1. Managing Personnel ETEC 579 October 7, 2002 Dr. Jason Lee Davis

2. Personal Philosophy A manager’s philosophical base must remain relatively stable. It can be modified by experience.

3. Personal Philosophy Managers do not manage people, they manage the efforts of people. Each employee is an individual with special abilities, needs, and feelings. “Accomplishing tasks through people” is a different paradigm than “building people through the accomplishment of tasks” Each job is different.

4. Personal Philosophy Two-way communication is essential in personnel management. Personnel management must include a fair employee appraisal and evaluation system based upon mutually agreed upon and clearly defined job performance. Staff development opportunities must be available to employees which are dynamic enough to provide for the development and maintenance of day to day job skills as well as for opportunities for exploration, growth, and promotion.

5. Personal Philosophy Employees who enjoy their work and work environment produce the best results. Employees must be given praise when praise is due. Effective managers manage by walking around and listening a lot. Effective managers follow the Golden Rule of personnel management.

6. Develop Job Specifications Prepare for each different position: 1. Manager simply writes 2. All employees who perform same or similar tasks write their own, along with manager. 3. Observe employees perform their task

7. Develop Job Specifications Need to be broad enough to allow a manager to take advantage of those unique talents. Three major attributes usually exists in most positions: 1. Critical attributes 2. Variable attributes 3. Indefinable attributes

8. Develop Job Specifications Minimum qualifications necessary for personnel to perform the tasks listed Give the position a title and brief description; may also include definition, typical work, and distinguishing characteristics.

9. Select Good Employees Employees provide the backbone of a media service program Four steps in hiring procedure 1. The job specification 2. Job application and test if it is required 3. Interview 4. References

10. Evaluate Employees Formal evaluation system: Employees that know what is expected from them, perform well. Use to improve performance, not for disciplinary purposes PEPSE – Personalized Employee Performance System of Evaluation model

11. PEPSE 1. Examination of goals 2. Development of objectives 3. Identification of job expectations 4. Job expectation agreements 5. Staff development 6. Performance 7. Evaluation

12. Delegate Responsibility Know employees’ performance potential, strengths, and weaknesses. Delegate tasks that stretch employees Delegate tasks that others can learn and assume Expect mistakes but be tolerant

13. Delegate Responsibility Explain and demonstrate the tasks to be delegated Provide practice Provide for critique and feedback Follow up and reinforce Give credit when credit is due

14. Solve Interpersonal Conflicts Not all conflict is bad. Conflict within an organization cannot be eliminated Interpersonal Conflicts Defuse the anger, listen Present your own views, needs, and feelings Create a healthy problem-solving climate

15. Assist Each Employee to Achieve Maximum Human Potential Encourage a balanced live: social, personal, and professional lives.  When any of the three consumes more than its share, anxiety and stress result.

16. Motivate Employees Treat employees justly as individuals Involved as team members Each individual responsible for their performance Provided with promotional opportunities Fairly rewarded for their efforts Employees may become self-motivated.

17. The End