Personnel and Human Resource management rely heavily upon each other to make them both

succeed. Personnel management focuses on the recruitment and management of work that an
employee has to do, where as Human Resource management focuses on the general wellbeing of
all employees and any safety issues that employees may have in the work place. Organisation and
industrial management of employees is also included within Human Resource management which
makes it different to just personnel features.
Both need each other to succeed and the balance of management needs to work well with one
another. If Personnel management wasnt working efficiently enough then Human Resource
management would suffer as a result. Focuses would have to be on the personnel side of things as
opposed to managing and keeping control of all aspects of the business.
In order to them to work well with one another, employees have to be responsible of meeting their
work loads and ensuring that they can manage themselves so that the companys Human Resource
department does not have to keep focusing and helping them when they should be capable of doing
it themselves.
Human Resource management also includes the job of training, recruitment and making people
redundant. There is an obvious connection here between Personnel and Human Resource
management as the problems can easily be seen and dealt with professionally and successfully.
Organisation is also a key feature as the company needs to work well and employees need to know
where they stand with regards to their work.
Personnel Management
Personnel Management is more administrative in nature and the Personnel Managers main job is to ensure that the
needs of the workforce as they pertain to their immediate concerns are taken care of. Further, personnel managers
typically played the role of mediators between the management and the employees and hence there was always the
feeling that personnel management was not in tune with the objectives of the management.

Human Resource Management

With the advent of resource centric organizations in recent decades, it has become imperative to put people first as
well as secure management objectives of maximizing the ROI (Return on Investment) on the resources. This has led
to the development of the modern HRM function which is primarily concerned with ensuring the fulfillment of
management objectives and at the same time ensuring that the needs of the resources are taken care of. In this way,
HRM differs from personnel management not only in its broader scope but also in the way in which its mission is
defined. HRM goes beyond the administrative tasks of personnel management and encompasses a broad vision of
how management would like the resources to contribute to the success of the organization.

04 October 2011
NLRC junks PALEAs unfair-labor case vs PAL
The National Labor Relations Commission (NLRC) has junked charges of unfair labor practice
filed by the PAL Employees Association (PALEA) against Philippine Airlines (PAL) for its
alleged refusal to commence collective bargaining negotiations with the union early this year.
In a 14-page resolution received by PAL on September 29, NLRCs Special Second Division
ruled that the flag carrier was not guilty of unfair labor practice as PALEA failed to prove by
substantial evidence its allegation that the airline violated its duty to bargain collectively.
NLRC, the labor relations arm of the Department of Labor and Employment (DOLE), upheld
PALs stand that the issue on spin-off/outsourcing should be resolved first before it proceeds to
collective bargaining.
PAL submitted to NLRC on March 28, 2011 its CBA (collective bargaining agreement) counterproposal that only includes rank-and-file workers to be left behind after the outsourcing plan.
Employees to be separated as a result of the airlines restructuring program were excluded.
NLRC Presiding Commissioner Raul T. Aquino said the outsourcing issue must be resolved apart
from the CBA dispute and may not, therefore, be considered a stumbling block to the
continuation or completion of negotiations. The Commission said said PALEAs insistence to
include the outsourcing issue in the labor dispute and its uncompromising attitude caused the
breakdown of negotiations.
The submission of PALs counter-proposal on March 28, 2011 is a positive indication of its
intention to bargain collectively, and if there was any delay in the negotiation it was due to the
unions hardline position to include the issue on outsourcing/spin-off in the negotiation
notwithstanding the favorable rulings of the DOLE and the Office of the President. At any rate,
we find that the labor dispute on outsourcing is beyond the realm of CBA negotiations as it has
its own legal course to take, the Commission added.
Citing Article 252 of the Labor Code, the resolution added: PALs non-acceptance and
disagreement with PALEAs position did not amount to refusal to bargain as the duty to bargain
does not compel any party to just agree on a proposal of the other party.
On the 10-year CBA moratorium, NLRC said the same is inconsequential to the charge of refusal
to bargain. The moratorium, it stressed, was mutually agreed upon by both PAL and the union
and the issue was declared valid by the Supreme Court.

