Personnel Administration- is concerned with people at work and their relationships within an

organization.
-it refers to the entire spectrum of an organization’s interaction with its human resources from
recruitment activity to retirement process.
-It involves personnel training and forecasting, appraising human performance, selection and staffing,
training and development and maintenance and improvement of performance and productivity.
-Personnel administration is systematized, specialized knowledge and technique, which can help the
organizations in administering their personnel for achieving their optimum performance.

Development of Policies governing:

 Man power planning, recruitment, selection, placement and termination.
 Education and training, career development.
 Terms of employment, methods and standards of remunerations.
 Working conditions and employees services.
 Formal and informal communication and consultation both through the representatives of
employers and employees and all levels throughout the organizations.
 Negotiation and application of agreements on wages and working conditions, procedures for the
avoidance and settlement of disputes.
Objectives of Personnel Administration:
 To utilize human resources effectively.
 To establish and maintain a productive and self respecting relationship among all the members
of the organization.
 To enable each person to make his maximum personal contribution to the effective working of
the organization.
 To ensure maximum individual development of the personnel.
 To achieve an effective utilization of human resources for the attainment of organizational goals.
 To establish and maintain an adequate organizational structure.
 To generate maximum group and individual development within the organization by offering
opportunities for advancement to employees or by training and job education.
 To reduce friction amongst the employees by securing the integration of individuals and groups
in such a manner that the employees feel a sense of involvement, commitment and loyalty to
the organization.
 To reorganize and satisfy individual needs and group goals by offering adequate and equitable
remuneration.
 To maintain a high a morale and better human relations inside the organization.

Significance of Personnel Administration

 Success of any administrative system depends on how effective it handles its personnel
functions.
 Out of three ‘M’s i.e Men, Money and Material, men is the most important factor that
determines the quantity and quality of the performance and output. With their requisite skills,
 aptitude, integrity and organizing capacity, they can build the image of their organizations or
effective institutions in the nation building process.
 Personnel administration reduces the chasm between organizational objectives and the
individual to the desirable extent by treating individuals at work in such a way that they will
realize their maximum possible intrinsic abilities, to create an effective organizations.

Group Activity- Report on Monday the Different System in Personnel Administration-

Personnel System
1. Democratic system
2. Bureaucratic system
3. Aristocratic system

The HR MANAGER
-the personnel or human resource manager, who is a member of the top executive group, is responsible
for the formulation of personnel policies and programs which will serve as the foundation for an efficient
personnel administration in a company for it to realize its goals and objectives and allow the employees
to develop their individual career goals.

Responsibilities/Role of Human Resource Managers

1. Supervisor- he plans, organizes, directs, controls and coordinates the activities of his departments. He
manages the work of the employees in his department and trains them in developing their skills for
efficiency.
2. Administrative Official- he or his staff conducts or directs certain personnel activities as provided or in
the policies and programs entrusted to the department. He sees to it that labor laws and government
regulations are properly complied with.
3. Adviser- he serves as counsellor, guide and confidante to management supervisors and employees.
4. Coordinator- he brings into action all activities, regulates and combines diverse efforts into a
harmonious whole, and gets together and harmonizes the work of various personnel in his department
and the related function in other departments.
5. Negotiator- he is the representative of the management in negotiating Labor contracts or to attend
negotiations with unions in an advisory capacity.
6. Educator- he conducts or administers company’s training program.
7. Provider of Services- he provides services to all employees and helps them obtain facilities with
government agencies like SSS, Medicare, etc., which can make their employment more satisfying.
8. Employee Counselor- his knowledge and training in human relations and the behavioural sciences
plus his familiarity with company operations, puts him in the best position to counsel employees.
9. Promoter of Community Relations- he must be well informed of the activities and developments in
the environment where the enterprise operates.
10. Public Relations Man- his functions require him to deal with the general public, which includes the
employees, the unions and the community.
 Training and Development- is an organizational activity aimed at improving the performance of the
individuals and groups of employees in the organizational settings. It is an organized activity for
increasing the knowledge and skills of the employees.

