PA Session 5.ppt

7/29/2019 PA Session 5.ppt

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8/01/2012 1


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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

accepted / used by line managers2/17/2013 4


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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 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 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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Follow upOnce implemented

monitor feedback

number of exceptions made

classification of problems

Evaluation necessary

in line with requirements

links with practices / procedures / rules

facilitate decision making2/17/2013 13


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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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2/17/2013 22

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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2/17/2013 23

Production oriented departments

President /CEO


VP FinanceVP HR /Admin

GM Labour

Welfare

GM Industrial

Relations

GM Personnel

Admin

ManagerRecruitment

ManagerWelfare

ManagerAdmin


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Labour Welfare oriented departments

President /CEO


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


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


formulating / introducing schemesmaintaining parity / monitoring progress

modifying when required

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Personnel Management

whose function ?


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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Unit oriented department - Current

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President /CEO

VP FactoryPune

VP FactoryNasik

VP FactoryGoa

VP HR /Admin, CO,

Mumbai

GM LabourWelfare


GM PersonnelAdmin

ManagerRecruitment

ManagerWelfare

ManagerAdmin


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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



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People oriented department - Current

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President /CEO

VPProduction

VP BusinessVP HR /

Admin, CO,Mumbai

GM LabourWelfare


GM PersonnelAdmin

ManagerRecruitment

ManagerWelfare

ManagerAdmin


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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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PA Session 5.ppt

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