Detail about Personnel Managment and Idea about Human Resource Managment

1. Personnel Management
Understanding the importance of Human Resource as a valuable sector.
Aarati Bhandari (03)
Kritika Nepal (16)
Raman Shrestha (25)
Soni Chaudhary (41)
Ujjwal Guragain (46)
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2. What is 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.”
Breaking down Flippo Defination of Personnel Management:
• Planning: Right people at right time at right position.
• Organizing: Resources – Man, Material and Money
• Compensation: Paying them well for their good work
• Integration: Working together as a unit
• Maintaining: Retaining People
According to Brech,”Personnel Management is the part which is primarily concerned with human resource of organization.”
Meaning:
Definition:
 Personnel Management can be defined as Obtaining, using and maintaining a satisfied workforce.
 It is significant part of management concerned with employees at work and with their relationship within the
organization.
 Personnel Management is concerned with effective use of skills of people.
 Personnel Management starts with the recruiting and hiring of qualified people and continues with directing and
encouraging their growth as they encounter problems and tensions that arise in working towards establishing goals.

3. Also,
Personnel Management is related to administrative discipline of hiring and developing employee so that they become more
valuable to the organization.
It Includes:
1. Conducting Job analyses,
2. Planning Personnel needs and recruitment,
3. Selecting the right people for the job,
4. Orienting and training,
5. Determining and Managing wages and salaries,
6. Providing benefits and incentives,
7. Appraising performance,
8. Resolving disputes,
9. Communicating with all employees at all levels.

4. Elements of Personnel Management
1. Organization
• An organized group of people with a particular purpose, such as a business or government department
• Framework of many activities taking place in view of goals and nature of the organization is dependent upon its
goal
• The business concern goal being profit- making. Clubs, hospitals, schools etc. their goal being service
• A manager has therefore to understand the importance of organizational structure.
2. Job
The goals of an enterprise can be achieved only
through the functional department in it
Various types of jobs available are :
a. Physical jobs
b. Creative jobs
c. Proficiency jobs
d. Intellectual jobs
e. Consultancy jobs
f. Technical jobs

5. 3. People
• In a organizational structure, where the main aim is to achieve the goals, the presence of manpower becomes vital.
• to achieve departmental goals, different kinds of people with different skills are appointed
• People form the most important element because :
 The organizational structure is meaningless without it.
 It helps to achieve the goals of the enterprise.
 It helps in manning the functional areas.
 It helps in achieving the functional departmental goals.
 They make a concern operational.
 They give life to a physical organization.
• The different types of people which are generally required in a concern are :
 Physically fit people
 Creative people
 Intellectuals
 Technical people
 Proficient and skilled people
Source: Orange country resister of
voters

6. It covers all levels and categories (unskilled, skilled, technical, professional, clerical and managerial)of employees
It applies to the employees in all types of organizations in the world (industry, trade, social, political and government
department.)
PM is a responsibility of all line managers and a function performed by staff managers across the organization.
PM is the central subsystem of an organization and it permeates all types of functional management.
PM aims at securing full cooperation from all employees in order to attain predetermined goals.
Features

8. What is Human Resource Management?
Meaning:
 Human resource management can be defined as employing people, developing their resource, utilizing maintaining and
compensating their services in tune with the job and organizational requirements.
 It is the management of the employees of an organization.
 Simply , it is putting right people to the right task thereby making maximum use of the employees talent and abilities.
Scope of HRM
 Employee Hiring
 Employee and Executive Remuneration
 Employee motivation
 Employee Maintenance
 Industrial Relations
 Prospects of HRM
Role of HRM

9. Good HR Practices help:
 attract and retain talent
 train people for challenging roles
 develop skills and competencies
 promote team spirit
 develop loyalty and commitment
 increase productivity and profits
 improve job satisfaction
 enhance standard of living
Importance of HRM
 Recruitment
 Selection
 Training
 Performance Appraisal ( reward)
 Trade unions
 developments

