotional
harm, as well as assurance that physical needs will continue to be
met
3. Social needs: Affection, belongingness, acceptance, and friendship
4. Esteem needs: Internal esteem factors such as self-respect,
autonomy, and achievement and external esteem factors such as
status, recognition, and attention
5. Self-actualization needs: Growth, achieving one’s potential, and self-
fulfillment; the drive to become what one is capable of becoming.
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11. McGregor’s Theory X and Theory Y
• Douglas McGregor(American management professor) is best
known for proposing two assumptions about human nature: Theory
X and Theory Y.
• Theory X is a negative view of people that assumes workers have
little ambition, dislike work, want to avoid responsibility, and
need to be closely controlled to work effectively.
• Theory Y is a positive view that assumes employees enjoy work,
seek out and accept responsibility, and exercise self-direction.
• McGregor believed that Theory Y assumptions should guide
management practice and proposed that participation in decision
making, responsible and challenging jobs, and good group relations
would maximize employee motivation.
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13. Appraisal of employees
• Assessment of subordinates
• Informal
• Does not encourage participation the employee being assessed
• Judgments are based on the decision of supervisor / boss
• Formal
• Systematic and based on defined parameters
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14. Aims of the appraisal schemes
• A review of actual performance over a period of
time and discussion of improvement required in
performance
• A statement of present skills and abilities of
appraisee
• A statement of objectives and goals for the next
period , including criteria by which performance will
be measured
• Identification of best way to develop from the
existing level of skill and experience to desirable
level
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15. Important questions
• What should I be doing ?
• How am I doing or meeting expectations ?
• What will be my next career step ?
• How can I achieve my goals ?
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16. Performance appraisals
• Performance appraisals are essential for the effective
management and evaluation of staff.
• Appraisals help develop individuals, improve organizational
performance, and feed into business planning.
• Formal performance appraisals are generally conducted
annually for all staff in the organization.
• Each staff member is initially appraised by their line
manager
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17. Types of performance appraisals
• Formal annual performance appraisals
• Informal one-to-one review discussions
• Counseling meetings
• Observation on the job
• Skill- or job-related tests
• Assignment or task followed by review, including temporary job
cover or transfer
• Assessment centers, including observed group exercises, tests
presentations, etc.
• Survey of opinion of others who have dealings with the individual
• Psychometric tests and other behavioral assessments
• Graphology (handwriting analysis)
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18. Performance appraisals process
• Prepare
• Inform
• Venue
• Layout
• Introduction
• Review and measure
• Agree an action plan
• Agree specific objectives
• Agree necessary support
• Invite any other points or questions
• Close positively
• Record main points, agreed actions and
follow-up
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19. Formal appraisal scheme
• It must be monitored throughout the company
• Same appraisal form for everyone to record the discussions
• Monitoring of appraisal form done centrally by involving
concerned managers and by proper counseling and
interviewing
• Should be on regular basis
• Appraiser and appraisee should have sufficient notice to
prepare
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20. What does society expect from
organizations?
• Society expects organizations and managers to be
responsible and ethical.
• How organizations can be socially responsible?
• Purely economic view is that management’s only social
responsibility is to maximize profits.
• On the other side is the socioeconomic position, which holds
that management’s responsibility goes beyond making profits
to include protecting and improving society’s welfare.
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21. Corporate social responsibility(CSR)
• A business firm’s intention, beyond its legal and economic
obligations, to do the right things and act in ways that are good
for society.
• Compare social obligation &social responsiveness.
• Social obligations are those activities a business firm engages in
to meet certain economic and legal responsibilities. It does the
minimum that the law requires and only pursues social goals to
the extent that they contribute to its economic goals.
• Social responsiveness is characteristic of the business firm that
engages in social actions in response to some popular social need.
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22. Corporate social responsibility(CSR)
• For example
• A U.S. business that meets federal pollution standards or safe
packaging regulations is meeting its social obligation because laws
mandate these actions. However, when it provides on-site child-
care facilities for employees or packages products using recycled
paper, it’s being socially responsive to working parents and
environmentalists who have voiced these social concerns and
demanded such actions.
• Social responsibility adds an ethical imperative to do those
things that make society better and to not do those that could
make it worse.
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23. Ethics
• Ethics commonly refers to a set of rules or principles that
defines right and wrong conduct.
• Right or wrong behavior, though, may at times be difficult to
determine.
• Most recognize that something illegal is also unethical.
• But what about questionable “legal” areas or strict organizational
policies?
• For instance, what if you managed an employee who worked all
weekend on a rush project, and you told him to take off two days
sometime later and mark it down as “sick days” because your
company had a clear policy that overtime would not be
compensated for any reason? Would that be wrong? As a
manager, how will you handle such situations?
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24. CODES OF ETHICS.
• Codes of ethics are popular tools for attempting to reduce
employee ambiguity about what’s ethical and what’s not.
• A code of ethics is a formal document that states an
organization’s primary values and the ethical rules it expects
managers and nonmanagerial employees to follow.
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25. Factors That Affect Employee Ethics
Moral Development
• A measure of independence from outside influences
• Levels of Individual Moral Development
• Preconventional level
• Conventional level
• Principled level
• Stage of moral development interacts with:
• Individual characteristics
• The organization’s structural design
• The organization’s culture
• The intensity of the ethical issue
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26. Factors That Affect Employee Ethics
• Preconventional level
1. Sticking to rules to avoid punishment
2. Following rules only if they are in your interest
• Conventional level
3. Living up to the expectation of people close to you.
4. Maintaining conventional orders by fulfilling obligations to
which you have agreed
• Principled level
5. Valuing rights of others and upholding absolute values and
rights
6. Following self chosen principles
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27. Individual Characteristics Affecting
Ethical Behaviors
Values
• Basic convictions about what is right or wrong on a broad range of issues
How Managers Can Improve Ethical Behavior in An Organization?
1. Hire individuals with high ethical standards.
2. Establish codes of ethics and decision rules.
3. Lead by example.
4. Set realistic job goals and include ethics in performance appraisals.
5. Provide ethics training.
6. Conduct independent social audits.
7. Provide support for individuals facing ethical dilemmas.
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28. The Value of Ethics Training
• Can make a difference in ethical behaviors.
• Increases employee awareness of ethical issues in business
decisions.
• Clarifies and reinforces the organization’s standards of conduct.
• Helps employees become more confident that they will have the
organization’s support when taking unpopular but ethically
correct stances.
Managing Ethical Lapses and Social Irresponsibility
• Provide ethical leadership
• Protect employees who raise ethical issues (whistle-blowers)
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29. Being an ethical leader
• Be a good role model by being ethical and honest.
• Tell the truth always.
• Don’t hide or manipulate information.
• Be willing to admit your failures.
• Share your personal values by regularly communicating them to
employees.
• Stress the organization’s or team’s important shared values.
• Use the reward system to hold everyone accountable to the
values.
***
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