...PES INSTITUTE OF TECHNOLOGY PERSONNEL QUALITY MANAGEMENT Term Paper DEEPAK.M.S (1PI11MBA47) 4/23/2012 CONTENTS 1) Introduction -------------------------------------------3 2) Objectives pertaining --------------------------------4,5 3) Sources of data collection ---------------------------6 4) Review of literature ----------------------------------7 5) Findings ------------------------------------------------8 6) Conclusion ---------------------------------------------9,10 7) Recommendations -----------------------------------11 PERSONNEL QUALITY MANAGEMENT Introduction: A precursor to present day human resource management, personnel administration and personnel management were popular terms that emerged in the late 1960’s and 1970’s. Personnel people need to wear many hats while managing the show. They have to translate the corporate philosophy into concrete action plans without ignoring employee interest and concerns. paper qualifications do not mean much in such a scenario. To get ahead, the personnel man needs qualities of head and hear in equal measure Personnel Management is concerned with people at work and their relationships with each other. It may be defined as a set of programs, functions and activities designed to maximize...
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...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.” Its an extension to general management which includes promoting and stimulating work force. It does its best to help the workers to develop their potential fully. In order to provide stability in organization personnel policies, which protect the workers, should be developed. As a result of past 20 years when machines started replacing human beings more and more, personnel management have taken a new turn as well. The use of different factors of production depend on human resources, hence human resources need more development. The personal department in an organization is like a human brain. The different parts of body will not carry on if brain stops working. If the labour force is co-operative then strong organization can be built. So, the importance of functions is personnel management. Its essential to go with social approach. The concept is to recognize labour as a significant part of an organization. This approach shows that investment in labour can be more beneficial than investments in other asserts. If the labour is treated in a right way then most difficulties will be sorted out by their own. Approach demonstrates that treatment towards labour from management should not be superior type but rather in the cooperation of common problems. And this type of approach...
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...According to Armstrong (1997) personnel management is a traditional approach to managing people at the workplace .It is more rigid and inflexible in nature .On the other hand, Human Resources management is a new approach to people management at the workplace .It takes a more humane aspect in considering employee desires. Personnel and Human Resource Management rely heavily upon each other to make them both succeed. Personnel Management focuses on the recruitment and management of work that an employee has to do, whereas Human Resources Management focuses on the general well being of all employees and any safety issues that employees may have in the workplace. Organisation and industrial management of employees is also included within Human As such these two have similarities and differences which the paper shall discuss in the following discussion. There are two approaches in employee management. They are the Human Resource Management (HRM) and Personnel Management. Although these two approaches seem different at a glance and on the surface, they are somewhat similar to one another in quite a few ways. Armstrong mentioned in his book “The key to improved business performance” it can be argued that the similarities between Personnel Management and HRM are Personnel management strategies, like HRM strategies, flow from the business strategy. Personnel management, like HRM, recognizes that line managers are responsible for managing people. The personnel function provides the necessary...
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...Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. More About Human Resources Management An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organisation's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. An HRM strategy typically consists of the following factors: * "Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organisational goals, an organisation's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives...
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...“Over the past decades, maritime employers have expressed concerns about the shortage of manpower, officers and crew. The situation has worsened with the growth of ship registries and the apparent reluctance of societies to adopt sea-going occupations. Given these circumstances and notwithstanding incentives offered, the shortage of manpower is likely to continue." 1) Realistic situation in the shipping world concerning the shortage of qualified and trained manpower The Manpower Crisis The shipping industry has been a aware for a long time that manpower shortages imminent and would eventually become critical. Shipping companies and even governments have been urged by organisations such as BIMCO to do something about this upcoming shortage, particularly of officers. During the period approximately 1973 -1989, when shipping was in recession, recruiting unfortunately also dropped, in all areas of shipping, both afloat and ashore. Because of this, the age profile in the shipping industry has become distorted, and many senior people are now retiring, with a shortage of qualified professionals to take their places. It is a slow process to recruit and train replacements adequately, due to the experience required to competently man a ship. It typically takes 10 years for a shipmaster or chief engineer would qualify, and several more years to gain the necessary experience to be in a position to operate a large merchant vessel. The expansion of the world fleet has exacerbated...
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...universities and expansion of school enrolment all over the country. Though the area of pupil personnel services has received very little attention in the professional literature, it is an administrative post that is critical to the effective operation of a school district (Duffy, 1990). Because some of the pupil personnel functions such as special education and counseling services are particularly sensitive, they have become areas of increasing concern at all level of education. This paper seeks to discuss the area of function of pupil’s personnel management in the primary school system. MEANING OF PUPIL PERSONNEL SERVICES These are special student services that supplement and support the instructional program. Except in schools with very small enrollments, the main role of the administrator in pupil personnel services is one of integrating these services with instruction and coordinating the various kinds of personnel services. Though the area of pupil personnel services has received very little attention in the professional literature, it is an administrative post that is critical to the effective operation of a school system (Duffy, 1990). Because some of the pupil personnel functions such as special education and counseling services are particularly sensitive, they have become areas of increasing concern in the education system. Variations of what services constitute the pupil personnel function have existed historically and still exist for different local government and...
