FM 111: HUMAN RESOURCE MANAGEMENT
• Personal Management
L1: NATURE AND IMPORTANCE OF HUMAN RESOURCE
MANAGEMENT
What is Human Resource Management?
- is the organizational function of managing and handling
one of the most valuable assets of the organization – its
employee. It tackles various undertakings performed by a
business firm to make certain that workers are handled as
human beings worthy of respect and compassion
throughout their employment (from entry to separation).
Human Resource Management is composed of Human
Resource Practices that aid the firm in leading the people
successfully and reasonably throughout their journey during
the three stages of the employment cycle: the Pre-hiring
Stage, the Hiring Stage, and the Post-hiring Stage.
The Objective of Human Resource Management
 Help the organization reach its goals
 Employ the skills & abilities of the workforce efficiently
 Provide the organization with well-trained and
motivated employees
 Increase to the fullest the employee’s job satisfaction
and self-actualization
 Develop and maintain a quality of work life
 Communicate Human Resource policies to all
employees
 Ethically and socially responsive to the need of the
employee
Historical Origin of HRM
Fredrick Taylor introduced people management which
featured the proper selection and training of employees in a
scientific way. Later, he pioneered the study of scientific
management and eventually become known as the father of
scientific management. His work played a very important
role in the advancement of people’s functions in the early
1900s. He also addressed critical issues on incentives and
encouraged compensation for meeting and/or surpassing
performance criteria. These events laid the basic foundation
for later Human Resource Management Development.
1890-1910
• Industrial Revolution
• Welfare Officers
• Taylor introduced a management approach known as
scientific management that focuses on the idea of the
scientific selection of employees based on their
capabilities. This system provides the workers will be
paid additional compensation when they exceed the
standard level of output for a given job, with the aim of
motivating them.
1910-1930
• World Wars
• Labor Manager
• Most companies started to develop departmental units
focused on maintaining the well-being of employees.
The field of industrial psychology, together with the
beginning of World War I, led to the development of
employment tests and selection techniques.
1930-1945
• Starts of Globalization
• During this period, the Hawthorne Studies started to
have a tremendous effect on the management study of
the principles such that much attention was given to
personal and social interactions in the work and place
that affect and influence worker productivity and level
of performance.
1945-1965
• This period marked the birth of union membership that
gave considerable importance to employee-employer
relationships. It was also during this period that pays,
and benefits programs slid in a very notable value as
organized unions bargained for paid work leaves,
health, and welfare coverage.
1965-1985
• The Civil Rights Act of 1964 reached its highest point
when it prohibited practices based on the individual
age, sex, color, religious affiliation, race, and physical or
mental disabilities. Employers were advised to adhere
to equal employment opportunity provisions and take
affirmative steps to avoid workplace discrimination.
1985-Present
• Diverse labor force, globalization, and strategic HRM
functions were three pressing concerns during this
period. Employers primary aim is to effectively cope
with the intense demands and effects of change,
competition, and job efficiency.
Employment Stages
 PRE-HIRING Stage
- organizations determine the right number and type of
people needed to fill up positions in the organizations, along
with their required qualifications. It includes activities prior
to hiring, such as human resource planning and job analysis.
HR Planning - helps the managers identify the right number
and the type of people.
Job Analysis - methodical way of collecting, interpreting,
and storing information about the specific job.
 HIRING Stage
- companies establish policies that will help managers fulfil
the staffing needs of the company, eventually leading to
recruiting and selection. This stage comprises recruitment
and selection practices. It deals with policies and procedures
used by organizations to fill an open position due to
resignation, retirement, job abandonment, promotion, or
transfer.
Recruitment - serves as a tool to locate and entice job
seekers who are eligible for the job.
Selection - choosing the best and the most qualified
candidate from the pool of applicants.
 POST-HIRING Stage
- companies carry out certain HRM practices and other
productivity programs that enhance employees’
performance levels, such as training and development,
performance appraisal, compensation and benefits
administration, employee health and safety, and separation.
Training and Development - provide employees with the
opportunity to learn and acquire additional skills and
abilities intended for the betterment of what they are
currently doing.
Appraising and Managing Performance - involves access to
employees and performance level relative to certain
performance measures.
Compensation - consists of the pay and benefits received by
employees from their employers in return for their service.
Enforcing Safety and Health - to protect the organization
and its employees from danger and illness, an organization,
through the initiatives of its HRM office, should create and
strictly impose health and safety policies to guarantee that
every employee is aware of his or her responsibilities in
preventing a safe and healthy work environment.
Terminating - no involuntary servitude in the form shall exist
except as a punishment for a crime whereof the party shall
have been duly convicted (Philippine Labor Code)
Responsibilities and Roles of HR
Human Resource Management is solely responsible for
outplacement, labor law compliance, record keeping,
testing, unemployment compensation, and some aspect of
benefits administration.
Pre-hiring Stage
- Analysis and design of Work
- HR Planning
- Recruiting
Hiring Stage
- Selection
Post-hiring Stage
- Training and development
- Compensation
- Performance Management
- Employee relations
Human Resource as a Business
 One way of UNDERSTANDING about the Roles and
Responsibilities of Human Resource Management
(HRM) is to consider Human Resources (HR) as a
business within the organization with three Product
Lines.
 Shared Service Model - can help control costs and
improve the business relevance and timeliness of the
HR practices. This includes:
 Center of Expertise - includes HR specialists in staffing
or training who provide their service company-wide.
 Service Centers - are a central place for administrative
and transactional tasks such as enrolling in training
programs or changing benefits that employees and
managers can access online.
 Business Partners - are HR staff members who work
with Business Unit Managers on strategic issues such as
creating new corporation plans or development
programs for preparing high-level managers.
 Self Service - giving employees online access to HR
information.
 Outsourcing - the practice of having another company
provide services.
Importance of Studying HRM
o challenges in handling and managing workers
o training in designing a compensation structure
o building a friendly company culture
o a better understanding of their rights and privileges as
thinking, feeling, and doing individuals in an
organization.
o can provide supervisors and leaders with a competitive
edge, especially in the aspect of recruitment
Best Features of HRM
 Prevalent in Nature - it is not an “on-off” functions that
is performed only when needed.
 Dynamic - it constantly finds ways to change situations,
and events for the betterment of the organizations and
its employees.
 Individually-Oriented - HRM works toward getting the
best out of each employee by seeing to it that they are
continually offered equal opportunity.
 Employee-oriented - a organization strategy that
empowers employees makes them feel apricated for
the job they do.
 Forward-looking - make sure only competent and
motivated people with the right match of qualifications
are joining the organization.
 Growth-oriented - constantly enhance the conceptual
and analytical skills of its employees.
L2: EQUAL EMPLOYMENT OPPORTUNITY AND THE LAW
What is Employment Discrimination?
Employment Discrimination is the unjust or prejudicial
treatment of different categories of people of things
primarily based on their age, race, gender, and religious
beliefs.
Two categories of people are protected by Equal
Employment Opportunity (EEO) Laws:
1. Protected Classifications - categories of people who are
lawfully protected against employment discrimination
based on their age, gender, skin color, ethnicity, and
physical or mental disability.
2. Protected groups - sub-categories of people within each
protected classification. Ex: white, black, and brown are
protected groups under the protected classification skin
color.
To determine non-compliance or violation of EEO law, a
person should know how the courts define discrimination:
1. Intentional Discrimination or Disparate Treatment -
this kind of unlawful discrimination wherein the
employer makes a gesture (non-verbal movement to
convey a message) that intentionally treats an
individual differently based on some form of criteria.
2. Unintentional Discrimination or Disparate Impact - this
is an indirect type of discrimination whereby a policy or
stand that is work-related gives unequal chances to
individuals from various protected groups.
Equal Employment Opportunity Versus Affirmative Action
Every employment opportunity seeks to guarantee that
anyone, despite his age, color, disability, sex, religion,
national origin, or race, has an equal chance of employment
based on their qualifications inventory. Affirmative action
goes beyond equal employment opportunity by compelling
employers to take certain steps to provide those in the
protected group fair chances for employment. This is done
to eliminate the adverse effect of past discriminatory
practices on the current workplace practice in terms of
recruitment and selection.
EEO LEGISLATION IN THE PHILIPPINES
 Rights and Privileges of Disabled Persons
Republic Act No. 7277 - An Act of Providing for the
Rehabilitation, Self-development, and Self-reliance of
Disabled Persons and their Integration into the Mainstream
of Society and for other Services.
Executive Order provides for the promotion and
maintenance of the quality of access to education and
the enjoyment of the benefits to be derived from it by
all citizens.
 RA Concerning Private Education, 1989
- This Act grants government assistance to teachers and
students in private education. Private School
teachers/faculties with meager earnings can avail
themselves of scholarships to enable them to pursue
higher education and qualify for more responsible
positions.
 General Appropriations Act of 1995
- This Act includes a provision for gender-responsive
projects. Section 27 directs government agencies to set
aside an amount from their 1995 appropriations for
projects that address gender issues.
 Labor Code of the Philippines, 1974
- Strengthens the probation of discrimination against
women with respect to terms and conditions of
employment.

