Management of a manpower

and the organisation of personnel.

Manpower is an able-bodied part of the population of the country,

which can make material benefits.

• The personnel are employees of the certain organization.

Management of manpower is directed on:

• Management of economy needs for qualified manpower;

• Maintenance of full employment of able-bodied population and its optimum distribution between branches and regions of the country;

• An effective use of manpower resources.

Employment is a general economic category, which reflects public system of work, employment conditions, and mutual relation between people in

their participation in social activities.

Personnel management meaning managing people can be said to be part of the role of every person who is responsible for the work of others.

The Personnel Management is special function of management, which has a prime responsibility for the following:

- formulating, proposing and gaining acceptance for the personnel policies and strategies of the organization,

- advising and guiding the organization's managers on the implementation of personnel policies and strategies,

- providing adequate personnel services for the organization to enable it to recruit, motivate and develop sufficient and suitable employees at all levels,

- advising the organization's managers of the human consequences of change.

• Personnel policies, like any other corporate policies, are not just the preserve of a particular group of Managers.

• Such policies have to be agreed by the top management team as a whole, and approved by the Board. The role of the senior personnel staff is to formulate draft personnel policies and to argue the case for their acceptance.

• In many instances it will be the personnel department which provides the initiative for the introduction of new policies and the revision or rejection of existing policies.

Principles of the personnel management:

- Orientation to labor laws requirements;

- The account of the current and perspective personnel requirements of the organization;

- Maintenance of conditions for staff turnover reduction; - Observance of balance of the organization and

employees' interests;- Participation in realization of personnel management

of all interested sides, including trade unions;

- Maximum care of each employee.

The general tasks of the personnel management:

• Organizing personnel recruitment and Selection; • Organizing training and retraining of the staff; • Organizing allocation and rotation of employees; • Organizing Pay and Benefits (Pensions, etc.);• Accounting and planning of staff requirements;• Relations with Trade Unions or Staff Associations;• Staff rejuvenating;• Forming administrative personnel;• Personnel marketing;• Personnel controlling.

Examples of personnel policies are as follows:

– Every job vacancy will be advertised within the organization before any external advertising takes place,

– The Company will encourage employees to pursue training and education opportunities, where this might qualify them for promotion or career development moves within the organization,

– The organization will always negotiate in good faith with the representatives of recognized independent trade unions,

– The Company will always endeavor to obey the spirit, as well as the letter of laws relating to employment; it will actively discourage any activities, which might cause a breach of the law.

• Strategic advice on personnel matters is directed towards the fulfillment of the organization's corporate plan, and covers issues such as the manpower plan, the development of harmonious and mutually respectful relationships with trade union representatives, the maintenance of employee motivation by means of fair and equitable payment systems and of adequate personal and career development opportunities, and, finally, the organization's actions in relation to new developments in employment legislation.

Personnel services include the following:• recruitment services (e.g. advertising, preparing candidate

specifications shortlisting candidates, arranging interviews and handling the correspondence)

• pay procedures and associated procedures, such as the providing job evaluation services

• appraisal procedures (i.e. appraisal forms, timetable for appraisals, maintenance of records, etc.)

• employment services (i.e. conditions of service procedures — informing managers and employees, recording employee details, handling enquiries etc.)

• employee relations — especially, organizing arrangements for management union meetings, taking records, providing relevant information on pay rates, recent agreements, legal aspects, etc.; monitoring grievance and disciplinary procedures, etc.

• training services (i.e. providing information about training, handling arrangements for courses, maintaining training records, etc.)

• safety, health and welfare services (e.g. organizing safety committees, maintaining safety records, provision of welfare and canteen facilities, etc.).

Human resources management (HRM) is defined as the process of achieving organizational objectives through the management of people. Tasks associated with HRM include recruiting, hiring, training, developing, and firing employees. When these tasks are done well, pharmacy employees know their responsibilities and receive sufficient feedback to meet them successfully. When these tasks are done poorly, pharmacy employees are given little or inconsistent direction in their tasks and often are frustrated in their jobs.

HRM is critical to the pharmacy profession because many pharmacists and pharmacy employees probably are capable of much higher performance levels than they are providing currently. The negative consequences of this lost performance can be substantial to both pharmacists and their patients.

The first step in this process is job analysis.

job analysis - a systematized procedure for collecting and recording information about jobs

job descriptions - list the duties of a job, its working conditions, and the tools, materials, and equipment used to perform it

job specification - lists the skills, abilities, and other credentials needed to do a job

A job analysis is usually made up of two parts. The job description lists the duties of a job, its working

conditions, and the tools, materials, and equipment used to perform it.

The job specification lists the skills (such as typing), abilities (such as manual dexterity), and other credentials (a college degree, a chauffeur's license) needed to do the job.

There are many methods of collecting and pre senting job analysis data, from simple homemade forms to standardized and computer-scored questionnaires.

