Q 1. PERSONNEL MANAGERA Personnel
INCENTIVES
Manager (PM) is a person who performs the
work of a human resources specialist. A
personnel manager is responsible for
management and administrative works such
as recruitment, job analysis, job evaluation,
managing wages and salaries, training
administration, resolving disputes, labour law
compliance and related tasks in any
organization. Personnel management
Personnel management is concerned with
the proper use of human factors. It may be
defined as that field of management which is
concerned with the planning, organizing,
directing and controlling various operative
functions of procurement, development,
utilization and maintenance of a labour force
in such a way that objectives of company,
those of personnel at all levels and
those of community are achieved.
Characteristics & Qualities of a PM:
1) Analytical Ability, 2) Approachable,3)
Business Insight, 4) Capacity for persuasion,
5) Communication Skills6) Compliance with
Labour Laws:7) Cooperation,8) Coordination,
9) Decision Maker, 10) Delegator:11)
Emotional Intelligence, 12) Expert in
Personnel Administration, 13) Expert in
Problem-solving technique,14) Expert in Time
Management:, 15) Expertise in Human
Resources, 16) Innovation, 17) Integrity, 18)
Intelligence:,19) Leadership qualities:, 20)
Motivator, 21) Objectivity and Impartiality,
22) Presenter:, 23) Specialist in personnel
psychology,organisation theory and
behaviour
Role of Personnel Manager :-
(A) Administrative Roles: 1) Administrative
Expert: 2) Advisor:, 3) Counselor:,4) House-
keeper:, 5) Legal consultant:, 6) Policy
maker, 7) Welfare officer,(B) Operational
Roles:
1) Linking Pin:, 2) Mediator:, 3) Recruiter:, 4)
Trainer developer motivator,(C)Strategic
Roles: 1) Change Agent:2) Strategic Partner:
Q.2. PERFORMANCE APPRAISAL :
People differ in their abilities and their
aptitudes. There is always some difference
between the quality and quantity of the same
work being done by two different people.
Therefore, performance appraisal is
necessary to understand each employee's
abilities, competencies and relative worth for
the org.
Objectives : (1) Pay Rise(2) Promotions(3)
Feedback(4) Training and development
program(5) Improves Supervision(6) Career
Planning(7) Healthy and Productive work
environment(8) Improves communication:
Basis of Performance Appraisal:
1)Knowledge about the job, 2.Quantum of
work,3. Quality of work,4. Cost
consciousness, 5.Use of discretion and
judgment, 6. Initiative Leadership skills.
7.Power of expression
Performance Appraisal Process
Performance appraisal can be undertaken
either on informal basis or on formal and
systematic basis
1. Defining Objectives: 2. Defining Appraisal
Norms: 3. Designing Appraisal Programme:
4. Implementation: 5. Appraisal Feedback:
6. Post - Appraisal Action:
Methods of Performance Appraisal :
1. Traditional methods : a) Ranking Method:
b) Paired comparison:c) Grading:d) Forced
Distribution Method:e) Forced-Choice
Method:f) Check List Method:g) Critical
Incidence Method:h) Graphic Scale Method:i)
Essay Method:j) Field Review Method:
2. Modern methods. : a) Appraisal by Results
or Objectives b) BARSc) Assessment Centre
Method:d) 360 Degree Appraisal
Q. 3. PERSONNEL POLICIES
A policy may be defined as a statement or
general understanding which provides
guidance to decision making to members of
an organisation in respect of any course of
action. Personnel policies are well recognised
intentions of the management with respect to
manpower management in the organisation.
Objectives:- 1) Delegation, 2) Uniformity: 2)
Better control, 4) Standards of efficiency, 5)
Confidence:, 6) Speedy , 7) decisions, 8)
Coordinating devices, Formulation of
Personnel Policies :- 1) Identifying the
need, 2) Collecting data,3) Specifying
alternatives, 4) Communicating the policy, 5)
Evaluating the policy: Types of Personnel
Policies Classified into several categories
depending on(i) Their source (ii) Scope(iii)
Form
1). Originated policies, 2) Appealed policies,
3) Imposed polices, 4)General policies, 5)
Specific policies, 6) written or implied policies
Contents of Personnel Policy
1. Recruitment or hiring of employees.
2. Manpower planning and development.
3. Training programmes. 4. Absenteeism.
5. Hours of work,6. Conditions of employment
7. Overtime. 8. Lay-off, termination of
services and welfare. 9. Wage policy,
motivation and incentives. 10. Recognition of
trade union.11. Promotion, demotion
Structure of Personnel Policies
1. Recruitment and Selection, 2. Promotion
policy, 3. Training policy, 4. Wage policy,
5. Demotion and termination policy6. Working
conditions and motivation policy6. Working
conditions and motivation policy 7. Welfare
policy 8. Integration policy
Q.6. PERSONNEL RESEARCH
PR is a systematic and scientific process of
collecting information, analyzing the
information and drawing conclusions for
better decision-making in HR function.
