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The Field of Personnel and Human

Resources Management
THE ORIGIN AND DEVELOPMENT OF
PERSONNEL AND HUMAN RESOURCES
MANAGEMENT

Late 18th and early 19th century


Functions of personnel management
started w/ the factory system as an
integral part of line function
Between 1910 and 1920
employment management First
diminution of supervisory authority in
personnel management
Early 1920s
o first professional and research
associations in the US were
formed
o Training programs for
employment management offered
in colleges
o First book on personnel
management Ordway Tead and
Henry Metcalf (1920)
Early 20th century Personnel
management emerged as a separate
specialized function concerned w/ the
people at work

In the PH

Early 50s (after obtaining


independence on 1946) many small
companies grew in size and expanded
their production and marketing activities
o RA 875 Magna Carta of Labor
June 17, 1953 encouraged and
protected the organization of
strong labor unions and in the
process, gave impetus to the
establishment of personnel depts
in business firms headed by a
personnel officers
1974 PD 442 - Labor Code of the
Philippines Former Pres. Ferdinand E.
Marcos - promulgated May 1, 1974 took
effect November 1, 1974
1989 RA #6715 Amendment of Labor
Code

Growth of Personnel Management (In the


PH)

Developments that helped the growth of


personnel management:
1. The organization of Personnel
Management Association (PMAP) of
the PH in 1956 PMAP is an
association of personnel managers w/c
has been moving actively for the
professionalization of personnel
management and the standardization of
its practices and functions
2. Acceptance and recognition of
personnel management as a
necessary function in the business
organization
3. Course offerings in personnel
management and industrial
relations and related subjects in
colleges and university
4. The initiation of seminars and
workshop in the various areas of
personnel management
5. The recognition of personnel and
industrial relations manager by
DOLE, SSS and other govt agencies
and by labor unions
For as long as people are needed in business
industry, personnel management will be an
important unit of management.
OBJECTIVES OF PERSONNEL
MANAGEMENT
The primary purpose of a business enterprise
is the profitable production and distribution of
goods and services to meet the needs of
society. In order to accomplish this, we have
different functions like manufacturing, finance,
sales, etc. These functions, however, are
performed by people and coordinated by
management. Therefore, it is an integral part
of each said functions is the management of
human resources, traditionally known as
personnel management whose main objective
is the effective management of human
resources.
Human Resource Department --> Human
Resources Manager delegated to a unit of
the company to provide services and
assistance needed by the companys human
resources
Important task: winning employees
acceptance of the company objectives

Objectives of the HR dept:


1. To assist top and line management
achieve the company objectives of
fostering harmonious relationship with
its human resource
2. To acquire capable people and provide
them with the opportunities for
advancement and self-development
3. To assist management in formulating
policies and programs that will serve the
requirements of the company and
administer the same fairly to all
employees.
4. To provide technical services and
assistance to operating the
management in relation to their
personnel function
5. To assist management in training and
developing human resource of the
company
6. To see all the employees are treated
equally and fairly in the application of
company policies, rules and regulation
and in rendering services to them
7. To help effect organizational
development and institution building
effort
THE ROLE OF PERSONNEL AND HUMAN
RESOURCE MANAGEMENT
Scientific management can make the
tasks of production, purchasing, marketing,
and finance very much easier. However, this is
not the case in personnel management, since
no formula has as yet been found to solve the
problems arising from the relations between
employer and employee.
In personnel management, certain tasks
and procedures can be very much simplified.
But in matters having to do with individual
employees or with labor unions, there are no
set of rules with w/c to meet the problems in
these areas, since each problem may call for a
particular approach and a particular solution.
One of the most knotty problems in
management-labor relations today is how to
achieve mutual adjustments w/c are brought
about by constant changes necessary in a
modern business organization. All levels of
management, from the president to the
supervisor, generally recognize that most of
the problems confronting them involve human
relationships. While most of these problems
are direct responsibility of line supervisors,
nevertheless said problems can be more

