EVOLUTION AND THEORETICAL DEVELOPMENT OF PERSONNEL

ADMINISTRATION:
Though the concept and theory of Personnel Administration has its germination in the West,in
India the scene developed via motivation by governmental efforts and managerial preoccupation
with welfare concept and frustration with unsystematic recruitment practices,loss making Public
Service Undertakings,growing labour unrest,loss of production,etc. It led to establishments of
posts like Labour Welfare Officer/Personnel Officer in public as well as private organisations
that have evolved over time since the early 1930's.
Taylor's Scientific Management was the foundation stone for the development of this field
through his principle of scientific selection and systematic training and development of the
worker and Gantt later emphasised on it by adding that together with the above there was also a
need for obtaining the willing cooperation of the worker. The same was also emphasised by M.P
Follett.
The biggest watershed came with the advent of the Human Relations revolution which made the
study/theory of this field interdisciplinary by integrating sociology,psychology,industrial
psychology,social psychology,etc that brought in the approach of motivation and morale.
Also a lot of events led to its growth in the practical sense like the shortage of labour and labour
issues during the world wars,the Great Depression of 1930's warranted efficient personnel
administration for elimination of wastage and maximum utilisation of resources for maximum
benefit.

FUNCTIONS OF PERSONNEL ADMINISTRATION / HUMAN RESOURCE

MANAGEMENT1) MANPOWER PLANNING:
Before the process of Recruitment begins,Manpower Planning precedes it. Now first lets
understand what is Manpower Planning. Manpower planning as one of the functions of
Personnel Administration is of utmost importance.It is the process of assessment of an
organisation's requirements in terms of number of personnel needed for a job,job
definition/description,skills and specialisation it incorporates,duration for which the personnel is
required,nature of work,objectives of the job in line with the objectives and goals of the

organisation,etc. It is a sound manpower planning that gives adequate time for

recruitment,selection and training of such personnel,in short it lays down a full blueprint/chart of
processes to follow and the time period it should follow.

2) RECRUITMENT:
Once Manpower Planning is done,the process of recruitment begins. Recruitment is the process
that entails the search for prospective workers and stimulating them to apply for the jobs put up
by the personnel administration on behalf of the organisation. It is based on selection of the best
principle where a number applicants are invited for a single job opening and then the unwanted
are eliminated selecting the one for the job who suits all the prerequisites suitably. Recruitment
can make a break an organisation because even a brilliant training module cannot repair a faulty
recruitment. The recruitment process consists of attractive recruitment literature and
publicity,finding out target sector and people,usage of scientific tests for ability and aptitude
testing of prospective candidates,tapping right candidates from within the organisation as well as
outside as the requirement be(sometimes only one way or combined),placement of the right man
for the right job and effective probation period process and proper induction into the
organisation.

3) TRAINING:
Training is the continuous process of imparting and upgrading/developing professional
knowledge,broader vision,correct,ethical and novel patterns of behaviour,habits and
aptitudes,awareness of organisational as well as societal objectives,increasing morale and
motivation and the employee's potential contribution to the same. It is a ongoing process of
response to a need.

Types of Training:
There are two types of training - Formal and Informal.
a) Informal Training - Trial and error method is used and lessons are learnt from the mistakes
by employees. The success of this technique of training lies on the experience and seniority of
the senior officer and his/her interest in the new entrant.

b) Formal Training - It is the inculcation of administrative skills in the personnel through well
defined courses. Examples are - Pre entry training,orientation training,in-service
training,vocational training,etc.
Informal training helps in improving the quality of administration whereas formal training helps
in the broadening the faculty of the personnel.
Other methods of training can be the lecture method,case-study method,syndicate method (group
of individuals or organisations combined or making joint effort to undertake some specific
duty/transaction,in this case training purpose),etc.
Every organisation and system of personnel administration must pay immense and minute
attention to the training needs of employees of the organisation as it is the heart of the system.

