HRM 211

HRM 211
HUMAN RESOURCE MANAGEMENT
EDWARD VILLARANTE, MAEd

TABLE OF CONTENTS
Week
Module Topic Page
No.
Main Topic: The Different Points-of-View of Human Resource
Management 5
Lesson 1: Different meanings of HRM (literal, operational, organizational,
1 national) 6
Lesson 2: HRM’s purpose, scope, processes, strategies, roles, duties and
responsibilities. 9
Lesson 3: The basic, major, and daily administrative functions. 12
Main Topic: The HR umbrella activities and the life cycle of employees. 18
Lesson 4: Human Resource Productivity & Human Resource Services 19
2 Lesson 5: Life cycle of employees 24
Lesson 6: Skills required for HR jobs and the five main tasks of an HR
manager 26
Main Topic: Employment Relationship, Labor Relations, Collective
Bargaining Agreement (CBA). 34
Lesson 7: Employment Relationship
3 35
Lesson 8: Labor Relations 37
Lesson 9: Collective Bargaining Agreement 47
Main Topic: HRM’s Design Health, Safety & Security Program 51
4 Lesson 10: Occupational Health and Safety at the workplace 52
Lesson 11: Build a solid working employer-employee relationship.
60
UNIVERSITY OF THE VISAYAS
College of Business Administration

Department: Business Administration
FLEXIBLE COURSE SYLLABUS ON HRM 211
Faculty Information:
Name of Faculty Edward Villarante

Email Address evillrante@uv.edu.ph Mobile No. 0917-530-1311
Consultation Monday and Wednesday

3:00 am to 5:00 pm
Schedule
Module Code HRM 211
Module Name Human Resource Management
Units/Hours 3 units/ 54 hours
Duration 4 weeks
The course includes the definition of Human Resource

Management in the context of Business Management, its
purpose, scope, processes, strategies, roles, duties, and
responsibilities, four basic and seven major functions, and
daily administrative functions. Furthermore, HRM identifies its
goals and activities in the organization as well as in the
environment. For the comprehensive learning of students, we
open the umbrella of activities contributing to the success of
businesses, namely: Human Resource, Human Resource
Course Description
Productivity, Human Resource Service, HR Planning and
Analysis, Equal Employment Opportunity, Staffing, HR
Development, Compensation & Benefits, Health, Safety &
Security, Employee & Labor Management Relations. In
addition, this course also enumerates the skills required for
HRM jobs and the five main tasks of a human resource
manager.
Upon the successful completion of this course, learners
understand the functions of HR Department in an organization.
Course Goal Acquire the knowledge and skills required for HRM jobs and
the main tasks of a human resource manager.
LO1. Discuss HRM’s purpose, scope, processes, strategies,
roles, duties and Responsibilities.
LO2. Explain the HR umbrella activities and the life cycle of
employees.
LO3. Explain the basic and major functions required for HR
Course Learning Objectives/ Manager in the Human Resource Management department.
Outcomes LO4. Analyze the activities of HR contributing to the business
success.
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This module is divided into four (4) modules with a two
(2) to a maximum of three (3-4) topics per module.
Course Content
Module 1- HRM’s purpose, scope, processes, strategies,
roles, duties and responsibilities.
Module 2- The HR umbrella activities and the life cycle of
employees.
Module 3- Employment Relationship, Labor Relations,
Collective Bargaining Agreement (CBA).
Module 4 – HRM’s Design Health, Safety & Security Program
Category of Learners Description
Category 1 No gadget; no internet connection : Asynchronous offline
With gadget; unstable internet connection: Asynchronous

Category 2
/Synchronous
Category 3 With gadget; stable internet connection : Synchronous
Synchronous :
• Real time/virtual class
Teaching & Learning • L2L audio chat/texting
Methods Asynchronous online :
• group forum discussion using Open LMS
Asynchronous offline :
• Modular approach
Synchronous: 16 contact hours
Asynchronous online and offline: 38 hours
Contact Hours and Independent Study. Preparation for the course, reading
Indicative Student Workload of modules and completion of the end of topic self-check
activities, output to be compiled in e-portfolio. reviewing
of lecture and other instructional materials accessed
through the Open LMS and websites.
Preparation and completion of periodical assessments.
Provision of feedback and assistance through one-on-

one consultation with the learner via audio chat,
messenger, text, email and other available social media
platform.
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Assessment Major LO Week
Points
Component Assessments addressed Due
Completion of
Module Guide Module 1 coverage
LO1
Questions 55 1
(2 hrs) Accomplish Module
Exercises
Completion of
Questions LO2 55 2
Exercises
Completion of
Assessment Questions LO3, LO4 55 3
Exercises
Completion of
Questions
LO4 55 4
Exercises
E-Portfolio
TOTAL POINTS 220
Points Earned Grade Points Earned Grade

211-220 1.0 141-150 2.1
201-210 1.1 131-140 2.2
196-200 1.2 121-130 2.3
191-195 1.3 111-120 2.4
Grading System 186-190 1.4 101-110 2.5
181-185 1.5 96-100 2.6
171-180 1.6 91-95 2.7
166-170 1.7 86-90 2.8
161-165 1.8 81-85 2.9
156-160 1.9 75-80 3.0
151-155 2.0 74 and below INC
An INC is given if the final grade is 2.5 or better but missing any two of the course requirements
listed above. INC should be complied within 365 days immediately after the close of the Semester.
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To pass this module, the learner must obtain at least 75
points. Students who would fail to submit any of the periodical
assessment and the required e-portfolio will have until the
Reassessment Requirements end of the Semester within which to comply. Those who
cannot fully comply with the requirements will be given an
INC grade. The INC grade has to be complied within one year
from the close of the semester. The INC grade will
automatically become 5.0 or failed immediately if not
complied.
Prescribed Learning HRM 211 Module: Arranged and Scrutinized by MR. EDWARD
Resources VILLARANTE (in print copy or in digital form)
Print
CASC 211 Module

Supplemental Readings
Digital
None
Prepared by : Date Approved: Approved by:
(Sgd.)
Edward Villarante Dr. Rosemarie Cruz-Español, CPA
Aug. 16, 2020
Course Developer Dean
Reviewed by :
Cirilo A. Adorable, MBA Edward Villarante, MAEd Philip M. Almanon, MBA

Program Coordinator Language Expert Media Specialist
rce/3rdrevision/7-27-20
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MODULE 1
The Different Points-of-View of Human Resource Management.
Module Learning Objective/Outcome:
At the end of the module, the learners should be able to:
LO1. Discuss HRM’s purpose, scope, processes, strategies, roles, duties and Responsibilities.
Topic Intended Learning Outcomes

ILO1. Explain the threefold views of HRM, its nature,
1. Different meanings of HRM
purpose and relevance to society.
2. HRM’s Purpose, Scope, Processes, etc. ILO2. Discuss the HRM’s scope and limitations
3. The basic, major and daily administrative ILO3. Practice the basic, major and daily functions of
functions HR manager
Learning Activities/ Resources

ILO Category 1 Category 2 Category 3
ILO1 Read module 1, Access digital module Access digital module 1,

4.5 hours topic 1, pages 8 to 1, topic 1. Read topic 1. Read pages 8 to
10 of the printed pages 8 to 10 of the 10 of the module.
(4.5 hours asynchronous module module.
for category 1)
2 hours (synchronous/ 2.5

hours asynchronous for
category 2&3)
ILO2 Read module 1, Read the digital Read the digital module
topic 2, pages 11 to module 1, topic 2. 1, topic 2. pages 11 to
(4.5 hours asynchronous 13 of the printed pages 11 to 13. 13.
for category 1) module

category 2&3)
topic 3, pages 14 to module 1, topic 3. 1, topic 3. pages 14 to 17
(4.5 hours asynchronous 17 of the printed pages 14 to 17.
for category 1) module
Log in to the open LMS
2 hours (synchronous/ 2.5 Answer 1st Major Answer 1st Major and answer 1st Major
hours asynchronous for Assessment page Assessment page 18. Assessment page. Please
category 2&3) 18. Please be Please be guided with be guided with the rubric
guided with the the rubric provided or provided.
rubric provided. log-in to the open
Compile to LMS.
ePortfolio
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Literal : HR comes originally from the word personnel, used in government, old
name for staff in the private sector
Operational/functional : formerly called personnel; most valuable asset of a company; Human

resources - the division of a company that is focused on Activities relating to employees
National : the skills, knowledge, and experience possessed by an individual or

population, viewed in terms of their value or cost to an organization or country.
Human Resource Management
Human Resource Management is the process of recruiting, selecting, inducting

employees, providing orientation, imparting training and development, appraising the
performance of employees, deciding compensation and providing benefits, motivating
employees, maintaining proper relations with employees and their trade unions, ensuring
employees safety, welfare and health measures in compliance with labour laws of the land and
finally following the Orders / Judgements of the concern High Court and Supreme Court, if any.
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Human Resource Management involves management functions like planning, organizing,
directing and controlling
• It involves procurement, development, maintenance of human resource

• It helps to achieve individual, organizational and social objectives
• Human Resource Management is a multidisciplinary subject. It includes the study of
management, psychology, communication, economics and sociology.
• It involves team spirit and team work.
• It is a continuous process.
What is the importance of Human resource?
Behind production of every product or service there is an human mind, effort and man hours
(working hours). No product or service can be produced without help of human being. Human
being is fundamental resource for making or construction of anything. Every organisation desire
is to have skilled and competent people to make their organisation competent and best.
Among the five Ms of management, i.e., men, money, machines, materials, and methods, HRM
deals about the first M, which is men. It is believed that in the five Ms, "men" is not so easy to
manage. "every man is different from other" and they are totally different from the other Ms in
the sense that men possess the power to manipulate the other Ms. Whereas, the other Ms are
either lifeless or abstract and as such, do not have the power to think and decide what is good
for them.
Why do we call it as Human Resource Management?
Human: refers to the skilled workforce in an organization.

