HUMAN RESOURCE MANAGEMENT

TABLE OF CONTENTS

Part 1. The Field of Human Resource Management

▪ Human Resource Management as an Integral Part of Management

▪ History of Human Resource Management in the Philippines

▪ Differences of Personnel Management and Human Resource Management

▪ Nature, Scope, Beliefs, and Objectives of Human Resource Management

▪ Role of Human Resources in an Organization

▪ Human Resource Management as a Science and an Art

Part 2. The Human Resource Department in the Organization

▪ Organizing the HR Department

▪ Duties and Responsibilities of the HRMO

▪ Roles of the HRMO

▪ Qualifications of the HRMO

▪ Structure of the HR Department

Part 3: Functions of Human Resource Management

▪ Job Organization and Information

▪ Acquisition of Human Resources

▪ Maintenance of Human Resources

▪ Development of Human Resources

▪ Research on Human Resources

Part 4. The Future of Human Resource Management

PART 1
________________________________________________________________________

The Field of Human Resource Management

SCOPE:

PART 1 consists of the following lessons, namely:

▪ Human Resource Management as an Integral Part of Management

▪ History of Human Resource Management in the Philippines

▪ Differences Between Personnel Management and Human Resource

Management

▪ Nature, Scope, Beliefs, and Objectives of Human Resource Management

▪ Role of Human Resources in an Organization

▪ Human Resource Management as a Science and an Art

LEARNING OBJECTIVES

After completing PART 1, the student will be able to:

1. Discuss the emergence of human resource management as one of the

specialized branches of management.

2. Explain the nature, scope, beliefs, and objectives of HRM.

3. Explain why human resource management is a science and an art.

 2
________________________________________________________________________

Overview

The most important resources of an organization are its human resources – the
people who supply the organization with their work, talent, creativity, and drive. Thus,
among the most critical tasks of a manager are the selection, training, and development
of people who will best help the organization meet its goals. Without competent people
at all levels – organizations will either pursue inappropriate goals or find it difficult to
achieve appropriate goals once they have been set.

Human resource management (HRM) is critical to an organization’s success. It is

the management function that deals with the recruitment, placement, training, and
development of organization members. In this course, we will examine how
organizations determine what human resources they need now and, in the future, how
managers recruit and select people with the best potential for each position, how
managers train people so that they will perform effectively, and finally, what types of
development programs will best assure a constant flow of managerial talent from lower
to higher levels of the organization.
 3
________________________________________________________________________

HUMAN RESOURCE MANAGEMENT AS AN INTEGRAL PART OF MANAGEMENT

Before we define HRM, it seems pertinent to first define the term “human
resources”. In common parlance, human resources mean people. However, different
management experts have defined human resources differently. Michael J. Jucius has
defined human resources as “a whole consisting of inter-related, inter-dependent and
interacting physiological, sociological and ethical components”. According to Flippo,
human resource management is the planning, organizing, directing and controlling of
the procurement development compensation integration, maintenance and separation
of human resources to the end that individual, organizational and social objectives are
accomplished.

Human resource management has come to be recognized as an inherent part of

management, which is concerned with the human resources of an organization. Its
objective is the maintenance of better human relations in the organization by the
development, application and evaluation of policies, procedures and programs relating
to human resources to optimize their contribution towards the realization of
organizational objectives.

In other words, HRM is concerned with getting better results with the
collaboration of people. It is an integral but distinctive part of management, concerned
with people at work and their relationships within the enterprise. HRM helps in
attaining maximum individual development, desirable working relationship between
employees and employers, employees and employees, and effective modeling of human
resources as contrasted with physical resources. It is the recruitment, selection,
development, utilization, compensation and motivation of human resources by the
organization.

