PERSONNEL MANAGEMENT IN EDUCATION

PERSONNEL MANAGEMENT IN EDUCATION
BY ROSNANI JUSOH

SEKOLAH/INST. PEND

Beri komen anda… Situasi 1 Situasi 2 Situasi 3 Situasi 4 Situasi 5

What is The Organization?
Organization is a group of people working together towards a common goal in such a way that even if the individuals or organization change, the behavioral remain stable and predictable. Organization can be viewed as an open system wherein there lies an input-output relationship between variable.

ORGANISATION PROCESS Input Process Output RECOURCES SYSTEMS VISSION
MISSION GOALS OBJECTIVES PERSONNEL FINANCE MATERIALS FACILITIES TEACHING AND LEARNING DISCIPLINE EMIS/SMM/SAP PERFORMANCE BEHAVIOR WORLD CLASS EDUCATION

ORGANISATION ENVIROMENT
EXTERNAL ENVIROMENT TECHNOLOGY POLITIC INTERNAL ENVIROMENT MISSION ORGANISATION RESOURCES POLICY CULTURE SOCIETY ECONOMIC

Education Philosophy Education in Malaysia is on-going efforts towards further developing the potential of individuals in a holistic and integrated manner, so as to produce individuals who are intellectually, spiritually, emotionally and physically balanced and harmonic, based on a firm belief in and devotion to God. Such an effort is designed to produce Malaysian citizens who are knowledgeable and competent, who possess high moral standards and who are responsible and capable of achieving high level of personal well-being as well as being able to contribute to the harmony and betterment of the family, the society and the nation at large.

Mission To develop a world-class quality education system which will realize the full potential of the individual and fulfill the aspiration of the Malaysian nation.

Objectives To produce loyal and united Malaysian.
To produce happy, well mannered individuals who have faith, knowledge and vision. To prepare the nation's human resource for development needs. To provide educational opportunities for all Malaysians.

What is “Personnel Management”?
1. “Resource” for achieving educational goals and strategies Managerial resources: personnel resources, money, materials, facilities, technology, information….. What is difference between “personnel Resource” and other resources?

Resources are controlled by personnel resources.
- Human resources have intellect and emotion The success of an organisation is measured not just by quality and product design but also more by its ability and responsive in delivering service to its customers at global level.

POLICY PIPP THE MAIN FOCUS ON HUMAN CAPITAL Intangible Emotional
Inteligence Knowledge And Experience Personel Productivity Personel Creativity Human Capital ? + + + = Fully Owned TO The Employee

Organization Theory The purpose of organization theory is to apply such knowledge as to behavior of individuals and groups related to jobs, work, productivity, performance, perception, motivation, learning and management toward improving an organization’s effectiveness and ushering in excellence. Beyond its effect on individuals and organization, also carries with it the potential for economic growth.

PERSONNEL MANAGEMENT PROCESS
Organization Personnel Management Activities Recruitment and selection of employees Personnel Development Orientation Training Professional Development Discipline Performance Appraisal Safety and Health Management Personnel Management Activities Job Analysis and design Human Resource Compensation Management JOB EMPLOYEE PERSONNEL Personnel Management Activities Job Analysis design Recruitment and selection of employees Personnel Development Performance Appraisal

Personnel Management Planning
It is the most vital function of an organization Planning activities is necessary to have the right number of people with the right skills at the right place at the right time. - Anticipating the need for personnel - Anticipating the supply of personnel - Planning programs to ensure that the organization has the right number of personnel

The Step in Personnel Planning
Collecting Information Forecasting demand for personnel Forecasting supply Planning and conducting needed programs

The Model of Personnel Planning Process
Forecasting organizational conditions Forecasting personnel demand Forecasting internal supply Forecasting external supply Reconciling Gap Recruitment Training Transfer Promotion Remuneration

Forecasting as a Part of Personnel Planning
Choose human resource programs SUPPLY FORECASTING DEMAND FORECASTING Determine organizational objectives Internal programs Promotion Transfer Career planning Training Turnover control External programs Recruiting External selection Executive exchange Demand forecast for each objective Aggregate demand forecast Internal supply forecast External supply forecast Does aggregate supply meet aggregate demand? Aggregate supply forecast No Yes Reconciling Gap

DEMAND FORECASTING

Collecting Information
Knowing about both the internal and external environments External – economy, technology, unemployment rate, skill availability, age, race…. Internal – includes short and long term plan and strategies

Demand Analysis : Forecasting
Forecasting the demand for personnel at various points in the future. Forecasting about the past and present and judgment of the organization Using judgmental vs mathematical methods

Delphi Technique Based on the principle that forecasts from a structured group of experts are more accurate than those from unstructured groups or individuals. The carefully selected experts answer questionnaires in two or more rounds. After each round, a facilitator provides an anonymous summary of the experts’ forecasts from the previous round as well as the reasons they provided for their judgments.

