HUMAN RESOURCE MANAGEMENT
organization such as promotions, demotion,
Module 1: Staffing and Other Human Resource
Management Functions
Functions
Staffing - Process which an organization ensures
that it always has the proper number of
employees with the appropriate skills in the
right job, at the right time, to achieve
organizational objectives.
Human Resource Development - Major HRM
functions consisting not only of training and
development but also of individual career
planning and development activities,
organization development, and performance
management appraisal.
Compensation - Includes the total of all rewards
provided to employees in return for their
services. The rewards may be one or a
combination of the following:
- Direct financial compensation - This includes
everything from hourly wages, to set salaries,
bonuses, tips and commissions.
- Indirect financial compensation - employee’s
contract that covers items such as temporary
leaves of absence, benefits and retirement
plans.
- Non-financial compensation - types of
rewards that are not a part of an employee’s
pay. Compensation if this nature can include:
Achievement awards, team leadership
opportunities, personal days, prizes, paid
training, gift cards, new office or workspace
upgrade or even paid parking or transit passes.
Employes Labor Relations - When a labor union
represents a firm's employees, the human
resource activity is often referred to as labor
relations, which handles the job of collective
bargaining. Internal employee relations -
comprise the HRM activities associated with the
movement of employees within the
termination and resignation.
Safety and Health - Safety is the protection of
employees from injuries caused by work-related
accidents Health refers to the employees'
freedom from physical or emotional sickness.
Human Resource Research - Though not
distinct and common, it is an important key to
developing the most productive and satisfied
workforce possible.
Dynamic Human Resource Environment
Elements of a Dynamic Human Resource
Environment
Legal considerations - This affects all the human
resource policies and is anchored in the local
labor laws.
Labor Market - Potential employees located
within the geographic area from comprise the
labor market.
Society - To remain acceptable to the general
public, a firm must accomplish its purpose while
complying to the societal norms.
Unions - Consist of employees who have joined
together for the purpose of negotiating terms of
employment such as wages and work hours
Competition - A firm must maintain a supply of
competent employees if it is to succeed, grow
and prosper.
Shareholders. Owners of o Corporation.
Customers. The people who use the firm’s
goods and services, and must be kept satisfied
for the firm’s survival. HR Technology.
Technological change also affects human
resources, and the most common impacts are
seen in the following:
 Human Resource Information
 Technology
  Cloud Computing
 Social Media
Economy - When the economy is booming, it is
hard to find qualified employees. But when
there’s a downturn In economy, expect heavy
supply of applicants.
Unanticipated Events - These are occurrences
in the environment that cannot be foreseen.
HRIS - Human Resources Information System.
The HRIS is a system that is used to collect and
store data on an organization's employees. This
often includes an Applicant Tracking System
(ATS), payroll, benefits, time & attendance,
training, performance management, employee
self-service, and so on.
Corporate Culture and Human Resource
Management
Corporate Culture - Defined as a system of
shared values, beliefs, and habits within an
organization that interacts with the formal
structure to produce behavioral norms.
Employer Branding - Firms corporate image or
culture created to attract and retain the type of
employees a firm is seeking.
Diversity management - Defined as pursuing
an inclusive corporate culture in which
newcomers feel welcome and everyone sees
the value of his or her job.
Country's culture - Set of values, symbols,
beliefs, language, and norms that guide human
resource behavior within the country.
Module 2: Strategic Planning Process
Strategic planning - Process by which top
management determines overall organizational
purposes and objectives and how they are
achieved. It is constantly changing to find a
competitive advantage.
1. Mission Determination. The mission is a
company's continuing purpose or reason for
being. Answers the questions: What are we in
management attempting to do for whom?
Should we maximize profit so shareholders will
receive higher dividends or so share price will
increase? Or should we emphasize stability of
earnings so employees will remain secure?
2. Environmental Assessment. Organizations
should assess its strengths, weaknesses,
opportunities, and threats (SWOT). There
should be assessment internally and externally.
Objective setting - Objectives are the desired
end results of any activity. There should be four
basic characteristics: (1) should be expressed in
writing, (2) should be measurable, (3) should be
specific as to time, (4) should be challenging but
attainable.
Strategy Setting. Strategies should be
developed to take advantage of the company’s
strengths and minimize its weaknesses to grasp
opportunities and avoid threats.
Strategy Implementation. At the end of it all, a
strategy must be implemented. It requires
change in organization’s behavior, which can be
brought about by changing one or more
organizational dimensions: leadership,
organizational structure, Information and
control systems, production technology, and
HR.
- These are some techniques for forecasting HR
requirements:
1. Zero-base forecast
2. Bottom- up forecast
Job Analysis. It is a systematic process of
determining skills, duties, and knowledge
required for performing jobs in an organization.
