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Evaluating Personnel
Personnel evaluation can be irritating or irrelevant. A "satisfactory" evaluation in a service
environment depends on an agreement between employer and employee about what the service
relationship should be.
People are most crucial element in a service organization. The employer has a right to expect
that employees will perform to the standards of the job description. The employee has a right to
expect fair treatment, that is, equitable treatment compared to comparable work/salary/benefits
that others have.
A job should be realistic, that is, one that can be performed satisfactorily with a reasonable
amount of effort and with a reasonable chance of success. If job can't be completed, saying "do
the best you can" is meaningless. Redesign job so that it can be completed through reducation
in input, modification of technique, reduction of standards, or the like.
Subordinates want to be evaluated and they understand the need to be evaluated. The followingfive points are good management practice in respect to supervising staff:
JOB DESIGN
The job description should cover 80% of what really occurs. If "other tasks that may be
assigned" comprises more than half the work, it's time to rewrite the job description.
Both employer and employee should be involved in writing the job description and
should accure that it accurately and completely describes the position. The description
should include what an employee can reasonably accomplish plus the the resources
(material, money, time) to accomplish it.
DELEGATION
Once the employee knows the job, has the training and resources to accomplish the
tasks, leave him/her alone. Judge by results not by method. If employer describes not
only what is to be done but how, it is assigning not delegating. Employee may consider
it intrusive and indicative of lack of trust.
MENTORING
This is the provision of support for the job, sometimes called role modeling. Employees
should feel free to ask questions in the confidence that help will be given if requested. If
people aren't comfortable in asking for help, they will guess which can result in
disaster.
PERFORMANCE EVALUATION
Most people want to be told how they are doing but not in a meaningless, manipulativeway. Every job needs a clear standard of acceptable performance which should be used
in regular performance evaluations. Good performance evaluation depends on
agreement on
o what is job
o that job can be done
o what method will be used to demonstrate that job has been completely
satisfactorily.
If there has been ongoing performance evaluation against an accurate job description
according to agreed on performance standards, then the "formal" evaluation only
documents what both already know. So first 10-15 minutes can be "summing up" and
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remainding 45-50 minutes can be spent on considering the future (really two futures:
the library's and the employee's which may converge or diverge.
REWARD MECHANISMS
"Praise in public; criticize in private" is an excellent rule. Pay and promotion are what
most people think of first in rewarding employees. Feedback and recognition, taskidentity and task significance, achievement of goals are often equally or more highly
motivating.
Herb White, to whom I am indebted for many of these thoughts says:
Management must evaluate the needs of subordinates against the needs of the organization we
are responsible for and look for ways to make the two fit or agree that they don't. ... As good
managers,
we give people doable jobs.
make sure they understand them.
leave them alone to do them. help them if they ask us.
evaluate what they did.
seek correction and direction.
reward and punish.
seek ways to balance organization needs against personal needs.
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Role of Manpower Planning in Business:
Manpower planning is certainly a very important part of an organization. Effective manpower
planning provides adequate lead-time for the procurement and training of employees, thus,
saving time and money. Important company projects and expansion programmes may bedelayed if adequate manpower planning and management is not available. Thus, careful
manpower planning is extremely important. The benefits of manpower planning are as follows:
Benefits of Manpower Planning:
a. It helps senior management forecast the upcoming surplus and/or shortage of the workforce,
hence, results in reduced labor costs.
b. It helps in planning employee development that fosters best use of workers' skills within the
organization.
c. Training programmess become more effective as gaps in the existing manpower surface.
d. Business planning process is improved.
e. Managerial succession plans can be formulated as part of replacement planning processes,
which is required with formulating job change plans with managers. Furthermore, this exercise
provides lead-time for identifying and developing managers to climb the corporate ladder.
f. Manpower management becomes an important part throughout the organization.
g. Alternate manpower actions and policies can be evaluated.
Job Analysis
Rahul's Noteblog Notes on Personnel Management Job Analysis
What is Job Analysis?
The systematic study of a job to provide information which will enable those planning
examinations or other selection devices to determine the knowledge, skills and abilities
required for successful performance on the job.
http://www.rahulgladwin.com/notebloghttp://www.rahulgladwin.com/noteblog/business/notes-on-personnel-management.phphttp://www.rahulgladwin.com/noteblog/business/PM/job-analysis.phphttp://www.rahulgladwin.com/notebloghttp://www.rahulgladwin.com/noteblog/business/notes-on-personnel-management.phphttp://www.rahulgladwin.com/noteblog/business/PM/job-analysis.php7/31/2019 Evaluating Personnel
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Meaning and Scope of Personnel Management In the words of Thomas G. Spates Personnel
administration is a code of the ways of organising and treating individuals at work so that they
will each get the greatest possible realisation of their intrinsic abilities thus attaining maximum
efficiency for themselves and their group, and thereby giving to the enterprise of which they are
a part its determining competitive advantage and its optimum results.
