Mas t er i n Management

Summer 201 4
Human Resource Management
Course Description
This course explores the human resource management
function in a corporate setting and focuses on the
development of knowledge and skills that all managers
and leaders need. The course will focus on such
subjects as the selection process emplo!ment law
labor relations compensation administration
performance management corporate training and
maintaining effective environments. The classes are
designed to familiari"e participants with current
human resource practices and laws that appl! to the
practice of management in organi"ations.
Course objectives

Developed an understanding of the Human Resource function

and explained its relevance to the practice of management
among line managers.

Described the challenges faced b! human resource managers

based on available data and current trends both in the local
and global business environment.

Developed an appreciation for conducting a job anal!sis as a

basis for emplo!ee ac#uisition training and development
performance management and compensation administration.

Discussed theor! and practice of selection and recruitment

training and development compensation administration and
performance management.
Course objectives

Discussed the application of laws and other relevant labor

standards essential for managing emplo!ee relations in the
$hilippines.

$resented the current trends and practices in human

resource management.

%dentified and evaluated future trends affecting the different

industr! sectors and their impact on human resources
management.

%dentified current concerns challenging their organi"ation&s

human resources and suggested possible applications of
ideal human resource management theories into practice.
Methodolog!

Research on 'ssigned Modules

(ob 'nal!sis on )pecific (obs

Research *utput $resentation

%nterview of Human Resource Director

+xperiential )haring

+xamination

Reflection, )ignificant -earnings.%nsights /ained 0

)!nthesis of the Course
Course re#uirements

*ral Report 1 Comprehensive oral and written report

on assigned topics

)!nthesis 1 a two page s!nthesis of the course as

experienced

Research *utput 1 ' research output on the ')+'2

%ntegration and its impact and implication on the
human resource management function.

%nterview *utput 1 an output of a group interview on

the human resource practices of a chosen organi"ation.
May 4, 201 4
Module 3, %ntroduction to
Human Resource Management
-ecture Coverage

The /lobal and -ocal 4eginnings

Human Resource Management versus $ersonnel

Management

The 5unctions of Human Resource Managers

The Competitive Challenges of HRM

The +mplo!ee Concerns of HRM

The Responsibilities of HR

The Competencies of HR
Human Resource Management, The 4eginnings

The roots of people management lie deep in the

past.

The division of labour has been practised since

prehistoric times.

Tasks were allocated according to skills such as

abilit! to find food plants track animals or cook6
age strength and health were taken into account
and the oldest and !oungest members were not
expected to travel far from home or to be involved
in the dangers of hunting.

)ocial customs determined separate roles and tasks

for males and females.

)ome functions such as religious and political

leadership or medicine were restricted to individuals
with inherited speciali"ed knowledge.

The evolution of civili"ation and technolog!

proliferated different forms of work.

%n the ancient world large numbers of people were

organi"ed to build great p!ramids fortresses and
irrigation s!stems.

Militar! leaders marshalled huge armies.

)lave owners operated massive plantations and

mines.

Thus leadership power and organi"ation have been

matters of stud! and debate for thousands of !ears.

The 5armer&s 'lmanac 1 a 78880!ear0old )umerian

text is the oldest known HRM textbook

%t includes useful tips on the supervision of farm

labourers.

The text advised the farmer to prepare a selection of

whips to keep men and beasts working hard.

This authoritarian approach has predominated most

of histor! but there has been a continuing search for
less coercive wa!s of managing people.

%n the 39th centur! 2iccolo Machiavelli wrote The

$rince detailing a wide range of strategies and
tactics that continue to offer insights into the
exercise of power.

'ccording to Machiavelli the ideal leader should

have a degree of virtue and be regarded with both
fear and love.

%n 3::9 'dam )mith ;3:<=13:>8? published An

Inquiry into the Nature and Causes of the Wealth of
Nations. This foundation text for the science of
economics began b! emphasi"ing the importance of the
division of labour in achieving increased productivit!
thereb! anticipating the %ndustrial Revolution.

