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CENTRAL PHILIPPINE UNIVERSITY

Jaro, Iloilo City 5000, Philippines

SCHOOL OF GRADUATE STUDIES

MODULES

IN

MBA 600/ MPA6102 HUMAN RESOURCE MANAGEMENT

REVISION NO. 0

Effective Summer 2022

Prepared by: MA. ROSALENE J. MADERO, MBA, Ed. D.

Professor

Checked by: ALTHEA DENUEVO, MBA

Program Coordinator
Master in Business Administration
RENIA DE LA PENA
Program Coordinator
Master in Public Administration

Approved by: ROWENA M. LIBO-ON, DM

Dean
School of Graduate Studies

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 2 of 12

CENTRAL PHILIPPINE UNIVERSITY

Jaro, Iloilo City 5000, Philippines

SCHOOL OF GRADUATE STUDIES

MODULES IN MBA 600/MPA 6102: HUMAN RESOURCE MANAGEMENT

Course Code: MBA 600 / MPA 6102

Course Title: Human Resource Management/ Human Resource Management in Public Organization

Course Description: This course exposes students to various human resource management issues they encounter
as managers. Topics include the role of human resources in the organization; structure, functions
and composition of HRD; job analysis, job design, job evaluation; acquisition, maintenance and
development of human resources; and global trends and issues in human resource management

This course exposes students to various human resources management issues, the
government’s manpower development policies, and plans as they relate to public personnel in
general, and to selected agency manpower planning programs in particular. Forecasting manpower
needs at the agency level and development program to meet such needs.

Pre-requisite: None

Credit: 3 units Lecture: 3 units

Class Schedule: Lecture: 3 hours per week Time: Day: Room:

Instructor:
Name: Ma. Rosalene J. Madero, MBA, Ed.D.
Office: Department of Business Administration Room: Tel No. 329 1971 local 1070
Consultation Schedule: Time: Day: Room:

Other Teacher(s) teaching the course:

Name: Carmen N. Hernandez, D.M
Office: Department of Business Administration Room: Tel No. 329 1971 local 1070
Consultation Schedule: Time: Day: Room:

Course Coordinators:
Name: Prof. Althea Denuevo, MBA
Prof. Renia Dela Pena
Consultation Schedule: Time: Day: Room:

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 3 of 12

MODULE IN MBA 600/MPA 6102 HUMAN RESOURCE MANAGEMENT

MODULE 2 – OVERVIEW OF THE COURSE

MODULE 2 OUTLINE:

0. Objectives/Learning Outcomes of Module 2

1. Historical Perspective of Human Resource Management
2. Growth and Development of Human Resource Management in the Philippines
3. The Role of Human Resources in the Organization Success Through Human Resources
4. Roles and Functions of An HR Manager
5. The Changing Image of HR Department
6. Career advancement of an HR Manager

MODULE 2 PROPER:

M2-0. Objectives/Learning Outcomes of Module 2

After finishing Module 2, the student is expected to:

0.1 Define human resource management, human resources, and resource development;

0.2 Explain and differentiate the different roles of the Human Resource Manager and his
functions;

0.3 Discuss the importance of the Human Resource Manager in a business and his major
contribution toward the development of the organization;

0.4 Explain the career development of a Human Resource Manager.

M2-1. Historical Perspective of Human Resource Management

Human resources are the total knowledge, talents and aptitudes of an organization as well as
values, attitudes, approaches and beliefs of the individuals involved in the affairs of the
organization. It is the sum total of the inherent abilities, acquired knowledge and skills represented
by the talents and aptitudes of the persons employed in an organization.

“Human resource management is the process of planning, organizing, directing, controlling

of procurement, development, compensation, interaction, maintenance and separation of human
resources to the end that individual , organizational and social objectives are accomplished”. (Edwin
B. Flippo)

Human resource management is the process of bringing an organization and its employees
together so that they work together to achieve their goals. It is a management function which
includes recruitment, selection, training and development, appraisal, compensation, rewards,

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 4 of 12

motivation and growth, industrial relations, employee welfare, grievance redressal, etc. in relation to
the employees of an organization.