Resource: refers to limited availability or scarce.
Management: refers how to optimize and make best use of such limited or scarce resource so
as to meet the organization goals and objectives.
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Therefore, human resource management is meant for proper utilization of available skilled
workforce and also to make efficient use of existing human resource in the organization. The best
example in present situation is, construction industry has been facing serious shortage of skilled
workforce. It is expected to triple in the next decade from the present 30 per cent, will negatively
impact the overall productivity of the sector, warn industry experts.
Today many experts claim that machines and technology are replacing human resource and
minimizing their role or effort. However, machines and technology are built by the humans only
and they need to be operated or at least monitored by humans and this is the reason why
companies are always in hunt for talented, skilled and qualified professionals for continuous
development of the organization.
Therefore, humans are crucial assets for any organization, although today many tasks have been
handing over to the artificial intelligence but they lack judgement skills which cannot be matched
with human mind.
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Introduction:
After having acquired the basic understanding of the meaning of Human Resources, it is your
greater challenges now to further enhance your needed knowledge, skills and attitudes in HR. As
you go through the HRM’s purpose, scope, processes, strategies, roles, duties and responsibilities,
four basic and seven major and daily administrative functions, you will have more significant
sources from which you shall upgrade your needed KSA.
Activity – In a simple process of self-rating, please rate yourself using the scale below:
Proficiency rating scale: Rank how knowledgeable or skilled you believe you are on each
competency using the following scale: 1 = I currently know little to nothing about this. 2 = I have
some knowledge or skill in this. 3 = I know a good amount about this but it would be useful to
learn more. 4 = I am very knowledgeable or skilled in this.
Discussion:
What is the purpose of Human resource management?
The purpose of the Human resource management is to make the job and deal with the job holder
(employee). So as to perform a job in an organization, one needs to be identified. In order to
identify right person for a particular job, notification should be issued which contains job
description ( duties and responsibilities) and specifications ( academic qualifications and physical
qualifications). So as to verify the correctness of the candidates invited, they should be tested by
the suitable selection methods for picking-up right person. Subsequently selected candidates
should be provided with the proper training for performing his duties & responsibilities mentioned
in the notification. Later, assessment of employees' performance should be done to know whether
employees are performing to the desired standards set by the management.
Accordingly, employees should be rewarded or paid for the job they did in the organization and
their safety in the job is the responsibility of Hr manager or safety officer who should instruct
safety measures for the employees and see that they are scrupulously followed. Healthy and
welfare measures are so-so important to keep employees happy and motivated which has direct
impact on their productivity. Doing so all, maintaining proper and healthy relationships between
employees and management avoids conflicts which will effect the overall performance of the
organization. Most important thing is adherence and not to ignore employment and labour laws
which govern all the above said activities for a job. Contravenes of employment laws will cost to
the organization and its branding. Hence the Human resource management is like a guardian
angel for the organization to sail smoothly and long-live.
The ten "Cs" of human resources management are: cost effectiveness, competitive, coherence,
credibility, communication, creativity, competitive advantage, competence, change, and
commitment. The ten "Cs" framework was developed by Alan Price in his book "Human Resource
Management in a Business Context".
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Who is responsible for human resource management?
Human resource officer or Manager is responsible for human resource management in the
organization.
The HR Director is a top-level manager responsible for the administration of all human resource
activities and policies. The director oversees compensation, benefits, staffing, affirmative action,
employee relations, health and safety, and training/development functions. They also supervise
professional human resources staff.
Primary responsibilities of the Human resource manager:
1. To develop a thorough knowledge of corporate culture, plans and policies.

2. To act as an internal change agent and consultant.
3. To initiate change and act as an expert and facilitator.
4. To actively involve himself in company’s strategy formulation.
5. To keep communication lines open between the HRD function and individuals and groups
both within and outside the organization.
6. To identify and evolve HRD strategies in consonance with overall business strategy.
7. To facilitate the development of various organizational teams and their working
relationship with other teams and individuals.
8. To try and relate people and work so that the organization objectives are achieved
effectively and efficiently.
9. To diagnose problems and to determine appropriate solution particularly in the human
resources areas.
10. To provide co-ordination and support services for the delivery of HRD programs and
services.
11. To evaluate the impact of an HRD intervention or to conduct research so as to identify,
develop or test how HRD in general has improved individual or organizational
performance.
Core responsibilities of Human resource management
1. Planning for staffing needs

2. Employee Recruitment and Selection
3. Employee Compensation and Benefits
4. Employee Training and performance evaluation
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The most important employability skills are in the areas of:
Getting along with and working well with other people, such as communication skills and other
interpersonal skills;
Being reliable and dependable: doing what you say you will by the deadline you have agreed, and
turning up when you are meant to be there; and
A willingness to learn new skills, whether those are job-specific or more general.
There are a range of areas covered by interpersonal skills, including:

• Communication skills - these are the skills required to transmit or receive messages
accurately to and from other people by speaking or in writing, without
misunderstandings. These skills include:
• Verbal Communication – or the words that we use, whether face-to-face or in writing.
The balance between face-to-face and in writing is likely to vary in different jobs, but
few, if any, will not want at least some of each type of communication;
• Non-Verbal Communication – or what we communicate without words, for example
through body language, tone of voice, or even emojis; and
• Listening – how we take in and then interpret the verbal and non-verbal messages sent
by others, including in writing.
• Emotional intelligence – or the ability to recognize, understand and manage your own
and others’ emotions, and use them positively to achieve the desired outcomes.
• Team-working – the ability to work with others in groups and teams, both formal and
informal. Not everyone is required to work in a close-knit team—despite the language
used in many organizations—but the ability to function well in a group is a vital skill in
most jobs.
• Negotiation, persuasion and influencing skills – these skills all relate to finding mutually
agreeable solutions to problems or situations, whether by persuading others that your
solution is best, or finding a better alternative by sharing ideas.
• Conflict resolution and mediation – or the skills required to resolve disagreements in a
positive way, whether your own disagreements or those involving other people. These
skills are often underrated until there is a problem.
• Problem-solving and decision-making – or the skills needed to work effectively with others
to identify, define and solve problems, including making decisions about the best course
of action. Of course, it is also possible to make decisions and solve problems on your own,
but being required to do so with others adds an extra dimension to the situation. Questions.
Please answer briefly the following:
1. Which KSA do you consider your strength/s?

2. How do you enhance your KSA?
3. Which KSA do you consider your weakness/es
4. How do you improve your weakness/es? References:
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Introduction:
Dear students, in this lesson, you get closer to specific skills required for HR jobs and the five
main tasks of an HR Manager in order for you to understand how he performs his tasks and that
you can somehow synchronize together your performance, belonging to one team.
Activity: After considering your strengths and weaknesses in the previous lesson. Now, map out
your specific skills required for HR jobs and align these with the main tasks of an HR Manager.
Discussion:
The most important HR skills and how to master them
Christina Pavlou, Content Writer
Whether you’re kickstarting your career in Human Resources, or you’re a seasoned HR
professional, developing good organization, communication, confidentiality and adaptability skills
will help you manage your daily tasks and improve your productivity.
Here, we analyze some of the most important HR skills and offer advice on how to cultivate them:
Organizational skills
Why it’s important to be highly organized

HR professionals are liaisons between employees, department heads and CEOs. They manage
tasks that need to be completed by different people and departments. Here are some
organizational skills HR professionals cultivate:
Time management. Drawing up employment contracts and managing payroll and insurance
plans are time-sensitive tasks. HR teams are responsible for meeting deadlines and complying
with relevant regulations.
Records management. HR teams manage information and documents, like employment

agreements in physical and digital formats. In large teams, HR professionals are usually
responsible for storing and retrieving employee data from effective filing systems (e.g. HRIS.)
Calendar management. In-between meetings with colleagues and executives, HR professionals

have to squeeze in other important tasks, like setting up employee training and development and
organizing company events. Good calendar management skills help busy HR teams stay
productive.
How you can improve your organizational skills
Use calendar management tools to schedule upcoming meetings and send notifications so that
you don’t miss anything.
Measure how much time each task requires (e.g. by using tools like RescueTime) and book
timeslots to focus on specific responsibilities.
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Organize your daily agenda and prioritize your duties with to-do list applications, like Todoist and
Evernote.
Invest in Human Resources Management software and Applicant Tracking Systems to keep
important data and files in one place. Ready to hire at scale?
Communication skills
Why it’s important to be a good communicator
HR teams interact with people on a daily basis in-person, over the phone and by email. HR
professionals with good communication skills smooth over issues before they escalate and convey
company standards clearly. Here are some areas where important HR skills matter most:
Clear writing. HR professionals with good writing skills avoid miscommunication as they
minimize backand-forth emails and write clear company policies.
Critical listening. Being a good listener helps HR employees have honest discussions with staff
and managers, gauge other people’s points of view and better focus on finding solutions.
Conflict management. Teams that are able to approach potentially uncomfortable situations
like exit interviews, grievances and salary negotiations with grace help maintain balanced work
environments.
How you can improve your communication skills

Read books and take training courses on soft skills, like:
Negotiation and persuasion
Critical-listening
Empathy
Conflict management
Improve your presentation and public speaking abilities by:
• Attending a toastmasters meetup
• Asking for advice from colleague with strong speaking skills
• Practicing in front of a small group of team members
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Collect feedback and tips from different teams.
For example:
An editor could proofread and suggest improvements to HR
emails Salespeople could advise you on how to improve your
persuasion skills Pay attention to body language to interpret
nonverbal cues. For example:
Take online courses and watch role-playing videos that explain common gestures and movements
(e.g. a
Lynda course on body language and the Paul Ekman Group YouTube channel)
Practice with body language quizzes to start recognizing facial expressions
Confidentiality skills
Why it’s important to be confidential
HR teams manage confidential information, like
compensation. They also discuss personal, sensitive
matters with employees. To make sure they respect
privacy, HR professionals need to develop the following:
Discretion. Disclosing an employee’s personal data (e.g.

medical history) can put that employee in an
uncomfortable position and raise your business’s legal
risks. Good HR staff handles sensitive information with
care.
Ethics. HR team members have access to corporate information, including contract terms,
budgets, salaries and offer letters. It’s important that they refrain from gossiping about this
information and maintain their professionalism at all times.
Trustworthiness. HR professionals need to inspire trust. Employees who may disagree with a
company policy or have an issue with their manager will talk to HR. But, they need to feel secure
enough that raising a concern won’t affect their employment status.
How you can demonstrate your confidentiality skills
Create fair company policies that meet employees’ needs (e.g. a grievance policy should explain
how employees can express their complaints, clarifying how HR will respect their privacy.)
Compile an employee handbook so company guidelines and procedures are transparent to all
employees. Act as a consultant to employees when they have concerns, be approachable and
encourage regular communication (e.g. meet 1:1 with all employees and managers.)
Follow advice from legal and IT experts on how to manage and store sensitive personal data.
Adaptability skills
Why it’s important to be flexible
Unpredictable circumstances (e.g. an employee who
quits) can shake up an HR professional’s daily
agenda. To adjust to or even predict changes, HR
team members need to develop these skills:
Change management. The HR team should be

able to understand when it’s time to modify old
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policies, create new ones and how to help employees embrace change (e.g. helping employees
transition into new roles.)
Big-picture thinking. HR professionals are business partners who participate in decision-making

and strategic planning. They need to be able to forecast the need for changes. For example, as
your business grows it might make sense for HR to invest in current staff by designing and
applying career path programs.
Self-assessment and improvement. The key to fostering a healthy work environment is never
getting too comfortable. HR employees who have a mindset of improvement can help keep your
workplace modernized (e.g. by adding creative perks and benefits) and retain employees.
How you can improve your adaptability skills
Keep track of metrics to understand what works and what needs improvement, both in your HR
practices and your company as a whole.
Network with industry leaders, either in-person during HR conferences or online (e.g. in HR-
related Slack channels.) They can give you new ideas on common HR issues and keep you current
on industry trends. Keep up with changes in labor legislation, by joining relevant forums and
online discussions among HR professionals.
Listen to employees’ points of view. Be proactive and ask for their opinions (e.g. what perks
they’d like to have.) Even casual discussions may bring forward ideas for change. For example,
frequent complaints about a certain policy may indicate you need to revisit it.
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Module Guide Questions:
1. Please answer the following questions briefly.
A – Literal Sense B-Operational/Functional C - National
2. What impact do these meanings of HR create in your basic knowledge, skills, and
attitude in HR?
3. How beneficial will these be for you who aims to prepare for your employability in the future?
4. Given the HR skills inventory above, what are the most important skills an HR professional
should have?
5. How do you master them?
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Rubric for Essay
Traits/Criteria 5 4 3 2
Focus and There is one clear, There is one clear, well There is one topic. Main The topic and main
details well-focused topic. focused topic. Main ideas are somewhat ideas are not clear.
Main ideas are clear ideas are clear but are clear.
and are well not well supported by
supported by detailed information.
detailed and
accurate
information.
Organization The introduction is The introduction states The introduction states There is no clear
inviting, states the the main topic and the main topic. A introduction, structure
main topic, and provides an overview of conclusion is included. or conclusion.
provides an the paper. A conclusion
overview of the is included.
paper. Information
is relevant and
presented in a
logical order. The
conclusion is strong.
Voice/Written The author’s The author’s purpose of The author’s purpose of The author’s purpose of
purpose of writing is writing is somewhat writing is somewhat writing is unclear.
very clear, and there clear, and there is some clear, and there is
is strong evidence of evidence of attention to evidence of attention to
attention to audience. The author’s audience. The author’s
audience. The knowledge and/or knowledge and/or
author’s extensive experience with the experience with the
knowledge and/or topic is/are evident. topic is/are limited.
experience with the
topic is/are evident.
Word choice The author uses The author uses vivid The author uses words The writer uses a limited
vivid words and words and phrases. The that communicate vocabulary, jargon or
phrases. The choice choice and placement clearly, but the writing clichés may be present
and placement of of words is inaccurate at lacks variety. and detract from the
words seems times and/or seems meaning.
accurate, natural, overdone.
and not forced.
Sentence All sentences are Most sentences are well Most sentences are well Sentences sound
structure, well constructed constructed and have constructed, but they awkward, are
grammar, and have varied varied structure and have a similar structure distractingly repetitive,
mechanics and structure and length. The author and/or length. The or are difficult to
spelling length. The author makes a few errors in author makes several understand. The author
makes no errors in grammar, mechanics, errors in grammar, makes numerous errors
grammar, and /or spelling, but mechanics, and/or in grammar, mechanics,
mechanics, and/or they do not interfere spelling that interfere and/or spelling that
spelling. with understanding. with understanding. interfere with
understanding.
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MODULE 2
The HR Umbrella activities and the life cycle of employees
LO2. Explain the HR umbrella activities and the life cycle of employees.

