FAR EASTERN UNIVERSITY

Morayta, Manila

710- Special Topics in Human Resource Development Management

(HRM)

Quiz - 2020

Submitted by:

ABDELRAZIG,AMRO AHMED MOHAMED

Enumerate and discuss the challenges in HR and correlate these three (3) goals to
the management responsibilities of an organization (economical / legal / ethical and
discretionary responsibility).

HRM is a function within an organization concentrated on

recruiting, managing and directing people who work in it. Human
Resource Management deals with issues related to compensation,
performance management, organization development, safety,
wellness, benefits, employee motivation, training and others. HRM
plays a strategic role in managing people and the workplace culture
and environment. If effective, it can contribute greatly to the overall
company direction and the accomplishment of its goals and
objectives.
Reasons HR Is Important to an Organization

1. Strategic Management

HR improves the company's bottom line with its knowledge of how human capital affects
organizational success. Leaders with expertise in HR strategic management participate in
corporate decision-making that underlies current staffing assessments and projections for
future workforce needs based on business demand.

2. Employee Satisfaction

Employee relations specialists in HR help the organization achieve high performance, morale
and satisfaction levels throughout the workforce, by creating ways to strengthen the employer-
employee relationship. They administer employee opinion surveys, conduct focus groups and
seek employee input regarding job satisfaction and ways the employer can sustain good
working relationships.
3. Recruitment and Onboarding

HR recruiters manage the employment process from screening resumes to scheduling

interviews to processing new employees. Typically, they determine the most effective methods
for recruiting applicants, including assessing which applicant tracking systems are best suited
for the organization's needs .

4. Training and Development

HR training and development specialists coordinate new employee orientation, an essential

step in forging a strong employer-employee relationship. The training and development area of
HR also provides training that supports the company's fair employment practices and employee
development to prepare aspiring leaders for supervisory and management roles.

Human Resource Management Challenges

1.Change Management

Change management represents a particular challenge for personnel management. This may also
be the reason why it is cited as the foremost issue as HR continues to attempt to help businesses
move forward. An intensified focus on training may be needed to develop added competencies to
deal with change management.
2. Developing the leaders of tomorrow
Not all teams perform at the same level, and this is usually because of the team leader. Many
employees consider leaving their jobs because of a poor relationship with their direct manager.
That’s why it’s critical to source and develop talented and inspiring leaders.

3. Balance between Management and Employees:

The human resource manager has a responsibility to balance the interest of management and employees.
Profits, commitment, cooperation, loyalty, and sincerely are the factors expected by management,
whereas better salaries and wages, safety and security, healthy working conditions, career development,
and participative working are the factors expected by employees from management

4.Looking After Health and Safety

Health and safety standards are probably one of the more obvious human resource challenges.
Not only does labor law govern these concerns, but they’re also of great importance to general
employee wellbeing. Because health in the workplace isn’t just about hygiene and safety.

Today, the psychological well-being of employees can deteriorate due to high demands, limited
time, and general employee burnout. Sure, periods of stress are normal, and under times of
pressure, employees can often produce their best work. But high levels of stress cannot be
sustained.
This means that HR professionals need to keep a close eye on escalating workloads and stress
levels. An open-door policy to discuss anxiety, working hours and unfair expectations is critical.

2. Enumerate and discuss the unique selling propositions (USP) of your HR

Department and correlate this to the brand or culture of your company.
The unique selling proposition (USP) or unique selling point is a marketing strategy of making a
unique propositions to customers that convinced them to switch brands. It was used in successful
advertising campaigns of the early 1940s

A unique selling proposition (USP) refers to the unique benefit exhibited by a company, service,
product or brand that enables it to stand out from competitors. The unique selling proposition must
be a feature that highlights product benefits that are meaningful to consumers .

HR, like never before, will need to demonstrate that it is commercially driven and poised to add value.

If people are the most important asset, the brief will be to build the strategy to produce the maximum
return on that asset – and in that language.

What will keep the HR professional awake at night? The war for talent, which won’t go away, but equally
the challenge of leveraging top performance from all employee segments over time.

Accordingly, HR needs to wear its new role as a badge of honor. It should take a lesson from colleagues
in marketing who show more confidence, dynamism and presence. However, adopting some marketing
behavior means HR people need to understand the consumer. Understand how your product and
proposition match their needs, and then segment effectively.

3. What is the significant of synergy to a diversified service organization?

A synergy is where the whole is greater than the sum of its parts. In other words, when two or
more people or organizations combine their efforts, they can accomplish more together than they
can separately. They can get more done working together than they can working apart.

Working as a group helps the organization to achieve its goals according to its announced plans
and strategy to achieve these goals. Here we see the human resources department side in
providing an appropriate work environment to encourage employees to work as a group to
improve the organization's work.

4. Discuss the significant of diversified employee’s behavior in cultivating sense of

loyalty as a basis for low turn-over rate?

