hrm - excel books - chapter 02

8/9/2019 HRM - Excel Books - Chapter 02

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PERSONNEL MANAGEMENT:

FUNCTIONS, POLICIES AND

ROLES

EXCEL

BOOKS

2-1

2

Chapter


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Personnel management: functions, policies and roles

ANNOTATED OUTLINE

2-2

Introduction

Personnel management may be defined as a set of programmes,

functions and activities designed to maximise both personal and

organisational goals. Basically, it covers three broad areas:


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Three dimensions of PersonnelManagement

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Personnel

Management

Personnel Aspect

Recruitment, selection, placement, training,

appraisal, compensation, productivity.

Welfare Aspect

Working conditions, amenities, facilities, benefits.

Industrial Relations Aspect

Union-management relations, disputes settlement,

grievance handing, discipline, collective bargaining.


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Features

2-4

deals with employees both as individuals and as a group

concerned with the development of human resources

covers all levels (lower, middle and top)

applies to all types of organisations

aims at attaining the goals of an organisation

aims at securing unreserved cooperation from all employees.


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Managerial Functions

2-5

Planning

Organising

Directing

Controlling


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Operative Functions

2-6

Procurement Function

Job analysis

Human resource planning

Recruitment

SelectionPlacement

Induction and orientation

Internal mobility

Development Function

Training

Executive development

Career planning and development

Human resource development

Cont


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2-7

Motivation and Compensation

Job design

Work scheduling

Motivation

Job evaluation

Performance appraisal

Compensation administration

Incentives and benefits

Maintenance Function

Health and safety

Employee welfare

Social security

Operative Functions

Cont


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2-8

Integration Function

Grievance redressal

Discipline

Teams and team work

Collective bargaining

Employee participation and empowermentTrade unions and employers associations

Industrial relations

Emerging Issues

Personnel records

Human resource audit

Human resources research

Human resource accounting

Human resource information system

Stress and counselling

International human resource management

Operative Functions


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Personnel Policies, Procedures AndProgrammes

2-9

Personnel policies are guides to action. They serve as roadmaps for

managers on a number of issues such as recruitment, selection and

promotion. They cover almost all functions of personnel

management. A good personnel policy should be easy to

understand, based on facts, equitable, reasonably flexible, preciseand related to objectives.


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Types of personnel policies

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Originated policies

Appealed policies

Imposed policies

General policies

Specific policies

Written or implied policies


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Advantages of personnel policies

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Delegation

Uniformity

Better control

Standards of efficiency

Confidence

Speedy decisions

Coordinating devices


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2-12

Features of a sound personnelpolicy

Related to objectives

Easy to understand

Precise

Stable as well as flexible

Based on facts

Appropriate number

Just, fair and equitable

Reasonable

Review


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Coverage of Personnel policies

2-13

social responsibility policies

employment policies

promotion policies

development policies

relations policies


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Formulation of Personnel policies

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identifying the need

collecting data

specifying alternatives

communicating the policy

evaluating the policy


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Evaluating the impact of personnelpolicies

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The impact of human resource policies can be measured through their

outcomes:

Commitment: how long an employee stays with a firm

Competence: appraised through performance appraisal techniques

Congruence: nature and frequency of grievances, disagreement,

discord and conflict

Cost effectiveness: measured through human resource accounting

techniques


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Organising The Personnel Function

The personnel function can be organised along traditional as well as modern

lines, depending on the nature, scale and complexity of operations in a

given organisation. The organisation of the personnel department in

divisional and matrix structures differs from that of traditional line and staff

organisations.

Line and staff relationships: The relationship existing between two managers

due to delegation of authority and responsibility and giving or receiving

instructions or orders is called line relationship. Line authority, thus,

represents uninterrupted line of authority and responsibility running through

the management hierarchy. Staff specialists offer help and advice to line

managers, whenever required. Staffs think and lines do Staffs advise,

lines work Staffs have the authority of ideas and lines have the authority of

command. Viewed broadly, therefore, personnel management is a line

managers responsibility but a staff function.


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Staff role of the personneldepartment

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Policy initiation and formulation

Advice

Service

Monitor and control


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Personnel department in a lineorganisation

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Chief Executive

PersonnelManager

Recruiting Officer Training Manager Compensation

Manager

Welfare Officer

Assistants AssistantsAssistants

Assistants


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Personnel department in a functionalorganisation

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Chief Executive

PersonnelManager


Manager

Welfare Officer

Assistants Assistants Assistants Assistants


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Personnel department in a line andstaff organisation

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Chief Executive

PersonnelManager


Manager

Welfare Officer

Assistants Assistants Assistants Assistants

Line relationship

Staff relationship


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Personnel department in adivisionalised structure

Managing Director

Genera l Manager

Manager M anage r M anager M anager Manager

Marketing F inance P roduction R & D Human R esources

Manger Manager Manager S ou thern Region C entral Reg ion N orthern R egion

D eputy M anager D eputy M anager Deputy Manage r

Marketing P roduction H uman Resources

B ranch M anager B ranch M anage r B ranch M anager N agpur New Delhi B ombay

O ff ice r O f f ic e r O f f ic e r Marketing P roduction H uman Resources

Denotes Line Relat ionshipsDenotes Staff Relat ionship


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2-22


Personnel department in a matrixstructure

Managing Director

General Manager

Manager Manager Manager

Automobile Machines Electricals

Supporting Functional Assistance to Projects

Production Marketing Personnel Finance

Personnel

Group

Heavy Industrial

Machines

Personnel

LightGroup

Industrial

Machines

Personnel

AgriculturalGroup

Machines & Tools

Flow of Work Performance


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Roles Played by a Personnel Manager

Administrative roles

Policy maker

Administrative expert

Advisor

Housekeeper

Counsellor

Welfare officer

Legal consultant

Operational roles

Recruiter

Trainer, developer, motivator

Coordinator/linking pin

Mediator Cont


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Employee champion

Placing people on the right job

Charting a suitable career path

Rewarding good performance

Resolving differences

Adopting family-friendly policies

Ensuring fair and equitable treatment

Striking balance between employee expectations andOrganisational requirements

Representing workers' problems and concerns to management

Strategic roles

Change agent

Strategic partner

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Roles Played by a Personnel Manager


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Qualities And Qualifications Of APersonnel Manager

HR professionals must have a thorough knowledge of the

organisation and its overall functioning. To deliver effective results,

they need considerable amount of knowledge, skills and expertise in

tax laws, finance, statistics, social sciences etc apart from the training

that they receive from reputed B-schools.

Qualities

Personal attributes

Intelligence

Educational skills

Discriminating skills

Executing skills

Experience and training

Professional knowledge Cont


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Qualifications

Business mastery

Change mastery

Professionalisation of personnel management in India

Attributes of a profession

Well defined body of knowledge

Formal education and training

Minimum qualifications

Representative body

Service above self

Ethical conduct


Cont


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Over the years, personnel management has emerged as a highly

respected profession in India. The reasons are fairly obvious;

Growth of management institutes

A growing body of literature

Professional bodies

Self-regulatory institutions overseeing the operations of

personnel people

Code of conduct

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