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Personnel Admin
Session 5
Personnel Function
Scope & Organisation
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Scope
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Effective utilisation of
manpower
Improving employee
satisfaction
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Strategic HRM
Increase in competition
integrated approach
HRM & Corporate StrategyHRM Strategy
integrated into strategic planning
HRM Policies cohere
across policy areas / hierarchies
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Strategic HRM
HRM Strategy
way the organisation plans to utilise human resources
develops them and provides opportunities and betterworking conditions
to ensure maximum utilisation
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Origin & Growth
Welfare Officers
Working conditions
Canteens / Recreation facilities
Medical facilities / Housing
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Industrial Relations Officers
wages / leave / retirement benefits
bonus / fringe benefitsLabour Welfare
Industrial Relations
Personnel Admin
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Role of Personnel
Need for Personnel Development
Line Managers face problems
complex / demanding
require expertise / timespecialised personnel managers
Personnel Policies
Provide guidance to all
statement of broad objectives
philosophy of establishing mutuality
for greater cooperation from employees
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Areas of Personnel Policy
policy on hiring
Age / marital status / calibre / selection procedure
policy on terms & conditionsWages / payment terms / pay periods / job evaluation /
promotion / termination
policy on medical / educationalbenefits
policy on industrial relations2/17/2013 8
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Policy Document
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Policy Formulation Process
Top ManagementNot merely formulation
implementation
monitoring
controlling
Ultimate objective
harmonious relationship
ensure viability
Personnel departmentpositioned @ a high level2/17/2013 10
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Policy Formulation Process
Policy initiationsNeed for policy formulation
emanate from any level
once identified
Personnel department
initiate & formulate
collect data / follow up with interviews
process akin to piloting a bill in the parliament
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Policy Formulation Process
Policy initiationsDemocratic process, answering
following questions
is the policy clear
long term / commitment / scope
is the policy acceptable
across departments
is the policy consistent
practices / procedures / rules2/17/2013 12
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Policy Formulation Process
Follow upOnce implemented
monitor feedback
number of exceptions made
classification of problems
Evaluation necessary
in line with requirements
links with practices / procedures / rules
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Objectives of Personnel
Organisational objectives Effective utilisation of human resources
Positions designed for efficiency
Dependent on enthusiasm / interest
Employee objectives
Job security / Fair wages
Self improvement opportunities
Job satisfaction / doing something worthwhile
Participation in management2/17/2013 14
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Inter Department Study
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Favourable attitude towards work (Max Score 30)
Department A 27.20
Department B 28.80
Department C 30.20
Job Satisfaction (Max Score 100)
Department Range AverageA 49-95 77.50
B 58-92 78.70
C 59-80 72.00
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Inter Department Study
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Items A B C
Satisfaction with present job 4.61 4.90 3.62
Enthusiasm for ones work 5.45 5.10 3.75
Disappointment over job 5.23 5.40 4.62
Boredom with job 4.43 4.20 3.50
Further observations revealed
Overlapping of tasks
Commitments not honoured
Poor communication
No participation in management
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Matrix Organisation
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Establishes dual channel of control / evaluation /authority / responsibility
Managers assigned to functional area & a project
Faster conflict resolutions / power shared
CEO
VP Engineering VP Production VP Purchases VP Admin
Project
Manager A
Engineering
staff
Production
staff
Purchase agent Admin
coordinator
ProjectManager B
Engineeringstaff
Productionstaff
Purchase agent Admincoordinator
Project
Manager C
Engineering
staff
Production
staff
Purchase agent Admin
coordinator
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Matrix Organisation
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Advantages
Accommodates variety of activities
Training ground for strategic management
Efficient use of functional managers
Middle management exposure
Disadvantages
Dual accountability
creates confusion / contradictory policies
Necessitates high level of coordination
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Personnel Practices w.r.ttypology of firms
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Difficult to generalise
Variety of factors responsible
attitudes / philosophy
organisation needs and so on
A survey indicates below list
Employment / training
Watch n ward / Safety / First aid facilities
Housing / employee benefits
Industrial relations / Insurance programs
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Personnel Practices w.r.ttypology of firms
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Following classification possible
multinationals
public sector
large family corporations
small private companies
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Personnel Practices and activities
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three distinct types emergedbased on
State of growth
Stabilized in market
Stabilised in process
Importance attached to personnel function
Location of personal deptRange of activities performed
Ability / enthusiasm of personnel officer
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Personnel Practices and activities
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Multi-functional innovative departments
President /CEO
VP ProductionVP Sales &Marketing
VP FinanceVP HR /Admin
GM Labour
Welfare
GM Industrial
Relations
GM Personnel
Admin
ManagerRecruitment
ManagerWelfare
ManagerAdmin
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Personnel Practices and activities
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Production oriented departments
President /CEO
VP ProductionVP Sales &Marketing
VP FinanceVP HR /Admin
GM Labour
Welfare
GM Industrial
Relations
GM Personnel
Admin
ManagerRecruitment
ManagerWelfare
ManagerAdmin
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Personnel Practices and activities
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Labour Welfare oriented departments
President /CEO
VP ProductionVP Sales &Marketing
VP Finance VP HR / Admin
GM LabourWelfare
ManagerAdmin
ManagerIndustrialrelations
GM IndustrialRelations
GM PersonnelAdmin
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Positioning of PersonnelDepartment
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President /CEO
VP Production VP Sales &Marketing
VP Finance VP HR /Admin
GM LabourWelfare
GM IndustrialRelations
GMPersonnel
Admin
ManagerRecruitment
ManagerTraining
ManagerAdmin
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Personnel Management
whose function ?
Line department
supervisor has to get work done
employee to be motivated / controlled /
rewarded
Personnel department
formulating / introducing schemesmaintaining parity / monitoring progress
modifying when required
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Personnel Management
whose function ?
Personnel department
identify critical problem areassuggest innovations / creative approaches
not a buffer but a managerial function
Perennial issueline of demarcation
control between line / personnel managers2/17/2013 27
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Organisation Patterns
problems of Traditional Patterns
Operational problems
personnel departmentrecruitment / union negotiations / welfare
admin department
medical benefits / promotions / transfers /wages / fringe benefits / housing
overlapping responsibilities
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Organisation Patterns
Unit oriented department - Current
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President /CEO
VP FactoryPune
VP FactoryNasik
VP FactoryGoa
VP HR /Admin, CO,
Mumbai
GM LabourWelfare
GM IndustrialRelations
GM PersonnelAdmin
ManagerRecruitment
ManagerWelfare
ManagerAdmin
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Organisation Patterns
Unit oriented department - Proposed
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President /CEO
VP FactoryPune
GMPersonnelAdmin
ManagerAdmin
ManagerRecruitment
VP FactoryNasik
Same asearlier
VP FactoryGoa
Same asearlier
VP HR /Admin, CO,
Mumbai
GM LabourWelfare
GM IndustrialRelations
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Organisation Patterns
People oriented department - Current
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President /CEO
VPProduction
VP BusinessVP HR /
Admin, CO,Mumbai
GM LabourWelfare
GM IndustrialRelations
GM PersonnelAdmin
ManagerRecruitment
ManagerWelfare
ManagerAdmin
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Organisation Patterns
Unit oriented department - Proposed
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President /CEO
VP Production
GM LabourWelfare
ManagerIndustrial
Relations
ManagerAdmin
VP Business
GM PersonnelAdmin
ManagerAdmin
ManagerRecruitment
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Session 6
Group Presentations& Discussions
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thank you
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