HISTORY OF PERSONNEL MANAGEMENT (HRM) IN THE PHILIPPINES

The art and science of manpower management has developed over many
decades of experience, it was, however, only in the early 1950’s that the science of
administering people at work began to be recognized in the Philippines. This
development has been due to the industrialization program of the government and the
realization that the success of any business endeavor depends on the ability and
efficiency of the men and women who work for it.

According to Payos, in his book Personnel Management in the 21 st Century,

among the factors that contributed to the growth of personnel management in the
Philippines are the following:
 4
________________________________________________________________________

1. Increasing complexity of business operations.

The postwar period saw the birth of big corporation ns where the volume
and variety of operations and the size of the labor force demanded
specialization in management. The personnel specialist was called upon to
formulate and carry out the organization’s personnel policies and programs.

2. Government regulations and labor laws promulgated in recent years.

Hand-in-hand with the country’s march towards industrialization is the

growth of numerous problems similar to those that cropped up during the
days of the Industrial Revolution in Europe and America. To safeguard the
worker’s interests, especially those related to wages, working conditions, job
security, and health, the government deemed it wise to enact a number of
laws and government regulations.

Among such laws are the Women and Child Labor Law, the Minimum Wage
Law., the Eight-Hour Labor Law, the Industrial Peace Act of 1953, and several
other labor and social laws which are embodied in the Labor Code of the
Philippines, and the Implementing Rules and Regulations that took effect on
November 1, 1974. Compliance with these laws became part of the services
of a personnel department.

3. Growth of Labor Unions

The passage of the Industrial Peace Act of 1953, otherwise known as the
Magna Carta of Labor, triggered the organization of labor unions and the
strengthening of workers’ bargaining power. Collective bargaining
negotiations and the administration of union contracts may best be handled
with the technical resources of a personnel department.

With the passage of the new law making unfair practices a criminal offense,
the responsibility of the personnel or industrial relations department
becomes very important and this makes the position of personnel managers
a necessity in every company.

The growing politicization of the workforce has emerged as a new challenge

to personnel managers who now have to contend with issues not directly
related to employer-employee relationships. Some of these issues are
 ideological in nature and require skillful handling by perspective personnel
managers.
5
________________________________________________________________________

4. Influx of new concepts in management

The coming of foreign technicians after the war and the training of Filipinos
here and abroad to help in the country’s industrialization program brought
about modern technical innovations and new concepts in personnel
management. No longer were workers treated as cogs in the industrial
wheel but as human beings with certain fundamental needs, such as job
security, job satisfaction, and the need for recognition.

Employee benefits have become varied and far ranging, making their
administration a complex function. The facilities of the personnel
department are here again utilized to handle such programs.

As the need for trained personnel managers increased, a number of colleges

and universities then included personnel management as a subject in their
curriculum. Today, human resource management is offered as a major
course of study both in undergraduate and graduate schools. To sharpen
and enhance their knowledge, skills and competence, the Personnel
Management Association of the Philippines offers to practitioners through
seminars and training programs a broad range of subjects in personnel
management. It even has tie-ups with some colleges and universities in the
continuing education of personnel management practitioners.

The present trend in the function is toward greater recognition and more
responsibility in the organization. An indication is most firms call their head
Human Resources Manager or Director. A good number of practitioners
today are members of the Management or Executive Committee.
 6
________________________________________________________________________

The five (5) developments that helped promote the growth of personnel
management as a profession in the Philippines are the following:

1. The organization of the Personnel Management Association of the

Philippines in 1956 with the backing support of its member companies.

2. The acceptance and recognition of personnel management as a necessary

function in the business organization.

3. Course offerings in personnel management and related subjects in colleges

and universities.

4. The initiation of seminars and workshops in the various areas of personnel

management by several organizations to provide training and development
for people in this field.

5. The recognition of the personnel managers by the Department of Labor and

Employment (DOLE), the Social Security System (SSS), and other
government agencies and by labor unions as the representatives of the
management of their respective firms in their negotiations and conferences
with the labor unions.

