HRMP207-SPECIAL TOPICS IN HUMAN RESOURCE MANAGEMENT Module 1

CONTACT US
If you have questions regarding the content of this module, please contact any of the following
persons or offices for clarification. Please channel questions to rightful persons/offices.
A. Professor
Name : CHARMAINE S. LAVARITTE, DBA

Email Address : [email protected]
Phone Number : 09179513031
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B. Program Head
Name : CHARMAINE S. LAVARITTE, DBA

Phone Number : 019179513031
Facebook : www.facebook.com/charmainelavaritte
C. Reproduction In-Charge
Name : ANNIE M. MADUAY

Phone Number : +639094401026/+639759219372
Facebook : www.facebook.com /annie.maduay
1st TERM 2nd SEM SY2021-2022 HRMP207-SPECIAL TOPICS OF HRM BSBA Program Page |1
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management system by periodically reviewing and validating the processes and services in
line with the quality objectives and standards for continual improvement.
Course Code/Name : HRMP207- SPECIAL TOPICS IN HUMAN RESOURCE
MANAGEMENT
Course Credits : 3 units
Course Description The course is designed to discuss about human resource
management its function, activities that the management’s
decision and action would directly and indirectly affect the
relationships between the organization and the employees. As
a business administration student, this would help them
understand that the human resource function defines the
: success of an organization. An HR function plays a major role in
the growth of its bottom line and the success of its business
strategy. The very nature of a company is in its people, and
giving direction to people is what human resource management
(HRM) is all about. HRM provides an organization with the best
services and systems drive both profit and team synergy.
Prerequisite : HRMP 101, HRELE 2

Timeframe : Nine (9) weeks
Course Objectives/ At the end of the term, you will be able to:
Outcomes
1.) know the nature, principles, functions of human
resource management.
2.) Explain the role and importance of human resource
management and its contribution to achieving strategic
and financial objectives.
:
3.) Know and understand the function and activities of
human resource management.
4.) Develop organizational metrics to assess human
resource effectiveness.
5.) Know and familiarize the recent trend and issues of
human resource management.
Course Requirements Accomplished Worksheets

Performance Task
: Portfolio of human resource management case studies
Major Exam
Essays
Grading System Quiz 30%
Performance Task 40%
: Major Exam 30%
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100%
How to Use the Module
In this module, you will undergo through a series of learning/ experiential activities to
accomplish requirements as projected in each lesson and subtopics. Each term period contains
Assessment Sheets, Lesson or topic exercise sheet, and Performance Task Exercises
Sheet.
Summative Assessments such as Term Period Examinations will be separated from the
module. The accomplishment of each task is on your comfort, however following the scheduled
submission of every module.
THINGS TO REMEMBER!
1.) Carefully read all the information sheets,

2.) Follow the directions in answering all the tasks, or exercises,
3.) Answer all the exercises, and accomplish your performance task,
4.) Submit the module based on the scheduled date,
5.) Do not write unnecessary markings inside the module,
6.) All questions should only be answered on the given worksheet after every lesson.
7.) Lastly, inform your parents/guardians to affix their signatures on the sheet that will
be provided on the scheduled day of module distribution.
Should you have any questions about this module, please do not hesitate to reach us via email,
group chat, or mobile number as projected on the instructor’s information above.
For the schedule of module distribution/submission and date of examination, refer to the
information box below.
Overview
As a practice, businesses and organizations depend on three key resources: physical resources,
such as materials and equipment; financial resources, including cash, credit, and debt; and
people. There can be no doubt that people play a vital role in an organization or business as a
resource.
Having a thorough strategy, a marketable product or service, and efficient processes are all
important. But all of this depends on the ability of the people within the organization to execute
strategies, plans, and processes to make a business successful.
Every part of the business boils down to people. And by managing people, organizations can be
more profitable, lead more effectively, create brand loyalty and do better work.
COURSE OUTLINE
Program : BSBA Term Period : Prelim, Midterm and
Final
Year Level : Third year Time Frame : Five (5) Weeks
Desired Learning Outcomes

At the end of the topic, you will be able to:
1.) Plan and conduct a basic job analysis, determining which types of data (e.g., data on
tasks, skills, knowledge, abilities, other competencies) are necessary for developing
selection, performance appraisal, or compensation systems.
2.) Analyze job analysis data to identify individual differences and position requirements
that should be addressed in selection, performance appraisal, and compensation
systems.
3.) Design jobs and teams that motive employee and team performance.
4.) Formulate talent management practices to meet organization skill needs.
5.) Create effective performance management programs.
6.) Develop organizational metrics to assess human resource effectiveness
Subject Requirements
• Accomplished Worksheets
• Essays
• Prepare design job, effective performance management programs
• Quiz
• Major Exam
Week Lesson Topics

Week 1- Lesson1: Review on Human
Week2 Resource Management
1.) What is Human Resource
Management?
2.) What are the functions of
Human Resource Management?
3.) What are the major activities of
the Human Resource
Management?
4.) What are approaches of HRM?
5.) What are benefits of HRM?
Lesson 2: Human Resource
Planning
Week 3– Lesson 3: Special topics of
Week 4 Human Resource Management 1.) Talent Management
2.) Employees and Teams
3.) Performance Management
4.) Human Resource Outsourcing
Week 5- Lesson 4: Special Topics of 1.) Occupational Health and Safety

Week 6 Human Resource Management
Week 7– Lesson 5: Human Resource 1.) What is Human Resource
Week 9 Metrics and Measurement Metrics and Measurement?
2.) How to do the Metrics and
Measurement>
MY TIMELINE
January 27-28, 2022
January 20, 2022 Prelim Exam February 3, 2022
Distribution of Module
Submission of PTs
February 11-12, 2022 March 4-5, 2022
Midterm Exam Final Exam
March 6, 2022 – Submission of Human Resource Plan
REVIEW OF HUMAN RESOURCE
LESSON MANAGEMENT
1
What is Human Resource Management?
According to The Harvard Model of Human Resource Management, created by Michael

Beer, Human Resource Management is a strategic approach to the employment, development
and wellbeing of the people working in an organization. Human resources management involves
all management decisions and actions that affect the relationship between the organization and
its employees – in other words, its human resources.
HRM refers to the management of all decisions within an organization that are related to people.
It concentrates on making the most of the human resources that are at the disposal of the
organization and enhances the performance of employees to achieve the organization’s
objectives. HRM ensures the seamless and effective application of policies and processes in the
business. HRM is there to keep the balance between employee needs and satisfaction and an
organization’s profitability and capability to reach its objectives.
Desired Learning Outcomes
At the end of the topic, you will be able to:
1.) Know the concepts, principles and nature of HRM

2.) Differentiate HRM and Personnel Management
3.) Attributes of HRM
4.) Benefits of HRM
5.) Functions of HRM
Let’s Discuss!
In practice, however, HRM is a tool used to try to make optimum use of human resources, to
foster individual development, and to comply with government mandates. Larger organizations
typically have an HRM department and its primary objective is making company goals compatible
with employee goals. For a company to attain its goals, it must have employees who will help it
attain them.
Human Resource Management is an approach to managing human beings in any organization.

Since an organization is a body of people, their acquisition, development of skills, motivation for
higher levels of attainments, as well as ensuring maintenance of their level of commitment are
all significant activities.
Human Resource Management is a process, which consists of four main activities, namely
acquisition, development, motivation and maintenance of human resources.
Scott, Clothier and Spriegel have defined Human Resource Management as the that branch
of management which is responsible on a staff basis for concentrating on those aspects of
operations which are primarily concerned with the relationship of management to employees and
employees to employees and with the development of the individual and the group.
Human Resource Management is responsible for maintaining good human relations in the
organization. It is also concerned with development of individuals and achieving integration of
goals of the organization and those of the individuals.
Northcott considers human resource management as an extension of general management, that

of prompting and stimulating every employee to make his fullest contribution to the purpose of a
business. Human Resource Management is not something that could be separated from the basic
managerial function. It is a major component of the broader managerial function.
According to Edwin B. Flippo- Human resource management is the planning, organizing,

directing and controlling of the procurement, development, resources to the end that individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organizing, directing
and controlling the personnel function of the enterprise.
What are Attributes of HRM?
The attributes of Human resource management can be emphasized as follows:
1. It is an intrinsic part of management. Human Resource Management is innate in the

process of management. This function is performed by all the managers throughout the
organization rather that by the personnel department only. If a manager is to get the
best of his people, he must undertake the basic responsibility of selecting people who will
work under him.
2. It is a universal function. Human Resource Management is a universal function of
management. It is performed by all managers at various levels in the organization. It is
not a responsibility that a manager can leave completely to someone else. However, he
may secure advice and help in managing people from experts who have special
competence in personnel management and industrial relations.
3. It is basic to all functional areas. Human Resource Management permeates all the
functional area of management such as production management, financial management,
and marketing management. That is every manager from top to bottom, working in any
department has to perform the personnel function.
4. It is people centered. Human Resource Management is people centered and is relevant
in all types of organizations. It is concerned with all categories of personnel from top to
the bottom of the organization. The broad classification of personnel in an industrial
enterprise may be as follows:
4.1 Blue-collar workers – those working on machines and engaged in
loading, unloading etc.
4.2 White-collar workers- those working as clerical employees
4.3 Managerial and non-managerial personnel –
4.4 Professionals – such as Accountant, Company Secretary, Lawyer
5. It involves Personnel Activities or Function: Human Resource Management involves

several functions concerned with the management of people at work. It includes
manpower planning, employment, placement, training, appraisal and compensation of
employees. For the performance of these activities efficiently, a separate department
know as Personnel Department is created in most of the organizations.
6. It is a continuous process: Human Resource Management is not a “one shot” function.