ILO1. Relate the human life stages and the employee’s
1. Human resource productivity and human
life cycle under the umbrella of HR activities that lead
resource services
to HR Productivity, HR Services;
ILO2. Compare the human life stages and the employee
2. Life cycle of employees life cycle
3. Skills required for HR jobs and the five ILO3. Explain the Skills required for HR jobs and the
main tasks of an HR Manager five main tasks of an HR Manager
ILO Learning Activities/ Resources

Category 1 Category 2 Category 3
ILO1 Read module 2, Access digital module 2, Access digital module

4.5 hours topic 4, pages 21 topic 4. Read pages 21 2, topic 4. Read
to 25 of the to 25 of the module. pages 21 to 25 of the
(4.5 hours asynchronous for printed module module.
category 1)

category 2&3)
ILO2 Read module 2, Read the digital module Read the digital
topic 5, pages 26 2, topic 5, pages 26 to module 2, topic 5,
(4.5 hours asynchronous for to 27 of the 27. pages 26 to 27.
category 1) printed module

category 2&3)
ILO3 Read module 2, Read the digital module Read the digital
topic 6, pages 28 2, topic 6, 28 to 33. module 2, topic 6,
(4.5 hours asynchronous for to 33 of the pages 28 to 33.
category 1) printed module

hours asynchronous for Answer 2nd Major Answer 2nd Major Log in to the open
category 2&3) Assessment page Assessment page 34. LMS and answer 2nd
34. Please be Please be guided with Major Assessment.
guided with the the rubric provided.
rubric provided. Compile to ePortfolio
Compile to
ePortfolio
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Introduction:
My dear students, you come now to the nut shell of the HR functions, operations, programs and
activities. These can be easily understood if seen in the perspective of human developmental
stages as these also have similarities to the stages of the employee life cycle in the company. In
the human development stage you start with the neonate, in the company, you also start with
the neophyte, the new hire. In both stages of development nourishment, growth, development
take place. In the same manner, a new hire undergo engagement phases of employment from
job induction, placement, training, regularization, deployment, performance management,
employee compensation, employee relations, collective bargaining agreement, promotions,
retention, attrition, etc. So, here let us trace these stages of developments in human and
employment dimensions and relate them to the umbrella of HR activities and services happen all
towards HR Productivity.
Discussions:
The Human Life Cycle
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Identifying Seven Major Functions of Human Resources
HR plays an integral role in the success of an organization overall -by recruiting and selecting the
best candidates to fill job vacancies. Furthermore, HR continues to work closely with management
teams within the company to ensure workforce efficiency.
Human Resources, also called HR, derived from what was formerly known as the personnel
department. The former personal department worked independently from the other departments
in the organization and was primarily responsible for handling the administrative duties for the
company. In essence, personnel handled the recruiting and interviewing of job candidates and
the exit interviews for the employees who terminated employment with the company. Personnel
were also responsible for keeping track of employees’ attendance records, employment law,
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administering benefits, and were pretty much reactive in supporting the needs of the organization.
This was the extent of the duties that were performed by the personnel department.
Nowadays, HR is proactive in the strategic planning process and the development of an

organization. HR plays an integral role in the success of the organization overall –by recruiting
and selecting the best candidates to fill job vacancies. Furthermore, HR continues to work closely
with management teams within the company to ensure workforce efficiency. There are several
facets of Human Resources today. The major functions of Human Resources are: strategic
management, workforce planning and employment, human resource development, policy
formulation, total rewards, labor relations, and risk management. Let's take a look at the
functions of HR and how each impacts an organization.
Strategic Management
Human Resource professionals are proactive in planning

for the future by meeting the continuous shortterm and
long-term strategic objectives of the organization.
Workforce Planning and Employment (recruitment and

selection)
Workforce planning involves recruitment, selection,

orientation, and exit process. Department managers
collaborate with Human Resources to determine staffing
needs and to fill job vacancies in a timely manner
whenever the need(s) arise. The HR recruitment team
strategically recruits and selects only the best
candidates for the company and ensures workforce efficiency thereafter in an effort to help the
organization accomplish it goals and objectives.
Human Resource Development (training & development)
HR is responsible for ensuring that employees receive the appropriate training (whether in-house
or offsite) to adequately perform their jobs. Thus, employees will be equipped to help achieve
desired departmental and company goals and objectives. Encouraging employees to take
advantage of the tuition reimbursement benefit will give employees an incentive to further their
education and use their acquired skills and knowledge for the betterment of the company in
general. HR Specialist also assists with change management and performance management
needs of the organization.
Total Rewards (compensation & benefits)
The HR benefits team is responsible for acquiring and administering an attractive compensation
and benefits package for new hires. This might include: a competitive salary range, medical and
dental insurance, choice of life insurance, tuition reimbursement, 401k, flexible spending account,
and more. The HR recruiter should promote and offer an attractive rewards package to those
candidates who meet the selection criteria at some point during the interview process. A
competitive reward package will attract top talent and hopefully retain them once hired.
Most organizations use a computerized system, Human Resource Information System (HRIS) to
in-put and keep track of employee data. HR compensation analyst and payroll specialist oversees
the salary administrations of new hires, process payroll, employee benefits, attendance, vacation
days, and maintain employees files. Payroll specialist also responds to employee inquiries
regarding their salaries and other benefits.
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Policy Formulation
Human Resources keeps new hires and current employees abreast of the policies and procedures
of the organization. This might include (but not limited to) the distribution of employee handbook,
code of conduct manual, and performance appraisals guidelines.
Employee and Labor Relations
The employee relations team seeks to align the employees’ needs and rights with the needs of
the organization. Things such as: union and non-union issues, discrimination issues, and sexual
harassment claims are matters that should be handled by the labor relations department.
Employers must stay in compliance with the law in making sure that every employee is treated
fairly. Employees are encouraged to contact employee relations should they ever feel that they
were treated unfairly or to resolve other workplace problems.
Risk Management
The HR risk management team along with the department manager-should be proactive in
detecting risk items that could pose a possible threat to the company: such as the removal of
hazardous waste material from a work area within the organization. Health care institutions in
particular, should take extra precautions in providing a safe work environment for its workers as
well as its clients and customers. HR should provide safety training and issue handbooks to its
employees to educate them on risk management issues. Employers face a legal obligation to
provide a safe and hazard free work environment. Employers must also comply with OSHA
(occupational safety and health administration) in keeping accurate records for all work related
injuries.
Concluding, understandably, some may still use the terms personnel and human resources
interchangeably. However, keep in min that a HR professional’s role is not just limited to
administrative duties in the company anymore, but instead, they provide continuous support in
the planning process and the development of an organization.
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Introduction:
Discussion:
Stage One: Recruitment
The first part of anyone becoming an employee at your business involves recruiting them to apply
for your positions. This process has a lot in common with marketing your products and services.
Just like in marketing, you don’t want to attract just anyone. You want to appeal to the right
people with the right skills. This requires building up your employer brand and making it clear
what you do and what you’re looking for.
Stage Two: Onboarding
The process you follow when you bring a new employee into your company is the most crucial
part of the employee lifecycle. What you do in this step will either disillusion a new hire or bond
them strongly to your business.
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Spend time introducing a new employee to the teams and managers they will work with, allowing
them to ask questions, and immersing them in your company culture. A new hire will be able to
build relationships, network, and understand what’s expected of them.
Stage Three: Development
Once a new employee is onboarded the next step in the employee life cycle is to integrate them
into your culture, it’s time to encourage growth and development. Again, you can’t assume that
this will happen automatically – it has to be a built-in process. Otherwise, those with great
managers will get strong support while others languish through no fault of their own.
70% of employees are unhappy with future career opportunities at their workplace, which does
not bode well for engagement, morale, or employee retention. You don’t want your staff to feel
they need to leave your company to progress.
Stage Four: Retention
Stages three and four often go hand-in-hand. As you develop employees and help them grow,
how do you also encourage satisfaction with current jobs?
The first step is to understand what truly motivates employees. It isn’t just about money and
benefits. Many people would take less money for their ideal job if they could afford to. Instead of
looking at cash, find a way to give your employees a mission.
For example, Zappos is customer-service focused even though they sell shoes. When someone
delivers excellent customer service, they ring a bell and the whole group celebrates. It helps
employees feel that they have a true impact instead of being a cog in a wheel.
Stage Five: Separation
The last step in an employee life cycle is when an employee leaves. Having a robust offboarding
process will make this transition as easy as possible for everyone.
When you standardize your employee offboarding and make it pleasant, you have a higher chance
of getting “boomerang” employees who come back, or of having your former staff member
become a brand ambassador and refer other employees to you.
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Introduction:
HR professionals need different skills to do their work well. We’ve analyzed dozens of HR
generalist vacancies and listed the 12 most important Human Resources skills and competencies
listed in those.
Discussions:
1. Communication skills
The most often mentioned skill in HR job openings are communication skills. Communication is
essential in Human Resource Management, as the HR professional is the link between the business
and the employee. On the one hand, you are an activist for employees, and on the other hand,
you represent the employer.
This requires great communication skills.