Purposes of Personnel Research
1. To build upon existing knowledge.2. To
evaluate the present conditions in human
resource management, 3. To appraise
proposed personnel programmes in the
organisation.4. To predict future problems.
5. To evaluate current policies, programmes
and practicesTypes of PR : 1. Pure Basic
Research, 2. Objective Research, 3.
Evaluative Research: 4. Applied Research, 5.
Action Research, Methods and Tools of PR:
1) Historical studies, 2. Case studies, 3. The
Survey Method, 4. Statistical Studies,5.
Mathematical Models:, 6. Simulation,7. Action
and Field Research:, 8. Experimental
Studies: Research Procedure1.Statement of
Purpose 2. Statement of Problem, 3.
Statement of Method:, 4. Statement of
Results:, 5. Statement of Analysis and
Implications
Q.4. RECRUITMENT & SELECTION
RECRUITMENTRecruitment is the first step
in the process of filling a vacancy.
Recruitment is the process of identifying,
screening, shortlisting and hiring potential
resource for filling up the vacant positions in
an organization.Sources of Recruitment :
1. Internal Sources of Recruitment
a) Promotions b) Transfers c) Recruiting
d) Internal Advertisements: e) Employee
Referrals: f) Previous Applicants, 2.External
Sources of Recruitment a) Direct
Recruitment b) Employment Exchanges:
c) Employment Agencies: d) Advertisements
e) Professional Associations, f) Campus
Recruitment g) Word of Mouth Advertising:h)
Deputation i) RaidingRECRUITMENT
PROCESS:1. Recruitment Planning,
2.Strategy development, 3.Searching, 4.
Screening, 5. Evaluation and control
SELECTION PROCESS: Selection starts
where recruitment ends. Selection refers to
the process of offering jobs to one or more
applicants from the applications received
through recruitment. process :1. Preliminary
Interview:, 2. Application Blank: 3. Selection
Tests, 4. Selection Interview : a. Preliminary
Interview ,b. Patterned Interview ,c. Depth
Interview, d. Stress Interview, 5. Reference
checks: 6. Physical Examination
7. Final selection
Q.1. TRAINING AND DEVELOPMENT
Training and Development is an integral part
of the human resource development activity.
It ensures continuous skill development of
employees working in an organisation.
Types of Training
.1 Skills Training ,.2 Refresher Training ,.3
Cross-functional Training. ,4 Team Training.
,.5 Creativity Training. ,6 Diversity Training ,.7
Literacy Training
Benefits to Employers: 1. Faster learning of
new skills by employees. , 2. Increased
productivity by increasing the skill of the
employees.3. Training can help the
standardisation of operating procedures. 4.
Trained employees need lesser supervision.
,5. Trained personnel will be able to make
better and economical use of the materials
and the equipment and reduce wastage. , 6.
The morale of employees is increased as
training programmes can mould employees'
attitudes towards organizational activities. , 7.
Management can identify the talents, who
can be groomed as managers for assigning
responsibility in the organizations.
Benefits to Employees: 1. Creates a feeling
of confidence in the minds of employees. ,2.
Develops skills, which serves as a valuable
personal asset of a worker. , 3. Employees
can develop for Career advancement. , 4. A
highly trained employee can earn higher
salary in the job market. 5. Develops
adaptability among workers., 6. Trained
workers handle the machines safely and thus
they are less prone to accidents
Methods of Training
1 : On-the-job training (OJT) : 1. Job
Instruction Training (JIT): A. Preparation,
B. Presentation ,C. Performance appraisals
D. Follow-Up
2.Coaching , 3:Mentoring ,4.Job Rotation. ,
5.Committee Assignments: ,
Off-The-Job Training. : 1. Vestibule training,
2.Lecture method, 3.Role playing:
4.Conference approach , 5. Demonstration
6.Case Study , 7.In-basket Exercises:
8. Critical Incident Method: ,9.T-Group
Training:
Q.4. PERFORMANCE APPRAISAL :People
differ in their abilities and their aptitudes.
