Definition of Personnel

Management
Personnel

Management may
be defined as the function of
management concerned with
promoting and enhancing the
development of work
effectiveness and advancement
of the human resources in the
organization.

These

are accomplished through

proper;

Planning
Organizing
Directing
Coordination
Controlling of activities related to
procurement
Development
Motivation
Compensation of employees to achieve the
goals of the enterprise.

Components of Functions
Basic

Functions
Operative Functions

Human Resources
Management Embraces Two
The basic functions in general
Functions
management of the enterprise are
planning, directing, coordinating
and controlling.
The operative functions which
cover the daily activities of the
business such as procurement,
placement
and
utilization
of
employees,
motivating,
and
compensating employees.

Basic Functions
Planning

refers to the job of

determining a proposed mode of
action based on a full understanding
of the factors involved at a specific
objectives. This job takes into
consideration the priorities desired
by management. It involves the
ability
to
analyze
projected
programs and policies in the light of
conditions related to objectives.

Basic Functions (continue)

Organizing

refers to the arrangement

and relationship of jobs and positions,
which are necessary to carry out the
personnel program as determined by top
management. It establishes lines of
responsibility,
authority,
and
communication.
The
purpose
of
organizing is to ensure the smooth
operation of the various activities, i.e. to
get the work done at specified time, to
utilize the best means to conserve effort,
to create understanding and motivate
employees in the tasks at hand.

Basic Functions (continue)

Directing

is concerned with the

guidance of all efforts toward a
stated objective. It provides a
means of putting plans into action
through
effective
supervision,
work rules, and procedures. The
technique of good communication
is utilized in carrying out the tasks
of directing.

Basic Functions (continue)

Coordinating

is a method of getting
people in an organization to work
together harmoniously to achieve a
common goal with minimum expenditure
of effort and materials. It is the
fundamental function of management,
providing an orderly arrangement and
execution
of
activities,
involving
personnel policies and programs in the
various department and levels of
organization to achieve their objective.

Basic Functions (continue)

Controlling

is concerned with
keeping all efforts within the
channels prescribed by
management as shown in the
personnel plan for the entire
organization. The purpose is to
ensure that the organization is
accomplishing its objectives.

Operative Functions
Operative functions covers the
following:
Manpower planning
Recruitment, induction, and personnel
movements, i.e., promotion, transfer,
demotion, separation
Appraisal
Training and development
Rewards and recognition
Employee relations
Personnel information statistics

Organizational Structure
Large

Organization
Small Organization
In Large Organization, the Vice
President for HR Personnel usually
heads the department while Small
Organizations, the top position in
the personnel Department is usually
the Personnel or HR Director. Three
managers report directly to him

EXHIBIT A :

Chart

Sample Personnel Department Organization

(in large company)

Vice President for

Personnel

Recruitment
Recruitment
Manager
Manager

Manpower
Manpower
Planning
Planning
Manager
Manager

Compensation
and Benefits
Manager

Labor
Relations
Manager

Training and
Developme
nt Manager

Health
and Safety
Manager

EXHIBIT B : Sample Personnel Department Organization

Chart
(in small company)
Personnel Director

Labor
Relations
Manager

Training and
Development
Manager

Administrativ
e Services
Manager

Organizational Structure
(continue)

Large Organization the VP have the

several managers under him:
Recruitment Manager responsible for
employee
recruitment
handling
all
application papers, conducting examinations
and interviews, to placement of newly hired
employees.
Manpower Planning Manager focuses on
career planning and forecasting.
Compensation/Benefit
Manager

responsible for wages, incentives, job

evaluation, and benefits such as medical
insurance and retirement plans.

Organizational Structure
(continue)

Labor Relations Manager - handles labor

management disputes, collective bargaining
agreements, complaints and grievances,
and other disciplinary problems.
Training
and
Development
(TD)
Manager takes care of employees,
management,
and
organizational
development and through varied training
programs. The TD Manager works closely
with the Manpower Planning Manager.
Safety and Healthy Manager initiates
safety and health programs for the benefit
of the employees. He is also responsible for
the recording of cases involving this area.

Organizational Structure
Small

Organization is headed by HR director

have the following managers under him:
Labor Relations Manager aside from the
functions mentioned, the labor relations
manager
in
small
firm
also
handles
compensation and benefits.
Training and Development Manager The
responsibilities of both the TD Manager and the
Manpower Planning Manager fall under this
position.

Organizational Structure
(continue)

Administrative Manager handles

the administrative functions of the
personnel department such as payroll,
safety compliance, messenger and
janitorial services among others.

