SlideShare uma empresa Scribd logo
1 de 25
Baixar para ler offline
HUMAN RESOURCE
MANAGEMENT
Mirza Faran Baig
DEFINITION
According to Flippo
“Planning, organizing, compensation,
integration and maintenance of people for
the purpose of contributing to
organizational, individual and societal
goals.”
SPOIL SYSTEM VS MERIT SYSTEM
Spoil System Merit System
In politics and government,
a spoils system (also known as
a patronage system) is a practice
in which a political party, after
winning an election, gives
government civil service jobs to
its supporters, friends and
relatives as a reward for working
toward victory.
The merit system is the process
of promoting and hiring
government employees based on
their ability to perform a job,
rather than on their political
connections.
Party affiliation is the main
feature
No consideration for party
affiliation
Full authority of hiring & firing
without any grievances redressel
system
Must obey rules and regulations
regarding hiring & firing etc.
SPOIL SYSTEM VS MERIT SYSTEM
Spoil System Merit System
Politics & administration both
completely merged in spoil
system
Dichotomy of Politics &
administration exists
Spirit of public service is
sacrificed and is taken place by
political interests.
Spirit of public service is not
sacrificed.
Political affiliation is sufficient Competency & fitness for duty
Employees under spoil system
promotes the interests of their
political benefactors albeit
illegitimate.
Neutrality is the core value of
merit system.
Promotion & benefits based on
agenda completion of specific
political affiliated party.
Promotion & benefits based on
achievement/seniority
PERSONNEL ADMINISTRATION VS HRM
Points of
Difference
Personnel
Administration
HRM
NATURE UNITARIST PLURALIST
FUNCTION INDEPENDENT SYSTEMS THINKING
APPROACH/ INTEGRATED
AUTHORITY &
POWER
CENTRALIZED DENCENTRALIZED
RESPONSE REACTIVE PROACTIVE
LEADERSHIP &
MANAGEMENT
TRANSACTIONAL TRANSFORMATIONAL
PERSONNEL ADMINISTRATION VS HRM
Points of
Difference
Personnel
Administration
HRM
TERM OF
CONTRACT
RIGID FLEXIBLE
PAY &
PERFORMANCE
TASK ORIENTED PERFORMANCE
ORIENTED
EMPLOYEE
SATISFACTION
BASIC: SALARY,
COMPENSATION
IMPROVEMENT:
STRETAGY, CREATIVITY
SCOPE NARROW WIDE SPECTRUM
OPEN VS CLOSED SYSTEM
• Ludwig Bertalanffy describes two types of systems: open
systems and closed systems.
Open vs Closed System
Open System Closed System
It interact with its environment
for inputs & outputs
It does not interact with its
environment for inputs &
outputs
Flexible System Rigid System
Hospitals/Police
Stations/Colleges/universities
Army offices/Intelligence Units
open-system perspective views
an organization as an entity that
takes inputs from the
environment, transforms them,
and releases them as outputs
in tandem with reciprocal effects
This approach allows managers
and organizational theorists to
analyze problems by examining
the internal structure of a
business with little consideration
of the external environment.
FUNCTIONS OF HRM
• Recruitment and selection
• Orientation
• Maintaining good working conditions
• Managing employee relations
• Training and development
Lecture_Human_Resourse_Management_-_civil_services_of___Pakistan_2017.pptx
THANK YOU
FUNCTIONS/RESPONSIBILITIES
MANAGERIAL FUNCTIONS:
• Planning of the enterprise
• Formulating policies for future development
• Program to choose adequate number of persons
• Provide training to the workers in enterprise
• Integration and maintenance of work force
OPERATIVE FUNCTIONS:
• It has to provide a clear layout about the inter-
relationship between persons
• Jobs and physical factor and every worker should have
proper understanding of their job
WHAT IS IT
• It’s a part of administration which is concerned with
people at work & their relationship within the
organization.
• It involves personnel planning &forecasting appraising
human performance, selection & staffing, training &
development, maintenance & improvement of
performance &productivity.
Personnel Administration (PA) is used to:
• Process employee data
• Maintain employee information
• Administer personnel procedures
WHAT IS IT
Personnel Administration (PA) Actions are used to:
• Hire new employees
• Promote, Demote, or Transfer employees
• Add Additional Assignments
• Manage Leave of Absences and Returns
• Separate and Retire employees
Personnel Processes
• RECRUITMENT
• Methods: Recruitment Proper
 Merit System vs Spoil System
 Education System
• By Promotion
• SELECTION
• Past Record
• Interview
• Intelligence Tests
• Performance tests
• Aptitude Tests
• Personality Tests
Personnel Processes
• TRAINING
• Informal Training
• Formal Training