4) CAREER ADVANCEMENT:
Career advancement as a function of personnel administration is concerned with the activities
that promote job growth or expansion of job roles/responsibilities.It is how an individual
/employee manages his/her career within the organisation(promotion,internal job postings,etc)
and between different organisations( shifting jobs,changing organisations for career growth and
development/advancement) as well as providing refinement of skills opportunities and
knowledge to the employees together with identifying options of growth for them. It is an
ongoing and dynamic process.
The Personnel Administration dept/Human Resources management dept has the responsibility to
encouraging and supporting in reviewing and re-assessing their goals and activities as well as to
provide valuable feedback and learning activities or resources and can contribute significantly
to the staff member's career development by supporting career development activities within the
department.
The support for career development via the Personnel/Human Resource dept.is important
because:

Current information about the organization and future trends helps employees create
more realistic career development goals .
Focus on skill development contributes to learning opportunities .
Opportunities for promotion and/or lateral moves contribute to the employee's career
satisfaction .
A greater sense of responsibility for managing one's own career contributes to selfconfidence

Career planning and development clarifies the match between organizational and
individual employee goals .
It's cost-effective to use the HRD(Human Resource dept./Personnel Administration) staff
talent to provide career development opportunities within your department .
Career development increases employee motivation and productivity
Attention to career development helps the HRD attract top staff and retain valued
employees
Supporting career development and growth of employees is mandated by the Philosophy
of Human Resources Management .

Career development can be supported by:

Referring to the Employee Development & Training catalog for the career development
course listings.
Annually, conduct an individual development plan and career discussion with employees
and require other supervisors in the concerned department to do the same.
Hold supervisors in the respective department accountable for supporting employee
development efforts.
Create programs and activities to provide skill development, such as job rotation, crosstraining, mentoring, internships, coaching, and career strategy groups.
Recognize that HRD's role includes providing support and/or release time for staff
members' development beyond their current jobs. Refer to the Education and
Development Leave policy and the Flextime Scheduling: Guidelines and Procedures
policy.
Support requests for alternate work schedules from staff members.
HRD should serve as a role model by participating in career and professional
development opportunities.
See staff members' applications for other positions as a healthy sign of a dynamic
workplace.
Support lateral moves within the organization.
Refer employees to the Staff Internship Program to explore opportunities to apply for
career development internships or self-initiate an internship in an area of special interest.
Create job vacancy listings that allow for the most diverse applicant pool while honoring
transferable skills.

Roles the department can play to attain the goal of career development/advancement of
employees:
COACH: Helps employees identify strengths, weaknesses, interests, and values by maintaining
open, effective communication and ongoing encouragement. Coaching can be improved by:

Encouraging two-way dialogue

Showing employees how to identify their skills, interests, and values
Scheduling uninterrupted career development discussions

ADVISOR: Provides organizational information, realities, and resources to employees. Can

improve advising by:

Helping employees develop realistic career goals based on HRD department's needs and
their individual development plans
Helping employees understand the current opportunities and limitations on the campus
Advising employees on the feasibility of various career options

APPRAISER: Evaluates employees' performance in an open, candid way and relates this to
potential opportunities. Can improve the appraisal skills by:

Providing frequent feedback in a way that fosters development

Conducting performance appraisals that define strengths, weaknesses, and career
development needs
Relating current performance to future potential in realistic ways
Using an individual development plan as a tool for continual feedback and development

REFERRAL AGENT: Helps employees meet their goals through contacts with people and
resources. You can improve your referral agent skills by:

Helping employees formulate development plans and consulting on strategies

Providing opportunities for experience, exposure, and visibility, such as committees and
task forces)
Using personal resources who HRD would know and what the dept. knows to create
opportunities
Assisting in seeking employees' placement lateral or vertical