Job analysis information is used in many human resource activities. For instance, it is necessary to know about job content and job requirements to develop appropriate selection methods and job-relevant performance appraisal systems and to set equitable compensation rates across jobs. Job analysis information is used in the development of training programs and also in human resource planning.

Human resource planning consists of forecasting future needs for employees in different jobs, forecasting the availability of such employees, and then taking steps to match supply and demand.

Short-range planning (one to two years) to guide immediate recruiting needs is most common, but mid- and long-range planning (up to ten years) can also be helpful.

More and more organizations are increasing their human resource planning activities. Systematic planning of this type results in improved efficiency and effectiveness throughout the organization.

Recruiting is the process of attracting individuals to apply for the jobs that are open. The goal is to attract qualified candidates. Attracting too few candidates is a problem, because those who are hiring either will not be able to be very selective or will have to leave openings unfilled. On the other hand, attracting far too many candidates is also undesirable, because evaluating candidates is costly and time consuming, particularly when individual testing or interviews are used.

internal recruiting - getting current employees to apply for higher level jobs in the organization

external recruiting - getting people from outside the organization to apply for openings

Internal Recruiting means considering present employees as candidates for openings.

Such a policy of promotion from within can help build morale and keep high-quality employees from leaving the firm. In unionized companies, the procedures for notifying employees of internal job change opportunities are usually spelled out in the union contract. They are often called job posting and bidding. For higher-level positions, a skills inventory system may be used to identify internal candidates, or superiors may be asked to recommend individuals who should be considered. One disadvantage of internal recruiting is its "ripple effect." When a current employee moves to a different post, someone else must be found to take her or his old job. If this replacement was already an employee, then her or his now-vacant job must also be filled.

Although internal recruiting gives many employees a chance to move up, it also increases training costs and other problems associated with inexperienced incumbents.

External Recruiting involves attracting individuals outside the organization to apply for jobs. A number of methods and sources are available, including advertising, campus recruiting, public or private employment agencies or executive search firms, union hiring halls, referrals by present employees, and hiring "walk-ins" or "gate-hires" (people who show up without being solicited). It is important to select the most appropriate methods. For instance, one would probably not go to the local state employment service office to find a nuclear physicist, but the state office could be used to find blue-collar workers. Private employment agencies can be a good source of clerical and technical employees, and executive search firms specialize in locat ing top-management talent. Newspaper ads are often used because they reach a wide audience and thus allow minorities "equal opportunity" to find out about and apply for job openings.

Application Blanks The first step in selection is usually asking the candidate

to fill out an application blank. Application blanks are an efficient method for gathering information about the applicant's previous work history, educational background, and other job-related demographic data.

They should not contain questions about sex, religion, national origin, or other areas not related to the job. Application blank data are generally used informally to decide whether a candidate merits further evaluation, and interviewers use application blanks to familiarize themselves with candidates before interviewing them.

Tests Tests are also used to select employees. Tests

of ability, skill, aptitude, or knowledge that is relevant to the particular job are usually the best predictors, although tests of general intelligence or personality

If tests are used, they should be validated and should be administered and scored in a very consistent fashion. All candidates should be given the same directions, should be allowed the same amount of time, and should experience the same testing environment (temperature, lighting, distractions). If properly used, tests can be very helpful in selection.

Interviews The interview is a very popular selection device. Besides evaluating

the applicant, the interviewer can tell the applicant about the company. Unfortunately, interviews are sometimes poor predictors of job success.

There are many reasons for this, most of them stemming from biases inherent in the way people perceive and judge others on first meeting.

Interview validity can be improved by training interviewers to be aware of potential biases and by increasing the structure of the interview.

In a structured interview, questions are written down in advance, and all interviewers follow the same question list with each candidate they interview. This procedure is helpful for two reasons. It introduces consistency into the interview procedure, and the questions can be carefully screened and refined so that they are all relevant to job ability and are not discriminatory

RECRUITMENT AND PLACEMENT

The following is a suggested list of interview preparation steps: Send information about the position to the candidate. It is helpful to provide candidates with specific information about the job description and standards

for performance to help them prepare for the interview. Identify interview objectives. It is important to ask your self what you want to achieve with the

interviews. For example, if you have acute, immediate needs, you may only consider candidates who are available immediately. However, if your interest is long term, you may be willing to wait for an excellent candidate to graduate from pharmacy school or complete a commitment made to another employer.

Review the position description and performance standards. The position description and performance standards will form the basis of your interview questions. Examples of a position description and performance standards are provided in Table 9-2.

Develop a list of interview questions. Pay particular attention to assessing the requirements of the job specified in the performance standards.

Study the applications and resumes. Look for accomplishments and credentials on which you want the candidate to expand. Also note frequent job changes, gaps in employment, demotions, inconsistencies in history, or incomplete information on references about which you want to learn more.

Schedule a quiet, uninterrupted interview. It shows disrespect to the candidate if you permit interruptions and distractions from giving your full attention to the interview.

Alert co workers whom you want the candidate to meet so that they can schedule a time to meet.

