COURSE OVERVIEW/PRELIMINARIES:

1.1 Course Code: STRATHRM

1.2 Course Title: Strategic human resource management
1.3 Course Program: BSP-4A: 1st sem
1.4 Course Description:
● Deals with the study of the basic concepts of HRM, where the students are given
insights into the principles and practices of HRM.
● Emphasize the purpose of manpower development recruitment, selection,
placement, maintenance and development of human resources.

LEARNING CONTENT, DISCUSSION & ILLUSTRATIONS:

Lesson 1:
Growth and Development of Personnel/ Human Resource Management in the
Philippines.
● Personnel or human resource management is a relatively new field in the
Philippines.
● It was only in the early 1950’s that if gradually gained acceptance and recognition in
private business and industry.

HUMAN RESOURCE
● They are the ones who provide sanction, and are in charge of protection of the
environment.
● Personnel Management is the former term.
● They are assigned to develop the employees through training, and
programs/seminars that help companies achieve goals and objectives achieved.
● Incharge in monitoring employees: Separation of Department.

THINGS TO CONSIDER: 3 CONDITIONS

1. Top management must be convinced that personnel management is needed in its
business operation.
2. Qualified personnel administrators must be available.
3. Personnel administer must demonstrate their capacity to contribute to the
company’s objective and goals.

➢ Top management is too often unaware of what personnel work is, what it can do to
promote effective management. As a result, personnel management is usually
given only a minor role in business affairs.
➢ The lack of qualified personnel executives complicates the problems even when the
management sees that a good personnel department is desirable, not enough
qualified personnel management practitioners are available to run it.
➢ With the supply, demand gap for personnel administrators, many “personnel
specialists” without adequate preparation have entered the field, messing up some
 personnel programs because of amateurism or plain lack of understanding of what
personnel work is.

Personnel Management Association of the Philippines (PMAP):

● Is a nationwide organisation of the personnel managers and human resource
practitioners in the country which was established to uphold the profession to the
fullest.
ACTIVITIES OF PMAP:
1. Training and developing personnel administrators.
➢ Through seminars, lectures, workshops, meetings, national conference and holding
tripartite conferences, pertaining to personnel management and industrial relations.
2. Participation in public hearings.
➢ To voice support of, or opposition to, proposed legislation affecting business and
industry.
3. Dissemination of Information.
➢ To upgrade personnel management, offering technical advice through its special
committees and library facilities.
4. Establishments of a public relation relations program.
➢ Aimed at informing the public about the nature of personnel work.

ORGANIZATION AND HUMAN RESOURCE MANAGEMENT

1. To grow and thrive in today’s competitive environment organizations must deal with
many diverse changes.
● Traditionally, the concept of value has been considered a function of finance
or accounting.
2. Human resources are crucial to the long term survival of the organization.
● Our definition of value includes not only profits but also employee growth and
satisfaction, additional employment opportunities, protection of the
environment and contribution to community development.
3. The organization is made up of people.
● The main goal of any organization is to provide goods or services effectively.
It is the people who are linked in a formal structure and managerial
leadership.
4. People are vital to an effective personnel management program.
● The development of an effective organization hinges to the proper selection,
development, and utilization, rewarding and maintaining capable people.
5. The organization resources are stretched tightly to come up with the demand of the
global environment.
● The allocation of these various resources wisely is imperative.
6. An organization must work together to contribute efficiently towards the goals and
objectives set by management.
● The effective utilization of manpower can help add and create.
CHALLENGES IN HUMAN RESOURCE:
1. The challenges of the global community
2. Stockholder challenge
3. Challenge to productivity
The limits of high productivity are:
a. Human resources and capabilities
b. New technology and opportunities
c. Efficient work structure and company policies that allow employees and
technology to interact.

Contributing Growth Factors:

● Among factors that have contribute to the growth of personnel management in the
Philippines are the following:
1. Increasingly complexity of business operations
2. Government regulations and labor laws promulgated in recent years.
3. Growth of labor unions.
4. Influx of new concepts in management.

PERSONNEL MANAGEMENT
1. Personnel or human resource management may be defined as the function of
management., concerned with promoting and enhancing the development of work
effectiveness and advancement of human resources in the organization.
2. These are accomplished through proper planning, organizing, directing,
coordination and controlling of activities related to procurement, development,
motivation and compensation of employees to achieve the goals of enterprise.

Why is personnel/human resources management a science & art?

