Human Resources Management (HRES 311) 1.
Help company achieve company objectives in the
Prelim Reviewer
Chapter 1: The development of human resources
Growth and development of human resources in the Philippines:
 1950 – It gained recognition and acceptance in the
Philippines in private business and industry.
Three Conditions:
a. Top Management must be convinced that personnel
management is needed in the business operations.
b. Qualified administrators must be available.
c. Personnel administrators must demonstrate their capacity
to contribute to the company’s objectives or goals.
Organization of Human Resources
 Organization must deal with many diverse changes.
 Human resources are crucial to the long-term survival of
the organization.
 The organization is made up of people. The main goal of
the organization is to provide goals and services
effectively.
 People are vital to an effective personnel management
program.
 For an effective organization, proper selection,
development, utilization, rewarding, and maintaining
capable people are necessary.
Challenges of human resources:
1. The Challenge of the global community - need to compete
and defend local markets as well as need to encompass
global markets.
2. The Stockholders challenge – companies are challenged
through meeting customer’s and employee’s needs.
Stakeholders are customers, employees and community.
3. The Challenge for productivity – motivate and reward
employees that provide high quality product resources.
Links to productivity are:
a. Human resources and capabilities
b. New technology and resources
c. Efficient work structure and company policies allow employees
and technology to interact
Contributing growth factors:
1. Increasing complexity of business operations.
2. Government regulations and labor laws promulgated in
recent years.
 Women and child labor law, minimum wage law, Eight-
hour labor law, Industrial peace act of 1953.
3. Growth of Labor Unions.
 Industrial Peace Act of 1953- Magna Carta of Labor –
Organization of Labor Unions.
4. Influx of new concepts in management. – employees
benefits have become varied and raging.
Personnel/Human Resources Management
- function of management, concerned with promoting and
enhancing the development of work effectiveness and
advancement of the human resources in the organization.
Personnel and human resources manager
- member of the top management or executive group,
responsible for the formulation of personnel policies and
programs which will serve as the foundation for an
efficient personnel administration which allows employees
to develop their individual career goals.
Companies hire a Human Resources Manager because he can:
management of human resources.
2. Assist top management in formulating sound policies,
program and rules;
3. Assist line supervisors and managers in providing
employees with a satisfactory work environment and
promoting harmonious relationship with employees and
unions;
4. Make managers and supervisors aware of their full
responsibilities in the management of human resources;
5. Help train and develop the human resources of the
company in order to equip them with the skills and
knowledge required in their jobs;
6. Help promote understanding and good relationships by
opening the lines of communication between
management and employee to make them happy;
7. Identify management problems that can be resolved
through improvement of personnel management;
8. Assist managements and supervisors in handling labor
relations pertinent with labor laws, government
regulations and court decisions on labor laws.
9. Assist the company in promoting good morale and
motivation among its human resources.
10. Assist in crisis management and organizational
development.
Problems and difficulties:
1. Common misconception about his role and functions –
“nothing more than a simple cleck”.
2. Inadequate recognition by management of the proper role
of the personnel manager in the organization – due to
inadequate recognition, some personnel managers
develop some feeling of inferiority.
3. In the area of labor relations – some employers expect the
personnel manager to keep the labor unions out.
4. Jealousy of the other executives regarding the personnel
manager’s duty and authority.
The changing image of the Human Resource Functions:
 With the advancement in technology and higher
qualifications of employment – it got the boast of higher
recognition and importance.
 Companies look at the human resource as a means of
profitability, quality and other business goals through
enhancing and supporting business operations.
The role of HR in the new millennium:
1. Recruitment and employment.
2. Interviewing, testing, recruiting and temporary
employment.
3. Labor coordination
4. Training and Development
 Orientation of new employees
 Performance management training
 Productivity enhancement
5. Wage and Salary management
 Job evaluation
 Wage and salary survey
 Executive compensation
6. Benefits Administration
 Vacation and sick leaves
 Insurance
 Stock plans
 Pension plans
  Retirement plan assistance program
7. Employee service and recreations 1. Entrance level – A new college graduate.
 Bus service a. Assisting in interviewing applicants.
 Canteens b. Giving tests and scoring test results in personality
 Athletics inventory.
 Housing and Relocation c. Assisting in employee orientation and training program.
8. Community relations d. Record keeping.
9. Record Management 2. Supervisory level
 Employment record a. Skills in writing job descriptions, job analysis, and job
10. Strategic Management evaluations.
 Collaborative planning b. Knowledge of employee benefit programs –vacation
 Out-sourcing manpower research leaves, sick leaves and mutual benefits.
 Organizational planning c. Skills in interviewing applicants and counseling employees.
d. Skills in testing and interpreting test results and making
Roles of the Personnel/Human Resource Manager: recommendations as to fitness of applicants
1. Supervisor – plans, directs, organizes, controls and e. Job evaluation and wage administration skills relating to
coordinates the activities of his departments. pay differences.
2. Administrative Official – see to it that labor laws and f. Skills in determining training needs and develop training
governmental regulations are properly complied with. modules.
