What do you mean by personnel research?
Personnel research seems to be one of the most important topics under discussion about Human Resource Management. There are some different definitions of the personnel research.
According to Michael J. Jucius,
“Personnel research is the task of searching for and analyzing facts to the end and that personnel problem may be solved or that guideline governing their solutions.”
Its scope is all-inclusive. There are no subjects in personnel about which so much is known that no further research is justified.
On the contrary, our tested knowledge of basic relationship is so meager that it is a wonder that we get along as well as we do work with people. Even in fields in which business has been working for many years, a precise and indisputable basis of action is not available.
So personnel research is an effective mean by which we can able to know all about the personnel. Through the personnel research, we know some very much important information which is essentially needed in providing data for making organizational decision so that the organization can achieve its goals.
(Source-Personnel Management, by Michael J. Jucius, page no. 505)
What are the different types of personnel research?
Answer:
Personnel research is very much important for providing information which is used in manufacturing and making decision by an executive.
There are two basic types of personnel research, such as-
2. Behavioral research.
Now we can try to describe the two types of personnel research.
v Descriptive research:
Descriptive research is conducted to satisfy need of management for information about the personnel situation in its company and in competing companies. This is involves compiling data about employees who have comparable jobs in the same industry. Descriptive research is an important source of information. Turn-over data and wage surveys are the example of this type of research.
v Behavioral research:
Social science is the basis of this type of personnel research. It provides the detailed information about employees to a company. This kind of research usually addresses the deeper questions about employees’ behavior, such as whom to employee, how to reduce turn-over, and how to increase job satisfaction etc. The traditional techniques of test validation, opinion surveys, training evaluation and motivational research are used under this method.
These are the two main types of personnel research. But the most contemporary personnel research is applied rather than basic. It usually used to answer specific question and solve specific problem.
(Source- Personnel Management, by Burack&Smith, page no-493)
What are the functions of personnel research?
Answer:
A personnel manager not only conducts researchers for his own division but is often asked to undertake studies for other division. Personnel research serves the following functions-
v Building existing knowledge:
Personnel research is a newer idea. So a huge number of topics are still unexplored. Unrecognized labor and its problem, female employment, group work performance and changing nature of supervisor are some areas which can be explored by the personnel research.
v Appraisal of proposed programs:
Before a change is introduced it should be ensured that it will be effective. An organization may be interested in replacing obsolete machine, staggering holydays and lunch break or changing its appraisal method. Personnel research can help in predicting the employee’s responses to these changes.
v Evaluation of current and new policies:
Once a change is introduced the changed agent must continuously evaluate its outcomes. Opinion and attitude, survey and analysis of output and performances can provide signals to management about the efficiency of its policies and practices. Personnel research also can help in this field.
v Anticipation of personnel problems:
The successful opening of an organization does not refer that it will remain so in future. A personnel manager is one who not only manages problem but can foresee problem and corrective measure. So this is an important function of personnel research.
Personnel research performs the above activities thus the organization can achieve its predefined objectives.
(Source- Personnel Management, by ArunMunappa&Mirga.S.Saiyadain. p- 333)
Discuss the approaches of personnel research?
Answer:
Personnel research can be of various types and different approaches can be used to get information. The approaches depend on the nature of problem, availability of data and the time-cost.
The different types of approaches are given below-
v Case studies:
Case study is may be the most effective approach to the personnel research. The case presents the related facts and the context of the problem. The purpose is to understand how a problem is handled by an organization. Case study identifies and establishes problems, objectives and alternative course of action. To evaluate the alternatives they choose the most effective action plan to solve the problem.
v Historical studies:
The past history is the great source of information. For this reason, it may be an approach to personnel research. It offers a perspective of current events in view of past experience. The essence of historical studies is there systematic investigation on a time span. But the problem of historical study is the time gap, which treated as a lacking of this approach.