● A science is a systematic accumulation of facts, their analysis and interpretation,
and their use to arrive at a satisfactory conclusion. Personnel management is a
science because it involves the systematic gathering of data derived from surveys,
statistics,interviews and observation.
● It is applied science because it utilizes scientific principles in analyzing and
interpreting data for application in the management of people at work.
● Art is proficiency in the practical applications of knowledge acquired through study,
experience and observation. After the required data is gathered, analyzed and
possible solutions to a problem are formulated a good executive needs to select the
best from among alternative solutions.

II. THE PERSONNEL / HUMAN RESOURCE MANAGER:

● The personnel or human resource manager, who is a member of the top executive
group.
● Responsible for the formulation of personnel policies and programs which will serve
as the foundation for an effective personnel administration in a company for it to
 realize its goal and objectives and allow the employees to develop their individual
career goals.

Why do companies hire a human resource manager?

1. Help management achieves company objectives and goals in the management of

its human resources.
2. Assist top management in formulating sound policies, programs and rules after
approval, administer them fairly and efficiently;
3. Assist lines supervisors and managers in providing employees with a satisfactory
work environment and in promoting harmonious relationships with the employees
and the union.
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 human resources of the company in order to equip them
with the skills and knowledge required on accomplishing their jobs efficiently.
6. Help promote understanding and good relationships by opening the lines of the
communication between management and employees.
7. Identify management problems that can be resolved and opportunities that can be
realized to improve 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 promoting good morale and motivation among its human
resources.
10. Assist in crisis management and organizational development.

An appraisal of the role and function of the personnel manager reveals four main
problems:

1. COMMON MISCONCEPTION ABOUT HIS ROLE AND FUNCTIONS.

● There is a misconception that the personnel manager is nothing more than a simple
clerk whose job is to keep employees records and to give job applicants necessary
forms to fill out.
● Another misconception is that he is the "power behind the throne" who has full
control of the workers and who can do just about anything he whisher to make them
happy and to solve all problems involving personnel.
2. INADEQUATE RECOGNITION BY MANAGEMENT OF THE PROPER ROLE OF THE
PERSONNEL MANAGER IN THE ORGANIZATION.
 ● Some top management executives are unwilling to give the personnel manager the
corresponding authority and responsibility of the job.
● Due to inadequate recognition, some personnel managers develop some feeling of
inferiority. In their desire to elevate and maintain their status, personnel men may
shift from being professionals to mere conformists just to get recognized. This
indicates lack of self-confidence.
3. IN THE AREA OF LABOR RELATION
● Some employers expect the personnel manager to keep the labor union out; if there
is one, to break or bust it. The personnel manager who is a conformist becomes
unstable and insecure in his job position because of lack of the necessary strength
and knowledge of his job.
4. JEALOUSY OF THE OTHER EXECUTIVE REGARDING THE PERSONNEL MANAGER'S
DUTY AND AUTHORITY.
● These problems can be avoided if top management defines clearly the extent and
limits of authority and responsibilities of the personnel manager and enjoins the line
executive and supervisors to cooperate with him.

THE PAST AND PRESENT ROLE OF HUMAN RESOURCES:

To understand the improving role of personnel function, we need to compare the changes with
past practices.

The Traditional Personnel Image

1. Disrespect for the position and those who perform it.
2. The low position in the organization
3. Lack of expertise in performing their functions.

➢ The weak position of personnel departments cause them to suffer during times of
budget cutting.
➢ The personnel department is one of the areas to be cut in hard times and one of the
last to be increased when conditions improve.
➢ The other result of this low position has been the difficulty of hiring qualified
personnel to enter the field. It is also due to the reluctance of some old personnel
practitioners to present to top management advanced ideas that could improve
personnel systems and procedures. On the other hand, top management refuses to
accept new ideas.

THE CHANGING IMAGE OF HUMAN RESOURCE FUNCTIONS.

● With the advancement in technology and the higher qualifications for employment,
the position of HR Department in the organization got the boost of higher
recognition and importance.
● Organizations now recognize the important role played by human resources in the
company's profit index.
 ● Organizations are now aware that attention should be given to their important
assets. That the labor force and together with this is the advancement of the human
resource department role.

Companies now look at Human Resources practice as means to profitability, quality

and other business goals through enhancing and supporting business operations.

THE ROLE OF HR IN THE NEW MILLENNIUM ORGANIZATION

The Role includes the following:

a. Recruitment and employment

● Interviewing, testing, recruiting, and temporary labor coordination
b. Training and development
● Orientation of new and temporary employees, performance management training,
and productivity enhancement.
c. Wage and salary management
● Job evaluation wage and salary survey, executive compensation
d. Benefits administration
● Vacation and sick leaves administration, insurance, stock plans, pension plans,
retirement plans assistance programs.
e. Employee service and recreation
● Bus service, canteens, athletics, housing and relocations.
f. Community relations
● Publications community projects and relations
g. Records Management
● Employment records, information systems, performance records.
h. Health and safety
● Training., safety inspection, dental medical services, drug testing.
i. Strategic Management
● Collaborative planning, outsourcing, manpower research, organizational planning.