It must be performed continuously if the organizational objectives are to be achieved
smoothly.
7. It is based on Human Relations: Human Resource Management is concerned with

the motivation of human resources in the organization. The human beings can’t be dealt
with like physical factors of production. Every person has different needs,
perceptions and expectations. The managers should give due attention to
these factors. They require human relations skills to deal with the people at work.
Human relations sills are also required in training performance appraisal, transfer and
promotion of subordinates.
What are Objectives of Human Resource Management?
The primary objective of HRM is to ensure the availability of competent and willing
workforce to an organization.
The specific objectives include the following:

1.) Human Capital: assisting the organization in obtaining the right number and types of
employees to fulfill its strategic and operational goals.
2.) Developing organizational climate: helping to create a climate in which employees are
encouraged to develop and utilize their skills to the fullest and to employ the skills and
abilities of the workforce efficiently.
3.) Helping to maintain performance standards and increase productivity through effective
job design: providing adequate orientation, training and development; providing
performance-related feedback; and ensuring effective two-way communication.
4.) Helping to establish and maintain a harmonious employer/employee relationship.
5.) Heling to create and maintain a safe and healthy work environment.
1 TERM 2nd SEM SY2021-2022 HRMP207-SPECIAL TOPICS OF HRM BSBA Program
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6.) Developing programs to meet the economic, psychological, and social needs of the
employees and helping the organization to retain the productive employees.
7.) Ensuring that the organization is in compliance with provincial/territorial and laws affecting
the workplace (such as human rights, employment equity, occupational health and safety,
employment standards, and labor relations legislation) to help the organization to reach
its goals.
8.) To provide organization with well-trained and well-motivated employees.
9.) To increase the employee satisfaction and self-actualization.
10.) To develop and maintain the quality of work life.
11.) To communicate HR policies to all employees.
12.) To help maintain ethical policies and behavior.
The above stated HRM objectives can be synthesized under four specific objectives:
1. Societal objectives: seek to ensure that the organization becomes socially responsible
to the needs and challenges of the society while minimizing the negative impact of such
demands upon the organization. The failure of the organization to use their resources for
the society’s benefit in ethical ways may lead to restriction.
2. Organizational Objectives: it recognizes the role of HRM in bringing about
organizational effectiveness. It makes sure that HRM is not a standalone department, but
rather a means to assist the organization with its primary objectives. The HR department
exists to serve the rest of the organization.
3. Functional Objectives: is to maintain the department’s contribution at a level
appropriate to the organization’s needs. Human resources are to be adjusted to suit the
organization’s demands. The department’s value should not become too expensive at the
cost of the organization it serves.
4. Personnel Objectives: it is to assist employees in achieving their personal goals, at least
as far as these goals enhance the individual’s contribution to the organization. Personal
objectives of employees must be met if they are to be maintained, retained and motivated.
Otherwise, employee performance and satisfaction may decline giving rise to employee
turnover.
The American Society for Training and Development (ASTD) conducted fairly an exhaustive study
in this field and identified nine broad areas of activities of HRM.
1.) Human Resource Planning

2.) Design of Organization and Job
3.) Selection and Staffing
4.) Training and Development
5.) Organizational Development
6.) Compensation and Benefits
7.) Employee Assistance
8.) Union-Labor Relations
9.) Personnel Research and Information System
An efficiently functional HRM aids the workforce of an organization to contribute efficiently and
effectively towards the overall achievement of an organization’s goals. To understand HRM, the
functions of HRM must be taken into consideration.
1st TERM 2nd SEM SY2021-2022 HRMP207-SPECIAL TOPICS OF HRM BSBA Program P a g e | 10
The functions of HRM are:
1.) managerial
2.) operative
3.) advisory.
Managerial functions include:
1.) Planning: The planning function of HRM ensures the best fit between employees and jobs
while avoiding manpower shortages or surpluses for the organization. There are four key
steps of the HRP process: Analyzing present human resource supply, forecasting human
resource demand, balancing projected the human resource demand with supply, and
aligning the first three steps to the organizational goals.
2.) Organizing: Organizing is the function of HRM that involves developing an organizational
structure to ensure the accomplishment of the organizational goals. The structure is
usually represented by an organization chart, which provides a graphic representation of
the chain of command within an organization.
3.) Directing: This includes activating employees at different levels and making them
contribute maximum towards organizational goal. Tapping maximum potentialities of an
employee via constant motivation and command is a prime focus for this function of HRM.
4.) Controlling: Post planning, organizing and directing, performance of an employee is to be
evaluated, verified and compared with organizational goals. If performance is found to be
deviating from the plan, control measures are to be taken.
Operative function Includes:
1.) Recruitment and Selection: Recruitment and selection creates a pool of prospective
candidates and selects the right candidates from that pool.
2.) Job Analysis & Design: This HRM function includes describing nature of the job, including
the requisite qualifications, skills, and work experience for a specific position within an
organization. This function is crucial in helping to combining tasks, duties and
responsibilities into a single work unit to achieve organizational goals.
3.) Performance management: Checking and analyzing employee performance is another

important function that HRM performs. According to Deloitte’s Global Human Capital
Trends study, 79% of executives rate redesign of performance management system and
practices to incorporate elements like continuous feedback, goal-setting, and employee-
driven communication as a high priority.
4.) Learning & Development (L&D): This HRM function allows employees to acquire new skills
and knowledge to perform their job effectively. L&D also prepares employees for taking
up higher level of responsibilities. According to the Association for Talent Development
(ATD), organizations that offer comprehensive training programs have 218% higher
income per employee than organizations without formalized training.
5.) Compensation management: HRM also includes determining pays for different job types
and compensations, incentives, bonuses and benefits related to a job function. According
to Jobvite, most people (19%) left their jobs for compensation reasons.
6.) Policies: HRM functions by drafting, revising, publishing and implementing the
organizational policies, which are essential for the fair treatment for all the employees.
7.) Employee Welfare: This function takes care of numerous services, benefits and facilities
provided to an employee for their wellbeing. According to a study by MetLife, 51% of
employers say using health and wellness benefits to maintain employee loyalty and retain
talent will become even more important in the next 3 to 5 years.
8.) HRMS: This function involves recording, maintaining and retrieving employee related
information including employment history, work hours, earning history etc.
Advisory function includes:
1.) Top Management Advice: One of the critical HRM functions is to advise the top
management in formulating policies and procedures. The advisory function of HRM also
advise the top management on appraisal of manpower. This function also involves advice
regarding maintaining high-quality human relations and improving employee morale.
2.) Departmental Head advice: Under this HRM function, HRM advises the heads of various
departments on policies related to job design, job description, recruitment, selection,
appraisals.
What is the importance of HRM?
According to Peter F. Drucker, the proper or improper use of the different factors of production
depends on the wishes of the human resources. Human resources can increase cooperation but
it needs proper and efficient management to guide it. The importance of personnel management
is in reality the importance of labor functions of personnel department which are indispensable
to the management activity itself.
The following reasons highlight the importance of HRM.
1.) Recognizing and valuing individuals : HRM acknowledges every employee’s worth within
the organization, suggesting that the organization recognize and value individual
contributions. The empathy monitor study by the Businessolver states that 93% of
employees say they’re more likely to stay at an organization with an empathetic employer.
Also, the happy work study by Ultimate Software says that 75% of employees would
stay longer at an organization that listens to and addresses their concerns.
2.) People bring ideas: HRM manages people, and people bring new skills and ideas into the
organization and fuel the growth of business.
3.) Quality of work life: Quality of work life is a legitimate concern, and that employees have
a right to safe, clean, and pleasant surroundings, which is one of the responsibilities of
HRM. According to ‘Global Productivity Hinges on Human Capital Development’, a study
by Gallup, 85% of employees worldwide feel disengaged at work and only 15% derive
fulfillment from their work.
4.) Upskilling is a long-term interest: HRM recognizes the need for continuous learning;
talents and skills must be continually refined in the long-term interests of the organization.
5.) Facilitate continual worker adaptation : Opportunities are constantly changing.