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...Personnel Management Research in Agribusiness Vera Bitsch Department of Agricultural, Food, and Resource Economics Michigan State University, 306 Agriculture Hall, East Lansing, Michigan, 48824 Tel: +517-353-9192, Fax: +517-432-1800, bitsch@msu.edu Paper presented at the 19th Annual World Forum and Symposium of the International Food and Agribusiness Management Association, Budapest, Hungary, June 20-23, 2009 Acknowledgements This study was supported by the USDA Cooperative State Research, Education and Extension Service, Hatch project #0191628. The author would also like to thank the Elton R. Smith Chair in Food & Agricultural Policy at Michigan State University for supporting the participation at the IFAMA World Forum and Symposium. Copyright 2009 by Vera Bitsch. All rights reserved. Readers may make verbatim copies of this document for non-commercial purposes by any means, provided that this copyright notice appears on all such copies. Personnel Management Research in Agribusiness (Executive Summary) One of the challenges faced by agribusinesses in the 21st century is the attraction, motivation, and retention of sufficient and qualified labor. However, personnel management research has mostly focused on other industries. Accordingly, agribusiness managers have little to rely on, when developing personnel policies and procedures. Once a business has grown beyond the labor capacity of the immediate family, personnel management becomes an issue and practices developed...
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...DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT HRM has progressed since Henry Ford and the industrial revolution where employees were considered just able bodies to perform task. In the 1950’s Peter Drucker one of the founding fathers of HRM wrote that an effective system must direct the vision and effort of managers towards a common goal which is elemental to HRM. The principle of HRM was further bolstered with the passage of such legislature as the Equal Pay Act of 1963 and the Occupational and Safety Act of 1970 in the USA. Colleges introduced the discipline of HRM into their programs further cementing this principle. HRM as a function evolved out of PM during the 1980’s due to slow domestic growth and increased unionism; international competition and technological and commercial advances in the Japanese market; and in an attempt to stay competitive the USA and UK developed the process of HRM. PM as outlined by Torrington & Hall (1987) refers to the set of activities concerning the workforce including payroll, staffing, mediating between staff and management, complying employee law and other administrative task. It is concerned mainly with managing the workforce not resources. Conversely HRM as defined by Storey 1995 is the distinctive approach to management which seeks to achieve competitive advantage through strategic development of a highly committed and capable workforce using an array of cultural, structural and personnel techniques. It...
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...PERSONNEL MANAGEMENT AND OFFICE ADMINISTRATION IN INSURANCE COMPANIES Subject : Banking and Insurance Submitted To Submitted By Mrs. Namita Kohli Nisha Goyal Lecturer in Commerce M.Com 2nd year Roll No. 2530 Session : 2010 – 11 Guru Nanak Khalsa College For Women, Model Town, Ludhiana PERSONNEL MANAGEMENT AND OFFICE ADMINISTRATION IN INSURANCE COMPANIES MEANING It is a universal truth that “People” are the greatest assets of any organisation therefore management of people or personnel management in any organisation is an important feature of any organisation. It perform the basic function of the management i.e. planning, organsizing, directing and controlling the procurement, development, compensation and maintenance of the people for the purpose of contributing to the organisation, individual and social goals. The basic functions/activities of a personnel management is the same for any type of organisation , whether it is manufacturing or insurance sector. The personnel management perform the following activities:- 1. Recruitment and Selection A. Formulation of organisational objectives and preparation of human plan. B. Resources Analysis : identifying the number, type of people, skills and other human resources required based on manpower planning. 2. Motivation Motivation is very important subject in the study of personnel management. It may look simple yet in practice it is very complex matter...
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...Summary There are several points which have to be consider when setting up personnel management function in the large and fast growing organisation. Having such function in the business requires some preparation and knowledge of what may be good and beneficial and what may be bad and unprofitable. Knowing the differences between personnel management and human resources management would lead to being able to choose which of these two functions would be the best for the business and which one is worth the money and time. This report also includes deep discussion on what kind of people to appoint under the direction of a manager and what activities line managers should do and be responsible for. The next section of the report looks at recruitment over the internet. It looks at its advantages and disadvantages and discusses which method is more appropriate for the company. It describes and gives the possible solutions to the difficulties of recruitment junior and administrative staff over the internet. It gives the possible advice of how to adapt the internet as a resource of recruitment and it answer the question whether it meets the equal opportunities. Finally it determines why the interviews at ProConsul are so poor and gives advice on what should be improved and changed in order to sift out the poor prospects of the recruitment process. Introduction This report focuses on personnel departments in ProConsul organisation, one of the largest independent firms of chartered...