The @A is conventionall! regarded as the first countr!

to experience this process which then spread
throughout +urope and 2orth 'merica and continues
to transform developing countries.

't the end of the 3Bth and the beginning of the 3>th
centuries workers were graduall! concentrated in
factories and work centres more or less under their
own free will. This concentration was linked to
increasing mechani"ation and the conse#uent need
for machine0operating skills.

4! the late 3>th centur! the si"e and complexit! of

the new industries demanded more sophisticated
methods of control and organi"ation eventuall!
evolving into modern management.
Modern Management

Much of the literature on management histor! is

'merican in origin.

*ne of the principal originators of modern

management highlighted in the @) literature was in
fact neither +nglish nor ;born? an 'merican. The
)cot Daniel McCallum was general superintendent
of the +ric Railroad in the @)'. This railroad like
other large rail companies was finding it difficult to
operate profitabl! unlike smaller local railroads.
McCallum wrote,

' superintendent of a road fift! miles in length can

give its business his professional attention and ma!
be constantl! on the line engaged in the direction of
its details6 each person is personall! known to him
and all #uestions in relation to its business are at
once presented and acted upon6 and an! s!stem
however imperfect ma! under such circumstances
prove comparativel! successful.
McCallum&s Management $rinciples

/ood discipline

)pecific and detailed job descriptions

5re#uent and accurate reporting of performance

$a! and promotion based on merit

Clearl! defined hierarch! of superiors and subordinates

+nforcement of personal responsibilit! and

accountabilit!

The search for and correction of errors.

4! 3>88 the @)' had undergone several decades of rapid

large0scale industriali"ation. -arge 'merican companies
such as Hein" and )inger )ewing Machines had the
characteristics of modern highl!0structured organi"ations.
The! produced standardi"ed consumer durables for the
mass market. These organi"ations re#uired a suppl! of
trained managers. 2otionall! selected on the basis of abilit!
and expertise 1 rather than famil! connections 1 the!
needed to know how to organi"e reward and motivate their
staff. %n the @)' state and private universities were opened
to cater for this new professional need.

%n 3>8= 5rederick Ta!lor a $enns!lvania steel

compan! engineer developed the concept of
)cientific Management.

Ta!lor believed that the secret of productivit! was

finding the right challenge for each person then
pa!ing him well for increased output.

He believed that incentive wages were no solution

unless the! were combined with efficient tasks that
were carefull! planned and easil! learned.
Ta!lor&s $rinciples of )cientific Management

+ach part of an individual&s work is anal!"ed

scientificall!.

The most suitable person to undertake the job is

scientificall! chosen and is taught the exact wa! to do
the job.

Managers must cooperate with workers to ensure the

job is done in a scientific manner.

There is a clear division of work and responsibilit!

between management and workers.

Ta!lor&s ideas were developed further b! 5rank and

-ilian /ilbreth who made valiant efforts to turn human
beings into automatons.

4etween 3>8803>37 acedemic researchers have begun

to take an interest in the practical aspects of work.

Cork ps!cholog! was pioneered b! /erman

$s!chologist Hugo Munsterberg.

Cork ps!cholog! supported some views but countered

some m!ths of the scientific management.

The human relations movement dominated management

thinking until the 3>78s and was a significant influence on the
development of modern HRM.

The movement gained most of its inspiration from the famous

Hawthorne studies at the Cestern +lectric Compan! plant of
that name in Chicago from the 3><8s to the earl! 3>D8s.

The human relations and human factors approaches were

absorbed into a broad behavioural science movement in the
3>78s and 3>98s. This period produced some influential
theories on the motivation of human performance.
)ome Motivation Theories

Maslow&s Hierarch! of 2eeds

Mc/regor&s Theor! E and F

Her"berg&s Two0factor Theor!