In addition to this role, you are also a source of information for employees. When they have
questions regarding taking a day off or any other employment issue, they will come to you. Being
able to efficiently handle their questions and complaints is key to most generalist roles.
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2. Administrative expert
Administrative tasks remain a major part of the HR role. Administrative duties involve areas like
employee leave, absence, absence files, the in- and outflow of employees, payroll and other
topics.
Despite the rise of digital HR and the increase in automation of HR tasks, administrative duties
still haven’t disappeared (yet). They are mentioned as an integral part of the job in many of the
job postings. Being an administrative expert helps in entering data in a precise manner.
3. HRM knowledge and expertise

Unsurprisingly, HRM knowledge and expertise is also mentioned as an essential HR skill. Previous
work experience, or an educational background in Human Resource Management or Industrial-
and Organizational Psychology are very helpful.
HRM knowledge helps in doing most of the other skills and competencies mentioned in this article.
It helps to understand recruitment, selection, absence procedures, data reporting, and other
personnel processes.
An educational background in psychology or HRM often also helps to develop the soft skills that
are helpful in communication and coaching.
4. Proactivity
Proactivity is often considered more of a personality
trait than a skill. However, it is certainly something
you can develop over time. As an HR professional,
you are the connection between the employer and
the employee, therefore proactivity can help you in
spotting potential problems early and preventing
them from escalating.
In line with this, proactive Human Resource

Management is preferred over reactive HRM.
Proactive HRM helps to plan and align the core HR
tasks in a way that offers the most value to the
business. We recently published an article about
this called Strategic Human Resource Management.
5. Advising
One of the key HR skills is advising different stakeholders. You need to able to advise both
employees, line managers, and senior managers on personnel issues.
These issues can be very operational, for example creating a re-integration plan for an employee
or helping a senior manager with the formulation of an email to the department. More tactical
issues are the organization and advising in restructuring efforts. Strategic advice involves the
alignment of HR practices to align more with the business.
This advice also has to be communicated. This is where the previously mentioned communication
skills and coaching skills come in.
6. Coaching
Coaching skills are helpful when it comes to one-on-one or group sessions to spread information
or train people. This happens in training and development situations, but also in onboarding, re-
integration, conflict resolution, and in assisting frontline managers with people issues.
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7. Recruitment and selection
Another often mentioned HR skill (obviously) involves recruitment and selection. Finding qualified
candidates, selecting the best, and exploring if there’s a match between the candidate, the
company (culture), and the manager is one of the most important HR tasks.
8. HRIS knowledge
Human Resource Information Systems are the digital counterpart of the soft-side of Human
Resource Management. Most information regarding hiring, performance evaluation, payroll,
rewards and benefits, and more are registered in one or more HRIS.
Large organizations usually have standard providers like SAP (with SuccessFactors) or Oracle.
Smaller companies work with smaller providers. Knowledge of an HRIS is a prerequisite for most
senior HR jobs and one of the top technology skills HR professionals need today.
It’s hard to understand these systems without having hands-on experience in them. They are,
however, relatively simple and intuitive to work with.
9. Intercultural sensitivity and language skills
This HR skill depends on the specifics of the
organization. Especially for larger multinational
companies, intercultural sensitivity is a must. When
you’re in touch with managers and employees in
different countries, you need to be aware of
intercultural differences.
For example, practices for managing and retaining

people can differ tremendously between cultures. In
India, it is common to get a promotion every single
year, while in the Western world this happens on
average every 3-5 years.
Similarly, it is not uncommon for Chinese workers to travel to their birthplace for Chinese New
Year and – unannounced – never come back to your factory in the new year because they are
now working somewhere else.
These cultural differences will impact how you try to hire, retain, and promote people. There are
also communication differences with regard to evaluating people. Israelis, Russians, and the
Dutch are very direct whereas Japanese and South East Asian countries are much more indirect.
Using the wrong communication style may result in your message not being perceived as
important – or risks offending people from more indirect cultures.
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10. Analytically driven and oriented
Skills related to data-driven working and analytics have emerged rapidly in the last five years.
Most HR generalists are now required to be analytically-driven and oriented.
There’s a push through all departments to leverage the power of data analytics to make better
decisions. This can involve the use of complicated predictive analytics on HR data, or the much
simpler use of data to make better decisions. The latter is often referred to as evidence-based
HR.
11. HR reporting skills
As part of being more analytically driven and oriented, HR reporting skills are increasingly required
too. These skills include the ability to create, read, and interpret HR reports using data coming
from different Human Resource Information Systems.
Reporting on key metrics is key to advising managers and employees, create better people
policies, and make otherwise more evidence-based decisions.
12. Teamwork
Teamwork is one of those HR skills that is impossible to avoid. As an HR professional, you’re
expected to work together with your colleagues in HR and with managers in the organization.
Working together internally by actively aligning HR activities benefits both the organization and
HR.
Digital HR Certificate Program

76% of HR Professions Lack The So
Stay Relevant
Is
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Core Functions of HR Manager
Human resources (HR) professionals conduct a wide variety of tasks within an organizational
structure. A brief review of the core functions of human resource departments will be useful in
framing the more common activities a human resource professional will conduct. The core
functions can be summarized as:
Staffing
This includes the activities of hiring new full-time or part-time employees, hiring contractors,
and terminating employee contracts
Staffing activities include:
• Identifying and fulfilling talent needs (through recruitment, primarily)

• Utilizing various recruitment technologies to acquire a high volume of applicants (and to
filter based on experience)
• Terminating contracts when necessary
• Maintaining ethical hiring practices and aligning with the regulatory environment
• Writing employee contracts and negotiating salary and benefits
Development
On-boarding new employees and providing resources for continued development is a key
investment for organizations, and HR is charged with maintaining a developmental approach to
existing human resources.
Development activities include:
• Training and preparing new employees for their role

• Providing training opportunities (internal training, educational programs, conferences,
etc.) to keep employees up to date in their respective fields
• Preparing management prospects and providing feedback to employees and managers
Compensation
Salary and benefits are also within the scope of human resource management. This includes
identifying appropriate compensation based on role, performance, and legal requirements.
Compensation activities include:
• Setting compensation levels to match the market, using benchmarks such as industry
standards for a given job function
• Negotiating group health insurance rates, retirement plans, and other benefits with third
party providers
• Discussing raises and other compensation increases and/or decreases with employees in
the organization
• Ensuring compliance with legal and cultural expectations when it comes to employee
compensation
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Safety and Health
Achieving best practices in various industries include careful considering of safety and health
concerns for employees.
Safety and health activities include:
• Ensuring compliance with legal requirements based on job function for safety measures
(i.e. hard hats in construction, available counseling for law enforcement, appropriate
safety equipment for chemists, etc.)
• Implementing new safety measures when laws change in a given industry
• Discussing safety and compliance with relevant government departments
• Discussing safety and compliance with unions
Employee and Labor Relations
Defending employee rights, coordinating with unions, and mediating disagreements between
the organization and its human resources is also a core HR function.
Employee and labor relations activities include:
• Mediating disagreements between employees and employers

• Mediating disagreements between employees and other employees
• Considering claims of harassment and other workplace abuses
• Discussing employee rights with unions, management, and stakeholders
• Acting as the voice of the organization and/or the voice of the employees during any
broader organizational issues pertaining to employee welfare
Your Skill
Set
Future-
Proof?
31 | P a g e
1. With your wide KSA on purpose, scope, major functions, services, programs, activities,
in the umbrella of HR, how do you see the employee life cycle is covered?
2. Compare the human life stages and the employee life cycle.
3. Explain the Skills required for HR jobs and the five main tasks of an HR Manager.
4. Explain the diagram below.
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Rubric for Essay
detailed and
accurate
information.
paper. Information
is relevant and
presented in a
logical order. The
experience with the
and not forced.
understanding.
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MODULE 3
Employment Relationship, Labor Relations, Collaborative Bargaining
Agreement
LO3. Explain the basic and major functions required for HR Manager in the Human Resource Management
department.
LO4. Analyze the activities of HR contributing to the business success.

1. Employment Relationship ILO1. Discuss the importance of employment relationship
ILO2. Emphasize the importance of compliance with the company

2. Labor Relations culture and regulatory agencies of Government in Labor &
Employment and industrial peace
3. Collaborative Bargaining ILO3. Explain Collaborative bargaining Agreement (CBA)

Agreement

ILO1 Read module 3, Access digital module Access digital module 3,

4.5 hours topic 7, pages 37 to 3, topic 7. Read pages topic 7. Read pages 37 to
38 of the printed 37 to 38 of the 38 of the module.
(4.5 hours asynchronous for module module.
category 1)

category 2&3)
topic 8, pages 39 to module 3, topic 8. 3, topic 8. pages 39 to
(4.5 hours asynchronous for 48 of the printed pages 39 to 48. 48.
category 1) module

category 2&3)
topic 9, pages 49 to module 3, topic 9 3, topic 9 pages 49 to 51
(4.5 hours asynchronous for 51. pages 49 to 51.
category 1)
2 hours (synchronous/ 2.5 Answer 3rd Major Answer 3rd Major Log in to the open LMS
hours asynchronous for Assessment activity Assessment activity on and answer 3rd Major
category 2&3) on page 52. page 52 or log-in to Assessment
the open LMS
34 | P a g e
Introduction:
My dear students, you now reach the summit of our study in Human Resources Management that
of employee relations (relationships between employees to employees) labor relations
(relationships of the business entity or company with the department of Labor and the so called
Collective Bargaining Agreement (CBA) the relationships between employees and their employer)
now to the nut shell of the HR functions, operations, programs and activities. These can be easily
understood if seen in the perspective of human developmental stages as these also have
similarities to the stages of the employee life cycle in the company. In the human development
stage you start with the neonate, in the company, you also start with the neophyte, the new hire.
In both stages of development nourishment, growth, development take place. In the same
manner, a new hire undergo engagement phases of employment from job induction, placement,
training, regularization, deployment, performance management, employee compensation,
employee relations, collective bargaining agreement, promotions, retention, attrition, etc. So,
here let us trace these stages of developments in human and employment dimensions and relate
them to the umbrella of HR activities and services happen all towards HR Productivity.
The formal contract
The employment relationship is a relationship between an employee and an employer (Edwards

2003: 11).
This is more formally known as the contract of employment (Employment Rights Act 1996).
However, the employment relationship can be seen as an informal continuous process that
takes place whenever an employee has any dealings with their employer and vice versa.
The psychological contract
The psychological contract expresses certain assumptions and expectations of both employees
and employer on what is expected and what can be offered. It is the base for the employment
relationship.
According to Kessler and Undy (1996), there are four dimensions of the employment
relationship: parties, substance, structure and operation. These can be seen in the diagram
below.
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Introduction:
Employee relations is the one discipline within human resources that connects with every aspect
of employment. While employee relations is considered just one specific discipline, experts in this
area must be knowledgeable of all areas within human resources to be effective in handling
workplace matters.
Discussions:
Definition of Employee Relations
The basic purpose of an employee relations area within the human resources department is to
maintain solid working relationships between the employer and employees. Strengthening the
employer-employee relationship sounds like a tall order; however, seasoned employee relations
professionals are comfortable with addressing issues in each of the human resources disciplines.
Employee Relations vs. Labor Relations

The terms employee relations and labor relations are sometimes used interchangeably; however,
in large organizations that employ both union and non-union workers, there is one primary
difference between the two. Employee relations specialists generally handle matters involving
employees who are not members of a bargaining unit. Labor relations specialists are responsible
for handling matters involving labormanagement issues, such as union contract negotiations,
grievances, arbitration, work stoppages and strikes. Employee relations specialists, on the other
hand, manage employer responses to non-union employee complaints, performance management
and employee recognition.
Employee Relations and Fair Employment Practices

For many employee relations specialists, their primary role consists of identifying and resolving
workplace issues concerning complaints of discriminatory employment practices, sexual and
unlawful harassment, and employer representation during unemployment hearings. Workplace
investigations require knowledge of employees' civil rights, employment laws and procedures for
formal matters before fair employment agencies. These include the U.S. Equal Employment
Opportunity Commission and state human rights commissions. Maintaining employee
confidentiality is a responsibility of the employee relations specialist from the initial complaint
filing to resolution. Complaints about discriminatory employment practices are serious matters
within the realm of employee relations, therefore, human resources staff members in this area
usually receive extensive training on employment laws and dispute resolution.
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Connection Between Employee Relations and Human Resources
A fully staffed human resources department does well to have an employee relations specialist;
however, the human resources manager should be well-versed in all of the field's disciplines. In
this case, the HR manager is expected to assume responsibility for employee relations. Likewise,
employee relations specialists who are extremely proficient in every HR discipline can reasonably
anticipate promotion to a human resources manager role given their well-rounded knowledge and
expertise in all HR disciplines.
By: Ruth Mayhew
Updated September 26, 2017