The purpose of job analysis is to answer six
questions:
1. What physical and metal task does the
worker accomplish?
2. When is the job to be completed?
3. Where is the job to be completed?
4. How does the worker do the job?
5. Why is the job done?
6. What qualifications are needed to perform
the job?
Job. Group of tasks that must be performed for
an organization to achieve its goals
Position. Collection of tasks and responsibilities
performed by one person.
Job Description. Document that provides
information regarding the essential Tasks,
duties and responsibilities of a job.
Job Specification. A document that outlines the
minimum acceptable qualifications a person
should posses to perform a particular job.
Job Analysis has traditionally been conducted in
a number of different ways because
organizational needs and resources differ.
Here are some of the most common methods
of conducting it.
1. Questionnaires. Quick and economical
2. Observation. Job analysts perform job tasks
and record his or her observations.
3. Interviews. Analysts Interview the employees
first, then the supervisor for additional
information.
4. Employee recording. Employees describe
their daily work activities in a diary or log.
5. Combination of methods. Typically use
questionnaires, supported by interviews and/or
limited observations.
Job Description. Document that provides
information regarding the essential tasks, duties
and responsibilities of a job. The contents of a
job description vary with the purpose for which
it will be used.
Here are the parts of a job description:
1. Job Identification. This section includes the
job title, department, reporting Relationship,
and job number or code.
2. Date of the job analysis. Including this date
ensures periodic review of job Content and
minimizes the number of obsolete job
descriptions.
3. Job summary. Provides a concise overview of
the job.
4. Duties performed. Describes precisely the
major duties to be performed. Items
Usually begins with an action verb.
5. Job specification. Reflects the minimum
qualifications for a particular job.
Module 3: Recruitment
Recruitment - is the process of attracting
individuals on a timely basis, in sufficient
numbers, and with appropriate qualifications to
apply for jobs with an organization.
The Recruitment Process
Employee Requisition. Document that specifies
job title, department, the date the employee
need to work, and other details.
Recruitment sources. Where qualified
candidates are located.
Recruitment methods. Specific means used to
attract potential employees to the firm.
Internal Recruitment methods
External Recruitment sources
Internal Recruitment Methods:
- Human Resource Databases
- Job Posting and Job Bidding
- Employee referrals
External Recruitment Sources:
- Necessary to fill entry-level jobs
- Acquire skilled not possessed by
- Current employees
- Obtain employees with different
- Backgrounds to provide a diversity of ideas
Internal Recruitment Methods:
Human Resource Databases. These are
important in identifying valuable talent
internally and supporting the concept of
promotion from within.
Job Posting. Procedure for informing employees
that job openings exist.
Job Bidding. Procedure that permits employees
who believe that they possess the required
qualifications to apply for a posted position.
Employee Referrals. An employee of the
company recommends a friend or associate as a
possible member of the company; this
continues to be the way that top performers are
identified. Why do you think so?
Employee enlistment is a unique form of
employee referral wherein every employee
becomes a company recruiter.
External Recruitment Sources:
High schools and vocational schools. They have
outstanding training programs for specific
occupational skills.
Community Colleges. Typical 2- year courses
that supports local labor requirements.
Colleges and Universities. Major recruitment
source for potential professional, technical and
management employees.
Competitors in Labor Market. Especially
effective when recruiting experienced
employees. Also known as poaching.
Former employees. The advantage of rehiring
former employees is that a firm already knows
their strengths and weaknesses, and the ex-
employees already know the Culture of the
firm.
Unemployed. Often provide a valuable source
of recruits. What may be the reasons why?
Military personnel These personnel have
proven work history, are flexible, and are drug-
free.
Self employed workers. They may be true
entrepreneurs. Ingenious and creative.
Ex-Offenders. Why do you think is hiring ex-
offenders beneficial to some organizations?
Traditional External Recruitment Methods
1. Media advertising
2. Private employment agencies
3. Public employment agencies 4. Executive
search firms
5. Recruiters
6. Job fairs
7. Internships
8. Professional associations
9. Unsolicited applicants
10.Open houses
11 Event recruiting
Recruiting Technology The use of mobile
technology and online methods has
revolutionized the way companies recruit
employees and job seekers search and apply
jobs.
Mobile recruiting. As many people move to
mobile technology, firms are figuring out ways
on house to use the mobile device in recruiting.
Recruiters post jobs, run text-message- based
recruiting companies. create online
communities for potential new hires to learn
about their companies, monitor social networks
for news about industries they hire for, and
keep in touch with staff and outside agencies.
Internet recruiter. Person whose primary
responsibility is to use the internet in the
recruitment process.
