What is Personnel administration?
Personnel administration is that part of administration which is concerned with people
at work and with their relationships within an organization. It refers t o the entire
spectrum of an organization's interaction with its human resources from recruitment
activity to
retirement
process.
It involves personnel
planning and forecasting,
appraising human performance, selection and staffing, training and development and
maintenance and improvement of performance and productivity.
Personnel administration is close1ly related t o an organization's overall effectiveness.
personnel administration aims at :
•Effective utilization of human resources.
•Desirable working relations among all members of the organization
•Maximum development.
•Meeting the organization's social a n d legal responsibilities
Personnel function is concerned with the procurement, development,
compensation, integration and maintenance of the personnel of an
organization for the purpose of contributing toward the accomplishment of
that organization's major goals and objectives
In particular, personnel management is concerned with the
development of policies governing :
•Manpower planning, recruitment, selection, placement and termination.
•Education and training, career development.
•Terms of employment , methods and standards of remuneration.
•Working conditions and employees' services.
•Formal and informal communication and consultation both through the
representatives of employers and employees and at all levels throughout the
organization.
•Negotiation a n d application of agreements on wages and working
conditions,procedures for the avoidance and settlement of disputes.
Human
Resource
Manageme
nt
Managers must find ways to get the highest
level of contribution from their workers. And
they will not be able to do that unless they
are aware of the many ways that their understanding of diversity relates to how well, or
how poorly, people contribute.
R. Roosevelt Thomas Jr., p 320
Human Resource Management
The process of attracting, developing and
maintaining a talented and energetic
workforce to support organisational mission,
objectives and strategies. p 321
Human Resource Management
A distinctive approach to employment
management which seeks to achieve
competitive advantage through the strategic
deployment of a highly committed and
capable workforce, using an integrated
array of cultural, structural and personnel
techniques.
HRM Includes:
Employment Issues

Discrimination,

Equal Employment Opportunity

Harassment

Affirmative Action

Diversity Management

Occupational Health and Safety

Industrial Relations
HRM Includes:
Employment Issues

Recruitment

Selection

Induction / Orientation

Training and Professional Development

Performance Appraisal and Management

Career Development

Quality of Work Life

Retention and Turnover
PRINCIPLES OF HRM
Strategic integration
 Organisational flexibility
 Commitment
 Quality

STRATEGIC INTEGRATION
An attempt to treat all labour management
processes – from recruitment and training to
remuneration and retrenchment – in a strategic
fashion by integrating them with the broader
business concerns of the enterprise.
STRATEGIC HRM


People are not just another cost or factor of
production. They are the key to competitive
advantage.
Close ‘fit’ between human resources,
internal processes and the external
environment.
1.
Devolution of responsibility for labour
management to line managers.
2.
Co-ordination of policies on recruitment,
training & performance management.
FLEXIBILITY




1.
2.
The flexible firm and the global economy.
Functional flexibility
Numerical flexibility
Financial flexibility
Core: Highly skilled knowledge
workers. Full time jobs and job
security.
Periphery: Casuals and part-time
workers and short-term contractors.
COMMITMENT



From ‘control’ to ‘commitment’ through changing
the organisation’s culture.
Mission statement: A statement of core values.
Recruitment: Only recruiting those prepared to
subscribe to these core values.
CONT’D



‘Transformational leadership’: CEO as visionary
change agent.
Ensuring employees demonstrate desired
attitudes, competencies and behaviours.
Culture Management – strong culture
QUALITY
 Culture
of quality: Quality work,
quality workers, quality products and
services.
 Total
Quality Management.
 Quality
assurance and zero defects.
 Internal
customers.
 Empowering
working.
workers via team
HRM VS PERSONNEL
MANAGEMENT
 Integral
part of line management
responsibilities.
 Emphasises
the management of
organisational culture as the central
activity of senior management.
 HRM
represents the discovery of
personnel management by chief
executives.
THE PRACTICE OF HRM
Does the rhetoric match the reality?
 Strategic integration.
 Line managers and devolution.
 Empowered or merely over burdened?
 Delayering, re-engineering and the elimination of
the jobs of middle management.

HR MANAGERS AND
STRATEGIC DECISIONMAKING

Downsizing of personnel departments.




Strategic HR planning.
Consulting firms.
Devolution of administrative functions.
Contracting-out of HR functions.
HRM ACTIVITIES

Job analysis defines a job in terms of specific tasks and
responsibilities and identifies the abilities, skills and
qualifications needed to perform it successfully.

Human resource planning or employment planning is the
process by which an organisation attempts to ensure that it
has the right number of qualified people in the right jobs at
the right time.

Employee recruitment is the process of seeking and
attracting a pool of applicants from which qualified
candidates for job vacancies within an organisation can be
selected.

Employee selection involves choosing from the available
candidates the individual predicted to be most likely to
perform successfully in the job.
HRM ACTIVITIES (CONT)




Performance appraisal is concerned with
determining how well employees are doing their jobs,
communicating that information to the employees and
establishing a plan for performance improvement.
Training and development activities help employees
learn how to perform their jobs, improve their
performance and prepare themselves for more senior
positions.
Career planning and development activities benefit
both employees (by identifying employee career goals,
possible future job opportunities and personal
improvement requirements) and the organisation (by
ensuring that qualified employees are available when
needed).
Employee motivation is vital to the success of any
organisation. Highly motivated employees tend to be
more productive and have lower rates of absenteeism
Organisational Planning Process
Strategic Plan (5 yrs)
Human Resource
Development Challenges
Succession
Planning
Business Plan (2-3 yrs)
Branch Plan (1 yr)
Professional
Development
And Training
Everybody
Needs
Team Plan (1 yr)
Individual Plan (1 yr)
Branch
Needs
Individual Review
(Ideal Case)
Review
Induction /
Orientation
Key Tasks
Development Plan
Review
Recruitment
and Selection
Team
Needs
Organisational and
Cultural Definitions
Assessment
(Survey?)
Organisational
and Cultural
Behaviours
Individual
Needs
Job-Related
Skills and
Knowledge