5) POSITION CLASSIFICATION:
In Personnel administration position classification means grouping of various positions on the
basis of the commonality of responsibilities and duties. It started with the movement of equal pay
for equal work. It brings orderliness into the system and makes treatment uniform to people
irrespective of their caste,status,birth,age,gender,etc. It also is handy as a functional tool since it
makes clear even to the incumbent about his responsibilities and duties as well as hierarchical
systems formally associated with his/her position.
A set of similar/identical positions and having identical qualifications,functional and salary
structure when put together form a 'class'. In India classes are further grouped into broader

occupational groups called 'services' like All India Service,Central and State Services.
The Grade system of position classification is used to denote all 'classes' of positions which
(though different in subject matter or kind of work) are sufficiently similar as to the level of
difficulty and responsibility and level of qualifications for the job like civil
engineer,accountant,geologist,etc.
Each position classification is placed under a 'class' and each class should be placed in the
appropriate 'Grade'.
Advantages of position classification:
a) Facilitates Division of work.
b) Removes arbitrary standards.
c) Promotes employee equality and motivation.
d) Ensures effective Manpower planning and utilisation.
e) Lays down uniform work standards.
f) Speeds up recruitment process and indicates training needs.
g) Helps in maintaining updated personnel records.
Disadvantages of position classification:
a) Introduces element of rigidity in personnel system.
b) Under it,it is difficult to shift an employee from one position to another in the interest of the
administration.
c) Tends to get stale rather soon and a lot of effort is needed to keep it up to date.
d) Constant pressure from employees to upgrade their positions.

6) DISCIPLINE:
Discipline in simple terms can be stated as the force that prompts
individuals,organisations,nations,etc to observe rules and regulations and policies stipulated by
the above mentioned which are deemed necessary for the effective running of the same.
How disciple is instilled in an organisation:
a)Clearly stated rules,regulations, objectives and code of conduct of the organisation which are
constantly updated and reviewed.
b) No discrimination in enforcing the above.
c) Proper communication among all levels.
d) Strong disciplinary action so that indiscipline is not committed the second time.
e) Practices that breed indiscipline should be discouraged and prevented like favoritism,lack of
communication,lack of leadership,low morale and motivation among staff,irregularity and nonpunctuality.

Disciplinary actions to be taken and sequence of actions followed from trivial offences to
serious:
a) Oral warning
b) Loss of entitlement/incentive
c) Suspension
d) Demotion
e) Appointment termination
f) Dismissal

7) PERFORMANCE APPRAISAL:
A performance appraisal (PA) or performance evaluation is a systematic and periodic process
conducted by the human resource/personnel administration that assesses an individual
employees job performance and productivity in relation to certain pre-established criteria and
organizational objectives. It happens annually in most organisations. It also considers other
factors as well like behaviour,potential for future improvement,strengths and weaknesses,etc.
That is it looks into professional as well as personal accomplishments within the organisation but
the focus being on the former more.
It uses a number of techniques to do so like forms to fill in and rate the criteria mentioned on
it,one is done by the employee of himself and what he thinks of his management and the other is
filled in by the manager or superior officer of the concerned employee which then is followed by
an interview with the human resource/personnel administration and the higher management.
It can lead to promotions,higher pay and job responsibilities,etc.
It helps in establishing clear communication and also informs and updates both parties of factors
that can be improved upon,goal setting,performance improvement and determination of training
needs of the employees.
The personnel administration should ensure a fair,transparent and just performance appraisal
system to get out the positive effects of it and promote morale and motivation by excluding
arbitrary actions of higher management.

8) PROMOTION:
Promotion is derived from the Latin word meaning 'to move forward'. It can be a horizontal
(same level) promotion or vertical (higher position) promotion along with higher emoluments
and responsibilities.