ROLES OF HUMAN RESOURCE MANAGER:

1. Supervisor
● He plans, organizes, directs, controls and coordinates the activities of the
department.
2. Administrative official
● He or his staff conducts or directs certain personnel activities as provided for in the
policies and programs entrusted to the department.
3. Adviser
● He serves as counselor, guide and confidante to management supervisors and
employees.
4. 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
and his department and related functions in other departments.
5. Negotiator
● He is the representative of management in negotiating labor contracts or to attend
negotiations with unions in an advisory capacity.
6. Educator
● He conducts or administers the company's training program.
7. Provider of health services
● He provides services to all employees and helps them obtain facilities with
government agencies like SSS, Medicare, etc. which can make employment more
satisfying.
8. Employee Counselor
● His acknowledgement and training in human relations and the behavioral sciences
plus his familiarity with company operations, put him in the best position to counsel
employees.
9. Promoter of community relations
● He must be well informed of the activities and developments in the environment
where the enterprise operates.
10. Public relation man
● His functions require him to deal with the general public, which includes the
employees, unions and the community.
 Lesson 2
JOB ANALYSIS

Job Analysis
● Is conducted to determine the responsibilities inherent in the position as well as the
qualifications needed to fulfil its responsibilities It is essential when recruiting to
locate an individual having requisite capabilities and education.

Importance of Job Analysis (JA)

● Successful HRM practices can lead to outcomes that create competitive advantage.
When properly performed, job analysis can enhance the success of HRM practices
by laying the required foundation.

DEFINITION OF DIFFERENT JOB TERMS:

a.) Position
● Consist of the responsibility and duties performed by an individual. There are as
many positions in a firm as there are employees. (1 manager for production, 5
supervisors, 50 production workers)
b.) Job Title
● Group of positions that are similar in their duties. In some instances, only one
position may be involved, simply because no other similar position exists. (Senior
manager for sales, senior manager for operations etc.)
c.) Occupation
● Group of jobs that are similar to kind of work and are found throughout industry.
(Manager, accountant,supervisor)
d.) Job Analysis
● The procedure used for determining/collecting information relating to the operations
and responsibility of a specific job. The end results are job description and job
specifications.
e.) Job Description
● Organized, factual statements of the duties and responsibilities of a specific job. It
tells what is to be done, how it is done, and why. It is a list of job duties,
responsibilities, reporting relationships, working conditions, and supervisory
responsibilities.
f.) Job Specifications
● A written explanation of the minimum acceptable human qualities necessary for
effective performance of a given job. It designates the qualities required for
acceptable performance, which are requisite education, skills, and personality and
so on.
g.) Job classification
● Groupings of jobs on some specified basis such as kind of work pay. It can refer to
a grouping by any selected characteristics but preferably used most often in
connection with pay and job evaluation.
h.) Job evaluation
● Systematic and orderly process of determining the worth of a job in relation to other
jobs. The objective is to determine the correct rate of pay.
i.) Task
● Coordinated and aggregated series of work elements used to produce an output.
j.) O'Net
● Online resource which has replaced the dictionary of job titles; list of job
requirements for a very large number of jobs.
k.) Functional job analysis
● A task-based or work-oriented technique describing the work performed.
i.) Position analysis questionnaire (PAQ)
● An example of a job analysis method.

Job analysis provides information in several cases including the following:

1. How much time is taken to complete basic tasks?
2. How are tasks grouped together into a job?
3. How can a job be designed so that employee performance can be improved?
4. What kind of skills is needed to perform a given job/
5. What kind of person is best suited to perform a certain type of job.
All this information among others provides a foundation for other HR activities.

Specific Information Provided by Job Analysis:

1. Job title and location
2. Organizational relationship
● A brief explanation of the number of persons supervised (If applicable) and job title
of the position supervised. It also reflects supervision received.
3. Relation to other jobs
● Describes and outlines the coordination required by the job
4. Job summary
● Condensed explanation of the content of the job
5. Information concerning job requirements
● Usually provides information about machines, totals, materials, mental complexity
and attention required, physical demands, and working conditions. It varies from job
to job.