v Survey research:
Survey research is used for problems requiring a systematic collection of data from a population through personal contact. A personnel manager may contact some workers and elicit their opinion. Again he can question some employees and get an indication of the program.
v Exploratory studies:
It emphasizes the discovery of idea and insight in order to formulate the precise problem or develop hypothesis. Thus the personnel manager concerned with high absenteeism among female employees. Once he has insight into the problem he can frame specific hypothesis.
v Experimental studies:
This is another important approach to the personnel research. Experimental studies consist of investigating the effect of one condition on behavior, attitudes, opinion etc. It helps in isolating a single variable that influences a phenomenon thus making its occurrence more predictable.
So these are the various types of approaches to the personnel research.
(Source- Personnel Management, by ArunMunappa&Mirga.S.Saiyadain. p- 334)
Describe the process of personnel research?
Answer:
A specific process which is mostly scientific is very much important for the effective personnel research. So every personnel manager should have the clear idea about the process of personnel research.
The process of personnel research consist of some correlated stages which are given below one by one-
v Statement of purpose:
The researchers must point out what the purpose to do, why and how the result could be useful. The statement of purpose should also point out that given the problem, the present research is the easiest way of seeking answer
v Statement of problem:
To find out the problem is another important stage in personnel research. Personnel research is the mean to answer to the problem faced by an organization. Here the most important step is to state the problem concretely.
v Statement of method and procedure:
The arrangement of conditions for collecting data that ensures the relevance mostly depends on the method and procedure. An important part in this section is the identification and selection of a sample group. The selection of the sample may be random.
v Statement of results:
Statements of result based on the information collected refer to the relationship of the both dependent and independent variables. They may support or reject the hypothesis. To be sure that result reflects the influence of only the independent variable. Application of statistics quantifies the data and summarizes the data to permit generalization.
v Statement of analysis and implications:
The personnel researchers’ main concern is to visualize the implications of the result. The result should not be narrowly viewed to find only the answer to the problem faced. It should also be seen in a larger perspective which may support a theory or a conceptual framework.
Personnel research should solve personnel problem for the employee and extent this knowledge to others for their use or replication. It can be done through the above ways.
(Source- Personnel Management, by ArunMunappa&Mirga.S.Saiyadain. p- 337)
Why personnel research is needed?
Answer:
To conduct the business effectively, personnel research is very much important for any type of business organization. Because, if a personnel executive fails to maintain a necessary degree of creativity, actions to meet changing conditions, it may results in the failure of the whole organization.
The importance, for why the personnel research is needed are given below-
1. Providing information:
Personnel research is the mean to provide necessary information to the company. The total performance of a company depends on the reliable information. So in this case, personnel research plays a vital role to the development of a company.
2. Providing security:
It provides assurance of job continuation and remains the stability of the company. Besides, it emphasizes on the fringe benefit program. It demonstrates the history of growth and stability of the organization. It also provides sound training and development program, prepare people carefully for changes that will affect their job, and it applies rules and regulations.
3. Belonging needs:
It emphasizes the friendly and cooperative environment in the organization. It has an impact on providing good communication through two-way discussion, newsletters, bulletin etc. It stimulates strong interpersonal relation in group; establish good orientation for new members of group, calls regular and well planned group meeting. Personally it gives attention to employees’ family, hobbies and athletic interest.
4. Esteem and recognition needs:
Assign tasks so as to permit individuals to show their special skill is one of the most important activities of personnel research. It provides merit salary increases. It also provides goals that are achievable and recognized by personnel and give public recognition for outstanding performance through news bulletins and papers. It invites people to attend special staff meeting on particular occasion when the individual’s job may be concerned.
5. Self-actualization needs:
It encourages creativity and imagination through personal involvement in work design. It provides autonomy and risk taking without the constant tear of negative feedback. Besides, it encourages self-development of the employees, stress personal freedom and growth opportunity at the present position. It gives complete information on personal progress.
