HUMAN RESOURCE

MANAGEMENT
 OUTLINE
• Human Resource Management
• Staffing the Organization
– Job Analysis
– Recruitment
– Selecting Employees
– Orientation
• Employee Performance
– Training and Development
– Reward Management
– People Motivation
– Performance Management
• Constitutional & Legal Framework
 HUMAN RESOURCE MANAGEMENT
(HRM)
• Is the effective use of an organization’s human
resources to improve its performance.
• The strategic and coherent approach to the
management of an organization's most valued
assets – the people.
• The productive use of people in achieving the
organization’s strategic business objectives
and the satisfaction of the individual.
 HUMAN RESOURCE
- refers to HUMAN CAPITAL
- The HRM process consists of planning,
attracting, developing, and retaining the
human resources (employees) of an
organization.
 Three major responsibility of HR
Department
• Transactional Work – which is administrative
work on individuals, like payroll and
administering employee benefits, like insurance
and retirement plans.
• Tactical Work – involves developing solution that
benefit employee work groups, like resolving
employee performance issues or work-group
conflict
• Strategic Work – benefits the entire organization
by aligning services that are linked to long term
goals
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Safety and
Health

Ensuring the
safety, health
and welfare of
the people
HUMAN RESOURCE MANAGEMENT
(HRM)
 Functions of Human Resource
Department
• Recruitment, selection and placement
• Training and development
• Performance evaluation and management
• Promotions
• Industrial and Employee Relations
• Record keeping of all personal data
• Compensation, retirement, incentive programs
• Confidential advice to internal ‘customers’ in
relation to problems at work
• Career development
 STAFFING
GETTING THE RIGHT PEOPLE FOR THE RIGHT JOB
1. Human Resource Planning
2. Recruitment
3. Selection
4. Orientation
Workforce Planning
• A process in which organization attempts to
estimate the demand for labor and evaluate
the size, nature and sources of the supply
which will be required to meet the demand.
• Getting the right number of people with the
right competencies in the right jobs at the
right time.
Practical Benefits of Workforce Planning- refer
to direct and substantive effects of workforce
planning.
• Ensure replacements are available to fill
important vacancies.
• Provides realistic staffing projections for
budgeting purposes.
• Provide a rationale for linking expenditures for
training and retraining, development, career
counseling and recruitment efforts.
• Help prepare for restructuring, reducing and
expanding the workforce.
 JOB ANALYSIS
• Is a systematic procedure for getting
information about the current or proposed
duties and requirements of a position in order
to determine the most appropriate
classification.
• A process used to collect information about
the duties, responsibilities, accountabilities
necessary skills, outcomes, and work
environment of a particular job.
 JOB ANALYSIS METHODS
1. Observation Method – a job analysis technique in which
data are gathered by watching the employees work.
2. Individual Interview Method – meeting with an employee
to determine what his or her job entails.
3. Group Interview Method – meeting with a number of
employees to collectively determine what their job
entails.
4. Structured Questionnaire Method – a specifically
designed questionnaire on which employees rate tasks
they perform in their jobs.
5. Technical Conference Method – a job analysis technique
that involves extensive input from the employee’s
supervisor.
6. Diary Method – a job analysis method requiring job
incumbents to record their daily activities.
JOB ANALYSIS
 JOB ANALYSIS OUTCOMES
1. Job Description – a statement indicating what a
job entails. Contain a list of tasks, duties, and
responsibilities (TDR).
– It often includes:
• Job Title – usually describes the job and hints at the nature
and duties of the job.
• Job Identification – includes the department location of the
job, who the person reports to, a job identification code,
which is sometimes the Occupational Information Network
(O*NET), and the date the description was last revised.
• Job Duties or Essential Functions – lists of duties in order of
importance.
 JOB ANALYSIS OUTCOMES
2. Job Specifications - statements indicating the
minimal acceptable qualifications incumbents
must possess to successfully perform the
essential elements of the jobs.
- it explains the personal qualifications
necessary to perform the duties including
specific skills, education, certification, and
physical abilities.
Example of Job Description
Example of Job Description
The Multifaceted Nature of the
JOB ANALYSIS
 JOB EVALUATION
• is a systematic way of determining the
value/worth of a job in relation to other jobs in
an organization.
• It tries to make a systematic comparison between
jobs to assess their relative worth for the purpose
of establishing a rational pay structure.
• The assessment of the relative worth of varied
jobs on the basis of a consistent set of job and
personal factors such as qualifications and skills
required.
 JOB EVALUATION
• Specifies the relative value of each job in the
organization.
• A tool used to evaluate the worth of each job
in the organization and in today’s labor
market.
 BASIC METHODS OF JOB EVALUATION
1. Ranking Method – the simplest method
wherein jobs are arranged from highest to
lowest, in order of their value or merit to the
organization.
Ex.: Rank Monthly Salary
1. Accountant P25,000.00
2. Accounting Clerk P19,000.00
3. Purchasing Assistant P17,000.00
4. Secretary P15,000.00
5. Clerk-Typist P12,000.00
6. Utility Man P10,000.00
 BASIC METHODS OF JOB EVALUATION