Training- is the process where people acquire capabilities to aid in the achievement of organizational
goals.

Training of new employees- Orientation

- The HRD has to design the orientation program and incorporate the following topics.
1. Company policies, rules and regulations
2. Corporate Mission and Vision
3. Explain the company system, benefits and other services available to employees and their families.
4. Provide overview of job setting and work rules.
5. Introduce the employees to co-workers and the company working environment.
6. Safety rules and health programs.

The purpose of orientation process:

1. Productivity enhancement- both employee and employer want to start right and become productive
as soon as possible.
2. Turnover reduction- employees with effective orientation programs tend to stay longer with the
company.
3. Organization effectiveness- well-oriented employees can immediately contribute to the goals and
objectives of the organization.
4. Favorable employee impression- a good orientation program creates a favourable impression of the
organization and its work.
5. Enhancement interpersonal acceptance- it tries to ease the employee’s entry in the work group.

-The development of intellectual capital includes the following.

1. Basic skills- Skills needed to perform one’s job effectively.
2. Advanced skills- the use of technology to share with other employees.
3. Understanding of the Customer Needs- the global market is quality competitive.

Assessment Phase
1. Organizational Analysis- the specific source of information and operational measures or an
organization level needs analysis.
-Grievances
-Accident Record
-Observations
-Exit interview
-Customer’s complaints
-Equipment utilization and breakdown
-Material wastage, scraps, and quality control data
-Training committee, observation and need assessment data
2. Task Analysis- the job description and the job specifications provide information on the performance
expected and the skills necessary for employees to accomplish the required work
3. Individual Analysis- the use of performance appraisal data in making this individual analysis is the
most common approach.

Employees Readiness for Training

-Factors influence motivation to learn:
1. Self-efficacy- It is the employee’s belief that he can successfully learn the content of the training.
2. Understanding the benefits or consequences of training
3. Awareness of training needs, career interest and goals.
4.Basic skills-this refers to the degree of the employee’s desire to learn the cognitive ability, reading and
writing skills and other technology changes necessary in the work environment.

The Learning Environment

1.Employees need to know why they should learn.

2. Employees need to use their own experience as bases for learning.
3. Employees need to have the opportunity to practice.
4. Employees need feedback.
5. Employees learn by observing and interacting with others.
6. Employees need training programs to be properly coordinated and arrange.

Selecting the Training Method

1. Presentation Method- passive receipt of information that includes the traditional instructions,
distance learning and audiovisual techniques.
2. Hands-on Training- this refers to the training method that require on-the-job training, simulation,
business games, case studies, behaviour modelling, interactive videos and web-based training.
3. Group Building Method- it helps trainees share ideas and experiences, build group or team identity.

Evaluation for Training Program

1. Learning- it represents the level of how well the trainees have learned facts, ideas, concepts, theories
and attitudes.
2. Behavior- there must be a change in the work attitude and behaviour of the trainee after the training.
3. Results- employer evaluate results by measuring effects of training on the achievement of
organizational objectives.

Criteria for Evaluation of Training

1. Determine what to measure.
2. Establish the base line.
3. Isolate Variables
4. Measure Attitudes
5. Measure Performance

Human Resources Development Approaches

1. Management Coaching- the immediate supervisor coaches his subordinate employee in performing
certain functions that are necessary for its advancement.
2. Committee Assignments- assigning promising employees to important committees can give the
employees broadening exercise.
3. Job rotation- the process of shifting employees from one job to another.
4. Assistant-to-the-Position- this is the assignments of an assistant to the position who works directly
under the manager.
5. Job Enlargement- refers to adding challenges or new responsibilities to the employee’s current job.
6. Mentoring- employees can also develop skills and increase their knowledge about the company and
its operation by interacting with more experienced organization members.