It is necessary for rewarding an employee for accomplishments and boosting morale and
motivation and retain his/her services.
It should be just,fair and equal for the true spirit and benefits of the same to be yielded for the
organisation.
The standard specifications should be made clear to all employees of the organisation setting
forth the duties,qualifications,merit factors and ways of determining the same should be clearly
outlined and specified beforehand so that there is no ambiguity regarding the same in any body's
mind.
Promotion as a process is required because from time to time there are vacancies that need to be
filled up in an organisation and the best are to be selected for the same from within. There are
few posts and many contenders therefore the personnel administration has to be very careful and
alert while carrying out the same as a bad promotion policy has major negative ramifications for
the whole organisation.
Principles of promotion are:
a) Seniority principle - The employee having the maximum length of service should be
promoted once the senior officer retires/leaves. The merits are that it is easy to follow,promotes
equity,filters out nepotism and favouritism,reduces unhealthy rivalry. Its drawbacks are that it
does not necessarily select the best and most deserving,it leads to demoralisation of employees in
matters of work and initiatives because all they will be concerned about is maximising their
tenure and nothing else,etc.
It has been agreed by many that for promotion to higher posts the principle of merit should be
followed,in promotion to secondary posts there should be merit first and secondary should be
seniority.and in promotion in lower level positions the principle of seniority works well because
higher positions need qualities more than age to be carried out.
b) Merit Principle: It is the opposite or counter view to the seniority principle and advocates the
technique of tests like aptitude and personality,etc and specific criteria to determine the best
candidate for promotion amongst the respective class/grade/service/rank,etc.
There are various methods used to determine merit which are Written exams,Direction of the
head of department(like the recent appointment of Cyrus Mistry as head of Tata group on the
methods prescribed by the owner Mr. Ratan Tata),Efficiency ratings like production/work
records and personality potential,etc. And the last is the interview method that brings out the
personal as well as professional characteristics of the person spontaneously in front of
distinguished panelists.
For a sound promotion system there should be a sound and just promotion policy outlined and
clearly communicated to the employees and they should be provided with all the opportunities to
bring them on equal footing with the other contenders as well as there should be a promotion
grievance board setup with a representative if the head of organisation presiding over to hear
appeals against the same.

9) PAY AND SERVICE CONDITIONS:

Pay is one of the mainsprings of motivation in a society and together with appropriate working
conditions it is the base of a sound organisational system and it's functioning.
A salary scale should be determined on the basis of the current and expected cost of living of an
individual and his family.There should be equal pay for equal work with no discrimination at all
in the same.The minimum wages benchmark should be religiously followed. Public and private
jobs should have less salary disparity as possible between each other as well as within their
respective same sectors. A sound and attractive incentive scheme to boost efficiency and
production.
SERVICE CONDITIONS Proper leave structure,holidays list and hours of
work,rest periods,staff welfare and office accommodation conditions,health care policy and
housing policy should be clearly defined and communicated to the employee. The hygiene
factors that affect the productivity of the employee like proper ventilation,lighting and noise
reduction premises as well as proper sanitation should be taken good care of. Drawbacks like
unnecessary documentation,complex policies and delay due to the same should be checked and
avoided for it to function properly and keep the employees charged.
There should also be a neutral and just board/system set up for grievance redressal regarding the
same in the organisation for the above process and function so that it is kept up to date and
relevant with the current needs and changing times and does not become redundant leading to
employee dissatisfaction and attrition at times.

10) EMPLOYER - EMPLOYEE RELATIONS:

Employer employee relations can be amplified and made better through the following
mechanisms that are already being followed:
A) Employee Unions: From private organisations right to civil servants there have always been
associations of all co-workers who come together for collective bargaining and negotiations on
their behalf where an individual voice could be drowned out. This is encouraged by the govt. as
well a employers in other organisations as it helps maintain that they have a concern for the
employees with a view for transparency and open communication and that team work and
relations are bettered leading to better quality of work and efficiency. As civil servants under the
civil services rules and regulations have been denied the right to strike and participate in political
activities given their sensitive positions and tremendous importance in the service of the
country,therefore this is the recourse they have taken to protect themselves and make the govt.
hear their grievances and solve the same. These associations have been recognised by the govt

officially under central Civil service(Recognition of service association) rules,1959.