Perspectives in Human Resource Management

1. Normative perspective
This approach deals with human resource management from two basic
perspective, “hard HRM” and “soft HRM”.

“Hard HRM” embraces all those elements in employment relations laying

emphasis on employee’s compliance, quantitative output, mangers, task and the
development of the organization. “Soft HRM” tends to favor flexibility,
negotiation, performance, quality, recognition of environments and rights in
employment relations. It is more strategic and longer term.

2. Critical perspective
It is an outcome of normative perception. It proposes that organization
maintain their “soft HRM” approach only to show in their policies but in reality
they practice “had HRM” to extend management control.

They pretend to be concerned for workers and exploit them through work
intensification and downsizing. It proposes that HRM has only changed
organizational rhetoric and reality has not change since the introduction of
personnel management. It argues that HRM uses a unitary, soft HRM rhetoric to
obscure hard reality characterized by increased management control and diminished
job security for employees.

3. Behavioral perspective
This perspective believes that it si vital for an organization to control or
mold the behavior of its employees to bring the desired results from them. Focus is on
the identification of desired behavior, ensuring availability of opportunities and
environment for desired behavior, developing employees’ skills to bring desired
behavior, and motivating employees to behave as desired.

Organizations’ policies and practices help in bring desired employee

behavior and that increases its effectiveness.

4. Strategic perspective
This approach believes that the human are valuable in improving an
organizations’ efficiency and effectiveness.

It provides strategic framework to support long term business goals and

objectives. The focus is on longer term people issues and macro concerns about
structure, quality, culture, values commitment and matching resources to future need.

It involves development of consistent practices, programs, and policies to

facilitate achievement of strategic objectives.
(gementcourse.com, 6/2022)

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 5 of 12

M2-2. Growth and Development of Human Resource Management in the Philippines

Human resource management is relatively new field in the Philippines. It was only in the
early 1950s that it has gradually gained acceptance and recognition in private business and industry.
For it to gain acceptance and recognition three conditions need to exist:

1. Top management must be convinced that human resource management is needed

in its business operations;

2. Qualified personnel administrators must be available;

3. Human resource administrators must demonstrate their capacity to contribute to

the company’s goals and objectives.

Top management is often unaware of what human resource work is all about. They
do not know what human resource management can do to promote efficient and effective
management. As a result, human resource manager is usually given only minor role in the affairs of
the organization. The deficient supply of qualified human resource executives complicate the
problem. Even when top management sees that a good human resource department is desirable,
qualified human resource management practitioners are not available to run the department.

With the supply-demand gap for human resource administrators, man “human
resource specialists” without adequate preparation have entered the field, messing up some human
resource programs because of amateurism or lack of thorough understanding of what the human
resource work is all about.

The Personnel Management Association of the Philippines (PMAP) is a nationwide

organization of all the personnel managers and human resource practitioners in the Philippines
which was established to uphold the profession to the fullest.

Among the activities of PMAP are:

1. Training and developing personnel administrators through seminars,

lectures, workshops, meetings, national conferences, and holding
tripartite conferences pertaining to personnel management and industrial
relations;

2. Dissemination of information to upgrade personnel management, offering

technical advice through its special committees and library facilities;

3. Participation in public hearings to voice support of, or opposition to,

proposed legislation affecting business and industry;

4. Establishment of public relations program aimed at informing the public

about the nature of personnel or human resource work.

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 6 of 12

In addition, government instrumentalities such as the Department of Labor and

Employment (DOLE), the Employees Compensation Commission (ECC), the Social Security
System (SSS), Technical Education and Skills Development Administration (TESDA), Government
Service Insurance System (GSIS), and other government agencies, usually consult with the
association before taking a stand on matters affecting employer-employee relations.

