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Should Personnel policies be written. Explain
Posts: 3,285
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Joined: Sep 2010
If the principles are written down the advantages are:
(1) It ensures uniformity and consistency of administration—A written policy minimises discrimi nation and favouritism. In consistency in the treatment of employees, either between one branch of the company and another, or from one time to another, is bad for employee relations.
(2) It ensures continuity—It is a means of transmitting the company's heritage from one generation of executives to another. If the policies are written, successors can gain from the experience of their predecessors. If policies are not written, the accumulated wisdom of a superior is lost when he leaves the company.
(3) It promotes effective delegation of authority—A written policy becomes the basis of delegation of authority from superior to subordinate.
(4) It promotes management by exception—The superior is freed from repetitive, time consuming decisions and can devote more time to important decisions. The organisation's communication channels are also cleared of a vast amount of inquiry and response correspondence relating to routine decisions.
(5) It promotes planning—The actual process of writing down a policy helps to clarify management thinking. The top executives responsible for drafting a policy manual are made aware of gaps, contradictions and fuzziness in existing policies. 4
(6) It promotes team work—A well-prepared policy manual enables people at all levels of an organisation to see the institutional goals and the principles which underlie them. They can see the overall picture as the chief executive sees it. They can see how their particular responsibilities dovetail into this picture.
(7) It promotes clarity and understanding—A written policy cannot be distorted when being handed down through several levels than does its oral counterpart.
(8) It is a source of training and orientation—Written policies can act as a tool of training and orientation for newly recruited executives.
(9) It can be used as an yardstick for control—A written policy is an essential yardstick by which accomplishment in the programme may be measured. Appraisal of the entire manpower management programme begins by evaluating policy and then turns to comparisons of practice and the results of practice with policy.
Arguments against putting policies in writing
(1) Policy manuals cost too much to produce.
(2) Policy manuals are not frequently revised and kept up-to-date. Many policies tend to remain in them long after they are obsolete.
(3) Policy manual lead to rigidity in administration, curb creative thinking and interfere with executive development by preventing experimentation at lower levels of management.
Posts: 3,285
Threads: 501
Joined: Sep 2010
If written down the Personnel policies the advantages are:
(1) It ensures uniformity and consistency of administration—A written policy minimises discrimi nation and favouritism. In consistency in the treatment of employees, either between one branch of the company and another, or from one time to another, is bad for employee relations.
(2) It ensures continuity—It is a means of transmitting the company's heritage from one generation of executives to another. If the policies are written, successors can gain from the experience of their predecessors. If policies are not written, the accumulated wisdom of a superior is lost when he leaves the company.
(3) It promotes effective delegation of authority—A written policy becomes the basis of delegation of authority from superior to subordinate.
(4) It promotes management by exception—The superior is freed from repetitive, time consuming decisions and can devote more time to important decisions. The organisation's communication channels are also cleared of a vast amount of inquiry and response correspondence relating to routine decisions.
(5) It promotes planning—The actual process of writing down a policy helps to clarify management thinking. The top executives responsible for drafting a policy manual are made aware of gaps, contradictions and fuzziness in existing policies. 4
(6) It promotes team work—A well-prepared policy manual enables people at all levels of an organisation to see the institutional goals and the principles which underlie them. They can see the overall picture as the chief executive sees it. They can see how their particular responsibilities dovetail into this picture.
(7) It promotes clarity and understanding—A written policy cannot be distorted when being handed down through several levels than does its oral counterpart.
(8) It is a source of training and orientation—Written policies can act as a tool of training and orientation for newly recruited executives.
(9) It can be used as an yardstick for control—A written policy is an essential yardstick by which accomplishment in the programme may be measured. Appraisal of the entire manpower management programme begins by evaluating policy and then turns to comparisons of practice and the results of practice with policy.
Arguments against putting policies in writing are:
(1) Policy manuals cost too much to produce.
(2) Policy manuals are not frequently revised and kept up-to-date. Many policies tend to remain in them long after they are obsolete.
(3) Policy manual lead to rigidity in administration, curb creative thinking and interfere with executive development by preventing experimentation at lower levels of management.