2. Classification Method – a predetermined
number of job groups or job classes are
established and jobs are assigned to these
classes. Ex: (next slide)
 Classification Method
• Class 1 – Executives
– Further classified under this category may be the
General Manager, Asst. Gen. Manager, Plant Manager,
Department Supervisor, and the like.
• Class 2 – Skilled Workers
– May come the Purchasing Assistant, Cashier,
Secretary, Warehouse Clerk, Clerk/Typist, among
others.
• Class 3 – Semi-skilled Workers
– Steno-typists, Machine operator, Switchboard
operator, Filing clerk, Messenger, Utility man, among
others.
BASIC METHODS OF JOB EVALUATION
3. Factor Comparison Method - A complex
method, but is consistent and appreciable.
Jobs are ranked according to series of factors
that includes mental effort, physical effort,
skill needed, supervisory responsibility,
working conditions and other relevant factors
(e.g. know-how, problem-solving abilities, and
accountability)
BASIC METHODS OF JOB EVALUATION
4. Point Method - The most widely used method
wherein points are assigned to each factor
after prioritizing each factor in the order of
importance.
• The points are summed up to determine the
wage rate for the job.
 POINT METHOD
• The factors employed in point systems are:
– Skill (education and training, problem-solving
skills, creative thinking and judgment)
– Responsibility/Accountability (complexity of
work, number and nature of subordinate staff)
– Effort (mental and physical demands of the job
and degree of potential stress)
 JOB DESIGN
• Refers to the way that the position and the
tasks within that position are organized,
including how and when the tasks are done
and any factors that affect the work such as in
what order the tasks are completed and the
conditions under which the tasks are
completed.
 JOB ENRICHMENT
• Expanding job content to create more
opportunities for job satisfaction.
• One way of motivating employees accdg. To
Frederick Herzberg.
 RECRUITMENT
• Discovering potential applicants for actual or
anticipated organizational vacancies. It involves
seeking viable job candidates.
• Recruiters essentially promote the organization to
prospective applicants.
• Activities include participating in job fairs, visiting
college campuses and developing community or
industry contacts.
 RECRUITMENT
• The first goal of recruiting is to communicate the
position in such a way that qualified job seekers
respond. Because the more applications received,
the better recruiter’s chances for finding an
individual who is best suited to the job
requirements.
• However, the recruiter must provide enough
information about the job so that unqualified
applicants can select themselves out of job
candidacy
 RECRUITING SOURCES
• INTERNAL SEARCH – current employees who
have bid for the job, been identified through
the organization’s human resource
management system, or even been referred
by fellow employees.
 Advantage of Internal Search
• Promotes good public relations
• Builds morale
• Encourage individuals who are qualified and
ambitious
• Improves the probability of a good selection
because information on the individual’s
performance is readily available
• Is less costly than going outside to recruit
 Advantage of Internal Search
• Helps with recruiting entry-level workers
• Reduces orientation and training costs
• When carefully planned, can also act as a
training device for developing middle and top-
level managers
 Disadvantages of Internal Search
• Promoting from within an organization creates
problems if the organization uses less
qualified internal candidates only because
they are there, when excellent candidates are
available on the outside.
• Generate infighting among rival candidates for
promotion and decrease morale level of those
not selected.
• Internal sources may not promote a diversity
of people or ideas.
 RECRUITING SOURCES
• EMPLOYEE REFERRALS OR RECOMMENDATIONS
- Recommendation from current employee
- Receive more accurate information about their
potential jobs
- Employee referrals are an excellent means of locating
potential employees in those “Hard to fill positions”
 RECRUITING SOURCES
• EXTERNAL SEARCH – organizations open
up recruiting efforts to the external
community.
1. Advertisements
– most popular methods used when an
organization wishes to tell the public it has
a vacancy.
 External Search
• Advertisements
- is a paid announcement in a newspaper or
other medium about job vacancy. The
advertisement is part of wider recruitment
process designed to attract suitable qualified
candidates for a job.
- The job analysis process is the basic source for
advertisement information. The ad focuses on
descriptive elements of the job (job
description).
Example of Job Advertisement
 EXTERNAL SEARCH
2. Employment Agency - Companies,
which attempt to match the employment
needs of an employer with a worker having
required skill set and interest.
3. School, Colleges and Universities –
educational institutions at all levels offer
opportunities for recruiting recent
graduates.
 EXTERNAL SEARCH
4. Job Fairs – often held on or near
college campuses or mall.
5. Online Recruiting – most companies
both large and small companies, use
the internet to recruit new employees
by adding career sections to their
websites.
 Selection Process
• The process of interviewing and evaluating
candidates for a specific job and selecting an
individual for employment based on certain
criteria.
• Selection activities follow a standard of
pattern, beginning with an initial screening
interview and concluding with the final
employment decision.
 Selection Process
• Initial Screening – the second step in the
selection process, it consists of two-step
procedure 1. screening inquiries 2. screening
interviews.