Bottom Up Unit based forecasting
The process begins by rolling up past performance and look closely at individual/ problem from the bottom perspective.

Top down The traditional top down forecast is often based on managers/ administrative perspective.

Ratio Analysis Utilizes the data from all area:
Student : Teacher ratio Teacher: Class ratio What is the ideal ratio???

Regression Analysis A statistical method to estimate any trend that might exist among important factors

Time-series Methods Time series analysis relies on historical data and attempts to project historical patterns into the future.

Supply Analysis: Forecasting
The internal supply of personnel consists of all individuals currently employed. An examination of the current internal inventory of employees a forecast of internal supply assuming current activities are continued.

Skill Inventories Skills inventories are manual/computerized to keep track of experience, education and special abilities.

Marcov Analysis Transition matrix
used to predict internal availabilities based on historical patterns of movement. remain in position, promotion, transfer, demotion, or exit

Supply Analysis: Forecasting
External supply analysis involves the forecasting of quantity, productivity and development of personnel projected to join the organization from outside.

External Demographic Trends
The process of analysing the population of national data and trends for influence and impact on schools, students, programs and educational personnel. - Applicant Pool Demographics - Applicant Flowcharting

Gap Analysis It is the reconciliation of employee supply and demand through setting objectives.

Planning and Conducting Needed Programs
Having identified the gap in demand and supply, appropriate programs for planned and conducted to fill the manpower gaps. Recruitment Training Transfer Promotion Remuneration Demotion

Recruitment The process of attracting qualified job candidates to fill vacant positions; realistic job previews try to provide candidates with accurate information on the job and organization.

How much cost per hire? The recruiting and selection cost include :
Advertising and promotional materials Relocation expenses The wages of employees Process paperwork Interview Give test Train Orientation, courses (PTK) Retirement

Continue.. Hewit Associate estimated that the cost to replace one departed worker is 1 ½ times the salary of the individual being replaced (William et. all, 2002)

Recruiting Methods Internal Recruiting Job Posting
The position can be filled as a result of posting the job opening on bulletin boards or newsletter. A job posting procedure enables employees to strive for a better position within the organization Notice of position openings should include all important information about the job : brief job description, the education and training required, salary and type of job either full time or part time.

Internal Recruiting Skills Inventory
A skills inventory includes s list of employee names, their education, training, present position, work experience, relevant job skills and abilities and other qualifications. The organization can search through the skills inventory to identify potential candidates for the position opening.

Internal Recruiting Job Bidding Those interested in the vacancy bid for the job by applying if they are qualified. Referrals An excellent source of information is current employees who may know someone who would be qualified and interested in the open position.

2. External Recruiting College and University Recruiting Recruiting at college and university level serves as a major source for acquiring managerial, professional and technical skills. College and university recruiting has become fiercely competitive because the supply of students is far more than demand.

External Recruiting Advertising Advertising job opening in newspapers, magazines, newsletters and other media sources ( radio and tv). Advertising is useful for filling open positions quickly.

External Recruiting Public Employment Agencies (JTR : MoHR) Private Employment Agencies (PEA) The Internet

Selection Choosing whom to hire from a field of qualified applicants
Realistic Job Previews Provide job candidates with pertinent information regarding a job and organization Reliability means a selection device gives consistent results over repeated measures Validity Means scores on a selection device have links to future performance Assessment Center Examine how job candidates handle simulated job situations

Application Blanks and Resume
The Selection Process Application Blanks and Resume Testing Interview Reference Checks Job Offer Physical Examination Hire New Employee

JOB ANALYSIS AND JOB DESIGN

Job Analysis Involves collecting data about the jobs performed.
Include: knowledge, skill, abilities and other characteristic.

Knowledge: The degree to which a job holder is required to know specific technical material. Skill: Adequate performance on tasks require the use of tools, equipment, and machinery. Abilities: Refer to the physical and mental capabilities needed to perform task. Other characteristics: Specific requirements needed to perform the job.