Organizations need methods to facilitate continual worker adaptation and HRM provides
the organization with those methods.
6.) Employee satisfaction: People have a right to be satisfied by their work, and organizations
have a responsibility, and a profit motivation, to try to match their skills with their job.
According to Decision Wise via Human Resources Today, 64% of workers
globally feel their job gives them a sense of meaning and purpose.
7.) Beyond technical training: HRM has a much broader scope than technical training—
employees need to know more than the requirements of a specific task in order to make
their maximum contribution.
What are Benefits of HRM?
HRM bridges the gap between the employees and the management of an organization. Operating
a successful organization requires a good HRM which is dedicated to the progress and growth of
the organization. A balanced HRM is critical to the productivity and synergy of the organization.
An effective HRM allows organizations to tackle human resource issues strategically. HRM
supports in attracting and retaining competent employees, helps the organization’s leaders and
employees in adapting to organizational change, and enables the adoption of technology. HRM
play a critical role in managing employees, helping them to work effectively and creatively to help
their organization to attain a competitive advantage in their market.
The question ‘What is the importance of HRM?’ can be answered by considering all the ways
that HRM helps organizations to meet their competitive challenges and create value. These facets
of HRM include how an organization manages the human resource environment and acquires,
trains, assesses, develops and compensates its employees.
The importance of HRM goes unnoticed in the organization with the routine hustle and bustle in
the workplace, but without the effective HRM contributions, the organization might not be able
to achieve its fullest potential and expand its horizons.
Here are the benefits of HRM:
1.) Strategic Management: HRM enhances the company’s bottom-line by triggering positive
output, leading to organizational success. Leaders with expertise in HRM participate in
corporate decision-making that underlies human resource decisions.
2.) Mission, vision, values, and goals: HRM when handled strategically contributes to an
organization’s mission, vision, values, and goals. This, in turn, enables employees to see
where they fit within the organization and helps to shape and define their roles.
3.) Branding internally: Creating a positive brand about the organization for its employees
and internal stakeholders is an important responsibility of HRM. According to a study by
Culture IQ, Building an employer brand and company culture helps companies increase
qualified candidates (49%), increase diverse candidates (32%), increase employee
referrals (41%), and hire the right people (55%).
4.) Creating awareness for employees : HRM builds workplace awareness by providing
complete information to employees of their functioning and governance.
5.) Maintaining a conducive work environment: A favorable work environment within the
organization where the employees can have both hygiene factors and motivators is taken
care of by HRM. One of the top employer attributes that jobseekers value most is a
pleasant working atmosphere, according to a study by Ranstand.
6.) Talent management: This is one of the important responsibilities of HRM. HRM remains
committed to recruitment and selection, on-boarding, training, management
development, performance management, succession planning, career paths, and other
aspects of talent management.
7.) Organizational culture: HRM impacts the culture of the organization and has a key role
to play in ensuring that an organization’s culture continues to be supportive and effective.
The culture of an organization never solidifies — it changes with changing demographics,
workplace norms, industry forces and other factors. HRM molds the organization’s culture,
and the organization’s culture is reflected in the HRM – so they are interlinked. According
to another study by CultureIQ, 73% of employers believe a great corporate culture gives
their organizations a competitive edge.
8.) Conflict management: Conflicts are part of any healthy and robust organization. Not
everyone always feels the same way, but they need to develop effective working
relationships for contributions and productivity. HRM helps by knowing the personalities
of each of the employees and taking on the necessary role of advocate, coach or mediator.
What are Approaches to HRM?
John Storey (1989) distinguished two approaches that describe the concept of Human
Resources Management.
1.) HARD HRM
The hard version of HRM traces its roots from the concept of scientific management postulated
by Frederick W. Taylor in the early 20th century.
a.) Basically, scientific management advocated for the adoption of a set of management
techniques that would increase Organizational efficiency and productivity.
b.) The management techniques mainly involved the scientific measurement of work through
time and method studies, standardization of work tool, functional foremanship, differential
pay-rate systems, cost containment and instructional cards for workers et.,
c.) The human side of scientific management was that it embraced the concept of the worker
as a “rational economic man whose individualistic nature required motivation to gain the
best out of him.
d.) The hard HRM version resembles in many ways the characteristics of scientific
management mentioned above.
e.) The fundamental point to note is that Hard HRM like scientific management seeks to
achieve organizational efficiency through the organization’s human resources.
f.) This is achieved through utilitarian instrumentalism, which entails that organizations must
use their human resources to achieve its desired goals.
g.) Thus, Hard HRM is quantitative in nature as it focuses on the strategic needs of the
organization in terms of the number of human resources it requires and which must be
treated with rationality like any other factor of production.
h.) Hard HRM is purely market driven and it adopts a business -oriented philosophy as it aims
to manage people in a way that adds value and one which brings competitive advantage.
i.) The hard version of HRM is more common in a capitalist set up where people are regarded
as human capital, which can bring profit after investing it.
j.) Also, the worker is regarded as a commodity, which can be exchanged.
2.) SOFT HRM
a.) The soft version of HRM traces its roots to the human relations school of thought led by
Elton Mayo in the Hawthorne studies from 1927-1932 at the Western Electric Company in
Chicago.
b.) Human Relations emphasized the human dimension of workers through the demonstration
of the importance of group pressures, social relations, and attitudes towards supervision
as determinants of productivity.
c.) The organization is a social system as well as a techno-economic system with emphasis
on the importance of both the formal and informal group.
d.) Similarly, soft HRM is premised on the need to treat employees as “whole men”, valued
assets, and the most important source of competitive advantage as opposed to treating
them as objects.
e.) It emphasizes more on effective communication, training and development, motivation,
culture, values and involvement as sources of employee commitment, which is crucial for
gaining competitive advantage.
f.) The thrust of soft HRM is thus based on mutuality of purpose, which renders it unitarist
in nature.
g.) Soft HRM can be said to embrace development humanism as opposed to utilitarian
instrumentalism in hard HRM.
Human Resource Management Vs. Personnel Management
HRM PERSONNEL MANAGEMENT
HRM is the latest development in the Personnel Management precedes HRM

evaluation of management of man
It gives more importance to the abilities of Performance is evaluated within the
employees rather than evaluating them as framework of rules.
per rules
It works on the basis of integrated initiative It works on the basis of piecemeal initiative
Process of decision making is fast Process of decision making is slow
It supports performance related It supports fixed remuneration
remuneration
It uses latest techniques of training and It uses outdated techniques of training and
development development
It practices division of work along with team It practices only division of work
work
It favors all round development of It favors contractual employment based on
employees written agreement
DIFFERENCE BETWEEN TRADITIONAL HRM AND STRATEGIC HRM
Traditional Human Resource Management
1.) If focuses on employee relations, to partnership with internal and external groups.
2.) Transformation in nature, in that it helps the people and the organization to adapt, learn
and act quickly.
Strategic Human Resource Management
1.) It realizes that people can make or break an organization because all decisions regarding
finance, marketing, operations or technology are made by an organization’s people.
2.) It compels people at all levels to focus on strategic issues rather than operational issues.
3.) It believes that there is no best way to manage people in any given organization.
Future Challenges before the Managers.
Because of continuous changing socio-economic, technological and political conditions, the

human resource managers of the future shall have to face more problems in the management of
labor. The human resource managers of today may find themselves obsolete in the future due to
changes in environment if they do not update themselves some of the important challenges which
might be faced by the managers in the management of people in business and industry are the
following:
1.) Increasing Size of Workforce: The size of organization is increasing. A large number
of multinational organizations have grown over the years. The number of people working
in the organization has also increased. The management of increased workforce might
create new problems and challenges as the workers are becoming more conscious of their
rights.
2.) Increase in Education Level: The government of various countries are taking steps to
eradicate illiteracy and increase the educational level of their citizens. Educated
consumers and workers will create very tough task for the future managers.
3.) Technological Advances: With the changes coming in the wake of advanced
technology, new jobs are created and many old jobs become redundant. There is a
general apprehension of immediate unemployment. In the competitive world of today,
industry cannot hope to survive for long with old technology. The problem, of
unemployment resulting from modernization will be solved properly assessing manpower
needs and training of redundant employees in alternate skills.
4.) Changes in Political Environment: There may be greater Government’s interference

in business to safeguard the interests of workers, consumers and the public at large.
Government’s participation in trade, commerce and industry will also pose many
challenges before management. The Government may restrict the scope of private sector
in certain areas in public interest. It does not mean chances of co-operation between the
Government and private sector are ruled out. In fact, there will be more and more joint
sector enterprise.
5.) Increasing Aspirations of Employees. Considerable changes have been noted in the
worker of today in comparison to his counterpart of 1950s. The workers are becoming
aware of their higher-level needs and this awareness would intensify further in the future
workers.
6.) Changing Psychosocial System: In future, organizations will be required to make use
of advanced technology in accomplishing their goals while satisfying human needs. In
the traditional bureaucratic mode, the organizations were designed to achieve technical
functions with a little consideration given to the psychosocial system. But future
management would be required to ensure effective participation of lower levels in the
management of the organization system.
7.) Computerized Information System. In the past, automation of manufacturing

processes had a major effect upon the systems of production, storage, handling and
packaging, etc. More recently, there has been and in the future. There will be the impact
of revolutionary computerized information system on management. This revolutionary
development would cover two primary areas of personnel management which are as
follows:
7.1 The use of electronic computers for the collection and processing of data
7.2 The direct application of computers in the managerial decision-making process.
8.) Mobility of Professional Personnel: Organizations will expand the use of “boundary
agents” whose primary function will be achieving coordination with the environment. One
interesting fact will be an increase in the mobility of various managerial and professional
personnel between organizations. As individuals develop greater technical and
professional expertise, their service will be in greater demand by the other organization
in the environment.
9.) Changes in Legal Environment. Many changes are taking place in the legal framework
within which the industrial relations systems in the country are now functioning. It is the
duty of the human resource personnel executive to be aware of these changes and to
bring about necessary adjustments within the organizations so that greater utilization of
human resources can be achieved. This, indeed, is and would remain a major challenge
for the personnel executives.
10.) Management of Human Relations. On the “industrial relations” front, things

are not showing much improvement event after so many efforts by the government in
this direction. Though a large number of factors are responsible for industrial unrest but
a very significant cause is the growth of multi-unions in industrial complexes having
different political affiliations. Under the present conditions, it appears that inter-union
rivalries would grow more in the coming years and might create more problems in the
industry. Management of human relations in the future will be more complicated than
their predecessors. This will be in part the result of a change in value systems coupled
with rising educational levels.
NEW ROLE OF HUMAN RESOURCE MANAGEMENT
Human Resource Management in the “New Millennium” has undergone a great revolution by
questioning the accepted practices and re-inventing the organizations as well as structures. Many
traditional practices have been thrown out. As an example, it can be seen that hierarchies are
vanishing and there is greater emphasis on flat organizations. It means a great deal of
specialization and skills. It also means upgrading the norms and standards of work as well as
performance. The new role of human resource management is much more strategic than before.
Some of the new directions of the role of HRM can be summed up as follows:
1. As Facilitator of Change. To carry people through upheaval requires the true

management of human resources.
2. An Integrated Approach to Management. Rather than being an isolated function,

human resource is regarded as core activity, one which shapes a company’s values. In
particular, this can have an impact on customer service.
3. A Mediator. Establishing and balancing the new and emerging aspirations and
requirements of the company and the individual.
Functions of a Human Resource Manager
A human resource manager, charged with fulfilling the objectives of an organizations, should be
a leader with high intellectual powers, a visionary and a philosopher who provides the initiative
to shape the future in terms of leading the human beings in an organization towards more
prosperous and progressive policies.
1. As an Intellectual. The basic skill in the human resource field as compared to

