Personnel

Management
Topic
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Content
1. Types of personnel (professional and non-Professional)
2. Staff selection
3. Job description
4. Competencies
5. Training and development
6. Staff performance evaluation
7. Professional code of ethics and professionalism

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 INTRODUCTION
• It was termed personnel management, and now the term
has been supplanted by another, : human resources
management.
• A basic rule of HR or personnel management is “to
match the individual to the job”.
• Nonetheless, the talents of great number of workers are
underutilized at the present time.
• It will be a benefit to workers and organization to
create the job that allow employees to work up to their
potential.
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 FUNCTIONS OF HUMAN RESOURCES:

Encompasses These tasks includes:

all and
• Recruitment
retaining the
• Selection
human • Training
resources of an • Evaluation
organization. • Compensation
• Development of employees

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According to Michael Armstrong, these are the principles of modern human resource
management:

1. People are the most important assets an organization has, and their effective management is the key
to success.

2. The organization’s cultures and values will exert a major influence on the achievement of
excellence, and this culture must be managed so that the values are accepted and acted upon by
employees.

3. Organizational success is most likely to be achieved if the human resources policies and
practices are linked with and make contributions to the achievement of the organization’s objectives
and strategic plans.

4. Continuous effort is required to encourage all individuals in the organization to work together
with a sense of common purpose.
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 TYPES OF STAFF:

-Professional librarians - Support staff

L ibra ria n , (paraprofessional to clerical)
professional with MLS, Su ppo rt sta ff , larger group,
perhaps a second clerical to paraprofessional &
technological, many
master’s or doctorate, educational levels
hold more complex,
Pa rt-tim e , including
intellectual, leadership student employees, require
positions more training and
supervision

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HACKMAN AND OLDHAM have proposed a model of JOB ENRICHMENT. It identifies five core job
dimensions : that are essential to job enrichment.

Task
Skill variety Task identity Autonomy Feedback
significance

The extend to
which a job
The extend to The extend to The extent to allows the
which a job which a job The worker’s which employees employee to have
requires a requires view of the have the freedom information
number of completing a importance of to plan, schedule about the
different whole piece of the job / and carry out effectiveness of
activities using a work from worker’s their jobs as their
number of skills beginning to assignment of desired / performance/
and talents / end/ the whole importance freedom to plan employee’s
many activities process and carry out knowledge about
their
performance

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 JOB DESCRIPTION
• After a job has been established, the next step to
write a job description, that specifies the duties
associated with that job.
• Job descriptions vary from organizations to
organizations but generally contain the following
elements:

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 Elements of Job descriptions in library
• such information as job title, alternative title, department and grade
1.Job identification no of the job. (eg. S41)

• details of the job’s major responsibilities and provides a justification

2.Job summary for its existence

• includes a description of the tasks performed by the incumbent of the job,

3.Job activities and sometimes including the percentage of the job that is devoted to each of its
procedures tasks. It also indicates to the supervisor those tasks that require training,
supervision, or task evaluation.

4.Relationship of the job • states the title of the person to whom the incumbent reports, the number of
employees or the organizational unit supervised by this job, and the internal
to the total institution. and external relationship required by the job .

• job requirements are established by each organizations and identify the

minimum acceptable qualifications required for an employee to perform the
5.Job requirements job. Requirements often include amount of educations, experience, and special
skills, knowledge or abilities.

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• Job descriptions fulfill the several important administrative and
HR needs. It may be used in recruiting new employees.
• It becomes the basis for determining the training needs and for
identifying the tasks that require special effort before the
employee can perform them well.
• Also the basis for the employee’s formal performance appraisal.

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 RECRUITMENT AND HIRING
• Once a library has its positions established, they need to be
filled.
• Recruitment involves seeking and attracting a pool of applicants.
• Filing the job is multistep process, which is illustrated below.

Advertise Review the Pre- Backgroun Interview Selectio

position applicant screening: d finalists n&
pool Test or verificatio hiring
phone n
interviews

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 TRAINING AND DEVELOPMENT
• Training is never ending process. There are always new
employees that need training or new system that need to
be taught.
• In a library, there are many levels of training, some of
which are received by everyone and some of which are
more individualized.

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Orientation
• The first type of training typically received is an
orientation.
• After the employee has been hired, they needs a general
orientation.
• It provides information that all new employees need
includes general information, policies and procedures and
information about organization.
• Orientation also help new employee familiar with the
culture of their new organization.

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Training & Staff development

• It is not only new employees who need training. Any

staff member who works in a library needs continuous
updating to stay current.
• Training frequently refers to learning skills or knowledge
that are to be used on the present job,
• Whereas staff development involves learning of a larger
scope that goes beyond the present job and looks toward
the future.

