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

VISSION
RECOURCES MISSION
SYSTEMS
GOALS
OBJECTIVES

PERSONNEL TEACHING AND PERFORMANCE

FINANCE LEARNING BEHAVIOR
MATERIALS DISCIPLINE WORLD CLASS
FACILITIES EMIS/SMM/SAP EDUCATION
 ORGANISATION
ENVIROMENT

EXTERNAL ENVIROMENT

TECHNOLOGY POLITIC
INTERNAL ENVIROMENT
MISSION RESOURCES

ORGANISATION

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
 POLICY

PIPP
THE MAIN FOCUS ON HUMAN CAPITAL
Intangible

Knowledge Personel Personel Emotional

Human Capital ?= + + +
And Experience Productivity Creativity Inteligence

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

Personnel Management Activities Recruitment and selection of employees

Job Analysis and design Personnel Development

Human Resource -Orientation
Compensation Management -Training
-Professional Development

Discipline
Performance Appraisal
Safety and Health 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

1. Collecting Information
2. Forecasting demand for personnel
3. Forecasting supply
4. Planning and conducting needed
programs
 The Model of Personnel Planning
Process

Forecasting organizational conditions

Forecasting personnel demand Reconciling

Gap

Recruitment
Forecasting internal supply Training
Transfer
Promotion
Remuneration
Forecasting external supply
 Forecasting as a Part of Personnel Planning
DEMAND Choose human SUPPLY
FORECASTING resource programs FORECASTING

Determine
Internal programs External programs
organizational
objectives •Promotion •Recruiting
•Transfer •External selection
•Career planning •Executive
Demand exchange
•Training
forecast for
•Turnover control
each objective

Aggregate Internal supply forecast External supply forecast

demand Does aggregate
forecast supply meet Aggregate supply
aggregate forecast
demand? 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
 Thetraditional 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
 Externalsupply 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
 Itis 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
1. 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)

http://www.mohr.gov.my/jcshome
http://jcs.mohr.gov.my/oku/signon.jsp
 Private Employment Agencies (PEA)
http://www.mohr.gov.my/aps
 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
 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

1. 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.
 TYPES OF INFORMATION TO BE COLLECTED
BY A JOB ANALYSIS

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.
 TYPES OF INFORMATION TO BE COLLECTED
BY A JOB ANALYSIS

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
 TYPES OF INFORMATION TO BE COLLECTED
BY A JOB ANALYSIS

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:
1. Observation of task and behaviors of the job holders;
observed performing their work.
2. Interviews; knowledgeable employees are interviewed
about specific work activities.
3. 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
Individual Design Options Group Design Options
WORK TEAMS
JOB ROTATIONS Large task That is Completed
Rotating from Job to Jo by a Group of Specific
Within Organization Task Assignments

JOB ENLARGEMENT AUTONOMOUS

Adding more Task to the Job Design WORK GROUPS
Jobs, Horizontal Loading. Approaches Work Teams Are Given a Goal
To Achieves and the Control
JOB ENRICHMENT over the Accomplishment
Making Job More
Meaningful and Challenging; QUALITY CIRCLES
Vertical loading. A Group of Employees and
Supervisors Meet Regularly
to Discuss Quality Problems
and Solutions
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:-
1. Task identify
2. Task significance
3. Skill variety
4. Autonomy
5. Feedback
The three psychological states are defined:-
1. Experienced meaningfulness
2. Responsibility
3. Knowledge of results
 HACKMAN-OLDHMAN’S JOB
CHARACTERISTICS MODEL
Core Job Critical Personal and
Characteristics Psychological States Work Outcomes

Skill Variety Experienced High Internal

Meaningfulness Motivation
Task Identity of the Work
Task Significance High
Satisfaction
Experienced
Autonomy High Work
Responsibility
Quality
Knowledge of Rules
Feedback from Work Activities Low Absenteeism
and Turnover
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

Current Desired Future

Strategic Performance
Competency Competency
Plan
Performance Level
 The Training Process
Assessment Stage Training Stage Evaluation Stage
• Examine the propose training project with respect to
Organizational Needs
Assessment organizational goals, objectives and strategies.
•Top management fully support the proposed training.

Task Needs •Isolate the specific requirements of the job using

Assessment
job analysis method.

•Determine any gap exists between the

Employee Needs
Assessment requirements of a job and the skills of the
employees who perform it

Development of Design and Select Measure Training

Training Objective Training Procedures Results

Development of Criteria Train Compare Results

for Training Evaluation with Criteria
 ASSESSMENT STAGE OF TRAINING PROCESS

 Design and select Training Procedures

1. 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

2. 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

1. 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.
 Evaluation Stage of Training
2. Learning
To determine the level of competency
achieved by trainees such as
performance test or through a simulated
exercise.
 Evaluation Stage of Training
3. Behavior
To examines whether participants exhibit
behavior changes in their jobs. The data
collected by supervisors or coworkers.
4. 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

 Cleaningwork 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
 Toverify 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
1. 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.
Performance Appraisal Process
2. 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.
Performance Appraisal Process
3. 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)
Performance Appraisal Process
4. Assessing Performance
The actual performance assessment is
the determination of the employee’s
strengths and weaknesses, and should
be multiple evaluators are used.
Performance Appraisal Process
5. 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.
Performance Appraisal Process
6. 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?
 Thepurpose 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:
1. Talk to as many witnesses as possible
when conducting an investigation .
2. Investigate the paper trail .
3. 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.
The stages of the disciplinary procedure
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.
The stages of the disciplinary procedure
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.
 Building a Good Disciplinary Climate

 Positiveand 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.
 Building a Good Disciplinary Climate

 Preventionand correction.
Prevents as well as corrects undesirable
behavior.
Must indicated clearly for compliance and
noncompliance .
 Building a Good Disciplinary Climate

 Fairand impartial administration.

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