technologies or financial experts is the skill to communicate, articulate, understand and
above all, to be an expert when it comes to putting policies and agreements in black and
white. The personnel man’s skill lies in his command over the language. A personnel man
has to deal with employees and he must possess the skills of conducting fruitful and
systematic discussions and of communicating effectively. He should also be in a position
to formulate principles and foresee the problems of the organization. This means that he
would require the mental ability to deal with his people in an intelligent manner as well as
to understand what they are trying to say.
2. As an Educator. It is not enough that a human resource man has command-over the
language, which, however, remains his primary tool. He should be deeply interested in
learning and also in achieving growth. Basically, human beings like to grow and realize
their full potential. In order to harmonize the growth of individuals with that of the
organization, a personnel administrator must not only provide opportunities for his
employees to learn, get the required training and assimilate new ideas but also, he himself
should be a teacher. A personnel man who simply pushes files and attends labor courts
for conciliation and other rituals of legal procedure for the settlement of industrial disputes
is not a personnel administrator of the future.
3. As a Discriminator. A human resource administrator must have the capacity to

discriminate between right and wrong, between that which is just and unjust and merit
and non-merit. In other words, he should be a good judge when he sits on a selection
board, a fair person when he advises on disciplinary matters and a good observer of right
conduct in an organization.
4. As an Executive. The human resource man must execute the decision of the
management and its policies with speed, accuracy and objectivity. He has to streamline
the office, tone up the administration and set standards of performance. He has to
coordinate the control functions in relation to the various other divisions and, in doing so
he should be in a position to bring unity of purpose and direction in the activities of the
personnel department. He must ask relevant questions and not be merely involved in the
office routine whereby the status quo is maintained. He should have the inquisitiveness
to find out causes of delay, tardy work and wasteful practices, and should be keen to
eliminate those activities from the personnel functions which have either outlived their
utility or are not consistent with the objectives and purposes of the organization.
5. As a leader. Being basically concerned with people or groups of people, and being placed
in the group dynamics of various political and social functions of an organization, a Human
resource man must not shirk the role of leadership in an organization. He, by setting his
own example and by working towards the objectives of sound personnel management
practices, must inspire his people and motivate them towards better performance. He
should resolve the conflicts of different groups and build up teamwork in the organization.
6. As a Humanist. Deep faith in human values and empathy with human problems,
especially in less developed countries, are the sine-qua-non for a Human resource man.
He has to deal with people who toil at various levels and partake of their joys and sorrows.
He must perform his functions with sensitivity and feeling.
7. As a Visionary. While every leading function of an organization must evolve its vision
of the future, the primary responsibility for developing the social organization towards
purposive and progressive action falls on the personnel man.
LESSON HUMAN RESOURCE PLANNING
2
WHAT IS HUMAN RESOURCE PLANNING?
Prelude:
Human Resource Planning is concerned with the planning the future manpower requirements of
the organization. Human Resource Manager ensures that the company has the right type of
people in the right number at the right time and place, who are trained and motivated to do the
right kind of work at the right time. Obviously, human resource planning primarily makes
appropriate projections for future manpower needs of the organization envisages plan for
developing the manpower to suit the changing needs of the organization from time to time, and
foresee how to monitor and evaluate the future performance. It also includes the replacement
plans and managerial succession plans. Human Resource planning is the process by which a
management determines how an organization should move from its current manpower position
to its desired manpower position. Through planning a management strives to have the right
number and the right kinds of people at the right places, at the right time, to do things which
result both the organization and the individual receiving the maximum long-range benefit.
LET’S DISCUSS! !
DEFINITIONS OF HUMAN RESOURCE PLANNING:
According to Wikstrom, Human Resource Planning consists of a series of activities, viz.,
1.) Forecasting future manpower requirements, either in terms of mathematical projections

of trends in the economic environment and development in industry, or in terms of
judgmental estimates based upon the specific future plans of a company;
2.) Making an inventory of present manpower resources and assessing the extent to which
these resources are employed optimally;
3.) Anticipating manpower problems by projecting present resources into the future and
comparing them with the forecast of requirements to determine their adequacy, both
quantitatively and qualitatively; and
4.) Planning the necessary programs of requirements, selection, training, development,
utilization, transfer, promotion. Motivation and compensation to ensure that future
manpower requirements are properly met.
Coleman has defined Human Resource Planning as “the process of determining manpower
requirements and the means for meeting those requirements in order to carry out the integrated
plan of the organization”.
Human Resource planning is a double-edged weapon. If used properly, it leads to maximum

utilization of human resources, reduces excessive labor turn over and high absenteeism; improves
productivity and aids in achieving the objectives of an organization. Faulty used, it leads to
disruption in the flow of work, lower production, less job satisfaction, high cost of production and
constant headaches fort the management personnel. Therefore, for the success of an enterprise,
human resource planning is a very important function, which can be neglected only at its own
peril.
Objectives of HR Planning
The major objectives of Human Resource Planning in an organization are to:
1.) Ensure optimum use of human resources currently employed

2.) Avoid balances in the distribution and allocation of human resources.
3.) Assess or forecast future skill requirements of the organization’s overall objectives.
4.) Provide control measure to ensure availability of necessary resources when required;
5.) Control the cost aspect of human resources
6.) Formulate transfer and promotion policies.
Steps in Human Resource Planning
Human Resource Planning refers to a process by which companies ensure that they have the
right number and kinds of people at the right place, at the right time; capable of performing
diverse jobs professionally. Planning the use of human resources is an important function in
every organization. A rational estimate to various categories of personnel in the organization is
an important aspect of huma resource planning.
Human resource planning involves the following steps:
1. Analysis of Organizational Plans and objectives. Human resource planning is a part

of overall plan of organization. Plans concerning technology, production, marketing,
finance, expansion and diversification give an idea about the volume of future work
activity.
2. Forecasting Demand for Human Resources. Human resource planning starts with
the estimation of the number and type of personnel at different levels and in different
departments. The main steps involved in HRP process are:
2.1 to determine and to identify present and prospective needs of human resource
2.2 to discover and recruit the required number of persons
2.3 to select the right number and type form the available people
2.4 to hire and place in the positions for which they are qualified
2.5 to provide information to the selected people about the nature of work assigned
to them
2.6 to promote or to transfer as per the needs and the performance of employees,
2.7 to denote if the employees are disinterested or their performance is not up to the
mark
st nd
1 TERM 2 SEM SY2021-2022 HRMP207-SPECIAL TOPICS OF HRM BSBA Program P a g e | 21
2.8 to terminate if they are not needed or their performance is below standard and
shows no hopes of improvement. It is the most crucial and critical are of HRD.
This HRD manager must pay attention to place right man to the right job through
recruitment selection Training and Placement of employees. This calls for the
adoption of a systematic procedure to complete recruitment and selection.
3. Forecasting Supply of Human Resources. One of the important areas of human
resources planning is to deal with allocation of persons to different departments
depending upon the work-load and requirements of the departments. While allocating
manpower to different departments, care has to be taken to consider appointments based
on promotions and transfers. Allocation of human resource should be so planned that
available manpower is put to full use to ensure smooth functioning of all departments.
4. Estimating manpower gaps. Net human resource requirements or manpower gaps
can be identified by comparing demand and supply forecasts. Such comparisons will
reveal either deficit or surplus of human resources in future. Deficits suggest the number
of persons to be recruited from outside whereas surplus implies redundant to be
redeployed or terminated. Similarly, gaps may occur in terms of knowledge, skills and
aptitudes. Employees deficient in qualifications can be trained whereas employees with
higher skills may be given more enriched jobs.
5. Matching Demand and Supply. It is one of the objectives of human resource planning
to assess the demand for and supply of human resources and match both to know
shortages and surpluses on both the side in kind an in number. This will enable the human
resource department to know overstaffing or understaffing. Once the manpower gaps
are identified, plans are prepared to bridge these gaps. Plans to meet the surplus
manpower may be redeployment in other departments and retrenchment in consultation,
with the trade unions. People may be persuaded to quit through voluntarily retirement.
Deficit can be met through recruitment, selection, transfer, promotion, and training plans.
Job Analysis
Developing an organizational structure, results in jobs which have to be staffed. Job Analysis –
is the procedure through which you determine the duties and nature of the jobs and the kinds of
people (in terms of skills and experience) who should be hired for them. Some of the definitions
of job analysis are:
According to Michael L. Jucius, “Job Analysis refers to the process of studying the operations,
duties and organizational aspects of jobs in order to derive specifications or as they called by
some, job descriptions.”
According to DeCenzo and P. Robins, “A job Analysis is a systematic exploration of the

activities within a job. It is a basic technical procedure, one that is used to define the duties,
responsibilities, and accountabilities of a job.”
Information provided by Job Analysis
Job Analysis provides the following information:
1. Job Identification. Its title, including its code number.
2. Significant characteristics of a Job: Its location, physical setting, supervision, union

jurisdiction, hazards and discomforts;
3. What the Typical Worker Does. Specific operation and tasks that make up an assignment,
their relative timing and importance their simplicity, routine or complexity, the
responsibility or safety of others for property, funds, confidence and trusts.
4. Which Materials and Equipment a Worker Uses. Metals, plastics, grains, yarns, milling
machines, punch presses and micrometers.
5. How a Job is Performed. Nature of operation-lifting, handling, cleaning, washing, feeding,

removing, drilling, driving, setting-up and many others.
6. Required Persona Attributes: Experiences, training, apprenticeship, physical strength,

coordination or dexterity, physical demands, mental capabilities, aptitudes, social skills.
7. Job Relationship. Experience required, opportunities for advancement, patterns of

promotions, essential co-operation, direction, or leadership form and for a job.
Sources of Information for Job Analysis
According to George R. Terry, “the make-up of a job, its relation to other jobs, and its
requirements for competent performance are essential information needed for a job analysis.”
Information on a job may be obtained from three principal sources:
a.) From the employees who actually perform a job

