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Principal of Personnel Manager
The principal functions of a Personnel Manager are as follows


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1. To advice and counsel the line organisation in the personnel approach.

To diagnose the stability or morale of the orgnaisation as effective work teams, by means of various indexes of team work such as productive efficiency, absentisim, accidents, labour turnover an internal mobility, and complaints and grievances; and to keep the line Management informed of actual or potential difficulties that need their joint attention.

3. To secure co-ordination and control of these activities through inspection reports to top management, which ha the final responsibility for seeing that they are uniformly and consistently administered.

4. To provide personnel procedures and services, such as recruitment, hiring. Selection, training, wage and salary administration, safety education, etc., as an aid to the line officers in getting more effective results through the people under them.

The personnel manager is a staff official whose function is to advise the line officials about the personnel policies.

“People Management” is the crucial task of every true manger. Whatever his assignments or level in the organisation, t real manager must expect to devote a larger percentage of his time to the management of people than to any other area of his activities-money and finance, materials and goods, purchases and sales, methods and procedures, or facilities an equipment. Further, a the manger accept greater responsibility in the organisation, as he rises toward the top, he must expect to devote increasing proportions of his time, energy, attention, and concern to managing people and less to the management of other resources. His responsibility of manging human resources is much greater tan merely getting along with people; it means thinking, planning and acting in terms of people in their relationship to organizational goals, polices and programmes at every level an in all divisions of the organisation working. Perspective in manpower Management requires a broad managing people.

The entire process of management is co-ordinated and organised by guidelines of Management policy. The fabric of management is held together by the different polices, they prescribe uniformity and consistency in the grand strategy of the working organisation. Policies give unity and single mindedness to the total, for they outline the general principles that guide and direct enterprises. Policies out-line the major strategies to be followed, managers plan specific tactics to implement these strategies. Many of the most obvious and influential of these polices define guide lines for managing manpower resources, manpower, labour from recruitments to retirement. Policy on manpower management in thus logical starting point for a study of he field of manpower management.

Management policy is the web of selected courses and intentions the mangers propose to follow in their efforts to achieve the goals of the organisation. Policies define the strategy of the Management campaign. They establish the frame work of guiding principles that facilitates delegation to lower level and permits individual mangers to select appropriate tactics or programmes. Polices reduce the range of individual decisions and encourage management by exception; that manger needs to give is special attention only to the unusual problems those not clearly covered by existing policy. Individual mangers, supervisors or rank-and-life employees, for example, may propose to follow the Golden Rule or to “saver for a rainy day” or to work as many hours per week possible, or to do much or as more than fellow workers. They may place a high priority on going along with on the job associates, observing norms of behaviour developed by the rules and regulations that make up informal organisation, organizational policy is the body of selected intentions that are established and communicated to: (a) facilitate achievement of organisational goals; (b) provide guidelines and thus maintain consistency and continuity in planning, strategy, and day to day management decisions (c) support confidence in expectation with respect to the roles to be played and the reactions an day to day decisions of individuals in the organisation, and (d) serve as yard sticks or intermediate criteria in evaluating the performance of individual mangers and managements as a whole.

Policy on manpower management provides guidelines for a wide variety of employment relationships in the organisation. Described as “personnel”, “industrial relations”, “Labour relations” or simply “labour policy”; these guide lines identify the organisational intentions in recruiting, selecting, promoting, developing, compensation, organising, motivating and otherwise leading and directing people in the wording organisation. Like the rest of the management policy, personnel policies serve as a road-map for mangers.

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