Chapter 1

HUMAN RESOURCE MANAGEMENT

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HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

Medieval Guilds in Europe 14th Century Guilds (merchant or craft) were associations of workers belonging to the same trade or engaged in similar pursuits They were chartered by the town government or the king to set apprenticeship rules, quality standards, prices, conditions of work, selection of members, training, compensation, and development

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Industrial Revolution late 18th to early 19th Century Modern personnel management started with the introduction of the factory systems of production Laborers were considered as parts of the machine who are capable of certain amounts of outputs The essence of the Industrial Revolution was the transfer of skill from the hands of the master craftsman to the machine now operated by semiskilled workers
HUMAN RESOURCE MANAGEMENT
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Scientific Management late 19th Century It is a type of management that is guided by the use of scientific approaches to the solution of managerial problems in business and industry (Frederick W. Taylor) time and motion study Application of science in the development of each job Scientific selection, training, and development of workers to achieve optimum efficiency Adequate compensation and friendly cooperation between management and workers Equitable division of work and responsibilities
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Personnel Management in the Philippines It gained gradual recognition and acceptance in the 1950s
Top management must be convinced of its necessity Availability of qualified personnel administrators Ability of qualified personnel to contribute to the attainment of corporate goals and objectives

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

Source

Personnel Management

Human Resource Management Includes issues on staffing, recruitment, training, performance, conformance to various regulations, compensation and benefits, employee records, personnel policies
Responsible for managing a workforce as one of the primary resources that contributes to the success of an organization; involves ongoing strategies to manage and develop an organization's workforce; proactive, as it involves the continuous development of functions and policies for the purposes of improving a companys workforce; an integral part of the companys overall function; performs both line and staff authority; improved performance leads to employee satisfaction
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Carter Involved mainly on the management McNamara of the paperwork about hiring and paying people

N. Madison

More administrative in nature, dealing with payroll, complying with employment law, and handling related tasks; includes administrative tasks that are both traditional and routine; reactive, providing a response to demands and concerns as they are presented; an independent function of the organization; sole responsibility of the Personnel Department (line authority); employee satisfaction leads to improved performance

HUMAN RESOURCE MANAGEMENT

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It is the utilization of human resources to achieve organizational objectives. (Byars and Rue, 1991) It is the process of achieving the best fit among individuals, jobs, organization, and its environment. (Mondy and Noe, 1993) It is a series of integrated decisions that form the employment relationship; their quality directly contributes to the ability of the organization and the employees to achieve their objectives. (Milkovich and Bondreau, 1997)
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It is the art and science of acquiring, motivating, maintaining, and developing people in their jobs in light of their personal, professional, and technical knowledge, skills, potentialities, needs and values, and in synchronization with the achievement of individual, organizational and societys goals. (Martires, 1999) It involves attracting, developing, and maintaining a talented and energetic workforce. (Schermerhorn, 2008)
HUMAN RESOURCE MANAGEMENT
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HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

Human Resource Functions Those tasks and duties performed in both large and small organizations to provide for and coordinate human resources. Performed by both operating managers and human resource practitioners (generalist or specialist) *Line and Staff functions of HR

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1.

Attracting a Quality Workforce Human Resource Planning Recruitment Selection

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2.

Developing a Quality Workforce Orientation and Employee Training Management and Organizational Development Career Development Performance Management System

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3.

Maintaining a Quality Workforce Organizational Reward System Base Wage and Salary System Employee Benefits Employee Safety and Health Employee Relations Labor Relations

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HR Roles Administrative Expert Employee Champion Change Agent Strategic Partner

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

Diversity in the Workforce Diversity means looking at all people and everything that makes them different from one another, as well as the things that make them similar. Advantages vs. disadvantages

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Regulatory Changes Changes imposed by the government or any entity higher than the organization Structural Changes in Organizations Downsizing, outsourcing, rightsizing, reengineering, etc. Technological and Managerial Changes within Organizations E-HR, telecommuting, empowerment, selfmanaged work teams
HUMAN RESOURCE MANAGEMENT
Pio G. Castillo

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

Many HR programs fail because they are not properly marketed to employees. Communicating HR programs means transferring of information that is meaningful to those involved.

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Guidelines in Communicating HR Programs Avoid communicating in peer group or privilegedclass language Do not ignore the cultural aspects of communication Back up communication with management action Periodically reinforce employee communication Transmit information, not just data Do not ignore the perceptual and behavioral aspects of communication
HUMAN RESOURCE MANAGEMENT
Pio G. Castillo

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

Equal Employment Opportunity Refers to the right of all people to work and to advance on the basis of merit, ability, and potential.
Equal Pay Act Disparate Treatment Rehabilitation Act Reverse Discrimination Sexual Harassment

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo

HUMAN RESOURCE MANAGEMENT

Pio G. Castillo