Introduction to Personnel Management & Human Resource System Functions (2)

Click to edit Master subtitle style Prof. Neetha Gilganchi

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O r g a n i z a t i o n a l

Organizational Philosophy

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T h e t w o e x t r e m e

Philosophical Orientations

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The model is a fundamental instrument of rationally achieving the goals of the organization and the extent of means and ways in which to reach these goals To achieve each goal, several alternative actions are identified and the most parsimonious one is adopted This model is rational because it guarantees maximum return on minimum investment Examples of the RSM are found in the following frameworks
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Rational System Model

Scientific Management
Taylors SM Matches the human characteristics with that of the machine He visualizes man working as an appendage to the machine Taylor views man as one driven by fear of hunger, and search for profit. If economic reward is up with the efforts put on the job, the worker will respond with his maximum physical capability Thus, if wages are tied to the units produced, a worker will produce more to get more money
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Division of Labour
The concept of DL came from Adam Smiths classical illustration of pinmakers DL is the most rational approach to increasing organizational effectiveness Here the task is broken down into its several constituent operations These operations are performed by different persons each trained in performing that particular function The subsequent work on DL was broadly based on Smiths idea and came to be known as Departmentalization
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The assumption here is that given that a worker has to perform only one or very few specialized tasks, then given sometime, he will become and skilful and efficient The second assumption deals with the unity of control or span of control In such a system, as one moves up in the organization, the number of people with authority is reduced,thus making eventually a pyramid of control where the whole organization is controlled by one central authority

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Theory of Bureaucracy
Max Webers theory of bureaucracy attempts to bring rationality and control and thus efficiency into an organization The purpose of bureaucracy is to create social conditions which would direct each member of the organization to function in ways which further the rational pursuit of organizational objectives A system of rules and regulations and the hierarchy of supervision will coordinate the functioning of each employee and department and thus bring efficiency into the organization
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Characteristics of RSM

Impersonalization A detached approach, specifically towards the clients Employees respond to the office Legalizes reward and punishment Not only indicate what a person should do but also what will happen if he does not do it Formalization Much more control on human behaviour and regulation is easy Concerned with behaviour only Does not encompass feelings and attitudes

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Social System Model

As a reaction to the RS model as well as the observation that human behaviour is difficult to control and regulate, a new movement, commonly known as Human Relation movement emerged. Elton Mayo was the father of the movement. Subsequently Kurt Lewin, D McGregor and A Maslow were identified with this movement Some of the representative examples of the SS model are:
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Hawthorne Studies Series of studies which deal with illumination and can call A series of experiments were conducted at the Western Electric Companys Hawthorne plant in Chicago The purpose was to observe the effect of working conditions on job perfomance

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Workers Participation

Motivation to Work

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Characteristics of SSM

Non-economic rewards play an important role in work motivation In some cases can limit the effect of economic rewards Minimal satisfaction leads to high absenteeism and turnover The emphasis is on the Human Relations aspect of management Existence of informal groups They react to management not as individuals but as members of the group Their work norms are determined not by physical capacity but by social capacity
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Thus the SSM is not only concerned with the behaviour but also the attitude and feelings of the employees To ensure predictability, an analysis of both behaviour and attitudes will have to be made

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Implications for PM

All organizations can be located on a scale with anchor points designated as the RSM and the SSM Personnel practices and policies will vary according to the location of the organization on this scale An organization falling in between the anchor points there will be a mixture of policies and practices

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Traditional Personnel Functions

Manpower planning RSM- need based Job mobility is curtailed Closed-shop system SSM-keeps a reserve force Mobility is perceived as the indicator of employees growth and development Extended in-company training

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Selection
RSM-healthy normal human being who can follow instructions Main criteria is physical fitness and then specific skills to perform a job SSM-In addition to physical fitness, people who have minimum aptitude to perform the job should be selected Attitudinal & predispositional variables are taken into account

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RSM-based on the outcome Higher the output, more the economic benefit SSM-outcome is not the only criterion Process followed and utilization of criteria is also an important factor to reward and punish

Training
RSM-limits training to short duration and is mostly on-the-job Emphasises not only on the job training but also extended training to develop sensitivity and develop right aptitude and attitude to perform the job

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Internal Mobility
RSM-the concept of mobility, particularly promotion is based on loyalty often indexed on seniority and length of service SSM- Merit plays an important role in determining promotions

Welfare
RSM-Merges welfare with earning , where emphasis is laid on initiative and efforts of the individual Welfare is viewed more in economic terms The only thing the organization provides is facilitative environment-working conditions and environment SSM- emphasis is on organizational initiative Worker is striving to satisfy needs more than economic Working environment is personal enough and also peopleoriented to provide opportunities
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T h e r e s p o n s i b i l

Major Responsibilities

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W a g e a n d s a l a r y

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Qualities

Intelligence Problem solving technique Leadership qualities Sense of vocation Integrity Capacity for persuasion Coordination Cooperation feedback
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Two broad heads Managerial Functions & Operative Functions Managerial Functions Planning Organizing Directing(Motivating Actuating or Commanding) Coordinating & Controlling
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Functions of PM

Operative Functions The operative Functions of PM are concerned with the activities specifically dealing with procuring, developing, compensating, and maintaining an efficient work force The Procurement function The Development function The Compensating function The Integration function The Maintenance function
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knowledgeable about people, organizations and the total environment He will have to be better grounded in social sciences, world affairs and the humanities in general He will have to effectively integrate the techniques of information technology with the human resources available to him To meet future challenges, they will have to receive more formalized educational training in managerial techniques and responsibilities eg: top managers.first line supervisors,middle-level managers Future managers should develop the ability to to be
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Role of PM of to be more Tomorrow The future manager will have

perceptive towards themselves, their superiors, colleagues and subordinates, their organization, its goals, resources etc As the managers will have to constantly encounter changes , they must be open minded and receptive to new ideas and new operational techniques and innovations The strength of future managers would be in helping others in making decisions for themselves He and his staff should be deeply involved in encouraging participative management and job enrichment They must seek opportunites to be involved with operative functions as well
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------------------------------------------------Personnel Welfare Administrative Role Role Role -Advisory -Research in -Time-Keeping -Manpower Personnel & -Salary&Wage Planning Organisational -Maintenance - T&D Problems of Records -Measurement- Managing - Human &Assessment Services Engineering Of Beh. -Group Dynamics Fire-fighting Legal Role -Grievance Handling -Settlement of Disputes -Handling Disciplinary Actions -Collective Bargaining -Joint Consultation
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