An analysis of this definition gives us the following salient features of Personnel Management.
1. There are certain specific and guiding principles of personnel administration which gives us
a set of techniques of handling men at work and also a point of view.
2. Good personnel administration helps individuals to utilise their capacities to the full and to
attain not only maximum individual satisfaction from their work but also satisfactions as part of
a work group. In other words, personnel development is the aim.
3. If people are skilfully handled both as individuals and as group members, they will respond
by giving their best work to the organisation of which they are a part. This means that
democracy is stronger and more effective than authoritarianism and that, where men and
women are free they will be happier and work more effectively than if they are regimented.
One of the greatest rewards of personnel management is in the realisation and demonstration of
this.
If follows that personnel management is basic function of management which means getting
effective results with people. It permeates all levels of management, since each executive must
depend upon his subordinates for good results, and the foremen or first-line supervisors mustbuild an defective work team of people whose performance will meet or exceed expected
standards personnel Management touches all types of management and sales management.
Unless these ha to secure the co-operation of other people whom they have employed to assist
them. In short, every member of the management group, from the top to down, is a personnel
manager, so to speak, in the vital sense, as the seeks to get effective long-run results trough
the efforts of the people who look to him for direction and leadership. This does not, however,
mean that an organisation can dispense with an officially designated personnel manager. In
every organisation there should be some one who is primarily concerned with helping to
develop in operating officials the point of view and skill of personnel administration.
Personnel management is not restricted to factories and wage earners. It is also important in
offices, sales departments, laboratories, and in the ranks of management itself, where top
officials must win the co-operation of their subordinates. Nor is god personnel management
something needed, by private industry along. industries in Public sector, non-profit institutions,
Government, and the armed services require personnel officer.
We are not in position to formulate a workable definition of Personnel Administration or
Management. Personnel administration is a method of developing the potentialities of
employees so that they will get maximum satisfaction out of their work and give their best
efforts to the organisation. It is that activity in an enterprise which strives to mould human
resources into an effective organisation, provides opportunities for maximum individualcontributions under desirable working conditions, promotes individual development, and
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encourages mutual confidence and understanding between employees and the employer as well
as between employees.
The functions of the personnel manger are very important. If a personnel manage is to help
solve personnel problems, his position in the orgnaisation must be properly determined. It
should also be remembered that the personnel manager cannot by himself, solve personnelproblems; he can help operating on line manager to do so. He is a staff officer whose function
is to provide specialised services to the line officers and advise and counsel them on personnel
problems. He is an deponent people. He cannot establish policies an make divisions himself, he
has to advise the line manger, the final decision resting with the later.
This shows the the personnel manger in a sound company organisation is clearly a staff official.
He should, as already indicated, report directly to the chief executive of the organisation. He
has no right to issue orders to members of line organisation or to employees except with in his
own, i.e., (personnel department), even when personnel matters are involved. He should just
advise the chief and other executives on good personnel policies on their consistent, uniform
application throughout the organisation. He may, of course, initiate the there is a difference ofopinion about personnel matters between him and the line officers an supervisory, he should
report the disagreements to the chief executive. In this way, he will be performing a control or
inspection function for the chief executive, who is obviously concerned with the consistent
observance of company policies and good personnel practices. But, if he is to win the
confidence and co-operation of lower line manger, he must exercise this control function
sparingly. Persuasion is his tool, an his personality should prompt other officials to work with
instead of against him. He should be a source of help and not of threat. His task is t educate the
lower line officials to develop the skills to handle future personnel problems, and so develop
the full responsibility for personnel administration in the line organisation.
The relationship between the personnel department and line organisation may be summarised a
follows: the activities of personnel department are directed towards making line control of the
human element stronger an more effective-not towards usurping that control....IN short, the
personnel staff recommends, co-operates and counsels, while line management actually adopts
and applies the policies, techniques ans procedures in its Operations......No matter how
excellent the plan on which the activities of he personnel staff are based, no matter how capable
they are, the personnel programme cannot be successful unless the line organisation is doing a
good personnel job at workbench. Therein lies the major clue to the proper relationship
between the line and staff orgnaisation in the matter of personnel policy and practice.
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