Virtual job fair. Online recruiting method
engaged in by a single recruiter or group of
employers to attract a large number of
applicants
Corporate career websites. Job sites accessible
from a company home page that list available
company positions and provide a way for
applicants to apply for specific jobs.
Weblogs. Some employers find that blogging is
a way to do detailed
General purpose job boards. Job boards
continue to attract a large number of
applicants, but their use has somewhat declined
in recent years
What are the common job boards available to
Filipino job seekers?
Niche sites. Web sites that cater to highly
specialized job markets such as a particular
profession. Industry, education, location or any
combination of these specialties.
Contingent workers’ sites. These have non-
traditional relationship with worksite employer,
and work as part-timers, temporaries or
independent contractors.
Hourly workers’ sites. Job sites that attract
blue-collar and service workers.
Module 4: Selection
Selection is the process of choosing from a
group of applicants the individual best suited
for a particular position and the organization
properly matching people with jobs and the
organization is the goal of the selection
process.
A good selection decision results in either of
the following outcomes:
1. job candidates who do not meet the standard
for employment are not offered employment
2. job candidates who do meet the standard for
employment are offered employment, and
those individuals accepts the company's offer
for employment
The Selection Process.
1. Preliminary screening
2. Review of applications and résumés
3. Selection tests
4. Employment interviews
5. Pre-employment screening: Background
and reference checks
6. Selection Decision
7. Offer employment
Module 5: Selection: Recruiting and
Interviewing
Employee selection, a review to eliminate those
who obviously do not meet the position's
requirements. It is important to eliminate early
on unqualified applicants.
- the person doing the screening may steer the
applicant to a better suitable role if available.
Employment interview is a goal-oriented
conversation in which an interviewer and an
applicant exchange information. While
subjective in nature, interviews continue to be
the primary method companies use to evaluate
applicants.
Interview planning is essential to effective
employment interviews. A primary
consideration should be the speed in which the
process occurs. Many studies have
demonstrated that the top candidates for
nearly any job are hired and off the job market
within anywhere from 1 to 10 days.
Content of the interview. After establishing
rapport with the applicant, the interviewer
seeks additional job-related information to
complement data provided by other selection
tools.
1. Occupational experience - candidate's
knowledge, skills abilities, and willingness to
handle responsibility.
2. Academic achievement - if there are no
significant work experience, academic record is
of great importance
3. Interpersonal skills - equally important to
technical skills
4. Personal qualities - physical appearance,
verbal skills, adaptability, assertiveness that are
considered if relevant to the job
Candidate's roles and expectations:
Candidates are expected to come into an
interview prepared. Therefore when they show
up for an interview, they should have studied
the job description, conducted background
check on the companies to know their values
and if they're financially stable, and to present
information that could help the company.
Remember that companies are hiring because
they need employees to grow their business so
it is important to know exactly how you can be
beneficial to them.
Expectations and goals:
- To be listened to and understood
- To have ample opportunity to present their
qualifications
- To be treated fairly and with respect
- To gather information about the job and the
company
It is important the candidates prepare for
interviews and one way to ask friends or
colleagues to do a mock interview with them.
General Types of Interviews:
1. Unstructured interview interviewers asks
open-ended probing questions
2. Structured interview- interviewer asks job-
related questions
3. Behavioral interview – focuses on how
individuals handle circumstances in the past
4. Situational interview - interviewers creates
hypothetical situations and asks interviewees
how they would handle them
Methods of interviewing:
1. One-on-one interview
2. Group interview
3. Board for panel) interview - several
representatives from the company interview
just one applicant
4. Multiple interviews
5. Stress interview - this method of interview
usually subjects the applicant to stress and
anxiety which is necessary to know if they’re fit
for the job
6. Realistic job preview – conveys both positive
and negative job information to the applicant in
an unbiased manner
Potential Interviewing problems:
Inappropriate questions. "Ask only job-related
questions."
Permitting non-job related information. The
interviewer should steer conversations
back to job-related information when
necessary.
Interview bias. This happens when interviewer
already has misconceptions about the
applicant even before the interview begins, and
can influence hiring decisions.
- Stereotyping bias
- Positive halo bias
- Contrast errors
- Premature judgment bias
Interviewer domination. Interviewers must be
good listeners and provider of
information, rather than being the only one
speaking and providing information.
Lack of training. Each interviewer must be
skilled enough to know the importance of
each question asked in interviews to make
successful selection decisions.
Nonverbal communication. Interviewers should
make a conscious effort to view
themselves as applicants do to avoid sending
inappropriate or unintended nonverbal
signals
Concluding the interview:
After the conduct of the interview,
management should be able to identify
candidates who will move forward with the
application.
It is also important the interviewer tells the
applicant that they will be notified of the results
of the interview. It is a common mistake to
leave the applicant hanging as it leads to
negative relationship between applicant and
company.