That is why, personnel research is very much important or a crying need for any kind of organization. Every organization should emphasize on it and thus it can hope to obtain its optimum goal.
(Source- Personnel Management, by Burack&Smith, page no-495)
Define nature and scope of personnel research.
Answer:
Personnel research, defined simply, is the task of searching for and analyzing facts to the end those personnel problems may be solved or that guide lines governing their solutions may be deduced. Its scope is all-inclusive. There are no subjects in personnel about which so much is known that no further research is justified. On the contrary, our tested knowledge of basic relationships is so merger that it is a wonder that we get along as well as we do in working with people.
Even in fields in which business has been working for many years, a precise and indisputable basis of action is not available. Witness the following remarks on training:
There is, then, little dependable research data published on industrial training. By dependable research data, I mean conclusion concerning a problem which are based on investigations which control, statistically or otherwise, all variables. This, of course, is not conclusive evidence that training men are not using a research approach. My contacts with industrial training, other than in my own organization, are not as broad as I would like. Yes these contacts have given me little evidence that an extensive use of research techniques made in industrial training.
The absence of adequate research in every other field of personnel could similarly be observed. Hence the problem of research is to determine which of the many pressing problems should be studied first. It is a matter of determining how available resources and time can best be allocated.
Obviously, it is impossible here to survey the fields of needed research or what has been done. All that can be done here is
1. To comment briefly on some basic considerations on research
2. To illustrate with an example or two the task and value of careful data gathering.
What are the basic considerations for personnel evaluation?
Answer:
Basic Considerations
Evaluation of personnel and policies may be backwardor forward looking. Since evaluation is concerned with a comparison of what happened with what was expected, there is a tendency to turn the process into faultfinding. The intent is that of finding scapegoats. Every-one expects to be called on the carpet. And as offsets, each begins to have alibis ready, to shirk responsibilities, to pass the buck.’ and to mistrust others. Under such conditions, the evaluation has become worse than useless.
Forward-looking evaluation still has the determination of faults mistakes, and errors in mind. But the purpose is not to assess penalties although that may be done- on occasions. The purpose is to find out what went wrong so that the-mistake ‘ill no be repeated. In such an atmosphere the wrongdoer is as much interested in tine-arching causes of failure as anyone else. With improvement being emphasized, pride in making progress is enlisted. The philosophy is positive, not negative.
Another consideration in evaluations is that of how often they should be made. A number of alternatives are available Perhaps the most common plan is the annual evaluation or audit. At the end of the calendar or fiscal year areport covering such information as activities performed, results achieved, costs and expenditures, statistical displays and comparison of objectives and accomplishments is presented.
Most companies conduct their own audits. The examinations are most frequently assigned to the functional heads of the personnel division, although occasionally an audit and research unit is formed. The latter practice is limited to the larger companies. Under the former practice the employment manager reports on the achievement of hiring goals, the training manager on training accomplishments, and the labor relations manager on progress in collective bargaining. This seems to make the executive his own judge, but there are offsetting “juries.” The conclusions of the various reports will be inconsistent and require reconciliation and explanation. Superior executives will find that reports do not agree with their own interpretations of past events. And employees through attitude surveys or expressed conflict may enter counterevidence to the story told by reports.
But the personnel division need not be the sole appraiser of personnel practices. It is well to adopt the policy followed by some companies having each executive incorporates as a part of his annual or monthly report a section on personnel accomplishments and shortcomings. This has the advantage of underlining the sound premise that ever executive is a personnel manager. It has the further advantage of interpreting personnel policies and practices at their most viral point, and not solely from the viewpoint of a staff bystander.
In short, evaluation can embrace the services of several groups and levels. The warning that must be out here is: If many are made responsible, no one may tie all the loose ends together. Hence, whatever plan is followed, some one individual or organizational unit-senior vice-president or personnel manager or personnel evaluation division— should have the tasks of
(1) Bringing together all audit reports
(2)Arranging meetings for their discussion, and
(3) Following action taken on recommendations of such meetings.