Moreover, the following are five identified developments in contemporary

society that brought about the need for economical manpower management:

1. The rapid growth of business and industrial enterprises and the fast-moving
changes in all fields of activity affecting man’s economic, social and political
life with the attendant problem of rising wages and salaries;
2. Increasing government participation in employer-employee relations which
has brought about a large number of social and labor laws;
3. Government protection of trade unions;
4. Contemporary social trends that have given impetus to an increasing variety
and cost of employee welfare programs and other social security measures;
5. Tight competitive market conditions and rigid government controls, giving
rise to challenges to management for maximum utilization of money,
materials, machines, markets and manpower.
 7
________________________________________________________________________

Above mentioned problems compelled employers and labor leaders to

continually seek ways to increase the effectiveness of the workers as partners in
production on the basis of sound management principles.

DIFFERENCES BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE

MANAGEMENT
The main difference between Personnel Management and Human Resource
Management lies in their scope and orientation. While the scope of personnel
management is limited and has an inverted approach, wherein workers are viewed as
tool. Here, the behavior of the worker can be manipulated as per the core competencies
of the organization and are replaced when they are worn-out.

On the other hand, human resource management has a wider scope and
considers employees as the asset to the organization. It promotes mutuality in terms of
goals, responsibility, reward, and others that will help in enhancing the economic
performance and high level of human resource development.

In early centuries, when Human Resource Management (HRM) was not prevalent
then, the staffing and payroll of the employees were taken care of, by the Personnel
Management (PM). It is popularly known as Traditional Personnel Management. Human
Resource Management have emerged as an extension over the Traditional Personnel
Management.

Table 1 is a comparison chart showing the differences between Personnel

Management and Human Resource Management.

Table 1
Differences Between Personnel Management and
Human Resource Management

Basis for Comparison Personnel Management Human Resource Management

Meaning The aspect of management that
is concerned with the workforce
and their relationship with the
entity is known as Personnel
Management.
The branch of management that
focuses on the most effective
use of the manpower of an
entity, to achieve the
organizational goals is known as
Human Resource Management.
Approach Traditional Modern
Treatment of manpower Machines or Tools Asset

8
________________________________________________________________________

Table 1 continued:

Type of function Routine function Strategic function

Basis of Pay Job Evaluation Performance Evaluation
Management Role Transactional Transformational
Communication Indirect Direct
Labor Management Collective Bargaining Individual Contracts
Contract
Initiatives Piecemeal Integrated
Management Actions Procedure Business needs
Decision Making Slow Fast
Job Design Division of Labor Groups/Teams
Focus Primarily on mundane Treat manpower of the
activities like employee organization as valued assets,
hiring, remunerating, to be valued, used and
training, and harmony. preserved.

NATURE OF HUMAN RESOURCE MANAGEMENT

Human Resource Management is a process of bringing people and organizations

together so that the goals of each are met.

Boxall et al (2007) describe HRM as the “management of work and people

towards desired ends.”

The various features of HRM include:

1. It is pervasive in nature as it is present in all enterprises.

2. Its focus is on results rather than on rules.
3. It tries to help employees develop their potential fully.
4. It encourages employees to give their best to the organization.
5. It is all about people at work, both as individuals and groups.
6. It tries to put people on assigned jobs in order to produce good results.
7. It helps an organization meet its goals in the future by providing for
competent and well-motivated employees.
 8. It tries to build and maintain cordial relations between people working at
various levels in the organization.
9. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from
psychology, economics, etc.

9
________________________________________________________________________

SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of human resource management is very wide. It includes the

following:

1. Personnel aspect - This is concerned with manpower planning, recruitment,

selection, placement, transfer, promotion, training and development, layoff
and retrenchment, remuneration, incentives, productivity, etc.
2. Welfare aspect – It deals with working conditions and amenities such as
canteens, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.
3. Industrial relations aspect – This cover union-management relations, joint
consultation, collective bargaining, grievance and disciplinary procedures,
settlement of disputes, etc.