effectively handled w/ the help of the


personnel manager who is a specialist on
problems involving people at work.
Somehow, the intricacies of todays
business enterprises have evolved new
concepts of personnel management. Now, we
refer to human resources management, a
comprehensive approach geared toward
meeting the ever growing needs of the
enterprise and its employees.
TWO ROADS IN PERSONNEL
ADMINISTRATION
Professor Dale Yoder: There are two roads
in personnel administration, namely;
1. High road Those who take this road
concern themselves with the more
current issues of personnel, such as
man-power planning, formulation of
policies and programs, and the
application of the behavioural sciences
and human relation to recruitment,
selection, placement, training and labor
relations
2. Low road the daily routine operation
of the personnel department,
accomplished by lower staffs of the
dept w/ attention more focused on
details and procedural matters
Human Resources Management: A
Management Function
Since the management of people must be
integrated w/ the management of the
enterprise, because the people comprise the
enterprise, hr management is the function and
responsibility of management. This may be
explained from three dimensions:
1. The relationship of the employee to
the organization is probably directly
influenced by his contacts with his
immediate superior than by the other
factors. It is the employees superior
who establishes the atmosphere in their
daily relationships on the job whether or
not they are friendly, satisfying, and
generally pleasant or carried on in an
atmosphere of tension, uncertainty, or
friction.
2. The relationship with the top
management most important; this is
important for the guidance of all
managers, supervisors and employees

in their relationship with each other, top


management sets the tone of the dayto-day relationship between the
organization and its employees by
establishing its objectives through its
plans, directions, controls and
coordination of its operations
3. The relationship with the lower
levels of management bears the
brunt of direct relationship with the
ranks and file employee
Responsibilities of the Different Levels of
Management
TOP LEVEL MANAGEMENT policy making
and planning
MIDDLE MANAGEMENT developing
subsidiary plans and implementation of
policies and objectives.
LOWER MANAGEMENT implementation and
control measures to ensure that the personnel
policies and programs are carried out
HR dept serves as staff to render assistance
and act as adviser to all levels
PERSONNEL MANANGEMENT DEFINED

Function of management concerned


with promoting and enhancing the
development of work effectiveness and
advancement of human resources in the
organization through proper planning,
organizing, directing, coordinating and
controlling of activities related to
procurement, development, motivation
and compensation of employees to
achieve the goals of the enterprise

Management Functions
1. The basic functions in general
management of the enterprise w/c are
planning, organizing, directing,
coordinating, and controlling
2. The operative functions w/c cover the
daily activities of the business
These are briefly explained as follows:
Planning refers to the job of
determining a proposed mode of action
based upon a full understanding of the
factors involved and directed at a
specific objectives w/c take into
consideration the priorities desired by
management

Organizing refers to the arrangement


and relationships of jobs and position
w/c are necessary to carry out the
personnel programs as determined by
top management
Directing concerned with the
guidance of all efforts toward a stated
objective
Coordinating a method of getting
people in an organization to work
together harmoniously to achieve a
common goal w/ minimum expenditure
of effort and materials
Controlling concerned w/ keeping all
efforts w/in the channels prescribed by
management as shown in the personnel
plan for the entire organization to
ensure that the organization is
accomplishing its purpose

Operative functions covers the details of


the responsibilities and task necessary to carry
out policies and programs related to
personnel. These activities push forward the
day-to-day work of staffing the enterprise and
accomplishing its objectives. Such activities
are:
1. Procurement of employees the first
operative function of personnel
management is concerned with the
recruitment, selection, hiring and
placement of employees. The selection
and hiring of employees must take into
account the proper qualification of
personnel necessary to accomplish
organization objectives.
2. Placement and utilization of
employees after an employee is hired
and trained, he is expected to
contribute the maximum of his abilities
toward to attaining the productivity
objectives of the company.
3. Training and development of
employees refers to the acquisition of
knowledge, development of skills in the
job, and proper work attitudes. This is
an important phase of the personnel
management, for its help the employee
become more useful and valuable to the
company
4. Motivating employees means by
w/c employees are inspired to work to
achieved objectives of the organization
effectively

5. Compensating to attract and retain


well qualified employee in the
organization and to reward them for
good performance. This should not only

be adequate and competitive, but it


should also be fair, reasonable, and nondiscriminatory

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