 Pre-Entry Training
 Orientation Training
 In-service Training
 Post Entry Training
• Methods:
 Lecture Method
 Class Room Meeting
 Syndicate Method
 Case Study Method
 Field Research Method
RECRUITMENT & SELECTION IN
PAKISTAN
• Bureaucracy of Pakistan divided in three categories:
• Generalist administrative Service
• Functional Service
• Specialized Service
• Since, 1977 four avenues of recruitment
• Direct recruitment – CSS (through FPSC)
• Military recruitment
• Initial recruitment (answering the adv. In newspaper)
• Adhoc recruitment
• CSS Examination
• 2nd div. graduation => age 21-30 => Citizenship
• Written test => Psychological test => Interview => Medical Examination
• Training in CSA, LHR => Secretariat Training Institute, RWP => Pakistan
Academy for Rural Development, National Institute of Public
Administration, Pakistan Administrative Staff College LHR.
CLOSED SYSTEM
• A closed-system perspective views organizations as
relatively independent of environmental influences.
• The closed-system approach conceives of the
organization as a system of management,
technology, personnel, equipment, and materials,
but tends to exclude competitors, suppliers,
distributors, and governmental regulators.
• This approach allows managers and organizational
theorists to analyze problems by examining the
internal structure of a business with little
consideration of the external environment.
CLOSED SYSTEM
• The closed-system perspective basically views an
organization much as a thermostat; limited
environmental input outside of changes in
temperature is required for effective operation.
• Once set, thermostats require little maintenance in
their ongoing, self-reinforcing function.
• While the closed-system perspective was dominant
through the 1960s, organization scholarship and
research subsequently emphasized the role of the
environment.
OPEN SYSTEM
• Two early pioneers in this effort, Daniel
Katz and Robert Kahn, began viewing organizations as open
social systems with specialized
and interdependent subsystems and processes of
communication, feedback, and management linking the
subsystems.
• Open-systems theory originated in the natural sciences and
subsequently spread to fields as diverse as computer science,
ecology, engineering, management, and psychotherapy.
• In contrast to closed-systems, the open-system perspective
views an organization as an entity that takes inputs from the
environment, transforms them, and releases them as outputs
in tandem with reciprocal effects on the organization itself
along with the environment in which the organization
operates.
OPEN SYSTEM
• That is, the organization becomes part and
parcel of the environment in which it is situated.
• In much the same way, open-systems of
organizations accept that organizations are
contingent on their environments and these
environments are also contingent on
organizations.
• As an open-systems approach spread among
organizational theorists, managers began
incorporating these views into practice.
OPEN SYSTEM
• Katz and Kahn argued that the closed-system
approach fails to take into account how
organizations are reciprocally dependent on external
environments.
• Open-system approach serves as a model of
business activity; that is, business as a process of
transforming inputs to outputs while realizing that
inputs are taken from the external environment and
outputs are placed into this same environment.
OPEN SYSTEM
• Furthermore, in contrast to closed-systems, the
open-system perspective does not assume that the
environment is static.
• As an open system, an organization maintains its
stability through feedback, which refers to
information about outputs that a system obtains as
an input from its task environment.
• The point is that closed-systems versus open-
systems do not represent a dichotomy, but rather a
continuum along which organizations are more open
or less open to their environments.
Personnel Administration vs HRM
• Personnel Administration is workforce centered,
directed mainly at Personnel administration is
workforce centered, directed mainly at the
organization’s employees;
• such as finding and training them, the
organization’s employees;
• such as finding and training them, arranging for
them to be paid, explaining management’s
arranging for them to be paid, explaining
management’s expectations, justifying
management’s actions etc. expectations, justifying
management’s actions etc.‡
‡
Personnel Administration vs HRM
• HRM is resource centered, directed
centered, directed mainly at management,
in terms of devolving the responsibility of
HRM to line management, management
development etc.