BELIEFS OF HUMAN RESOURCE MANAGEMENT

The human resource management philosophy is based on the following beliefs:

1. Human resource is the most important asset in the organization and can be
developed and increased to an unlimited extent.
2. A healthy climate with values of openness, enthusiasm, trust, mutuality and
collaboration is essential for developing human resource.
3. HRM can be planned and monitored in ways that are beneficial both to the
individuals and the organization.
4. Employees feel committed to their work and the organization, if the
organization perpetuates a feeling of belongingness.
5. Employees feel highly motivated if the organization provides for satisfaction
of their basic and higher-level needs.
6. Employee commitment is increased with the opportunity to discover and use
one’s capabilities and potential in one’s work.
7. It is every manager’s responsibility to ensure the development and utilization
of the capabilities of subordinates.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

 Human resource management is needed to achieve the following objectives:

1. To help the organization reach its goals.

2. To ensure effective utilization and maximum development of human
resources.
10
________________________________________________________________________

3. To ensure respect for human beings. To identify and satisfy the needs of
individuals.
4. To ensure reconciliation of individual goals with those of the organization.
5. To achieve and maintain high morale among employees.
6. To provide the organization with well-trained and well-motivated employees.
7. To increase to the fullest the employee’s job satisfaction and self-
actualization.
8. To develop and maintain a quality of work life.
9. To be ethically and socially responsive to the needs of society.
10. To develop overall personality of each employee in its multidimensional
aspect.
11. To enhance employee’s capabilities to perform the present job.
12. To equip the employees with precision and clarity in transaction of business.
13. To inculcate the sense of team spirit, teamwork and inter-team
collaboration.

THE ROLE OF HUMAN RESOURCES IN AN ORGANIZATION

It is the people in an organization that carry out many important work activities.
Managers and HR professionals have the important job of organizing people so that they
can effectively perform these activities. This requires viewing people as human assets,
not costs to the organization. Looking at people as assets is part of contemporary
human resource management and human capital management.

Corpuz (2014), human resource provides the creative spark in any organization.
People design and produce the goods and services and set overall strategies and
objectives for the organization. Thus, employee involvement and commitment play a
vital and key role in the success of any business organization. It is impossible to show a
good financial or operating report unless you get the support and commitment of
employees.

HUMAN RESOURCE MANAGEMENT AS A SCIENCE AND AN ART

 Human resource management is both a science and an art. Science is defined as
the systematic accumulation of facts, their analysis and interpretation, and their use to
arrive at a satisfactory conclusion. Based on the foregoing definition of science, it is
clear that human resource management is a science. It involves the systematic gathering
of data, such as surveys, statistics, interviews, and observations. It is an applied science
because it utilizes scientific principles in analyzing and interpreting data for application
in the management of people at work. As a specialist, the HRMO applies the findings of

11
________________________________________________________________________

social sciences in the practice of his profession. Tested appraisal methods and
experience in the field are applied to achieve the desired results. Scientific methods,
too, are utilized in solving specific problems of employment, such as in maintaining high
employee morale
and motivation and in developing and utilizing the best talents of the employees to
attain maximum production.

On the other hand, art is defined as proficiency in the practical application of

knowledge acquired through study, experience, or observation. After the required data
are gathered and analyzed and the possible solutions to a problem formulated, a good
executive needs to select the best from among alternative solutions to implement his
choice at the right time in order to achieve the desired result, and to foresee the
probable success or failure of his line of action and institute needed corrective measures
promptly. This is where human resource management is an art, since it involves the
making of sound decisions. A manager’s success lies in his ability to draw the best
service from his workers and to gain their cooperation through motivation. In the
exercise of his leadership in managing men, the human resource management officer
develops the art of knowing the how, what, when and why in dealing with employees
and labor unions.

