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` Personnel Role

` Welfare & Counsellors Role

Administrative Role` Fire-fighting and Legal Role

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Advisory effective use

` Manpower planning, recruitment,

selection etc.` Training & development

` Measurement & Assessment of

individual and group behaviour

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` Managing services canteen,

transport co.op., crches etc.

` Group Dynamics, counselling,motivation, leadership,

communication

` Research in personnel and org.problems

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` Salary & wage administration

incentives

` Maintenance of records` Human-engineering, Man-machine

relations

` Effective utilization of humanresources

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` Grievance handling

` Settlement of disputes

` Handling of disciplinary & legalmatters

` Collective bargaining

` Joint consultation and participation

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` Sense of vocation

` Capacity of leadership

` Personal Integrity

` Sense ofSocial Responsibility` Dynamic personality

Spontaneity of speech

Facial expressions

Courtesy and social awareness Personal dignity

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` Personnel departments were created to deal

with: Drastic changes in technology

Organizational growth

The rise of unions

Government intervention

concerning working people

` Around the 1920s, more organizations

noticed and acted on employee-management

conflict

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Industrial Revolution :

` Technology made progress

` Specialization increased

` Workers job dull, boring

` workers treated as like glorified machine tools

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` Systematic analysis and breakdown of work

` Individual selected to perform jobs which matched

them physically and mentally

` Training regarding jobs given to employees

` More incentives to workers who produced better

results.

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` Workers joined hands to protect against

exploitation by owners

` Improve welfare of workers by collectivebargaining

` Working conditions , pay and benefits, etc.

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` The Hawthorne studies (1924 to 1933): Were to determine the effects of

illumination on workers and their output

Rather, it pointed out the importance of

social interaction on output and satisfaction. Employee productivity depends not only on job and money but

on certain social and psychological factors also

Implementation of behavioural science approach for support and

concern for employees, bond between labour and management

and keep them happy

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` Happy workers may or may not be better workers

` Each employee is different what motivates one

may not motivate other

` Employees as assets, job itself source ofsatisfaction

` Most people have self direction ,will do well if

given proper environment

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` Managers basic job is to unleash the hidden

potential of employees

` Their participation is required for growth of org

` Manager should create work climate whereeverybody contributes to their best.

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concept Description

The it

ept

Fact r fpr cti

Pater ali tic

concept

Humanitarianconcept

aborasacommodit to

bebought andsold

Li emoney , material, land

Protecti eattitude towards

employees

To improveoutput

psychological needshavetobemet alongwithmoney

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concept Description

Human resource

concept

mergingconcept

ost valuableasset ,org

goalswill bemet if theyare

satisfied

Employeesaspartners in

growthoforg. ,theyshould

havea feeling that it is their

org., managersshouldprovidebetter ualityof

wor lif e (Q L)

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` Personnel

Management

` Personnel means personsemployed. PM is the

management of peopleemployed.

` Human

ResourceManagement

` HRM is the managementof employees skills,

knowledge, abilities,talents, aptitudes, creativeabilities etc.

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` Personnel

Management

` Employee is treated as

an economic man as his

services are exchanged

for wage/salary

` Human

Resource

Management` Employee is treated notonly as economic man

but also as social and

psychological man. Thus

the complete man isviewed.

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` Personnel

Management

` Employees are used

mostly for organizational

benefits.

` Personnel function is

treated as only an

auxiliary.

` Human

Resource

Management` Employees are used for

the multiple mutual benefit

of the organization,

employees and their family

members.

` HRM is a strategic

management function.

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` Two issues are important here

` A)place of HR department in the overall set-up

` 2) composition of HR department itself

` Status of HR deptt in org depends on whetherthe unit is small or big

` In a small unit there is no separate HR deptt

` Either services of a outsider who can handle

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` Records and accounts related to provident

fund,pension etc.

` Or a low placed emlpoyee may be entrusted

with the task of HR manager` In case of large scale unit there would be a

manager heading HR deptt

` In case company has offices in different

countries ,a centralised deptt HQ and each

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plant will have a separate deptt

Routine activites to be handled by the local

deptt where as the central deptt,will make

broad policies concerning all employeesThe HR deptt composition will depend on the

scale of operations and attitude of top mgmt

Headed by a Director ,under whom are

Manager(personnel),admn,IR,HRD

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` It is the process by which employers transfer

routine work to other org that specializes in

that area and can perform it more efficiently.

` The reason for doing so could be downsizing,rapid growth, globalization or growing

competition.

` It leads to less costs,flexibility and specialised

expertise.

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