Outside Development Interventions

1. Formal Education- the company sends the employee to formal seminars, Workshops and other
training programs offered by training consultants and agencies.
2. Team Building- the employees are organized into team and solve common problems related to
relationships because the focus is on human relation issues and poor team-work.
3. Case Studies- this is a classroom type of training techniques that provides a medium through the
application of management behaviour concepts and analysis.
4. Role Playing- is a development technique requiring the trainee to assume a role in a given situation
and act the behaviour associated with it.
5. Simulation- these are business games developed by human resource experts that require the
participants to analyze a situation and decide the best course of action based to the given data.

Employee Relations- refers to a company’s efforts to manage relationship between employers and
employees. An organization with good employee relations program provides fair and
consistent treatment to all employees so they will be committed to their jobs and loyal to the company.
-employee relations program focus on issues affecting employees, such as pay and
benefits, supporting work-life balance and safe working conditions.

Equal employment opportunity- is a government policy that requires that employers do not
discriminate against employees and job applicants based upon certain characteristics, such as age, race,
color, creed, sex, religion, and disability.

Discrimination Issues
-our employment laws make it illegal to discriminate against an applicant because of: age, sex, marital
status, ethnic origin, religious preference, sexual preference or disabilities. Here are some examples of
questions that can be interpreted as discriminatory;
Age
How old are you?
When did you graduate from high school?
Marital Status
Are you married?
Do you have children?
Ethnicity
What is your nationality?
What language do you speak at home?
Religion
What church are you a member of?
What do you do on Sunday?
Sexual Preferences
What is your sexual orientation?
Do you date members of the opposite sex or same sex?
Disabilities
What health problems do you have?
Do you date members of the opposite sex or same sex?

Work and Designing jobs

Job Analysis- is the process of collecting data and information about a job and result of job analysis is job
description and job specification.
-focuses on the two important data or information that managers must have the right information about
the nature of the employee’s job.

1. Job Description- the job description contains the task, duties, responsibilities that the job entails.
-Job title -Duties -Supervisions/Subordinates
-Working conditions
Example: Position Title- Human Resource Assistant
Job Code- HR 002
Department- Human Resources
Salary Grade- Pay grade 5
Duties and Responsibilities
a. Assists in the processing of applicants by conducting preliminary interviews to
applicants to determine their initial qualification for the position being applied.

2. Job Specification- contains information about the employee’s qualifications and traits required in the
effective performance of the work.
-Education -Experience -Training -Physical abilities
-Psychological abilities -Communication Skills

Example: Education- College Graduate Major in Human resource or Psychology

Training- On the job training at the HRD for at least 500 hours
 Job Location- HRD at usually in air conditioned room
Assignments- may be assigned to liaison work with government offices and
maybe exposed to traffic and dust.

This information could be used in the following personnel activities:

a. It serves as a guide in interviewing applicants.
b. It is a guide in the proper selection of the employees as to his qualifications for the proposed vacant
position.
c. It is used in the assessment of employees for training and development.

Job Analysis Method

1. The Job Questionnaire Method- the job analyst prepares the questionnaire based on the purpose of
the job analysis. The form to be used is carefully prepared based on simple understanding of the
employees who will answer them.
2. The interview Method- commonly used for blue-collar jobs, as the employee may not be able to
answer the questionnaire.
3. The Combination of Interview and Questionnaire Methods- the analyst verifies the information from
the employee’s immediate supervisor thru a structural interview. To verify further information, the
analyst interviews the employee concerned.
4. Observation and Interview Method- this method is involved in the observation of the worker at the
job site and in their station. The observation is noted while the employee is performing the task assigned
to him.

Job Evaluation- a systematic process of establishing the relative worth of jobs within a single
organization in order to determine equitable pay differentials among jobs. Job evaluation typically rely
on job analysis and resulting job descriptions as the basis for the specific job information used to
compare jobs.
Recruitment- the process of attracting individuals on a timely basis, in sufficient numbers and with
appropriate qualifications, to apply for job with an organization.

Internal Environment
1. Promotion from within- if the open position is above entry level, it may be appropriate to promote
someone already working for the organization
2. Nepotism- hiring of the relatives

External Environment
1. Labor Market Conditions- Labor market conditions will significantly affects your organization’s ability
to attract and retain top-level employees.
2. Legal Issues- discrimination in employment practices when it is based on a person’s race, color, sex,
religion or national origin.

