sumarize each point .

1 recruitment : The first stage usually involves a detailed job analysis followed by the selection of the most appropriate method of recruitment, be it the use of government job centres, using specialist recruitment consultants or placing advertisements in newspapers. Decisions made here aim to attract a field of suitable candidates

2 selection : The use of one or more of a variety of techniques including application forms, interviewing and tests to select the most appropriate person from a field of candidates. The interview tends to be the most favoured method of selection. Decisions are usually made against some general or specific criteria relating to the type of candidate required.

3 training and management development : This involves the analysis of the type of training required and the people to be trained, followed by the selection of the most appropriate method. This can range from simple on-the-job instruction to sending people on specific courses In many firms the training and development of managers is seen as a special case involving long-term planning and consideration for individual career development.

4 appraisal : This is a contentious issue in personnel and sometimes resisted by Trade Unions. It involves the setting up of formal systems to assess the contribution of individuals to the organization. The system is often designed by personnel specialists but administered by all managers.

5 pay administration : This is a complex area involving decisions about the rate of pay (often involving negotiation with Trade Unions), about the way pay is differentially distributed (using some form of job evaluation or individual merit rating), and about the viability of one of a variety of payment schemes such as flat rate payment, payment by results, profit-sharing and so on. Decisions made in this area have broadened to include the number and range of fringe benefits such as pensions, company a cheap mortgages and the like.

6 job and organizational design : In some cases personnel managers contribute to decisions about how jobs are to be carried out and how the organization is to be structurad. This may involve the design and administration of programmes such as job enrichment, organizational development or the quality of working life.

7 grievance and disputes handling : Related to the above, the personnel manager is usually in the front line in dealing with situations arising from individual or collective grievances. In larger firms specific procedures are laid down, but in all cases there is an expectation of the personnel manager to sole disputes as and when they arise.

8 legal advice : With developments in employment law many personnel managers are seen as the resident expert in legal matters pertaining to employment and act as a guide to other managers.