Mais conteúdo relacionado

Mais procurados

8 ethical and social considerations in strategy development
8 ethical and social considerations in strategy development8 ethical and social considerations in strategy development
8 ethical and social considerations in strategy developmentTaranpreet Kaur
 
Resource management -taraya&aliviano
Resource management -taraya&alivianoResource management -taraya&aliviano
Resource management -taraya&alivianoWendell Taraya
 
Contemporary Issues in Leadership.ppt
Contemporary Issues in Leadership.pptContemporary Issues in Leadership.ppt
Contemporary Issues in Leadership.pptAyeshaJamil1479FMSBB
 
Transactional and Transformational Leadership
Transactional and Transformational LeadershipTransactional and Transformational Leadership
Transactional and Transformational LeadershipMeenuSajeev
 
Modern theories of management
Modern theories of managementModern theories of management
Modern theories of managementChaitanya Erk
 
Industrial Relation trends
Industrial Relation trendsIndustrial Relation trends
Industrial Relation trendspuneet8589
 
Insights from indian practices and ethos
Insights from indian practices and ethosInsights from indian practices and ethos
Insights from indian practices and ethosRishu1304
 
HRD culture & climate
HRD culture & climateHRD culture & climate
HRD culture & climateE P John
 
HRP(Human Resources Planning
HRP(Human Resources PlanningHRP(Human Resources Planning
HRP(Human Resources PlanningRahul Mahida
 
SHRM, Green HRM and IHRM
SHRM, Green HRM and IHRMSHRM, Green HRM and IHRM
SHRM, Green HRM and IHRMDilipDutta6
 
Emerging Management Issues and Challenges
Emerging Management Issues and ChallengesEmerging Management Issues and Challenges
Emerging Management Issues and ChallengesVishal Koirala
 
ORGANISTION AS A SYSTEM .pptx
ORGANISTION AS A SYSTEM .pptxORGANISTION AS A SYSTEM .pptx
ORGANISTION AS A SYSTEM .pptxTawanda Chisiri
 
Classical schools of management
Classical schools of managementClassical schools of management
Classical schools of managementkomalrock28
 
Industrial Relations (Chapter 1: Introduction)
Industrial Relations (Chapter 1: Introduction)Industrial Relations (Chapter 1: Introduction)
Industrial Relations (Chapter 1: Introduction)Masum Hussain
 
Worker education
Worker educationWorker education
Worker educationchitravels
 

Mais procurados (20)

8 ethical and social considerations in strategy development
8 ethical and social considerations in strategy development8 ethical and social considerations in strategy development
8 ethical and social considerations in strategy development
 
Resource management -taraya&aliviano
Resource management -taraya&alivianoResource management -taraya&aliviano
Resource management -taraya&aliviano
 
Contemporary Issues in Leadership.ppt
Contemporary Issues in Leadership.pptContemporary Issues in Leadership.ppt
Contemporary Issues in Leadership.ppt
 
Transactional and Transformational Leadership
Transactional and Transformational LeadershipTransactional and Transformational Leadership
Transactional and Transformational Leadership
 
Case study on human resources accounting and human
Case study on human resources accounting and humanCase study on human resources accounting and human
Case study on human resources accounting and human
 
Modern theories of management
Modern theories of managementModern theories of management
Modern theories of management
 
Industrial Relation trends
Industrial Relation trendsIndustrial Relation trends
Industrial Relation trends
 
Contingency theory
Contingency theoryContingency theory
Contingency theory
 
Insights from indian practices and ethos
Insights from indian practices and ethosInsights from indian practices and ethos
Insights from indian practices and ethos
 
HRD culture & climate
HRD culture & climateHRD culture & climate
HRD culture & climate
 
History of Management
History of ManagementHistory of Management
History of Management
 
HRP(Human Resources Planning
HRP(Human Resources PlanningHRP(Human Resources Planning
HRP(Human Resources Planning
 
SHRM, Green HRM and IHRM
SHRM, Green HRM and IHRMSHRM, Green HRM and IHRM
SHRM, Green HRM and IHRM
 
human resource outsourcing
human resource outsourcinghuman resource outsourcing
human resource outsourcing
 
Emerging Management Issues and Challenges
Emerging Management Issues and ChallengesEmerging Management Issues and Challenges
Emerging Management Issues and Challenges
 
ORGANISTION AS A SYSTEM .pptx
ORGANISTION AS A SYSTEM .pptxORGANISTION AS A SYSTEM .pptx
ORGANISTION AS A SYSTEM .pptx
 
Employee relation
Employee relationEmployee relation
Employee relation
 
Classical schools of management
Classical schools of managementClassical schools of management
Classical schools of management
 