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 PERFORMANCE APPRAISALS/ EVALUATION
• “systematic evaluation of an individual employee’s job-
related strengths and weaknesses, performance and to let
employee know how they’re doing”.
• Support pay increases, promotions, transfers, termination

When to do appraisals?
• Commonly done on yearly basis.

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Performance appraisals
Several importance of performance appraisals:

Improving staff motivation and expertise

Provide feedback to employees on their level of performance

Allowing staff to capitalize on their strength and overcome

their weakness

To develop an inventory of human resources which forms the

basis for career planning from an organizational point of view
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 CHECKLIST
Used to identify
employee
RANKING performance. Quick
GRAPHIC RATING
• The most simplest administer but should
form of systematic SCALES
not be used as the
rating. Employees are • Its identify certain
PERFORMANCE compared with others factors to rated. The
sole evaluation
process. A series of
APPRAISAL in order to create a
simple rank order of
most popular in use
but time consuming. questions is
SYSTEM worth presented concerning
the employee to
which the rater
answers ‘yes’ or ‘no’

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 PROFESSIONAL CODE OF ETHICS AND
PROFESSIONALISM
• Ethics indicates the treatment of employees with ordinary
decency and distributive justice.
• The ethical business contribute to the business goals as
the employees will feel motivated and they will work
with efficiency and effectiveness.
“A code of ethics and professional conduct outlines the
ethical principles that govern decisions and behaviour at
a company or organization. They give general outlines of
how employees should behave, as well as specific
guidance for handling issues like harassment, safety, and
conflicts of interest.”
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 a. Compensation

• Consist of salaries and benefits

– Salaries versus wages
– Fair Labor Standards Act and exemptions

• Salary scales may seek equity internally and

externally
• Scales take federal, state regulations into account
• Pay employees for employees, knowledge and
teamwork.

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• Rewards and recognition
• Salary increases:
– Length of service
– Merit
– Some combination of above
– Cost of living increases

• Recognition programs

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 b. Health and Safety Issues
• Physical
– Computers, repetitive stress injury
• Ergonomic workstations
– Buildings, sick building syndrome
• Renovations
– Job-related stress and burnout
• Relieved by greater employee control
– Violence and crime
• Emergency planning, attention to safety

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 c. Legal Protections
• Equal Employment Opportunity (EEO)
– Hiring based upon merit and ability
– HR functions have been affected by equal employment opportunity law.
– The preference of one candidates over another I permitted as long as the preference is based
upon can be shown to be job-related criteria.

• Civil Rights Act of 1964

– Prohibits discrimination an based on race, color, religion, sex, or national origin

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 Legal Protections

• Affirmative Action
– Procedures designed to ensure an equitable distribution of women and minorities
within an institution

• Equal Pay Act of 1963

– Requires equal pay to men and women who perform similar work

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 Legal Protections

• Age Discrimination in Employment Act

– Removes mandatory retirement age for most

• Disabilities Act
– Bars discrimination, employer to accommodate unless there is undue hardship

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 d. Discipline and Grievance
Discipline is
the action A method of
taken by an communicati Objectives:
organization ng to Develop Forms: in
preserving
against an employee rules and progressive
the interest
employee that they regulations discipline,
of
when that need to before oral
organization
employee’s change their establish warning,
or protecting
performance behavior to disciplinary written
the right of
has meet procedures. warning.
individual.
deteriorated established
or violated standard.
institutional Grievance is can be any discontent or
rule dissatisfaction, whether expressed or not,
whether valid or not, and arising out of
anything connected with the company that an
employee thinks, believes, or even feels as
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unfair, unjust, or inequitable.”
 CHALLENGES OF HUMAN RESOURCES
MANAGEMENT
– Greater diversity in the workplace ( encompasses race, gender,
ethnic group, age, personality, cognitive style,education,
background and more.)
– Employee expectations (pro m o tio n , ca reer a dva n cem en t).
– Effect of technology: change, monitoring, stress, physical
aspects (difficu lt to a da pt, physica l pro blem s, so cia l
o rga n iza tio n )
– Use of participative management & teams (em plo yee
in vo lvem en ts)
– Downsizing (redu ce n o. o f sta ff a n d in crea se a m o u n t o f
wo rks)

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 Discussion

• You a head of reference in academic library. One of the

student workers who is scheduled to work 20 hours per
week is late again. The student has been showing up for
work at least 20 minutes late since early semester.
• This causing a great deal of inconvenience in working
environment at the desk and staff . You have scheduled
an appointment to speak with student. How you will
structure the interview? What points will you want to
make and what is the outcome of the interview?
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 THANK YOU &
DON’T FORGET DO YOUR
REVISION

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