McClelland&s -earned 2eeds Theories

+#uit! Theor!

+xpectanc! Theor!

Reinforcement Theor!

4! the 3>:8s a fairl! consistent set of activities and

roles had developed for people management which
in most large organisations was perceived as a
specialist management function usuall! termed
$ersonnel Management and comprising the areas of
recruitment and selection pa! and conditions of
service emplo!ee welfare industrial relations
training and development and emplo!ee exit.
Traditional 5unctions of the $ersonnel Department

Recruitment

)election

$romotion

$a!

$erformance 'ssessment

/rading )tructures

Training and Development

Celfare

Communication

+mplo!ee Relations

Dismissal

$ersonnel 'dministration.
$ersonnel Management to Human Resource Management

The emergence of HRM was part of a major shift

in the nature and meaning of management
towards the end of the <8th centur!.

This happened for a number of reasons the most

significant being,

The loss of faith in the traditional approach to

mass production.

The reali"ation of the impact of new technolog!

in the workplace.
-oss of 5aith in Mass $roduction

This was brought b! the success of (apanese

manufacturers in the 3>:8s 1 3>B8s.

The (apanese model was characteri"ed b!,

-ow or semi0skilled workers

Close supervision.

$a! linked to #uantit! of output.

'ssembl!0line technologies.

The Human Relations )chool also brought about the

shift.
%mpact of 2ew Technolog!

Technolog! shifted managerial concern to human resources.

Rapid development of technolog! meant continual technological

change and in turn implied the need for continuous learning.

Cith advancing technolog! and better0educated workforces it

was not enough to manage people reactivel! or passivel!.

Competitive advantage now ultimatel! came not from capital

investment but from human resources and these had to be
managed proactivel! and strategicall! if an organisation was to
be successful.
The $resentation of HRM b!
Harvard 4usiness )chool

HRM is a radicall! new approach to managing people

demarcated sharpl! from traditional personnel
management.

HRM is an integrated approach which provided a

coherent program linking all aspects of people
management.

HRM represented a consistent view of people

management in which emplo!ees were treated as
valuable assets.

HRM is a general management function.

Rationale for 'dopting the HRM 'pproach

HRM offers a broader range of solutions for complex organi"ational problems.

%t ensures that an organi"ation&s people are considered as well as its financial and
technological resources when objectives are set or capabilities assessed.

%t forces the explicit consideration of the individuals who implement and comprise the
strateg!.

Two0wa! links are encouraged between the formulation of strateg! and its human
resource implications avoiding problems which might arise from,

)ubordinating strategic considerations to HR preferences6

neglecting an organi"ation&s people as a potential source of organi"ational competence