The Employment Relationship
https://www.ilo.org/public/english/standards/relm/ilc/ilc95/pdf/rep-v-1.pdf
Elements Of Labour Law
The basic subject matter of labour law can be

considered under nine broad heads:
employment; individual employment
relationships; wages and remuneration;
conditions of work; health, safety, and welfare;
social security; trade unions and industrial
relations; the administration of labour law; and
special provisions for particular occupational or
other groups.
Employment considered as a basic concept and category of labour law is a relatively recent
development. Prior to the Great Depression and World War II the emphasis was upon the
prevention or reduction of excessive unemployment rather than upon long-term employment
policy as part of a comprehensive scheme to promote economic stability and growth. The new
approach, arising from changes in political outlook and contemporary economic thought, has
increasingly found expression in legal provisions that establish the creation of employment
opportunities as a general objective of policy. To this end, legislation has established the
necessary legal framework for the forecasting of labour needs and availability and the provision
of employment services including placement, recruitment, vocational training, and
apprenticeship. Freedom from forced labour, equality of treatment in employment and
occupation, and unemployment benefits may, in a broad sense, be regarded as part of the same
general subject.
Individual employment relations
The making, modification, and termination of individual employment relations and the resulting
obligations for the parties form a second branch of labour law. It may also involve certain aspects
of promotion, transfer, and dismissal procedures and compensation. Historically speaking, the
law on these matters was at one time described as the law of master and servant. It implied a
contractual relation in which one party agreed to be under the control of the other in the sense
that the servant was bound to obey orders not only as to the work that he would execute but also
as to the details of the work and the manner of its execution. In return, the master had to pay a
wage and grant certain minimum conditions for the protection of the worker. As the law
developed, the implied terms and statutory incidents attached to this relationship concerning such
matters as termination of employment, dismissal procedures and compensation, minimum wages,
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conditions of work, and social security rights began to limit freedom of contract. The individual
employment relationship continues, however, to be the subject matter of labour law to which
general legal principles, as opposed to statutes and collective agreements, apply. Legally
speaking, the individual contract of employment plays a more important role in the civil-law
countries than in common-law countries.
Wages & Remuneration
The substantive law on wages and remuneration covers such elements as forms and methods of
payment, the protection of wages against unlawful deductions and other abuses, minimum wage
arrangements, the determination of wages, fringe benefits, and, in highly sophisticated
economies, incomes policies. The concept of wage regulation as a restraint upon extreme social
evils has gradually been superseded by wage policies as deliberate instruments of positive
management designed to promote economic stability and growth.
Legal requirements concerning the forms of wages and methods of wage payment deal with such
matters as the proper notification of wage conditions, the payment of wages in legal tender or by
check, the limitation and proper valuation of payments in kind, the freedom of the worker to
dispose of his wages, regularity in wage payments, the treatment of wages as a privileged, or
secured, debt, and restrictions upon the attachment or assignment of wages.
regulation takes varied forms; it may, following the pattern originally set by the British Trades
Boards Acts from 1909 onward, provide for wages councils or similar bodies to fix wages in trades
that have no arrangements for collective agreements and where wages are exceptionally low; it
may consist, as in Australia and New Zealand, essentially of arbitration arrangements; or it may,
as in the United States under the Fair Labor Standards acts, provide a statutory rate or criteria
for determining such a rate. Statutory provisions and collective agreements for determining
wages may embrace such varied matters as skill differentials, the elimination of race and sex
differentials, payment according to results and the relationship of wages to productivity, and wage
39 | P a g e
guarantees for agreed periods of time. Fringe benefits, such as bonuses payable in varying
contingencies, are typically a matter for collective agreements. Incomes policies remain the
subject of much controversy. Their general purpose, sometimes embodied in legislation and
sometimes expressed in collective agreements or statements of government policy, is to restrain
inflationary pressures resulting from wage increases unrelated to increased productivity and to
do this in a manner that promotes a fairer distribution of income.
Conditions of work
The conditions of work involve hours, rest periods, and vacations; the prohibition of child labour
and regulation of the employment of young persons; and special provisions concerning the
employment of women. This part of the law originated in legislation for the protection of children,
young persons, and women against the worst evils of the Industrial Revolution. It originally dealt
particularly with such matters as admission to employment, night work, and excessive hours, but
the elements of its content and their relative importance were wholly transformed during the 20th
century.
Overseer supervising a girl (about 13 years old) operating a bobbin-winding machine in the Yazoo
City Yarn Mills, Mississippi, photograph by Lewis W. Hine, 1911; in the Library of Congress,
Washington, D.C.
Overseer supervising a girl (about 13 years old) operating a bobbin-winding machine in the Yazoo
City Yarn Mills, Mississippi, photograph by Lewis W. Hine, 1911; in the Library of Congress,
Washington, D.C.
Library of Congress, Washington, D.C.
As economic and educational progress and changed social habits limited child labour in the
industrialized countries and increasingly in the modernized sectors of developing economies, the
special concern of labour law with regard to the young shifted to such areas as vocational guidance
and training, career planning and advancement, and medical protection.
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As employment opportunities for women became more varied and responsible, there was a similar
shift in emphasis from protective legislation—which came to be regarded as discriminatory, since
it tended to limit such opportunities—to legal guarantees of equal pay and equal employment,
coupled with adequate maternity protection and the provision of facilities to enable women with
family responsibilities to continue to be employed. In the late 20th and early 21st centuries,
similar, though less comprehensive, accommodations to male employees (e.g., the provision of
paid or unpaid paternity leave) were increasingly common.
Whereas previously any statutory limitation of the hours of work of adult males was regarded as
being highly questionable, except in mines where it had been introduced on safety grounds, in a
society of much increased leisure it has now become a general practice to fix maximum hours of
work by statute or collective agreement. In many countries the eight-hour day has been
superseded by the 40-hour week as the statutory maximum for a wide range of occupations, and
collective agreements providing for substantially shorter working hours are not uncommon. The
details of hours regulation, whether by statute or collective agreement, include such matters as
exceptions and adjustments necessary for continuous shift working. In addition, such regulations
cover the extensions permitted for preparatory, complementary, and intermittent work; the
special rules for force majeure (work of absolute necessity), accident, maintenance, and repair
work; and the limitation, authorization, and remuneration of overtime.
The principle of resting one day of the week,

sanctioned as it is by religious practice in many
places, was widely incorporated in legislation at an
early date; the lengthening of this weekly rest
through the creation of the five-day week has been
strongly influenced by statutory requirements and
collective agreements.
Legislation granting annual holidays with pay and

collective agreements providing for such holidays are
almost entirely a development of the mid-20th
century but are increasingly common; moreover,
there is a marked tendency for the minimum annual
holiday to be increased.
Complex questions may arise concerning the qualifying period of service required for entitlement,
breaks in the continuity of service, the calculation of average or normal remuneration for the
purpose of the holidays, the extent to which holidays may be divided, and the liability for holidays
where there has been a change of employer.
Such general matters as occupational health and accident prevention regulations and services;
special regulations for hazardous occupations such as mining, construction, and dock work; and
provisions concerning such health and safety risks as poisons, dangerous machinery, dust, noise,
vibration, and radiation constitute the health, safety, and welfare category of labour law. The
efforts of organized safety movements and the progress of occupational medicine have produced
comprehensive occupational health and accident-prevention services and regulations no longer
limited to a few specially acute risks but covering the full range of dangers arising from modern
industrial processes. Major developments include increased concern with the widespread use of
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chemicals and increasing provision for welfare facilities related to employment, including feeding,
rest, recreation, and transport facilities.
Social security ranges from basic employers’ liability for occupational accidents to comprehensive
schemes that include income security in the form of sickness, unemployment, retirement,
employment injury, maternity, family, invalidity, and survivors’ benefits and medical care. As with
other aspects of labour law, a progression from the particular to the general has been
characteristic of the development of social security legislation. By the time of World War I,
workers’ compensation schemes were general in industrialized and industrializing countries, but
they were highly restrictive in their provisions for specific cases. Pension insurance was part of
Otto von Bismarck’s legacy to Germany, but elsewhere there was little more to be found than
pension funds for the privileged or noncontributory pensions for the aged. Great Britain had been
the pioneer in health and unemployment insurance. But social insurance remained a pragmatic
experiment limited to a few countries advanced in both economic development and social policies.
The coverage was limited to specific risks for certain categories of protected persons. Its object
was to protect the worker against the hazards of life for which preindustrial societies provide by
some form of community or family responsibility, but the approach was piecemeal and was limited
to the most manageable cases of acute hardship.
Eventually, the impact of the Great Depression and World War II in the industrial countries and
the increasingly apparent inadequacy of earlier forms of community responsibility in developing
countries transformed the position. The concept of social security, first given statutory expression
in the United States in 1935 and in New Zealand in 1938, superseded that of social insurance,
and the 1943 Beveridge Report (prepared by the British economist William Beveridge) developed
it even further to provide a basic income for all in need of such protection, in addition to providing
comprehensive medical care. The concept has continued to broaden since that time, and social
security has found increasing acceptance, though necessarily with varying degrees of practical
application, in countries in the most varied stages of economic development
Trade unions and Industrial relations
A number of complex legal relationships fall under the heading of industrial relations, including
the legal status, rights, and obligations of trade unions and employers’ organizations, collective
bargaining and collective agreements, the representation of employees at plant and enterprise
level (including joint consultation and, where it exists, codetermination and other forms of
workers’ participation in management, even to the extent of workers’ representation on company
boards), and the prevention and settlement of various types of labour disputes in general and of
strikes and lockouts in particular.
Regarding such matters as the representative character and capacity of trade unions, their legal
status, the obligation to recognize and bargain with them, the enforceability of collective
agreements, the scope of activities permitted to trade unions, and their obligations in contract
and tort, there are wide variations both in the extent to which they are subject to legal rules and
in the content of such rules.
Administration of Labor Law
Another feature of labour law involves the organization and functioning of administrative
authorities such as labour departments, labour inspection services, and other organs of
enforcement. Administration of the law also encompasses the operation of labour courts and other
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bodies for the settlement of grievances arising from existing contracts or collective agreements
and of industrial disputes arising between labour and management.
The principal problem in many countries is to relate the process of labour administration and its
special intimacy with labour and management to overall economic and social planning in a manner
that gives proper weight to social considerations in economic policy. This problem falls mostly
outside the scope of labour law, but its solution does depend in part on the extent to which labour
law provides for and secures effective standards of administration.
Employee relations can make or break an organization. Great employee relations will make a
business successful in the long run. A good understanding between employees and employers is
important to reduce industrial disputes.
A positive relationship between employers and employees leads to higher motivation and
employee engagement. When employees are happy, they are more productive. They will put
more effort into their work, and this translates into satisfied customers and more revenue. While
developing and maintaining good employee relations can be challenging in most workplaces,
healthy relationships among workers are beneficial not only to the individuals but to the entire
organization. Managers should set a good example when it comes to employee relations.
Managers who have a good working relationship with their employees help establish a culture
that encourages great employee relations.
Establishing and strengthening the employee and employer relationship can be achieved by
measuring employee satisfaction, identifying and resolving workplace issues, and providing input
and support to the performance management system of the company. The most successful
organizations around the world are those that pay attention to labor management, creating an
environment where the employees can use their skills to the fullest. It is only when employees
feel that their contribution is valued and respected that such an environment is created. Workers
who don’t get any recognition for their efforts are much more likely to become disillusioned.
Organizations that invest in good employee relations, however, can witness numerous benefits.
1. Growth and Development
A harmonious relationship between employees and employers contributes to economic growth