Toxic relationships can quickly lead to disgruntled employees, waning effectiveness levels and
other negative consequences. Positive relationships based on a foundation of mutual trust and
understanding have the potential to enhance productivity and organizational success.
Management can show support for their staff by considering their viewpoints and presenting
opportunities for employees to demonstrate their talents and effective communication. Toxic
relationships can quickly lead to disaffected employees, decreased effectiveness levels and other
negative consequences. Positive relationships based on mutual trust and understanding have the
potential to enhance productivity and organizational success. The administration can show
support to its employees by looking at their views and providing opportunities for employees to
show their talents and effective communication and this leads to the employee feeling
comfortable in his work and loyalty to the organization.

5. Comprehensively illustrate and correlate these three. “3 skills of a manager. 3

levels of management, and the 4 pillars of management “. Discuss the illustration
and the correlation of each other.

An organization can have many different managers, across many different titles, authority levels,
and levels of the management hierarchy.

Most organizations have three management levels:

Top-Level Managers

The board of directors, president, vice-president, and CEO are all examples of top-level
managers.

These managers are responsible for controlling and overseeing the entire organization. They
develop goals, strategic plans, company policies, and make decisions on the direction of the
business.

In addition, top-level managers play a significant role in the mobilization of outside resources.

Top-level managers are accountable to the shareholders and general public.

Middle-Level Managers

General managers, branch managers, and department managers are all examples of middle-level
managers. They are accountable to the top management for their department’s function.
Middle-level managers devote more time to organizational and directional functions than top-
level managers. Their roles can be emphasized as:

 Executing organizational plans in conformance with the company’s policies and the
objectives of the top management;
 Defining and discussing information and policies from top management to lower
management; and most importantly
 Inspiring and providing guidance to low-level managers towards better performance.

Some of their functions are as follows:

 Designing and implementing effective group and intergroup work and information
systems;
 Defining and monitoring group-level performance indicators;
 Diagnosing and resolving problems within and among work groups;
 Designing and implementing reward systems supporting cooperative behavior.

Low-Level MANAGERS

Supervisors, section leads, and foremen are examples of low-level management titles. These
managers focus on controlling and directing.

Low-level managers usually have the responsibility of:

 Assigning employees tasks;

 Guiding and supervising employees on day-to-day activities;
 Ensuring the quality and quantity of production;
 Making recommendations and suggestions; and
 Up channeling employee problems.

Also referred to as first-level managers, low-level managers are role models for employees.
These managers provide:

 Basic supervision;
 Motivation;
 Career planning;
 Performance feedback; and
  Staff supervision.
Types of Management Skills

Planning

Individual managers may or may not be personally involved in drafting company policy and
strategy, but even those who aren’t still must be able to plan. You might be given certain
objectives and then be responsible for developing ways to meet those objectives. You may need
to adjust or adapt someone else’s plan to new circumstances. In either case, you’ll have to
understand what your resources are, develop time tables and budgets, and assign tasks and areas
of responsibility.

Leadership

The best managers are typically inspirational and effective leaders. They set the tone for their
areas by demonstrating through their actions norms for staff behavior.
Effective leaders often lead by example as much as by direction. Motivating others to action and
productivity is a crucial element of effective leadership.

Directing and Oversight

Directing is the part where you take charge and delegate (tell people what to do), give orders,
and make decisions. Someone has to do it, and that someone could be you.

Organization is about planning and foresight, and it requires an ability to comprehend the big
picture.

6. Define and discuss the words” Organization” and “ Synergy”. Discuss profoundly the correlation
of the two (2) words.

Organization

A social unit of people that is structured and managed to meet a need or to pursue collective
goals. All organizations have a management structure that determines relationships between the
different activities and the members, and subdivides and assigns roles, responsibilities, and
authority to carry out different tasks. Organizations are open systems--they affect and are
affected by their environment.

Synergy

The combined power of a group of things when they are working together that is greater than the
total power achieved by each working separately
There’s a big relationship between organization and synergy

As we can see getting different people to work together toward attaining a common
organizational goal isn’t always easy. Organizational people require a strategic direction (or
vision) and focus to channel their positive energies together to realize common vision and goals.

However, this can be difficult to attain if there are conflicts of interest, lack of diversity, low
employee morale and satisfaction, counterproductive relationships, loss of energy and negative
effects on organizational bottom line.

With synergy, it’s much easier to increase employee motivation and satisfaction. It fosters
coordination between managers and employees and between managers or employees themselves.
In addition, synergy cultivates a sense of place and belonging by organizational people.

7. Discuss profoundly the importance of HR Department in all the elements in the environment

Human resources are providing all sorts of support of the organization. If the support provided
are the best the performanes of the particular organization will always one of the best.

Human resources support always depend upon the morale of the concern employees, if the
morale is high, the support will be always the best. For best performance they must be provided
with the better resources, managerial qualities and good administration is also performing the
pivotal role for becoming the human resources department the most important. Always is seen if
the support provided by the human resources to a particular organization is of high standards, the
qualities of the production is always one of the best. So human resources are the most important
for any organization.