There is always some difference between the
quality and quantity of the same work being
done by two different people. Therefore,
performance appraisal is necessary to
understand each employee's abilities,
competencies and relative worth for the org.
Objectives : (1) Pay Rise(2) Promotions(3)
Feedback(4) Training and development
program(5) Improves Supervision(6) Career
Planning(7) Healthy and Productive work
environment(8) Improves communication:
Basis of Performance Appraisal:
Knowledge about the job, 2.Quantum of
work,3. Quality of work,4. Cost
consciousness, 5.Use of discretion and
judgment, 6. Initiative Leadership skills.
7.Power of expression
Performance Appraisal Process
Performance appraisal can be undertaken
either on informal basis or on formal and
systematic basis
1. Defining Objectives: 2. Defining Appraisal
Norms: 3. Designing Appraisal Programme:
4. Implementation: 5. Appraisal Feedback:
6. Post - Appraisal Action:
Methods of Performance Appraisal :
1. Traditional methods : a) Ranking Method:
b) Paired comparison:c) Grading:d) Forced
Distribution Method:e) Forced-Choice
Method:f) Check List Method:g) Critical
Incidence Method:h) Graphic Scale Method:i)
Essay Method:j) Field Review Method:
2. Modern methods. : a) Appraisal by Results
or Objectives:b) BARS:c) Assessment Centre
Method:d) 360 Degree Appraisal:
Q.6.
Incentives are variable monetary or
non-monetary rewards granted to employees
as per the variations in their performance.
Incentives are provided beside wages and
salaries so that the level of motivation and job
satisfaction can be enhanced.There are two
forms of incentives: Individual incentive plans
and Organizational incentive plans. there are
two 1)Individual incentive plans
1.Time Rate Plan:2. Measured Day Work
Plan:3. Straight Piece Rate Plan, 4. Standard
Hours Plan:5. Gain Sharing Plan, 2)
Organizational incentive plans: 1) The
Scanlon Plan, (2) The Kaiser Plan, (3) Profit
Sharing
Q.3. TYPES OF WAGES
A wage is a compensation workers receive in
exchange for their labour. In labour and
finance settings, a wage may be defined to
include cash paid for some specified quantity
of labour. Determinants of Wage Rates
1 . Time rate : a) Where work is not tangibly
measurable.(b) Where the time is entirely
governed by the speed of operation. (c)
Where quality of work is main consideration.
(d) Where work is extremely unskilled. (e) In
a small plant where work of each employee
can be identified. (f) Where workers are
under
training Advantages:
2. Piece Rate Pay:explain (1) Operations
should be independent and capable of being
steadily continued by a single operator, (2)
There should be steady supply of work. (3)
There should be proper maintenance of tools
and equipment., 3. Balance or Debt
Method : This method is a combination of
time wage and piece wage methods. In this
method, a worker is paid a fixed wage based
on the time rate with a provision of piece
wage method.4. Differential Piece-Work
System: In this method, wage is paid in
relation to wages per unit of production
decreases with increase in production. But,
wage rate per hour still increases of course,
not in proportion to the increased output
Q.12. HUMAN RESOURCE INFORMATION
SYSTEM (HRIS) is a software package
developed to aid human resources
professionals in managing data. Human
resource professionals utilize these systems
to facilitate work flow, improve efficiency and
store and collect information
Operational HRIS: Operational human
resource information systems provide the
manager with data to support routine and
repetitive human resource decisions These
systems include:1. Employee Information
Systems, 2. Position Control Systems:
3. Applicant Selection and Placement
Information Systems:, 4. Performance
Management Information Systems:
5. Government Reporting and Compliance
Information Systems:Tactical HRIS: Tactical
information systems provide managers with
support for tactical decisions including
recruitment decisions, job analysis and
design decisions, training and development
decisions, and employee compensation plan
decisions.1. Job Analysis and Design
Information Systems:2. Recruiting
Information Systems:, 3. Compensation and
Benefits Information Systems:, 4. Employee
Training and Development Systems
Strategic HRIS: 1. Information Systems
Supporting Workforce Planning,
2. Information Systems Supporting Labour
Negotiations, 3. Specialized Human
Resource Information Systems Software: