PPM-Midterm-Reviewer

Revolutionary Congress

A congress that took place in Malolos, Bulacan on September 15, 1898.

First Philippine Republic

The republic established on January 23, 1899, through Republic Act 11014, signed by Former President Rodrigo Duterte.

Emilio Jacinto

Known as the "Utak ng Katipunan" or the Brain of the Katipunan, a Filipino revolutionary and writer.

Apolinario Mabini

Known as the "Utak ng Rebolusyon" or the Brain of the Revolution, a Filipino revolutionary and statesman.

Malolos Constitution

The constitution established in 1899 during the presidency of Emilio Aguinaldo.

1935 Constitution

The constitution established in 1935 during the presidency of Manuel L. Quezon.

1973 Constitution

The constitution established in 1973 during the presidency of Ferdinand E. Marcos Sr.

1987 Constitution

The constitution established in 1987 during the presidency of Corazon C. Aquino.

Preamble

The introductory statement of the constitution that outlines the goals and aspirations of the Filipino people.

Article I

National Territory:The article of the constitution that defines the national territory of the Philippines.

Article II

Declaration of State Policies and Principles:The article of the constitution that outlines the principles and policies that guide the state.

Article III

Bill of Rights:The article of the constitution that enumerates the fundamental rights and freedoms of the Filipino people.

Article IV

Citizenship:The article of the constitution that defines the qualifications and rights of Filipino citizens.

Article V

Suffrage:The article of the constitution that deals with the right to vote and the electoral process.

Article VI

Legislative Department:The article of the constitution that establishes the legislative branch of government.

Article VII

Executive Department:The article of the constitution that establishes the executive branch of government.

Article VIII

Judicial Department:The article of the constitution that establishes the judicial branch of government.

Article IX

Constitutional Commissions:The article of the constitution that establishes the independent constitutional commissions.

Article X

Local Government:The article of the constitution that defines the structure and powers of local government units.

Article XI

Accountability of Public Officers:The article of the constitution that sets standards for the accountability of public officials.

Article XII

National Economy and Patrimony:The article of the constitution that outlines the principles and policies for the national economy and the protection of natural resources.

Article XIII

Social Justice and Human Rights:The article of the constitution that promotes social justice and protects human rights.

Article XIV

Education, Science and Technology, Arts, Culture and Sports:The article of the constitution that addresses the promotion and development of education, science, technology, arts, culture, and sports.

Article XV

The Family:The article of the constitution that protects and upholds the institution of the family.

Article XVI

General Provisions:The article of the constitution that contains general provisions and miscellaneous provisions.

Article XVII

Amendments or Revisions:The article of the constitution that outlines the process for amending or revising the constitution.

Article XVIII

Transitory Provisions:The article of the constitution that contains provisions for the transition from the previous constitution to the current one.

Personnel Management

The planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resources to achieve organizational objectives.

HRM (Human Resource Management)

A strategic and holistic approach to managing human resources that focuses on aligning organizational goals with the needs and aspirations of employees.

Manpower Planning

The process of determining the personnel requirements and programs of an organization.

Recruitment

The process of attracting and selecting qualified individuals to fill job vacancies.

Selection

The process of choosing the most suitable candidate for a job position.

Training and Development

Activities aimed at enhancing the skills and knowledge of employees for better job performance.

Compensation

The process of determining and administering wages, salaries, and benefits for employees.

Integration

The process of reconciling individual and organizational interests within the workforce.

Maintenance

Sustaining and improving the working conditions and well-being of employees.

Personnel Manager

A person responsible for managing personnel records, insurance benefits administration, unemployment compensation administration, and personnel research.

Changing Mix of the Workforce

The shift in the composition of the workforce in terms of demographics, skills, and attitudes.

Changing Personal Values of the Workforce

The evolving values and beliefs of employees that impact their behavior and expectations in the workplace.

Changing expectations of Citizen-Employee

The changing expectations of employees as citizens, including their desire for work-life balance, job security, and fair treatment.

Changing levels of productivity

The changing levels of output and efficiency in the workplace.

Changing demands of Government

The evolving needs and requirements of government organizations in terms of specialized functions, decision-making processes, and citizen engagement.

Mechanical Approach/Commodity Strategy

An approach to personnel management that treats employees as replaceable commodities.

Paternalism/Protective Approach

An approach to personnel management that emphasizes the protection and welfare of employees.

Social System/Social Approach

An approach to personnel management that recognizes the social dynamics and relationships within the organization.

Organizing the Personnel Unit

Creating a structure of duties and functions within the personnel department to achieve organizational objectives.

Planning the Personnel Program

Determining the actions, programs, and policies related to managing the workforce in advance.

Problem definition

The first step in decision making is to identify and clearly define the problem or issue that requires a decision.

Alternative solutions

Once the problem is defined, the next step is to generate a list of possible solutions or courses of action.

Fact analysis

In order to make an informed decision, it is important to gather relevant information and analyze the facts related to the problem.

Decision making

After analyzing the facts and considering the different alternatives, a decision must be made.

Enriched jobs

Designing job roles that are fulfilling and meaningful for employees, providing them with opportunities for growth and development.

Ease of implementation

Considering how easily programs and policies can be implemented within the organization, taking into account factors such as resources, infrastructure, and organizational culture.

Projected economic benefits

Assessing the potential economic benefits that programs and policies can bring to the organization, such as increased productivity, cost savings, and improved financial performance.