10. Human Resource Management Model

11. Importance of Human Resource
1. Strategic Management
HR improves the company's bottom line with its knowledge of how human capital affects organizational success. Leaders with
expertise in HR strategic management participate in corporate decision-making that underlies current staffing assessments and
projections for future workforce needs based on business demand.
2. Wages and Salaries
HR compensation specialists develop realistic compensation structures that set company wages competitive with other
businesses in the area, in the same industry or companies competing for employees with similar skills. They conduct extensive
wage and salary surveys to maintain compensation costs in line with the organization's current financial status and projected
revenue.
3. Analyzing Benefits
Benefits specialists can reduce the company’s costs associated with turnover, attrition and hiring replacement workers. They are
important to the organization because they have the skills and expertise necessary to negotiate group benefit packages for
employees, within the organization's budget and consistent with economic conditions. They also are familiar with employee
benefits most likely to attract and retain workers. This can reduce the company’s costs associated with turnover, attrition and
hiring replacement workers.

12. 4. Safety and Risk Management
Employers have an obligation to provide safe working conditions.
Workplace safety and risk management specialists from the HR area
manage compliance with U.S. Occupational Safety and Health
Administration regulations through maintaining accurate work logs
and records, and developing programs that reduce the number of
workplace injuries and fatalities. Workplace safety specialists also
engage employees in promoting awareness and safe handling of
dangerous equipment and hazardous chemicals.
5. Minimizing Liability Issues
HR employee relations specialists minimize the organization's exposure and liability related to allegations of unfair
employment practices. They identify, investigate and resolve workplace issues that, left unattended, could spiral out of control
and embroil the organization in legal matters pertaining to federal and state anti-discrimination and harassment laws.
6. Training and Development
HR training and development specialists coordinate new employee orientation, an essential step in forging a strong employer-
employee relationship. The training and development area of HR also provides training that supports the company's fair
employment practices and employee development to prepare aspiring leaders for supervisory and management roles.

13. 7. Employee Satisfaction
Employee relations specialists in HR help the organization achieve high performance, morale and satisfaction levels
throughout the workforce, by creating ways to strengthen the employer-employee relationship. They administer employee
opinion surveys, conduct focus groups and seek employee input regarding job satisfaction and ways the employer can sustain
good working relationships.
8. Recruitment and Onboarding
HR recruiters manage the employment process from screening resumes to scheduling interviews to processing new employees.
Typically, they determine the most effective methods for recruiting applicants, including assessing which applicant tracking
systems are best suited for the organization's needs.
9. Hiring Processes
HR professionals work closely with hiring managers to effect good hiring decisions, according to the organization's workforce
needs. They provide guidance to managers who aren't familiar with HR or standard hiring processes to ensure that the company
extends offers to suitable candidates.
10. Maintaining Compliance
HR workers ensure that the organization complies with federal state employment laws. They complete paperwork necessary for
documenting that the company's employees are eligible to work in the. They also monitor compliance with applicable laws for
organizations that receive federal or state government contracts, through maintaining applicant flow logs, written affirmative
action plans and disparate impact analyses.

14. Personnel Management Human Resource Management
1. Management of people employed.
2. Employees are treated as economic man as his service
are exchanged with salary.
3. Employee are viewed as tool, equipment.
4. Employee are treated as cost center. Therefore mg
controls cost of labor.
5. Employees used as organization benefit
6. Personnel function is only auxiliary (secondary)
7. Short term perspective
1. Mg of employees skills, Knowledge, abilities
2. Employees are treated as economic, social &
psychological man
3. Employee are treated as a resource
4. Employees as treated as profit center. Therefore,
invest in human resource.
5. Employees used for multi-mutual benefit for org,
employees & family
6. HRM is a strategic(planned) mg function
7. Long term perspective
Difference Between PM & HRM

15. Motivation In Human Resource Management
• Motivation is the internal and external factors that stimulate desire and energy in people to be continually interested and
committed to a job, role or subject, or to make an effort to attain a goal.
• Motivating people is about getting them to move in the direction which is required in order to achieve a result.
• It is a goal directed behavior.
According to Stephen P Robbins “Motivation is defined as the willingness to exert high levels of effort towards
organizational goals”
Motivated employees:
 Helps organization to survive
 Motivated employees are more productive
 Increases the output of the firm
 Approach of belongingness of the firm

16. Process of Motivation
Establish Goal
Attain Goal
Need Take Action
 Needs creates wants and desires to achieve or obtain something.
 Goals are established based on these desires and wants
 Actions are taken based on goals in order to attain it.
 If the goals are not achieved, the same action is likely to be repeated. This process of repeating successful behavior or
actions is called reinforcement or the law of effect.

