Search results1 – 10 of over 56000
Senior managements possess considerable discretion in makingchoices on personnel policy. Practice indicates a broad range of choiceon a continuum from high strategic…
Senior managements possess considerable discretion in making choices on personnel policy. Practice indicates a broad range of choice on a continuum from high strategic integration of human resource issues in strategic planning to more piecemeal ad hoc approaches to managing human resources. The particular approach adopted in organisations will reflect the interplay of internal and external factors in the organisation′s environment and establish the context for human resource development (HRD). A key external factor is the product market which affects managerial discretion in personnel policy choice. Important internal factors include competitive strategy and managerial values. Three benchmark dimensions underpin personnel policy choice in organisations – strategic integration, collectivism and individualism. Management positions on these dimensions become manifested in key areas of personnel policy such as the work system, communications, rewards, recruitment/employee development and the role of the personnel function. Looking at the Irish context a number of factors both encouraging and mitigating a greater strategic role for HRD may be identified.
Accountability in personnel records management is to a large extent, dependent on the availability of personnel records, there has been very little recognition of the need…
Accountability in personnel records management is to a large extent, dependent on the availability of personnel records, there has been very little recognition of the need to address the management of personnel records as evidence for accountability either in relation to Freedom of Information (FOI) or Open Data. It is in this regard, therefore, the purpose of this study is to investigate the legal frameworks for personnel records management in support of accountability. The study used a descriptive design which combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. Founded on the records life cycle and the records continuum, the study aimed to fulfil its main objective: establishing legal frameworks for personnel records management at Garissa County Government (GCG). Purposive sampling was used to select 11 Human Resource Management Officers (HRMO), 11 Personnel Record Management Officers (PRMO) and 11 Personnel Records Management Clerks (PRMC) and 55 staff members who made the total sample of 88 respondents. Data collected were analysed using descriptive statistics with the help of a Statistical Package for Social Scientists (version 17) was used to perform the analysis of quantitative data and presented through frequency tables, percentages, means and standard deviations. Results indicated that the County Government does not have legal frameworks in personnel records management. Several challenges were identified including lack of personal records management policy, lack of integrity, lose of documents/file and poor communication system. Generally, the study shows that legal frameworks in personnel records management is very important in accountability, therefore, GCG management needs to take measure to improve legal frameworks in personnel records management infrastructure and develop personnel records management policy.
The study was conducted using a descriptive design. This design ensures that data collected are analysed and findings are reported to establish a better understanding of a physical or social phenomenon. The descriptive design combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. The study was conducted at the County Government of Garissa’s Head Quarters; it targeted staff involved in personnel records management. Garissa town was selected because it is a centre of various activities in County Government of Garissa. The target population comprising HRMO, PRMO, PRMC and staff from different ministries who depended on the personnel records management activities. Purposive sampling was used to select 11 HRMO, 11 PRMO, 11 PRMC and 55 staff members who made the total sample of 88 respondents from the population. Questionnaire method was used to collect data from HRMO, PRMO, PRMC and staff members quickly and give more freedom (in terms of time and flexibility) to the respondents. Interviews were used to obtain more in-depth information from the PRMO, HRMO and PRMC being the individuals’ in-charge of personnel records were to provide information on legal frameworks for personnel records management at GCG.
Lack of a policy signifies a lack of accountability and awareness of the personnel records management standards, meaning that the staffs are not aware of their responsibilities towards the management of the County’s records. This is therefore likely to contribute significantly to poor performance (Mampe and Kalusopa, 2012). This then puts the County in a precarious position regarding personnel records due to lack of guidelines on classing and handling of personnel records. Lack of a policy also shows a lack of commitment in the area, purporting neglect, where responsibilities are not clearly assigned and remain unclear. Weak institutional capacity and the absence of, for example, comprehensive personnel records management policies have been cited as one of the main causes of archival (as well as records management) underdevelopment in Africa (Ngulube and Tafor 2006). From the reactions of the existence of a draft policy, the staff indicated that it covered among other things: a policy statement, scope, definition of terms, applicable legislation and procedures, mail management encompassing both incoming and outgoing mail, filing classification, retention and disposal, as well as a statement of responsibilities. The study revealed that: personnel records management in Kenya operates under the framework and guidance of the Kenya National Archives and Documentation Services – KNADS which is supported by the Public Archives and Documentation Services Act, Cap 19. Besides the Cap 19, of 1965 of the Laws of Kenya, there are also various legislations that support the management of records in Kenya including the Ministry of State for Public Service (MSPS) (DPM) Circular on personnel records reference number DPM. 12/6A Vol. I (71) of 12th March 2008, the Records Management Procedure Manual for the Public Service, May 2010, prepared by the MSPS in consultation with the KNADS to provide guidelines and procedures to be followed in the day to day management of records in the public service. It is meant to be used alongside existing laws and legislation governing records management in the service. The effective utilization of the manual as stated by the Ministry is to contribute towards the government’s quest to achieve good governance and accountability in the Public Service. Adherence to the Manual is also meant to streamline personnel records management practice leading to effectiveness and efficiency in service delivery and the Government Financial Regulations and Procedures, chapter 23, section 4:2–5 give guidelines on the retention period for financial records. The management of personnel records is guided by various legislations and circulars such as Public Archives and Documentation Service Act, (Cap.19, Laws of Kenya) revised 1991, The Employment Act Chapter 226, revised in 1977 and 2007, The Regulation of Wages and Conditions of Employment Act Chapter 229, Income Tax Act Chapter 470 revised 1989, The National Social Security Fund Act Chapter 258 revised 1989, The Service Commission Act Chapter 185 of 1967 and DPM.12/6A VOL. I (71) dated 12th March 2008 on the destruction of personnel records. Compliance to all the above legal frameworks will ensure that personnel records management in support of accountability at GCG is achieved.
