TOPIC :

PERSONNEL AND HUMAN

RESOURCE MANAGEMENT
IN AN ORGANIZATION OF
INSTITUTION
Organizational Structure of the Personnel and Human
Resource Department
Functions and Compositions of Personnel and Human
Resource
The Personnel Program
Personnel Policies

Teresa G. Cunanan
Discussant
 PERSONNEL AND HUMAN RESOURCE MANAGEMENT IN AN ORGANIZATION
OF AN INSTITUTION

Course Description: Human Resource Management

I. Learning Objectives:
 To define organizational structure.
 To differentiate personnel management and human resource
management.
 To identify the functions of personnel and human resource.
 To illustrate the Human Resource department team structures.
 To discuss personnel program and personnel policies.

II. Content (PowerPoint Presentation):

III. Discussion/
Lesson Proper:
A. Preparatory Activity
Pre-Evaluation Activity:

Students will share their ideas about what they learned from the previous discussion
on Personnel and Human Resource Management.

B. Developmental Activities
Discussion of the topic: “Personnel And Human Resource Management in
an Organization of an Institution”

ORGANIZATIONAL STRUCTURE DEFINED

Organizational structure refers to the way people are organized or how

their tasks are divided and coordinated. Organizational structure is the formal
design among people and gatherings concerning the duties, designation of
undertakings and specialists in the organization. The structure of an organization
defines the way individuals should operate, in departments or divisions and it is
meant to link people as they interact towards achieving set goals. 

An organizational structure reveals vertical operational responsibilities,

and horizontal linkages of individuals. Organizational structures may be much
more complex due to the size and geographic dispersal of an organization. In view
of the above definitions one can assume that an organizational structure is the
physical format of duties in an organization. Schools have predefined structures
whose implementation depends on school leadership, some are made rigid while
others are flexible. 

Forming an Organizational Structure

An organizational structure is also viewed as the relationship between

the management team and the workforce for performing formal tasks and
reporting. The management team designs the structure of an organization and the
basic inspiration is the motivation of employees to work to their expectations in an
organizational structure that allows them to best execute their duties to produce
the desired work. 

Therefore, the formation of an organizational structure typically refers to

the hierarchical arrangement of lines of authority, communications, rights and
duties of an organization. The structure typically determines how the roles, power
and responsibilities are assigned, controlled, and coordinated, and how
information flows between the different levels of management. A structure
depends on the organization's objectives and strategy. In a centralized structure,
the top layer of management has most of the decision making power and has tight
control over departments and divisions. In a decentralized structure, the decision
making power is distributed and the departments and divisions may have different
degrees of independence. 

PERSONNEL MANAGEMENT VS. HUMAN RESOURCE

MANAGEMENT
Personnel Management

Traditionally the term personnel management was used to refer to the set
of activities concerning the workforce which included staffing, payroll,
contractual obligations and other administrative tasks. In this respect, personnel
management encompasses the range of activities that are to do with managing the
workforce rather than resources.

Personnel Management is more administrative in nature and the Personnel

Manager’s main job is to ensure that the needs of the workforce as they pertain to
their immediate concerns are taken care of. Further, personnel managers typically
played the role of mediators between the management and the employees and
hence there was always the feeling that personnel management was not in tune
with the objectives of the management.

Human Resource Management

With the advent of resource centric organizations in recent decades, it has

become imperative to put “people first” as well as secure management objectives
of maximizing the ROI (Return on Investment) on the resources. This has led to
the development of the modern HRM function which is primarily concerned with
ensuring the fulfillment of management objectives and at the same time ensuring
that the needs of the resources are taken care of. In this way, HRM differs from
personnel management not only in its broader scope but also in the way in which
its mission is defined.

HRM goes beyond the administrative tasks of personnel management and

encompasses a broad vision of how management would like the resources to
contribute to the success of the organization.

Difference Between Personnel Management and Human Resource

Management

At this point, you might be thinking, what actually is different between

personnel management and human resource management. Not only you but many
critics have also argued regarding this topic. In fact, some of them have
commented that Human Resource Management is just a new title given to
Personnel Management in an endeavor to rebrand the personnel department and
achieve more acknowledgement for their role. On the other hand, remaining
critics, after thorough inspection, have noted major differences between personnel
management and human resource management.
 Although both the management seem to be involved in the same
organizational activities, the difference is in the way those activities are
approached and operated. For more detailed information regarding differences
between personnel management and human resource management, let us check
the table below.