and development, which then leads to an increase in efficiency. Greater efficiency, in turn, leads
to higher productivity and growth. It is important to keep the employees motivated if
organizations want to get the best from them. Workers lacking in motivation will reduce
productivity in a workplace.
When employees have a positive relationship with their managers, they will work more efficiently.
They will put their best efforts (not the minimum effort) to ensure the success of the project.
Organizations that have harmonious relationships will be able to ensure continuity of production.
Proper use of resources ensures maximum production. Employees will be motivated to work hard,
and this will help the organization grow.
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2. Reduction in Turnover
Employee relations are the backbone of any business. Poor employee relations will affect
productivity and result in high employee turnover. It is only when employees feel valued that
they will use their skills and experience to the fullest to contribute to the growth of the company.
Organizations that have good employee relations provide higher wages and other attractive
benefits, making it in the best interest of the employee to stay. Even if the employee is not 100%
satisfied with their company, they are less keen to suddenly abandon a company for another
when they are happy with their work environment. A pleasant work environment improves
employee morale and motivation.
Most employees who work in companies are in the high-retention-risk category. The critical skills
that they possess help the company progress, and the cost of replacing a skilled employee can
be extremely high.
Employees are less likely to leave an organization, however, if those skills are recognized and
rewarded.
It is the responsibility of the company to create an engaging work environment to make the
employees feel valued. The cost of recruitment, hiring, and training will come down with lower
employee turnover.
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3. Employees Have Extensive Knowledge of Company Practices
The reduction in turnover ensures that employees stay with a company for longer, which enables
them to gain extensive knowledge of company policies, practices, and processes. Employees with
substantial institutional knowledge are an excellent resource. They are highly skilled, very
efficient, and can provide training for new employees. Most companies find it hard to replace
experienced employees, and this is especially true in industries that rely on employees with highly
specialized skills.
4. Enhanced Motivation
Disengaged employees can cost organizations millions of dollars in lost productivity. Companies
that have engaged workers experience higher productivity. Organizations need to ensure that
their workers feel empowered and appreciated to increase morale and motivation.
5. Increase in Revenue
Great employee relations will have a positive impact on the growth and revenue of a company.
The benefits of a happier, healthier work environment are not only felt within the business but by
the customer or end-user, too. Having more engaged and motivated employees tends to result
in greater customer satisfaction and better products and services, which also tends to point to an
increase in sales.
6. Conflict Reduction
Workplace issues and conflicts are common. Conflicts are inevitable in any organization and can
range from complaints about discriminatory employment practices to working conditions.
Conflicts at the workplace will have an adverse impact on the productivity of a company and are
likely to contribute to an environment of distrust between employees and employers, which can
affect efficiency.
Investigating, mediating, and resolving employee complaints will help create a good work
environment, which will reduce conflict in the workplace. Conflict reduction will help employees
concentrate on their work and will increase productivity. Resolving conflicts becomes easier when
managers work on fostering relationships with employees so that they are on the same page.
Organizations that have fewer conflicts have higher morale, motivating employees to give their
best.
Employee turnover also slows down when there is less conflict in the workplace. The work
environment becomes stable and happy, which improves the overall work culture.
7. Employee Loyalty
A pleasant and productive work environment will have an effect on the loyalty of the employee,
encouraging a loyal workforce. Companies that have such a workforce will be able to improve
employee retention.
The most valuable asset of a company is its employees. The success of the company will depend
on how they work. If they are engaged and motivated, they will strive to meet the expectations
of the company. A strong employee and employer relationship will benefit the employee and the
organization as a whole.
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Great employee relations are the key to success for any company. Regardless of the size and
number of employees, all businesses need to pay attention to employee relations. This will help
them achieve success. Employee relations are important, as the success of an organization is
highly dependent on the engagement and productivity of the workforce.
Investing in employee relations is as important as investing in any other business practice. Well-
managed employee relations will help deal with the challenges and changing of any business
environment.
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Introduction:
A collective bargaining agreement (CBA) is a written legal contract between an employer and a
union representing the employees. The CBA is the result of an extensive negotiation process
between the parties regarding topics such as wages, hours, and terms and conditions of
employment.
There are three different categories of subjects that are part of a CBA: mandatory, voluntary or
permissive and illegal subjects.
Mandatory subjects are those topics required by law and the National Labor Relations Board
(NLRB). Those subjects include items like wages, overtime, bonuses, grievance procedures, safety
and work practices, and seniority, as well as procedures for discharge, layoff, recall, or discipline.
Voluntary or Permissive subjects may be negotiated but are not required and include topics such
as internal union matters and the make-up of the employer's board of directors.
Illegal subjects that would violate a law are prohibited, such as closed shops (when an employer
will hire only members from a union) or illegal discrimination.
It is important to note that once a CBA is reached, both the employer and the union are required
to abide by that agreement. Therefore, an employer should retain legal counsel before
participating in the collective bargaining process.
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Types of Collective Bargaining
1. Conjunctive or Distributive Bargaining: In this form of collective bargaining, both the parties
viz. The employee and the employer try to maximize their respective gains. It is based on the
principle, “my gain is your loss, and your gain is my loss” i.e. one party wins over the other.
The economic issues such as wages, bonus, other benefits are discussed, where the employee
wishes to have an increased wage or bonus for his work done, whereas the employer wishes to
increase the workload and reduce the wages.
2. Co-operative or Integrative Bargaining: Both the employee and the employer sit together
and try to resolve the problems of their common interest and reach to an amicable solution. In
the case of economic crisis, such as recession, which is beyond the control of either party, may
enter into a mutual agreement with respect to the working terms.
For example, the workers may agree for the low wages or the management may agree to adopt
the modernized methods, so as to have an increased production.
3. Productivity Bargaining: This type of bargaining is done by the management, where the
workers are given the incentives or the bonus for the increased productivity. The workers get
encouraged and work very hard to reach beyond the standard level of productivity to gain the
additional benefits.
Through this form of collective bargaining, both the employer and the employee enjoy the benefits
in the form of increased production and the increased pay respectively.
4. Composite Bargaining: In this type of collective bargaining, along with the demand for
increased wages the workers also express their concern over the working conditions, recruitment
and training policies, environmental issues, mergers and amalgamations with other firms, pricing
policies, etc. with the intention to safeguard their interest and protect the dilution of their powers.
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Thus, the purpose of the Collective Bargaining is to reach a mutual agreement between the
employee and the employer with respect to the employment terms and enjoy a long term
relationship with each other.

Please answer the following questions briefly.
1. Why is employee relations important to workforce productivity and industrial peace in
any business setting?
2. How do you promote employee relations?
3. Why is labor relations important to the integrity of the business?
4. Discuss at least two doable benefits of employee/labor relations in terms of achieving

success in the engagement of employees towards workforce productivity.
5. Explain the 4 types of Collaborative Bargaining Agreement.
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Rubric for Essay
detailed and
accurate
information.
paper. Information
is relevant and
presented in a
logical order. The
experience with the
and not forced.
understanding.
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MODULE 4
HRM’s Design Health, Safety & Security Program
LO4. Analyze the activities of HR contributing to the business success.

1. Occupational Health and Safety at the ILO1. Explain the significance of Health, Safety and HR
Workplace Administrative functions in the business setting
ILO2. Internalize the values of relationship management
2. Build a solid working employer-employees
behind healthy, Safety, Security and HR Administrative
relationship
functions in the business setting.

ILO1 Read module 4, topic 10, Read the digital module Read the digital module
pages 54 to 61 of the 4, topic 10. Read pages 4, topic 10. Read pages
(4.5 hours printed module 54 to 61. 54 to 61.
asynchronous for
category 1)
2 hours
(synchronous/ 2.5
hours asynchronous
for category 2&3)
ILO2 Read module 4, topic 11, Read the digital 4, topic Read the digital 4, topic
pages 62 to 65 of the 11. Read pages 62 to 65 11. Read pages 62 to 65
(4.5 hours printed module
asynchronous for
category 1)
2 hours Answer 3rd Major Answer 3rd Major Log in to the open LMS
(synchronous/ 2.5 Assessment activity on Assessment activity on and answer 4th Major
hours asynchronous page 66. page 75 or log-in to the Assessment
for category 2&3) open LMS
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Introduction:
The areas of health, safety, security, and the

administrative functions are in most cases considered of
primary importance. Little do employees and even
employers know that relationship management behind
these functions are of greater value contributory workforce
productivity, smoothness of dealings in relationships and
communication that all lead towards the success of the
business. Try to look back to the most recent health,
security, safety risks that we have bravely face daily
against the highly infectious disease of COVID 19. Had the
HRM Office not been proactive in working and connecting
as a team during these most trying and challenging times,
our institution should have been greatly affected. God
forbids it.
Discussions:
Human resources professionals are assuming health, safety, and security responsibilities within
organizations. Such responsibilities include the identification of hazardous conditions and
practices, exposure control and mitigation strategies, legal compliance, development of a safety
culture, and measurement of health, safety and security program effectiveness.
Occupational health and safety is a cross-disciplinary area concerned with protecting the safety,
health and welfare of people engaged in work or employment. The goal of all occupational health
and safety programs is to foster a safe work environment. As a secondary effect, it may also
protect co-workers, family members, employers, customers, suppliers, nearby communities, and
other members of the public who are impacted by the workplace environment. It may involve
interactions among many subject areas, including occupational medicine, occupational (or
industrial) hygiene, public health, safety engineering, chemistry, health physics.
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Since 1950, the International Labour Organization (ILO) and the World Health Organization
(WHO) have shared a common definition of occupational health. It was adopted by the Joint
ILO/WHO Committee on Occupational Health at its first session in 1950 and revised at its twelfth
session in 1995. The definition reads: ―Occupational health should aim at: the promotion and
maintenance of the highest degree of physical, mental and social well-being of workers in all
occupations; the prevention amongst workers of departures from health caused by their working
conditions; the protection of workers in their employment from risks resulting from factors
adverse to health; the placing and maintenance of the worker in an occupational environment
adapted to his physiological and psychological capabilities; and, to summarize, the adaptation of
work to man and of each man to his job‖. This standard is based on the methodology known as
Plan-Do-Check-Act (PDCA)
Human resources professionals are assuming health, safety, and security responsibilities within
organizations. Such responsibilities include the identification of hazardous conditions and
practices, exposure control and mitigation strategies, legal compliance, development of a safety
culture, and measurement of health, safety and security program effectiveness.
As people practitioners, HR has the unenviable task of balancing the best interests of employees
with those of the organisation.
While most conscientious senior managers really don’t want to see their employees harmed at
work, there are unfortunately still some who view occupational health and safety (OSH) as a
burden and just another piece of legislation that will cost the business time, money and resources.
Let’s face it: In tough economic times, and when there is already so much new legislation
impacting business, OHS is the last thing you want to hear about.
The very mention of health and safety also makes many HR professionals shudder. Given that
the directors of the organisation would rather focus on other operational and more ―pressing‖
aspects of business, OSH often becomes just another HR issue.
3 reasons why health and safety is good for business