Uses of Job Analysis Information

1. Preparing the JOb Description and writing the job specifications.
2. Recruitment and selection
3. Determining the rate of compensation
4. Performance appraisal
5. Training
6. Career planning and development
7. Safety
8.. Labor relations

Methods Used in Job analysis

Interview
● Job analysis information can be obtained by interviewing the job incumbent or by
group interviews with the group of employees doing the same job or by interviewing
the supervisor who is knowledgeable about the job. Interview information is
particular valuable for professional and technical jobs that mainly involve thinking
and problem solving.
Questionnaires
● The use of questionnaires is usually the least costly method for collecting large
amounts of information in a short period of time. Advantages of using the
questionnaire method include the information gathered is quantitative in nature and
can easily be updated as the job changes. It usually includes questions asking the
worker to describe the kind of experiences, qualifications, and attitudes needed to
perform the job.
● It also includes a detailed list of activities performed and the importance of each
activity or the percentage of time spent in performing it.
Employee recording/ the use of log book
● This is a recording by job incumbents of job duties, frequency of duties, and when
duties are accomplished. This can produce a complete picture of the job, especially
when supplemented with subsequent interviews with the worker and the supervisor.

STEP IN CONDUCTING JOB ANALYSIS

Step 1: Examine the total organization and fit of each job
Step 2: Determine the purpose of JA
Step 3: Select job to be analyzed
Step 4: Collect data by using acceptable JA techniques
Step 5: Prepare JD
Step 6: Prepare JS
Step 7: Use information from steps 1-6 for Job design, planning, selection, and training
recruitment, performance appraisal compensation.

Figure 2. Recommended steps in conducting job analysis:

Step 1: This to determine how the data will be used in HRM planning. HR Managers should
decide what data needs to be collected, the best method of collection and the uses of the
information in a comprehensive HRM strategy.
Step 2: Identify the use to which the information will be put, since this will determine the type
of data to be collected and how to collect data.
Step 3: Since it is usually too costly and time consuming to analyze every job, a representative
sample of jobs needs to be selected. Review relevant background information such as
organization charts, process charts, and existing job descriptions.
Step 4: This involves the actual analysis of the job by collecting data of job activities, required
employee behavior, education, training, experience requirements, working hours, equipment
used, required job duties, process workflow, working conditions, and human traits and abilities
needed to perform the job.

The information collected in STEP 4 is then used in STEP 5 and STEP 6 to develop the job
description and job specifications. A job description and job specification are usually two
concrete products of the job analysis.

WRITING THE JOB DESCRIPTION

1. Date Written
2. Job status- full time/part-time including salary..
3. Job Identification- the identification section includes such information as job title,
department, division, plant and code number of the job.
4. Job Summary- A brief one or two sentence statement describing the purpose of the job
and what outputs are expected from job incumbents.
5. Working relationship, responsibilities, and duties performed- Relationship statement
shows the jobholder's relationship.
6. Authority of incumbent- defines the limit of the jobholder's authority, including his/her
decision making authority, direct supervision of other personnel and budgetary limitation.
7. Competency requirements- education and experience including special skills required to
perform a given job..
8. Working condition- A list of general working conditions involved with the job, location of
the job, and other relevant characteristics of the immediate work environment such as hazards
and noise levels.

WRITING JOB DESCRIPTION AND SPECIFICATION:

JOB TITLE HR Manager

REPORTS TO: Vice President of HR

SUPERVISES: HR Assistant, compensation, analyst and

benefits clerk.

COORDINATE WITH: All the department managers and

executive managers.

OUTSIDE THE COMPANY: Recruitment agencies, DOLE, union

representative
Responsibilities and duties should be presented in clear and precise statements and should
include essential function and major tasks, duties and responsibilities performed. The function
of each job should be identified and explained for the benefit of the jobholder.

Writing the Job Specification

● The job specification uses the job description to define the kind of human traits and
experience required to form a specific job well.
● It shows what kind of person to recruit and for what qualities that person should be
tested. Job specifications identify the minimum acceptable qualifications required
for an employee to perform the job adequately.
● The job specification may be a separate section on the job description, a separate
document entirely or at the concluding part of the job description.

The information contained in a job specification usually includes the following basic
criteria:
1. Knowledge- Body of information one needs to perform the job;
2. Skills - the capability to perform a learned motor task such as word processing skills.
3. Ability- the capability needed to perform non-motor task such as communication abilities:
4. Personal characteristics- An individual's trait such as tact, assertiveness, concern for
others, etc;
5. Credentials- Proof or documentation that an individual possesses certain competencies;
6. Technical requirements- Include criteria such as education background, related work
experience, and training.