This document outlines the key aspects of personnel management including: - Defining the personnel function as planning, organizing, directing, and controlling the procurement, development, compensation, and separation of human resources. - Describing the role of the personnel manager in managing personnel records, benefits, and research. - Explaining the challenges of a changing workforce, personal values, productivity, and government demands. - Detailing approaches to personnel management including mechanical, paternalism, and social systems. - Discussing organizing the personnel unit via departments and line/staff relationships. - Explaining personnel planning through decision making, programs/policies, and standards. - Outlining methods to control the personnel unit like

1. PERSONNEL MANAGEMENT
PERSONNEL MANAGEMENT

2. OUTLINE
• The Personnel Function in our organization
• Recruitment, Induction, Placement &
• Development, Personnel Budget
• Personnel Policies & Standing orders
• Absenteeism, Personnel Turnover & Problem of indiscipline
• Transfers, Promotions & Voluntary retirements
• Compensation Plans - Perquisites & Bonus
• Job status, Grade & Salary & wage structure –Out fore, Measure
• Morale studies & Personnel Research

3. The Personnel Function in Our
Organization
• Definition of Personnel Management
• The Role of the Personnel Manager
• Challenges of Modern Personnel Management
• Approaches to Personnel Management
• Organizing the Personnel Unit
• Planning the Personnel Program
• Controlling the Personnel Unit

4. PERSONNEL MANAGEMENT
- Definition
Personnel Management is the
• Planning,
• Organizing,
• Directing and
• Controlling
Of the
• Procurement, Development,
• Compensation, Integration,
• Maintenance & Separation
Of human resources to the end that individual, organizational,
and societal objectives are accomplished.

5. The Role of the Personnel Manager
The Personnel Manager has Exclusive responsibility of –
• Personnel records,
• Insurance Benefits administration
• Unemployment compensation administration
• Personnel Research
The Heart of a Personnel Programme itself requires considerable
coordination, as well as coordination with units in the remainder of the
organization.

6. Challenges of Modern Personnel
Management
• Changing Mix of the Work force
• Changing Personal Values of the Work force
• Changing expectations of citizen employees
• Changing levels of productivity
• Changing demands of government

7. Changing Mix of the workforce.
• Increased numbers of minority members entering occupations
requiring greater skills.
• Increasing levels of formal education for the entire work force.
• More female employees.
• More married female employees.
• More working mothers.
• A steadily increasing majority of white-collar employees in place of
the blue-collar.

8. Changing Personal Values of the
Work Force
• Better morale
• Better fit of work time to the employee’s “body clock”
• Improving handling of fluctuating workloads
• Increased customer service
• Reduced employee absenteeism
• Reduced turnover

9. Challenges of Modern Personnel
Management …contd.
• Changing Expectations of Citizen-Employees
• Freedom of Speech
• Right to privacy
• Changing Levels of Productivity
• Numerous laws
• Increase in new numbers of employees
• Adversial relations with labour unions
• Changing Demands of Government
• In procurement, development, compensation, integration, maintenance and
separation.

10. Approaches to
Personnel Management
• Mechanical Approach
• Paternalism
• Social System

11. Mechanical Approach toward
Personnel
• Labour must be classified with capital and land.
• Personnel are controllable, predictable, and interchangeable.
• Techniques such as time study, incentive wages were introduced.
• Problems incurred were
• Loss of jobs through development of new machines or work techniques
• Decreased economic security leading to formation of labour organizations
• Labour organizations grew at a very slow pace
• Decreased pride in work

12. Paternalism
• Management must assume a
• fatherly and
• protective attitude
Toward employees.
• Activities such as
• Company stores
• Company homes and
• Recreational facilities
were started

13. Social System
• The firm is viewed as a complex central system operating within a
complex environment which can be termed as “outer-extended
system”
• The central system cannot be closed & directed in a mechanistic
fashion.
• Options are available to central system members with the aid of
labour unions, government, and various public groups.

14. Organizing the Personnel Unit
• Bases of Departmentation
• Procurement (employment)
• Development (training)
• Compensation (wage & salary administration)
• Integration (labor relations)
• Maintenance (safety)
• Separation (employee services, retirement)

15. Organizing the Personnel Unit
• Line & Personnel Staff relationships
• Line person may Advise and not Command or Order
• Staff relationship is of Service
• Staff advice compels the line person only to listen & not accept or follow
advice
• Staff should be able to give truthful advice to superiors without fear of losing
their jobs

16. Planning the Personnel Programme
Planning is determination of anything in advance of action.
• Decision Making
• Programmes and Policies
• The Computer and Personnel
• Standards

17. Decision Making
1. Recognize & define a problem that calls for action
2. Determine possible alternative solutions
3. Collect and analyze facts bearing upon the problem.
4. Decide on a solution

18. Programmes and Policies –
In 4 areas
1. Designing enriched jobs
2. The ease with which it can be implemented in the organization
3. Projected economic benefits to the firm
4. Possible economic risks associated with the programmes.

19. Standards
• It is an established criterion or model against which actual results can
be compared.
• Results or Standards cover
• Time and Cost variables
• Method or function
• Personnel & Physical factors

20. Controlling the Personnel Unit
• STRATEGIC CONTROL POINTS
• Procurement
• Formal placement follow-up of employee job satisfaction
• Development
• Quality losses
• Compensation
• Wage & salary budgets
• Integration
• Morale surveys
• Maintenance
• Insurance premiums
• Separation
• Number of retirees participating in retirement programmes

21. The Personnel Audit &
Human Resources Accounting
• The Personnel Audit
• Systematic survey & analysis of all operative functions of personnel, with a
summarized statement of findings and recommendations for correction of
deficiencies
• Human Resources Accounting
• Suppose a major catastrophe wiped out all the human resources in your
organization, how long would it take & how much would it cost to replace
them.