3. Adviser – serves as counselor, guide confidante to g. Skills in basic research related to manpower planning.
management supervisors and employees.
4. Coordinator 3. Managerial Level
5. Negotiator – representative of the management in a. Leadership in conceptual ideas visioning – he is part of the
negotiating labor contracts and with the unions. strategic management team.
6. Educator – conducts or administers company’s training b. Analytical of the facts as basis for decision making – how
program. human resource assets could be turned into productive
7. Provider of services – SSS, Medicare, Philhealth. investments through a proper compensation and benefits
8. Employee Counselor program.
9. Promoter of community relations c. Compliance Administration and Control - includes labor
10. Public relations man laws, environmental regulations, safety and security
employee services.
Personal Qualities: d. Interpersonal Team work – introduction of new
1. Can communicate effectively technology in the work place
2. Above-average intelligence  An employee has to undergo training and development of
3. Enjoys working with people new skills and work values
4. Understands individual attitudes and problems of  Teamwork can be developed through teambuilding.
employees.
5. Aggressive, mature and capable of giving sound advice. The changing landscape in HR management:
6. Possesses integrity, industry and courage to earn respect  Companies to gain competitive advantage both in
to employees. domestic and foreign market is through productive and
7. Possesses a pleasing personality and should be committed personnel.
approachable.  To compete in the global economic arena, companies need
to put greater effort towards accelerating and retaining
Skill needed by today’s HR Professionals: talented personnel.
1. A higher degree of knowledge on management practices  Theory Y and Z in the management of human resources
and processes. should be encouraged.
2. Service provider to other line managers.  The politics of divisiveness in the work environment must
3. A great knowledge of human psychology and social be replaced with cooperative undertakings that will
relations. contribute to work efficiency.
4. He is a consultant on labor relations.
5. As a management practitioner Chapter 2: Strategic Human Resource Planning
6. A community relations officer. Strategic Human Resource Planning
 Process of systematically reviewing human resource
Some benefits offered to Personnel Managers: requirements to ensure that the number of employees
1. Car plan or free use of company transportation. matches the required skills.
2. Unlimited/limited use of gasoline and free maintenance  Process of matching the internal and external supplies of
check up. people with job openings anticipated in the organizations
3. Company cellular phone. over a specific period of time.
4. Representative allowance/meal allowance
5. Education scholarship/attending convention and seminars. Strategic Planning
 Determination of the overall organizational purpose and
Career path to HR Management goals and how they are to be achieved.
1st: Entry Level (Personnel Assistant)  HR is he integral component of a strategic plan, greatly
2nd: Supervisory Level affects productivity and organization performance.
3rd: Managerial Level
  After the strategic plans have been formulated, HR
strategic planning is to be undertaken.
Two Important Components of the Human Resource Planning
1. Requirement
 Forecasting human requirements involves determining
the number and types of employees needed.
 Level of skills has to be determined and matched with the
plan operations.
 Analysis will reflect various factors such as production
plans, and changes in productivity together with the
introduction of new technology if there is any.
 In order to forecast availability must look to both internal
and external sources.
 Internal - existing manpower that could be re-assigned or
be promoted.
 External - positions that are not available inside the
organization and need to be sourced out.
2. Availability
 When employee requirement have been analyzed, the
firm determines whether there is a surplus or shortage of
manpower
 If there is surplus, ways must be instituted to reduced
numbers of employees includes restricted hiring, reduced
work hours, early retirement and the worst is to lay off
some employees.
 Reveals shortage, must obtain the proper quantity and
quality of workers.
 HR planning must be continuous, as changing condition
could affect the entire organization.
Aspects of Human Resource Planning
 pursued for its own sake or for narrow viewpoint of
Advantages in using the elements of HR planning:
1. Systematic forecasting of manpower needs
- through a systematic planning of human resource, a
company can be better assisted in attaining its goals and
objectives
2. Performance management
- it helps the company determine its manpower needs and
provides a method of meeting them
3. Career management
- it can be an effective means of planning the development
and growth of the employees
4. Management development
- it can assist the company to attract and retain better
qualified employees
Five Steps to Human Resource Planning
1. Determining the workload inputs based on the corporate
goals and objectives
2. Studying the jobs in the company and writing the job
description and job specifications
3. Forecasting manpower needs
4. Inventory of manpower
5. Improvement plans
Planning Techniques in HR Management
 Skills Inventory –involves the listing of all the skills
possessed by the workforce and they are made to relate to
the requirements of the organization
 Ratio Analysis –technique wherein the personnel who are
promotable to the higher positions are identified together
with their backup or understudy
 Cascade Approach –the setting of objectives flows from
the top to bottom in the organization so that everyone
gets a chance to make his contribution.
 Replacement Approach –HRP is done to have a body of
manpower in the organization that is ready to take over
existing jobs on a one to one basis within the organization.
 Commitment Planning Approach –involves the
supervisors and personnel in every component of the
organization on the identification of manpower needs in
terms, skills, replacements, policy, working conditions and
promotion
 Successor Planning Approach –takes into consideration
the different components of the old plan and increase
them.
