PERSONNEL

MANAGEMENT
Human Resource Management (HRM)
🡪integration of all processes, programs, and systems in an organization
that ensure staff are acquired and used in an effective way
🡪effective recruitment, selection, placement, development,
maintenance and utilization of the manpower resources of an
organization
Importance:
• Establish an organization‘s sustainable competitive advantage.
• Requires fundamental change in how managers think about employees.
• Needs to consider outsourcing certain HR transactions
Human Resource Management (HRM)

Collective Bargaining
🡪process to negotiate terms and conditions of employment
🡪produces a written document called a collective
agreement
PERSONNEL PROGRAM
🡪consists of series of activities intended to carry out the personnel
policies of the organization for the purpose of realizing its objectives
🡪It covers the following:
• Employment
• Safety
• Employee relations
• Employee research and standards
• Employee services
PERSONNEL POLICY AND RECORDS
PERSONNEL POLICY
🡪statement of intention that commits the manager to a general
course of action in order to accomplish a specific purpose
🡪stated in writing and be known to employees (E.g. employee‘s
handbook)
PERSONNEL RECORDS
🡪Provides a ready references to employees such as job description,
education, experience, qualification, length of employment, job
references, written reprimands, comments and personal list
SOURCES OF LABOR
1. Internal source
🡪employees actively working in the organization
🡪When a vacancy exists, employees are transferred or promoted
2. External source
🡪 people from outside the organization who may wish to apply for the job
PERSONNEL SELECTION PROCESS
• Manager is seeking to hire an individual with the ability to be
flexible, self-motivated, and functional in a variety of work
settings
• Manager is looking for an employee whose personality and
skills best match the expectations of the institution and the job
• Employee selection process actually begins with the
development of the job description and advertisement of the
position
1. Recruitment Process
2. Selection Process
3. HR Orientation / Socialization Process
PERSONNEL SELECTION PROCESS
RECRUITMENT PROCESS
🡪generating a pool of qualified
candidates for a particular job
🡪process of locating, identifying, and
attracting capable candidates
Employee referral
🡪 provides the best source of
recruitment since the person referred
to be is already known to have good
performance by the person referring it
PERSONNEL SELECTION PROCESS
a. Posting or advertising job vacancies
• written specific enough to attract a minimum number of qualified candidates
• market the advertisement in highly visible locations for effective exposure to
possible job applicants

