HUMAN RESOURCE MANAGEMENT

Human resource management

aims not only to maintain harmonious relationships between employees and management but also in supporting organizational goals and individual employee aspirations (Andres, 1991). 

planning and recruitment, training and development, motivation and maintenance

functions of human resource management

human resource planning

must precede all human resource management functions. Before recruitment; for example, the human resource manager should assess if there is really a need for getting additional people.

 1. assessing the current status of the organization's resources - this i s done b y means o f human resource inventory and job analysis

2 . reviewing the organization, its objectives, and revenue projections

3. human resource forecasting o r determining the demand for human resources based o n the

projections

4. assessing and forecasting internal and external supply sources

5. matching the forecast or future demands and supply

FIVE STEPS OF HUMAN RESOURCE PLANNING

staffing

the managerial function of matching requirements o f tasks to be performed with skills available through the use of effective hiring, placement, promotion, transfer, job design, training, supervision, decision-making, performance evaluation, and discipline.

integrated staffing

an orderly plan for moving people into, through, and eventually out of the organization.

management of human resources

• presents distinct problems which can be solved by persons who understand human nature, have respect for the personalities of others, and have an appreciation of the labor requirements and employment opportunities of the company.

• the person in charge o f human resource management should respect the following rights:

recruitment

• he process of seeking a well-qualified individual for a position. It starts with the announcement of vacancies which may be formal (ads in the newspapers,posted in bulletin boards) or informal (word-of-mouth).

placements of advertisements

(newspaper ads, referrals, walk-in applicants, job fairs in

colleges and universities and even i n malls, professional organizations)

administering employment tests

(i.c., intelligence tests, personality tests, skills tests and aptitude and ability test)

background checking

the act of obtaining information on the applicant's performance, attitude, etc. in his past job by interviewing his previous employers

interviewing process

consists o f structured and non-structured questionnaires and the use of open-ended questions; also conducted on a one-on-one basis or by means of panel interviews.

JOB MATCHING

entails matching the qualifications of the applicant with the job

FINAL EVALUATION

act of evaluating the data gathered from the above steps in order to decide who among the applicants will be chosen for the job

CENTRALIZED AND DECENTRALIZED

2 SETS OF RECRUITMENT

CENTRALIZED

• when a person or unit in the organization takes charge of the recruitment, selection, hiring, and placement. is 

DECENTRALIZED

• when certain steps are done by an outside agency based o n the vacancies and qualification requirements specified by the organization.

SELECTION/SCREENING

the process of choosing the best applicant for the job

HIRING

making a formal offer  of a job

PLACEMENT

The process o f hiring the applicant for the job

TRANSFER

• movement of employees between positions of similar pay and responsibility.

PROMOTION

• movement of an employee into a position of less responsibility, usually accompanied by increased compensation.

DEMOTION

• movement o f a n employee into a position o f less responsibility, usually accompanied by a decrease in compensation.

SEPERATION

•  loss o f an employee through layoff, termination, retirement, or resignation.

DISCHARGE

Separation for performance-related reasons; the employee may be fired or terminated.

POLICIES

 are general intents or plans i n the management of human resources.

RULES AND REGULATIONS

are more specific statements of desired behavior or action of a person. These are laws with attached penalties for those who fail to perform the desired behavior.

PROCEDURES

answer the what, who, where, how, and when of a job. 

PRACTICES

are what are commonly Done although they are not embodied either in the policy statements o r in rules and regulations. An example of a practice is the grace period given when reporting for work (i.e., a person is allowed to come 10 minutes after her/his official time without penalty.

TRAINING

a carefully planned and handled effort of management to impart "know-how" and develop or modify certain phases of an individual's attention, skills, discipline, behavior or knowledge to make him either more effective on his present job or better qualified for another job. 

DEVELOPMENT

efers to the enhancement of a person's knowledge, skills, attitude, and also includes career progression.