Industrial Relations (Chapter 1: Introduction)
Industrial Relations (Chapter 1: Introduction)Industrial Relations (Chapter 1: Introduction)
Industrial Relations (Chapter 1: Introduction)
 
Worker education
Worker educationWorker education
Worker education
 

Semelhante a Lecture_Human_Resourse_Management_-_civil_services_of___Pakistan_2017.pptx

Note of Organizational Behavior HRMT 5210
Note of Organizational Behavior HRMT 5210Note of Organizational Behavior HRMT 5210
Note of Organizational Behavior HRMT 5210Rashna Maharjan
 
Introduction to Organizational Behavior.pptx
Introduction to Organizational Behavior.pptxIntroduction to Organizational Behavior.pptx
Introduction to Organizational Behavior.pptxAayushiBhawsar1
 
Towards a new paradigm of ir strategy
Towards a new paradigm of ir strategyTowards a new paradigm of ir strategy
Towards a new paradigm of ir strategyGaurav Singh
 
Organizational_Development_pptx.pptx
Organizational_Development_pptx.pptxOrganizational_Development_pptx.pptx
Organizational_Development_pptx.pptxNovalon
 
R E C R U I T M E N T
R E C R U I T M E N TR E C R U I T M E N T
R E C R U I T M E N TBalakrisna
 
hrd systems, processes, outcomes and organizational effectiveness
hrd systems, processes, outcomes and organizational effectiveness hrd systems, processes, outcomes and organizational effectiveness
hrd systems, processes, outcomes and organizational effectiveness Vidhu Arora
 
Organization behavior
Organization behaviorOrganization behavior
Organization behaviorMamun Muztaba
 
Burke litwin & Porras Robertson change model
Burke litwin & Porras Robertson change modelBurke litwin & Porras Robertson change model
Burke litwin & Porras Robertson change modelMit69
 
Human Resources For Nonprofit Managers
Human Resources For Nonprofit ManagersHuman Resources For Nonprofit Managers
Human Resources For Nonprofit ManagersTom Tresser
 
Orgganizational effectiveness
Orgganizational effectivenessOrgganizational effectiveness
Orgganizational effectivenessMahmoud Shaqria
 
Burke litwin change model - Organizational Change and Development - Manu Mel...
Burke litwin change model -  Organizational Change and Development - Manu Mel...Burke litwin change model -  Organizational Change and Development - Manu Mel...
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
 
Nadia abdullah .. compliance theory
Nadia abdullah .. compliance theoryNadia abdullah .. compliance theory
Nadia abdullah .. compliance theoryNadia Abdullah
 
System theory of management bipsu-converted
System theory of management  bipsu-convertedSystem theory of management  bipsu-converted
System theory of management bipsu-convertedJEFFREY PROJO
 

Semelhante a Lecture_Human_Resourse_Management_-_civil_services_of___Pakistan_2017.pptx (20)

Organization
OrganizationOrganization
Organization
 
Note of Organizational Behavior HRMT 5210
Note of Organizational Behavior HRMT 5210Note of Organizational Behavior HRMT 5210
Note of Organizational Behavior HRMT 5210
 
Introduction to Organizational Behavior.pptx
Introduction to Organizational Behavior.pptxIntroduction to Organizational Behavior.pptx
Introduction to Organizational Behavior.pptx
 
Towards a new paradigm of ir strategy
Towards a new paradigm of ir strategyTowards a new paradigm of ir strategy
Towards a new paradigm of ir strategy
 
Organizational_Development_pptx.pptx
Organizational_Development_pptx.pptxOrganizational_Development_pptx.pptx
Organizational_Development_pptx.pptx
 
R E C R U I T M E N T
R E C R U I T M E N TR E C R U I T M E N T
R E C R U I T M E N T
 
Recruitment and selection
Recruitment and selectionRecruitment and selection
Recruitment and selection
 
hrd systems, processes, outcomes and organizational effectiveness
hrd systems, processes, outcomes and organizational effectiveness hrd systems, processes, outcomes and organizational effectiveness
hrd systems, processes, outcomes and organizational effectiveness
 
Organization behavior
Organization behaviorOrganization behavior
Organization behavior
 
Burke litwin & Porras Robertson change model
Burke litwin & Porras Robertson change modelBurke litwin & Porras Robertson change model
Burke litwin & Porras Robertson change model
 