b. Reception of applicants either in person or writing

Cover or Application Letter
🡪provides detailed information on why are you are qualified for the job you are
applying for
🡪accompany a resume to focus attention on the applicant
PERSONNEL SELECTION PROCESS
Resume
🡪tool for a candidate to demonstrate their strengths, education and
accomplishments when seeking employment
• Candidates name ( legal)
• Contact information ( including e-mail)
• Career objective
• Educational qualifications
• Clinical experience or Military experience
• Certifications
• Professional society memberships
• Honors
• Publications/research activities/special projects
• Volunteer work
• Statement regarding references
PERSONNEL SELECTION PROCESS
c. Preliminary interview
🡪filling-up of information sheet provided by the HR for screening
purposes
d. In some cases, applicant reports to the HR manager and is
made to take employment tests
PERSONNEL SELECTION PROCESS
Selection Process
🡪mechanism that determines the overall quality of an organization‘s human
resources from the given pool of candidates that results from the recruitment
effort
a. Applicant interview
b. Investigation of applicant’s background
c. Selection form among qualified
d. Medical examination
Employment Interview
Importance:
• Check the veracity of the information
• evaluate the candidate‘s skills and personality
• provides the candidate the opportunity to disclose information
• provide the candidate an opportunity to learn about the people
Common Types of Interviews:
Non-directive
🡪has wider scope
🡪questions are open ended.
Behavioral Description
🡪involves asking about a situation you have experienced
🡪employs psychological profiling
Structured
🡪involves panel interview and it is situational
Employment Interview
The candidate may prepare for the interview by:
• Reviewing the submitted resume
• Reviewing the professional and personal goals
• Researching about the company
• Listing the accomplishments and determine why you would be
valuable to the company.
• Making a list of possible questions.
• Identifying who is conducting the interview
Employment Interview
During the interview, the candidate should:
• Be well-groomed
• Be on time or few minutes early for the interview.
• Know the exact location of the interview.
• Greet the interviewer
• Remember to wait until offered seating prior to sitting down
• Look prospective employer in the eyes when speaking.
• Answer questions completely.
• Avoid making negative comments about past employers, supervisors or coworkers.
• Act interested at all times, even if the questioning becomes difficult.
• Be honest in answering all questions.
Employment Interview
Challenges that managers may face in the hiring process
• Determining which characteristics that differentiate people are
most important to performance
• How do you measure those characteristics?
• How to evaluate applicants‘ motivation levels?
• Deciding who should make the selection decisions
Employment Interview
HR Selection Tools as Predictors of Job Performance:
• Letters of Recommendation
🡪letter in which the writer assesses the qualities, characteristics, and
capabilities of the person being recommended in terms of that
individual‘s ability to perform a particular task or function
• Application Forms
🡪screening devices to determine if a candidate satisfies minimum
job specifications, particularly for entry-level jobs
🡪asks for information regarding past jobs and present employment
status
Employment Interview
• Written Tests
🡪candidate‘s potential in a certain area
🡪valid predictors of job performance when the abilities tested are
based on a job analysis
🡪Intelligence, ability, general aptitude, interest
• Personality Tests
🡪assess traits, individual workers‘ characteristics that tend to be
consistent and enduring
Employment Interview
SOCIALIZATION or ORIENTATION PROCESS
🡪way to introduce new employees to organization
🡪familiarize new employee to job and work unit
🡪helps employee to understand values, beliefs, and acceptable behaviors
3 Phases:
• Anticipatory Phase
🡪expectation about the organization and job based on accounts provided by newspaper and
other media, word of mouth, public relations
• Encounter Phase
🡪started working and is facing the reality of the job
• Setting in Phase
🡪begins to feel like part of the organization
TRAINING AND DEVELOPMENT
TRAINING
🡪teaching, or developing in oneself or others, any skills and
knowledge that relate to specific useful competencies
🡪improving one's capability, capacity, productivity and performance
🡪professional development
🡪learning experience that seeks relatively permanent change
APPRAISAL OF JOB PERFORMANCE
PERFORMANCE MANAGEMENT
🡪integration of management practices that includes a
formal review of employee performance
🡪establishing performance standards and reviewing the
performance
🡪ensure organizational goals are being met
 COMPENSATION MANAGEMENT
🡪process of determining cost-effective pay
structure, designed to attract and retain
employees
🡪ensure that pay levels are perceived as
fair
🡪provides an incentive to work hard
Employee Benefits
🡪indirect financial rewards
🡪designed to enrich employees‘ lives
🡪retirement plan, insurance, annual and sick
leaves and free or discounted services
PROMOTION
PROMOTION
🡪advancement of an employee to better job in terms of greater responsibilities,
more prestige or “status”, greater skill and especially, increase rate of pay or salary
HABITUAL TARDINESS
🡪chronic disease of unknown etiology
🡪remissions may be attained with the following therapy:
• Dock salary for late minutes
• Re-schedule for a later starting time
• Re-assign to a different department
• When all fails, mark “improvement needed”
CORRECTIVE ACTION AND EMPLOYEE DISCIPLINE

Corrective Action
🡪provide the employee with specific goals to enhance their effectiveness and
performance within the institution
Documented facts needed in disciplinary action:
a. Specific instances of poor performance or misconduct
b. Circumstance surrounding performance or misconduct
c. Prior misconduct, if any
d. Evidence of warning that this poor performance or misconduct should not
be repeated
e. Records that definite time limit was set for improvement and follow-up
CORRECTIVE ACTION AND EMPLOYEE DISCIPLINE
• First step = verbal counseling = make the employee aware of the
situation and to open the lines of communication
• Second step = issue a verbal warning = stating the problem,
performance in question and offering resources and assistance
(process is documented)
• Third = formal written warning = states the problem, expected
improvement in performance and a timeline for re-evaluation of
performance
MOTIVATION
🡪factor that inspires a person to act
Major Theories of Motivation
• Content Motivational Theories
🡪examines the internal forces that drive the individual to specific actions
– Maslow‘s Hierarchy of needs
– Herzberg‘s Two-factor theory
– Alderfer‘s EGR Theory
– Mc Clelland Achievement Motivation