There is, however, a very strong and positive business case for OSH compliance. While most CEOs
know their legal responsibilities, many still don’t know the significant benefits OSH has for
business. As an HR professional, you can help make it clear to the directors that if increasing
employee productivity, enhancing the company’s public reputation and increasing annual profits
all sound like the type of things they would like to see more of, it’s time to start paying more
attention to health and safety.
1. Injuries and ill-health caused by poor working conditions can impose significant and often
unrecognised financial and legal costs on business. Not to mention the ramifications that could
result if the company directors are found to have been negligent. Word also gets out and a
company with a poor health and safety record will be far less appealing in a tender bid than one
which is already fully compliant and has a good health and safety record. Even those companies
that do not tender for work still need to protect their reputation.
2. A happy and healthy employee is a more productive employee. The last thing any employer
wants is a group of increasingly disgruntled employees who might view their organisation’s
management team as one that cares only about profits and nothing for employee well-being
because this group will not be very productive.
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3. Health and safety compliance can have an extensive and highly positive impact on your
organisation. The costs involved in becoming OSH compliant and maintaining compliance are
not at all high, when compared with the possible costs involved in an accident or fire. In
short, health and safety compliance is a long-term investment in the well-being of a
company, its staff and its reputation.
What is the role of HR in OSH?
While HR professionals are not expected to understand all the technical aspects of OSH, they can
play an important role in administrating, communicating, facilitating and championing the
process.
1. The Occupational Health and Safety Act, 1993, requires you, the employer, to bring about
and maintain, as far as reasonably practicable, a work environment that is safe and without risk
to the health of the workers. However, you are not solely responsible for health and safety and
the act recognises this. The Act is based on the principle that risks in the workplace must be
addressed by communication and cooperation between the workers and the employer. The
workers and the employer must share the responsibility for health and safety in the workplace.
Both parties must proactively identify possible risks and develop control measures to make the
workplace safe.
2. Health and safety compliance can be quite technical and often requires the services of
health and safety officer or an outsourced health and safety consultancy. However, HR is an
important link between management and employees.
3. While communicating the importance of occupational health and safety to management

not just from a legal, but business case perspective, HR also plays an important role in ensuring
that employee concerns are heard and raised. HR can in turn communicate the organisation’s
commitment to its employees and their health and safety, further boosting employee morale and
commitment to the organisation.
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4. In addition to overseeing policies and procedures, and ensuring employees adhere to
these, HR’s most important role is to ensure that every member of the organisation, from the
top down, understands that OSH is everyone’s responsibility.
When HR Manages Safety

Human resources and safety professionals may share a common responsibility for safety, but
often little else. This article explores the differences between the two disciplines and what
resources HR pros can draw on to manage safety effectively.
EHS Today Staff

NOV 04, 2001
Many human resources professionals have direct responsibility for safety management or indirect
responsibility by supervising an occupational safety professional. Two questions arise: How is
safety management different from human resources management, and how can a human
resources (HR) professional better understand and manage the safety function?
The differences were illustrated by an article, "A Quality Human Resource Curriculum:
Recommendations from leading senior HR executives," in the winter 1997 issue of Human
Resource Management. In this article, the authors used the Delphi Method and asked 24 senior
human resources professionals to rate 31 HR content topic areas. Of these, content areas such
as "strategic roles of human resource management," "compensation" and "EEO" were rated at
the top of a one-to-five Likert scale.
The lowest rated areas included "background and history," "HR research" and "safety and health."
Several members justified the low rating because many organizations do not require safety
management as part of HR's responsibilities. Still, the PHR/SPHR (professional in human
resources/senior professional in human resources) exam requires testing in the areas of "health,
safety and security" (http://hrci.proexam.org/hrcihand.html).
Differences
The first important fact to understand is that there is a very definite difference between the fields
of safety and human resources management. Although job responsibilities often overlap, safety
and human resources professionals have distinct differences in their academic preparation that,
in turn, affect the way they view their management of the safety function. Although there is no
absolute, there are broad generalizations that can help clarify the differences between safety and
human resources professionals.
Safety professionals receive their academic preparation from a number of sources. Some are
educated in science disciplines, some major in a related field such as technology, and others in
fields related to safety, such as industrial hygiene. There are specific academic degrees in safety.
According to the American Society of Safety Engineers, there are fewer than 50 bachelor of
science degrees in occupational safety in the entire United States. Of those, only five are
accredited by the American Board for Engineering and Technology
(www.abet.org/accredited_programs/RACWebsite.html), which is the equivalent to the American
Assembly of Collegiate Schools of Business.
Those earning a baccalaureate degree in human resources are studying subjects like recruiting,
compensation and benefits, training and development, and management that mirror the
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PHR/SPHR exam. Those working on a degree in safety management are taking courses such as
introductory safety, safety program management, safety engineering, safety and health
legislation, systems safety and workers' compensation.
While there are overlaps between the two disciplines, safety management graduates, who might
earn a degree titled "safety sciences" or "occupational safety," emerge much more specialized
and technically oriented. This specialized background provides safety program graduates with a
technical background HR professionals might lack, as well as specific management techniques to
keep workers safe, while lowering workers' compensation costs and keeping the firm in
compliance with OSHA. Again, these are very broad generalizations, but there is a real difference
between safety and human resources professionals.
Current Philosophy
People often avoid dealing with philosophy. This can be to their detriment, as philosophy is the
basis for action. While books can be written on safety philosophy, there are three main points of
philosophy that must be understood by anyone responsible for workplace safety.
1. Good safety management starts with top management. Considering that workers'
compensation rates are a major expense for most companies and again rising well past the
rate of inflation, it is illogical that anyone would think otherwise. Thirty years after passage of
the Occupational Safety and Health Act, some top managers still do not understand their
safety responsibility, and some have been criminally prosecuted for failing to meet their
responsibility. While safety responsibility belongs to literally everyone within the organization,
it ultimately rests with top management, which must be committed to safety and willing to
invest the time and resources to attain a safe workplace. After all, isn't good management
ultimately responsible for everything the organization does or fails to do?
2. Too often people take a "things happen" approach to accidents, which assigns workplace
injuries and illnesses to random change. If accident prevention is reliant upon random change,
why bother with training, or seat belts in cars, or having fire extinguishers in the workplace?
The answer is simply that what people do, or fail to do, can stop an accident, cause an accident
or add to the severity of a loss in the event of an incident. Incident prevention is not a matter
of luck, but is reliant on good management techniques. Companies with good safety programs
literally see safety as just another part of the business and manage it much like they do
productivity or quality.
3. Incidents are made up of two elements: frequency and severity. Frequency and severity are
the results of unsafe acts, unsafe conditions or a combination of the two. Current philosophy
espouses that unsafe acts are the primary loss factors, responsible for no less than 90 percent
of all workplace injuries. What people do or fail to do is the largest contributing factor to the
frequency and severity of an incident. Examples are people lifting too much and having back
injuries, people falling and workers removing guards from machines. While safety should start
with engineering methods to engineer and design out hazards, thus making them "foolproof,"
approximately 90 percent of frequency and severity are dependent on unsafe acts. This is why
safety is so reliant on behavior modification. It also explains why safety professionals are
trained with a combination of technical skills, as well as managerial and human relation skills.
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Measuring Safety
Managers today are being asked to measure their results. This is difficult in safety, because the
purpose of effective safety is to prevent injuries and illnesses. How can you measure something
that did not occur to demonstrate program effectiveness? In the November 1997 issue of
Professional Safety, three basic quantitative measures of safety effectiveness were provided.
The first is the Experience Modification Rate (EMR). To explain this in simple terms, the EMR is a
complex actuarial computation that looks at your firm's losses, both in frequency and severity,
and compares those losses to other firms of your type and size. The EMR of the hypothetical
"average" company is 1.00. If your firm has an EMR of 1.25, your firm's losses are approximately
25 percent worse in terms of frequency and severity of losses than is expected, and your workers'
compensation insurance rates will reflect this. Again, this is a simplified explanation, because
factors that have little bearing on your firm's safety record, such as insurance loss reserves, can
affect your EMR.
The second measure is insurance loss ratios. If insurers are paid a dollar in premiums on the
"average" policy, they expect to pay approximately 70 percent in claims and another 30 percent
in administrative expenses. This is a broad generalization, because the losses for some types of
insurance, such as property coverage, are much lower and the losses for some types of insurance,
such as workers' compensation, are much higher. The combination of the two expenses &endash;
claims and administration &endash; is known as the "combined ratio." You can check with your
insurance agent to discover the combined ratio for workers' compensation. This combined ratio
varies depending on the type of insurance, as well as year to year. Comparing your combined
ratio to other similar firms, as well as the industry in general, will help you get an idea of how
your firm is doing.
The final measure is OSHA incidence rates. These rates are established by OSHA and gathered
by the Bureau of Labor Statistics to help compare firms of the same SIC code. The problem
variable between firms is that companies always have a different number of hours worked by
employees. SIC codes help by comparing all companies to a hypothetical firm in their SIC code
with 100 employees, all of whom worked exactly 2,000 hours in a given year. If your incident
rate is higher than other firms within the same SIC code, you need safety improvement. Another
good thing about SIC codes is that they are also broken down into injury by type. If you want to
know how your specific safety programs, such as preventing eye injuries, are doing, SIC codes
can help. More about SIC codes can be learned from OSHA's Web site (www.osha.gov).
Getting Help
The sources of help for firms needing guidance
in their safety efforts can be broken down into
two categories: those that cost and those that
do not. There are two major sources in the
category of resources that will not cost: your
insurance company and OSHA.
Your insurance company is a good source for

