Functions and operations of a personnel office

An organization is formed for the fulfillment of certain objectives like earning a desired rate of profit on investment, exploitation of certain natural resources, development of a given geographical area, and supplying to the public some essential goods or services. Machines, materials, money and all other non-human resources are the tools and aids that man uses to achieve his tasks. Thus, a proper selection of men is very much important for management of an organization. For example, Blinds Company who are sending their personnel for installation of roller shades and woven wood shades, need to be a proper person with technical knowledge as well as as individual too. 

 

However this is the most difficult of all the management tasks in an organization. Some people also say that ‘management’ means ‘managing managing men tactfully’. One often comes into contact with the personnel department of one’s office, for example, for selection, placement, training, discipline, grievance handling, wage administration, dismissal, etc. However, there are certain aspects of the work of a personnel department which may not be very obvious. When a company is doing term life insurance business online or when they have paperless officer, personal management may not be very obvious.

 

CHARACTERISTICS OF PERSONNEL MANAGEMENTPersonnel Management is known by various names. These are Personnel Administration, Labor Management, Industrial Relations, Employee Relations, Manpower Management, etc. The manager who performs this function is also, likewise, called by various names, like Personnel Manager, Employee Relations Manager, Industrial Relations Manager, Labour Relations Manager, Labour Officer, Labour Welfare Officer, Welfare Officer, Personnel Officer, Employee Relations Officer, and Industrial Relations Officer.

ORGANISATIONAL CONTEXT-1

Personnel should adopt the language of business and relate its effectiveness in relation to the business objectives concerning output, profit, and contribution to society. Peers in other functions focus on income, assets, liabilities, sales, costs and profits while personnel continue to talk about feelings.  

 

The traits which characterize personnel function today are: 

·         It is largely a reactive service

·         Employees are viewed as adversaries, not as partners or stakeholders

·         Employees constitute an element of cost, not an asset 

 

There is need for a change it personnel perspective to develop common interests and common language. Peter F. Drucker observes that few factors are as important to the performance of an organization as measurement. And, especially in personnel, measurement is the weakest area. Personnel should know how to objectively measure their activities, to get over the subjectivity myth and overcome the values conflict.

 

Until this happens, personnel would mean many things to many people and respect for and recognition of personnel would remain a far cry. Personnel should use information about their performance to gain recognition and acceptance. Numbers are important because words are imprecise. The role of personnel in strategic planning would be substantial if a personnel manager’s results guide has some of the examples as performance standards which we discuss in next post.

Political-3

Today we continue our talk on political as part of environmental aspects. Nevertheless, technological changes have reduced the dependence on muscle power in manual jobs, and manual labour in clerical and other white collar occupations. The advent of modern technology has rendered work on the shop-floor and the office more alike. Job content and methods of production are changing.

 

Modifications occur in the size and composition of work groups. The network of social relations among employees is also affected. Secular shifts in consumption patterns and technological developments have displaced artisans such as weavers, potters, fishermen, washermen, etc. Technical training institutions began to impart training in skills such as carpentry and weaving which once used to be the exclusive domain of people belonging to certain castes.

 

In retrospect, these changes had the following effects on the individuals: the link between caste and occupation was broken, the skill of artisans which was more personal and manual was replaced with the skill of technicians which is more impersonal and mechanical; job performance depended more on dexterity in handling machines than exercising one’s skill or craft and thus individual’s pride in his contribution to final output, for which Indian artisans were renowned was reduced.

Political-2

As a part of our talk on management still today we have discussed on so many important factors of the management like Concept of Human resources management, Human resources development, HRD mechanism, HRD planning, career planning, Organizational development, Quality management, HRD system, etc… Today we continue our discussion on one important environment aspects as political and we have already started our talk on this in previous post.  While legislation did play a positive role in bringing about desired changes in the direction of social and natural justice, it has also made employers and employees themselves legalistic. Over 1.5 lakh labor disputes are pending in courts.

 

In the organized manufacturing sector alone, over 3,000 man days per every 1000 persons employed are lost every year in the industrial disputes where both the parties seek to assert their respective rights. Litigation has grown due to increase in number of disputes and delays in adjudication.

 

Technological imperatives are limiting the options available. However, more number of jobs are lost due to sickness than due to modernization and automation. Delays in absorption, failure in adaptation, absence of economies of scale, high costs and cost-push tendencies due to the nature of competition have restrained the positive features of technology.

 

blinds, roller shades, woven wood shades

Political-1

Political independence and democratic forces have raised the expectations of our people. Compared to most other developing countries in Asia and Africa, the democratic institutions in India are more developed, strong and active. There is an increasing demand from our people for a greater degree of involvement and participations in matters that concern and affect them.

 

Government intervention to regulate employment relationship and organizational performance has been on the increase in pursuit of the ideals enshrined in our Constitution and the objectives of Five-year Plans.

 

We have had much progressive legislation since independence to regulate working conditions and employment relations, abolish bonded labor, check contract labour, ensure equal pay for equal work, guarantee minimum wages, provide social security, etc. We also some stringent legislations like Essential Services Maintenance Act (ESMA) and Maintenance of Internal Security Act (MISA), which trade unions and civil liberty organizations abhor.

 

Employers and unions are critical about much of the legislative framework because it does not enable them to function the way they want to, but seeks to control. Non-compliance of legislation is fairly widespread because ‘state ways’ alone cannot change ‘folkways’; besides, weaknesses in administering the laws and loopholes in the provisions have aggravated the situation.

Employee Welfare and Quality of Work Life

Employees at lower levels in the organization usually perform relatively monotonous tasks and have fewer opportunities for promotion or change. This is particularly true in developing countries. In most countries, many employees belong to trade unions. In order to maintain their work commitment and motivation, the organization must provide some welfare benefits such as medical insurance, disability insurance, and holidays and vacations.  

 

Quality-of-work-life programmes generally focus on the environment within the organization and included: basis physical concern such as heating and air conditioning, lighting, and safety precautions; additional physical amenities such as food and beverages facilities, recreation, and aesthetics; and psychological and motivational factors such as flexible work hours, freedom to suggest changes or improvements, challenging work, and varying degrees of autonomy.  

 

HRD systems focus on employee welfare and quality of work life by continually examining employee needs and meeting them to the extent feasible. Job-enrichment programmes, educational subsidies, recreational activities, health and medical benefits, and the like generate a sense of belonging that benefits the organization in the long run.