HUMAN RESOURCE MANAGEMENT
The Challenge for Productivity
PERSONAL/HUMAN RESOURCE
MANAGEMENT
- Relatively new in the Philippines
- It was only in the early 1950s that it
gradually gained acceptance and
recognition
- Concerned with promoting and enhancing
the development of work effectiveness and
advancement of the human resources in
the organization
- A member of the top executive group, who
is responsible for the formulation of
personnel policies and programs
*As Science
- Systematic accumulation of facts, their
analysis and interpretation
- It involves systematic gathering if data
derived from surveys, statistics, interviews
and observations.
*As an Art
- Proficiency in the practical application of
knowledge acquired through study,
experience or observation
- Involves the making of sound decisions
- Major tools of the personnel/human
resource manager as a scientist and an
artist
PMAP ( Personnel Management
Association of the Philippines)
- Nationwide organization of all the
personnel managers and human resource
practitioners in the country
3.
FOR IT TO GAIN ACCEPTANCE &
RECOGNITION (3 CONDITIONS )
1. Top Management must be convinced that
personnel management is needed in its
business operations
2. Qualified personnel administrators must be
available
3. Personnel administrators must demonstrate
their capacity to contribute to the
company’s objectives & goals.
AMONG THE ACTIVITIES OF PMAP:
1. Training & developing personnel
administrators (seminars, lectures,
workshops, meetings, national
conferences)
2. Participation in public hearings to voice
support of, or opposition to, proposed
legislation affecting business & industry.
3. Dissemination of information to upgrade
personnel management, offering technical
advice through its special committees &
library facilities
4. Establishment of a public relations
program aimed at informing the public
about the nature of personnel work.
CHALLENGES OF HUMAN
RESOURCES
1. The Challenge of the Global
Community
2. The Stockholders Challenge
GOVERNMENT AGENCIES THAT
CONSULT WITH PMAP
(EMPLOYER-EMPLOYEE
RELATIONSHIP)
1. DOLE – Department of Labor and
Employment
2. ECC – Employees Compensation
Commission
3. SSS– Social Security System
4. GSIS – Govt. Service Insurance System
5. TESDA – Technical Education and Skills
Development Administration
CONTRIBUTING GROWTH FACTORS
OF PERSONNEL MANAGEMENT
1. Increasing complexity of business
operations
2. Government regularizations & labor laws
promulgated in recent years
3. Growth of labor unions
4. Influx of new concepts in management
The organization’s competitive advantage
depends on the strength of those linkages.
Remember: That effective management of
human resources can form the foundation of a
high performance work system in the
organization.
Supervisor
- He plans, organizes, directs, controls &
coordinates the activities of his
departments.
Administrative Official
- He or his staff conducts or directs certain
personnel activities as provided or in the
policies and programs entrusted to the
department
- He should also know how a policy is made
and administered.
Adviser
- He serves as counselor, guide and
confidante to management supervisors and
employees
Coordinator
- He brings into action all activities,
regulates and combines diverse efforts into
a harmonious whole, and gets together and
harmonizes the work of various personnel
in his department and the related function
in other departments.
Negotiator
- He is the representative of the
management in negotiating labor contracts
or to attend negotiations with unions in an
advisory capacity.
Educator
- He conducts or administers company’s
training program. He is very much
involved in the management of employee
development programs of his company
Provider of Services
- He provides services to all employees and
helps them obtain facilities with
government agencies like SSS, Medicare,
which can make their employment more
satisfying.
Employee Counselor
- His knowledge and training in human
relations and the behavioral sciences plus
his familiarity with company operations,
puts him in the best position to counsel
employees.
Promoter of Community Relations
- He must be well informed of the activities
and developments in the environment
where the enterprise operates.
- He is called by the management in helping
the company project favorable and positive
image to the community.
Public Relations Man
- His functions require him to deal with the
general public, which includes the
employees, the unions, and the
community.
PROBLEMS/DIFFICULTIES OF THE
PERSONNEL/HR MANAGER
1. Common misconception about his role &
functions.
2. Inadequate recognition by management of
the proper role of the personnel manager in
the organization.
3. In the area of labor relations.
4. Jealousy of the other executives regarding
the personnel manager’s duty & authority.
PERSONAL QUALITIES OF THE
PERSONNEL / HR MANAGER
1. Can communicate effectively both orally
& in writing
2. Possesses an above-average intelligence
3. Enjoys working with people
4. Aggressive, mature & capable of giving
sound advice that will be in the best
interest of both the employer and
employee
5. Possesses a pleasing personality &
personal warmth & should be
approachable
6. Grasps the implication of a given situation,
understands individual attitudes and the
problems of the employees and of the
employer.