Different Methods in Human Resource Recruitment

1. Job Posting- the procedure to inform employees that job opening exist.
2. Employee Referrals- some managers believe that the best method to find top performers is to hire
individuals referred by existing employees.
3. Advertising Media- one popular and often effective means soliciting applicants is advertising it
through THAAAAE media, like newspapers, magazines, radio or television.
4. Walk Ins and Unsolicited Applicants- the unsolicited applicants could be a possible source of
outstanding employees.
5. Campus or University Recruitment- colleges are undisputable sources of talent for an organization to
tap.
6. Job Fair and Open House- the organizational representative of the company gather and interview
several applicants over a period of one to two days in some specified fields.
7. Government Agencies- some local government units have their placement offices look for possible
employments for their constituents.
8. Radio and Television- are now mediums for manpower recruitment.
9. The Internet- the internet could become another source of employment opportunities. Company
profiles and job placement could eventually come into the internet.
Selection- is the process of choosing from a group of candidates the individual or individuals who will be
offered a position.

Selection Procedure on How to Get the Most Qualified Applicants

Stage 1- Establishing selection procedure.

Stage 2- Identifying and choosing selection criteria, predictors, and instruments to be used.
Stage 3- Gathering and evaluating information about applicants.
Stage 4- Making communications decisions to select or reject.

The Selection Process

1. Preliminary Screening- the first step in the assessment of an applicant for the job is the initial
interview or preliminary screening.
2. The Application Form- the applicant is required to fill out the company’s official application form after
passing the preliminary interview. The company’s application forms contain more information that the
company may need or some information that may be required during the in-depth interview.
3. Testing and Evaluation of Results- tests are still the commonly used instruments for determining the
qualifications and talents of the application for a particular job.

Tests can be classified on the bases of personal characteristics sought from the applicant. The are the
following:
a. Intelligence Test- it is widely used to measure mental ability or general learning ability.
b. Aptitude Test- it measures the person’s capacity to learn a given job, provided there is adequate
training. This type of test is usually administered for mechanical and clerical positions.
c. Interest Test- it tries to predict the success in the job if the person’s interest and the job are properly
matched.
d. Personality Test- it is considered as an important instrument to test the personality of the applicant
especially for supervisory and managerial positions.
e. Achievement or Proficiency Test- it tries to measure the applicant’s knowledge of a given job. It tries
to eliminate “trade bluffers” who profess to know a particular type of work.

4. In-Depth Interview- the most important part of the selection process. All the relevant information
about the applicant is brought into focus at this point as the final decision to hire the individual is made
during this interview.
5. Evaluating References- references are important in finally assessing the applicant’s worth for the
position.
-Academic Reference
-Character Reference
-Work or Experience Reference
6. Physical Examination- this may be the last hurdle in the selection process. The applicants undergo
physical examination at the company clinic or an authorized hospital to determine the physical fitness of
the applicant for the job.
Medical Examinations are important for the following reasons:
a. To screen out those physically incapable of doing the job.
b. To prevent employment of those with high incidence of absenteeism due to illness or accidents.
c. To prevent hiring of people with communicable diseases or who are influenced by drugs.
d. Ward off unwanted claims with worker’s compensation laws, SSS, medical care and suits for damages.

7. Placements- the applicant who is cleared in all requirements is finally offered the job. The applicant is
now formally introduced in the group and undergoes an intensive orientation and induction program.