In the education sector, school in the tertiary level stared to offer courses directly or
indirectly treating concepts on labor, manpower, human relations, industrial relations and other
related topics. Through education, the development of human resourcing in the Philippines was
emerging dramatically. With the purpose and need to keep pace with the demands of local and
international business environment to become globally competitive, the Commission on Higher
Education (CHED) mandate Higher Education Institutions (HEIs) offering Bachelor of Science in
Commerce (BSC) to adapt “Bachelor of Science in Business Administration” (BSBA) that also
covered specialization on course program like Human Resource Management (HRDM) (CHED
Memorandum Order No. 39, Series of 2006).

As a result to these efforts, the status of personnel management has been enhanced and the
quality as well as the salary of personnel mangers has greatly improved.

Today, the current status of human resource is continually growing, spreading and
strengthening as the world academic, government agencies and corporate world embrace the needs
of human resourcing not only to provide the organization with sustained competitive advantage but
also as important strategic partner in shaping the ideal human asset not only for collective
organizational success but also in nations competitive economic development.

M2-3. The Role of Human Resources in the Organization Success Through Human Resources

“The increase in human resource functions has been seen and realized by management that
the most important level for companies to gain competitive advantage both in domestic and foreign
market is through productive and committed personnel. Top management believes the HRM
practices are directly related to the companies’ success in meeting competitive challenges. The
change in personnel values and orientation should match the changes in technology without which
competitive advantage could hardly be possible.

To compete in the global arena, companies need to put greater effort towards accelerating
and retaining talented personnel employees need to be trained and developed and we need to
dismantle the bureaucratic structures that limit employees’ ability to innovate and be creative.

The meaning of employees towards the value of Theory Y and Theory Z in the management
of human resources should be encouraged. Employees should be empowered towards productive
endeavor and be guided according to the need for competitive advantage if the economic
development of this country is to be attained.

The politics of divisiveness in the work environment must be replaced with cooperative
undertakings that will contribute to work efficiency. The HRM functioning along this area under
the new direction, must give credence to more productive efforts towards properly compensated
manpower resources. We need to give credit for productivity but productivity cannot be attend with

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 7 of 12

hungry stomach. These are the new challenges to HRM if employees’ contribution to the company’
profitability are to be attained.”

M2-4. Roles and Functions of An HR Manager

A.1. Supervisor
He plans, organizes, directs, controls and coordinates the activities of his or her
department. He delegates dome of his functions to his subordinates but check on them
through follow-ups. He manages the work of the employees and trains in developing
their skills for efficiency and effectiveness.

A.2 Administrative Officer

He/She conducts or directs certain personnel activities as provided or in the
polices and programs entrusted to the department. He/She sees to it that labor and
government regulations are properly complied with. He/She should know how a policy
is made and administered.

A.3 Adviser
He/She serves as counselor, guide and confidante to manager supervisors and
employees. To be competent, he/she must keep himself/herself informed about
employee attitudes and behavior and be abreast of trends in the industrial relations held
which may affect his/her company.

A.4 Coordinator
He/She brings into action all activities, regulates and combines diverse efforts
into a harmonious whole, and gets together and harmonizes the work of various personnel and
the related functions in other departments.

A.5 Negotiator
He/She is the representative of the management in negotiating labor contracts or
to attend negotiations with unions in an advisory capacity. He/She must understand the
nature, significance and methods of collective bargaining.

A.6 Educator
He/She conducts or administers company’s training program. He/She is very
much involved in the management of employee development programs of the company.

A.7 Provider of Services

He/She provides services to all employees and helps them obtain facilities with
government agencies like SSS, Philhealth, Pag-IBIG, etc. which can make their
employment more satisfying.

A.8 Employee Counselor

His/Her knowledge and training in human relations and the behavioral sciences
plus hisr/her familiarity with company operations, puts him/her in the best position to counsel
employees.

