Characteristics of the civil service 6.

Eligibility granted under csc

memorandum circular
1. Equality of opportunity to join the
service 7. Veteran preference rating
2. Open competition for positions
3. Standardization of compensation
4. Career advancement Elements of job design

5. Security of tenure 1. Tasks

6. Political neutrality 2. Motivation
3. Resource allocation

Classifications of positions 4. Reward systems

1. Career service Techniques of job design

2. Non-career service 1. Job simplification

2. Job rotation

Levels of positions in the career service 3. Job enrichment

4. Job enlargement
1. First level
2. Second level
3. Third level Models of job design

1. Taylorism

Eligibilities granted under special laws 2. Socio-technical systems approach

3. Job characteristics model
1. Barangay official eligibility

2. Honor graduate eligibility

Information provided by job analysis
3. Electronic data processing specialist
eligibility
4. Scientific and technological specialist
eligibility
5. Barangay health worker eligibility
1. Job identification
2. Significant characteristics of a job
3. What the typical worker does
4. Which materials and equipment a
worker uses
5. How a job is performed
 6. Required personal attributes 3. Prevailing market rate or “going wage
7. Job relationship rate
4. Productivity
5. Cost of living
Purposes and uses of job analysis
6. Trade union’s bargaining power
1. Organisation and manpower planning 7. Job requirements
2. Recruitment and selection 8. Management attitude
3. Wage and salary administration 9. Psychological and social factors
4. Job re-engineering 10. Legislative considerations
5. Employee training and management
development
Process and wage determination
6. Performance appraisal
7. Health and safety 1. Job analysis and job evaluation
2. Determining performance standard
and wage surveys
A job description contains the following
3. Deciding wage structure and rule for
1. Job identification its administration
2. Job summary
Various modes of compensation
3. Job duties
4. Relation to other jobs 1. Wages and salary
5. Supervision 2. Incentives
6. Working conditions 3. Fringe benefits
4. Non- monetary benefits
Approaches to job design

1. Classical approach
Kinds of incentives
2. Behavioural approach
1. Individual and organizational
Factors affecting wage and salary incentives
administration
2. Financial and non-financial
1. Demand and supply incentives
2. Organization’s ability to pay 3. Positive and negative incentives
Kinds of fringe benefits
1. Old age and retirement benefits
2. Workman’s compensation
3. Employee security
4. Payment for time not worked
5. Safety and health
6. Health benefits
Methods on the job training
1. On specific job
2. Job rotation
3. Special projects
4. Apprenticeship
5. Vestibule training
6. Multiple management
7 uses of performance appraisal
1. Help in deciding promotion
2. Help in personnel action
3. Help in wage and
administration
4. Help in training and development
5. Aid to personnel research
6. Help in self evaluation
7. Help in creating competition
Essential of an effective performance
appraisal
1. Mutual trust
2. Clear objective
3. Standardization
4. Training
5. Job relatedness
6. Strength and weakness feedback and
participation
7. Individual differences
8. Post appraisal interview
9. Review and appeal
Characteristics of performance appraisal
1. A process
2. Systematic assessment
3. Main objective
4. Scientific evaluation
5. Periodic evaluation
6. Continuous process
7. Employee feedback
Need and importance of training
1. Increasing productivity
salary 2. Improving quality
3. Helping a company fulfill its future
personnel needs
4. Improving organizational climate
5. Improving health and safety
6. Obsolescence prevention
7. Personal growth
2 methods of laboratory training
1. Simulation
2. Sensitivity training
2 types of simulation Categories of misconduct

1. Role-playing 1. Minor contravention

2. Gaming 2. Major contravention
3. Intolerable offences
Purpose of performance appraisal
Current trends in HRM
1. Appraisal procedure
2. Decision making 1. A hybrid structures
3. Work performance records 2. Global expansion
4. Employees development 3. Employee experience takes
5. Enables supervisors to be more alert precedence
and competent 4. Analytics gaining the front seats
6. Merit rating 5. A surge in monitoring the employees
7. Improves employer employee 6. Automation of everyday tasks
relations 7. Augmenting the hiring processes

Various socio-economic and cultural Impact of technology

factors create indiscipline
1. New skills required
1. Unfair labour practices 2. Downsizing
2. Defective grievance procedure 3. Collaborative work
3. Poor communication 4. Telecommuting
4. Wage differentials
Top 7 technology trends in 2023
5. Victimization by management
6. Wrong work assessment 1. Artificial intelligence

7. Payment of very low wages 2. Robotic process automation

8. Ineffective leadership 3. 3d printing

4. Blockchain
Approaches to manage indiscipline
5. Internet of things
1. Counseling and education 6. Rise of super apps
2. Grievance handling training 7. 5g technology
3. Job- enrichment
4. Proper induction and programme
Workforce trends Functional areas if e-HRM

1. Remote work 1. E-recruitment

2. Mental health awareness 2. E-selection
3. Diversity, equity, and inclusion 3. E-learning/web-based training
4. Work-life balance 4. Video
5. Audio
Types of e-HRM
6. Videoconferencing
1. Operational e-HRM 7. Blogging
2. Relational e-HRM 8. Computers, tablets, and mobile
3. Transformational e-HRM devices

Advantages of e-HRM 9. E-performance management

1. Improves communication between
HR professionals and employees
2. Increases access to HR information
10. E-compensation
11. Employee benefits
Sources of recruitment

and tools 1. Internal sources

3. Makes HR processes more efficient 2. External sources
4. Improve decision-making in HR
External sources of recruitment
5. Enables remote working for HR
professionals 1. Direct recruitment
6. Reduces the cost of HR operations 2. Casual callers or unsolicited
7. Increases the accuracy of HR data applications
3. Media advertisement
Disadvantages of e-HRM
4. Employment agencies
1. Security concerns 5. Management consultants
2. Privacy concerns 6. Educational institutions or campus
3. Implementation costs recruitment
4. Change management 7. Recommendation
5. Employee resistance 8. Labour contractors
6. Requires a high level of its skills 9. Telecasting
10. Raiding
The merits of external sources 8. Goals
9. Technology
1. Qualified personnel
10. Strategies
2. Wider choice
11. Philosophy
3. Fresh talent
4. Competitive spirit
Managerial functions
Demerits of external sources 1. Planning

1. Dissatisfaction among existing staff 2. Organization

2. Lengthy process 3. Directing

3. Costly process 4. Controlling

4. Uncertain response
Operative functions
Features of hrm
1. Procurement of personnel
1. Inherent part of management 2. Development of personnel
2. Pervasive function 3. Compensation to personnel
3. Basic to all functional areas 4. Maintaining good industrial relation
4. People centered 5. Record keeping
5. Personnel activities or functions 6. Personnel planning and evaluation
6. Continuous process
7. Based on human relations Future challenges before the human

Several differences between human resource managers

resource management (HRM) and 1. Increasing size of workforce\

personnel management (PM) 2. Increase in education level

3. Technological advances
1. Scope: people involved
4. Changes in political environment
2. Hours of work
5. Increasing aspirations of employees
3. Place of work
6. Changing psychosocial system
4. Types of service/ function
7. Computerized information system
5. Department head or officer-in-charge
8. Mobility of professional personnel
6. Department staff: qualifications
9. Changes in legal environment
7. Level of reporting
10. Management of human relations
New role of human resource management

1. A facilitator of change
2. An integrated approach to
management
3. A mediator

Functions of a human resource manager

1. Human resource man as an

intellectual
2. Human resource man as an educator
3. Human resource man as a
discriminator
4. Human resource man as an executive
5. Human resource man as a leader
6. Human resource man as a humanist
7. Human resource man as a visionary