• Application Forms – application forms

includes the applicant’s contact information,
education, experience, skills,
accomplishments and references.
 Selection Process

• Pre-employment Testing
- it is an objective and standardized way of
gathering data on candidates during the
hiring process.
- They are an efficient and reliable means of
gaining insights into the capabilities and
traits of prospective employees.
 Selection Process
Interviews
– applicant who pass the initial screening,
application form and required test typically receive
a comprehensive interview.

- the interview is designed to probe areas not easily

addressed by the application form or tests, such as
assessing a candidate’s motivation, values, ability to
work under pressure, attitude and ability.

- Hire for attitude, train for skills

 Selection Process
• Background investigation – background
investigations or reference checks are intended to
verify the information on the application form is
correct and accurate.

• Medical and Physical Exam – physical exams can

only be used as a selection device to screen out
individuals who are unable to physically comply
with the requirements of a job.
 Selection Process
• Job Offer – individuals who perform
successfully in the preceding steps are now
considered eligible to receive the employment
offer.
 Socialization
• Socialization frequently called “onboarding”
refers to the process of helping employees
adapt to a new job and new organizational
culture
 Socialization Process

• Pre-arrival Stage
- Recognizes that individuals arrive in
an organization with a set of
organizational values, attitudes and
expectations.
 Socialization Process
• Encounter Stage
- The socialization stage where
individuals confront the possible
dichotomy between their
organizational expectations and
reality.
 Socialization Process
• Metamorphosis Stage
- The socialization stage during which the
new employee must work out
inconsistencies discovered during the
encounter stage.
 The purpose of New-Employee
Orientation
• Learning the Organization’s Culture
- Organization culture the system of
sharing meaning within the organization
that determines how employees act.
 Employee Handbook

• A booklet describing important aspects of

employment an employee needs to know
• It serves both employee and employer.
• The handbook gives employees an
opportunity to learn about the company and
what benefits it provides and understand the
information at their own pace.