and competitive advantage.
Human Resource Roles
FUNCTION ROLE
$lanning and organi"ing for work
people and HRM
)trategic perspective
*rgani"ation design
Change management
Corporate wellness management
$eople ac#uisition and development )taffing the organi"ation
Training and development
Career management
$erformance management
%ndustrial relations
'dministration of policies programmes
and practice
Compensation management
%nformation management
'dministrative management
5inancial management
%deal T!pes of $ersonnel and Human Resource Management
Characteristics ers!nne"
Management
#uman Res!urce
Management
)trategic nature $redominantl! dealing
with
da!0to0da! issues
'd0hoc and reactive in
nature, a
short0term perspective
rather than
strategic
Dealing with da!0to0
da!
issues6 but proactive in
nature
and integrated with
other
management functions
' deliberatel! long0
term
strategic view of
human resources
$s!chological
contract
4ased on compliance
on the part
of the emplo!ee
4ased on seeking
willing
commitment of the
emplo!ee
Characteristics ers!nne"
Management
#uman Res!urce
Management
(ob Design T!picall!
Ta!lorist.5ordist
T!picall! team0based
*rgani"ational
)tructure
Hierarchical
Tendenc! to vertical
integration
5lexible with core of
ke!
emplo!ees surrounded
b!
peripheral shells
High degree of
outsourcing
Remuneration Collective base rates
G$a! b! position&
'n! additional bonuses
linked to Ta!lorist work
s!stems
Market0based
%ndividual and.or
team
performance
G$a! for contribution&
Characteristics ers!nne"
Management
#uman Res!urce
Management
Recruitment )ophisticated recruitment
practices for senior staff
onl!
)trong reliance on external
local labour market for
most
recruitment
)ophisticated
recruitment for all
emplo!ees
)trong internal labour
market for
core emplo!ees. /reater
reliance
on external labour
market for
non0core
Training and
Development
-imited and usuall!
restricted
to training non0managerial
emplo!ees. 2arrowl! job0
related.
Management development
limited to top executives
and fast0track candidates
Transformed into a
learning and
development philosoph!
transcending job0related
training.
' learning organisation
culture
Characteristics ers!nne"
Management
#uman Res!urce
Management
+mplo!ee Relations
$erspective
$luralist, collectivist6 low
trust
@nitarist,
individualistic6 high
trust
*rgani"ation of the
5unction
)pecialist.professional
)eparated from line
management
4ureaucratic and
centralised
-argel! integrated into
line management for
da!0to0da! HR issues
)pecialist HR group to
advise and
create HR polic!
Celfare role Residual expectations 2o explicit welfare role
Criteria for
success of the
function
Minimising cost of human
resources
Control of HR costs but
also maximum
utilisation of human
resources over the long
term
HRM in the $hilippines

HRM practice in the $hilippines came about with the

entr! of Cestern multinational corporations.

The first unit established was the personnel office

whose primar! purpose was to recruit select and
place emplo!ees.

)oon the wages and benefits labor emplo!ee

relations and the training units were added to its
functionalities.

Chen dissatisfaction grew with the uncritical

application of Cestern0developed motivation
theories professionals and social scientists
initiated studies of the 5ilipino workforce.

Research into what motivates the 5ilipino worker

and the 5ilipino manager have been published,

Torres& 5ilipino $akikikapwa

-anu"a&s $0%0C0A Theor!

Tinio&s $eople0$laces0$urpose Theor!

'ndres& 5ilipino Hierarch! of 2eeds

The Challenge of Human Resources
Management Toda!

There&s an old joke that goesH

The organi"ation of the future will be so

technologicall! advanced that it will be run b! just one
person and a dog. The person will be there to feed the
dog and the dog will be there to make sure the person
doesn&t touch an!thing.

I%n man! fast0growing economies it ma! be easier to

access mone! and technolog! than good people.J 1 +d
/ubman

Competitive advantage belongs to companies that

know how to attract select deplo! and develop talent.
Competitive
Challenges
/lobali"ation
Technolog!
Managing Change
Human Capital
Responsiveness
Cost Containment
Human
Resource
Management
HR $lanning Recruitment
and )taffing
(ob Design Training and
Development
+mplo!ee 'ppraisal
Communication
Compensation and
4enefits
+mplo!ee Relations
+mplo!ee
Concerns
Diversit! ;+duc. 'ge
/ender 4ackground?
(ob )ecurit!
+mplo!ee Rights
$rivac! %ssues
Cork 'ttitudes
5amil! Concerns
The Cha""enge !$ #uman Res!urce Management
'dministrativ
e )ervices and
Transactions
%cti&ities'
Compensation hiring
and staffing
Em(hasis'
Resource efficienc!
effectiveness and
service #ualit!
4usiness
$artner
)ervices
%cti&ities'
Developing an effective
HR s!stem and helping
implement business
plans talent
management
Em(hasis'
Anowing the business
and exercising influence
1 problem solving
designing effective
s!stems to ensure
needed competencies.
)trategic
$artner
)ervices
%cti&ities'
Contributing to
business strateg! based
on considerations of
human capital business
capabilities readiness
and developing HR
practices as strategic
differentiators
Em(hasis'
Anowledge of HR and of
the business
competition the
market and business
strategies.
HR as a 4usiness
Challenge 3, Competing Recruiting
and )taffing /loball!

