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Unit 2a
Unit 2a
Unit 2a
Personnel management
According to Flippo, “Personnel management is the planning, organizing, compensation,
integration and maintenance of people for the purpose of contributing to organizational,
individual and societal goals.”
Nature of Personnel Management
1. Personnel management includes the function of employment, development and
compensation- These functions are performed primarily by the personnel
management in consultation with other departments.
2. Personnel management is an extension to general management. It is concerned
with promoting and stimulating competent work force to make their fullest
contribution to the concern.
3. Personnel management exist to advice and assist the line managers in personnel
matters. Therefore, personnel department is a staff department of an organization.
4. It is based on human orientation. It tries to help the workers to develop their
potential fully to the concern.
5. It also motivates the employees through its effective incentive plans so that the
employees provide fullest co-operation.
6. Personnel management deals with human resources of a concern. In context to
human resources, it manages both individual as well as blue- collar workers.
Role of Personnel Manager
Personnel manager is the head of personnel department. His role can be summarized as:
1. Personnel manager provides assistance to top management- The top management
are the people who decide and frame the primary policies of the concern. All kinds of
policies related to personnel or workforce can be framed out effectively by the
personnel manager.
2. He advices the line manager as a staff specialist- Personnel manager acts like a staff
advisor and assists the line managers in dealing with various personnel matters.
3. As a counsellor- As a counsellor, personnel manager attends problems and
grievances of employees and guides them. He tries to solve them in best of his
capacity.
4. Personnel manager acts as a mediator- He is a linking pin between management and
workers.
5. He acts as a spokesman- Since he is in direct contact with the employees, he is
required to act as representative of organization in committees. He represents
company in training programmes.
1. Managerial Functions:
A. Personnel Planning:
Planning lays down a pre-determined course to do something such as what to do, how to
do, where to do, who is to do etc. A personnel manager plans in advance the trend in
wages, labour market, union demands etc. Through planning, most of the future problems
can be anticipated.
B. Organising:
According to J.C. Massic, “An organisation is a structure, a framework and a process by
which a co-operative group of human being allocates its task among its members, identifies
relationships and integrates its activities towards common objectives.” The personnel
manager has to design the structure of relationships among jobs, personnel factors so that
the objectives of the enterprise are achieved.
C .Directing:
This function relates to guidance and stimulation of the subordinates at all levels. The
personnel manager directs and motivates the employees of his department so that they
work willingly and effectively for the achievement of organisational goals
D. Controlling:
A personnel manager has to constantly watch whether there is any deviation from the
planned path. Controlling is concerned with remedial actions. Continuous monitoring of
the personnel policies relating to training, labour turnover, wage payments, interviewing
new and separated employees etc., is the backbone of controlling.
If deviations are unavoidable, corrective action can be planned in advance. Controlling
helps the personnel manager to evaluate the performance of employees of the personnel
department so far as the operating functions are concerned.
2. Operative Functions:
The operative functions of the Personnel Department are also called service functions.
These include.
(a) Procurement function
(b) Development
(c) Promotion, transfer and termination function
(d) Compensation function
(e) Welfare function
(f) Collective bargaining function
(g) Miscellaneous functions.
(4) Compensation:
The employees should get adequate and equitable remuneration for the work being done
by them.
The functions of the Personnel Department concerned with fixation of fair wages are:
(a) To evaluate jobs and determine their worth in terms of money.
(b) To collaborate with those who formulate wage plans.
(c) To assist in formulation of policies regarding pension plans, profit sharing programmes,
non-monetary benefits, etc.
Principles of personnel management help the personnel managers to conduct and direct
the policies in a proper way.
By this principle, the workers are developed to the maximum extent, so that their
developed ability, cleverness, productivity and efficiency can be used for the firm’s
objective.
This principle enables to have a right person for the right job.
Ideal wage policy should be offered to the workers so that their morale becomes high and
they work with interest.
Team spirit must be developed in the workers. They should work collectively with collective
responsibility, and should have sense of cooperation, unity and mutual trust.
There must be effective communication between the management and workers otherwise
complex problems like mistrust and hatred arise which in turn affects the production of the
organisation.
This creates responsibility in the labour with increasing mutual faith and friendship. This
improves the labour relations.
Labour should be given proper compensation for the work. This develops industrial piece.
9. Principle of Effective Utilisation of Human Resources:
Personnel management should be developed for the effective use of the human resources.
