HANDOUT IN HUMAN RESOURCE MANAGEMENT FOR PSJLC

What is MANAGEMENT?
MANAGEMENT is an act of MANAGING
What is managing? Art or activity of getting things done through people by using all
resources to achieve organizational goal.
What are the Resources Needed?
I.
Human
II.
Material
Financial
Logistical

THE FOUR BASIC FUNCTIONS OF THE DIFFERENT MANAGERS IN THE ORGANIZATION

1. Planning- Perform by top manager.
- Involves where to take the organization, formulating the different activities suitable to
adopt; geared towards the achievement of the goal. In this function, allocation of
resources must be considered to avoid waste.
2. Controlling- Perform by top manager.
- Is a function in management that involves measuring achievements against goals and
objectives. It requires managers to identify sources of
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deviation from successful accomplishment and to provide
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corrective action. He should see to it that if some part of the
a
organization is on the wrong track, he has the responsibility to
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a
find out why and set all things right.
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iddle
3. Organizing- Perform by middle manager.
er
- Function that coordinates both human and material resources
First Line
to achieve goal. The manager, identify, classify, assign the
different activities to groups or individuals, create
O peratives
responsibilities and delegate authority, coordinate the
relationships of responsibility and authority.
4. Leading- Perform by First Line Manager.
- Requires the managers to motivate employees by establishing harmonious
relationships to achieve goals and objectives. Effective leaders uses the authority to
achieve those ends as well as ability to communicate effectively. They should set
themselves as an example in influencing their subordinates in doing their tasks.
THE MANAGEMENT PROCESS OF HUMAN RESOURCE
1.
2.
3.
4.

RECRUITMENT
PLACEMENT
TRAINING
DEVELOPMENT

CATEGORIES OF HUMAN RESOURCES

SUPERIOR= MANAGERS
SUBORDINATE= OPERATIVES
RESPONSIBILITIES OF MANAGERS
1. First Line Managers Direct operating employees only. They do not supervise other
managers. They often called supervisors.
2. Middle Manager Direct the activities that implement the organizations policies and
balanced the demands of their superiors with the capacities of their subordinates.
3. Top Managers Responsible for the overall management of the organization, established
operating policies and guide the organizations interaction with its environment.
REQUIRED MANAGERIAL SKILLS
First Line Managers (SPOI to SPO4) technical
Middle Managers (Inspectors and Up) Humane
Top Managers (Chiefs of Bureaus) Conceptual
KEY ATTRIBUTES OF MANAGERS
1. Work with and through other people Working with anyone at any level within or
outside the organization who can help to achieve unit or organizational goals; act as
channel of communication within the organization
2. Responsible and accountable Seeing the specific tasks are done successfully.
Responsible for the action of subordinates (Success and failure of subordinates is a direct
reflection of managers success or failures)

3. Balance Competing Goals and set priorities At any given time, managers faces a
number of organizational goals, problems and needs all of which compete for managers
time and resources (both Human and Material), since such resources are always limited,
managers must strike balance between various goals and needs through prioritization of
tasks selection.
4. Must think analytically and conceptually He must be able to break a problem down
into each components- analyze these components and then come up with a feasible
solution; he must be able to view the entire tasks in the abstract and relate it to other
tasks.
5. Mediators organizations are made up of people. Within the organization the human
resources disagree with each other. Dispute can lower the morale and productivity that
hindered work towards goals, the managers should act as mediators to resolve problems,
settled quarrels or disputes tactfully and skillfully otherwise if that disputes will not be
resolved the results is organizational failures.
6. Politicians He must build relationship and use persuasion and compromise to promote
organizational goals to move their programs forward. Develop networks of mutual
obligations with other managers. It will win support or gain cooperation in carrying out
goals.
7. Diplomats-He serves as official representatives of their unit., who represent the entire
organization in dealing with its clients
The Composition of the workforce changes overtime because Managers do not stay in
the position permanently
Reasons:
1. Promotion
2. Transfer or Reassignment
3. Resignation
4. Dismissal or Discharge
IMPORTANT ELEMENTS IN AN ORGANIZATION
The essential elements in every organization are its human resources. The individuals and
groups of people whose performance contributions make the organization possible to attain its
objectives.
However, the organization need more than people to survive and prosper. They also need
material resources to build up capability in producing standard products required and demanded
by their customers, in the PNP, the people they vowed to serve.
From the organization's external environment, it obtains its human and material resources
and transforms them into standard products demanded by the consumers for their consumption.
For the organization to survive and produce standard product, the primary concern of the
organization is the effective and efficient management of its human resources.
WHAT IS HUMAN RESOURCE MANAGEMENT?
Function that deals with recruitment, placement, training and development of personnel so that
the organization will be able to employ the right people for the right position at the right time.
POLICY AND PRINCIPLE OF HUMAN RESOURCE MANAGEMENT
Employing the right people for the right position at the right time.
PROCESS OF HUMAN RESOURCE MANAGEMENT
a. Recruitment
b. Placement
c. Training
d. Development
ACTIVITIES IN HUMAN RESOURCE MANAGEMENT PROCESS