%mpact of globali"ation,

the competenc! of offering customers Ian!thing

an!time an!where.J

-osing national identities.

+xpanding operations.

%nternational competition.

5ree0trade agreements.

%ssues in corporate social responsibilit!.

/lobali"ation and HRM

Deal with better informed emplo!ees.

-anguage barriers for gauging knowledge and skill

base.

%mplementation of training programs to understand

other cultures and practices.
Challenge <, +mbracing 2ew Technolog!

+0commerce becoming the norm.

/eneration of virtual workers.

)hift from Itouch laborJ to Iknowledge workers.J

Anowledge workers 1 are emplo!ees who contribute

to the compan! not through manual labor but
through what the! know about customers or a
speciali"ed bod! of knowledge.
%nfluence of Technolog! in HRM

Human Resource %nformation )!stems 1 the most

central use of technolog! in human resource
management.

HR%) automates routine activities 1 pa!roll

processing maintaining emplo!ee records
administering benefits program.
5actors to be +valuated in Choosing a HR%)

5it of the application to the firm&s emplo!ee base.

'bilit! to upgrade or customi"e the software.

Compatibilit! with current s!stems.

@ser friendliness.

'vailabilit! of technical support.

Time re#uired to implement and train members to use

the HR%) including HR and $a!roll personnel
managers and emplo!ees.

%nitial costs and annual maintenance costs.

Challenge =, Managing Change

%n highl! competitive environments where

competition is global and innovation is continuous
being able to manage change has become a core
competenc! sought b! organi"ations.

T!pes of Change,

Reactive Change

$roactive Change
Managing Change through HR

Reasons wh! change efforts fail,

2ot establishing a sense of urgenc!.

2ot creating a powerful coalition to guide the effort.

-acking leaders who have a vision.

-acking leaders who communicate the vision.

2ot removing obstacles to the new vision or motivating

emplo!ees.

2ot s!stematicall! planning for and creating short0term IwinsJ.

Declaring victor! too soon.

2ot anchoring change in the corporate culture or failing to

maintain the momentum of the change.
Managing Change through HR

Ae! +lements of )uccessful Change Management

-inking change to the business strateg!.

Creating #uantifiable benefits.

+ngaging ke! emplo!ees customers and their suppliers earl!.

%ntegrating re#uired behavior changes.

-eading clearl! une#uivocall! and consistentl!.

%nvesting to implement and sustain change.

Communicating continuousl! and personall!.

)elling commitment to the change not communication to the

change.
Challenge D, Managing Talent

The success of organi"ations who compete with

people depends upon its abilit! to manage talent or
human capital.

Human capital describes the economic value of

emplo!ees& knowledge skills and capabilities.
Chat C+*s sa! about Human Capital

I%f !ou look at our semiconductors and melt them

down for silicon that&s a tin! fraction of the cost.
The rest is intellect and mistakes.J 1 /ordon
Moore %ntel
Chat C+*s sa! about Human Capital

I'n organi"ation&s abilit! to learn and translate that

learning into action rapidl! is the ultimate
competitive business advantage.J 1 (ack Celch
/eneral +lectric
Chat C+*s sa! about Human Capital

I)uccessful companies of the <3st centur! will be

those who do the best jobs of capturing sharing and
leveraging what their emplo!ees know.J 1 -ew $latt
Hewlett0$ackard
Human Capital and HRM

Human capital is intangible and cannot be managed

the wa! organi"ations manage jobs products and
technologies.

To build human capital in organi"ations managers

must continue to develop superior knowledge skills
and experience within their workforce.