assistance with safety. Your insurer has a vested
interest in keeping your losses low. The first step
in having low losses is having an effective safety
program. Your insurer has a local staff of safety
professionals to service accounts such as yours.
Also important, the insurer probably has a staff at its home or regional office that includes
specialists in areas such as industrial hygiene and fire protection engineering.
Insurance loss control services are not a substitute for an internal safety program, only a
supplement. The amount and quality of services the insurer is willing to provide are based upon
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the quality of your insurer (with low-cost insurers logically offering fewer services) and the size
of your yearly premium.
Another possible source of safety help rests with OSHA. The agency is actually broken down into
two parts, enforcement and consultation. Though some states, such as California and Tennessee,
have state OSHA enforcement instead of federal enforcement, all states have consultation
services that are available to help the business community. While federal OSHA has a consultation
branch, the majority of the services are provided by the states.
The quantity and quality of the services available depend upon how many resources your state
government allocates to the consultation branch. Often, it takes several months of waiting for
state OSHA before help is provided. Although consultation services are free, if you have willful
violations at your location or refuse to correct in a timely manner serious safety violations that
the consultation branch discovers, the consultation branch will inform the enforcement branch.
Hiring a Consultant
If your firm decides outside resources are needed and that the insurer-provided services are not
enough, or you are reluctant to ask OSHA for assistance, another option is to hire an outside
consultant. There are plenty of consultants available in most areas; the key is getting the best
you possibly can for your unique situation, depending upon how much your firm is willing to pay.
Safety consultation services are not cheap. In selecting a consultant, you should look for a degree
in the discipline where you need assistance. For example, if you need a safety management
professional, really question whether you should hire a consultant who is primarily an industrial
hygienist, and vice versa.
Another consideration is professional certifications in the field. Again, look for applicable
designations. There is a tremendous difference between someone who holds the certified safety
professional (CSP) designation and one who has the certified industrial hygienist (CIH)
designation.
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Also, be careful of individuals with professional certifications or academic degrees that sound
impressive but, in reality, represent nothing more than papermills. At one time, the CSP and CIH
were new and untested. In the same manner, there are certifications, designations and degrees
that are valuable, but new. Check to see what the designation means and what its reputation is
in the field. Still, be aware that there are papermills awarding degrees, up to a doctorate, and
professionals with certifications who have paid a fee, but lack any real training or background.
Setting up a safety program is a challenge, even for a trained individual. Be aware that there is
a difference between professional education in safety and in human resources. Many human
resources professionals have been cross-trained in safety on the job and have emerged as fine
safety professionals. Until you can receive that training, there are services, both for profit and
gratuitous, available to you to help you along the way.
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Introduction:
The employer-employee relationship is vital to every company in every industry you could
possibly think of. A strong employer-employee relationship results in the employee feeling
respected, empowered, and supported. These feelings create passion and engagement in the
workplace, nurturing strong employee morale and a vibrant company culture. Happier employees
are more likely to work their hardest and stick with their jobs for the long haul, which affects
everything from revenue to employee retention.
Discussions:
Employer-Employee Relationship Basics
Generally, employer and employee relationships should be mutually respectful. The degree of
closeness in these relationships will depend on both the employer and the employee. Some
employers opt to keep their employees at a distance and, in doing so, ensure that there is no
confusion as to the hierarchy that exists between them. Others elect to become friendlier with
their employees, seeing this as a way to amp up employee happiness. While neither option is
entirely right or wrong, it is wise to avoid getting too close to employees, as doing so can cause
the line between employer and employee to become blurred.
Mutual Reliance Relationship
The employer-employee relationship should be one of mutual reliance. The employer is relying
upon the employee to perform her job and, in doing so, keep the business running smoothly.
Conversely, the employee is relying upon the employer to pay her and enable her to support
herself, and potentially her family, financially.
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Relationship Building Over Time
Just as with all relationships, the employer and employee relationship is one that must develop
over time. Employers can promote the building of relationships by speaking candidly with their
employees about their lives, asking them about their families and learning about their interests.
Similarly, employees can promote the building of this relationship by being open with their
employer and sharing information about themselves and their lives.
Set Relationship Boundaries
Though the type of employee and employer relationship that is considered appropriate varies
from company to company, boundaries exist at almost all companies. Generally, it is unwise for
employers to develop romantic relationships with their employees. Similarly, employers should
exercise care to ensure that the relationship they develop with one employee isn’t notably closer
than the relationships they develop with others, as this can lead to concerns regarding
favoritism or similar issues of unfairness within the workplace.
Here are the five essential components you need to pay attention to while establishing
relationships with your employees.
1. Respect
Both parties need to respect each other for an employer-employee relationship to exist. An
employee who disrespects his manager can damage the hierarchal leadership structure of the
workplace and reflect badly on the company. Perhaps an employee badmouths his boss behind
her back at work, encouraging other employees to develop similarly disrespectful attitudes.
Alternatively, maybe the employee takes his grievances against his boss to social media,
creating a potential PR problem for the company. Either of these outcomes can be devastating
to workplace morale, productivity, and harmony.
Even though the boss is at or near the top of the hierarchy, she has no right to disrespect her
employees. An example is a manager who yells at his employees, makes threats, or mocks
people on the team: these shows of disrespect and intimidation are not just bad for the
employer-employee relationship, but can also escalate into genuine harassment or abuse. That
kind of issue can lead to everything from low employee retention and bad word-of-mouth to
fines and lawsuits. Issues like verbal abuse and sexual harassment do not exist in a healthy
employer-employee relationship.
2. Communication
Open communication is a cornerstone of any successful relationship, and the employer-

employee relationship is no exception. As the employer or boss, transparency is part of your
61 | P a g e
job description. Make sure all employees understand their responsibilities and the expectations
to which they are being held. Keep your employees aware of changes at the company, from
new initiatives and goals to overall performance indicators. These details are important, and
keeping your employees in the loop will make them feel like part of the whole.
Employees need to be willing to speak up. Whether it’s raising a complaint about management
style or informing a boss about a death in the family that might impact productivity, employees
are just as obligated to communicate as employers are.
3. Support
Employers need to support their employees to establish relationships of trust and respect. This
element can take on a few different forms. For instance, an employer should take an interest
in an employee’s goals. Figuring out what an employee wants to get out of a job—regarding
experiences, new skills, knowledge, or the like—is one of the first things that should happen
after hiring. From there, the employer should make a conscious effort to help the employee
reach those goals. That might mean assigning the employee to specific projects or helping her
find learning and professional development opportunities that can benefit both parties.
Support can also mean simply having your employees’ backs on a day-to-day basis. A manager
who throws his employee under the bus for a mistake or a missed deadline is not being
supportive. Constructive criticism may be warranted, but blaming employees for things that
went wrong instead of identifying areas for improvement is the antithesis of good relati onship-
building.
4. Boundaries
There need to be boundaries in every employer-employee relationship. The first is the boundary
between the professional relationship and the personal relationship. Many bosses like to be
friendly or even social with their employees. However, developing close personal friendships—
or worse, romantic bonds—is messy territory that can lead to allegations of sexual harassment
or favoritism.
The second line that shouldn’t be crossed is the boundary between work life and home life. An
employer who thinks it is appropriate to call, text, or email employees at all hours of the day is
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not respecting boundaries. Once the workday ends, bosses should make a rule of not contacting
their employees unless there is a genuine emergency.
5. Appreciation
To foster strong employer-employee relationships, employers need to show that they recognize
and appreciate the contributions their workers are making to the company. This kind of
recognition can come in many forms, from strong evaluations to employee of the month awards
to raises, bonuses, or job promotions. In short, employers should remember that while criticism
is an important part of the professional world, so is praise.
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Qqqqqq

1. Why should the area of health, safety and security be among the responsibilities of HR?
2. Under what structure in the organization do these areas, fall?
3. How do you share the responsibility of practicing health, hygiene, safety, security in the
school premises?
4. Explain the five essential components you need to pay attention to while establishing
relationships with your employees.
64 | P a g e
Rubric for Essay
detailed and
accurate
information.
paper. Information
is relevant and
presented in a
logical order. The
experience with the
and not forced.
understanding.
65 | P a g e
Electronic References:
The Most Important HR Skills and How to Master Them
https://resources.workable.com/stories-and-insights/most-important-hr-skills#
The 12 HR Skills Every HR Generalist Needs

https://www.digitalhrtech.com/hr-skills/
The Most Important HR Skills and How to Master Them
https://resources.workable.com/stories-and-insights/most-important-hr-skills#
The 12 HR Skills Every HR Generalist Needs

https://www.digitalhrtech.com/hr-skills/
National Collaborative on Workforce and Disability for Youth
KNOWLEDGE, SKILLS, AND ABILITIES ASSESSMENT FOR PRACTITIONERS
http://www.ncwd-youth.info/wp-content/uploads/2017/09/KSA-
Assessment_for_Professionals.pdf
KSA: Using Knowledge, Skills, Abilities Model

https://www.thebalancecareers.com/understanding-knowledge-skills-and-abilities-ksa-
2275329
Human Resource Management (HRM) - Definition and Concept

https://www.managementstudyguide.com/human-resource-management.htm
The Literal Meaning of Human Resources

Human Capital – driving force behind organisation’s success
https://www.globalbankingandfinance.com/human-capital-driving-force-behind-organisations-
success/
http://www.whatishumanresource.com/human-resource-management
https://typelane.com/what-is-employee-life-cycle/
https://courses.lumenlearning.com/boundless-business/chapter/the-functions-and-goals-of-
hr/#:~:text=Key%20Points&text=In%20short%2C%20human%20resource%20activities,and%
20employee%20and%20labor%20relations.
https://www.futurelearn.com/courses/introduction-to-engagement-and-motivation-at-
work/0/steps/87723
https://www.shrm.org/resourcesandtools/tools-and-samples/hr-
qa/pages/collectivebargainingagreement.aspx
https://smallbusiness.chron.com/employeremployee-relationship-16737.html
When HR manages safety https://www.ehstoday.com/archive/article/21911480/when-hr-

manages-safety
Occupational & Health Standards

http://www.bwc.dole.gov.ph/images/Downloads/OSH-Standards-Amended-1989.pdf
66 | P a g e
The 7 Top Benefits of Great Employee Relations
https://www.influencive.com/the-7-top-benefits-of-great-employee-relations/
Effective Employee Relationship https://bizfluent.com/info-7827203-purpose-employee-

relations.html https:
By: Ruth Mayhew
Updated September 26, 2017
Identifying the 7 Major Functions of HR https://knoji.com/article/identifying-seven-major-

functions-of-human-resources/
Employee Engagement & Motivation

https://www.cipd.co.uk/knowledge/fundamentals/relations/engagement/factsheet
https://engageemployee.com/12819-2/
67 | P a g e

HRM 211 - Human Resource Management For Synchronous Meeting 10182021

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HUMAN RESOURCE MANAGEMENT

EDWARD VILLARANTE, MAEd

College of Business Administration

FLEXIBLE COURSE SYLLABUS ON HRM 211

Name of Faculty Edward Villarante

Consultation Monday and Wednesday

Module Code HRM 211

Module Name Human Resource Management

Units/Hours 3 units/ 54 hours

The course includes the definition of Human Resource

Category of Learners Description

Category 1 No gadget; no internet connection : Asynchronous offline

With gadget; unstable internet connection: Asynchronous

Category 3 With gadget; stable internet connection : Synchronous

Synchronous: 16 contact hours

Asynchronous online and offline: 38 hours

Preparation and completion of periodical assessments.

Provision of feedback and assistance through one-on-

TOTAL POINTS 220

Points Earned Grade Points Earned Grade

CASC 211 Module

Prepared by : Date Approved: Approved by:

Cirilo A. Adorable, MBA Edward Villarante, MAEd Philip M. Almanon, MBA

Module Learning Objective/Outcome:

At the end of the module, the learners should be able to:

Topic Intended Learning Outcomes

Learning Activities/ Resources

ILO1 Read module 1, Access digital module Access digital module 1,

2 hours (synchronous/ 2.5

2 hours (synchronous/ 2.5

Operational/functional : formerly called personnel; most valuable asset of a company; Human

National : the skills, knowledge, and experience possessed by an individual or

Human Resource Management

Human Resource Management is the process of recruiting, selecting, inducting

• It involves procurement, development, maintenance of human resource

What is the importance of Human resource?

Why do we call it as Human Resource Management?

Human: refers to the skilled workforce in an organization.

What is the purpose of Human resource management?

Primary responsibilities of the Human resource manager:

1. To develop a thorough knowledge of corporate culture, plans and policies.

Core responsibilities of Human resource management

1. Planning for staffing needs

There are a range of areas covered by interpersonal skills, including:

1. Which KSA do you consider your strength/s?

Why it’s important to be highly organized

Records management. HR teams manage information and documents, like employment

Calendar management. In-between meetings with colleagues and executives, HR professionals

How you can improve your communication skills

Discretion. Disclosing an employee’s personal data (e.g.

Change management. The HR team should be

Big-picture thinking. HR professionals are business partners who participate in decision-making

1. Please answer the following questions briefly.

A – Literal Sense B-Operational/Functional C - National

Module Learning Objective/Outcome:

At the end of the module, the learners should be able to:

Topic Intended Learning Outcomes

ILO Learning Activities/ Resources

ILO1 Read module 2, Access digital module 2, Access digital module

2 hours (synchronous/ 2.5

2 hours (synchronous/ 2.5