b.) From other employees such as supervisors and foreman who watch the workers doing a
job and thereby acquire knowledge about it; and
c.) From outside observers specially appointed to watch employees performing a job. Such
outside persons are called the trade job analysts.
Methods of Job Analysis
Methods or approaches are utilized in analyzing jobs.
1. Personal Observation. The materials and equipment used, the working conditions and
probable hazards, and an understanding of what the work involves are the facts which
should be known by an analyst.
2. Sending out Questionnaires. Properly drafted questionnaire is sent out to job-holders
for completion and are returned to supervisors.
3. Maintenance of long Records. The employee maintains a daily record of duties he
performs, marking the time at which each task is started and finished.
4. Critical Incidents. In this method, job holders are asked to describe incidents
concerning the job on the basis of their past experience. The incidents so collected are
analyzed and classified according to the job areas they describe.
5. Personal Interviews. Personal interviews may be held by the analyst with the
employees, and answers to relevant questions may be recorded. But the method is time-
consuming and costly.
6. Technical Conference Method. This method utilizes supervisors with extensive
knowledge of the job. Here, specific characteristics of a job are obtained from the
“experts”.
7. Functional Job Analysis. Functional job analysis (FJA) is employee-oriented analytical
approach of job analysis. This is approach attempts to describe the whole person on the
job.
Purposes and Uses of Job Analysis
The information provided by job analysis is useful in almost every phase of employee relation.
In purposes and uses can be understood from the following points:
1. Organization and Manpower Planning: It is helpful in organizational planning for it

defines labor needs in concrete terms and coordinates the activities of the work force, and
clearly divides duties and responsibilities.
2. Recruitment and Selection: By indicating the specific requirements of each job (i.e.,
the skills and knowledge), it provides a realistic basis for hiring, training placement,
transfer and promotion of personnel.
3. Wage and Salary Administration: By indicating the qualification required for doing
specified jobs and the risks and hazards involved in its performance, it helps in salary and
wage administration. Job analysis is used as a foundation for job evaluation.
4. Job Re-engineering: Job analysis provides information which enables us to change jobs
in order to permit their being manned by personnel with specific characteristics and
qualifications.
5. Employee Training and Management Development: Job analysis provides the
necessary information to the management of training and development programs.
6. Performance Appraisal: It helps in establishing clear-cut standards which may be
compared with the actual contribution of each individual.
7. Health and Safety: it provides an opportunity for identifying hazardous conditions and
unhealthy environmental factors so that corrective measures may be taken to minimize
and avoid the possibility of accidents.
Steps in the process of job analysis:
1. Determine the Use of the Job Analysis Information: Start by identifying the use to
which the information will be put, since this will determine the type of data you collect
and the technique you use to collect them.
2. Collection of Background Information: According to Terry, “The make-up of a job,
its relation to other jobs, and its requirements for competent performance are essential
information needed for a job evaluation. This information can be had by reviewing
available background information such as organization charts and the existing job
description.
3. Selection of Jobs for Analysis: Job analysis is a costly and time-consuming process.
Hence, it is necessary to select a representative sample of jobs for the purposes of
analysis. Priorities of various jobs can also be determined.
4. Collection of Job Analysis Data: Job data on features of the job, required employee
qualification and requirements, should be collected either from the employees who
actually perform a job, or form other employees who watch the workers, or from the
outside persons.
5. Processing the Information: Once job analysis information has been collected, the
next step is to place it in a form that will make it useful to those charged with the various
personnel functions. Several issues arise with respect to this. First how much detail is
needed? Second, can the job analysis information be expressed in quantitative terms?
These must be considered properly.
6. Preparing Job Description and Job Classifications: Job information which has been
collected must be processed to prepare the job description form. It is a statement showing
full details of the activities of the job. Separate job description forms may be used for
various activities in the job and may be compiled later on. The job analysis is made with
the help of these description forms. These forms may be used as reference for the future.
7. Developing Job Specification: Job Specifications are also prepared on the basis of
information collected. It is a statement of minimum acceptable qualities of the person to
be placed on the job. It specifies the standard by which the qualities of the person are
measured.
Job Description
Job Description is a written record of the duties, responsibilities and requirements of a particular
job. It is concerned with the job itself and not with the work. It is a statement describing the job
in such terms as its title, location, duties, working conditions and hazards. In other words, it tells
us what is to be done and how it is to be done and why. It is a standard of function; in that it
defines the appropriate and authorized contents of a job.
A job description contains the following:

1. Job Identification, which include the job title, alternative title, department, division, plant
and code number of the job. The job title identifies and designates the job properly.
2. Job Summary serves two important purposes. First it provides a short definition which is
useful as additional identification information when a job title is not adequate. Second, it
serves as a summary to orient the reader.
3. Job duties give us a comprehensive listing or the duties together with some indication of
the frequency of occurrence or percentage of time devoted to each major duty. It is
regarded as the heart of a job.
4. Relation to other jobs: This helps us to locate the job in the organization by indicating the
job immediately below or above it in the job hierarchy. It also gives us an idea of the
vertical relationships of work flow and procedures.
5. Supervision: Under it is given the number of persons to be supervised along with their
job titles, and the extent of supervision involved-general, intermediate or close
supervision.
6. Working condition usually give us information about the environment in which a job holder
must work.
Job Specification
The job specification states the minimum acceptable qualifications that the incumbent must
possess to perform the job successfully. Based on the information acquired through job analysis,
the job specification identifies the knowledge, skills, and abilities needed to do the job effectively.
According to Dale Yoder, “the Job specification, as such a summary properly described is thus a
specialized job description, emphasizing personnel requirement and designed specially to facilitate
selection and placement.
A Job Specification should include:
1.) Physical characteristics, which included health, strength, endurance, age, height, weight,
vision, voice, eye, hand and foot co-ordination, motor co-ordination, and color
discrimination.
2.) Psychological and social characteristics such as emotional stability, flexibility, decision-
making ability, analytical view, mental ability, pleasing manners, initiative, conversational
ability etc.
3.) Mental characteristics such as general intelligence, memory, judgment, ability to
concentrate, foresight etc.
4.) Personal Characteristics such as sex, education, family background, job experience,
hobbies, extracurricular activities etc.
Job Design
Job design is of comparatively recent origin. The human resource managers have realized that
the poorly designed jobs often result in boredom to the employees, increased turnover, job
dissatisfaction, low productively and an increase in overall costs of the organization. All these
negative consequences can be avoided with the help of proper job design. According to Jon
Werner and DeSimone, “Job design is the development and alteration of the component of a job
(such as the tasks one performs, and the scope of one’s responsibilities) to improve productivity
and the quality of the employees’ work life.”
Principles of Job Design
Principles are the based of the approached used in job design. Robertson and Smith (1985) have
suggested the following five principles of job design:
1.) To influence skill variety, provide opportunities for people to do several tasks and combine
tasks.
2.) To influence task identity, combine tasks and from natural work units.
3.) To influence task significance, form natural work units and inform people of the
importance of their work.
4.) To influence autonomy, give people responsibility for determining their own working
systems.
5.) To influence feedback; establish good relationship and open feedback channels.
Methods or Techniques of Job Design
1. Job Simplification: In job simplification, the complete job is broken down into small
subparts; this is done so that employee can do these jobs without much specialized
training. For job simplification, generally time and motion studies are used.
2. Job Rotation: Another technique designed to enhance employee motivation is job
rotation, or periodically assigning employees to alternating jobs or tasks.
3. Job Enlargement: Another means of increasing employee’s satisfaction with routine
jobs is increasing the number of tasks performed (i.e., increasing the scope of the job).
This is called job enlargement.
4. Job Enrichment: The concept of job enrichment has been derived from Herzberg’s two-
factor theory of motivation in which he has that job content is one of the basic factors of
motivation. If the job is designed in such a manner that it becomes more interesting and
challenging to the job performer and provides him opportunities for achievement,
recognition, responsibility, advancement and growth, the job itself becomes a source of
motivation to the individual.
According to P. Robbins, “Job enrichment refers to the vertical expansion of the jobs. It
increases the degree to which the worker controls the planning, execution and evaluation of his
work.”
Job Enlargement vs. Job Enrichment
Job enlargement and job enrichment are two techniques of job design in order to enhance
productivity and satisfaction of the employees. However, they differ from each other in the
following respects:
1. Nature of Job: The major difference between job enrichment and enlargement lies in
the nature of additions to the job. Enlargement involves a horizontal loading or expansion,
o addition of tasks of the same nature. Enrichment involves vertical loading of tasks and
responsibility of the job holder; it improves the quality of the job in terms of its intrinsic
worth.
2. Purpose: The purpose of job enlargement is to reduce the monotony in performing
repetitive jobs by lengthening the cycle of operation. On the other hand, the purpose of
job enrichment is making the job lively, challenging and satisfying. It satisfies the higher-
level needs such as ego satisfaction, self-expression, sense of achievement and
advancement of Job Holders.
3. Skill Requirement: Job enlargement may not necessarily require the use of additional
skills which the job holder was using in performing the job before the enlargement. This
is due to similarly of additional tasks. Enrichment calls for development and utilization of
higher skills, initiative and innovation on the part of the job holder in performing the job.
4. Direction and Control: Job enlargement requires direction and control from external
sources, say supervisor. In fact, the job holder may require more direction and control
because of enlargement of his responsibility. Enrichment does not require external
direction and control as these come from the job holder himself. He requires only feedback
from his supervisor.
Job Evaluation
Job Evaluation is a system wherein a particular job of an enterprise is compared with its other
jobs. In the present industrial era, there are different types of jobs which are performed in every
business and industrial enterprise.
Kimball and Kimball define job evaluation as “an effort to determine the relative value of every
job in a plant to determine what the fair basic wage for such a job should be.”
According to Wendell French- job evaluation, is a process of determining the relative worth of the
various jobs within the organization, so that differential wages may be paid to jobs of different
worth. The relative worth of a job means relative value produced.
Objectives of Job Evaluation
1. To secure and maintain complete, accurate and impersonal descriptions of each distinct
job or occupation in the entire plant;
2. To provide a standard procedure for determining the relative worth of each job in a plant;
3. To determine the rate of pay for each job which is fair and equitable with relation to other
jobs in the plant, community or industry.
4. To ensure that like wages are paid to all qualified employees for like work
5. To promote fair and accurate consideration of all employees for advancement and transfer
6. To provide a factual basis for the consideration of wage rates for similar jobs in a
community and industry.
Principles of Job Evaluation
1. Rate the job and not the man. Each element should be rated on the basis of what the
job itself requires.
2. The elements selected for, rating purposes should be easily explainable in terms and as
few in number as will cover the necessary requisites for every job without any overlapping.
3. Any job rating plan must be sold to foremen and employees. The success in selling it will
depend on a clear-cut-cut explanation and illustration of the plan.
4. Foremen should participate in the rating of jobs in their own departments.
5. Maximum co-operation can be obtained from employees when they themselves have an
opportunity to discuss job ratings.
6. In talking to foremen and employees, any discussion of money value should be avoided.
Only point values and degrees of each element should be discussed.
7. Too many occupational wages should not be established. It would be unwise to adopt an
occupational wage for each total of point values.
Methods of Job Evaluation
1. Ranking Method: The ranking method requires a committee typically composed of both
management and employee representatives of job in a simple rank order, from highest to
lowest. Rating specialists review the job analysis information and thereafter appraise each
job subjectively according to its general importance in comparison with other jobs. In
other words, an overall judgment is made of the relative worth of each job, and the job
is ranked accordingly.
2. Job Grading or Job Classification Method: This method works by assigning each job
a grade, level or class that corresponds to a pay grade for instance Grade1, Grade 11,
Grade111 and so forth. These grades or classifications are created by identifying
gradations of some common denominations, such as job responsibility, skill, knowledge,
education, required, and so on. The, for each job grade so created standard job
descriptions are determined. The standard description that most nearly matches the job
description determines the job’s grading.
3. Factor-comparison Method: This method is a combination of ranking and point
systems. All jobs are compared to each other for the purpose of determining their relative
importance by selecting four or five major job elements or factors which are more or less
common to all jobs. These elements are not predetermined. These are chosen on the
basis of job analysis. The few factors which are customarily used are:
a.) Mental requirements
b.) Skill
c.) Physical requirements
d.) Responsibilities
e.) Working conditions
A few jobs are selected as key jobs which serve as standard against which all other jobs
are compared. Key job is one whose contents have been established over a period of
time and whose wage rate is considered to be presently correct by the management the
union.
Merit Rating
Merit Rating is a process through the ability, efficiency and the potentiality of an employee are
evaluated for the purpose of determining wage rate, need of training and for determining the
policy for promotions and transfers.
According to Edward Flippo “Merit rating is a systematic, periodic and, so far as humanly possible,
an impartial rating of an employee’s excellence in matters pertaining to his present job to his
potentialities for a job.”
Objectives of Merit rating
1. To make a comparative study of the abilities of different employees.