4e!ond the need to invest in developing emplo!ees

organi"ations have to find wa!s of using the
knowledge that currentl! exists within their firms.
Robert 4uckman ;C+* 4uckman -aboratories? on Human Capital

I%f the greatest database in the compan! is housed in

the individual minds of the associates of the
organi"ation then that is where the power of the
organi"ation resides. These individual knowledge
bases are continuall! changing and adapting to the
real world in front of them. Ce have to connect these
individual knowledge bases together so that the! do
whatever the! do best in the shortest possible time.J
Challenge 7, Responding to the Market

Managers must also meet customer re#uirements

of #ualit! innovation variet! and responsiveness.

The speed and effectiveness of responding to

customer concerns re#uire organi"ations to
constantl! align its management processes with
customer needs.

Management %nnovations that have direct

implication for HR,

Total Kualit! Management

Reengineering
Total Kualit! Management and HRM

Total Kualit! Management is a set of principles and

practices where core ideas include understanding
customer needs doing things right the first time and
striving for continuous improvement.

TKM techni#ues were developed b! Dr. C. +dward

Deming
Deming&s 3D $oints on TKM
3. Create constanc! of purpose for improving products and services.
<. 'dopt the new philosoph!.
=. Cease dependence on inspection to achieve #ualit!.
D. +nd the practice of awarding business on price alone6 instead
minimi"e total cost b! working with a single supplier.
7. %mprove constantl! and forever ever! process for planning
production and service.
9. %nstitute training on the job.
:. 'dopt and institute leadership.
Deming&s 3D $oints on TKM
B. Drive out fear.
>. 4reak down barriers between staff areas.
38. +liminate slogans exhortations and targets for the workforce.
33. +liminate numerical #uotas for the workforce and numerical
goals for management.
3<. Remove barriers that rob people of pride of workmanship and
eliminate the annual rating or merit s!stem.
3=. %nstitute a vigorous program of education and self0improvement
for ever!one.
3D. $ut ever!bod! in the compan! to work accomplishing the
transformation.
Reengineering and HRM

Reengineering is defined as the fundamental

rethinking and radical redesign of business processes
to achieve dramatic improvements in cost #ualit!
services and speed.

Reengineering re#uires that management create an

environment for change.

Reengineering efforts depend on effective leadership

and communication processes.

Reengineering re#uires that administrative s!stems be

reviewed and modified.
Challenge 9, Containing Costs

Companies toda! are facing sharpl! rising costs.

There is extreme pressure to improve productivit! in

order to maximi"e efficienc! and keep prices
competitive.

-ike other managers human resource managers are

under pressure to show top management the financial
results of their department.

5irms are taking man! approaches to lowering labor0

related cost including actions such downsi"ing
outsourcing offshoring and emplo!ee leasing.
Downsi"ing

Downsi"ing is the planned elimination of jobs.

Downsi"ing is no longer regarded a fix when times

are tough.

%t has become a tool continuall! used b! companies

to adjust to changes in technolog! globali"ation and
the firm&s business direction.

Chile some companies improve efficienc! with

la!offs others have remained and established a
polic! of Ino la!offsJ.
Costs 'ssociated with -a!offs,

)everance and retiring costs.

'ccrued vacation and sick da! pa!outs.

$ension and benefit pa!offs.

$otential lawsuits from aggrieved workers.

-oss of institutional memor! and trust in

management.

-ack of staffers when econom! rebounds.

)urvivors who are risk averse paranoid and political

4enefits from a I2o -a!offsJ $olic!

' fiercel! lo!al more productive workforce.

Higher customer satisfaction.

Readiness to snap back with the econom!.

' recruiting edge.

Corkers who are not afraid to innovate knowing

their jobs are safe.
*utsourcing *ffshoring and +mplo!ee -easing

*ver the !ears emplo!ment relationship between companies

and emplo!ers has shifted from relationship0based to
transactions0based.

The internet has created a workforce that is constantl! scanning

for new opportunities.

