Development of personnel management

TECHNOLOGICAL UNIVERSITY OF THE PHILIPPINES - VISAYAS

Eng'r. Emmanuel B. Ebro, RMESY: 2016-2017

MM 516 - THE DEVELOPMENT OF PERSONNEL MANAGEMENT AND

HRM

DEVELOPMENT OF PERSONNEL MANAGEMENT

• to be able to know the basic role and function of personnel management.

• to distinguish difference bet. personnel management and HR management approach

• to be able to know origin and development of personnel management through changing industrial trends

• to be able to recognize the importance of Human resource as a vital company asset.

OBJECTIVES:

INTRODUCTION

- People management originated in the UK in the nineteenth century amidst the factory conditions of the first Industrial Revolution. The unrestrained capitalism of the initial industrialisation of the UK was restricted by the Factory Acts of the 1840s, which compelled factory owners to consider the well-being of their workforces, at least to some degree.

EVOLUTION OF PERSONNEL MANAGEMENT

INTRODUCTION

- Enlightened capitalists such as Rowntree and Cadbury, who were often motivated by religious convictions, appointed ‘welfare officers’ to monitor and improve the conditions and lives of workers. Their actions would often seem intrusive and paternalistic today – for example, they discouraged drinking out of work hours as well as during. Caring for the welfare of employees was thus the first true ‘people management’ role in the sense of organisational responsibility beyond that of specific job performance.

EVOLUTION OF PERSONNEL MANAGEMENT

INTRODUCTION

'HRM' originated in manufacturing industry in the USA during the late 1970s and early 1980s. These represented a significant break with the personnel management paradigm. A number of factors led to this new management thinking, principally loss of faith in the traditional approach to mass production.

DEVELOPMENT OF HRM

INTRODUCTION

HRM is a broad concept from employee selection, training and development programs, career development, promotion, performance review and union – management interface and other activities.

DEVELOPMENT OF HRM

Scientific Management, also called Taylorism, is a theory of management that analyzes and synthesizes workflows. Its main objective is improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management.

SCIENTIFIC MANAGEMENTDEFINITION:

Its development began in the United States with Frederick Winslow Taylor in the 1880s and '90s within the manufacturing industries. Its peak of influence came in the 1910s by the 1920s, it was still influential but had entered into competition and syncretism with opposing or complementary ideas.

SCIENTIFIC MANAGEMENT

1. Taylor's view of workers - Taylor often expressed views of workers that may be considered prejudiced or insulting. While he recognized differences between workers, stressed the need to select the right person for the right job, and championed the workers by advocating frequent breaks and good pay, he often failed to conceal his condescending attitude and would call less intelligent workers "stupid", comparing them to draft animals.

SCIENTIFIC MANAGEMENTEFFECTS ON LABOR RELATIONS

2. Taylor's implementations

- Implementations of scientific management often failed to account for inherent challenges such as the individuality of workers and the lack of shared economic interest between workers and management. Taylor's methods were frequently resented and sometimes sabotaged by the workforce.


3. Early decades: Making jobs unpleasant

- Under scientific management, the demands of work intensified. Workers became dissatisfied with the work environment and became angry. During one of Taylor's own implementations at the Watertown Arsenal in Massachusetts, a strike led to an investigation of Taylor's methods by a U.S. House of Representatives committee.


4. Later decades: Making jobs disappear

- Scientific management may have exacerbated grievances among workers about oppressive or greedy management. It certainly strengthened developments that put workers at a disadvantage: the erosion of employment in developed economies via both offshoring and automation.


- In school of thought, this theory was considered obsolete in the late 1930's but most of its themes are still important parts of industrial engineering and management today. These includes:

1. Efficiency and elimination of waste.

2. Standardization of best practices.

3. Transformation of craft production into mass production.

+ IMPACT OF SCIENTIFIC MANAGEMENT

4. Knowledge transfer between workers.

5. Documentation of processes.

cont...

+ IMPACT OF SCIENTIFIC MANAGEMENT

- Human relations movement refers to the researchers of organizational development who study the behaviour of people in groups, in particular workplace groups and other related concepts in fields such as industrial and organizational psychology

HUMAN RELATIONS MOVEMENTDEFINITION:

- Originated by Elton Mayo in the 1930s' Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity. The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts, and it resulted in the creation of the discipline of human resource management.

HUMAN RELATIONS MOVEMENTHISTORY:

C:\Users\Lenovo\Desktop\TUP-VISAYAS\Masters Class\Personnel Management\The Human Relations Movement_ Definition and Significance to Organizational Behavior.mp4

HUMAN RELATIONS MOVEMENTELTON MAYO STRESSED:

1.The power of natural groups, in which social aspects take precedence over functional organizational structures.

2.The need for reciprocal communication, in which communication is two way, from worker to chief executive, as well as vice versa.

3.The development of high quality leadership to communicate goals and to ensure effective and coherent decision making.

- Behavior management include all of the actions and conscious inactions to enhance the probability people, individually and in groups, choose behaviors which are personally fulfilling, productive, and socially acceptable.

BEHAVIORAL MANAGEMENTDEFINITION:

- Skinner's approach says that anyone can manipulate behavior by first identifying what the individual finds rewarding. Once the rewards of an individual are known, then those rewards can be selected that the manager is willing to give in exchange for good behavior. Skinner calls this "Positive Reinforcement Psychology".