PRODUCTIVITY

OBJECTIVES OF TRAINING

PRODUCTIVITY

 to make the employee improve or increase his skills to knowledge

Effectiveness on the present job

to make the employee improve or increase his skills o r

knowledge

Qualifications for a better job

 to prepare him for another job that is either more difficult or higher in category in order to overcome obsolescence or inbreeding arising from the policy of promotion from within

MORALE BOOSTER

to improve the employee's attitude toward his job, his fellow workers, his superiors, and the firm as a whole

 Orientation or introduction o f new employees

this is given to new employees to acquaint them with their new work environment—the things they are to do, the tools and machines with which they will do things, and the people with whom they are to work.

OJT

either in technical or non-technical areas, makes the worker acquire skills and techniques o r learn new processes and methods b y doing the job himself with directions, instructions, and demonstration from the instructor or supervisor.

SUPERVISORY TRAINING

it equips the supervisor with the needed skill to better perform his duties in planning, directing, and managing the work of others and to improve the performance of his workers.

APPRENTICESHIP TRAINING

practical training on the job, which requires more than three months, supplemented by related theoretical instruction.

TRAVEL OR OBSERVATION

hours sponsored by the company or o n the employee's own initiative

SPECIAL SEMINARS OR WORKSHOPS

 in different subject areas

STUDY GRANTS SPONSORED

by either the company or some other organization

Study abroad on employee's own initiative

some firms allow their employees leave for absence without pay to enable them to study abroad

training within industry

 a program of training workers to meet their manpower needs. basic courses are supplemented b y training facilities i n schools, colleges, universities , and management training organizations

vestibule training

it is organized t o give rapid training to employees who are about t o be assigned to special machines and operations.

learner in industry

learners are persons hired as trainees in semi-skilled and other industrial operations which are non-apprenticeable and which may be returned through practical training on the job in a relatively short period of time which shall not exceed three months.

correspondence training

 this has been availed but many employees t o increase their knowledge and training while on the job. They learn while they earn.

 Training Needs  Analysis (TNA).

•  is done to determine the who, what, how, and why in the Implementation of a training

ORGANIZATIONAL PLANS

looking into projected changes in mission, structure, personnel or procedures

EMPLOYEE RECORDS

 looking into turn-over rates, absenteeism, sick leave records, tardiness accidents, grievances, and the composition of the workforce

WORKFLOW

looking into production bottlenecks, fluctuations in productions, backlogs, records  of high costs, wastes, excessive errors

PRE-TRAINING

this involves the evaluation o f contexts and inputs.

* Context evaluation determines if training needs are answered.

* Input evaluation evaluates inputs from the speakers, effects of resources and schedules

and many others.

DURING AND POST TRAINING

 this involves evaluation of reaction, learning, and outcome

REACTION EVALUATION

 aims to gauge how the trainees feel about the conduct of the training program during and immediately after the training.

LEARNING EVALUATION

determines t o what extent have the trainees learned new Information or skills.

outcome evaluation

determines changes in the behavior of the trainees as a result of the training program. It also determines results in terms of profits, sales, and product and service quality.

performance includes job

related attributes, behaviors and outcomes, and level of absenteeism to discover the level of employees' performance during a certain period. Job analysis can be used as a basis for evaluation

performance appraisal

 is the process of assessing how well a person performs his/her job against set standards or performance standards within a given period of time.

performance requirement

describes the quality, quantity, timelessness, and the manner of performance necessary to accomplish a job satisfactorily. They must be put in writing or established orally. 

annual review

 (also called performance review) - a regularly scheduled evaluation of predetermined goals, objectives, and performance of tasks. 

rating scale method

this examines each trait or characteristic of a job (e.g., knowledge of work, initiative, application, quality, volume) and rates it on a scale, based on performance standards defined by the company. “

Behaviorally Anchored Rating Scales (BARS)

it defines specific behaviors at different points on the scale. This helps raters define where an individual fits on the scale.

essay method

the evaluator writes a statement describing the employee's strengths, weaknesses, and unique qualities.