Economic risks

Examining the potential economic risks that may arise from implementing programs and policies, such as increased costs, reduced profitability, or negative impact on the organization's financial stability.

Controlling

The last stage in management where actual performance is compared with plans and corrective action is taken when results deviate from plans.

Personnel audit

A systematic survey and analysis of all operative functions of personnel, with a summarized statement of findings and recommendations for correction of deficiencies.

Human resource accounting

The evaluation of how long it would take and how much it would cost to replace all the human resources in an organization in the event of a major catastrophe.

Personnel management

Aims to achieve the objectives of the company, the personnel at all levels, and the community by planning, organizing, directing, and controlling various operative functions related to the procurement, development, maintenance, and utilization of a labor force.

Nature of personnel management

Can be applied universally in every type of organization and requires continuous application and awareness of human relations.

Areas of personnel management application

Maintenance, development, procurement, planning, and controlling.

Difference between HRM and personnel management

Scope, hours of work, place of work, types of service/function, goals, technology, strategies, philosophy, and department staff.

Level Reporting

Personnel management reports to lower-level line managers, while HRM reports to higher-level general managers or chief executive officers.

Personnel Management

Refers to the set of activities concerning the workforce in an organization, including staffing, payroll, contractual obligations, and other administrative tasks.

Dominant Orientation

The dominant orientation of an organization greatly influences its climate, whether it is to adhere to established rules and regulations or to produce excellence.

Inter-personal Relationships

The way informal groups are formed and operated within an organization reflects the quality of inter-personal relationships.

Conflict Management

Effective management of inter-group and intra-group conflicts is crucial for a cooperative climate.

Communication

A proper communication system allows subordinates to express their ideas, suggestions, and reactions.

Rewards and Punishment

The reward system in an organization plays an important role in shaping its climate.

Organizational Structure

The structure of an organization serves as the basis for inter-personal relations.

Personnel Function

Refers to the functions of personnel management, including planning, organizing, directing, controlling, procurement, development, compensation, integration, and maintenance.

Personnel Manager

Plays a crucial role in the organization, providing assistance to top management in framing personnel policies and acting as a staff specialist, advisor, counselor, mediator, and spokesman for the organization.

Modern Personnel Management

Faces various challenges, including managing a diverse workforce, ensuring employee motivation and engagement, adapting to technological advancements, and complying with legal and ethical requirements.

Approaches to Personnel Management

Includes a social approach that emphasizes treating employees with dignity and respect, and a strategic approach that aligns personnel management with the overall goals and objectives of the organization.

Organizing the Personnel Unit

Involves creating a structure of duties and functions to achieve the objectives of the enterprise.

Planning the Personnel Program

Involves determining the personnel requirements, programs, policies, procedures, and methods.

Public Personnel Management (PPM)

Refers to the administration of specific employee-related functions in a government agency, such as hiring, training, and disciplinary actions.

Human Resource Management (HRM)

Takes a more encompassing view of personnel functions, considering them as interrelated and focusing on the growth and development of individual employees.

Difference between PPM and HRM

PPM focuses on specific employee-related functions, while HRM takes a holistic view and considers all personnel functions as interconnected.

Recruitment and Selection

A crucial aspect of HRM, involving sourcing, screening, shortlisting, and selecting the right candidates for vacant positions in an organization.

Compensation Analysis

An important function in HRM, involving analyzing and determining the appropriate compensation for employees based on their performance and productivity.

Qualifications and expertise

The skills and knowledge that a person possesses in a particular field.

Benefits Administration

The process of managing and updating employee benefits, such as healthcare and retirement plans.

Organizational Climate

The perception and experience of the work environment by employees.

Organizational Culture

The values and norms that have developed within a company over time.

Budgetary Support in Personnel Management

The allocation and control of financial resources for personnel-related activities.

Employee Resourcing

The recruitment, release, and management of individuals within an organization.

Human Resource Planning

The process of identifying the current and future human resource needs of an organization.

Recruitment and Selection

The process of identifying job requirements, advertising positions, and choosing the most suitable candidates.

Interview and Psychological Test

Assessment techniques used to evaluate candidates, including oral interviews and psychological tests.

Introduction to the Organization

The process of familiarizing new employees with the purpose, structure, and culture of the organization.

Release from the Organization

The processes governing the exit or separation of employees from employment.

Frederick Herzberg Motivation-Hygiene Theory

A theory that categorizes factors in the workplace as either motivators or hygiene factors, which influence job satisfaction and dissatisfaction.

Adams' Equity Theory

A theory that states individuals are motivated by fairness and will adjust their work to restore equity if they perceive an inequity.

Equity

Fairness in the distribution of rewards and treatment, which can motivate individuals.

Expectancy Theory

The theory that individuals behave in a certain way based on their expectations of the outcome and the direct relationship between their work and personal goals.

Reinforcement Theory

The theory that behavior that is reinforced tends to be repeated, while behavior that is not reinforced tends to diminish or be extinguished.

Goal Setting Theory

The theory that specific, challenging, accepted, and evaluated goals with feedback are more effective in driving performance.

Frederick Taylor

A management theorist known for his scientific management approach, which emphasizes productivity and efficiency through principles such as scientific study of work, standardization, division of labor, and cooperation between management and workers.

Henri Fayol

A management theorist known for his 14 principles of management, including division of work, authority and responsibility, discipline, unity of command, and remuneration.