2. To provide higher reward to the more efficient employees.
3. To prove the justification of different rate of wages to different employees according to
their abilities.
4. To establish harmonious relation between employees and employers.
5. To motivate the employees to do better and more work.
6. To determine a policy for promotions and transfer.
7. To evaluate the success of training programs.
Job Evaluation Vs. Merit Rating
Basis Job Evaluation Merit Rating
Meaning It is a technique by which It is the process by which the

different jobs of an enterprise ability, efficiency and
are evaluated. potentiality of an employee
are evaluated.
Beginning This process is started after This process is started before
the appointment of the appointment of employee.
employees.
Procedure of Evaluation In this process the In this process ability,
performance of an employee efficiency and the potentiality
is evaluated by comparing it of an employee are evaluated.
with the performance of
another employee of equal
rank and status.
Relation It is related with the relative It It is related with relative study
is related with relative study of different employees.
of different.
Basis of Determining Wages In this process, the In this process, the
and Salaries remuneration of an employee remuneration of an employee
is determined. is determined on the basis of
his efficiency, ability and
potentiality.
SPECIAL TOPICS IN HUMAN RESOURCE
MANAGEMENT
LESSON MANAGEMENT
3 Leadership
Effective leadership is not about doing big things; it is about doing small things that have a huge
impact on organizational performance. It’s about doing those small things consistently until they
eventually become instinctive and natural in your everyday behavior.
We are all leaders in life. Whether you are trying to deliver on business objectives, support a
colleague, or participate in or lead a project, you are in a position of leadership.
Four basic fundamentals of leaders should possess:
1. Appreciation and Humility. If you are leading others, do not get caught in the old-
school way of thinking that it is all about you. Quite the opposite-it is about others.
Appreciate them for their efforts, strengths, and the value they bring to the organization
and watch their performance soar. Recognize their achievements no matter how large or
small they may appear and make your focus about them rather than you. Showing
appreciation and acting with humility is how you develop others and build fellowship within
organizations.
2. Power of Listening- Listening sounds simple and is one of the top 10 skills that high
performing leaders utilize in all their interactions. Did you know that research shows that
the average individual listens only for 7 seconds before interrupting? Listening drives
employee engagement and performance. Imagine an organization where all the leaders
really listened to what their employees and customers had to say. That is what
differentiates high performing organizations form those that struggle.
3. Trust. Trust is vital to leadership and it isn’t something that just happens. You have to
earn people’s trust, and practices the skills that will help you to do this. It starts by
communicating clearly, listening to others, and setting and living up to expectations. But
trust is a two-way street. If you don’t show others that you trust them then you reduce
their ability to do their best work and you prevent them from ever fully trusting you. So,
you also have to learn to trust others and to act on that trust. Don’t try to control the
details; that is management not leadership.
4. Foster Independent Thinking – its easy to get stuck in familiar patterns. After all,
following the same routine is easy and it feels safe for individuals, but anyone can follow
a routine. A leader needs to encourage independent thinking by asking empowering
questions that will encourage people to think outside the box, and more importantly, come
up with solutions on their own. Come explore how easy it is to ask questions that
encourage others to think for themselves. No one likes being spoon-fed answers, and
that does not foster a culture of accountability and engagement. Encourage and allow
those around you to think for themselves.
Principles of Leadership
1. Extreme Ownership: On any team, in any organization, all responsibility for success
and failure rests with the leader. The leader must own everything in his or her world.
There is no one else to blame. The leader must acknowledge mistakes and admit failures,
take ownership of them, and develop a plan to win.
When subordinates aren’t doing what they should, leaders cannot blame the subordinates.
The leader bears full responsibility for explaining the strategic mission, developing the
tactics, and securing the training and resources to enable the team to properly and
successfully execute. When an individual on the team is not performing at the level
required for the team to succeed, the leader must train and mentor that under-performer.
But if the under-performer continually fails to meet standards, then the leader must be
loyal to the team and the mission above any individual. If under-performers cannot
improve, the leader must make the tough call to terminate them and hire others who can
get the job done. It is all on the leader. Total responsibility for failure is a difficult thing
to accept, and taking ownership when things go wrong requires extraordinary humility
and courage. Extreme ownership mandates that a leader set ego aside, accept
responsibility for failures, attack weaknesses, and consistently work to build a better and
more effective team. Such a leader, however, does not take credit for his or her team’s
successes but bestows that honor upon his subordinate leaders and team members.
When a leader sets such an example and expects this from junior leaders within the team,
the mindset develops into the team’s culture at every level. Junior leaders take charge of
their smaller teams and their piece of the mission. Efficiency and effectiveness increase
exponentially and a high-performance, winning team is the result.
2. There are no bad teams, only bad leaders
This is a difficult and humbling concept for any leader to accept. But it is an essential
mind-set for buildings a high performance, winning team. When leaders drive their teams
to achieve a higher standard of performance, they most recognize that when it comes to
standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting
expectations, no matter what has been said or written, if substandard performance is
accepted and no one I s held accountable-if there are no consequences-that poor
performance becomes the new standard. Therefore, leaders must enforce standards.
Consequences for failing need not to be immediately severe, but leaders must ensure that
tasks are repeated until the higher expected standard is achieved. Leaders must push the
standards in a way that encourages and enables the team. The leader must pull the
different elements within the team together to support one another, with all focused
exclusively on how to best accomplish the mission. Most people want to be part of a
winning team. Yet, they often don’t know how, or simply need motivation and
encouragement. Teams need a forcing function to get the different members working
together to accomplish the mission and that is leadership is all about.
3. Believe
In order to convince and inspire others to follow and accomplish a mission, a leader must
be a true believer in the mission. Even when others doubt and question the amount of
risk, asking “Is it worth it?” the leader must believe in the greater cause. If a leader does
not believe, he or she will not take the risks required to overcome the inevitable challenges
necessary to win. And they will not be able to convince others-especially the front-line
1 TERM 2nd SEM SY2021-2022 HRMP207-SPECIAL TOPICS OF HRM BSBA Program
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people who must execute the mission-to do so. Leaders must always operate with the
understanding that they are part of something greater than themselves and their own
personal interests. They must impart this understanding to their teams. For more
important than training or equipment, a resolute belief in the mission is critical for any
team or organization to win and achieve big results.
4. Check the Ego
Ego clouds and disrupts everything: the planning process, the ability to take good advice,
and the ability to accept constructive criticism. It can even stifle someone’s sense of self-
preservation. Often, the most difficult ego to deal with is your own.
Everyone has an ego. Ego drives most successful people in life. They want to win, to be
the best. That is good. But when ego clouds our judgement and prevents us from seeing
the world as it is, then ego becomes destructive. When personal agendas become more
important that the team and the overarching mission’s success, performance suffers and
failure ensues.
5. Teamwork
All elements within the greater team are crucial and must work together to accomplish
the mission, mutually supporting one another for that singular purpose. Departments and
groups within the team must break down silos, depend on each other and understand
who depends on them. If they forsake this principle and operate independently or work
against each other, results can be catastrophic to the overall team’s performance. Within
the team get so focused on their immediate tasks, they forget about what others are
doing or how they depend on their teams. They may start to compete with one another
and when there are obstacles, animosity and blame develops. This creates friction that
inhibits the overall team’s performance. It falls on leaders to continually keep perspective
on the strategic mission and remind the team that they are part of the greater team and
the strategic mission is paramount. Each member of the team is critical to success, though
the main effort and supporting efforts must be clearly identified. If the overall team fails,
everyone fails, even if a specific member or an element within the team did their job
successfully. Pointing fingers and placing blame on others contributes to further
dissension between teams and individuals. These individuals and teams must instead find
a way to work together, communicate with each other, and mutually support one another.
The focus must always be on how to best accomplish the mission.
6. Simple
Simplifying as much as possible is crucial to success. When plans and orders are too
complicated, people may not understand them. And when things go wrong, and they
inevitably do go wrong, complexity compounds issues that can spiral out of control into
total disaster. Plans and orders must be communicated in a matter that is simple, clear
and concise.
7. Prioritize and Execute
Even the most competent of leaders can be overwhelmed if they try to tackle multiple
problems or a number of tasks simultaneously. The team will likely fail at each of those
tasks. Instead, leaders must determine the highest priority task and execute. When
overwhelmed, fall back upon this principle: prioritize and execute.
8. Decentralized Command.
Human beings are generally not capable of managing more than six to ten people,
particularly when things go sideways and inevitable contingencies arise. No one senior
leader can be expected to manage dozens of individuals, much less hundreds. Teams
must be broken down into manageable elements of four to five operators, with a clearly
designated leader. To be effectively empowered to make decisions, it is imperative that
front-line leaders execute with confidence. Tactical leaders must be confident that they
clearly understand the strategic mission and Commander’s intent.
9. Plan
What’s the mission? Planning begins with mission analysis. Leaders must identify clear
directives for the team. Once they themselves understand the mission, they can impart
this knowledge to their key leaders and front-line troops tasked with executing the
mission. A broad and ambiguous mission results I lack of focus, ineffective execution,
and mission creep.
10. Leading Down the Chain of Command
Leaders must routinely communicate with their team members to help them understand
their role in the overall mission. The team members can then connect the dots between
what they do every day and how that impacts the company’s strategic goals. This
understanding helps the team members prioritize their efforts in a rapidly changing,
dynamic environment. Leading down the chain of command requires regularly stepping
out of the office and personally engaging face-to-face with direct reports and observing
the front-line team in action to understand their particular challenges and read them into
the Commander’s Intent.
11. Leading Up the Chain of Command
If your boss isn’t making a decision in a timely manner or providing necessary support for
you and your team, don’t blame the boss. First, blame yourself. Examine what you can
do to better convey the critical information for decisions to be made and support allocated.
Leading up the chain takes much savvier and skill than leading down the chain. Leading
up, the leader cannot fall back on his or her positional authority. Instead, the subordinate
leader must use influence, experience, knowledge, communication and maintain the
highest professionalism.
12. Decisiveness Amid Uncertainty
There is no 100 percent right solution. The picture is never complete. Leaders must be
comfortable with this and be able to make decisions promptly, then be ready to adjust
those decisions quickly based on evolving situations and new information.
Talent Management
WHAT IS TALENT MANAGEMENT?
Talent Management – is defined as the methodically organized, strategic process of getting