FUNCTIONS OF PERSONNEL AND HUMAN RESOURCE

Now that the differences between  Personnel Management and Human

Resource Management is clear, let us look into the functions of Personnel and
Human Resource.

A) Planning Manpower Requirements

1. Forecasting Vacancies
Actions: 
 Forecasting future vacancies
 Anticipating retirements, promotions, and transfers 

2. Recruitment Planning
Actions:
 Preparing job analysis, job descriptions, and job specifications
 Analyzing resource of potential employees
 Attracting potential employees

B) Organizing the Manpower

1. Organizing 
Actions:
 Analyzing organization structure
 Recommending organizational changes.

2. Selection 
Actions:
 Weeding out undesirable applicants
 Interviewing, conducting tests
 Investigating references
 Arranging medical examinations

C) Staffing 

1. Induction
 Actions:
 Orienting new employees
 Ascertaining their training requirements 
 Reviewing their performance
 Future education and development of employees

2. Transfer/Promotions
Actions:
 Continuously analyzing job descriptions
 Evaluating employee qualification/performance
 Determining further training requirement

3. Manpower Development
Actions:
 Developing performance standards
 Appraising performance
 Planning individual development programme

4. Training
Actions:
 Planning and preparing training programme
 Providing training staff and needed facilities
 Conducting training programmes
 Evaluating training results

D) Motivating 

1. Payments
Actions:
 Analyzing jobs as per job description
 Evaluating such jobs
 Developing scales
 Deciding fringe benefits

2. Recreation
Actions:
 Conducting social, sports and recreational activities

3. Communication
Actions:
 Developing channels and media of information system
 Introducing suggestion scheme
 Conducting opinion surveys
 Developing grievance procedures

4. Health and Safety

 Actions:
 Providing medical facilities
 Providing safety measures

5. Collective Bargaining
Actions:
 Negotiating

6. Employee Discipline
Actions:
 Establishing conduct rules
 Taking disciplinary measures when necessary

E) Controlling 

1. Performance Appraisal
Actions:
 Developing performance evaluating system
 Conducting performance evaluating interviews
 Analyzing evaluation results

2. Security
Actions:
 Developing ang implementing security measures
 Providing watchmen
 Organizing firefighting training

3. Employee Attitude and Employers Attitude

Actions:
 Analyzing personnel problems, arrange consulting
 Implementing improved practices

COMPOSITIONS OF PERSONNEL AND HUMAN RESOURCE

Regardless of the size of your organization, at a very basic level, the most
effective way of organizing the structure of an HR team is to have individuals (or
teams) that each specialize on key human resource functions. So for instance, one
person or team focuses on training and development, another on issues that
involve monetary transactions (salaries, compensation, benefits and so on), and
another that deals with compliance and employee and labor relations. Ultimately
the teams that form the structure of your HR department will be determined by the
business needs of your company.
Starting with the head of a company’s HR department, we should clarify that what
this role is and who this person reports to varies widely, most frequently based on
the size of the company or the bandwidth of internally sourced HR responsibilities
versus externally sourced tasks. The HR leader is not always on the executive
team or considered the company board’s peer, yet they are responsible for
reporting to the CEO as a trusted partner of the executive team.

With this in mind, here are three examples of HR department team

structures within an organization.

HR Organizational Reporting Structure in a Small Organization, Business,

or Startup

HR Manager - Generalists in their roles, they do a bit of everything including

benefits, compensation, recruiting and handling employee relations issues. 

HR Director - Often responsible for HR teams of two or more, human resource

directors may serve as the highest-ranking member of HR within a smaller
company or a startup.

HR Specialist - Focused on administration, payroll processing**, and other

administrative tasks, as well as employee orientation, training, and pre-screen
interviewing. 

*A small business will not always have specialist HR roles.

**Payroll is often an externally sourced function provided by a vendor partner for
SMBs (small and mid-sized businesses).

Human Resource Information Specialist (HRIS) - Oversees and maintains HR

and recruiting technologies. The HRIS is familiar with recruiting and HR
processes but is highly technical and interfaces directly with the information
technology department.*

*Many small businesses have HRIS roles that fall under the umbrella of the IT
department, especially in the technology sector.

HR Coordinator - Files and maintains reports, processes payroll, schedules

interviews, plans and organizes events, handles inter-office communication. In a
small company, this role is typically the “right hand” of the head of HR.