STEP IN CONDUCTING A JOB ANALYSIS
Step 1 – Determine the Purpose for Conducting a Job Analysis Step 2 – Identify the Jobs to Be Analyzed Step 3 – Explain the Process to Employees and Determine Their Level of Involvement Step 4 – Determine the Data Collection Method and Collect Job Analysis Information Step 5 – Process the Job Analysis Information Step 6 – Review and Update Frequently

Step 1 – Determine the Purpose for Conducting a Job Analysis
The purpose for conducting a job analysis should be explicit and tied to the overall strategy of the organisation. To determine the type of information should be collected on work contexts, work inputs and all of these components of the job.

TYPES OF INFORMATION TO BE COLLECTED BY A JOB ANALYSIS
Work Activities: Job oriented activities – description of the work activities performed, indicate how, why and when worker performs and activity involving active human participation, machine or system functions. 2. Worker- Oriented Activities: Human behaviors performed in work such as sensing, decision making, performing physical action or communication.

3. Machines, Tools, Equipments, and Work Aid Used: Computers Safety equipment Office Tools 4. Job Related Tangibles and Intangibles Material Process, products made, knowledge deal with or applied and services rendered.

4. Work Performance: Work measurements (time taken) Work standards Other aspect 4. Job Context: Physical working conditions, working schedule, organised context, social context and incentives

5. Personal Requirements: Job related knowledge and skills (education, training, or work experience required) Personal attributes (physical characteristic, personality and interest required)

Step 2 – Identify the Jobs to Be Analyzed
Deciding which jobs need to be analysed : Normally the organisation has undergone any changes that have affected only certain job to be analysed

Step 3: Explain the Process to Employees and Determine Their Level of Involvement
Employees and managers should be informed of who will be conducting the analysis, why it is needed, whom to contact if they have questions or concerns, the schedule and their role in the job analysis.

Step 4 – Determine the Data Collection Method and Collect Job Analysis Information
Managers must decide which method or combination of methods will be used and how to collect information. Three of the most popular forms of data collection include: Observation of task and behaviors of the job holders; observed performing their work. Interviews; knowledgeable employees are interviewed about specific work activities. Questionnaires and checklist; a detailed list of task performed in a job is compiled and given to employee knowledgeable about the job.

Step 5 – Process the Job Analysis Information
To place the data collected into a form that will be useful which the job analysis results can be printed.

Step 6 – Review and Update Frequently
The final step and should be ongoing. Managers and personnel specialists need to review job description and job specifications frequently. More frequent reviews are necessary if organisational change occur.

Job analysis Data Output
The data collected from the job analysis can be used for writing job description and job specification.

Job Description Description of the duties, responsibilities, working condition and activities of a particular job. The title of the job is always provided and should be descriptive of the job. It immediately understand what the job entails.

Job Specification Description of employee qualification, such as experience, knowledge, skills or abilities, that are required to perform a particular job.

Users of Job Analysis Data
Job Evaluation Recruitment and Selection Labor and Human Resource Relation Utilizing Human Resource Training and Development

JOB DESIGN A blueprint of tasks required to accomplish a job successfully. How a job is designed has a tremendous impact on the effectiveness of the organization and the quality of work life for employees. Individual and group job design includes job rotation enlargement and job enrichment.

JOB ROTATION The systematic movement of workers from one job to another in an attempt to minimize monotony and boredom. Does not change the actual job content, but it rotates employees from one job to another after a specified period of time. Often increase the number of employee skills and duties an add flexibility to the organization.

JOB ENLARGEMENT An increase in the number of tasks an employee performs (Horizontal job loading) there by increasing the diversity of a job. Adding more tasks to the job increase variety for the worker( Giving them more work to do).

JOB ENRICHMENT An increase in the meaningfulness of the work and the responsibilities of employee (Vertical job leading) Allow workers more control over their work if the job is to be perceived as enriched.

INDIVIDUAL AND GROUP JOB DESIGN OPTIONS
Group Design Options Individual Design Options WORK TEAMS Large task That is Completed by a Group of Specific Task Assignments AUTONOMOUS WORK GROUPS Work Teams Are Given a Goal To Achieves and the Control over the Accomplishment QUALITY CIRCLES A Group of Employees and Supervisors Meet Regularly to Discuss Quality Problems and Solutions JOB ROTATIONS Rotating from Job to Jo Within Organization JOB ENLARGEMENT Adding more Task to the Jobs, Horizontal Loading. JOB ENRICHMENT Making Job More Meaningful and Challenging; Vertical loading. Job Design Approaches

STRATEGIES GUIDELINES JOB DESIGN
Using job characteristics model, to propose specific characteristics of jobs that can be lead to important psychological aspect. Psychological states lead to a number of positive personnel and work outcome.