The lack of effective personnel records management programme in a county agency was in itself non-conformity to the requirements and guidelines issued by the public services, thus leading to a lot of caution on how much could be revealed regarding the same. The focus of the study was on the assessment of paper-based and electronic personnel records management within the County Government. The assessment excluded other electronic records, such as online databases, with only personnel records being considered.
Nonexistence of personnel records management legal frameworks implies that the responsibilities for cooperate record management to GCG plans and guidelines of managing personnel records were inefficient. As a result of the absence of written personnel records management policy, there was also a lack of guidelines for appraisal, disposition and schedules of records. On legal frameworks for personnel records management at GCG, the findings revealed that there were many policies in GCG but personnel records management policy was missing which is very crucial. Record management policy will also enhance human resource management policy. The missing of the personnel records management policy reduces the accountability to people who deal with records management in general, increases lack of integrity and indicate that there is a presence of irrational decision.
The missing of the personnel records management policy reduce the accountability to people who deal with records management, in general, increases lack of integrity and indicate that there is a presence of irrational decision.
The purpose of the study was to investigate the management of personnel records in support of accountability in devolved governments: A case of GCG.
Since the late 1970s, the study of the role, structure and functions of personnel management in the United Kingdom has been greatly facilitated by surveys emerging from a…
Since the late 1970s, the study of the role, structure and functions of personnel management in the United Kingdom has been greatly facilitated by surveys emerging from a number of large‐scale surveys. A major interest in interpreting the data from these surveys has been to evaluate the impact of recession, and, latterly, recovery on the power, structure and roles of personnel departments and personnel specialists in recent years. The survey data are used comparatively to evaluate the empirical plausibility of the different scenarios which have arisen, and to account for the results that emerge.
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
As a result of an almost inextricable combination of socio‐economic, technological and cultural developments, a number of trends have become discernible in recent years in…
As a result of an almost inextricable combination of socio‐economic, technological and cultural developments, a number of trends have become discernible in recent years in the Netherlands, both in the management literature and in organisational practice which are of structural importance to the position and content of personnel policy and management in profit and non‐profit organisations.
Establishing an equal opportunity personnel policy in a Dutch organisation is dependent on the goodwill, initiative and perseverence of a number of key members of the…
Establishing an equal opportunity personnel policy in a Dutch organisation is dependent on the goodwill, initiative and perseverence of a number of key members of the organisation. Outside pressure from the government, labour movement or employers' associations is still too weak to have any noticeable effect on company policy regarding equal employment. A policy plan must be followed by decisions to put it into effect; allocation of responsibility for execution; methods to monitor whether the policy is being followed; and internal publicity and public relations to make the programme known throughout the whole organisation. Where large organisations are involved, consideration must be given to introducing the policy in the same way as a project. In spite of the lack of prior commitment, a Dutch study that examined the position of women and the possibility of achieving a more even distribution of banking positions among men and women in 1980 affected a particular bank's personnel policy. An equal opportunity programme took shape between 1980 and 1985. The problems that arose and the manner in which they were solved is discussed.
The Code of Practice spells out in detail many of the factors which help to create a healthy climate within a company and underlines the importance of incorporating these…
The Code of Practice spells out in detail many of the factors which help to create a healthy climate within a company and underlines the importance of incorporating these factors into positive personnel policies. It indicates a number of areas where training can make an effective contribution in this direction. Training has traditionally been concerned with the competence of the individual employee but the commitment of individual employees to the company's success is equally important. An understanding of how people work in groups and how jobs relate to one another is needed if this commitment to the company's objectives is to be promoted. There have been a number of substantial changes in attitudes in the foundry industry in recent years, some of which were brought about by technical developments within the industry, others by social changes. Some — for example the Industrial Relations Act — have consequences for every company. In the light of these changes companies are faced with a problem. Should they continue with their existing practices which range from informal to formal written personnel policies, relying when necessary on external legal advice; or alternatively, should they update their present policies or adopt new ones using the Code of Practice as a starting point? This paper concludes with the results of a survey carried out by, the FITC into the extent to which the larger FITC establishments pursue policies and practices as suggested in the Code of Practice.
The paper suggests that traditional descriptive approaches to Personnel Management do not successfully answer the question ‘what is Personnel Management?’, nor do they explain the way in which it actually exists in work organizations. A framework for analysis is proposed, looking at work organizations from the perspective of the Personnel Manager; it is suggested that this framework may help to answer some of these questions, provide a means of exploring the phenomenon of Personnel Management and also of studying it as a subject and a meeting point of disciplines.
Good records management and effective employees contribute greatly to the success of every organization. Like any other employees, records personnel need to be satisfied…
Good records management and effective employees contribute greatly to the success of every organization. Like any other employees, records personnel need to be satisfied with their jobs so they are motivated. Unfortunately, records personnel in Ghana are faced with many challenges which negatively affect their job satisfaction. This study aims to examine the issue of job satisfaction among career records personnel in the Civil Service of Ghana.
Civil servants from 27 ministries and the Public Records and Archives Administration Department (PRAAD) were selected for the study. A survey questionnaire was the main data collection instrument used to gather data on selected variables from respondents. The questionnaire was answered by 115 out of 208 respondents: a response rate of 74.5%.
Institutional policy, supervision quality, co-worker relations quality, promotions opportunities, salary levels, benefits availability, the nature of the work itself and reward availability all had a significant and positive relationship with job satisfaction.
The case study findings can be used to inform a working document to help other public sector organizations in policy making regarding conditions of service. It is also directly beneficial to the Ghana Office of the Head of Civil Service and policymakers because the findings will help them to reshape their employment policies to positively affect job satisfaction of members in its records class.