As mentioned earlier the chief personnel officer in line managers in relation to subordinate within the department. In all but the smallest organization the head of the personnel department is responsible for supervising the activities of subordinates as the employment managers, the ways and salary administrators the director of training and development, the labour relations managers, and such other section heads as the size of organization and the scope of these activities may require.

Measuring Results

Indeed the success of the personnel department should be measured by its contribution to the achievements of organizational objectives.

  • Has the department been successful in recruiting, screening, and referring qualified candidate for employment .
  • In doing this has it compiled with equal opportunity goals and target.
  • Has the department helped other managers with problems concerning their subordinate, consistent with established personnel policies.
  • Are measures provided as to the overall quality of the organization and its various parts as and aid to managers thought the organization.
  • Are wages and salaries competitive and equitable so that competent people failing motivated to remain in the organization and high calibre candidates are attracted as openings occur.
  • Finally are the costs of all these programs less than the benefits they bring to and through employees as productive members of the organization.

It is difficult to develop quantitative measurements or to attach money costs benefits of these questions. A considerable period of time is needed for a personnel executive to demonstrate to a hard headed chief executive that effort to assist managers in the more effective development of their human resources will pay off. Therefore, measuring the value of human resources to the organization against the cost of recruiting, training. And developing them is, at best, along -run program. The best qualitative measure of the success of personnel activities is the support they get from managers who recognized that they need staff help in the areas covered by the questions raised above.


The importance of systems-minded thinking by managers and its relevant to modern personnel administration. As an example, the general motor corporation has established what it calls a human resource management system. This system has three major objectives:

  • To improve the overall effectiveness of the salaried work force.
  • To assure an adequate supply of management talent for the future.
  • To accelerate upward mobility of minorities and women.

The HRM committees in each employing unit of general motor are responsible for seeing to it that the system is implemented. Members including the units chief operative executive other managers, the personnel director, and the staff member who coordinates the equal employment opportunity program. The whole system is designed to form an integrated management system responsive to the needs of the management and the expectations of the salaried work force.

A different application of the system approach is to evaluate how effectively each major part of a personnel program contributes to bring people in to the organization , moving them over and up developing them rewarding them for superior performance , and either encouraging or discouraging them to leave the organization. Management science applications to Personnel Administration are also growing, providing some application of systems thinking to the evaluation of personnel program.

PERSONNEL ADMINISTRATION in INDIA deals with recruitment training and administrative ethical function in the behalf of central Government. It is also known as Government agencies, like UPSC, SPSC, JPSC and SSC etc.

UPSC is the central recruiting agency in India it is an independent Constitutional body in the sense that it is directly created by Constitution of India. It conducts examination for application to the All India Services, Central Services and Public Services of the centrally administrated territories. It assists the states in framing and operating scheme of joint recruitment for any services for which candidates possessing special qualifications are required.

SSC is entrusted with the selection of candidates to all Group of B posts in various ministries and department of the central government and their attached and subordinates offices. And all non technical Group C posts in the various ministries and department of the central Government and their attached and Subordinates offices, expect those posts which are specifically exempted from its purview.

PERSONNEL ADMINISTRATION also deals with administrative ethics. It also checks the arbitrary activities of Civil Services. To promote the sense of administrative responsibility, it also deals with corruption and check it at possible for this. There are some committees which have brought out the prevalence of corruption and decline in administrative ethics in India.

  • Bengal Administration enquiry committee headed by Rowland’s.
  • A.D.Gorwala’s Report on Public Administration 1951.
  • Santhanam Committee on prevention of corruption 1962-64.


Personnel Administration is a line responsibility but also a staff functions, as we have seen. Personnel specialists help line managers by providing advice, counsel, services and various types of controls to help management secure consistent administration of Personnel policies which serve individual needs and further organizational objectives.

Over the years there has been a marked tendency for personnel administration to grow in status. Now a days many personal directors function at the vice presidential levels. This development has paralleled increasing recognition of the fact that PA can do much more than provide a narrow range of services, such as employment interviewing and testing and development of employee benefit.

Specific functional roles for personnel officers can be summarized as follows:

  • Working with line managers at all levels helping them to appreciate the practicality of a personnel oriented approach. In performing this function a personnel administrator need to be an effective exponent of the view that all policies and all management decisions affect the human organization and that this consequence should be taken in to account while policies are being formulated and before management decisions are made final.
  • Helping line managers to keep up to date of new legislation and discussing new corporate policies.
  • Monitoring performance by middle and lower level managers, offering counsel as needed to ensure overall consistency of management action. But exercise of this control function by staff officers should not in our opinion consist in making decisions for line managers.
  • Assisting line managers on request with current difficulties, tactfully discussing foreseeable problems and way of coping with them.
  • Providing personnel procedure and services which assist line managers in the continuing effort to get increasingly productivity results with people in their work groups.

Taken together, such specific services added up comprehensive and unified personnel function which blends learning, teaching, enabling, and monitoring. Today a Professional personnel administrator is usually held responsible for providing a wide range of advice and services. All of them contributed to the achievement of organization wide goals and to matching these with the most important needs of employees as individuals.

Courtsey: Md Shahid Sarwar

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