Synthesis/Summary Various functions of Public Personnel Management
Synthesis/Summary:Various functions of Public Personnel Management
Synthesis/Summary:Various functions of Public Personnel Management
Thelast couple of years have been characterized by significant changesin the socioeconomic sectors. One of the changes has been onorganizational needs in terms of personnel management and the role ofhuman resource managers to strengthen organizational policies andactivities. The advancement in information technology, communicationpolicies and operative functions has changed the approach taken byhuman resource managers to sustain productivity and encourageemployees’ retention. The following paper focuses on the role ofthe public personnel manager by evaluating the strategies taken byhuman resource managers to sustain productivity, retain employees andpromote second-generation work force planning.
Accordingto Ricucci and Freyss (2013), all organizations share similarstructures irrespective of size, location or products. In addition,the structures are independent of location and technology utilized toincrease productivity. Ricucci and Freyss (2013) argues that planningis one of the fundamental activities that must occur in anyorganization in order to identify the number of employees required tosustain production. In addition, the author argues on the necessityof organizing personnel acquisitions according to the organizationalneeds. Upon identification of organizational needs in terms ofemployees, personnel managers must capitalize on organizing resourcesaccording to objectives, qualifications and expected returns fromevery employee.
Theother consideration among personnel managers is staffing. This is theprocess of designing roles according to market and organizationalneeds. In addition, job design depends on the expected returns andproduction from employees (Ricucci & Freyss, 2013). Once the jobshave been designed according to roles, shifts, engagement with otherstaffs and projected production, personnel managers then embark onrecruitment. After identification of best individuals to fill vacantpositions, the other process involves selection and preparing theemployees for their roles.
Theother process involves directing roles and mentoring through guidanceand on-work manuals. Once employees understand the job requirements,personnel managers then concentrate on controlling personnel behaviorand rewarding the best paying jobs accordingly. Rewarding is alsoexplained in terms of promotions, demotions, firing and suspendingemployees depending on their behaviors and actions.
Oneof the surprising issues with public personnel management is thedynamism of interaction with other public administrators. One of theuniqueness with personnel management is the possibility of havinginter-dependencies with consultants, supervisors, centralizedagencies, regulatory bodies and in-house staffs (Grunig & Dozier,2012). The interdependencies among these units enhance follow up onemployees’ performance, behavior and adherence to corporate rules.
Theseindependent groups are responsible for making close follow-ups,guidance, correction and establishment of working policies thatdirectly affect the personnel. In addition, the interdependent groupsrely on the intelligence from every unit to evaluate personnelperformance. In addition, the groups are responsible for introducingemployees into the corporate culture and vision. Their roles startfrom selection of qualified candidates to recruitment, and finally toperformance evaluation for consistency with organizational goals.
Accordingto, Ricucci and Freyss (2013), personnel management cannot beeffective without efficient human resource planning policies andstandards. Naff, etal. (2013)identifies three forms of work force planning initiatives that areeffective in promoting productivity and competence. One of the formsof planning is computerized information systems that enhance datacollection, storage, manipulations and organization. In addition, thesecond initiative is embedded within the efficient methodologiesapplied to organizational goals in order to sustain work forcerequirements, training needs and separations. Similarly, Klingner,Nalbandian and Llorens (2010) cites action programs as the thirdinitiative used by personnel managers to investigate, evaluate,address and prevent problems from affecting other employees.
Oneof the significant issues in human resource planning is the influenceof external economic factors to forecasting emphases. When economiesdepreciate, the roles of human resource planners change in order toabsorb the changes in the financial scenes. In addition, supply mustalso be evaluated according to changes in order to sustainorganizational operations. When supply issues are not addressed,employees’ turnover occurs (Klingner, Nalbandian, & Llorens,2010). This is the process of losing employees to competing companiesor the aspect of having unsatisfied employees, who prefer to resignrather than sustain their positions at the company. Some of thereasons cited as influencing employees’ turnover include poor pay,inappropriate working environments and personal choices, for example,the need to maintain family stability.
Humanresource planning is influenced by the organizational needs, externaleconomic conditions and employee performance. These aspects influenceproductivity and must be incorporated in planning strategies tomaximize outcomes and sustain employees with minimal turnovers. Klingner, Nalbandian and Llorens (2010) considers employees trainingand planning as one of the important issues in personnel managementsince it ensures sustainability, maintains production and recognizesemployees’ talents. Human resource managers must abide by the legaland professional polices to enhance employees’ trust, competenceand sustainability. For example, human resource planning must focuson technology, working environment, protection of employees’interests and rewarding best employee’ behaviors.
Thereadings provide an important insight into the expectations of humanresource managers in sustaining employees and increasingproductivity. In addition, the readings provide relevant contentsregarding managers’ expectations on adherence to legal,institutional and professional mandates. Through the readings, onegets a detailed idea of personnel roles, goals and their implicationsto organizational objectives. The authors provide credibleinformation related to the human resource planning and policies. Thisinformation is helpful and important when evaluating the roles ofhuman resource managers. These authors are credible and reliable intheir exploration of personnel policies and roles attached to them.
Grunig,J. E., & Dozier, D. M. (2012). Excellentpublic relations and effective organizations: A study ofcommunication management in three countries.New York, NY: Routledge.
Klingner,D.E, Nalbandian, J., and Llorens, J. (2010). Public PersonnelManagement: Contexts and Strategies. New York, NY: Longman/Pearson.
Naff,K.C., Ricucci, N., and Freyss, S.F. (2013). Personnel Management inGovernment: Politics and Process. Boca Raton, FL: CRC Press.