7. Possesses the integrity, industry and
courage to earn the respect of the
employees and his employer
REWARDS/BENEFITS FOR HR
MANAGER
1. Car Plan/Free use of Company
Transportation
2. Unlimited/limited use of gasoline & free
maintenance check-up
3. Company cellular phone
4. Representation allowance/ meal allowance
5. Education scholarship/ attending
conventions & seminars
CARRER ADVANCEMENT/OTHER
PROFESSIONAL OPTIONS FOR HR
1. College Professor
2. -Vice President of the Company
3. Chief Executive Officer (CEO)
4. Politician
5. Entrepreneur
6. Businessman
VARIED ROLE EXPECTATIONS OF HR
1. Supervisor
2. Administrative official
3. Adviser
4. Coordinator
5. Negotiator
6. Educator
7. Provider of Services
8. Employee counselor
9. Promoter of community relations
10. Public relations man
COMPANIES HIRE A HR MANAGER
BECAUSE HE CAN:
1. Help management achieve company
objectives & goals in the management of
its human resources.
2. Assist top management in formulating
sound policies, programs & rules & after
approval, administer them fairly &
efficiently.
3. Help train & develop the human resources
of the company in order to equip them
with skills & knowledge required in
accomplishing their jobs efficiently.
4. Identify management problems that can be
resolved & opportunities that can be
realized through improved effectiveness in
personnel management.
5. Assist the company in promoting good
morale & motivation among its human
resources.
6. Assist in crisis management
organizational development.
*Community Relations
2. Publication
3. Community project and relation
ROLES OF HR
*Record Management
1. Recruitment & Employment 1. Employment record
2. Interviewing, testing, recruiting & 2. Information System
temporary employment 3. Performance record
3. Labor coordination
4. Training & Development *Health and Safety
5. Wage & Salary Management 1. Training
6. Benefits Administration 2. Safety inspection
7. Employee Service and Recreations 3. Dental and medical services
8. Community Relations 4. Drug testing
9. Record Management
10. Health and Safety *Strategic Management
11. Strategic Management 1. Collaborative Planning
2. Outsourcing manpower search
*Training & Development 3. Organizational planning
1. Orientation of new & temporary
employees CAREER PATH TO HR MANAGER
2. Performance management training
3. Productivity enhancement 1. Entry level ( Personnel Assistant)
2. Supervisory Level
* Wage & Salary Management 3. Managerial Level
1. Job evaluation
2. Wage & salary survey COMMON MISCONCEPTION ABOUT
3. Executive compensation HR MANAGER
*Benefits Administration 1. "HR is all about helping people"
1. Vacation & sick leaves administration 2. "HR isn't strategic"
2. Insurance 3. "There is a lot of paperwork in HR"
3. Pension plan 4. "HR only exists to protect the company"
4. Retirement plan assistance program 5. "HR people don't know numbers"
*Employee Service and Recreations COMMON EMPLOYEE RELATIONS
1. Bus service ISSUES
2. Canteens
& 3. Athletics 1. Conflict Management
4. Housing and relocation 2. Hour and Wage Issues
3. Annual Leave Disputes
4. Timekeeping and Attendance Issues
Experience is the name everyone gives to their
mistakes - Oscar Wilde
Selection
- Process of determining from among the
applicants who can meet the job
requirements and can be offered the
vacant position
- The deciding point, which determines
who among the applicants has the
personal qualities that match the
requirement.
- An inevitable continuation of the
recruitment process
Initial interview or Preliminary screening
- First step in the assessment of an
applicant for the job
- Deals with factors such as voice,
physical appearance, personal grooming,
educational background, professional
training and experience that need to be
assessed
Structured interview
- Follows a set of procedures and the
interviewer sets the leads
- Usually more effective in promoting
equal opportunities for all applicants
Directive interview
- Is usually structured
Unstructured interview
- Where the applicant takes the lead
- It provides no specific reference, and the
applicant is given a free hand in talking
about himself and the interviewer makes
an assessment
Panel or Round-table interview
- Usually done for managerial and
supervisory employees
- Applicant meets a panel of interviewers
and seeks to facilitate the polling of
judgements with prominent members of
the working organization
Graphology
- Some companies would require the
applicant to write in not less than 200
words
- It can reveal the level of intelligence,
emotional stability, imagination and
ability to work with others as well as
discover talents
- Art and science in the analysis of the
individual’s traits through handwriting
Testing and evaluation of Results
- Commonly associated with the
prediction and selection of subsequent
performance on the job
- Test are used instruments for
determining the qualifications and talents
of the applicant
- Most objective of all selection
instruments in the selection process
Intelligence test
- Widely used to measure mental ability
- Ability to predict the general capacity for
learning or problem-solving
- Psychological Society of the Philippines
- Cultural Fair Intelligence Test, Raven’s
Progressive Matrices Test
Aptitude test
- Measures the person’s capacity to learn a
given job, provided there is adequate
training
- Usually administered for mechanical and
clerical positions
- Differential Aptitude test Occupational
Aptitude Survey and Interest (OASIS) –
Aptitude
Interest test
- Derived from hereditary and
environmental factors
- Tries to predict the success in the job if
the person’s interest and the job are
properly matched
- Thrustone interest schedule occupational
aptitude survey and interest – aptitude
Personality test
- Most important instrument to test the
personality of the applicant especially
for supervisory and managerial positions
- Purpose is to describe aspects of a
person’s character that remain stable
throughout that person’s lifetime, the
individual’s character pattern of behavior
thought and feelings
- 16 Personality Factor (16PF) Test, The
Sentence Completion Test, Comrey
Personality Scale (CPS), The Hand test
In-Depth Interview
- Most important of the selection process
- The applicant is now ready to formally
enter into the selection process
Proficiency test
- It tries to measure the applicant’s
knowledge of a given job
- It tries to eliminate “trade bluffers’ who
profess to know a particular type of work
- Flanagan Industrial Test
Knowledge
- Better understanding of the psychology
of the person is an important factor in
the interview
- He must be able to relate the qualities
and qualifications of the individual
according to the needs and culture of the
organization
Empathy
- Interviewer must be able to discover the
inner behavior of the individual by
understanding his own personality and
relate this with the feelings of the
applicant.
