Introduction to Personnel Management & Human Resource System

8/3/2019 Introduction to Personnel Management & Human Resource System

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Introduction to PersonnelManagement & Human

Resource System

Functions (2)

Prof. Neetha Gilganchi


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Philosophical Orientations

The

twoex

treme


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Rational System Model The model is a fundamental instrument of

rationally achieving the goals of theorganization and the extent of means andways in which to reach these goals

To achieve each goal, several alternativeactions are identified and the mostparsimonious one is adopted

This model is rational because it guaranteesmaximum return on minimum investment Examples of the RSM are found in the

following frameworks


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Scientific Management Taylors SM Matches the human characteristics

with that of the machine He visualizes man working as an appendage to

the machine

Taylor views man as one driven by fear ofhunger, and search for profit. If economic rewardis up with the efforts put on the job, the workerwill respond with his maximum physical

capability Thus, if wages are tied to the units produced, a

worker will produce more to get more money


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Division of Labour The concept of DL came from Adam Smiths

classical illustration of pinmakers DL is the most rational approach to increasing

organizational effectiveness

Here the task is broken down into its severalconstituent operations These operations are performed by different

persons each trained in performing that particular

function The subsequent work on DL was broadly based on

Smiths idea and came to be known asDepartmentalization


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The assumption here is that given that a workerhas to perform only one or very few specialized

tasks, then given sometime, he will become andskilful and efficient

The second assumption deals with the unity ofcontrol or span of control

In such a system, as one moves up in theorganization, the number of people with authorityis reduced,thus making eventually a pyramid ofcontrol where the whole organization iscontrolled by one central authority


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Theory of Bureaucracy

Max Webers theory of bureaucracy attempts tobring rationality and control and thus efficiencyinto an organization

The purpose of bureaucracy is to create social

conditions which would direct each member ofthe organization to function in ways which furtherthe rational pursuit of organizational objectives

A system of rules and regulations and the

hierarchy of supervision will coordinate thefunctioning of each employee and departmentand thus bring efficiency into the organization


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Characteristics of RSM Impersonalization A detached approach, specifically towards the

clients Employees respond to the office

Legalizes reward and punishment Not only indicate what a person should do but

also what will happen if he does not do it Formalization Much more control on human behaviour and

regulation is easy Concerned with behaviour only

Does not encompass feelings and attitudes


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Social System Model

As a reaction to the RS model as well asthe observation that human behaviour isdifficult to control and regulate, a newmovement, commonly known as Human

Relation movement emerged. Elton Mayo was the father of the

movement. Subsequently Kurt Lewin, D

McGregor and A Maslow were identifiedwith this movement Some of the representative examples of

the SS model are:


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Hawthorne Studies Series of studies which deal with

illumination and can call A series of experiments were conducted at

the Western Electric Companys

Hawthorne plant in Chicago The purpose was to observe the effect of

working conditions on job perfomance


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Workers Participation

Motivation to Work


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Characteristics of SSM Non-economic rewards play an important role in

work motivation In some cases can limit the effect of economic

rewards Minimal satisfaction leads to high absenteeism and

turnover The emphasis is on the Human Relations aspect of

management Existence of informal groups They react to management not as individuals but

as members of the group Their work norms are determined not by physical

capacity but by social capacity


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Thus the SSM is not only concerned with

the behaviour but also the attitude andfeelings of the employees

To ensure predictability, an analysis of

both behaviour and attitudes will have tobe made


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Implications for PM All organizations can be located on a

scale with anchor points designated as theRSM and the SSM

Personnel practices and policies will vary

according to the location of theorganization on this scale An organization falling in between the

anchor points there will be a mixture of

policies and practices


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Traditional Personnel Functions Manpower planning

RSM- need based Job mobility is curtailed Closed-shop system

SSM-keeps a reserve force Mobility is perceived as the indicator of

employees growth and development

Extended in-company training


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Selection RSM-healthy normal human being who can

follow instructions Main criteria is physical fitness and then specific

skills to perform a job SSM-In addition to physical fitness, people who

have minimum aptitude to perform the jobshould be selected

Attitudinal & predispositional variables are takeninto account

R ase on t e outcome


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R - ase on t e outcome Higher the output, more the economic benefit SSM-outcome is not the only criterion

Process followed and utilization of criteria is alsoan important factor to reward and punish

Training RSM-limits training to short duration and is

mostly on-the-job Emphasises not only on the job training but also

extended training to develop sensitivity anddevelop right aptitude and attitude to perform the

job


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Internal Mobility RSM-the concept of mobility, particularly promotion is based

on loyalty often indexed on seniority and length of service SSM- Merit plays an important role in determining promotions

Welfare RSM-Merges welfare with earning , where emphasis is laid

on initiative and efforts of the individual

Welfare is viewed more in economic terms

The only thing the organization provides is facilitativeenvironment-working conditions and environment

SSM- emphasis is on organizational initiative

Worker is striving to satisfy needs more than economic

Working environment is personal enough and also people-oriented to provide opportunities

T


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Major Responsibilities

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Wag

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ds

alar

y


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Qualities

Intelligence Problem solving technique Leadership qualities

Sense of vocation Integrity Capacity for persuasion

Coordination Cooperation feedback


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Functions of PM Two broad heads Managerial Functions

& Operative Functions Managerial Functions

Planning Organizing Directing(Motivating Actuating or

Commanding) Coordinating & Controlling


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Operative Functions

The operative Functions of PM areconcerned with the activities specificallydealing with procuring, developing,compensating, and maintaining an efficientwork force

The Procurement function The Development function The Compensating function The Integration function The Maintenance function

R l f PM f T


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Role of PM of Tomorrow The future manager will have to be more

knowledgeable about people, organizations and the

total environment He will have to be better grounded in social

sciences, world affairs and the humanities in general He will have to effectively integrate the techniques of

information technology with the human resourcesavailable to him

To meet future challenges, they will have to receivemore formalized educational training in managerial

techniques and responsibilitieseg: top managers.first line supervisors,middle-level

managers Future managers should develop the ability to to be


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perceptive towards themselves, their superiors,colleagues and subordinates, their organization, itsgoals, resources etc As the managers will have to constantly encounter

changes , they must be open minded and receptive tonew ideas and new operational techniques andinnovations

The strength of future managers would be in helpingothers in making decisions for themselves

He and his staff should be deeply involved in

encouraging participative management and jobenrichment They must seek opportunites to be involved with

operative functions as well


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Personnel Welfare Administrative Fire-fightingRole Role Role Legal Role

-Advisory -Research in -Time-Keeping -Grievance

-Manpower Personnel & -Salary&Wage Handling

Planning Organisational -Maintenance -Settlement- T&D Problems of Records of Disputes

-Measurement- Managing - Human -Handling

&Assessment Services Engineering Disciplinary

Of Beh. -Group Dynamics Actions

-Collective

Bargaining

-Joint Consultation

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Introduction to Personnel Management & Human Resource System