As Frederick R. Kappal in his
“Personnel Management” puts it “people are our most important
resource-and as I see it, every boss of people has to be his own
personnel man. Personnel Management is not something you turn over
to a personnel department staff”.
The manger's job is
of getting things done through people. The manger is a leader and
supervisor and director. His crucial task is that of leading and
mobilizing and directing the energy and efforts of those he manages.
He will secure both advise and assistance from members of the
department. They can help to keep him upto date on the state of the
art; they can suggest how he may improve his personnel management:
they can perform a wide range of professional and technical services
for his recruiting, selection, wage and salary administration,
collective bargaining and many others. A competent industrial
relations manger can co-operate with him in planning, staffing,
organising and administering his managerial province.
and colleagues can help him. They can even cover for him, by
reducing his deficiencies n manging people. But he must understand
how to use the help and advice of others in his management of people,
an he must recognise the necessity for thinking in terms of people.
He cannot organise anything but people. Leading, directing and
mobilizing people in is crucial task.
develop maintain his competence in managing people. He must get and
hold the right people, help them develop to meet new
responsibilities, maintain their interest and commitment and
enthusiasm. These are his responsibilities.