PERSONNEL MANAGEMENT IN EDUCATION

1. PERSONNEL MANAGEMENT IN EDUCATION BY ROSNANI JUSOH

2. SEKOLAH/INST. PEND

3. Berikomenanda… Situasi 1Situasi 2 Situasi 3 Situasi 4 Situasi 5

4. 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.

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

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

7. 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.

8. 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.

9. 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. Objectives

10. 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?

11. Resources are controlled by personnel resources. - Human resources have intellect and emotion

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

13. 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.

14. 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

15. 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

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

17. 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

18. 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

19. DEMAND FORECASTING

20. 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

21. 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

22. 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.

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

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

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

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

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

28. 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.

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

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

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

32. 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

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

34. 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

36. 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.

37. 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

38. 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)

39. 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.

40. 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.

41. 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.

42. 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.

43. 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.

44. 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

45. 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

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

47. JOB ANALYSIS AND JOB DESIGN

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

49. 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.

50. 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