INTRODUCTION TO HRM C.

​ Objectives of HRM
-​ The objectives of HRM include:
A.​ What is Human Resource
Management (HRM)? ●​ Staffing:
-​ refers to the strategic and coherent -​ Ensuring the organization
approach to managing an has the right people in the
organization's most valuable right roles.
asset—its people. ●​ Development:
-​ Focuses on aligning employees with -​ Facilitating continuous
organizational goals. learning and skill
KEY ASPECT: enhancement.
-​ recruiting, selecting, training, and ●​ Compensation and Benefits:
developing employees -​ Structuring fair and
motivating reward systems.
●​ Employee Relations:
B.​ Evolution of HRM -​ Building harmonious
-​ The evolution of HRM can be relationships between
categorized into several phases: employees and
management.
●​ Early 20th Century ●​ Compliance:
-​ Personnel management -​ Ensuring adherence to labor
focused on administrative laws and regulations.
tasks like hiring and payroll.
●​ Post-World War II
-​ Emphasis shifted to D.​ Functions of HRM
employee welfare, benefits, -​ Key functions of HRM include:
and labor relations.
●​ 1980s–1990s 1.​ Recruitment and Selection
-​ Strategic HRM emerged, -​ Attracting and choosing the
aligning HR functions with right candidates.
broader business strategies. 2.​ Training and Development:
●​ Present Day -​ Enhancing skills and
-​ HRM is data-driven and knowledge for better
technology-enhanced, performance.
focusing on talent 3.​ Performance Management:
management, organizational -​ Monitoring and evaluating
development, and employee employee performance.
engagement. 4.​ Compensation Management:
-​ Designing fair and
competitive pay structures.
5.​ Employee Relations:
-​ Handling grievances,
disputes, and fostering a
positive work environment.
F. Importance of HRM H. Features of Competitive Business
-​ The importance of HRM lies in its Environment
ability to: -​ Today’s competitive business
environment is characterized by:
1.​ Enhance Organizational ●​ Globalization:
Efficiency -​ Companies are operating in
-​ By recruiting the right talent international markets.
and improving employee ●​ Technological Advancements:
productivity. -​ Rapid tech developments are
2.​ Build a Positive Work Culture: changing work dynamics.
-​ Ensuring employee ●​ Workforce Diversity:
satisfaction and low turnover. -​ Organizations are becoming
3.​ Ensure Compliance: more diverse in terms of age,
-​ By managing labor laws and gender, and culture.
regulations effectively.
4.​ Drive Organizational Change: BUSINESS TRENDS & HR
-​ HRM plays a key role in COMPETENCIES
managing change and 1.​ Digital Transformation: HR must
innovation. embrace tech solutions.
2.​ Flexible Work Models: Remote and
G. Limitations of HRM hybrid workforce management.
-​ Despite its significance, HRM faces 3.​ Sustainability: Implementing
several limitations: eco-friendly HR policies.
4.​ Employee Well-being: Focus on
1.​ Resistance to Change mental health and work-life balance.
-​ Employees and managers 5.​ Reskilling & Upskilling:
may resist new HR policies. Future-proofing employee
2.​ Cost capabilities.
-​ Implementing HRM
practices, such as training Key HR Competencies:
programs, can be expensive. -​ Strategic thinking
3.​ Measuring Effectiveness -​ Technological proficiency
-​ Quantifying HRM outcomes -​ Emotional intelligence
can be challenging, making it -​ Change management skills
hard to measure ROI.
4.​ Conflicts
-​ Managing diverse workforce
dynamics and resolving
conflicts can be complex.
LESSON 1 3.​ Quantitative Management Theory
PRINCIPLES OF MANAGEMENT -​ (mid-1900s)
-​ Applied mathematics and
A.​ What is Management statistics to management
-​ It is the process of coordinating and decision-making.
overseeing the work activities of
others so that their activities are 4.​ Systems and Contingency Theory
completed efficiently and effectively. -​ (1960s-1980s)
-​ Management involves planning, -​ Viewed organizations as
organizing, leading, and systems with interrelated
controlling organizational resources parts.
to achieve these goals. -​ The Contingency approach
suggested that management
Efficiency practices depend on
-​ involves doing tasks correctly and situational factors.
with minimum resources.
Effectiveness 5.​ Modern Management Theory
-​ refers to completing tasks that help -​ (late 20th century – present)
fulfill organizational goals. -​ Focuses on flexibility,
globalization, and innovation,
B.​ Evolution of Management with an emphasis on
-​ Management has evolved over time, leadership, organizational
adapting to changes in society and culture, and ethics.
business needs:
1.​ Classical Management Theory
-​ (late 1800s – early 1900s)
-​ Emphasized efficiency and
specialization.
Key figures include:
-​ Frederick Taylor (Scientific
Management)
-​ Henri Fayol (Administrative Theory),
-​ Max Weber (Bureaucratic Theory).

2.​ Behavioral Management Theory

-​ (early-mid 1900s)
-​ Focused on human relations
and employee behavior.
-​ Elton Mayo’s Hawthorne
Studies and Abraham
Maslow’s hierarchy of
needs are central to this era.
C.​ 14 Principles of Management (Henri Fayol)
1.​ DIvision of Work Specialization increases output.