A. Human Resource Planning Formulation of a design to ensure that the organizational needs of
personnel will be constantly and appropriately met. In this activity the organizations Personnel
Department/Unit must analyze the following factors:
1. Internal The organizations vacancies, the skills needed based on the demand, the
capacity of material resources.
2. External - Outside environment such as the labor market where the resources will be
made available.
STEPS IN HUMAN RESOURCE PLANNING
1. Planning for future need Determining how many people with what abilities will the
organization need to remain in operation for the foreseeable future. The output of this
step is Required Authorized Strength.
2. Planning for future balance Determining how many people presently employed and
can be expected to stay with the organization. The difference between this number and
the number the organization will need leads to the next step.
3. Planning for Recruiting and Selecting for the most qualified personnelDetermining how can the organization locate and lure the number of people it will need.
4. Planning for development- Determining how the training and movement of personnel
in the organization be managed so that it will be assured of continuing supply of
experienced and capable personnel.
FACTORS TO CONSIDER IN HUMAN RESOURCE PLANNING
1. Strategic plan The organizations basic strategy and detailed goals, objectives, and
tactics for making that strategy will define the personnel needs of the organization.
2. Potential change in the organizations external environment This may mean
change in the market, in the availability of financing, or in the labour force.
CONSIDERED ELEMENTS IN HUMAN RESOURCE PLANNING
1. Forecasting Attempts to determine what personnel the organization will need to
maintain its growth and exploits future opportunities.
2. Human Resource Audit Appraisals of personnel skills and performance.
RECRUITMENT
B. RECRUITMENT The process of attracting, screening and selecting the most qualified
candidates from the large number of applicants.
Two Types of Recruiting
a. General recruiting - Most appropriate for operative employees, takes place when the
organization needs a group of workers.
b. Specialized recruiting Used mainly for higher level executives or specialists, occurs
when the organization desires a particular type of individual.
SOURCES OF RECRUITMENT
Recruitment takes place within a labor market- that is people available with the skills
needed to fill open positions. The labor market changes over time in response to environmental
factors.
The sources to which human resources offices turn to meet their recruitment needs
depend on the availability of the right people in the local labor pool, as well as the nature of the
positions to be filled. An organizations ability to recruit employees depends of the organizations
reputation and attractiveness of the specific job offer. If the people with the appropriate skills are
not available in the local labor pool, they may have to be recruited from some distance away.
a. Recruitment from outside of the organization
b. Recruitment from within the organization
Disadvantages of recruitment from within
1. Limitation of available talent;
2. Reduces the chance for a fresh viewpoint to enter the organization; and
3. Encourage complacency because employees may assume that seniority will assure promotion