A.9 Promoter or Community Relations

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 8 of 12

He/She must be well informed of the activities and development in the

environment where the enterprise operates. He/She is called by the management in helping
the company project favorable and positive image to the community.

A.10 Public Relations Man/Woman

His/Her functions require him/her to deal with the general public, which includes
the employees, the unions, and the community.
****************
B.1 Human Resource Man as an Intellectual.
The HR Manager should have the skill to communicate, articulate, understand
and above all, to be an expert when it comes to putting policies and agreements in black and
white. His or her skill lies in his or her command over the language. He or she has to
deal with employees and must possess the skills in conducting fruitful and systematic
discussion and of communicating effectively. He or she should be in a position to formulate
principles and foresee the problems of the organization. This means that he or she would
require the mental ability to deal with his or her people in an intelligent manner as well as to
understand what they are trying to say.

B.2 Human Resource Man as an Educator

He is she should be deeply interested in learning and also in achieving growth.
Human beings like to grow and realize their full potential. In order to harmonize the
growth of individuals with that of the organization, he or she must not only provide
opportunities for his or her employees to learn, get the required training and assimilate new
ideas but also he himself of she herself should be a teacher.

B.3 Human Resource Man as a Discriminator

He or she must have the capacity to discriminate between right and wrong,
between that which is just and unjust and merit and non-merit. In other words, he or she
should be a good judge when he sits on a selection board, a fair person when he or she
advises on disciplinary matters and a good overseer of right conduct in an organization.

B.4 Human Resource Man as an Executive

He or she must execute the decisions of the management and its policies with
speed, accuracy and objectivity. He has to streamline the office, tone up the administration in
relation to the various other divisions and in doing so he or she should be in a
position to bring unity of purpose and direction in the activities of the human resource
department. He or she must ask relevant questions and not be merely involved in the
office routine whereby the status quo is maintained. He or she should have the
inquisitiveness to find out the causes of delay, tardy work and wasteful practices, and should be
keen to eliminate those activities that are not consistent with objectives and purposes of the
organization.

B.5 Human Resource Man as a Leader

Being concerned with people and being place in the group dynamics of various
political and social functions of an organization, he or she must not shirk the role of
leadership in an organization. He or she must inspire his or her people and motivate
them towards better performance. He or she should resolve the conflicts of different groups
and build up teamwork in the organization.

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 9 of 12

B.6 Human Resource Man as a Humanist

Deep faith in human values and empathy with human problems are essential for a
human resource person. He or she has to deal with people who toil at various levels and partake
of their joys and sorrows. He or she must perform his functions with sensitivity and felling.

B.7 Human Resource Man as a Visionary

He or she should be a thinker who sets the pace for policy-making in and
organization in the area of human relations and should gradually work out new patterns
of human relations management consistent with the needs of the organization and the
society. He or she should be in close touch with socio-economic changes and should be
able to reasonably forecast future events and strive to meet the coming challenges.

M2-5. The Changing Image of HR Department

The position of the Human Resource Department in the organization got the boast of higher
recognition and importance with the advancement in technology and higher qualifications for
employment. The important role played by human resources in the company’s profitability is now
recognized by the organization.

Organizations are now aware that human resources, the important asset, should be
given attention. This attention given to the labor force is the advancement of the role of human
resource department.

The growing specialization in the field of education related to improving the knowledge of
the human resource practitioners has contributed to higher respect for the position. Seminars,
conferences and continuing education are factors that contributed to that increased knowledge in the
more efficient and effective management of Human Resource Departments.

The new role that the Human Resource Department performs includes outsourcing,
compliance of labor laws, record keeping, testing, compensation and benefits administration. The
Human Resource Department has to collaborate with other company executives on employment
interviewing, performance management, employee discipline and efforts to improve the quality and
productivity of human resources.