What are the subjects and methods of personnel performance evaluation?
Answer:
As in the case of research, there is no subject that is being performed so well that evaluation is unnecessary. Rather, all phases of personnel practice should e audited. In this way, it can be determine more accurately whether or not a company is getting the most out of the practices it is pursuing. But on the other hand audits are desirable to ascertain weather all practices that might of advantage to a company is being pursued. Each of these is now reviewed.
1. Appraising Current Practices:The filed of evaluation is s broad the all the can be done here is to outline the areas and methods’ of evaluation. Merely by way of illustration, it is well to outline the field of coverage to be certain that noting is overlooked as follows:
a) Personnel function to be evaluated:
1. Programming
2. Recruitment
3. Selection
4. Training
5. Rating
6. Transfer and promotion
7. Morale development
8. Health and safety
9. employment stabilization
b) Records and statistic to be used:
1. Time standards
2. Cost record
3. Test scores
4. Training scores
5. Interview records
6. Work stoppages
7. Number of maniacal express
8. Accident report
9. Grievance report
10. Unite & labor cost
c) Methods of analysis:
1. Comparisons between varies time periods
2. Comparisons between departments and with other companies
3. Trend lines, frequency distributions and statistical correlations
4. Ratio analysis-e.g. labor costs per unit of output
5. Classification of data by kinds of employees, products, departments etc
An excellent example of evaluation is found in the Employee Relation Index (ERI) used by the General Electric Company. It is an attempt to measure the extent to which groups of employees accept and perform in accordance with the objectives and policies of the company. It is based on the following eight indicators, which were selected after detailed study of numerous aspects of employee behavior:
1. Period of absence
a. Initial dispensary list for occupational reasons
b. Separation from payroll
c. Grievance
d. Work stoppage
e. Number of suggestion
f. Disciplinary suspensions
g. Participation in insurance plans
The indicators are combined by means of the following multiple regression formulae t yield the ERI:
Where the B,s refer to the weights for each element, he K’s refer to constants depending on the level of the elements in the plane ,the X’s refer t the respective indicators and C is an overall constant for the plant or group in question.
2. Adequacy of program: In the matter of determining whether or not a company is pursuing all practices which are of advantage to it, two major alternatives are available. First outside consultant may be called in to review a company’s program. This is highly desirable, because it is difficult for any company to examine itself. An outside, however who know the practices of others, and particularly the breadth programs fund elsewhere can d a good job of sizing up inadequacies, weak points and gaps.
If a company desires to d this job itself, check lists such as the selected illustration. In this system of check lists, emphasis is placed upon the use of question that may be answered either Yes f no n the surface, this may appear to be an oversimplification. Ho, it must be remembered that problems cannot be soled or plans laid for their solution until they are uncovered. Hence the use of such audit forms is desirable, in that they sere to reveal areas of personnel Practices in which improvements may be desirable. Once ascertained in this manner the next step and a very significant one of course is that of determining what is to be done abut the practices in question.
Another interesting aspect of such check lists is that they focus attention upon the wide range of personnel policies and practices that various companions have fund it desirable t include in their programs, The mere fact that these plans are cited in the check lists is sufficient to cause some employees to wonder whether or not they, to should take a broader view in their personnel practices.
On the other hand, it is well t guard against unnecessary dissatisfaction with ones personnel program because of the use of such check list. As one reviews his against a list which is a campsite of numerous plans, it is easy to conclude that one’s present program is inadequate. While it is well to have plans for future expansion, it is perhaps more undesirable to undertake an overly ambitious program which is likely to fail because of hurried installation that it is to proceed with a limited personnel program that is gradually expended.
In any events, check lists do perform a function indicating a type f practice that is useful in auditing personnel practices. It is simple, yet comprehensive. As a consequence, such a plan of auditing is more likely to cash the attention of busy top extended descriptive reports.