Advantages of recruitment from within the organization

1. Familiarization of the organization
2. Considered as promotion that foster loyalty and inspire greater efforts
3. Less expensive.
JOB STATEMENT
1. Job Description for Operative Level Best defined as statement of activities to be
performed
2. Position description for Managerial Level Best defined as statement of
responsibilities
C. Selection Securing from the large number of candidates who have the highest potential
for appointment.
D. Socialization Designed to provide new employees with the information in order to
function comfortably and effectively. It conveys three types of information:
1. General information about the job;
2. A review of the organizations history, purpose, operations, services rendered; and
3. Detailed presentation of the organizations policies, work rules, and employees
benefits.
E. Training and Development- Training Programs are directed towards maintaining and
improving current job performance; designed to improve skills.
o Development Programs seek to develop skills for future jobs.
FOUR PROCEDURES TO DETERMINE THE TRAINING NEEDS
1. Performance appraisals employees work is measured against the performance
standards or objectives established for his job;
2. Analysis of job requirements- the skills and knowledge specified in the appropriate
job descriptions are examined. Those personnel without necessary skills or knowledge will
become candidates for training.
3. Organizational analysis the effectiveness of the organization and its success in
meeting its goals are analyzed,
4. Survey of human resources managers as well as subordinates are asked to
describe what problems they are experiencing.
DEVELOPMENT PROGRAM
Designed to improve the overall effectiveness of managers in their present positions and
to prepare for greater responsibility when they promoted. This program is necessary because of
increasing complex demands. Experience alone is a time consuming and unreliable in process.
Early management development activities were program-centered; that is, a program
would be designed and administered to managers regardless of their individual differences.
However, it is being increasingly recognized that managers differ in ability, experience, and
personality. Thus, management development programs are becoming more manager-centered
tailored to fit the unique developmental requirements for managers attending. Training Needs
Analysis is conducted to identify the training needs.
TRAINING PROGRAMS
The two methods of training approaches:
1. On-the-job Methods- Takes place within workplace
a. Coaching training of subordinates by his immediate superior.
b. Job rotation shifting from one position to another so that they may broaden job
experience.
c. Training positions trainees are given staff posts immediately under a manager.
d. Planned work activities or practical exercises involve giving participants to do
important work assignments to develop their experience and ability.
2. Off-the-Job Takes place outside of the workplace.
F. PERFORMANCE APPRAISAL
The process of determining effectiveness and efficiency of personnels performance in their
assigned tasks.
WAYS IN CONDUCTING PERFORMANCE APPRAISALS
1. Informal the process of continuously feeding back to subordinate information regarding
their work performance. It is conducted on day-to-day basis.
2. Formal Systematic Appraisal - Occurs semi-annually or annually on a formalized basis.

FOUR MAJOR PURPOSES

a. It lets subordinates know formally how their current performance is being rated;
b. It identifies those subordinates who deserve merit raises;
c. It locates those subordinates who require additional training; and
d. It plays an important role in identifying those subordinates who are candidates for promotion.
FORMAL APPRAISAL APPROACHES EVOLVES
a. A superiors rating of subordinates the most common approach;
b. A group of superiors rating subordinates- subordinates are rated by a managerial committee
or by a series of managers who fill out separate forms;
c. A group of peers rating a colleague the individual is rated separately and on paper by coworkers on the same organizational level;
d. Subordinates rating bosses subordinates evaluate their superiors performance.
PROMOTION
The most significant way to recognize such superior performance. It is the opposite of demotion.
Two Kinds of Promotion
a. Promotion in rank
b. Promotion in position
KINDS OF PROMOTION IN RANK
Regular- based on the following requirements:
a. Passed the Promotional examination
b. Appropriate training
c. Passed the ability and mental examination
d. Cleared from any Administrative or criminal case/s
Special - Granted to personnel who exhibited acts of conspicuous courage and gallantry in
action at the risks of his/her life and performed duties and responsibilities beyond the call which
shall be validated based on established criteria.
Types of Special Promotion:
a. Spot
b. Meritorious
c. Posthumous
OBJECTIVES OF PROMOTION
a. To invest with the degree of authority over subordinates
b. To increase responsibility where one can fully use his capabilities
c. To promote incentives that gradually improve efficiency.
PROMOTIONAL FACTORS
1. Efficiency in Performance
2. Education and Training
3. Experience and Outstanding Accomplishments
4. Physical Character and Personality
5. Leadership Potential
PREFERENCE FOR PROMOTION
1. Appropriate Eligibility The most competent and qualified who has highest eligibility
will be considered;
2. Competency and Vacancy When competency, qualification and eligibility are equal,
preference will be given to personnel in the unit where there is vacancy;
3. Seniority When promotable have the same merit, the preference will be given to the
most senior personnel.
PROBLEMS IN GRANTING PROMOTION
a. Employees bypassed for promotion became resentful thus it affects morale and
productivity
b. It provide discrimination
G. TRANSFER or REASSIGNMENT
TRANSFER or REASSIGNMENT movement of personnel within the organization.
Classification of Status of Assignment:
a. Attached/Unassigned administratively assigned in a training unit for duration of
training
b. Duty Detail special duty as a part of operational activity