Human Resources For Nonprofit Managers
Human Resources For Nonprofit ManagersHuman Resources For Nonprofit Managers
Human Resources For Nonprofit Managers
 
Organisation behaviour
Organisation behaviourOrganisation behaviour
Organisation behaviour
 
Organising - MANAGEMENT PROCESS
Organising - MANAGEMENT PROCESSOrganising - MANAGEMENT PROCESS
Organising - MANAGEMENT PROCESS
 
ORGANIZATION.pptx
ORGANIZATION.pptxORGANIZATION.pptx
ORGANIZATION.pptx
 
Orgganizational effectiveness
Orgganizational effectivenessOrgganizational effectiveness
Orgganizational effectiveness
 
Burke litwin change model - Organizational Change and Development - Manu Mel...
Burke litwin change model -  Organizational Change and Development - Manu Mel...Burke litwin change model -  Organizational Change and Development - Manu Mel...
Burke litwin change model - Organizational Change and Development - Manu Mel...
 
Nadia abdullah .. compliance theory
Nadia abdullah .. compliance theoryNadia abdullah .. compliance theory
Nadia abdullah .. compliance theory
 
Hr ppt
Hr pptHr ppt
Hr ppt
 
System theory of management bipsu-converted
System theory of management  bipsu-convertedSystem theory of management  bipsu-converted
System theory of management bipsu-converted
 
Rensis likerts management ppt
Rensis likerts management pptRensis likerts management ppt
Rensis likerts management ppt
 

Mais de UsmanKaran

Complete English Grammar and language in PPT.pdf
Complete English Grammar and language in PPT.pdfComplete English Grammar and language in PPT.pdf
Complete English Grammar and language in PPT.pdfUsmanKaran
 
IPE or international political economy.pptx
IPE or international political economy.pptxIPE or international political economy.pptx
IPE or international political economy.pptxUsmanKaran
 
Usman economic presentation (CPI).ppt
Usman economic presentation (CPI).pptUsman economic presentation (CPI).ppt
Usman economic presentation (CPI).pptUsmanKaran
 
Imperialism_Review_Questions.pptx
Imperialism_Review_Questions.pptxImperialism_Review_Questions.pptx
Imperialism_Review_Questions.pptxUsmanKaran
 
lecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.ppt
lecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.pptlecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.ppt
lecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.pptUsmanKaran
 
K-CPI-Survey.PPT
K-CPI-Survey.PPTK-CPI-Survey.PPT
K-CPI-Survey.PPTUsmanKaran
 
lecture_15_Public_Administration_and_Development_2017.pptx
lecture_15_Public_Administration_and_Development_2017.pptxlecture_15_Public_Administration_and_Development_2017.pptx
lecture_15_Public_Administration_and_Development_2017.pptxUsmanKaran
 
Lecture_6_Administrative_Law.ppt
Lecture_6_Administrative_Law.pptLecture_6_Administrative_Law.ppt
Lecture_6_Administrative_Law.pptUsmanKaran
 
Paragraph Writing Skills.pptx
Paragraph Writing Skills.pptxParagraph Writing Skills.pptx
Paragraph Writing Skills.pptxUsmanKaran
 
International Relations level of analysis (1).pptx
International Relations level of analysis (1).pptxInternational Relations level of analysis (1).pptx
International Relations level of analysis (1).pptxUsmanKaran
 

Mais de UsmanKaran (10)

Complete English Grammar and language in PPT.pdf
Complete English Grammar and language in PPT.pdfComplete English Grammar and language in PPT.pdf
Complete English Grammar and language in PPT.pdf
 
IPE or international political economy.pptx
IPE or international political economy.pptxIPE or international political economy.pptx
IPE or international political economy.pptx
 
Usman economic presentation (CPI).ppt
Usman economic presentation (CPI).pptUsman economic presentation (CPI).ppt
Usman economic presentation (CPI).ppt
 
Imperialism_Review_Questions.pptx
Imperialism_Review_Questions.pptxImperialism_Review_Questions.pptx
Imperialism_Review_Questions.pptx
 
lecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.ppt
lecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.pptlecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.ppt
lecture_1__Public_Administration_Concepts,_Approaches_and____Context_-_2017.ppt
 