• Process Motivational Theories

🡪attempt to explain the person‘s reaction to external stimuli
– Vroom‘s Expectancy Theory
– Adam‘s Equity Theory
– Skinner‘s Reinforcement Theory
MOTIVATION
Maslow’s Hierarchy of Needs Theory
🡪Abraham H. Maslow (1970)
🡪Prioritized basic human needs into 5 categories
🡪primary needs take priority and must be satisfied before the secondary needs can be
pursued
Primary or Lower level needs:
– Physiological needs 🡪most basic biological survival needs (e.g. food, water. Shelter)
– Safety needs 🡪 physical and psychological security and stability and freedom from
deprivation, fear and threats
Secondary or Higher level needs:
– Social needs 🡪 sense of belongingness
– Esteem (ego) needs 🡪 personal respect, recognition from others
– Need for self-actualization 🡪 the highest level needs, for fulfillment and realization of
potential, both as a creative person and member of the society
MOTIVATION
Alderfer’s ERG Needs Theory:
• Existence needs
🡪 physiological needs and safety needs
• Relatedness needs
🡪 Maslow‘s social and self-esteem needs
• Growth needs
🡪 Maslow‘s self-esteem and self-actualization
***includes FRUSTRATION-REGRESSION PROCESS in which when an individual
is frustrated in satisfying higher level needs, lower level needs (regression) grow
in intensity
MOTIVATION
Herzberg’s Two Factor Theory
• Herzberg (1959)
– Hygiene factor
🡪 Maslow‘s physical and social needs
🡪prevent job dissatisfaction
– Motivators
🡪Maslow‘s growth needs
🡪stimulate employees to strive for superior performance
Mc Clelland’s Achievement Motivation
🡪David C. Mc Clelland
🡪strength of a specific motive is directly linked to the opportunities offered by the situation.
🡪Three work related needs:
– Need for achievement
– Need for power
– Need for affiliation
MOTIVATION
Vroom’s Expectancy Theory
🡪 Victor H. Vroom
🡪Effort will bring reward
Five variables involved:
a. Expectancy
🡪 belief that the effort brings performance and performance leads to rewards
b. Outcome
🡪perceived expectancy that the outcome from the effort will actually be realized
c. Instrumentality
🡪degree of faith in the belief that current efforts may make possible in achieving even larger or more long term
rewards
d. Valence
🡪value placed on the available rewards = more highly value the prize, the more motivated the individual and vice versa
e. Choices
🡪quantified model called VIE equation has been developed to demonstrate a person‘s choosing to behave in a certain
manner.
Motivation= valence X instrumentality X expectancies
MOTIVATION
Adam’s Equity Theory
🡪J. Stacy Adams
🡪Employees are motivated by the degree of equity that they perceive in their
work situation, especially compared with people in similar position
🡪Key concepts: comparison and perception
MOTIVATION
Skinner’s Reinforcement Theory
🡪B.F. Skinner
🡪People behave according to the way they are treated.
🡪Components of reinforcement Theory:
– The law of effect
🡪 people act in response to expected consequences
– Stimulus
🡪event that influence or leads to response
– Response
🡪Behavior that results from a stimulus
– Reinforcement
🡪consequence of action or response = positive or negative
🡪designed to cause the individual to avoid undesirable behavior
– Behavior modification
🡪application or practice of reinforcement theory as expressed in the law of effect
MOTIVATION
Other Motivational Theory
Life Cycle of Workers
20-30 years old
🡪time of searching and exploring work and life alternatives
30-40 years old
🡪high contentment to career advancement goals
40-45 years old
🡪period of questioning career and life choices, frequently evolves into mid-life crisis
45 – 65 years old
🡪time of increasing stability, acceptance, commitment to job, family and retirement
Application of Motivation Theories in the Workplace
Leadership
🡪managers control the assets and operations of the organization from which workers
receive their pay and other benefit programs
Job satisfaction
🡪degree to which employees feel their jobs meet their needs and wants
Goal setting
🡪manager and employee come to an agreement about what to expect from each other
Pay
• Material pay
🡪tangible or monetary part, holidays, insurance, fringe benefits. Takes care of the lower level needs
• Psychic Pay
🡪consists of intrinsic rewards that give us good feeling about ourselves and our work. Takes care of the
higher level of needs