More people are choosing to work on a freelance or contract

basis or to work part0time especiall! women and senior
citi"ens.

Remedies used b! companies include outsourcing offshoring

and emplo!ee leasing.

*utsourcing 1 hiring someone outside the compan! to perform

business processes that could be done within a firm.

*ffshoring ;global sourcing? involves shifting work

to overseas locations.

Costs associated with offshoring include finding

foreign vendors productivit! loss during transition
domestic la!off costs language difficulties
international regulator! challenges and political and
economic instabilit! that can threaten operations.

To minimi"e problems line and HR managers have

to work together with the firm&s other functional
groups to define and communicate transition plans
minimi"e the number of unknowns and help
emplo!ees identif! their emplo!ment options.

+mplo!ee leasing 0 is a contractual arrangement in

which the leasing compan! also known as a
professional emplo!er organi"ation ;$+*? is the
official emplo!er.

' $+* takes 1 t!picall! a larger compan! 1 takes

over the management of a smaller compan!&s HR
tasks and becomes a coemplo!er to its emplo!ees.

The value of emplo!ee leasing lies in the fact that

an organi"ation can essentiall! maintain its work
relationships with its emplo!ees but shift some
emplo!ment costs to the $+* in return for a fee.
Demographic and +mplo!ee Concerns

Demographic Changes

Diversit!.immigration challenge

'ge distribution of the workforce

/ender distribution of the workforce

+ducation of the workforce

Cultural Changes

+mplo!ee rights

Concern for privac!

Changing attitudes towards work

4alancing work and famil!

Responsibilities of the HR Manager

'dvice and Counsel

)ervice

$olic! 5ormulation and %mplementation

+mplo!ee 'dvocac!

)trategic $artner

Change Champion

Harness the 4enefits of Technolog!

Competencies of the HR Manager

4usiness Master! 1 HR professionals need to know the

economic and financial capabilities of their
organi"ation.

HR Master! 1 HRs should develop expert knowledge

in the areas of staffing development appraisals
rewards team building and communication.

Change Master! 1 HR professionals have to be able to

manage change processes.

$ersonal Credibilit! 1 HR professionals must establish

personal credibilit! in the e!es of their internal and
external customers.
4usiness
Master!
HR
Master!
$ersonal
Credibilit!
Change
Master!
HR Competencies b! 'rthur Foung
HR Competencies b! R. /rossman
Credible
'ctivist
Cultural
)teward
Talent
Manager.
*rgani"ational
Designer
)trategic
'rchitect
4usiness 'll!
*perational
+xecutor
References

'teneo de Manila @niversit! $ress. ;<88>?. Human Resource Development: The

Philippine !perience" Manila, 'teneo de Manila @niversit! $ress.

Diamante M. ;<88:?. Human Resource #ana$ement: %ocal and &lo'al

Perpspectives" Kue"on Cit!, C L + $ublishing.

Henderson %. ;<833?. Human Resource #ana$ement for #(A )tudents" @nited

Aingdom, C%$D.

Milkovich /. T. L 2ewman (. M. ;<88<?. Compensation* +th dition" 2ew Fork

Cit!, Mc/raw0Hill.

2oe R. +. Hollenbeck (. R. /erhart 4. L Cright $. M. ;<838?. Human Resource

#ana$ement* &ainin$ a Competitive Advanta$e" 2ew Fork Cit!, Mc/raw0
Hill.%rwin.

$a!os R. $. ;<838?. Human Resource #ana$ement: ,rom the Practitioner-s Point

of .ie/" Manila, Rex 4ook )tore.

$rice '. ;<88:?. Human Resource #ana$ement in the (usiness Conte!t" -ondon,
Thompson -earning.

)nell ). L 4ohlander /. ;<833?. Human Resource #ana$ement Principles" $asig

Cit!, Cengage -earning 'sia $te -td ;$hilippine 4ranch?.