the right talent onboard and helping them grow to their optimal capabilities keeping organizational
objectives in mind.
The process thus involves identifying talent gaps and vacant positions, sourcing for and
onboarding the suitable candidates, growing them within the system and developing needed
skills, training for expertise with a future-focus and effectively engaging, retaining and motivating
them to achieve long-term business goals.
Under the umbrella of talent management, there are a string of elements and sub processes that
need to work in unison to ensure the success of the organization. For example, analyzing the
right talent gaps for the present and the future, identifying the right talent pools and best-fit
candidates, getting them to join and then optimizing their existing skills and strengths while
helping them grow are touch-points that are all equally important. They support each other and
the whole structure would crumble even if one sub-process fell out of sync.
Talent Management is about taking a strategic approach to attracting, retaining, and developing
a workforce. Running a company takes more than hiring people who can perform needed tasks.
Companies need to build a competitive workforce by sourcing in-demand skills, investing in
continuous learning and skill development, and managing and optimizing performance.
The skills that company need evolve as the company grows. In applying a skills-based lens to
optimize talent enables workers to meet evolving business demands. The nature of work
continues to change, and along with it, the management of the workforce also needs to change.
In other words, talent management is less about “management” and more about “enablement.”
Companies that invest in the employee experience, from retention to development and more,
enable their employees to achieve business outcomes, not just tasks. Companies need to build a
competitive workforce by sourcing in-demand skills, investing in continuous learning and skill
development, and managing and optimizing performance .
Figure 1. Talent Management
Key steps in the process of managing talent effectively.
1. Planning: Like any process with a set outcome, planning is the first step in the process
of talent management. It involves the following identifying where the gaps lie-the
human capital requirement, formulating job descriptions for the necessary key roles to
help guide sourcing and selection and developing a workforce plan for recruitment
initiatives.
Talent Acquisition – is defined as an ongoing HR process to acquire skilled workers
in alignment with a company’s broader business goals, regardless of immediate
vacancies.
Talent Acquisition Process
The entire recruiting and talent acquisition process is undergoing a major upheaval with the
changing preferences of the young workforce and the rising demand for cutting-edge skills.
For example, cloud competencies, digital marketing, artificial intelligence (AI). An essential
best practice for talent acquisition managers today is to treat candidates like consumers. In
other words, lessons from digital marketing can be instrumental when you’re looking to build
a robust talent acquisition function.
5 steps of the Talent Acquisition Process
1.) Inbound marketing

2.) Outbound marketing
3.) Filtering and selection
4.) Conversion and onboarding
5.) Continuous Improvement
Inbound Marketing
As a talent manager, your goal is to attract the best talent out there without you actively
seeking them out. This means building a strong employer brand, initiating recruitment
marketing campaigns, and keeping an eye on inbound leads that will soon convert into hired
employees. To enable inbound recruiting in the talent acquisition process, create a smart
recruitment website, encourage referrals, and leverage candidate-focused content to create
an “employer brand” narrative.
Outbound Marketing
Any successful brand leverages a smart mix of inbound and outbound marketing to acquire
customers. So, you should be looking at social channels, paid job ads, and automated email
campaigns to advertise for a job post actively. Use this step up your recruitment efforts with
intelligent job descriptions. Together, inbound and outbound initiatives will generate many
“leads” or applicants.
Filtering and Selection
At this stage, talent acquisition diverges from regular marketing. You aren’t looking to hire
just anyone who wants to join the company. You will verify, screen, and assess a candidate’s
performance against various parameters. This includes:
» Educational qualifications (though a lot of companies are pushing this to the backseat
and placing priority on the next four parameters
» Skill set and domain expertise
» Personality and work ethic
» Career goals and alignment
» Culture fit with the company’s values
Culture is probably the most important for organizations now. For example, if your
organization prioritizes regular work hours and physical attendance, a candidate with a history
of remote working and flexible operations may not be a good fit, even though they bring the
desired skill set to the table.
Conversion and onboarding
The first three steps in the talent acquisition process led to “converting” the applicant into a
finalized hire. This is where the individual recruiter takes charge of the candidate experience
and the candidate journey and negotiates salary, benefits, and other expectations. However,
if your talent acquisition strategy has helped in creating an attractive employer brand that’s
in sync with the applicant’s professional targets, your applicant-to-recruit ratio will remain
high.
A talent acquisition strategy also accounts for a strategic onboarding process, though this
process is carried out by HR and immediate managers. The onboarding process involves
preliminary training and continuous reviews for the first few weeks.
Continuous Improvement
This is probably the most critical step of the process, ensuring your talent acquisition
mechanism becomes more effective with every recruitment cycle. A recent Jobvite study
found that 30% of new hires leave within 90 days of joining a company. This means that
regular reviews are necessary for this critical early period to sustain engagement. Also, the
feedback gathered from “converted” applicants can offer insights into how to improve the
hiring experience.
These five steps make up the talent acquisition process. Remember, this is a cyclical function-
by its definition, talent acquisition continues even if there are no open vacancies, inbound
marketing, brand building, and data reviews are ongoing processes that lead to the hiring of
quality talent.
2.Attracting: Based on the plan, the natural next step is to decide whether the talent
requirements should be filled in from within the organization or from external sources.
Either way, the process would involve attracting a healthy flow of applicants. The
usual external sources include job portals, social network, and referrals. The talent
pools that need to be tapped into must be identified in advance to keep the process
as smooth and efficient as possible. This is where the kind of employer brand that the
organization has built for itself, comes into play because that decides the quality of
applications that come in.
Talent Pipeline is defined as a ready pool of potential candidates who are qualified and
prepared to step up and fill relevant key roles within the organization as soon as they
fall vacant.
For example, an employee who has been in the system for about three years and
handles a considerably big team suddenly decides to quit. The HR today cannot afford
to be at sea where these talent exigencies come up. If they already have a talent
pipeline in place, you know who are the prospective candidates you can reach out to
how to convince them to accept the job, how long it will take to fill the position and all
these pieces of knowledge, together, help you offer business estimates that are
relevant to the stakeholders.
3.) Selecting: This involves using a string of tests and checks to find the right match
for the job- the ideal person organization fit. Written tests, interviews, group
discussions and psychometric testing along with an in-depth analysis of all available
information on the candidate on public access platforms help in gauging an all-rounded
picture of the person. Today there are software and AI-enabled solutions that
recruiters can use to skim through a vast population of CVs to focus on the most
suitable options and to find the ideal match.
4.Developing: Quite a few organizations today operate on the idea of hiring for
attitude and training for skills. This makes sense because while you would want a
predisposition to certain skill-sets, it is the persona that you are hiring and not the CV.
Developing employees to help them grow with the organization and training them for
the expertise needed to contribute to business success also builds loyalty and improves
employee engagement. This begins with an effective onboarding program to help the
employee settle into the new role, followed by providing ample opportunities for
enhancing the skills, aptitude and proficiency while also enabling growth through
counseling, coaching, mentoring and job-rotation schemes.
What is onboarding?
Employee onboarding is broadly defined as the process of familiarizing a (new)