The major tool of the HRMO as a scientist and an artist is his creative imagination
and intelligence developed by learning, practice and experience, his intuition and insight
in handling the various problems of employees and unions in such a way that there is
order, harmony, balance, and proper timing. He also knows how to simplify complex
problems. The interplay of motivations and emotions in handling problems involving
employees is played by ear like for example, by insight, the result of learning and
experience with the attendant knowledge and skillful application of management
principles.

xxx
 PART 2
________________________________________________________________________

The Human Resource Department in the Organization

SCOPE:

PART 2 consists of the following lessons, namely:

▪ Organizing the Human Resource Department

▪ Duties and Responsibilities of the HRMO

▪ Roles of the HRMO in the Organization

▪ Qualifications of the HRMO

▪ The Structure of the Human Resource Department

Learning Objectives:

After studying this module, you should be able to:

1. Explain how to organize the HR Department.

2. Enumerate and explain the duties and responsibilities of the HRM

officer.

3. Explain the varied roles that the HRMO plays.

 4. Know the qualifications of one who aspire to become an HRM Officer.

5. Discuss the structure of the HR Department.

2
_____________________________________________________________________________

Overview

When business was still carried on a small scale, all major functions of the
enterprise were handled by the owner-manager. As business firms increased in size, it
became necessary for personnel functions to be handled by a separate department,
serving as a staff to line management.

Today, human resource management as a management function is delegated to

a unit of the company known as the Human Resources Department which performs staff
function to service the needs of line management in all levels of the organization on
personnel matters and of human resources in their employment relationships with the
company.

Organizing the Human Resources Department

The following are the steps in organizing the HR Department:

1. Top Management’s Understanding and Support

To ensure the development and implementation of a company’s personnel

program and efficient services on personnel matters, top management must make
the important decision to establish an HR Department, define its functions,
responsibilities and authority and to provide a favorable climate so that it can
perform its functions efficiently. The personnel executive’s authority should be
equal to the level of his responsibilities. Many HR managers are sometimes
confused as to where their authority begins and where it ends because of the failure
 of top management to clearly define their functions and the scope of their
responsibility and authority.

2. Selection of the HRM Officer

Top management must, as its second decision, seriously consider the

selection of its HRMO to take charge of its personnel functions. He must have the
proper background, training, experience, and ability to implement personnel
programs and policies. Management must realize that the success or failure of its
personnel programs depend upon the ability and competence of the man who will
administer it and the support management will give the HR manager in the
implementation of the policies and programs entrusted to him.

3
________________________________________________________________________

3. Policy and Program Formulation - Shifting of Powers and Functions

Before organizing the HR Department, top management must recognize the

need for such a unit. Management must realize that the said unit can best take care
of certain essential functions for the maintenance and promotion of good employer-
employee relations. Such recognition is reflected in the formulation of personnel
policies and procedures which will spell out the thinking of employer regarding the
employees and its attitude towards them.

The organization of the HR Department may involve the shifting of some

functions and powers previously exercised by the line departments. Line managers
must be told that henceforth, said functions will be handled by the HR Department.
As a staff specialist, the HR manager advises, assists or helps them in their
administration of the personnel under them. The powers and functions must be well
delineated to prevent the overlapping and conflicts in relationships by providing a
supervisory manual of policies, procedures and programs covering the different
aspects of these relationships.

4. Top Management’s Backing

Experience has shown that firms with successful personnel programs have
HR managers who enjoy the backing of their top management. The HR manager
needs the confidence and backing of the head of the agency/organization, not only
in policy formulation, but also in the administration of policies by the line managers.

5. Communicating the Establishment of the HR Department

 The objectives to be accomplished by the HR department in relation to the
company-wide aims and goals must be clearly stated and communicated to all
employees and these should be incorporated in company policies.