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...The Shift from Personnel Management to Strategic Human Resource Management in Australia The management of people is ever-changing and extremely dynamic; it under goes sequential evolution with an organisations’ internal and external environments. Consequentially history has seen global Human Resource Management have considerable variation in its focus and practice. In Australia the history of Human Resource Management is said to have transformed over four stages; Pre 1940s Administration and welfare, 1940s – 1970s Personnel Management, 1970s – 2000 Human Resource Management (and, from about 1985, Strategic HRM) and the current era expected to be a mix of Strategic and International Human Resource Management. The transition from stage two to three was seen as a somewhat paramount movement in Human Resource Management as it harboured the link between Personnel Management and Strategic Management. This has become an extremely important concept in the management environment today. Human resource planning, recruitment, selection, performance appraisal and human resource development are five of the Human Resource processes which are vital to the success and of organisations and were influential during the transition between stages two and three of Human Resource Management history. These five dimensions were the catalysts of the forces that drove changes in Human Resource Management over the last quarter of the twentieth century. Human resource planning is the process by...
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...Introduction The following essay will trace the development of Human Resource Management/Personnel Management. Within this essay the origins of personnel management will be described and how the Human Resource Management (HRM) developed from that process. A brief discussion on the development of the ‘factory system’ and a description of the employee working conditions within these ‘factory systems’ will be discussed. Also included will be an outline on how these ‘factory systems’ operated and what this meant for the employees. The development of the ‘Welfare Tradition’ will be discussed and how it relates the Human Resource Management of today. The role the ‘welfare officers’ played in businesses and the changes that was brought about will also be discussed. After the ‘Welfare Tradition’ came the ‘Scientific’ movement. The changes in businesses that the ‘Scientific Movement’ brought about will be looked at. F.W Taylor’s ‘Principles of Scientific Management’ will be explored and the affects his principles had on businesses. The ‘Behavioural Science’ movement will be discussed along with Elton Mayo’s ‘Human Relation School of Thought’ and his experiment widely known as the ‘Hawthorn Studies’. The impact this had on businesses and the affect this had on the managers and workers will be included. The growth of trade unions and the affect they had on employers and employees will be discussed along with Jeffrey Pfeffer’s seven key HRM practices and a brief analysis of their meaning...
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...Post-Traumatic Stress Disorder: Unethical Business Practices and their Influence on Veteran Unemployment Chase Jeffrey Engel Georgetown University Abstract Military veterans have consistently experienced high unemployment rates. Challenging veterans’ efforts in finding and maintaining employment is the issue of Post-Traumatic Stress Disorder (PTSD). Exacerbating this problem, is civilian employers’ utilization of deficient hiring and employment practices. In particular, employers have developed a sense of fear and uncertainty about PTSD. These perceptions often prove to be a reason why employers choose not to select veteran candidates for employment. Additionally, organizations fail to successfully acclimate and socialize new veteran employees (who do or may suffer from PTSD) into the organization’s culture. Such failures can lead veteran employees to quit their job. Together, the deficient hiring and employment practices displayed towards former service members have significant ethical implications that serve as the catalyst for high unemployment rates for the veteran population. To minimize these implications and to improve veteran employment opportunities, organizations’ human resources (HR) departments must develop and incorporate new approaches to hiring and employing veterans who do or may suffer from PTSD. Keywords: PTSD, invisible disability, human resources, implicit bias Post-Traumatic...
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...5 Key Differences Between Modern HR Management Of Employees And Old-Fashioned Personnel Management 1. Traditional personnel management focused on personnel administration and basic labor relation issues. In contrast, the HR management of employees is more diverse, focusing on recruitment and selection into the workplace; ongoing motivation and morale in the workplace; and the maintenance of benefits administration and insurance requirements like EPLI for managers and their employees in the workplace. Modern HR management in the form of PEO options offers a wide range of potential services. 2. Under traditional personnel management, employees are provided with less training and development opportunities. Although it is important to keep employees happy, it also is just as important from this old-fashioned perspective to keep them in their place. Under HR management of employees, training and development opportunities are employed to maximize employee productivity and effectiveness. Rather than install an artificial glass ceiling, the ultimate potential of each employee is gauged, then fitted to a position that takes full advantage of their talents and ongoing evolution. 3. In traditional personnel management perspectives, employees are expected to know what is allowed and what is not allowed in a workplace. Any problems can be navigated once they arise. In the HR management of employees, employee handbooks are distributed that provide specific guidelines in terms...
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...uncontrolled combat stress causes erratic or harmful behavior that disrupts or interferes with the accomplishment of a unit’s mission. Any uncontrolled combat stress can impair mission performance and may bring disgrace, disaster, and defeat. The art of war aims to impose so much stress on enemy soldiers that they lose their will to fight. Both sides try to do this and at times accept severe stress themselves in order to inflict greater stress on the enemy. To win, you must control combat stress. The word “control” is better than the word “manage” to emphasize the active steps that leaders, supporting personnel, and individual Soldiers must take to keep stress within an acceptable range. This does not mean that control and management are mutually exclusive terms. Management is, by definition, the exercise of control. Within common usage, however, and especially within Army usage, management has the connotation of being a somewhat detached, number–driven, higher echelon process rather than a direct, inspirational, leadership process. Stress is the body’s and mind’s process for dealing with uncertain change and danger. Elimination of stress is both impossible and undesirable in either the Army’s combat or peacetime missions Combat and Operational Stressors Combat and operational stress will affect you and your Soldiers throughout your military careers. But, as a leader you must learn and teach your Soldiers to recognize the symptoms, and take steps to prevent or reduce the...
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