Human Resource Management REVIEWER
Human Resource Management REVIEWER
Chapter 1:
Definition and scope of Human Resource Management
Human Resource Management
- the process of employing people, training them, compensating them, developing policies
relating to them, and developing strategies to retain them.
Employees
- The organizational function of managing and handling one of the most valuable assets of
the organization- it's EMPLOYEES
- Pre-hiring
- Hiring, and
- Post-Hiring
Shop Management
1890-1910
1910-1930
1945-1965
- In the U.S., a tremendous surge in union membership between 1935 and 1950 leads to
a greater emphasis on collective bargaining and labor relations within personnel
management.
1965-1985
- The Civil Rights movement in the U.S. reaches its apex with passage of the Civil Rights
Act of 1964. The personnel function is dramatically affected by Title VII of the Civil Rights
Act , which prohibits discrimination on the basis of race, color, sex, religion, and national
origin. In the years following the passage of the CRA, equal employment opportunity and
affirmative action become key human resource management responsibilities.
1985-present
- Three trends dramatically impact HRM. The first is the increasing diversity of the labor
force, in terms of age, gender, race, and ethnicity. HRM concerns evolve from EEO and
affirmative action to "managing diversity." A second trend is the globalization of business
and the accompanying technological revolution. These factors have led to dramatic
changes in transportation, communication, and labor markets. The third trend, which is
related to the first two, is the focus on HRM as a "strategic" function. HRM concerns and
concepts must be integrated into the overall strategic planning of the firm in order to
cope with rapid change, intense competition, and pressure for increased efficiency
Entrepreneur
- Studying human resource helps entrepreneurs' useful insights to have a thorough
understanding of the employment cycle and a broader idea about human resource
practices in order to meet present and future challenges ahead
Employee
- it is essential for them to get a better understanding of HR management to know their
rights and privileges as thinking, doing and feeling in the organization
Prevalent in nature
- HRM features that means that HRM is present and performed in all functional areas of
management in continuous basis
Dynamic
- HRM features which HRM constantly finds ways to change situations and events for the
betterment of the organization and its employees.
Individually oriented
- HRM features which in HRM every employee is considered as human being that is
worthy of respect and compassion. HRM continually offered employees to be equipped
with new skills through training, development and other productivity improvement
schemes.
Employee oriented
- HRM features in firms HRM strategy that empowers employees makes them feel
appreciated for the job they do.
Forward looking
- HRM features that an organization's HRM functions to be successful, it should effectively
envision and assess labor needs for a given period of time. Doing so will assure the
managers that only the competent, motivated people with right match of qualifications
are joining the company.
Growth oriented
- HRM features that through HRM process a carefully planned design for employee
development is almost compulsory if the organization aims for excellence an example of
which is practicing job rotation.
PERSONNEL MANAGEMENT:
refers to the people manning the organization. Managing them is referred to as personnel
management.
Particularly involved with recruitment, selection, and administration of the workforce.
HRM
effective supervision and management of employees capabilities and other attributes
CHAPTER 2 :
Employment Discrimination
- The unjust and prejudicial treatment of different categories of people or thing specifically
on the basis of their age, race, gender and religious beliefs.
- The goal of this law is to make certain that an individual who seeks employment the
equal chances to vie for it.
Disabled Persons
- are those suffering from restriction or different abilities, as a result of a mental, physical
or sensory impairment, to perform an activity in the manner or within the range
considered normal for a human being
TITLE II
RIGHTS AND PRIVILEGES OF DISABLED PERSONS
CHAPTER I
EMPLOYMENT
Section 1. Title.
- This Act shall be cited as the “Women in Development and Nation Building
Act.”
Sec. 2. Declaration of Policy.
- The State recognizes the role of women in nation building and shall ensure the
fundamental equality before the law of women and men. The State shall provided
women rights and opportunities equal to that of men
SEC. 3. Definition.
- For purposes of this Act, “health workers” shall mean all persons who are
engaged in health and health-related work, and all persons employed in all
hospitals, sanitaria, health infirmaries, health centers, rural health units, barangay
health stations, clinics and other health-related establishments owned and
operated by the Government or its political subdivisions with original charters and
shall include medical, allied health professional, administrative and support
personnel employed regardless of their employment status.