Varied Roles of Personnel

Manager
Supervisor
Administrative

Official

Adviser
Coordinator
Negotiator
Educator
Service

Provider
Employee Counselor
Promoter of Community Relations
Public Relations Man

Supervisor

The personnel manager oversees

the employees in his own
department.
Administrative Official
Translates into action those parts
of the personnel policies and
programs assigned to him.
Adviser
He serves as counselor, guide, and
confidant to management,
supervisors and employees.

Coordinator

He brings into action all activities;

regulates and combines diverse
efforts into a harmonious whole. He
gets together and harmonizes the
work of various personnel in the
department.
Negotiator
He is usually asked either to represent
management in negotiating labor
contracts or to attend negotiations
with unions in an advisory capacity.

Educator

He conducts or administers the

companys training program.
Service Provider
He initiate action for instance to help
employees obtain facilities with
government agencies like SSS,
Philhealth, Pag-ibig etc.
Employee Counselor
His knowledge and training in human
relations and behavioral sciences plus
his familiarity with company
operations, puts him in the best
position to counsel employees.

Promoter

of Community Relations
The personnel manager must be well
informed of the activities and
developments in the environment
where the enterprise operates.
Public Relations Man
The personnel manager may not be
the public relations officer of the firm
but his functions require him to deal
with the various publics of the
company, such as the employees, the
unions, the general public, and the
community.

HR Planning, Recruitment,
Selection and Placement
Systematic

forecasting of
manpower needs
Performance management
Career management
Management development

Five Steps in Human

Resource Planning
Determining

the workload
Study of jobs in the company
Forecasting human resource
needs
Inventory of manpower
Improvement plan

Installing Program For

Recruitment, Selection and
Hiring
1. Recognition of the need by
2.
3.
4.
5.
6.
7.

management
Selling the program
communication the program
Responsibility for recruitment,
selection and hiring
Forms and records
Labor code of the Philippines
Selection of employees from
within or outside of the company

Installing Program For

Recruitment, Selection and
Hiring
(continue)
8. Job analysis, job description, and
specification
9. Employment tests and interviews
10.Checking of references, police
records, clearance
11.Prior registration with the Social
Security System for SSS Number,
Medicare and BIR for assignment of
Taxpayer Identification Number
(TIN)

Installing Program For

Recruitment, Selection and
12.Physical
examinations
Hiring
(continue)
13.Introducing,

inducting, and
orienting the new employee to
his job and the company.
14.Probationary period of new
employees
15.Compensation and Fringe
benefits if the new employees.
16.Performance follow-up

Installing Program For

Recruitment, Selection and
Hiring (continue
17.Periodic

check-up of the
program
18.Validation studies.

Procedures in Recruitment,
Selection and Hiring
1.

Study the different jobs in the company; write job

descriptions and specifications.
the exact nature of the job
Primary duties and responsibilities
Steps taken to perform those duties and
responsibilities
Tools and equipment used
Working conditions under which the specific job is
performed
Amount of authority delegated to job incumbent
Supervision involved in the job
Requirement of the job such as education, skill
and physical demands
Environment of the job.

Procedures in Recruitment,
Selection and Hiring (continue)
Requisition for a new employee
3. Recruit qualified applicants
4. Sight-screen applicants
5. Have application form filled out
6. Select those who will undergo testing
7. Check the applicants experience, school records
and personal references
8. Interview
9. Match the applicant with the job
10. Do the final selection of the best qualified
11. Have applicants undertake physical
examinations and secure security clearances.
12. Hire the chosen candidate
2.

The Psychological Tests Are

Classified into Six Categories
1.
2.
3.
4.
5.
6.

Intelligence, mental ability or

alertness tests
Aptitude tests
Achievement tests
Interest tests
Tests on personality or
temperament
Dexterity tests

Types of Interview
Directive

Interview asks for specific

information.
Non-directive Interview-are broad, openended, and require a narrative answer.
Group Interview- conducted by a panel
or committee of three or five
interviewer.
Team Method- a team of three
interviewers may interview applicants
separately and then compare notes
afterwards.

The Interviewer Takes Note

of Following
Emotional

maturity
Dependability
Self-confidence
Attitude toward jobs
Creativeness
Attitude toward other persons
Value system
Critical Attitude

References:
Personnel

Management
in the 21st Century
7th Edition
by: Perfecto S. Sison
Personnel Management
Source Search Site : Google.com

Ed 720 Personnel Management

Personnel or Human Resource
Management
First Semester
SY 2008-2009
Mrs. Lucia L. Zapanta
(Ed.D.D.)