6. Determination of Objectives and Functions

The objectives of the department must clearly be defined and the functions
necessary to achieve the objectives must be determined and written down. This can
be done through the preparation of a functional chart wherein the functions of the
department are grouped into separate units, such as employment, employee
benefits and services and others. The functional organization chart of the
department is drawn to show the relationships of the units.

4
________________________________________________________________________

7. Writing Job Description and Job Specification

For each unit or group of functions, the tasks and responsibilities are clearly
defined and the corresponding title for each position indicated. The tasks involved in
each position is determined and the time spent for each task is indicated to show
the relative importance of each duty. For each job, the qualifications of the people
to be assigned are determined. These qualifications are then listed in the job
specifications. Titles or other identifying descriptions are given each position or job.

8. Selection of Qualified Employees

After the job description and job specifications are determined and written
out for each job in the department, the next step is the selection of the men suitable
for each job. The HR manager must be allowed to select his staff. The persons to
occupy the positions are chosen on the basis of their qualifications in accordance
with the requirements of the job as indicated in the job description and job
specifications. With a staff well versed in the different areas of personnel
management and acquainted with the company’s business and its problems,
management can expect satisfactory performance of the personnel functions.

9. Training and Developing Human Resources

After the selection and hiring of personnel they are introduced to the
company and their jobs. This includes:

a. Orientation on company and department policies and rules;

 b. Familiarization with and training in their individual duties and
responsibilities;
c. Information about the rules and procedures related to department
operations and the use of proper forms for various purposes, and
d. Instructions on other matters that every employee in the organization
should know.

10. Administering Personnel Programs and Policies

At this stage, the department is ready to start business. The HR manager

must initially exercise close supervision over his staff members to ensure that they
strictly follow the established methods and procedures in implementing the
different personnel programs such as granting of vacation leaves and others. This is
to make sure that a man placed in a particular job will perform his assigned duties
properly and that he can get help whenever he needs it.
5
________________________________________________________________________

11. Performance Evaluation

After a reasonable period of operation, say six months or a year, the

department’s performance should be evaluated objectively. The performance of all
persons assigned to the various positions in the department should also be
evaluated at regular intervals to find out if some of them may be better suited for
other positions in the department.

Writing a quarterly/annual report on the achievements of the HR department

will give top management a good idea of its accomplishments.

12. Records and Files

Records are important working tools of management. They provide

information on the past actions taken regarding individual employees. They must
therefore be kept and maintained efficiently.

Further, the operational efficiency of the system should likewise be

reexamined from time to time for greater efficiency.

Duties and Responsibilities of the Personnel Executive (HRMO)

The personnel executive, who should be a member of the company’s top

executive group, is responsible for the formulation for top management of personnel
policies and programs which will serve as the foundation for an efficient personnel
administration in a company so that the company can realize its goals and objectives
and at the same time allow the employees to develop and realize their individual
career goals.

Among his responsibilities are:

1. Help management achieve the company objectives and goals in the

management of its human resources.

2. Assist top management in formulating sound policies, programs and rules

and after approval, administer them fairly and efficiently.

3. Assist line supervisors and managers in providing employees with satisfactory

work environment and in promoting harmonious relationships with the
employees and the union.
6
________________________________________________________________________

4. Make managers and supervisors aware of their full responsibilities in the

management of human resources by providing them with technical help
needed to handle employee problems.

5. Help train and develop the human resources of the company in order to
equip them with the skills and knowledge required in accomplishing their
jobs efficiently.

6. Help promote understanding and good relationships by opening the lines of

communication between management and employees thereby creating an
atmosphere where workers can be happy and proud to belong to the
organization.

7. Identify management problems that can be resolved and opportunities that

can be realized through improved effectiveness in personnel management.

8. Assist management and supervisors in handling labor relations problems,

utilizing his knowledge and competence on labor laws, government
regulations, and court decisions on labor relations.

