MGT111 Introduction to public administration
Short notes
lesson 23-45
Prepared by Amna
Steps in the Selection Process
The standard hiring sequence is the seven-step procedure described below:
1. Completed job Application
2. Initial screening interview
3. Testing
4. Background investigation'
5. In-depth selection interview
6. Medical examination
7. Job offer
Levels at Which Selection takes Place
Selection of employees in an organization can take place at any level, both horizontally and
vertically. But the most common level where selection takes place are:
1. Non managerial level
2. Managerial level
Non-managerial level is that of support staff, like clerical staff, superintendent, supervisors,
personal staff, maintenance staff etc.
Managerial level is that who provide guidelines for the non-managerial staff. It is also called
white collar level.
*In government the managerial level starts at BS -17. All levels above BS-17 and above are
managerial positions.
Generally, speaking organizations select managers at the entry level of the manager position.
But organization may select managers at any level. The advantage of selection at entry level is
that managers are trained according to the requirements of the organization
Selection of Manager
Organizations may seek to hire experienced managers for a variety of reasons. A newly
created post may require a manager with experience not available within the organization; the
talent to fill an established post may not be available within the organization;
A key position may suddenly open up before there is time to train a replacement; or a top
performer in a competing organization may be sought to improve the organization’s own
competitive position.
As experienced manager who is up for selection usually goes through several interviews before
being hired. The interviewers are almost always higher-level mangers who attempt to assess
the candidate’s suitability and past performance.
Interviewers try to determine how well the candidate fits their idea of what a good manager
should be and how compatible the candidate’s personality, past experience, personal values, and
operating style are with the organization and its culture.
ORIENTATION OR SOCIALIZATION
Orientation or socialization is designed to provide new employees with the information needed
to function comfortably and effectively in the organization.
Typically, socialization conveys
three types of information:
1. General information about the daily work routine;
2. A review of the organization’s history, purpose, operations, and products or
services, as well as a sense of how the employee’s job contributes to the
organization’s needs; and
3. A detailed presentation (perhaps in a brochure) of the organization’s policies,
work rules, and employee benefits.
TRAINING AND DEVELOPMENT
Training programs are directed toward maintaining and improving current job performance,
while developmental programs seek to develop skills for future jobs. Both managers and nonmanagers may receive help from training and development programs, but the mix of
experiences is likely to vary.
Non-managers are much more likely to be trained in the technical skills required for their
current jobs; whereas managers frequently receive assistance in developing the skills required
in future jobs – particularly conceptual and human relations skills.
Training programs
New employees have to learn new skills, and since their motivation is likely to be high, they can
be acquainted relatively easily with the skills and behavior expected in their new position. On
the other hand, training experienced employees can be problematic.
The training needs of such employees are not always easy to determine, and when they can be,
the individuals involved may resent being asked to change their established ways of doing their
jobs.
Employee Survey.
Managers as well as non-managers are asked to describe what problems
they are experiencing in their work and what actions they believe are necessary to solve them.
There are a variety of training approaches. The most common of these are:
1. on-the-job training methods, including job rotation, in which the employee, over a period of
time, works on a series of jobs, thereby learning a broad variety of skills; internship, in which
job training is combined with related classroom instruction; and apprenticeship, in which the
employee is trained under the guidance of a highly skilled co-worker.
On–the–Job Methods
1. Coaching – the training of an employee by his or her immediate supervisor – is by far
the most effective management development technique. Unfortunately, many managers
are either unable or unwilling to coach those they supervise.
2. Job rotation involves shifting managers from position to position so they can broaden
their experience and familiarize themselves with various aspects of the firm’s
operations.
3.
3.Training positions are a third method of developing managers. Trainees are given
staff posts immediately under a manager, often with the title of “assistant to”. Such
assignments give trainees a chance to work with and model themselves after
outstanding managers who might otherwise have little contact with them.
Management development programs
Management development is designed to improve the overall effectiveness of managers in their
present positions and to prepare them for greater responsibility when they are promoted.
Management development programs have become more prevalent in recent years because of
the increasingly complex demands on managers
Off–the–job methods
Off-the-job development techniques remove individuals from the stresses and ongoing
demands of the workplace, enabling them to focus fully on the learning experience. In
addition, they provide opportunities for meeting people from other departments or
organizations.
Thus, employees are exposed to useful new ideas and experiences while they make potentially
useful contacts. The most common off-the-job development methods are in-house classroom
instruction and management development programs sponsored by universities and organizations.
WHAT IS PERFORMANCE APPRAISAL
Performance Appraisal means to evaluate, judge or check the work of employee over a period
of time, and then inform whether the employee achieved the objectives in that time period.
Following are the characteristics of the Performance Appraisal:
1. Agreed Objectives related to the assigned job/standard (job and position description)
2. Time period
3. Skills required to achieve objectives
4. Check that objectives are achieved or not
5. Inform the employee if the objectives were achieved or not
6. If not achieved why these were not achieved
7. If achieved, reward and motivate
Types of Appraisal
ლ Formal Appraisal
ლ Informal Appraisal
FORMAL APPRAISALS
Formal systematic appraisal usually occurs semiannually or annually.