17. Types of Motivation
Two types of Motivation identified by Herzberg et al
(i) Intrinsic motivation
(ii) Extrinsic motivation
Intrinsic motivation
The self –generated factors that influence people to behave in a particular way or to move in a particular
direction.
These factors include responsibility, autonomy(freedom to act), scope to use and develop skill and abilities,
interesting and challenging work and opportunities for advancement
Extrinsic motivation
What is done to or for people to motivate them.
This includes rewards, such as:
Increased pay, Praise or Promotion
And punishments, such as:
Disciplinary action, Withholding pay, or Criticism
Extrinsic motivation can have an immediate and powerful effect, but it will not necessarily last long.

18. Motivation Theories
1. Maslow’s hierarchy of needs
 Physiological: Physical survival necessities such as food, water,
and shelter.
 Safety: Protection from threats, deprivation, and other dangers.
 Social (belongingness and love): The need for association,
affiliation, friendship, and so on.
 Self-esteem: The need for respect and recognition.
 Self-actualization: The opportunity for personal development,
learning, and fun/creative/challenging work. Self actualization is
the highest level need to which a human being can aspire.
Abraham Maslow suggested that a person will be motivated when his needs are fulfilled. The need starts from the
lowest level basic needs and keeps moving up as a lower level need is fulfilled.
Below is the hierarchy of needs:

19. 2. Hertzberg’s Two Factor Theory
Hertzberg classified the needs into two broad categories namely hygiene factors and motivating factors.
Hygiene factors are needed to make sure that an employee is not dissatisfied. Motivation factors are needed for ensuring
employee's satisfaction and employee’s motivation for higher performance. Mere presence of hygiene factors does not
guarantee motivation, and presence of motivation factors in the absence of hygiene factors also does not work.

20. 3. McClelland’s theory of needs
McClelland affirms that we all have three motivating drivers, and it does not depend on our gender or age. One of these drives
will be dominant in our behaviour. The dominant drive depends on our life experiences.
The three motivators are:
•Achievement: a need to accomplish and demonstrate own competence People with a high need for achievement prefer tasks
that provide for personal responsibility and results based on their own efforts. They also prefer quick acknowledgement of
their progress.
•Affiliation: a need for love, belonging and social acceptance People with a high need for affiliation are motivated by being
liked and accepted by others. They tend to participate in social gatherings and may be uncomfortable with conflict.
•Power: a need for control own work or the work of others People with a high need for power desire situations in which they
exercise power and influence over others. They aspire for positions with status and authority and tend to be more concerned
about their level of influence than about effective work performance.

21. 4. Vroom’s theory of expectancy
Victor Vroom stated that people will be highly productive and motivated if two conditions are met:
1) people believe it is likely that their efforts will lead to successful results and
2) those people also believe they will be rewarded for their success.
People will be motivated to exert a high level of effort when they believe there are relationships between the efforts they put
forth, the performance they achieve, and the outcomes/ rewards they receive.
5. McGregor’s theory X and theory Y
Douglas McGregor formulated two distinct views of human being based on participation of workers. The first is basically
negative, labelled as Theory X, and the other is basically positive, labelled as Theory Y. Both kinds of people exist. Based on
their nature they need to be managed accordingly.
•Theory X: The traditional view of the work force holds that workers are inherently lazy, self-centred, and lacking
ambition. Therefore, an appropriate management style is strong, top-down control.
•Theory Y: This view postulates that workers are inherently motivated and eager to accept responsibility. An appropriate
management style is to focus on creating a productive work environment coupled with positive rewards and reinforcement.

22. Conclusion
Motivation is the state of mind which pushes all human being to perform things with the highest spirit and with positivity.
The leader will have to ensure that every individual in the team and the organization is motivated. The various motivation
theories helps in understanding what will motivate people.
References
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