Recruiting Coordinator - An administrative position, this role is responsible for

recruiting tasks (including being the point person of contact for staffing or
recruiting partners), as well as maintaining Applicant Tracking System (ATS) data
and reports.
Office Administrator - This position within a startup or small company typically
supports the HR team, but also performs other administrative tasks for the entire
company.
HR Organizational Reporting Structure for Mid-sized Organization or
Businesses (100-999 employees)

Chief Human Resources Officer (CHRO) - Focuses on the strategy of human

capital and how HR programs grow revenue and the organization for the broad
and often global organization and for the longer term. OR

Vice President of HR - Works with the executive team on business objectives.

They view financial documents and work to understand how programs and
services drive revenue. Focused on business metrics, reporting, and analytics. 

Recruiting Director - Reports to the CHRO or VP of HR and is the senior leader

for hiring and recruiting. A decision maker responsible for budgeting, allocation,
and strategy planning with senior leadership on the subject of talent acquisition
and recruitment. 

HR Director - Responsible for annual budgets and decisions on buying software,

systems and negotiating benefits for the company. This role is less focused on
compliance and policy and more on driving results for the organization related to
human capital.

Compensation and Benefits Manager - This role is responsible for managing

benefit plans including health insurance, life insurance, dental, vision, 401(k)
plans, and other programs like employee assistance programs and tuition
reimbursement. 

HR Specialist - Focused on administration, payroll processing*, and other

administrative tasks, as well as employee orientation, training, and pre-screen
interviewing. May specialize in employee relations, program management, project
management, and compliance, among other areas.

*Payroll is often an externally sourced function provided by a vendor partner for

SMBs (small and mid-sized businesses).

HR Generalist - A broad role that can include handling benefits, compensation,

recruiting and employee relations, as well as location forecasting and budgeting,
recruiting and interviewing, compliance and overseeing EEOC investigations and
claims. 

Human Resource Information Specialist (HRIS) - Oversees and maintains HR

and recruiting technologies. The HRIS is familiar with recruiting and HR
processes but is highly technical and interfaces directly with the information
technology department.

Recruiter - Specializes in the hiring and selection for open requisitions that the
organization is hiring for from job seekers who applied for a position through a
career site and applicant tracking system. Most commonly works with candidates
and hiring managers.

Recruiting Coordinator - An administrative position, this role reports to a

recruiter and is responsible for a wide variety of recruiting tasks like candidate
outreach, campaign coordination and execution, as well as maintaining ATS data
and reports.

HR Coordinator - Files and maintains reports, processes payroll, schedules

interviews, plans and organizes events, handles inter-office communication. In a
mid-sized company, this role is typically the administrative heart of an HR team.

HR Organizational Reporting Structure for Large Organizations or

Businesses (more than 1,000 employees)
Chief Human Resources Officer (CHRO) - Focuses on the strategy of human
capital and how HR programs grow revenue and the organization for the broad
and often global organization and for the longer term. Reports to the company
CEO.

Vice President of HR - Works with the executive team on business objectives.

They view financial documents and work to understand how programs and
services drive revenue. Focused on business metrics, reporting, and analytics.
Reports to the CHRO.

Chief Diversity Officer - Focuses solely on employee and candidate diversity and
inclusion. This position in Fortune 500 companies and within the tech industry
often reports directly to the CEO. Sometimes this role is also referred to as Vice
President of Diversity and could also report directly to the CHRO depending on a
company’s organizational structure.

HR Business Partner (HRBP) - A consultative position that provides resources

and builds relationships while focusing on the missions and objectives of the
organization. This person is seen as an operational and more strategic resource for
the region or area in which they support and often specializes in a specific area of
need for the company. Larger companies often have multiple HRBPs supporting
specific functions within human resources.

Recruiting Director - Reports to VP of HR and is the senior leader for hiring and
recruiting. A decision maker responsible for budgeting, allocation, and strategy
planning with senior leadership on the subject of talent acquisition and
recruitment. 
HR Director. Responsible for annual budgets and decisions on buying software,
systems and negotiating benefits for the company. This role is less focused on
compliance and policy and more on driving results for the organization related to
human capital.
Compensation and Benefits Manager - This role is responsible for managing
benefit plans including health insurance, life insurance, dental, vision, retirement
plans, and other programs like employee assistance programs and tuition
reimbursement. 

HR Specialist - Focused on administration, payroll, and other administrative

tasks, as well as employee orientation, training, and pre-screen interviewing. May
specialize in employee relations, program management, project management, and
compliance, among other areas. Large companies will typically have multiple HR
Specialists for these areas.

HR Generalist - A broad role that can include handling benefits, compensation,

recruiting and employee relations, as well as location forecasting and budgeting,
recruiting and interviewing, compliance and overseeing EEOC investigations and
claims. 