2.​ Authority Managers must have the authority to give orders.

3.​ Discipline Employees must obey and respect rules.

4.​ Unity of Command Each employee should have one direct supervisor.

5.​ Unity of Direction Teams with the same objective should work under one
plan.

6.​ Subordination of Individual The organization’s interest should take priority.

7.​ Remuneration Workers must be paid fairly for their services.

8.​ Centralization Decision-making should be centralized depending on

circumstances.

9.​ Scalar Chain There should be a clear line of authority.

10.​ Order People and materials should be in the right place at the
right time.

11.​ Equity Managers should treat employees fairly.

12.​ Stability of Tenure High employee turnover should be avoided.

13.​ Initiative Employees should be encouraged to take initiative.

14.​ Esprit de Corps Promote team spirit and unity among workers.

D.​ Levels of Management 3.​ Lower-Level Management

1.​ Top-Level Management -​ (First-line managers)
-​ Includes the board of -​ Supervisors and team
directors, CEO, and other leaders who directly oversee
executives. daily operations and the work
-​ They are responsible for of employees.
long-term strategy and
overall organizational
direction.
2.​ Middle-Level Management
-​ Includes department heads,
division managers, and
branch managers.
-​ They implement policies
and plans created by
top-level management.
E.​ Types of Managers G.​ Basic Functions of Management
1.​ General Managers ●​ Planning
-​ Oversee an entire -​ Setting goals, determining
organization or a significant objectives, and identifying
part of it. the best strategies.
2.​ Functional Managers ●​ Organizing
-​ Responsible for a specific -​ Arranging resources, roles,
department or function (e.g., and responsibilities.
finance, marketing). ●​ Leading
3.​ Project Managers -​ Influencing and motivating
-​ Lead temporary projects with employees to achieve goals.
a specific goal and timeline. ●​ Controlling
4.​ Line Managers -​ Monitoring progress and
-​ Directly responsible for implementing corrective
producing goods or services. measures as needed.
5.​ Staff Managers
-​ Provide advice and support H.​ MANAGERIAL ROLES
to line managers. (MINTZBERG’S MANAGERIAL
ROLES)
F.​ The Management Process 1.​ Interpersonal Roles
-​ The management process involves a -​ Involve interactions with
series of activities, carried out by others, both inside and
managers to achieve organizational outside the organization.
goals: -​ These include being a
●​ Planning figurehead, a leader, and a
-​ Defining goals and deciding liaison.
the best way to achieve
them. 2.​ Informational Roles
●​ Organizing -​ Managers collect,
-​ Structuring resources and disseminate, and act as a
tasks to accomplish spokesperson for
objectives. information.
●​ Leading
-​ Motivating and directing 3.​ Decisional Roles
employees to achieve -​ Managers make decisions
organizational goals. that impact the organization.
●​ Controlling -​ These roles include
-​ Monitoring performance and entrepreneur, disturbance
making adjustments to stay handler, resource allocator,
on track. and negotiator.
HR PLANNING
A.​ Definition of HR Planning D.​ HR Strategy & Business Strategy
-​ HR Planning is the process of -​ HR strategy must align with the
forecasting future HR needs and overall business direction.
creating strategies to meet them. -​ Ensures the workforce can execute
business plans effectively.
-​ It focuses on anticipating workforce
demands, identifying skill/staffing E.​ Strategic Workforce Plan
gaps, and ensuring talent availability. -​ Integrates HR practices with
long-term goals.
B.​ Importance of HR Planning -​ Involves talent forecasting, adapting
1.​ Improves productivity to labor market trends, and ensuring
-​ Right people in the right talent development.
roles.
2.​ Cost efficiency F.​ Alternative Perspective on Jobs
-​ Avoids over/understaffing. 1.​ Job Design
3.​ Risk management -​ Structuring roles for
-​ Prepares for talent satisfaction, productivity, and
shortages. efficiency.
4.​ Better talent management 2.​ Job Description
-​ Supports recruitment, -​ Details duties,
training, and succession. responsibilities, and working
5.​ Strategic alignment conditions.
-​ Ensures HR supports 3.​ Job Specification
business goals. -​ Lists required qualifications,
skills, and experience.
C.​ Stages of HR Planning 4.​ Job Analysis
1.​ Analyze Organizational Objectives -​ Gather job data for
-​ Understand long-term recruitment, training, and
staffing needs. performance.
2.​ Forecast Demand for Labor
-​ Predict future hiring needs. G.​ Methods of Job Analysis
3.​ Assess Supply of Labor 1.​ Observation
-​ Check internal and external 2.​ Interview
sources. 3.​ Questionnaires
4.​ Gap Analysis 4.​ Work Diaries
-​ Compare current workforce 5.​ Critical Incident Techniques
vs. future needs.
5.​ Develop HR Strategies
-​ Action plans: recruitment,
training, retention.
6.​ Monitor and Review
-​ Continuously improve the HR
plan.