1. Managerial Function

 

a) Planning

Planning is regard to the human resource function involves deliberate determination of objectives, planning of human resource requirements, recruitment, selection, training etc. It also involves forecasting of personnel need, changing values, attitudes and behavior of employee and their impact of organisation.

b) Organisation

Organising function is a process by which group of human being allocates its tasks among its members identifies relationships and integrates its functions towards the achievement of common goal. It calls designing the structure of relationship among jobs through delegation of authority, communication and accountability, manpower planning, managing job positions and providing physical facilities. Thus organising establishes relationships among the employees so that they can collectively contribute to the attainment of the organisational goals.

c) Directing

Directing as a managerial function involves building sound industrial and human relations among people working in the personnel area of organisation. It includes leading motivating, communicating, guiding and reorienting personnel job for their better performance towards accomplishing organisational objectives. The personnel manager has to coordinate various managers different levels as for as personnel functions and concerned.

d) Controlling

Controlling function is concerned with regulating in accordance with the personnel plans in respect of operating goals. It includes checking, verifying and comparing actuals with the plans, identifying deviations if any and correcting them. Thus operations are adjusted to predetermined plans and standard through taking corrective measures. Auditing, training programmers, analysing, labor turnover records, directing morale surveys, conducting separate interviews are some of the means for controlling the personnel management function.

2. Operative Functions

The operative functions of personnel management deals with specific activities as

(1) Procurement, (2) Development, (3) Compensation, (4) Integration, (5) Maintenance and (6) Human relations

(1) Procurement

Procurement is concerned with the obtaining of the proper quality and quantity of personnel necessary to accomplish objectives and functions of an organisation. It also includes the determination of human resources requirements and their recruitment, selection and placement.

(2) Development

Development deals with increasing the skill and competence of those personnel through training and other programs. Management development it future oriented and concerned with education. These activities attempt to instill sound reasoning process to enhance one's ability to understand and interpret knowledge - rather than imparting a body of facts or teaching a specific set of motor skills. Development, therefore focuses more on the employee's personal growth.

(3) Compensation

Compensation provides for their adequate and equitable remuneration in order to secure their best contribution to the achievement of the organisation's objectives. Fixation of compensation or wage rates for different categories of employees in a cooperative society is an important task of management. The employees are not only concerned with wages received but also concerned with the level of wages received by same level of employees in similar societies. The relative wage rules should be fixed carefully, because they have implications for promotion, transfer, seniority and other important personnel matters.

(4) Integration

The basic objective of manpower management is to secure maximum performance from the employees willingly to accomplish the objectives of an organisation. This is possible through better integration between the organisation and its employees. An effective integration between the two is the function of three things-motivation, leadership and communication. In recent years the human relation exponents have revolutionised the ways and means of dealing with employees for greater performance and productivity. Hence, managerial job has become more complicated and challenging.

(5) Maintenance

In refers to maintaining the abilities and attitudes already created and improving the conditions established through health safety, welfare and benefits programs.

(6) Human relations

Human relation with the management denote the collective relationship between management and employees in a cooperative society. It means absence of disputes between the two parties and the existence of understanding. Benefits arrived at from good human relations are the economics progress of a country, maintaining their cooperative democracy, formulation of informal personal policies, encourage collective bargaining, help government in making laws for broadly unfair practices of unions and employers, rightful recognition of trade unions that will boost the discipline and morale of workers.

Personnel Records

Although the conventional financial statements exhibits the status of a cooperative society in terms of its natural resources measurable in terms of money, its human resources are more important or at least, as important as the natural resources. Though they are hired like any other asset, their attitude loyalty, feelings and emotions cannot be paid for. Though the other assets depreciate for various reasoned, human resource, as an asset appreciate in value in different sense with experience, efficiency, a sense of belonging, etc. Theses assets are also to be valued periodically. So records are to be maintained to determine their seniority, efficiency, to fix wage or salary and assess their value at the end of every year. It also helps the society to make an efficient man power planning.