self assessment

his shifts the emphasis from appraisal to self-analysis and from focus on past performance to focus on the future (goal setting). The management by objectives (MBO) system uses this type of self-assessment for evaluation.

global rating

his is a single rating of overall job performance. ——( a grade or single score) provides little information that will help an employee identify specific areas for improvement

profit center

performance is measured by the numerical difference between the revenues and expenditures for which the manager of the center (organizational unit is résponsible.

validity of ratings

ratings are valid if they are accurate measures of the employee's performance.

reliability of ratings

ratings may be considered reliable if they are consistent. They are consistent if the individual employee in a group receives essentially the same ratings

halo/horn

the tendency o f the rater to allow one or two favorable or unfavorable trait/s of the employee's performance o r incident/s to influence his ratings on the other traits, factors, or incidents.

logical error

 this is similar t o the Halo/Horn Effect such that if the rater finds a ratee's performance in one trait a s either outstanding or poor, he feels that it is logical for him t o rate the employee also outstanding or poor, as the case may be, in other traits.

leniency

the rater rates the ratee high in order to displease the latter or the rater's belief that too many poor ratings in his department may be construed as a reflection of his poor management style or supervision.

severity

a rater is overstrict with the appraisal of a rate and consistently rates the latter lower than the normal or average. Rater becomes overly harsh in rating performance qualities.

central tendency

the rater plays "safe" by providing a rating of average o r around the midpoint for all performance standards

morale

 a mental attitude or a state of mind manifested b y the manner in which the employee reacts to his job, working conditions,

motivation

is  that which causes, channels, and sustains human behavior. — is the internal force that urges an individual to want or to act. 

role perception

s the understanding of the aspects of behavior that are necessary to achieve excellent performance.

performance level

is described as the interplay between motivation, ability, and role perception

Maslow's Hierarchy of Human Needs

- it is based on the premise that human needs depend on what one already has, and only unsatisfied needs influence behavior.

safety and security needs, physiological needs, affection and social activity need, esteem and status needs, self realization needs

maslows 5 needs

McClelland's Achievement Motivation Theory

 people with a high need for achievement have the following characteristics of interest to managers:

Hezberg's Theory of Motivational Factors

job satisfaction and motivation come from giving workers increasingly greater responsibility, autonomy, and feedback on job performance. Key concepts are ability for growth in the job, keeping abreast of the organization, recognition o f achievement, and participation in group meetings.

 Hezberg's Maintenance (Hygiene) Factors

a two-factor theory which states that workers are more likely to be satisfied with marginal factors if motivational factors are high.

Motivation Through Fear Theory

this theory uses coercion, threats, and punishment. Also known

carrot and Stick Method

 this theory employs a combination of fear with incentives ( reward for performance and punishment for bad performance)

Economic Man Theory - Frederick Taylor

states that money i s the only reason people work for.

salary

applies t o the pay o f white-collar employees o r persons in positions o f responsibility and authority in the firm. It is a compensation covering weekly, monthly, yearly periods for services rendered

wage

refers t o compensation for manual labor-skilled or unskilled workers and is measured by the hour, day or week or specific production volume.

incentive pay

THe amount given t o encourage employees to render extra effort over normal production.

piece rate sytstem

 involves payment by results or payment in proportion to the quantity of work done; it also applies t o doing some definite tasks with pre-agreed time and standard rates.

group incentive

the production of a group working as a team is measured and each

members of the team are given an equal share.

wage salary plus bonus

consist of two elements, namely: (a) a standard of minimum requirements and (b) a bonus or premium.

allowances

given t o meet employee needs during temporary situations.

benefits

rewards for belonging to a n organization.

job analysis

determines for each: (a) duties, responsibilities, and working conditions; and (b) its ability and knowledge requirements

job elaborate

assembles under appropriate tiles individual jobs that require the same

job grading

-groups job classifications into labor grades according to their ability and knowledge requirements

job pricing

translates relative job worth into money values

regular or permanent

a person who performs work related to the regular operation of the organization.

probationary

 a person who i s employed for a specific trial period,