Proper training should be awarded to the personnel for their development.
Personnel Manager
1. Supervision
Safety, health and welfare programmes
Grant leave with wages
Solving of workers grievances
2. Counselling workers
Personal and family problems
Helping them to adjust to their work environment
Helping them to understand their rights and privileges
Participative Management
They understand that the employees are the facilitators who deal directly with the
customers and satisfy their needs. To beat the competition in market and to stay ahead of
the competition, this form of management has been adopted by many organizations. They
welcome the innovative ideas, concepts and thoughts from the employees and involve
them in decision making process.
Open and honest communication always produces good results both for organization as
well as workers. Freedom and transparency in company’s operations take it to the next
level and strengthens the basis of the organization. On the other hand, there are several
companies that straightway rule out the possibility of participative decision making process.
According to them, employees misuse their freedom of expression and participation in
decision making as it provides higher status to employees and empowers them.
However, there are many companies who have embraced this particular style of
management and are now getting positive results. Toyota is the best example. The
company has been following suggestion schemes and employee involvement procedures
for over a decade now. The management receives almost 2,000,000 suggestions and ideas
every year and around 95 percent of these are implemented by the company. Who is not
aware of Toyota’s success rate? Around five thousand improvements per year have made
Toyota one of the fastest growing organizations globally. The need is to develop and
implement a comprehensive company policy and everything works well.
Main objectives to introduce participative style of management in organizations:
To Make Best Use of Human Capital: Participative management does not restrict
organizations to exploit only physical capital of employees. Rather it makes the best
use of human intellectual and emotional capital. It gives employees an opportunity
to contribute their ideas and suggestions to improve business processes and create a
better working environment.
To Meet the Psychological Needs of Employees: When employees have a say in
decision making process, it gives them a psychological satisfaction. It is a simple
force that drives them to improve their performance, create a proper channel of
communication and find practical solutions to design better organizational processes.
To Retain the Best Talent: Participatory management is one of the most effective
strategies to retain the best talent in the industry. It gives employees a sense of pride
to have a say in organizational decision making process. Once they are valued by
their seniors, they stick to the organization and become management’s partners in
meeting specific goals and achieving success.
To Increase Industrial Productivity: In today’s competitive world, motivation, job
security and high pay packages are not enough to increase industrial productivity.
Leadership, flexibility, delegation of authority, industrial democracy and employee
say in decision making are important to increase annual turnover of any
organization.
To Establish Harmonious Industrial Relationship: Participatory from of management
is an unbeatable tact to establish and maintain cordial relationships with employees
and workers union. The success of an organization depends on its human resources.
Employee empowerment acts as a strong force to bind the employees and motivate
to give them their best to the organization.
To Maintain a Proper Flow of Communication: Two-way communication plays an
important role in the success of any organization. Employee participation in decision
making ensures proper flow of communication in the organization. Everyone
contributes their best and tries to strengthen the organization by contributing their
best to improve business processes.
The following are certain limitations of participative management:
Suggestion schemes: Participation of workers can take place through suggestion scheme.
Under this method workers are invited and encouraged to offer suggestions for improving
the working of the enterprise. A suggestion box is installed and any worker can write his
suggestions and drop them in the box. Periodically all the suggestions are scrutinized by the
suggestion committee or suggestion screening committee. The committee is constituted
by equal representation from the management and the workers. The committee screens
various suggestions received from the workers. Good suggestions are accepted for
implementation and suitable awards are given to the concerned workers. Suggestion
schemes encourage workers’ interest in the functioning of an enterprise.
2. Works committee: Under the Industrial Disputes Act, 1947, every establishment
employing 100 or more workers is required to constitute a works committee. Such a
committee consists of equal number of representatives from the employer and the
employees. The main purpose of this committee is to provide measures for securing and
preserving amity and good relations between the employer and the employees.
Functions: Works committee deals with matters of day-to-day functioning at the shop floor
level. Works committees are concerned with:
Works committees function actively in some organizations like Tata Steel, HLL, etc but the
progress of Works Committees in many organizations has not been very satisfactory due
to the following reasons:
Wages, bonus, personal problems of the workers are outside the scope of Joint
management councils. The council is to take up issues related to accident prevention,
management of canteens, water, meals, revision of work rules, absenteeism, indiscipline
etc. the performance of Joint Management Councils have not been satisfactory due to the
following reasons:
1. Trade unions that set the framework for working conditions, such as collective wage
agreements, for whole sectors or single companies, defining wage levels and working time
on the one hand
2. Works councils: They shape and supervise the execution of the frameworks set by trade
unions and laws in the company.