HIRING STAGE
- This stage comprises recruitment and selection practices.
- Deals with policies and procedures used by organizations to fill an open position
due to resignation, retirement job abandonment, promotion, or transfer.
RECRUITMENT
- Serves as a tool to locate and entice job seekers who are eligible for the job.
- If could be internal or external
SELECTION
- Choosing the best and the most qualified candidate from the pool of applicants.
- To be effective, it should abide by legal laws and should rightfully match
employees' skills with the job requirements
- provides employees the opportunity to learn and acquire additional skills and
abilities intended for the betterment of what they are currently doing.
DEVELOPMENT
-more extensive because it prepares employees for a possible upward step to the
corporate ladder via intensive management development programs that will
squeeze their potentials and skill levels, thus improving the overall organizational
performance
APPRAISING AND MANAGING PERFORMANCE
COMPENSATION
- Consists of the pay and benefits received by employees from their employers in
return for their services.
PAY
BENEFITS
- To protect the organization and its employees from danger and illness, a
company through the initiatives of its human resource management office should
create and strictly impose health and safety policies to guarantee that every
employee is aware of his or her responsibilities in preventing (if not totally
eliminating) and fostering a safe and healthy work environment
- Terminating an employee in the Philippines is a sensitive and serious personal
issue.
- The Philippine Constitution says, no involuntary servitude in any form shall exist
except as punishment for a crime whereof the party shall have been duly
convicted (Phil. Labor Code).
Human resource management is not just about recruitment, selection and compensation. Take
into account for example some direct and negative effects of anti-discrimination laws on a
company's recruitment and selection practices.
Here are some factors that may have greater influence on HRM practices:
1. An increasing workplace cultural diversity. This happens once a company employs
workers with different backgrounds.
2. An emphasis on work and family issues. Several firms are responding to the needs of
families by providing managed-care programs, flexible time, and telecommuting.
3. The tremendous growth of part-time and temporary employees. The use of contingent
workers is now expanding rapidly. It has extended between industries from
manufacturing to services and other occupations.
4. The dynamic upgrading of technology. In the present time, each part of HR is affected
by the power of technologies that further improve people management and workers,
competencies. Thus, it is essential for an HR person to keep up-to-date with
technological developments that greatly impact the type of people who manage the
business.
HR PROFESSIONALS
Must serve with ethical integrity. They are encouraged to stick to ethical
codes of conduct to direct their manner of handling people.
HR PROFESSIONALS AND PRACTITIONERS
The main players and models of ethical behavior.
Take a firm stand to defend the employees even if it will mean the loss of
their job. Should behave ethically themselves
CHAPTER 4: HUMAN RESOURCE PLANNING
Human Resource Planning
- is an HRP practice that helps managers in predicting the various HR needs
relating to acquiring, positioning and utilizing employees.
- Overall, the aim of HRP is to aid managers in placing employees where they fit
(qualifications-wise), so as help the company achieve its goals. Further it
estimates the number and type of workers to successfully implement the overall
plan of the organization.
HUMAN RESOURCE PLANNING (HRP) AND STRATEGIC PLANNING
Human Resource Planning
- is also defined as an HR undertaking that ascertains the company’s present and
subsequent needs.
- Serve as a link between human resource management and the entire strategic
plan of the organization.
Strategic Planning
- the art of creating specific business strategies, implementing them, and
evaluating the results of executing the plan, in regard to a company’s overall
long-term goals or desires.
Corporate Strategic Planning Human Resource Planning
Know the Purpose of your existence Formulate management philosophy
Specify Long term goals Create a healthy company culture
Define your values and principles Outline code of conduct
Opportunities and Threats Demographic trends
• The Mission explains why the organisation exists – its purpose, the reason
why the organisation was originally founded.
• The Vision explains what the organisation will accomplish – what will the
organisation look like in the future (for internally-facing Visions) or what will be
different about the world as a result of the organisation’s actions (for externally-
facing Visions).
• Objectives take the level of detail down further still to provide much more
specific, quantifiable, time-sensitive statements of what the goal actually
means and how you will know you are reaching it. You might have multiple
Objectives for each Goal, all helping you assess the effectiveness of your
strategy
Regression Analysis – is the identical to both trend and ratio analyses in such a
way that forecasts are based upon the relation between certain predictors like
sales volume and number of employees.
