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Personnel Management PDF

238 Pages·1989·18.62 MB·English
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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. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright Act 1956 (as amended), or under the terms of any ticence permitting limited copying issued by the Copyright Licensing Agency, 33-4 Atfred Ptace, London WClE 7DP. 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

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