Collective bargaining is the negotiation process that takes place between an employer and
a group of employees when certain issues arise. The employees rely on a union member to
represent them during the bargaining process, and the negotiations often relate to
regulating such issues as working conditions, employee safety, training, wages, and
layoffs.
1. Prepare: This phase involves composition of a negotiation team. The negotiation team
should consist of representatives of both the parties with adequate knowledge and skills
for negotiation. In this phase both the employer’s representatives and the union examine
their own situation in order to develop the issues that they believe will be most important.
The first thing to be done is to determine whether there is actually any reason to negotiate
at all. A correct understanding of the main issues to be covered and intimate knowledge of
operations, working conditions, production norms and other relevant conditions is
required.
2. Discuss: Here, the parties decide the ground rules that will guide the negotiations. A
process well begun is half done and this is no less true in case of collective bargaining. An
environment of mutual trust and understanding is also created so that the collective
bargaining agreement would be reached.
3. Propose: This phase involves the initial opening statements and the possible options
that exist to resolve them. In a word, this phase could be described as ‘brainstorming’. The
exchange of messages takes place and opinion of both the parties is sought.
5. Settlement: Once the parties are through with the bargaining process, a consensual
agreement is reached upon wherein both the parties agree to a common decision regarding
the problem or the issue. This stage is described as consisting of effective joint
implementation of the agreement through shared visions, strategic planning and
negotiated change.
Trade Unions in India
Role or Objectives
1. Economics Objectives
Better wages for workers (standard and cost of living as per location)
Stable employment
Better working conditions (working hours, leave with wages, social security)
Training
2. Non economic objectives (social responsibilities)
Promotion of national integration
Socio-economic policies
1. Internal Functions:
Work inside the factory for labour welfare
Fair wages
Implementation of labour law and others
2. External Functions
Activities outside the factory
To increase the efficiency of workers
3. Political Functions
Indian National Trade Union Congress (INTUC): Congress
Bharatiya Mazdoor Sangha (BMS): BJP
Obstacles to the development of Trade Union
1. Lay off
Inability of an employer to work
Shortage of material
Breakdown of machinery
2. Lock out
3. Strike
4. Retrenchment
5. Industrial dispute
What is the difference between Strike and Lockout?
Definition:
Strike: A strike is a refusal to work, organised by a body of employees as a form of
protest, typically in an attempt to gain a concession or concessions from their
employer.
Lockout: A lockout is the exclusion of employees by their employer from their place
of work until certain terms are agreed to.
Initiators:
Strikes are initiated by the employees.
Aim:
Strikes are conducted with the aim of gaining concessions from the employer.
Lockouts are used to enforce terms of employment upon a group of employees
during a dispute.
Methods:
Strikes may involve employees refusing to attend work, employees standing outside
the workplace as a form of protest or employees occupying the workplace but
refusing to work.
Lockouts involve refusing to admit workers onto company premises.
Indian Boiler Act 1923
Boiler: Closed vessel having capacity of more than 22.75 liters and is used to generate
steam under pressure and provided with all the necessary mountings and other
fittings
Boiler Registration
Restriction to use
1. Inspector certification
2. In-charge competency certificate
3. Transferred to new location
Renewal of Certificate
1. Expiry date
2. During accident
3. Transferred
4. Working condition: dangerous
5. Structural alteration
Duties of Chief inspector: works under the administrative control of the labour
commissioner of that state
1. Supervise the inspector
2. Personal checking if required
3. Record keeping
4. Allotment of area to inspector
5. Examine the report
6. Appeals against the order of an inspector
7. Conduct enquiry
Duties of inspector
1. Inspection and examination
2. Certification
3. Advice the owner
4. Record keeping
5. Reports generation
Inspection of Boilers
1. Dismantling
2. Test (Hydraulic, NDT)
Repairs to boiler
1. Sanction of chief inspector before doing any repair
2. Some tube may be repaired before prior intimation to chief inspector, but
essential to report later
3. Extensive repairs: under the supervision of the inspector
4. Record keeping
Accidents
1. Employer informed to the inspector (written)
2. Immediate visit of Inspector to the site
3. Suggestion (about working pressure)
4. In major case: inform to chief inspector
5. Every person is bound to answer the inspector