K-CPI-Survey.PPT
K-CPI-Survey.PPTK-CPI-Survey.PPT
K-CPI-Survey.PPT
 
lecture_15_Public_Administration_and_Development_2017.pptx
lecture_15_Public_Administration_and_Development_2017.pptxlecture_15_Public_Administration_and_Development_2017.pptx
lecture_15_Public_Administration_and_Development_2017.pptx
 
Lecture_6_Administrative_Law.ppt
Lecture_6_Administrative_Law.pptLecture_6_Administrative_Law.ppt
Lecture_6_Administrative_Law.ppt
 
Paragraph Writing Skills.pptx
Paragraph Writing Skills.pptxParagraph Writing Skills.pptx
Paragraph Writing Skills.pptx
 
International Relations level of analysis (1).pptx
International Relations level of analysis (1).pptxInternational Relations level of analysis (1).pptx
International Relations level of analysis (1).pptx
 

Último

The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenolgaz9
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 

Último (20)

The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteen
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 

Lecture_Human_Resourse_Management_-_civil_services_of___Pakistan_2017.pptx

  • 2. DEFINITION According to Flippo “Planning, organizing, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and societal goals.”
  • 3. SPOIL SYSTEM VS MERIT SYSTEM Spoil System Merit System In politics and government, a spoils system (also known as a patronage system) is a practice in which a political party, after winning an election, gives government civil service jobs to its supporters, friends and relatives as a reward for working toward victory. The merit system is the process of promoting and hiring government employees based on their ability to perform a job, rather than on their political connections. Party affiliation is the main feature No consideration for party affiliation Full authority of hiring & firing without any grievances redressel system Must obey rules and regulations regarding hiring & firing etc.
  • 4. SPOIL SYSTEM VS MERIT SYSTEM Spoil System Merit System Politics & administration both completely merged in spoil system Dichotomy of Politics & administration exists Spirit of public service is sacrificed and is taken place by political interests. Spirit of public service is not sacrificed. Political affiliation is sufficient Competency & fitness for duty Employees under spoil system promotes the interests of their political benefactors albeit illegitimate. Neutrality is the core value of merit system. Promotion & benefits based on agenda completion of specific political affiliated party. Promotion & benefits based on achievement/seniority
  • 5. PERSONNEL ADMINISTRATION VS HRM Points of Difference Personnel Administration HRM NATURE UNITARIST PLURALIST FUNCTION INDEPENDENT SYSTEMS THINKING APPROACH/ INTEGRATED AUTHORITY & POWER CENTRALIZED DENCENTRALIZED RESPONSE REACTIVE PROACTIVE LEADERSHIP & MANAGEMENT TRANSACTIONAL TRANSFORMATIONAL
  • 6. PERSONNEL ADMINISTRATION VS HRM Points of Difference Personnel Administration HRM TERM OF CONTRACT RIGID FLEXIBLE PAY & PERFORMANCE TASK ORIENTED PERFORMANCE ORIENTED EMPLOYEE SATISFACTION BASIC: SALARY, COMPENSATION IMPROVEMENT: STRETAGY, CREATIVITY SCOPE NARROW WIDE SPECTRUM
  • 7. OPEN VS CLOSED SYSTEM • Ludwig Bertalanffy describes two types of systems: open systems and closed systems.
  • 8. Open vs Closed System Open System Closed System It interact with its environment for inputs & outputs It does not interact with its environment for inputs & outputs Flexible System Rigid System Hospitals/Police Stations/Colleges/universities Army offices/Intelligence Units open-system perspective views an organization as an entity that takes inputs from the environment, transforms them, and releases them as outputs in tandem with reciprocal effects This approach allows managers and organizational theorists to analyze problems by examining the internal structure of a business with little consideration of the external environment.
  • 9. FUNCTIONS OF HRM • Recruitment and selection • Orientation • Maintaining good working conditions • Managing employee relations • Training and development
  • 12. FUNCTIONS/RESPONSIBILITIES MANAGERIAL FUNCTIONS: • Planning of the enterprise • Formulating policies for future development • Program to choose adequate number of persons • Provide training to the workers in enterprise • Integration and maintenance of work force OPERATIVE FUNCTIONS: • It has to provide a clear layout about the inter- relationship between persons • Jobs and physical factor and every worker should have proper understanding of their job
  • 13. WHAT IS IT • It’s a part of administration which is concerned with people at work & their relationship within the organization. • It involves personnel planning &forecasting appraising human performance, selection & staffing, training & development, maintenance & improvement of performance &productivity. Personnel Administration (PA) is used to: • Process employee data • Maintain employee information • Administer personnel procedures
  • 14. WHAT IS IT Personnel Administration (PA) Actions are used to: • Hire new employees • Promote, Demote, or Transfer employees • Add Additional Assignments • Manage Leave of Absences and Returns • Separate and Retire employees