The role includes the following:

1. Recruitment and employment

2. Interviewing, testing, recruiting and temporary employment

3. Labor coordination

4. Training and development

4.1 Orientation of new and temporary employees
4.2 Performance management training
4.3 Productivity enhancement

5. Wage and salary management

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 10 of 12

5.1 Job evaluation

5.2 Wage and salary survey
5.3 Executive compensation

6. Benefits administration
6.1 Vacation and sick leaves administration
6.2 Insurance
6.3 Stock plans
6.4 Pension plans
6.5 Retirement plan assistance programs

7. Employee service and recreations

7.1 Bus service
7.2 Canteens
7.3 Athletics
7.4 Housing and relocation

8. Community relations
8.1 Publication
8.2 Community project and relations

9. Records management
9.1 Employment records
9.2 Information system
9.3 Performance records

10. Health and safety

10.1 Training
10.2 Safety inspection
10.3 Dental and medical services
10.4 Drug testing

11. Strategic management

11.1 Collaborating planning
11.2 Out-sourcing manpower research
11.3 Organizational planning

M2-6. Career Path and Advancement of an HR Manager

1. Entry Level – a new college graduate may start as personnel assistant in medium-
sized organization. The following skills are necessary:
1. Assisting in interviewing applicants
2. Giving tests and scoring test results in personal inventory and other skills
test
3. Assisting in employee orientation and training programs
4. Record keeping

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 11 of 12

2. Supervisory Level – the promotion to a higher level depends on the ability and
capability of the personnel assistant to acquire the skills necessary in the HR
functions. The traits and skills necessary are:

1. Skills in writing job descriptions, job analyses and job evaluations

2. Knowledge of employee benefit programs related to vacation and sick
leave, pensions and other mutual benefits
3. Skills in interviewing applicants and counseling employee employees
4. Skills in testing and interpreting test results and making recommendations
as to the fitness of applicants
5. Job evaluation and wage administration skills and relating pay to the
difference in job requirements
6. Skills in determining training needs and developing training modules and
conducting the same
7. Skills in basic research related to manpower planning.

3. Managerial Level – the HR practitioner has acquired the skills of the

supervisory level manager. At this point, the focus of the HR personnel is the
effective management of the different areas of personnel functions. The
additional personnel activities include the following:

1. Leadership and conceptual ideas visioning

The HR manager is part of the strategic management team that
participates in organization strategies planning for improve products and
services as they relate to employees’ productivity and technology
enhancement programs.

2. Analytical of the facts as basis for decision making

The HR manager is saddled with the analysis of the employee’s
development program and finding alternative solutions to improve
employee’s performance level as it relates to global competitiveness.

3. Compliance administration and control

The HR manager has to comply with the requirement of the laws,
environmental regulations, safety and security employee services
including recreation and other manpower demands for a better working
environment.

4. Interpersonal team work

Teamwork cannot be developed in a day or two. Teambuilding and
organizational interventions are needed to develop greater teamwork.
Teamwork adds value to a more efficient manpower.

Other Professional Options for HR Manager

1. College professor – He can teach business subjects such as marketing,
finance, human resource and development

2. Vice president of the company – this is due to promotion after showing

and performing excellently.
Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA
 Page 12 of 12

3. Chief executive officer (CEO)

4. Politician

5. Entrepreneur

6. Businessman

In addition to all these, being in this field will definitely open a lot of doors
for this kind of job. Aside from all the financial and material gains one may have, it is a
career intended to those who love people and have a soft spot in taking care of their
subordinates – the employees.

Date of Effectivity: Rev. No. 0 Prepared by: Checked by: Approved by:

Summer 2022 Revision Date: MA. ROSALENE J. MADERO, Ed.D ALTHEA DENUEVO, MBA ROWENA M. LIBO-ON, D.M.
June 2022 Faculty RENIA DELA PENA, MPA Dean, School of Graduate Studies
Coordinators, MBA/MPA