Human Resource Information Specialist (HRIS) - Oversees and maintains HR

and recruiting technologies. The HRIS is familiar with recruiting and HR
processes but is highly technical and interfaces directly with the information
technology department. Depending on the size of the company, multiple HRIS
positions that focus on specialty areas like data management and security,
technology development and HROS support.

Recruiter - Specializes in the hiring and selection for open requisitions that the
organization is hiring for from job seekers who applied for a position through a
career site and applicant tracking system. Most commonly works with candidates
and hiring managers. Large companies may have a team of recruiters dedicated to
specific lines of business or regions.

Recruiting Coordinator - An administrative position, this role reports to lead or

senior recruiters and is responsible for a wide variety of recruiting tasks like
candidate outreach, campaign coordination and execution, as well as maintaining
ATS data and reports.

HR Coordinator - Files and maintains reports, processes payroll, schedules

interviews, plans and organizes events, handles inter-office communication. In a
large company, this role is typically held by multiple individuals focusing on
recruitment marketing, email outreach, or internal resourcing.

THE PERSONNEL PROGRAM

 Personnel Program refers to activities to implement the organizational
philosophy or creed and the personnel philosophy of central managers in relation
to people to accomplish organizational objectives. It serves as a fundamental
guide to personnel practices and personnel policies used in an organization for
maintaining harmony between management and employees.

The purpose of personnel program is to guide management and the

employee in their activities designed to attain the objectives and to provide for the
development and maintenance of good employer-employee relations.

 Personnel Program defines:

1. The objectives
2. The Policies and Procedures
3. The means of carrying out the varied personnel functions

 Well-planned Personnel Program

- It is an instrument for promoting company-wide harmony in labor-

management relations.

- Its objectives must be preventive rather than remedial

Desire of Every Employee

1. Job security
2. Opportunities to learn the job and grow with the company
3. Good working conditions
4. Treatment as a human being 
5. Good supervisors
6. Opportunity for training, development, and advancement
7. Fair wages and salaries
8. Sound employee benefits and services

To be effective, the personnel program must meet certain human wants

essential in achieving:
  Adequate Pay
 Opportunity for Advancement
 Recognition for good work
 Interesting and meaningful work
 Reasonable security
 Recognition and respect for the individual as a human being

Examples of Personnel Program

ü Trainings and Seminars

ü Promotions, Performance Appraisal, and Additional Benefits
ü Team-Building and Other Extra-Curricular Activities
ü Professional Development Opportunities

PERSONNEL POLICES

Personnel polices refer to principles and rules of conduct which

“formulate, redefine, break into details and decide a number of actions” that
govern the relationship with employees in the attainment of the organization
objectives. These policies lay down the criteria for decision making in accordance
with the overall purpose of the organization. The policies for human resources are
formulated by the top management for assisting the executives to deal with the
personnel at work.

Therefore, the personnel policies are the interpretations of the recognized

intentions of the top management in relation to the personnel of the organization.
The principles and rules of conduct governing the dealings of the organization
with its employees are covered under the personnel policies.

To perform their functions and responsibilities efficiently and

successfully, personnel policies must be prepared by all personnel executives
beforehand. Well considered and balanced personnel policies are the base of
sound manpower management. They bring uniformity in personnel decisions,
proper control and coordination among workers. These are essential for perfect
running of the organization. The objective and positive personnel management is
possible only when management prepares personnel policies.

Personnel Policies: Principal Aims and Objectives

 The principal aims and objectives of personnel policies may be listed
thus: 

(i) To enable an organization to fulfil or carry out the main objectives

which have been laid down as the desirable minima of general
employment policy; 

(ii) To ensure that its employees are informed of these items of policy and
to secure their cooperation for their attainment; 

(iii) To provide such conditions of employment and procedures as will

enable all the employees to develop a sincere sense of unity with the
enterprise and to carry out their duties in the most willing and effective
manner; 

(iv) To provide an adequate, competent and trained personnel for all levels
and types of management; and motivate them; 

(v) To protect the common interests of all the parties and recognize the
role of trade unions in the organizations; 

(vi) To provide for a consultative participation by employees in the

management of an organization and the framing of conditions for this
participation, this, however, shall not take place in technical, financial or
trading policy; 

(vii) To provide an efficient consultative service – this aims at creating

mutual faith among those who work in the enterprise-

(a) By developing management leadership which is bold and

imaginative and guided by moral values; 

(b) By effectively delegating the human relations aspects of

personnel functions to line managers; 