BEHAVIORAL MANAGEMENTB.F SKINNER APPROACH:

- Rogers proposes that in order to effectively address behavior problems, individual must be persuaded to want to behave appropriately. This is done by teaching the individual the difference between right and wrong including why he or she should do what is right. Rogers believes that the individual must have an internal awareness of right and wrong.

BEHAVIORAL MANAGEMENTCARL ROGERS APPROACH:

¬ Personnel Management is a method of developing potentials of employees so that they get maximum satisfaction out of their work and give their best efforts to the organization.

PERSONNEL MANAGEMENTDEFINITION:

- P. Pigors and Charles Myers

PERSONNEL MANAGEMENTGROWTH AND DEVELOPMENT:

– It was only in the early 1950s that it gradually gained acceptance and recognition in the private business and industry. For it to gain acceptance and recognition, three conditions needed to exist:

1. Top management must be convinced that personnel management is needed in its business operations;

2. Qualified personnel administrators must be available;

3. Personnel administrators must demonstrate their capacity to contribute to the company’s objectives and goals.

PERSONNEL MANAGEMENTCONTRIBUTING GROWTH FACTORS:

1. Increasing complexity of business operations.

2. Promulgation of Government regulations and labor laws.

3. Growth of Labor Unions.

4. Shortage of qualified men

5. Influx of new concepts in Management.

PERSONNEL MANAGEMENTOBJECTIVES:

1. Recruitment and Selection of right people at the right time and in the right quantity.

2. Induction of employees to the respective jobs.

3. Educating employees about the jobs, results expected, goals of the organization,and climate, etc.

4. Providing employees with training.

PERSONNEL MANAGEMENTOBJECTIVES:

5. Providing better working conditions in organization.

6. Retaining qualified and competent people.

7. Ensuring an effective and fair compensation structure within an organization.

8. Providing employees monetary incentives and motivate them to increase productivity.

9. Providing opportunities for research.

PERSONNEL MANAGEMENTROLES WITH RESPECT TO BUSINESS:Personnel Management is the:

– Planning, – Organizing,– Directing – Coordinating and– Controlling

Of the– Procurement, Placement,– Compensation, Training– and Motivating

Of human resources to the end that individual, organizational, and societal objectives are accomplished.

PERSONNEL FUNCTIONSCONCEPTS:

1. Selection, Hiring and placement ( provide adequate and qualified labor force).

2. Training and development of the HR (allowing workers to adopt with technological changes).

3. Compensation and employee benefits (Paternalistic concept of welfare program).

4. Labor relations (union handling).

PERSONNEL FUNCTIONSCONCEPTS cont..:

5. Government involvement (minimum wage law of 1951, etc.).

6. Human and public relations concept (physical, social, and psychological needs of workers).

7. Employee Communication (ex. Pulong2x programs).

ORGANIZING A PERSONNEL DEPT

12 SHORT STEPS:1. Top Management Understanding and support.

2. Selection of the personnel manager.

3. Policy and program formulation.

4. Top Management's Backing


12 SHORT STEPS:5. Communicating and Establishment of Personnel Department.

6. Determination of Objectives and Functions.

7. Writing Job Description and Job Specification.

8. Selection of Qualified Employees.

9. Training and Developing the Human Resources.


12 SHORT STEPS:10. Administering Personnel Programs and Policies.

11. Performance Evaluation.

12. Records and files.

ORGANIZING A PERSONNEL DEPTBASES OF DEPARTMENTATION:

– Procurement (employment)– Development (training)– Compensation (wage & salary administration)– Integration (labor relations)– Maintenance (safety)– Separation (employee services, retirement)

ORGANIZING A PERSONNEL DEPTBASES OF DEPARTMENTATION:

– Procurement (employment)– Development (training)– Compensation (wage & salary administration)– Integration (labor relations)– Maintenance (safety)– Separation (employee services, retirement)

ORGANIZING A PERSONNEL DEPTCHART:

PERSONNEL MANAGER

SECRETARY

TRAINING OFFICER

EMPLOYMENT OFFICER

SALARY OFFICER

LABOR RELATIONS OFFICER

SAFETY OFFICER

SEPARATION OFFICER

PERSONNEL MANAGERROLES & QUALIFICATIONS :

1. Help management achieve the company objectives and goals.- Goals Oriented

2. Assist Top Management in formulating sound policies, programs and rules.- Well-wisher


3. Assist Line supervisors and managers in providing employees with a satisfactory work environment and promote harmonious relationships with employees and unions.- Peacemaker

4. Make managers and supervisors aware of their full responsibilities by providing them technical help.- Provider


5. Help train and develop HR of the company by equipping them with basic skills and knowledge.- Teacher

6. Help promote understanding and good relationships by opening line of communications between management and employees.- Mediator


7. Identify management problems.- Problem Solver

8. Assist Management and Supervisors in handling labor relations problems.

- Decision maker


9. Assist the company in promoting good morale and motivation among its human resources.- positive thinker

Summary

• A personnel has a strong functional focus. It is concerned with the administration of specific employee-related functions such a hiring, training and disciplinary actions which are not viewed as interrelated.

• Human resources management views all personnel functions as interrelated and takes an encompassing view. It is development flexible and participatory in the sense that it is more concerned with the growth and development of the individual employee; provides more opportunities and innovations in all personnel functions.

END OF PRESENTATION

Development of personnel management

Recruiting & HR