employee with the organizations policies, the employee’s role in the organization, and
the organizations culture. It also involves creating an environment in which the
employee is made comfortable enough to interact freely with their colleagues and
establish social relationships in the workplace. It involves getting the employee to
complete the necessary paperwork for labor law compliance and equipping them with
all the tools they need to do their job well. During onboarding, employees learn what
the organization expects form them in terms of skills, communication style, and
attitude.
Onboarding is not just HRs job. It also the responsibility of the immediate manager,
who will familiarize the employee with their role in the company, their performance
expectations, and the culture of the team they are going to be a part of.
In addition, onboarding is not only associated with new employees. Employees move
laterally into new roles, known as cross boarding (covered later in this article), and
they also need to be onboarded following a similar process. While they may be familiar
with organizational culture, team culture may be different. While they may be familiar
with company policies, they may still need a mentor to guide them through their new
role.
Steps to onboard employees
1. Provide information on company policies and benefits
Provide comprehensive information about policies and employee benefits on the

employees first day in the organization. The training session or materials should
include everything from compliance to insurance to tax liabilities to company
policies on leaves and diversity and inclusion.
2. Provide role clarity
What exactly is an employee expected to do as part of their job? A breakdown of

all their daily tasks is important to help them gain clarity about their role.
Who communicates this information?
This is the best time for the manager to step into the onboarding process, as they
are best positioned to offer a clear picture of what an employee’s role will involve.
This information should be provided over the first 30 days on the job, as the new
employee learns and slowly takes ownership of their role. In this process, it is also
important to inform the employee of whom they must collaborate with to get their
job done members of their own teams as well as members of other teams along
with the reporting matrix for such collaborations.
3. Facilitate training
Training is part of the long-term onboarding process and is best facilitated by the
immediate manager. Even the most experienced employee needs to be provided
with a training period to understand how processes function in their new
organization or new team.
4. Induct into organizational culture
Assimilation into organizational culture is an ongoing process. However, HR

managers and team managers must give an employee a broad overview of the
culture when they join the company.
5. Help from social connections with colleagues
While this is not entirely the responsibility of the manager/HR, it is their job to
facilitate communication between employees, even if some employees are not very
open to integrating. This involves creating an environment where friendships
between colleagues are encouraged.
Figure 2: Duration of New Employee Onboarding
One day One week Three months Six months

To one week to three months to six months to a year
• Ensure compliance • Train Employee •Evaluate Performance •Employees should

Fully understand their
role
•Familiarize employee • Familiarize with • Take feedback to • Employee should be

with the job the colleagues gauge engagement assimilated into the
company
What is the difference between talent management and talent acquisition?
Talent Management involves everything needed to recruit, interview, hire, and onboard
talent. Talent and performance primarily focus on internally finding, developing, and planning for
the needed skills, as well as measuring the performance in the organization. More so, talent
management is about bringing out the best in people, building career paths that enable them to
flourish, identifying needed skills with jobs and particular workers, and making sure
that learning is targeted and continuous.
Talent management shouldn’t be a separate business process; it’s integrated into most business
processes and activities in the company. It can include such things as connecting people and
work and development opportunities via Workday Talent Marketplace, to companywide programs
focused on elevating talent through training, learning, mentoring, and personalized workplace
experiences. As HR expert Josh Bersin explains, people don’t just want jobs anymore, they want
an employee experience. Talent management is about delivering the right experience at the right
time for every employee.
While retaining and growing talent is widely considered a top HR priority, it’s not the only function
of HR. At a foundational level, HR institutes workplace policies, benefits, and payroll—while these
tasks are sometimes considered transactional, they are foundational operations of every HR
department. Depending on the company, HR responsibilities can also include talent acquisition,
compliance tracking, workforce planning, and more. In organizations where HR operates as a
more strategic function, HR typically takes an active role in the organization’s “people strategy,”
which includes building the employer brand, engaging the workforce, and more.
Despite having many roles and responsibilities, HR collectively has evolved to prioritize talent and
performance, employee engagement, shaping company culture, and understanding business
needs.
Why Is Talent Management Important?

People are the heart of a company. Without the right talent, companies risk poor culture, low
customer satisfaction, and most importantly, a lack of innovation. Employers today face a more
complex talent management landscape than ever before, and those that manage talent well will
have a competitive edge over those who do not.
Traditionally, expenses related to employees were viewed as a cost to the business. But to keep
up with the rapid pace of change, companies must nimbly leverage the skills of their employees
for innovation and growth. Companies must continually invest in their employees.
In other words, talent management matters because engaged employees are more productive
employees, which in turn affects a company’s bottom line. According to a study from Jacob
Morgan, author of “The Employee Experience Advantage,” organizations that invest in employee
experience environments across culture, technology, and physical space (where employees work)
are four times more profitable than organizations that don’t.
References
Printed Sources
2. Dias, L. (n.d.). Human resource management [OpenEd textbook]. BC

campus,
Type: Retrieved from https://open.bccampus.ca/find-open-
textbooks/?uuid=2e25dbce-a4c5-498d-a715-
a00c0dbdc03e&contributor=&keyword=&subject=Human+Resources+
and+Organizational+Behaviour
Internet Sources
www.csus.edu>introduction
www.humanresources.vermount.gov
WORKBOOK
OF
PERFORMANCE
TASK SHEETS
NAME: _______________________________ HRMP 207 QUIZ -1 SCORE:
DR. CHARMAINE S. LAVARITTE
Multiple Choice. Read the sentence carefully. Encircle the letter of the correct answer. (20 pts)
1. Support function that designs and implements company policies for managing
employees.
a.) Work Design
b.) HR manager
c.) HR department
d.) Organizational Culture
2. The following is not one of the benefits, health and wellness required by law.
a.) Social Security
b.) Family and Medical Leave
c.) Health Care
d.) Workers Compensation
3. Human Resource Management departments are:
a.) Line department
b.) Authority department
c.) Service department
d.) Functional department
4. Human factor is____
a.) Micro and macro issues of socio-economic factor
b.) Interrelated Physiological, Psychological and Socio-ethical aspects of human being
c.) The entire concept of human behavior
d.) None of the above
5. Job Analysis is a systematic procedure for securing and reporting information defining _
a.) Specific job
b.) Specific product
c.) Specific service
d.) All of these
6.) The factors responsible for the growth of HRM?
a.) Development of scientific management and awakened sense of social responsibility.
b.) The problem of how the available human resource could effectively minimize the
cost and maximize the production.
c.) Technical factors, awakening amongst workers, attitude of the government, cultural
and social system
d.) All of the above
7.) The following statements describe the skills that are available within the company.
a.) Human Resource Inventory
b.) HRIS
c.) Skills inventory
d.) Management Inventories
8.) The following author defined personnel management as a field of management which
has to do with planning and controlling various operative functions of procuring,
developing, maintaining and utilizing labor force.
a.)Harold Koontz
b.) Glueck
c.) Michael Jucius
d.) Flippo
9.) Resources and capabilities that serve as a source of competitive advantage for a firm
over its rivals are called________
a.) Core competency

b.) Core competence
c.) Competitive advantage
d.) Competency
10.) Human Resource Planning is compulsory for________.

a.) effective employee development programme
b.) base for recruitment
c.) base for selection policy
d.) All of these
II. Discussions: Read the sentence carefully. Discuss in original idea not in copy and paste
from the internet scheme nor from the classmate’s idea. (25 pts)
1.) What are the steps to onboard employees? Discuss and give example each step.

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CONTACT US

Name : CHARMAINE S. LAVARITTE, DBA

Name : CHARMAINE S. LAVARITTE, DBA

Name : ANNIE M. MADUAY

Dynamic and Holistically We commit ourselves to:

Prerequisite : HRMP 101, HRELE 2

Course Requirements Accomplished Worksheets

1.) Carefully read all the information sheets,

Desired Learning Outcomes

Week Lesson Topics

Week 5- Lesson 4: Special Topics of 1.) Occupational Health and Safety

February 11-12, 2022 March 4-5, 2022

Midterm Exam Final Exam

March 6, 2022 – Submission of Human Resource Plan

What is Human Resource Management?

According to The Harvard Model of Human Resource Management, created by Michael

Desired Learning Outcomes

At the end of the topic, you will be able to:

1.) Know the concepts, principles and nature of HRM

Human Resource Management is an approach to managing human beings in any organization.

Northcott considers human resource management as an extension of general management, that

According to Edwin B. Flippo- Human resource management is the planning, organizing,

What are Attributes of HRM?

The attributes of Human resource management can be emphasized as follows:

1. It is an intrinsic part of management. Human Resource Management is innate in the

5. It involves Personnel Activities or Function: Human Resource Management involves

6. It is a continuous process: Human Resource Management is not a “one shot” function.

7. It is based on Human Relations: Human Resource Management is concerned with

What are Objectives of Human Resource Management?

The specific objectives include the following:

1.) Human Resource Planning

Managerial functions include:

Operative function Includes:

3.) Performance management: Checking and analyzing employee performance is another

Advisory function includes:

What is the importance of HRM?

The following reasons highlight the importance of HRM.

5.) Facilitate continual worker adaptation : Opportunities are constantly changing.

What are Benefits of HRM?

Here are the benefits of HRM:

What are Approaches to HRM?

1.) HARD HRM

2.) SOFT HRM

HRM PERSONNEL MANAGEMENT

HRM is the latest development in the Personnel Management precedes HRM

DIFFERENCE BETWEEN TRADITIONAL HRM AND STRATEGIC HRM

Traditional Human Resource Management

Strategic Human Resource Management

Future Challenges before the Managers.

Because of continuous changing socio-economic, technological and political conditions, the

4.) Changes in Political Environment: There may be greater Government’s interference

7.) Computerized Information System. In the past, automation of manufacturing

10.) Management of Human Relations. On the “industrial relations” front, things

NEW ROLE OF HUMAN RESOURCE MANAGEMENT

1. As Facilitator of Change. To carry people through upheaval requires the true

2. An Integrated Approach to Management. Rather than being an isolated function,

Functions of a Human Resource Manager

1. As an Intellectual. The basic skill in the human resource field as compared to

3. As a Discriminator. A human resource administrator must have the capacity to

WHAT IS HUMAN RESOURCE PLANNING?