Managing Employee Performance

Types of Performance Issues

1. Constantly late or leaves early. Managing flexible schedule can provide a work-life balance. Some
employees may take advantage and, instead of working home, perform nonwork-related tasks instead.
2. Too much time spent doing personal things at work. Most companies have a policy about using a
computer or phone for personal use.
3. Inability to handle proprietary information. Many companies handle important client and patient
information. The ability to keep this information private for the protection of others is important to the
success of the company.
4. Family issues. Child-care issues, divorce or other family challenges can cause absenteeism, but also
poor work quality.
5. Drug and alcohol abuse. Substance abuse can cause obvious problems, such as tardiness,
absenteeism, and non-performance, but it can also result in accidents or other more serious issues.
6. Nonperforming. Sometimes employees are just not performing at their peak. Some causes may
include family or personal issues.
7. Conflicts with management or other employee. While it is normal to have the occasional conflict at
work, some employees seem to have more than the average owing to personality issues and this affects
an organization’s productivity.
8. Theft. The numbers surrounding employee theft are staggering. Obviously, this is a serious employee
problem that must be addressed.
9. Ethical breaches. The most commonly reported ethical breaches by employees include lying,
withholding information, abusive behaviour, and misreporting time or hours worked.
10. Harassment. Engagement of sexual harassment, bullying or other types of harassment would be
considered an issue to be dealt with immediately and depending on the severity, may result in
immediate termination.
11. Employee conduct outside the workplace. Speaking poorly of the organization on blogs or Facebook
is an example of conduct occurring outside the workplace that could violate company policy. Violating
specific company policies outside work could also result in termination.
Management of Performance Appraisal

Performance Appraisal- is one of the major keys to effective management. It is basis for determining
who should be promoted to a higher position. Performance appraisal is a process of evaluating an
individual in order to arrive at an objective human resource decision.

The Purposes of Performance Appraisal

1. Strategic Purpose- the performance of management system should link employee activities with the
organizations goals and objectives. These strategies are implemented through defining results, behaviour
and to some extent employee characteristics that are necessary for carrying out the predetermined goals
and objectives.

2. Administrative Purpose- performance management information relative to performance appraisal

points to the use of evaluation in decisions for salary adjustment, promotion, retention and termination,
lay off and recognition of individual performance.

3. Developmental Purpose- the third purpose of performance management is to develop employees

who are effective in their jobs. When employees are not performing as well as they should , performance
management seeks to improve their performance. The feedback given during the performance
evaluation process often pinpoints the employees’ weakness.

Developing and Administering an Appraisal Plan

-Performance appraisal is a line responsibility to be met with the assistance of the human resource
management and his staff.

1. Secure full agreement of line managers about the need for a formal performance appraisal plan and
for the purpose in which it will be used.
2. Secure plans of their companies and existing literature on the subject to develop a plan best suited for
the needs of the particular organization.
3. Enlist the cooperation of the supervisor in drawing up the appraisal plan.
4. Make sure that the purposes and nature of the performance appraisal plan are explained to those
who will make the appraisal.
5. Provide training to those who will use the instruments.
6. Develop and achieve line and staff coordination.
7. Arrange for periodic discussion of the performance appraisal.
8. The appraisal system should be carefully used in selecting employees for possible promotions.
9. Provide for challenges and review of performance appraisal.

The Performance Management Appraisal Feedback

- Feedback on employees’ performance is an important component of performance management.
The following should be undertaken to give employees feedback:
1. Feedback as a System
a. Data- are factual information regarding observed actions or consequences of actions. These are facts
that report what happened.
b. Evaluation- is the way the feedback system reacts to the fact and requires performance standards.
c. Action- a system in which data and evaluation influence action. The manager gives specific suggestions
regarding future actions the employees must take.

2. The Appraisal Interview- the appraisal interview presents an opportunity for the manager to talk
about employees’ potential and also their weaknesses.

Effective Performance Management System

1. Consistent with the strategic mission and goals of the organization.

2. Beneficial as a development tool.
3. Useful as an administrative tool of management.
4. Legal and job related.
5. Generally fair and acceptable by the supervisor and the employees.
6. Useful as documentary evidence in all personnel actions.

RETAINING EMPLOYEES

Five things successful companies do to retain employees

1. Create an environment that makes your employees feel like an asset to your company.
2. Make expectations and goals of the company clear.
3. Create an open and honest work environment.
4. Provide opportunities to grow and learn and let your employees know there is room for advancement
in your company.
5. Recognize and reward good work.