Assessment Centers Assessment centers are rapidly gaining in popularity as a

selection tool. They are used primarily to select managers and are particularly good for selecting present employees for promotion into management. The assessment center is a content-valid simulation of key parts of the managerial job. A typical center lasts two to three days, with groups of six to twelve assesses participating in a variety of managerial exercises. Most assessment centers include an "in-basket test" of individual decision-making and group exercises to assess inter personal skills.

Centers may also include an interview, public speaking, and standardized ability tests. Candidates are assessed by several trained observers, usually managers several levels above the job for which the candidates are being considered. Assessment centers are quite valid if properly designed and are fair to members of minority groups and women.

TRAINING AND DEVELOPMENT

After an individual is chosen for hiring or promotion, the next step is often some form of

training. Teaching managers and professionals the skills

needed for both present and future jobs usually refers to teaching operational or technical employees how to do the job for which they were hired.

Most organizations provide regular training and development programs for managers and employees.

Assessing Training Needs

The first step in developing a training plan is to determine what needs exist. For instance, if employees do not know how to operate machinery required to do their jobs, a training program on how to operate the machinery is clearly needed. On the other hand, when a group of office workers is performing poorly, training may or may not be the answer. The problem could be motivation, aging equipment, poor supervision, inefficient work design, or a deficiency of skills and knowledge. Only the last could be remedied by training.

If, after careful investigation, the problem does seem to require training, the manager should thoroughly assess the present level of skill and knowledge and then define the desired level of skill and knowledge in concrete, measurable form.

Method Comments

Assigned readings Readings may or may not be specially prepared for training purposes.

Behavior modeling training Use of a videotaped model displaying the correct behavior, then trainee role playing and discussion of the correct behavior. Used extensively for supervisor training in human relations.

Business simulation Both paper simulations (such as in-basket exercises) and computer-based business "'games" are used co teach management skills.

Case discussion Real or fictitious cases or incidents are discussed in small groups.

Conference Small-group discussion of selected topics, usually with the trainer as leader.

Lecture Oral presentation of material by the trainer, with limited or no audience participation.

On the job Ranges from no instruction, to casual coaching by more experienced employees, to carefully structured explanation, demonstration, and supervised practice by a qualified trainer.

Programmed instruction Self-paced method using text or computer followed by questions and answers. Expensive to develop.

Role playing Trainees act out roles with other trainees, such as "boss giving performance appraisal" and "subordinate reacting to appraisal" to gain experience in human relations.

Sensitivity training Also called 1 -group and laboratory training, this i> an intensive experience in a small group, wherein individuals give each other feedback and try out new behaviors, h is said to promote trust, open communication, and understanding of group dynamics.

Vestibule training Supervised practice on manual tasks in a separate work area where the emphasis is on safetv, learning, and feedback rather than productivity.

Interactive video Newly emerging technique using computers and video technology.

Evaluation of Training

Training or development programs should always be evaluated.

There are two basic kinds of evaluation measures: those collected in or at the end of training and actual performance measures collected when the trainee is on the job.

The former are easier to get but the latter are more important. Trainees may say they enjoyed the training and learned a lot, but the true test is whether their job performance is better after their training than before.

Job rotation is a management technique that assigns trainees to various jobs and departments over a period of a few years.

Surveys show that an increasing number of companies are using job rotation to train employees.

There are both positive and negative effects involved with job rotation that need to be taken into consideration when a company makes the decision to utilize this technique.

There are different reasons a company may choose to utilize job rotation such as using job rotation as a learning mechanism. Research suggests that there are significant benefits that may out weigh the costs involved with training employees for diversified positions.

As a learning mechanism, employees are given the opportunity to learn necessary skills which can help them to advance within a company. This employment opportunity also has the effect of boosting morale and self efficacy.

The company may benefit from using job rotation by having the ability to staff key positions within a company. This practice may allow a company to run more efficiently, and as a result, become more productive and profitable.

Job rotation can also be used to alleviate the physical and mental stresses endured by employees when working the same position, year after year. By allowing employees to rotate to other positions, the risk factors for some types of musculoskeletal disorders may be reduced. Job Rotation is also believed to have the ability to decrease the amount of boredom and monotony experienced by employees who work the same position for extended periods of time.

There are some negative attributes associated with job rotation. Firstly, some positions within a company may not be eligible for

rotation. There may be positions within a company that may be specialized due to technology or may require highly skilled workers. These positions may not fit the profile for rotation opportunities because of the costs involved to train the workers.

Another problem faced by companies is that some employ unionized workers that may be resistant to job rotation due to standard union practices.

Furthermore, one other problem faced by companies is the possibility of having to pay incentives to workers for cooperation with the job rotation implementation which can lead to wage inequality.

Finally, the utilization of Job Rotation may have the effect of reducing a workforce because of the cross-training involved; a company may not need to hire additional staff to cover positions and may possibly layoff current employees no longer considered necessary.

THANK YOU FOR ATTENTION!