Personnel Management

238 Pages·1989·18.62 MB·English

by  Margaret Attwood (auth.)

Macmillan Professional Masters
Personnel Management
Macmillan Professional Masters
Titles in the series
Company Accounts Roger Oldcorn
Constitutional and Administrative Law John Alder
Contract Law Ewan McKendrick
Cost and Management Accounting Roger Hussey
Criminal Law Manse Cremona
Data Processing John Bingham
Employee Relations Chris Brewster
Land Law Kate Green
Landlordand Tenant Law Margaret Wilkie and Godfrey Cole
Management Roger Oldcorn
Marketing Robert G. I. Maxwell
Office Administration E. C. Eyre
Personnel Management Margaret Attwood
Study Skills Kate Williams
Supervision Mike Savedra and John Hawthorn
Personnel Management
Margaret Attwood
M
MACMILLAN
© Margaret Attwood 1985, 1989
All rights reserved. No reproduction, copy or transmission
of this publication may be made without written permission.
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with the provisions of the Copyright Act 1956 (as amended),
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Any person who does any unauthorised act in retation to
this pubtication may be tiabte to criminat prosecution and
civit claims for damages.
First pubtished by Pan Books Ltd as lntroduction to Personnet
Management in the Breakthrough series in 1985.
Fully updated and revised edition published by
MACMILLAN EDUCAT ION LTD
Houndmills, Basingstoke, Hampshire RG21 2XS
and London
Companies and representatives
throughout the world
Typeset by TeeSet Ltd, Wallington, Surrey
British Library Catatoguing in Publication Data
Attwood, Margaret
Personnet management.-Fully updated and
rev.ed.
1. Personnet management
I. Title II. Attwood, Margaret.
Introduction to personnet management.
658.3
ISBN 978-0-333-48780-8 ISBN 978-l-349-20137-2 (eBook)
DOI 10.1007/978-1-349-20137-2
To Bill, Abi and Jonathan
VII
Contents
Introduction Xl
1 Definitions ofpersonnelmanagement 1
1.1 The structure and organisation of a personnel
department 1
1.2 Who practises personnel management? 4
1.3 Personnel roles and responsibilities 4
1.4 Universal good practice in personnel
management- a myth for students or a reality for
practitioners? 6
1.5 Is personnel management a profession? 8
2 Planningforpeopleinorganisations 10
2.1 What ishuman resource planning? 10
2.2 Stage 1: analysisof current staff in the organisation
and past trends 12
2.3 Stage 2: analysisof the organisation's future plans
in human resource terms 20
2.4 Stage 3: analysisof the matches or mismatches
between.human resource supply and demand
forecasts 23
2.5 Stage 4: evaluating the options 24
2.6 Stage 5: selection of best alternatives and
implementation as the human resource plan, with
monitoring and review procedures 26
3 Recruitment andselection 28
3.1 How to start 28
3.2 Stage 1: defilliQg the job to be done 29
3.3 Stage 2: definingthe ideal candidate 33
3.4 Stage 3: attracting candidates 36
3.5 Stage 4: selecting candidates 38
3.6 The follow-up process 47
3.7 Managerial roles in recruitment and selection 48
4 Introducing theindividual totheorganisation 50
4.1 What isinduction? 50
4.2 The induction process 51
viii Contents
4.3 Induction training 53
4.4 Roles in induction 54
4.5 A final word 55
5 The lawand the rights of the newemployee 56
5.1 The legal framework of employees' rights 56
5.2 The law and the rights ofjob applicants 58
5.3 What isdiscrimination? 59
5.4 Coverage of the anti-discrimination legislation 61
5.5 The contract of employment 63
5.6 Summary - case study 66
6 Involving the individual in the job 69
6.1 Motivation 69
6.2 Orientations to work 73
6.3 Designing jobs to encourage efficiencyand
commitment 74
6.4 Direct participation as a means of encouraging
employee commitment 77
7 Appraising performance 81
7.1 What isperformance appraisal? 81
7.2 Purpose of performance appraisal 81
7.3 Designing an appraisal system 82
7.4 Performance-related pay 87
7.5 Training for appraisal 87
7.6 Other problems of appraisal 87
7.7 Conditions necessary for successfulappraisal
schemes 89
7.8 A cautionary tale 89
8 Training for currentjobs 91
8.1 What is training? 91
8.2 Objectives of training 92
8.3 Training policy 92
8.4 A systematic approach to training 93
8.5 Stage 1: the identification of training needs 93
8.6 Stage 2: the planning of training programmes 98
8.7 Stage 3: implementing training programmes 104
8.8 Stage 4: the evaluation of training programmes 105
8.9 Role of the training specialist 107
9 Developingpeoplefor the future 108
9.1 Management development 108
9.2 The focus of management development 109
9.3 A systematic approach to management
development 109
Contents ix
9.4 Managerial succession planning 111
9.5 Analysis of development needs 112
9.6 Selecting for management development 112
9.7 Designing management development programmes 116
9.8 Evaluation of management development 121
9.9 Career development for young people 122
9.10 Equal opportunities in career development 124
9.11 Development of high flyers 124
9.12 A final word on development 125
10 Looking after employees- welfare and counselling services 126
10.1 How can we define 'welfare' in the context of
modern personnel management? 127
10.2 Occupational stress 128
10.3 Personal services for employees- counselling 128
10.4 Group services for employees 131
10.5 Status considerations 133
10.6 The future of employee services 133
11 The law and the rights of the individual employee 135
11.1 Checklist of individual employment rights 135
11.2 Anti-discrimination legislation and employee rights 136
11.3 The equality commissions 137
11.4 Equal pay 138
11.5 Maternity rights legislation 140
11.6 Other rights to time off from work 142
11.7 Sick pay and medical suspension 143
11.8 Payments to workers when there is no work to do 144
11.9 The limits of employment law 144
12 Fair pay and employee benefits at work 146
12.1 Factors affecting salary and wage levels 146
12.2 The wage- effort bargain 147
12.3 Wage and salary administration policies 148
12.4 Job evaluation and the design of pay structures 149
12.5 External pay comparisons 160
12.6 Salary and wage administration 161
12.7 Pay incentives 162
12.8 Fair benefits at work 166
12.9 What of the future? 166
13 Managing the employment relationship 168
13.1 A corporate perspective on employment relations 168
13.2 Managerial choice of employment strategies 170
13.3 Perspectives on the employment relationship 171
x Contents
13.4 Managingthe employment relationship - the
options for management 172
13.5 Direct or indirect participation? 177
13.6 Employee relations roles in the workplace 177
13.7 The lessonsfor personnel specialistson the
management of the employment relationship 181
14 Terminating employment 182
14.1 Dismissal- an introduction 182
14.2 Discipline handling skills 183
14.3 Disciplinary procedures 185
14.4 The lawon dismissal 186
14.5 Redundancy 192
14.6 Situations of redundancy 193
14.7 Selection of employees for redundancy 194
14.8 Retraining or redeployment of redundant workers 195
14.9 Redundancy compensation 197
14.10 Retirement 198
IS Thefutureisnotfaraway 201
15.1 What of the future? 201
15.2 The future - the challenge for personnel
management 202
15.3 Developing mechanismsfor the more effective
control of the workforce 202
15.4 Encouraging employee commitment 203
15.5 Flexibility- the key to the future 203
15.6 The implications for the personnel specialist 204
Answers 205
FurtherReading 220
Index 222