It would be recalled that bargaining negotiations for a new CBA were suspended for 10 years
after PAL underwent rehabilitation due to the financial crisis that hit the region and the global
aviation industry in 1998.
The case was certified for compulsory arbitration on April 1, 2011 by Labor Secretary Rosalinda
Baldoz after PALs ground-crew union filed a notice of strike with the National Conciliation and
Mediation Board (NCMB) on account of alleged unfair labor practice being committed by PAL
for refusing to bargain.
Last October 1, about 2,400 workers from PALs ground-handling, catering and call-center
reservation units were separated from service after the Office of the President rejected the
unions motion of reconsideration over the airlines outsourcing scheme.
I strongly believe that PAL has lack total management foresight and NO realistic
PLAN measures in placed when they migrated to outsourcing. When you have
transition like this - PAL should have thought of identifying ground employees who
would sign up (for trasnfer), and assess if manpower is adequate enough to run the
operations. Otherwise - they should have alloted more time to train and orient new
personnel for the new task. This is always the golden rule for any transition. PAL,
with its strong management competence, should have thought of this. What
happened was total chaos at the expense of the passengers. With no one like a
Transition team informing the confused passengers during the lockout with flight
status advisory, this looks like a company run by morons! Passengers waiting whose
flights were cancelled. They have no direct control of its operations. PAL lost its
glory. My dad used to be PAL's trusted employee for many years and we still hold
prestige even now that he has retired. But I pity the management who run the
business. Outsourcing is a painful migration for any business. But a careful study
and contingency plan taking out operations details and overseeing worst scenarios
could have taken place. Any reasonable mind with mo MBA units can think about
this. Now - it's the passengers suffering. Wake up PAL!

Efficiency and effectiveness go hand in hand when it comes to creating a workplace

that flows. To find efficiency, however, an organization must have an effective plan
in place, along with an effective leadership team and employees. There is no single
factor that will improve the efficiency and effectiveness in a workplace alone; it
takes strategic planning, trial and error and the cooperation of all in the workforce.
Read more: Efficiency and Effectiveness in the Workplace | eHow.com
http://www.ehow.com/info_8562557_efficiency-effectivenessworkplace.html#ixzz1aG5Kf4jA
According to Burton Goldfiled in an article for "Entrepreneur," a company's
management style influences employee productivity and trust. Burton states that
managers, from the company owners to department supervisors, should strive to be
great leaders to their employees and be an inspiration during difficult times. The
most effective managers are those who allow employees to work autonomously, but
also provide guidance; shares the company's goals with employees in order to
motivate; and provides clear feedback and helps employees grow as professionals.
Additionally, great leaders in management make the effort to motivate employees,
recognize efficient processes, acknowledge the work of a company's best
employees and helps make sure those employees remain with the company.
Read more: Efficiency and Effectiveness in the Workplace | eHow.com
http://www.ehow.com/info_8562557_efficiency-effectivenessworkplace.html#ixzz1aG5rc7Ks

Efficiency the ability to do things right is an input-output concept. An efficient manager is

one who achieves outputs, or results, that measure up to the inputs (labor, materials, and time)