Common Weaknesses in Human Resource Planning
 Over Planning –plan is likely to fail through an inherent
weakness of having covered too many aspects of
personnel management at the very early stage of HRP in
the firm or government office.
 Technique Overload –use of many techniques sometimes
leads to the gathering of so much information.
 Bias for the Quantitative – there are planners in HRP who
sometimes make the mistake of being drawn towards
emphasizing the quantitative aspects of personnel
management to the neglect of qualitative side
 Isolation of the Planners – when the top management has
a low regard for human resource activities and for the HR
staff, they give little encouragement to HRP activities,
ignore the plan and withdrawn support for plan
implementation
 Isolation from Organizational Objectives – when HRP is
concentrating on HRD, the effort leads to the formulation
of a plan that does not interphase with organizational
development
 Lack of Line Supervisor's’ Inputs – any plan to develop the
personnel and to improve the conditions of work must use
the feedbacks from the line supervisors, since they are the
ones who are handling the personnel in the organization
Four Basic Terms of Manpower Forecasting
1. Long term trend
2. Cyclical variations
3. Seasonal variations
4. Random variations
Human Resource Forecasting Techniques
1. Intended Strategy
 The zero-based approach
 The bottom up
 Use of predictable variables
 Simulation
2. Emergent Strategies and Intended Strategies
 Organizational goals
 Human resource forecast
 Employee information
 Human resource availability
 Analyzing and evaluating human resource gap
Human Resource Information System

SOFTWARE APPLICATION FOR HRM
The major human resource functions are:
Staffing Applications
Applicant recruiting and tracking
DOLE reporting requirements
Developing a master employee
data base
Human Resource Applications
(future employee)
Work-Force Profile Analysis
Work-Force Dynamic Analysis
Human Resource Planning for
Decision-Making
- usually Sunday is a good day for all positions.
 Job Fair and Open House
- organizational representatives of the company gather and
interview several applicants over a period of one to two
days in some specified fields.
- brief interviews are conducted.
 The Internet
- could become another source of employment
opportunities.
- letters or resumes could be easily sent to the company.
- immediate answers can be given.
- less costly and get immediate response.
 Job Posting
- process by which internal recruitment is accomplished.
- qualified employees are given preference for promotion.
 Walk Ins and Unsolicited Applicants
- unsolicited applicants could be a possible source of
outstanding employees.
 Government Agencies
- Some local government units have their placement offices
look for possible employments for their constituents.

Staffing applications for Performance Management Chapter 4: Selection of Human Resources

decision-making Applications
Training and Development
Applications
Chapter 3 : Human Resource Recruitment
Meeting Needs of Human Resources
 Recruitment
- process of attracting the best individuals to join the
company on a timely basis in sufficient numbers and
meeting the qualification requirements, thereby
encouraging them to apply for the jobs in the
organizations.
Two Major Sources of Candidates to Fill the Vacant Positions:
 The internal source
- qualified candidates from the company and within the
ranks of its present employees
 The external source
- hiring from the outside source is a management option
Different Methods of Human Resource Recruitment
 The Word-of-Mouth System
- found to be effective in local situations. It is one of the
least expensive recruitment systems.
 Campus or University Recruitment
- colleges are undisputable sources of talent for an
organization to tap. Recent graduates are considered
highly desirable for companies to select.
 Radio and Televisions
- used as mediums for manpower recruitment. Since the
coverage of the advertisements is of great magnitude,
more qualified applicants can be reached and could even
tempt other applicants who are not actually looking for a
jobs.
 Advertising Media
- one popular and often effective means soliciting applicants
is advertising it through the media, like newspaper,
magazines, radio or television.
Selection
- process of determining from among the applicants who
can meet the job requirements and can be offered the
vacant position in the organization.
 Personnel Requirement Form (PRF)
- Positions and number required
- Job specifications (qualifications)
- Qualities
Selection Procedures
Step 1: Establishing selection procedures
Step 2: Identify and choose selection criteria,
predictors and instruments to be used
Step 3: Gathering and evaluating info about applicant
Stage 4: Decisions - whether to select or reject
The selection process
1. Preliminary screening (structured, unstructured, panel)
- Structured interview: follows sets of procedures
- Unstructured interview: applicant takes the lead
- Panel or round table interview: managerial employees
2. Application form
3. Testing and evaluation form
- Intelligence, aptitude, interest, personality test,
proficiency test
4. In-depth interview
- Applicant formally enter into selection process
5. Evaluating references (academic - TOR character
reference, experience reference)
6. Physical examination
7. Placements
- Orientation, training
Three important characteristics of an interviewer:
1. Knowledge
- better understanding to the psychology of a person
- must know the behavior of the person
2. Empathy
- must be able to know the inner behavior of the individual
by understanding his own personality
3. Communication skills
 - use of language, gestures and voice inflection
- words must be carefully chosen

Types of Employees
 Probationary
- period of six months
 Regular or permanent employee
- employee who passed the probationary period and
performing regular activity in the business
 Contractual employee
- employee is hire for a fixed period or a project
 Casual or seasonal employee
- seasonal in nature
 Apprenticeship
- development of the required skills for a particular type of
work