Formal appraisal has four
major purposes:
1. To let employees know formally how their current performance is being rated;
2. To identify employees who deserve merit raises;
3. To locate employees who need additional training; and
4. To identify candidates for promotion
How is Formal Appraisal Done?
Human Resource manager have job and position descriptions for all jobs in the organization.
The objectives to be achieved are mutually agreed between the ‘supervised’ and ‘supervisor’.
The agreed objectives are written down on a ‘form’. This form is a special form which contains
following information:
1. Name of employee
2. Job title
3. Job/position description
4. Objectives/goals to be achieved in a year or six months or three months
5. training received
6. Training to be received
7. Does the employee require special guidance
8. Strengths and weakness of employee
9. Signature of immediate boss
PROMOTIONS, TRANSFERS, DEMOTIONS, AND SEPARATIONS (lay off)
Employees are promoted to next higher position when their performance is in accordance with
standards laid down by the organizations, i.e. when employees achieve targets over a given
period of time.
Promotion serves as a major incentive for superior managerial performance. It is the most
significant way to recognize superior performance.
Therefore, it is extremely important that
promotions be fair – based on merit and untainted by favoritism.
Employees are transferred for variety of reasons. These include, promotion, when performance
is not satisfactory and organization cannot lay-off employee, personal reasons, job rotation
etc.
Demotion is a kind of punishment.
When employees have not performed according to the laid
down standards, show indiscipline, disobedience, negligence, irresponsibility etc.
In case of extreme and continuous negligence and indiscipline employees can be laid-off.
The movement of personnel within an organization – their promotion, transfer, demotion, and
separation – is a major aspect of human resource management. The actual decisions about
whom to promote and whom to fire can also be among the most difficult, and important, a
manager has to make.
Performance Evaluation
The performance of civil servants is judged once a year and recorded on the Performa
called the Performance Evaluation Report (PER).
Main Objectives of PER
ლ It provides authentic record of the civil servant
ლ It is important for selection to new appointments
ლ It envelops the other useful information about the individual like aptitude.
Accountability of the Civil Servant
The civil servants are accountable to the government, the government is in turn accountable
to the legislature and the legislature is ultimately accountable to the people.
Administrative Controls
ლ EXTERNAL CONTROLS
ლ INTERNAL CONTROLS
External Controls
ლ Legislative Control
ლ Public Opinion
ლ The Judiciary
Internal Controls
ლ Conduct Rules
ლ Efficiency and Discipline Rules
ლ The Grievances Cell
ლ The Hierarchy
ლ The Mothibi
Similarities & Dissimilarities
Private finance means the financial problems of individual economic unit, a household, a shop, a
firm etc. Private does not form part of government. We will look at the similarities and
dissimilarities to develop analytical framework for public finance.
THE ECONOMIC SYSTEM AND PUBLIC FINANCE
The public sector is the important sector and it can be operated in an effective way to
improve the performance of economy. The classical economist believed that private sector was
always efficient because it responded to the market signals.
The borrowing by the government will lead to budget deficit and interfere with economy. It
was said that government should balance the budget.
Why Organizations
Need Budget
A household is a small economy, which uses inputs and gives output in the form of services
that it provides. Likewise organizations use inputs and process inputs to give outputs.
Organizations need to control the use of resources to ensure that these are utilized for the
purpose of achieving the goals of organization. Budgets also indicate what the organizations
plan to do in future.
TAXES
During the Moghul period and later British period government pursued the policy of laissez-faire (leave alone) which meant that government choose not to interfere with the economy or
society. The taxes that were collected were for the purpose of defense or law and order and
the welfare concept was non existent
TYPES OF TAXATION
1. Direct taxation is a tax levied directly on individual’s income.
2. Indirect taxation is levied on consumers’ expenditure or outlay
TYPES OF BUDGET
ლ Performance Budgeting
ლ Planning-Programming-Budgeting (PPB)
ლ Zero-Base Budgeting (ZBB)
ლ Incremental Budgeting
ლ Medium Term Budgetary Framework (MTBF)
Performance Budgeting
After World War II, attempts to make the management approach effective were intensified,
and performance budgeting was urged.
It was based upon functions, activities and projects,” and was called the “performance
budget.”
Planning-Programming-Budgeting (PPB)
Planning-programming-budgeting (PPB) is an innovation of the 1960s. It was an attempt to
integrate budgeting with overall planning for the government and to make planning, execution,
and evaluation of government policies as rational as possible
The PPB exposes programs to scrutiny as well as to requests for increases and for new
programs because its essence is to raise questions about what public policies should be pursued
and which programs and projects offer the best promise of achieving goals.
Zero-Base Budgeting (ZBB)
In the 1970s, another budget innovation with the objective of making public budgeting more
rational was introduced called zero-base budgeting. ZBB was developed by Peter A. Pharr in
the Texas Instruments Company.
Efficiency
Efficiency is concerned with the relationship between goods and services produced (the
outputs) and the resources used to produce them (the inputs). An efficient entity produces the
maximum output from any given set of inputs.
ERG THEORY:
E = existence
R = relatedness
G = growth
Clayton Alderfer agreed with Maslow that worker motivation could be gauged according to a
hierarchy of needs. However, his ERG theory differs from Maslow’s theory in the basic ways.
Critique
There seems to be some problems in adoption of result based management, strategic
management, programmed budgeting etc. it has to be seen how this will work.
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