  • 15. Personnel Processes • RECRUITMENT • Methods: Recruitment Proper  Merit System vs Spoil System  Education System • By Promotion • SELECTION • Past Record • Interview • Intelligence Tests • Performance tests • Aptitude Tests • Personality Tests
  • 16. Personnel Processes • TRAINING • Informal Training • Formal Training  Pre-Entry Training  Orientation Training  In-service Training  Post Entry Training • Methods:  Lecture Method  Class Room Meeting  Syndicate Method  Case Study Method  Field Research Method
  • 17. RECRUITMENT & SELECTION IN PAKISTAN • Bureaucracy of Pakistan divided in three categories: • Generalist administrative Service • Functional Service • Specialized Service • Since, 1977 four avenues of recruitment • Direct recruitment – CSS (through FPSC) • Military recruitment • Initial recruitment (answering the adv. In newspaper) • Adhoc recruitment • CSS Examination • 2nd div. graduation => age 21-30 => Citizenship • Written test => Psychological test => Interview => Medical Examination • Training in CSA, LHR => Secretariat Training Institute, RWP => Pakistan Academy for Rural Development, National Institute of Public Administration, Pakistan Administrative Staff College LHR.
  • 18. CLOSED SYSTEM • A closed-system perspective views organizations as relatively independent of environmental influences. • The closed-system approach conceives of the organization as a system of management, technology, personnel, equipment, and materials, but tends to exclude competitors, suppliers, distributors, and governmental regulators. • This approach allows managers and organizational theorists to analyze problems by examining the internal structure of a business with little consideration of the external environment.
  • 19. CLOSED SYSTEM • The closed-system perspective basically views an organization much as a thermostat; limited environmental input outside of changes in temperature is required for effective operation. • Once set, thermostats require little maintenance in their ongoing, self-reinforcing function. • While the closed-system perspective was dominant through the 1960s, organization scholarship and research subsequently emphasized the role of the environment.
  • 20. OPEN SYSTEM • Two early pioneers in this effort, Daniel Katz and Robert Kahn, began viewing organizations as open social systems with specialized and interdependent subsystems and processes of communication, feedback, and management linking the subsystems. • Open-systems theory originated in the natural sciences and subsequently spread to fields as diverse as computer science, ecology, engineering, management, and psychotherapy. • In contrast to closed-systems, the open-system perspective views an organization as an entity that takes inputs from the environment, transforms them, and releases them as outputs in tandem with reciprocal effects on the organization itself along with the environment in which the organization operates.
  • 21. OPEN SYSTEM • That is, the organization becomes part and parcel of the environment in which it is situated. • In much the same way, open-systems of organizations accept that organizations are contingent on their environments and these environments are also contingent on organizations. • As an open-systems approach spread among organizational theorists, managers began incorporating these views into practice.
  • 22. OPEN SYSTEM • Katz and Kahn argued that the closed-system approach fails to take into account how organizations are reciprocally dependent on external environments. • Open-system approach serves as a model of business activity; that is, business as a process of transforming inputs to outputs while realizing that inputs are taken from the external environment and outputs are placed into this same environment.
  • 23. OPEN SYSTEM • Furthermore, in contrast to closed-systems, the open-system perspective does not assume that the environment is static. • As an open system, an organization maintains its stability through feedback, which refers to information about outputs that a system obtains as an input from its task environment. • The point is that closed-systems versus open- systems do not represent a dichotomy, but rather a continuum along which organizations are more open or less open to their environments.
  • 24. Personnel Administration vs HRM • Personnel Administration is workforce centered, directed mainly at Personnel administration is workforce centered, directed mainly at the organization’s employees; • such as finding and training them, the organization’s employees; • such as finding and training them, arranging for them to be paid, explaining management’s arranging for them to be paid, explaining management’s expectations, justifying management’s actions etc. expectations, justifying management’s actions etc.‡ ‡
  • 25. Personnel Administration vs HRM • HRM is resource centered, directed centered, directed mainly at management, in terms of devolving the responsibility of HRM to line management, management development etc.