9. Assist the company in pointing good morale and motivation among its
human resources.

10. Assist in crisis management and organizational development.

 With the above-mentioned responsibilities of the personnel executive, it is
understood that today’s HR manager occupies a position of greater importance and
responsibility that he used to before.

Roles of the HRM Officer in the Organization

Considering his position in the company and the scope of his functions, the
HRMO is expected to play varied roles:
1. As a supervisor.
The HRM Officer oversees the employees in his own department over whom
he exercises a direct line authority. As a supervisor of his own department, he plans,

7
________________________________________________________________________

organizes, directs, controls and coordinates the activities of his department. He

delegates some of his functions to his subordinates but checks on them through
follow-
ups. Since he manages the work of the employees in his department, he is their
leader, he trains them and develops their skills for efficiency.

2. As an administrative official.
He manages the HR department. He translates into action those parts of the
personnel policies and programs assigned to him. In other words, he and his staff
conduct and direct certain personnel activities as provided for in the policies and
programs entrusted to the department. He sees to it that labor laws and government
implementing regulations are properly complied with.
3. As an Adviser.
He serves as counselor, guide, and confidant to management, supervisors,
and employees.
4. As a Coordinator.

He brings into action all activities, regulates and combines diverse efforts into
a harmonious whole; and gets together and harmonizes the work of various
personnel in his department and the related functions in other departments.
5. As a Negotiator

He is usually asked either to represent management in negotiating labor

contracts or to attend negotiations with unions in an advisory capacity. He is
charged with the administration of the labor contract. These are delicate and highly
technical processes in labor management relations.

6. As an Educator.

His educational functions are to sell the employee’s point of view to

management and the line supervisors and the management’s point of view to the
employees and supervisors. He conducts or administers the company’s training
program. He is very much involved in the management of employee development
programs of his company. His influence and authority in the firm should enable him
to counsel and to assist the employees and stimulate the organization in developing
good employee relations.

8
________________________________________________________________________

7. As a Provider of Service.

The HRMO occupies a position in a company which best provides certain

services to all employees. He can initiate action, for example, to help employees
obtain facilities with government agencies like Philhealth, SSS, etc. which can make
their employment more satisfying.

8. As an Employee Counselor.

One of the functions of HRMO is employee counseling. His knowledge and

training in human relations and the behavioral sciences plus his familiarity with
company operations, puts him in the best position to counsel employees.

9. As a Promoter of Community Relations.

Nowadays, corporations can no longer operate in isolation and without

regard to its community. The HRMO must be well informed of the activities and
developments in the environment where the enterprise operates. At times he is
called upon to project a favorable image of the company.

10. As a Public Relations Man.

 The HRMO may not be the public relations officer of the firm but his function
requires him to deal with the various publics of the company, such as the
employees, the unions, the general public, and the community.

Qualifications of the HRMO

1. Education. The minimum pre-service education required should be the completion

of a regular college course preferably courses in the general field of management,
business administration, psychology, labor laws, economics, industrial relations,
sociology, English.

Graduate courses in industrial relations, behavioral sciences or in business

administration with personnel management/human resource management and
labor relations as a major study will provide a substantial background for this
specialization.

9
________________________________________________________________________

Upgrading the knowledge and competence of people actively engaged in

personnel work through taking up special courses or attends seminars, conferences,
trainings and others can help elevate personnel management to the status of a
profession.

2. Job Training

3. Personal Qualities . The personal qualities regarded as important for success in

personnel work include:

⮚ ability to communicate effectively (oral and written)

⮚ above average intelligence
⮚ must enjoy working with people
⮚ understand individual attitudes and prove equal to the problems of the
employees and of the employer
⮚ must possess integrity, industry, courage, justice, and circumspection to earn the
respect of the employees and his employer
⮚ fair in dealing with employees
⮚ must have pleasing personality.
The Structure of the HR Department

The organization structure clearly delineates the different departments,

divisions, sections and units in the light of its philosophy, resources and needs.

xxxx