B) Joint consultative machinery: It consists of representatives from both sides of parties,that

is,from the employer side as well as from the employees' side who sit across to get a means of
clear communication between the two and work towards a solution unitedly and in the benefit of
both. Staff councils at various ministries of govt,departmental councils in various
departments,etc are examples of the same. It is a voluntary machinery where on a particular
subject of disagreement the both parties sign a joint intent agreement and enter into a joint
discussion machinery mode. Sometimes the respective parties also form committees to study the
matter and advise them or arbitrate on their behalf if the final authority which is the cabinet
rejects the joint declaration and sends back for reconsideration. Most of the times the arbitration
is done by a Compulsory Arbitration Board consisting of three members where one is drawn
from a panel of five names submitted by the official side that is the parties concerned,second
from similar panel submitted by staff side of the National council(apex body of all joint councils
in all ministries and departments in the nation consisting of 85 members,25 of whom are
nominated by the govt. and rest by the staff of various associations/unions/federations,etc), and
the chairman is an independent,just and neutral candidate having no connection with anyone. All
of them are selected by the Ministry of Labour and the first board was set up in 1968. It
adjudicates in matter relating only to pay and allowance,weekly hours of work and leave of a
class or grade of employees. No individual cases are taken. Its guidelines are binding on both
parties for five years until repealed by parliament on grounds of national economy or social
justice.
C) Rights of public servants: Fundamental rights from article 14 to 32 listed under part 3 of the
Indian constitution, can refer to link: http://en.wikipedia.org/wiki/Fundamental_Rights_in_India
D) Motivation and Morale: We have discussed this in the previous article on this blog with the
heading "Administrative Behaviour" , refer to link :
http://publicadministrationtheone.blogspot.in/2012/07/process-techniques-of-decisionmaking.html

11) GRIEVANCE REDRESSAL MECHANISM:

This topic has been discussed in a previous article of this blog (read Tribunals CAT and
SAT,etc) under the heading "Administrative Law" , refer to link :
http://publicadministrationtheone.blogspot.in/2012/08/administrative-law-meaning-scopeand.html

12) CODE OF CONDUCT:

A right code of conduct should be prescribed by organisations to put the employees/personnel
on the right track and get the goals of the organisation realised because if left to the employees to
do the same each one will have their own way of doing so and that will lead only to disharmony
and chaos.
Code of conduct of civil servants:
a) restrictions on political activities.
b) Political neutrality.
c) Restrictions on relation with mass media,outsiders and indulging in criticism of government as
well as public demonstrations and accepting gifts/presents.
d) Restrictions on matter of private business/employment,property apart from government
sanctioned ones,and investments speculation that he is privy to that could cause him or any pvt
organisation undue benefit(like stock market trading,etc).
e) No disclosure of Official documents/information to anyone not authorised to receive the same.
Any deviation from the above will invite strict disciplinary action which has been discussed
above under the sub title of " Discipline".

13) ADMINISTRATIVE ETHICS:

Manipulation and lack of ethics lead to humongous negative effects and reduce efficiency in an
organisation. Therefore the enforcement and development of administrative ethics in public
servants in today's welfare state times as well as the sensitive position they occupy is of utmost
priority and urgency.
The essentials to ensure the practice of ethics in administration are:
a) Faith,determination towards pursuit of excellence of service in their professional activities via
methods of training and sensitisation.
b) Infusion of ethics into politics through trainings,etc so that it is passed on to their sub
ordinates that are the civil servants.
c) Relations between citizens and personnel to create favourable opinion of society and people
towards public services and servants.
d) Need for character building in public servants through education,adult education and
functional or job responsibility literacy.
e) Impartiality should be practiced and encouraged.
f) Political neutrality in civil servants.
g) Education of people and society regarding their rights the work of public servants and
redressal mechanisms available to the people against them and the government.

15) RETIREMENT :
Retirement as a function of Personnel Administration as well as from an organisational point of
view is extremely necessary as it helps increase efficiency of public services and organisations
by eliminating employees from services due to old age,infirmity,inability to perform duties
anymore,etc. It is essential to maintain the system of promotion as the employees have to retire at
a certain age and also this policy helps bring in new and fresh blood and ideas. A sound system
of pension and retirement benefits help attract and retain the best talents as they do not have to
worry about their future. The basic guidelines,rules and regulations of the same have been laid
down and prescribed by the state/govt. and updated from time to time and proper adherence is
mandatory.