 Anti-Sexual Harassment Act, 1995

Quid Pro Quo Sexual Harassment - It happens when a

manager demands sexual intimacy from a subordinate or a
possible hire in exchange for employment.

Hostile Environment - It can occur when unsolicited

criticism and actions interfere with the employee’s
performance and well-being or have created a disrespectful
or insulting work environment for the harassed employee.

 Wage Rationalization Act, 1989

- It aims to promote the objective appraisal of jobs based
on the work to be performed and the cooperation of
the concerned employers and workers’ organizations.

 Women in Development and Nation Building Act, 1992

- The State must ensure the fundamental equality before
the law and provide women with rights and
opportunities equal to that of men.
 Act to Regulate the Employment of women and
Children, to Provide for Penalties in Valuation Hereof
and for other Purposes, 1952
- It prohibits discrimination against women in terms of
work and remuneration.
 Migrant Worker and Overseas Filipino Act, 1995
- The Act is meant to protect Filipino workers working
overseas, primarily women domestic workers.
 Magna Carta for Public Health Workers, 1992
- The Acts grant additional benefits to public health
workers. Section 9 of this Act stipulates that there must
be no discrimination against a public health worker,
among other things, about gender.
 Local Government Code, 1991
- Acts provide seats for women in all local government
units nationwide. Section 14c of this Act provides seats
for women in all local legislative assemblies or local
government units nationwide.
 Executive Order Number 117
- Concerning the quality of Access to Education – women
may enroll in the Philippine Military Academy. This