c. Non-Duty Status still in the service but do not have any assignment
H. DISCIPLINE - generally administered or imposed when an employee violates policy or fall
short of work expectations. It progresses through a series of steps to alleviate or eliminate the
problem.

correction

Reprimand or admonition

COMMON DISCIPLINARY STEPS

a. Spot
Suspension
b. Warning
e. Disciplinary transfer
c
f. Demotion
g. Discharge or dismissal

d.

The result of Disciplinary Action Punishment

The result of Punishment Discipline
Imposition of Discipline Disciplinary Action
The different activities in Human Resource Management does not end on Discipline,
but the management should be very considerate on the Morale and Welfare of its
personnel. For its human resource to be effective the organization should provide:
1. Salary is a form of periodic payment to an employee, which may be specified in the
appointment or contract.
2. Allowances an amount of money given or allotted usually at regular intervals for a
specific purpose.
Categorization of Allowances:
a. Category One related to normal duties and responsibilities, consolidated into the
base pay. Example SA
b. Category Two for special conditions and/or circumstances that arise from time to
time which requires some compensation. Example TEV
c. Category Three Considered by the employers that would enhance well-being of
the employees and their families. Example Quarters Allowance
d. Category Four benefits associated with top management positions. Example:
Allowance for hotel accommodation when attending conferences.
3. Benefits a money that is paid by an employer when employees dies, becomes ill or
sick, separated from the service; something extra such as vacation time, insurances
given to workers in addition to their regular pay
Top Five Type of Benefits:
1.
2.
3.
4.
5.

Health care
Retirement
Workplace Flexibility
Wellness Program
Free education and development program

The Four Cs Model for Human Resources

In order to evaluate the effectiveness of the Human Resource Management process within the
organization, the following are the proposed a four Cs model for human resources outcomes:
1. COMPETENCE- How competent are employees in their work? Do they need additional
training? (Assessment and evaluation system by managers can help the
institution/organization in determining the talent of personnel or employee.) To what
extent do HRM policies attracts, keep, and develop employees with skills and knowledge
needed now and in the future?
2. COMMITMENT How committed are employees to their work and organization? (surveys
can be conducted through interviews and questionnaires to find answers) To what extent
do HRM policies enhance the commitment of employees to their work and organization?
3. CONGRUENCE Is there congruence between the basic philosophy and goals of the
organization and its employees? Is there trust and common purpose between managers
and employees? (Incongruence can be detected in the frequency conflicts or an increase
of grievances.
A low level of congruence results in low levels of trust and common purpose tension and
stress between employees and managers may increase. What levels of congruence between
management and employees do HRM policies and practice enhance or retain?
4. COST-EFFECTIVENESS Are HRM policies cost effective in terms of wages, benefits,
turnover, absenteeism, and similar factors.
IMPORTANCE OF 4CS IN EMPLOYEE AND ORGANIZATION ADAPTABILITY
By shaping HRM policies to enhance commitment, competence, congruence and costeffectiveness, an organization can increase its capacity to adapt to changes. High level of the 4
Cs can contribute to employee and organization adaptability in the following ways:
1. High Commitment means better communication between employees and managers;
mutual trust is enhanced, and all stakeholders are responsive to each others needs and
concerns whenever changes in environmental demands occur.

2. High Competence- means that employees are versatile in their skills and can take on
new roles and jobs are needed; they are better able to respond to changes in
environmental demands.
3. Cost effectiveness means that human resource costs, such as wages, benefits, have
been kept equal to or less than those of competitors; all stakeholders have undoubtedly
faced the realities of the business.
4. High congruence means that all stakeholders share a common purpose and collaborate
in solving problems prompted by external changes in environmental demands.