used to achieve them. Managers who are able to minimize the cost of the resources needed to
achieve goals are acting efficiently.
Effectiveness, in contrast, involves choosing right goals. No amount of efficiency can make up
for a lack of effectiveness. In fact, Drucker says, effectiveness is the key to an organizations
success. Before we can focus on doing things efficiently, we need to be sure we have found the
right things to do.
Since the late nineteenth century, it has been common practice to define management in terms of
four specific functions of managers: planning, organizing, leading, and controlling. We can thus
say that management is the process of planning, organizing, leading and controlling the efforts of
organization members and of using all other organizational resources to achieve stated
organizational goals.
A process is a systematic way of doing things. We refer to management as a process to
emphasize that all managers, regardless of their particular aptitudes or skills, engage in certain
interrelated activities in order to achieve their desired goals. In the rest of this article, we will
briefly describe these four main management activities and how they involve relationships and
time.
Planning implies that managers think through their goals and actions in advance and that their
actions are based on some method, plan, or logic rather than on a hunch. Plans give the
organization its objectives and set up the best procedures for reaching them. In addition, plans
are the guides by which (1) the organization obtains and commits the resources required to reach
its objectives; (2) members of the organizations carry on activities consistent with the chosen
objectives and procedures; and (3) progress toward the objectives is monitored and measured so
that corrective action can be taken if progress is unsatisfactory.
The first step in planning is the selection of goals for the organization. Goals are then established
for each of the organizations subunits its divisions, departments, and so on. Once these are
determined programs are established for achieving goals in a systematic manner. Of course, in
selecting objectives and developing programs, the top manager considers their feasibility and
acceptability to the organizations managers and employees.
Relationships and time are central to organizing activities. Organizing produces a structure for
the relationships in an organization, and it is through these structured relationships that future
plans will be pursued. Another aspect of relationships that is part of organizing is seeking new
people to join the structure of relationships. This search is called staffing.

Leading involves directing influencing and motivating employees to perform essential tasks.
Relationships and timing are central to leading activities. In fact, leading gets to the heart of
managers relationships with each of the people working for them.
Finally, the manager must be sure the actions of the organizations members do in fact the
organization toward its stated goals. This is controlling function of management, and it involves
these main elements: (1) establishing standards of performance; (2) measuring current
performance (3) comparing this performance to the established standards; and (4) taking
corrective action if deviations are detected.

more at http://www.citeman.com/5048-efficiency-and-effectiveness-%e2%80%93managers-and-organizations/#ixzz1aG6AyLv0

The journey of a thousand miles begins with one step. Lao Tzu
Indeed, it does.
When set properly, goals act as markers. They allow us to establish where we are on our journey
at any given point. They also help us steer our direction in life so that we can constantly be
heading towards the destination we choose for ourselves.
Goals are extremely important because they serve as a focal point for our ventures. They allow
us to choose what we believe to be most important for us and go after it with all of our will and
might.

The first step in achieving a goal is to know what your goal is.

There are many aspects to setting and attaining goals. In my opinion, S.M.A.R.T. goal setting
captures the essence of those aspects which are most important to successfully going about
setting and attaining goals.
When goals are set in accordance with the S.M.A.R.T. model, the results can be phenomenal.
S.M.A.R.T. goals consist of the following five aspects:
S Specific
M Measurable
A Act As If
R Realistic
T Timely
Specific
When you get specific, things happen. Art Sobczak
Vagueness will not get you anywhere when it comes to knowing where you want to go in life.
The most important aspect in setting and achieving goals is being specific. Simply said, the more
specific your goals are, the clearer your direction for the future.
When a goal is clear-cut and definitive, it allows a person to focus on tasks at hand in a much
more efficient manner. It also helps one clearly define the course of action they will need to take.
Over time, this definite-ness is certain to translate into results.
For example; a goal such as, I want to earn more money, would translate into I am going to
earn more money by becoming an expert in Internet Marketing in accordance with being
specific.
Measurable
You cannot manage what you cannot measure. Anonymous
When something is measurable, it is manageable. By knowing exactly what is to be
accomplished, you can go about the entire process in an efficient and systematic manner. By
specifically knowing what you are after, you can also be certain to know when it is finally
accomplished.
Measurable goals allow one to track progress and determine where one stands at any given point.
This accountability enables a person to alter their approach until any given goal is attained.
Act As If
Acting as if simply means that you must think, feel, and act AS IF the goal you want to achieve
is already attained. Now you may say, But how? I know it is not!