QUALITATIVE APPROACHES – Predict future HR needs based on the opinions or gut
feel or some selected members of the organization outside experts or others concerned
with the future labor needs of the company. This method is often seen as subjective and
judgmental hence, biases are most likely to occur.
The Delphi Technique is a type of qualitative forecasting method that aims to minimize
biases of forecast by seeking expert opinions and summing up their decisions. This is
done by presenting a certain business scenario to experts
Predicting the Supply of Employees
Supply Forecasting:
First – The organization forms a cluster showing the line of positions from which
employees can anticipate growth. This cluster may include job title, function, and degree
of autonomy.
Second – within each work group, state which of the incumbents will stay in their current
positions, how may are listed for possible transfer, promotion ,and retirement, Above all,
the organization should also pay attention to possible mergers, buy-outs, and
acquisitions.
Outcomes of the HR Planning Process
Once the HR planning activity is accomplished, the company should set and carry out
HRM practices that will aid the managers in handling the possibility of occurrence of
either an undersupply or oversupply of personnel.
Dealing with Workforce Oversupply
If there are more workers than jobs, the first action was to downsize, which typically
refers to lay-off. However, due to some undesirable effects of lay-offs, managers may
consider options such as:
- Suspend hiring
- Set limits to overtime
- Avoid contingent workers
- Early retirement
- Reduce Pay
- Job sharing
- Offer career breaks like study leave
Dealing with Workforce Undersupply
An undersupply of personnel indicates that there are more jobs than workers, if this
happens the first move of the company should be hire additional employees, However,
the company may consider the following alternatives:
- Encourage overtime
- Create another work shift
- Job re-assignment
- Strengthen retention program
CHAPTER 5
Job or task analysis
- It is an HRM practice that involves collecting of data about the details of the job
relating to duties, the job requisites necessary to carry out those duties, and traits
and attributes of the person needed to accomplish the work favorably.
Job description
- a job-related document that shows the duties and responsibilities attached to the
job position. It further indicates how the worker will do the job, and the job's
working conditions.
Job specification
- Interviewing current employees- The job analyst elicits information about the
job from current employees
- Observing activities of current employees- Under this method, the job
analyst meticulously observes the incumbents while performing the job, how they
do the job, and determines the length of time it takes them to complete the job.
- Distributing survey questionnaires- . This is the most popular way of
gathering job analysis information. The analyst distributes the prepared
questionnaire to incumbents, instructing them to answer questions related to their
jobs Questionnaires are gathered in a relatively short period of time.
- Use of diaries- The diary method requires the incumbents to keep a detailed
record of their daily task.
Give/State the Important Components of Job Analysis
- Job Content- shows the actual duties of the worker, how he or she performs the
job, and the facilities, materials and devices to be used in performing the job.
- Job Context- this is about the conditions or the environment where the job is
performed.
- Worker Requirements- these are qualifications that are considered by the
employer as vital to the successful execution of the job.
Worker Requirements needed for effective job performance
Knowledge
- the intelligence and understanding of a specialized discipline acquired through
formal education and actual experience.
Skill
- potential capability of a worker to carry out a particular job, such as decision-
making skill, people skill and cognitive skill.
Ability
- a capacity or competence that allows an individual to do a specific kind of work.
Some examples are ability to work under pressure, and ability to manage time.
Personal Characteristics
- although skills are necessary, most employers will choose an individual who
possess good personal qualities such as reliability, trustworthiness, and flexibility
Credentials
- pieces of evidence that will prove a person's identity or background that will
indicate his fitness for the job like scholastic records, employment certification,
and other relevant documents.
Compressed workweek
- This is an alternative work schedule where the standard five-day workweek is
reduced to a lesser number of days, but with longer working hours
Flexible Time or Flextime
- gives workers leeway in selecting their daily time-in and time-out schedule on the
condition that they work a definite number of hours in a day or in a week. In
flexible time, the total number of hours employees are obliged to work are similar
as that under the regular work time.
Sharing
- This is a job arrangement where two employees with temporary or parttime
status perform a job that otherwise can be done by a full-time employee.
Telecommuting
- is mobile telecommuting where employees, whose jobs require them to be in
other places, can use cell phones and broadband connection to be in contact
with their home company.