(c) By enforcing discipline on the basis of co-operative

understanding and a humane application of rules and regulations;
and 

(d) By providing for a happy relationship at all levels; 

(viii) To establish the conditions for mutual confidence and avoid

confusion and misunderstanding between the management and the
workers, by developing suggestion plans, joint management councils, work
committees, etc., and by performance appraisal discussions; 
 (ix) To provide security of employment to workers so that they may not be
distracted by the uncertainties of their future; 

(x) To provide an opportunity for growth within the organization to

persons who are willing to learn and undergo training to improve their
future prospects; 

(xi) To provide for the payment of fair and adequate wages and salary to
workers so that their healthy co-operation may be ensured for an efficient
working of the undertaking; 

(xii) To recognize the work and accomplishments of the employees, by

offering non-monetary incentives rewards; 

(xiii) To create a sense of responsibility, on the part of those in authority,

for the claims of employees as human beings, who should be guaranteed
protection of their fundamental rights and offered enough scope for
developing their potential. 

In brief, personnel policies should respect human dignity and personal

integrity, ensure fair treatment for all, irrespective of caste, creed, or color, and
offer reasonable social and economic security to employees. They should be so
designed as to ensure that work and accomplishment are properly recognized, that
safety and health conditions of work are created, that common interests are
promoted and employee participation is encouraged, that the role of trade unions
is recognized and their functions and responsibilities are respected, and that the
employees’ satisfaction and motivation and their development as individuals are
properly looked after.

In conclusion, it may be observed that personnel policies are an expression

of intents and plans of managements’ design to attain the objectives of an
organization, they are a guide for managements’ decision and plans of action and
which govern the enterprise in its relationship with its employees. Such policies
are established in consultation with the employees themselves; and to ensure
uniformity in action and to give the security of knowing what to expect, they are
generally always put into writing.

C. Closure Activity

Students will share their views and thoughts regarding the different schools of
thought in psychology and education.

IV. Synthesis/Generalization:
 Indeed, for the past years, researchers have expanded the field of moral development,
applying moral judgment, reasoning, and emotion attribution to topics such as
prejudice, aggression, theory of mind, emotions, empathy, peer relationships, and
parent-child interactions. Their studies provide a wide range of information about
these topics covered in moral development today and one of the main objectives was
to provide a sense of the current state of the field of moral development.

Allow me to end my discussion by this quote from Aristotle, who was revered as ‘The
First Teacher” and “The Philosopher”. “Good moral character is not something that
we can achieve on our own. We need a culture that supports the conditions under
which self-love and friendship flourish.”

V. Evaluation:

Check your understanding of the implications of some of the major theories

reviewed in this topic by indicating who is likely to have made each of the statements
quoted below. Choose from the following theorists:
(a) Wilhelm Wundt,
(b) William James, and
(c) Sigmund Freud.

1) “He that has eyes to see and ears to hear may convince himself that no mortal
can keep a secret. If the lips are silent, he chatters with his fingertips;
betrayal oozes out of him at every pore. And thus the task of making
conscious the most hidden recesses of the mind is one which it is quite
possible to accomplish.”

2) “The book which I present to the public is an attempt to mark out a new
domain of science. . . . The new discipline rests upon anatomical and
physiological foundations. . . . The experimental treatment of psychological
problems must be pronounced from every point of view to be in its first
beginnings.”

3) “Consciousness, then, does not appear to itself chopped up in bits. Such

words as ‘chain’ or ‘train’ do not describe it fitly. . . . It is nothing jointed; it
flows. A ‘river’ or ‘stream’ are the metaphors by which it is most naturally
described.”

VI. Assignment:

Answer the following questions comprehensively:

 1) How did structuralism and functionalism differ, and who were the important
people in those early fields?

2) What were the basic ideas and who were the important people behind the early
approaches known as psychoanalysis and behaviorism?

3) What are the basic ideas behind the seven modern perspectives, as well as the
important contributions of Skinner, Maslow, and Rogers?

References:

Introduction to Psychology. (n.d.). Retrieved from Lumen Learning:

https://courses.lumenlearning.com/waymaker-psychology/chapter/reading-structuralism-
and-functionalism/

SlidesCarnival. (n.d.). Retrieved from SlidesCarnival: https://www.slidescarnival.com/

Weiten, W. (2010). Psychology: Themes and Variations. Stanford, United States of America.

verywellmind. (n.d.). Retrieved from verywellmind: https://www.verywellmind.com/

(n.d.). Retrieved from SimplyPsychology: https://www.simplypsychology.org/#gsc.tab=0