Acting as if will be challenging at first because the intellect will constantly try to point out that
you have not yet achieved your goal, however over time it will become easier and easier.
When you act as if, your subconscious mind accepts your new thoughts, feelings, and actions as
the normal state of mind for you. This will allow you to take actions which you would not
otherwise perform.
Acting as if is all about faith and belief. It is about your belief in the unseen and faith in yourself
that you will be able to accomplish your goal no matter what it takes.
After all, why should acting as if be so challenging if you are certain that you will achieve your
goal anyways?
Realistic
Your goals must be realistic enough for you to believe that you will be able to achieve them. You
are much more likely to commit to achieving a goal when it is believable for you in your mind.
Realistic does not necessarily mean easy, instead the goal should certainly make you take action
which puts you out of your comfort zone.
You see, if you keep doing what you have been doing, you will keep getting what you have been
getting. When you set a goal that stretches what you consider the norm for you, you grow by
doing what you would not normally do.
Timely
It is extremely crucial that you give your goal a time or date element. Without a time or date
aspect, it is not possible to have a specific enough goal to get you to take action towards its
fulfillment.
Humans are creatures of habit. Almost always, we will continue to do what we have always been
doing. By setting a time frame or date on our goal, we are much more likely to take action. You
are also able to break your goal down into smaller chunks by having an end date in mind.

Final Thoughts
In conclusion, having goals is simply not enough. We must take a systematic approach to
achieving our goals.
As we achieve smaller goals, it gets easier and easier to set and go after bigger goals. It is also
essential that you write your goal down and post it somewhere such that you will see it at least
twice, three times a day. An excellent idea, which I use myself, is to print your goals out and post

it your shower after laminating the page. This will certainly make you look at them consistently
everyday.

Updated Briefing Paper on PAL-PALEA Dispute

Last October 29 Labor Secretary Rosalinda Baldoz released a decision that allows
Philippine Airlines (PAL) to outsource its airport services, in-flight catering and call
center reservations and layoff more than half of its workforce. The Halloween order
will lead to the massacre of some 3,000 regular jobs and the death of the oldest
union in the country.
The decision sets a dangerous precedent for it will open the floodgates to massive
contractualization. Regular employees of PAL will be retrenched and then rehired as
contractual workers in so-called third-party service providers. The work done at the
service providers will be exactly the same but for cheaper wages, fewer benefits, no
security of tenure and no protection of a union.
Moreover the decision disregards the specific provision of the collective bargaining
agreement (CBA) that prohibits management from contracting out regular jobs and
that restricts management prerogative. Also the decision accepted managements
blackmail that it will go bankrupt if not allowed to outsource work. However the

financial statements and disclosures of PAL reveal that its business condition is
improving and not deteriorating, thereby negating the necessity for retrenchment.
Baldoz engages in doublespeak when she claims that none of the PAL employees
affected will be jobless. All the employees to be retrenched by PAL will indeed be
absorbed by the service providers but only as contractuals. Not even Baldoz can
assure that the employees hired by the service providers will become regular
workers. In fact since the service providers can lay off the ex-PAL workers after only
a few months, Baldoz ruling provides that PAL guarantee the wages of those
affected for one year. As contractuals, ex-PAL workers would enjoy no security of
tenure and thus can be legally fired at the whim of the service providers. Without a
union, ex-PAL workers will have no protection and no voice as employees in the
service providers.
The euphemistically termed transition benefits enumerated in the Baldoz ruling
are mere artificial sweeteners to the bitter pill of contractualization. They may well
be above the separation pay mandated by law and the CBA but it nonetheless
cannot provide for a decent life to those facing the prospect of long-term
unemployment.
A regular job that provides decent wages, substantial benefits, security of tenure
and the protection of a union should not be an impossible dream. It is simply the
best way for PAL to share the fruits of its employees labor. It is the kind of best
practice a national flag carrier must adopt.
Philippine Airlines Employees Association (PALEA) calls on the President uphold his
promise of change by reversing the Baldoz decision even as it plans to file a case at
the Court of Appeals.