Communication skills
- Interview must have facility of
communication
- Refers to the use of language, gestures
and voice inflection
References
- Are important in finally assessing the
applicant’s worth for the position
Academic reference
- May be requested from applicants who
are new graduates
- May be addressed “to whom it may
concern” which tells about the
individual’s academic performance
together with his transcript of records
Character reference
- May come from some persons in the
community that are familiar with the
individual in their place of residence
- May reveal records on the applicant
about his relations with the people in the
community
- Parish priests, former teachers,
community leaders
Work or experience reference
- Previous employers, work associates and
even subordinates can make good
references
Physical examination
- May be the last hurdle in the selection
process
- Applicant must pass the physical test as
he is certified as being in good health
Probationary
- Can be terminated if he/she does not
pass required reasonable standards in the
performance of the job or if there is a
just cause for his termination
- 6 months
Placements
- The applicant who is cleared in all
requirements is finally offered the job
- Practice in placement has been generally
more formal and usually covered by
company policies and procedures in the
hiring of employees
- Is now formally introduced to the group
and undergoes an intensive orientation
and induction program
Regular or Permanent
- An employee who passed the
probationary period and is performing a
regular activity in the business of the
company
Contractual employee
- Hired for a fixed period or specific
project of the company. It should not be
more than 6 months or else they may be
converted to regular employees
Casual or Seasonal employees
- Hired for a particular work or service
that is seasonal in nature
- Employment is temporary according to
the volume of work
Apprenticeships
 - Development of the required skills for a 7. Placements
particular type of work.
- Learner’s job to familiarize himself with
the required skills MEDICAL EXAMINATIONS ARE
- OJT IMPORTANT FOR THE FOLLOWING
PERSONNEL REQUIREMENT FORM STYLES OF INTERVIEW REASONS
(PRF)
1. Structured interview 1. To screen out those physically
1. The positions and the number required 2. Unstructured interview incapable of doing the job
2. The job specifications 3. Panel or round-table interview 2. To prevent employment of those with
3. The personal qualities needed for a high incidence of absenteeism due to
worker to do the job successfully DIFFERENT TESTS UNDER STEP 3 IN illness or accidents
SELECTION 3. To prevent hiring of people with
SELECTION PROCEDURE communicable disease or who are
1. Intelligence test influenced by drugs
Stage 1 – Establishing selection procedure 2. Aptitude test 4. Ward off unwanted claims with
Stage 2 – Identifying and choosing selection 3. Interest test worker’s compensation laws, SSS,
criteria, predictors, and instruments to be used 4. Personality test medical care and suits for damages
Stage 3 – Gathering and evaluating 5. Achievement or Proficiency test
information about applicants
Stage 4 – Making communication decisions to THREE MOST IMPORTANT
select or reject CHARACTERISTICS THAT
INTERVIEWER MUST POSSESS
SELECTION PROCESS
1. Knowledge
1. Preliminary screening 2. Empathy
2. Application form 3. Communication skills
3. Testing and evaluation of result
4. In-depth interview evaluating THREE KINDS OF REFERENCES
references
5. Physical examination 1. Academic reference
6. Placement 2. Character reference
3. Work or experience reference
BASIC STEPS IN THE SELECTION
DIFFERENT TYPES OF EMPLOYEES
1. Initial interview
2. The Application from 1. Probationary
3. Testing and evaluation of Results 2. Regular or Permanent
4. In-Depth Interview 3. Contractual employee
5. Evaluating references 4. Casual or Seasonal employees
6. Physical examination 5. Apprenticeships