THE JOB CHARACTERISTIC MODEL
Recognizes that certain aspect of the job are inherently motivating for most worker. Hackman & Adham (1976) proposed the relationship between core job characteristics and the psychological states is moderated by individual’s growth need strength (need to learn, grow and be challenged).

The five core job characteristics are defined:-
Task identify Task significance Skill variety Autonomy Feedback The three psychological states are defined:- Experienced meaningfulness Responsibility Knowledge of results

HACKMAN-OLDHMAN’S JOB CHARACTERISTICS MODEL
Core Job Characteristics Critical Psychological States Personal and Work Outcomes Skill Variety Experienced Meaningfulness of the Work High Internal Motivation High Satisfaction High Work Quality Low Absenteeism and Turnover Task Identity Task Significance Experienced Responsibility Autonomy Knowledge of Rules from Work Activities Feedback Relationship Are Moderated by Employee Growth Need Strength

TRAINING Training is the process of identifying, assuring and developing, through planned activities, the knowledge, skills and abilities that personnel needs to help them perform their current and future job responsibilities in organizations to the greatest extend possible.

Competency Mapping Competency Gap Future Performance Strategic Plan
Current Competency Performance Desired Competency Level

The Training Process Evaluation Stage Assessment Stage Training Stage
Examine the propose training project with respect to organizational goals, objectives and strategies. Top management fully support the proposed training. Organizational Needs Assessment Organizational Needs Assessment Organizational Needs Assessment Organizational Needs Assessment Organizational Needs Assessment Task Needs Assessment Task Needs Assessment Task Needs Assessment Task Needs Assessment Task Needs Assessment Isolate the specific requirements of the job using job analysis method. Determine any gap exists between the requirements of a job and the skills of the employees who perform it Employee Needs Assessment Employee Needs Assessment Employee Needs Assessment Employee Needs Assessment Employee Needs Assessment Development of Training Objective Development of Training Objective Development of Training Objective Design and Select Training Procedures Measure Training Results Train Development of Criteria for Training Evaluation Development of Criteria for Training Evaluation Compare Results with Criteria

ASSESSMENT STAGE OF TRAINING PROCESS
Design and select Training Procedures On Job Training Staff development meeting Assistant to position Mentoring Executive coaches Special assignment In house training

ASSESSMENT STAGE OF TRAINING PROCESS
Design and select Training Procedures Off Job Training Outside short courses and seminars College or University Degree and Certificate Programs

Transfer of Training Lecture Module Discussion Brainstorming
Demonstration Practice or Simulation

Evaluation Stage of Training
Reaction Information gathered about the reactions of trainees should include what they thought about the program in general; the facilities; the trainers involved and the content of program. These reactions are through questionnaires distributed to the participants in the end of program.

2. Learning To determine the level of competency achieved by trainees such as performance test or through a simulated exercise.

3. Behavior To examines whether participants exhibit behavior changes in their jobs. The data collected by supervisors or coworkers. Result Last level evaluation to investigate how how the program has affected the organisation like reduce turnover or absenteeism, or increase sale.

PERSONNEL SAFETY AND HEALTH

PERSONNEL WALFARE Health, safety and welfare are basic requirements at work, and can be divided into four broad categories: the working environment, welfare facilities, workplace safety and housekeeping. The provision of adequate welfare arrangements is important both in terms of complying with the law, and keeping the workforce happy. People tend to perform better and be happier at their work if they are working in a safe and healthy environment.

OCCUPATIONAL SAFETY AND HEALTH ACT 1994
An act to make further provisions for securing the safety, health and welfare of persons at work, for protecting others against risks to safety or health in connection with the activities of persons at work. Be it enacted by DYMM Seri Paduka Baginda Yang di-Pertuan Agong with the advice and consentof the Dewan Negara and Dewan Rakyat in Parliament assembled, and by the authority.

Working Environment Ventilation
Workplaces need to have an adequate supply of fresh air. In many cases suitable ventilation can be achieved by opening windows and doors, but where necessary, mechanical ventilation systems should be provided and maintained to an appropriate standard.

Temperature – hot or cold environments
Consideration should be given to personal and environmental factors, such as duration of exposure, clothing, body activity, ambient temperatures, radiant heat, humidity and air velocity.

Lighting Lighting should be sufficient to enable people to work and move about safely. Natural light is preferable, although artificial lighting is acceptable and is often used to boost light levels. Where necessary, local or task lighting should also be used. Where loss of lighting could pose a risk, independently powered automatic emergency lighting should be provided.

