CONSTRUCTION PERSONAL

MANAGEMENT
 WHAT IS CPM?
• Personnel management can be defined as
obtaining, using and maintaining a satisfied
workforce.
• Significant part of management concerned
with employees at work and with their
relationship within the organization.
 Flippo-DEFINITION
• Personnel management is the planning,
organizing, compensation, integration and
maintenance of people for the purpose of
contributing to organizational, individual and
societal goals.
 Brech-DEFINITION
• Personnel Management is that part which is
primarily concerned with human resource of
organization.
 NATURE OF PERSONNEL MANAGEMENT
• Personnel management includes the function of employment,
development and compensation.
• Concerned with promoting and stimulating competent work
force to make their fullest contribution to the concern.
• To advice and assist the line managers in personnel matters.
• Emphasize on action rather than making lengthy schedules,
plans, work methods(problems and grievances of people at
work can be solved more effectively)
• It also motivates the employees through it’s effective
incentive plans
• It manages both individual as well as blue- collar workers.
 ROLE OF PERSONNEL MANAGER
• Personnel manager is the head of personnel department. He
performs both managerial and operative functions of
management
• Personnel manager provides assistance to top management-
policies related to personnel or workforce can be framed out
effectively by the personnel manager.
• He advices the line manager as a staff specialist- Personnel
manager acts like a staff advisor and assists the line managers
in dealing with various personnel matters.
• As a counsellor,- A personnel manager attends problems and
grievances of employees and guides them.
• Personnel manager acts as a mediator- He is a
linking pin between management and workers.
• He acts as a spokesman- Since he is in direct
contact with the employees, he is required to act
as representative of organization in committees.
He represents company in training programmes.
 FUNCTIONS OF PERSONNEL
MANAGEMENT
Four functions of Personnel Management:
• Manpower planning
• Recruitment
• Selection
• Training and development
ELEMENTS OF PERSONNEL MANAGEMENT

• 1.Organization- Organization is said to be the framework of

many activities taking place in view of goals available in a
concern.
• An organization can be called as a physical framework of
various interrelated activities.
• Right from manpower planning to employees’ maintenance
• It is organizational structure on which the achievement of
goals of an enterprise depends upon.
• A personnel manager has to understand the importance of
organizational structure.
 ctd
• 2.Job- It tell us the activities to be performed in
the organization.
• The goals of an enterprise can be achieved only
through the functional department in it.
• Depending upon the size of organization today,
the nature of activities are changing. In addition
to the three primary departments, personnel
and research department are new additions.
• 3.People- The last and foremost element in personnel management is
people.
• In a organizational structure to achieve the goals, the presence of
manpower becomes vital.
• In order to achieve departmental goals, different kinds of people with
different skills are appointed. People form the most important element
because :
– The organizational structure is meaningless without it.
– It helps to achieve the goals of the enterprise.
– It helps in manning the functional areas and achieve goals.
– They make a concern operational.
– They give life to a physical organization.
• The different types of people which are generally required in a concern
are :
– Physically fit people
– Creative people
– Intellectuals
– Technical people
– Proficient and skilled people
• A personnel manager has to understand the
relationship of the three elements and their
importance in organization or say three
relationships:-
ORGANISATION

PEOPLE JOB

• INTER-RELATIONSHIPS-helps in
• Work efficiency and it’s importance and roles
and responsibilities
 JOB ANALYSIS

• Job analysis is primary tool in personnel

management.
• In this method, a personnel manager tries to
gather, synthesize and implement the information
available regarding the workforce in the concern.
• A personnel manager has to undertake job analysis
so as to put right man on right job.
• There are two outcomes of job analysis :
• Job description
• Job specification
 THE INFORMATION COLLECTED UNDER JOB ANALYSIS

• Nature of jobs required in a concern.

• Nature/ size of organizational structure.
• Type of people required to fit that structure.
• The relationship of the job with other jobs in the concern.
• Kind of qualifications and academic background required for
jobs.
• Provision of physical condition to support the activities of
the concern.
• For example- separate cabins for managers, special cabins
for the supervisors, healthy condition for workers, adequate
store room for store keeper.
 JOB DESCRIPTION
• It is an organized factual statement of job contents in the
form of duties and responsibilities of a specific job.
• The preparation of job description is very important before a
vacancy is advertised. Specifies the nature and type of job.
• Title/ Designation of job and location in the concern.
• The nature of duties and operations to be performed in that
job.
• The nature of authority- responsibility relationships.
• Necessary qualifications that are required for job.
• Relationship of that job with other jobs in a concern.
• The provision of physical and working condition or the work
environment required in performance of that job.
 JOB SPECIFICATION
• It is a statement which tells us minimum acceptable human qualities
which helps to perform a job.
• Job specification translates the job description into human
qualifications so that a job can be performed in a better manner. Job
specification helps in hiring an appropriate person for an appropriate
position.
• Job title and designation
• Educational qualifications for that title
• Physical and other related attributes
• Physique and mental health
• Special attributes and abilities
• Maturity and dependability
• Relationship of that job with other jobs in a concern.
THE HAPPY WORKERS
ARE THE MOST
PRODUCTIVE WORKERS
 FIVE POSSIBLE TYPES OF DELAYS
LABOUR vs these factors
• Environment
• Equipment
• Labour
• Material
• Management
• Treating human resource as an asset.
• Emphasizing joint responsibilities of line
managers and staff managers.
• Alcohol and drugs account for 92% of all
employee work-related problems.
 SOURCES OF LOST TIME
• ABSENTEEISM
• ACCIDENTS
• BEHAVIOUR
• EMOTIONS
• PHYSICAL CONDITION
• RELATIONSHIPS
• WORK
 ABSENTEEISM
• Excessive unreported absences, later explained as important
emergencies
• Higher than Average incidences of flue, cold, headaches and
upset stomach
• Unscheduled vacations
• Increased absenteeism especially on Mondays, Fridays and after
holidays
• Frequent absence from work area for trips to water fountain or
bathroom
• Requesting to leave for
various reasons
• Using sick leave for minor
complaints
 ACCIDENTS
• Disregard for the safety of others
• Higher than average accident rate, both on
and off the job
• Placing workers in an unsafe environment or
working practice
• Taking needless risks
 BEHAVIOUR
• Picking arguments with others
• Avoiding the supervisor on work related issues
• An exaggerated sense of self-importance
• Violent behaviour
• Being either overly withdrawn or excessively
talkative
 EMOTIONS
• Act depressed or anxious
• Mood changes after breaks or lunch
• Emotional instability, such as outbursts of
complaining
• Overly suspicious behaviour
 PHYSICAL CONDITION
• Frequent blank stares – “500 mile look’’”
• Changes in appearance after breaks or lunch
• Exhaustion, nodding, or sleepiness
• Slurred speech
• Unsteady walk
• Untidiness
• Wearing sunglasses at
inappropriate times or
making unusual efforts to
cover one’s arms.
 RELATIONSHIPS
• Avoiding co-workers
• Complaints of home problems
• Overreaction to criticism , real or imagined
• Persistent Job transfers
 WORK
• Difficulty in recalling instructions or prior
mistakes
• High amounts of poor judgemental mistakes
• Inconsistent quality of work
• Lapses in concentration
• Difficulty in decision making or handling
complex situations
• Taking more time to complete work-missed
deadlines