Cleanliness and waste disposal
Cleaning work and disposal of waste should be carried out routinely in order to maintain good standards of cleanliness and hygiene in the workplace.

Room dimensions and space
Workrooms should provide enough free space to allow people to freely access work areas and move within the workplace, free from the risk of tripping or striking objects, etc. Where space is limited, careful planning should be considered. As a general rule, each person should have a workspace of at least 11 cubic meters. This calculation could include the space taken up by their desk and chair, but should exclude larger fixed items of furniture or equipment, such as a large cupboard or photocopier which is not part of their workspace.

Work stations and seating
Work stations and seating must be suitable for the work and the individuals using them. Where work can be done seated, suitable seats should be used. All seating should provide adequate support particularly for the lower back. Footrests should be provided for individuals that cannot place their feet on the floor to provide support.

Welfare Facilities Drinking water Sanitary facilities
Washing facilities Rest and eating

PERFORMANCE APPRAISAL

Definition To verify that individuals are meeting performance standards that have been set. Not only for evaluating the work but also for developing and motivating employees.

Objectives To determine the staff should be promoted, demoted, transferred, terminated or needs for training. As a reward for whose appraisals were positive. To motivate and improve performance

Performance Appraisal Process
Review of the job analysis The job analysis describes the work to be performed and requirements necessary to accomplish the job are clearly defined performance be evaluated.

Set Performance Standards Performance standards should be derived from the job analysis information. A good performance standard describes what an employee should have produced and accomplished upon completing specific activity.

Design A Performance Appraisal System A job dimension that measures only aspects of performance that are truly important in determining job effectiveness (relevant) and NOT fail to measure all the important aspect of performance (deficient)

Assessing Performance The actual performance assessment is the determination of the employee’s strengths and weaknesses, and should be multiple evaluators are used.

Performance Review The performance review is the actual discussion that transpires between the rater and ratee regarding the ratee’s performance. Research suggests that the performance review should be approximately 60 minutes long and be mutual discussion.

Discuss Future Plan of Action The discussion focus on establishment of plan of action. The employee needs to understand areas where improvement is needed and how to strengthen job performance.

Perceptual Error In Evaluation
Halo Effect The rater allows one trait or characteristic (positive/negative) of the ratee to override a realistic appraisal of other traits. Stereotyping The rater places ratee into a class or category based on one or a few traits.

Perceptual Error In Evaluation
Leniency/ Strictness Errors Bias

Criteria for Successful Performance Appraisal
Clear Objectives Management and Employee Endorsement Flexibility Predictability Performance Dialogue Appraisal Form Periodic System Checklist

PERSONNEL DISCIPLINE

What is discipline? Discipline can come in two forms.
The first meaning of discipline is to set rules for people to follow usually in the workplace or in an organisation. To punish someone in consequence of their actions. All organisations use both the meanings described above to control employees.

Why is discipline required?
The purpose of discipline is correct behaviour.

Examples of misconduct
Excessive tardiness Failure to notify of an absence Insubordination / Failure to follow Rude or abusive language in the workplace Dishonesty Theft

Conducting an investigation into a misconduct
Points to consider when conducting an investigation: Talk to as many witnesses as possible when conducting an investigation . Investigate the paper trail . Seek outside help to investigate evidence of misconduct

The stages of the disciplinary procedure
1. Verbal Warning If conduct or performance of an employee does not meet acceptable standards . This procedure usually consists of a meeting with the employee. The employee will usually be given details of the reason for the procedure and given on advice to amend theses faults.

2. Written Warning Misconduct or poor performance is more serious and is either causing bad reputation after verbal warning. The warning will give the employee details of the reason for the disciplinary and information regarding the improvement or change in behavior required. It will also specify the timescale allowed for this improvement and the right of appeal. The employee will also be warned of the possibility of a final written warning if no sufficient improvement is made.

3. Final Written Warning If the offence is serious or there is a failure to improve upon a previous warning. The warning will give details of the complaint, the improvement required and the timescale in which this must be achieved.

Building a Good Disciplinary Climate
Self-discipline over externally imposed discipline. They do the right thing because they know it is expected and they want to do. Create a culture that fosters and reward self control and self discipline.

Positive and future orientation. Focus on positive actions expected in the future rather than on negative ones experienced in the past. Focus on explaining behaviors are expected and how can achieve rather than on punishing of the past.

Prevention and correction. Prevents as well as corrects undesirable behavior. Must indicated clearly for compliance and noncompliance .

Fair and impartial administration. The system must be perceived as fair if it to be respected and voluntarily followed.

PERSONNEL MANAGEMENT IN EDUCATION

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