8. Discuss the concepts of Human, Resources and Organization. Correlate the 3 concepts.
Correlation should be in line with the concept of Human Resources Management.

Human Resource Management (HRM) is the term used to describe formal systems devised for
the management of people within an organization. The responsibilities of a human resource
manager fall into three major areas: staffing, employee compensation and benefits, and
defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an
organization by optimizing the effectiveness of its employees. This mandate is unlikely to
change in any fundamental way, despite the ever-increasing pace of change in the business
world. As Edward L. Gubman observed in the Journal of Business Strategy, "the basic mission
of HR will always be to acquire, develop, and retain talent; align the workforce with the
business; and be an excellent contributor to the business. Those three challenges will never
change."

Until fairly recently, an organization's human resources department was often consigned to lower
rungs of the corporate hierarchy, despite the fact that its mandate is to replenish and nourish what
is often cited-;legitimately-;as an organization's greatest resource, it's work force. But in recent
years recognition of the importance of human resources management to a company's overall
health has grown dramatically. This recognition of the importance of HRM extends to small
businesses, for while they do not generally have the same volume of human resources
requirements as do larger organizations, they too face personnel management issues that can
have a decisive impact on business health. The Small Business Handbook, "Hiring the right
people-;and training them well-;can often mean the difference between scratching out the barest
of livelihoods and steady business growth'¦. Personnel problems do not discriminate between
small and big business. You find them in all businesses, regardless of size."

9. Discuss the “Open System” and “interdisciplinary in nature” concept in HRM. Correlate the 2
concepts.

Open System

An open system is a system that regularly exchanges feedback with its external environment. Open
systems are systems, of course, so inputs, processes, outputs, goals, assessment and evaluation, and
learning are all important. Aspects that are critically important to open systems include the boundaries,
external environment and equifinality. Healthy open systems continuously exchange feedback with their
environments, analyze that feedback, adjust internal systems as needed to achieve the system’s goals,
and then transmit necessary information back out to the environment.

Objective of The Open System To destroy disorder, because a system should work under order.
It is a system that orders all the resources inside the organization, considering the internal and
external factors (environment). Healthy open systems continuously exchange feedback with their
environments,

Interdisciplinary in Nature

Interdisciplinary or interdisciplinary studies involves the combining of two or more academic disciplines

into one activity (e.g., a research project). It draws knowledge from several other fields like sociology,
anthropology, psychology, economics etc. It is about creating something by thinking across boundaries.

Open systems and interdisciplinary in nature can vary in how open they are to their outside
environments.  Such as organizations and people, exchange information and resources with their
environments. They cannot completely control their own behavior and are influenced in part by external
forces. Also allows for synthesis of ideas and the synthesis of characteristics from many disciplines. At
the same time it addresses individual differences and helps to develop important, transferable skills which
can help in developing the company. These skills, such as critical thinking, communication and analysis
are important and continually developing at all stages of life and within the company.
10. Discuss the definition of culture in the context of HRM and the importance of
culture in building employees behavior.

Culture is the character and personality of your organization. It's what makes your business
unique and is the sum of its values, traditions, beliefs, interactions, behaviors, and attitudes.

Positive workplace culture attracts talent, drives engagement, impacts happiness and satisfaction,
and affects performance. The personality of your business is influenced by everything.
Leadership, management, workplace practices, policies, people, and more impact culture
significantly.

The biggest mistake organizations make is letting their workplace culture form naturally without
first defining what they want it to be.

What’s important to understand is that no culture is wrong or right, as long as it doesn’t hinder
development or negatively impact on work quality. The thing is that different employees perform
differently in different situations. Depending on the person, he or she might do absolutely great
or fail miserably when it comes to working in a specific atmosphere.

That being said, a company’s culture isn’t stationary: it keeps evolving with every new
experience, every new personality (which is strong enough to influence it) and every new
project. Moreover, managers and seniors should continuously strive to improve the culture for
the better (and “the better” can be understood as “the way that will help get more done in less
time).

Employees work together to achieve certain goals. As the goals become more specific,
organizations often undertake their own, unique road, which can lead to both success and failure.
The choice of the road is highly influenced by the individuals that work together and the overall
atmosphere around the place.

11. Is having a devil’s advocate concept in a company an ideal place to work with?

"Devil's Advocate" as "someone who pretends, in an argument or discussion, to be against an

idea or plan that a lot of people support, in order to make people discuss and consider it in more
detail."

Having a Devil's Advocate on the team can help team members process information more
deeply. ”When someone presents an alternative viewpoint, he encourages members to think
about other angles of the problem, think more deeply about their own perspectives, and may be
motivated to explore Solutions they hadn't thought about before. The devil's advocate helps
teams improve the depth and quality of their communication processes and the quality of their
eventual performance outcomes.

12. Should local and national companies embrace devils’ advocate? Expound your
answer.

Using a devil’s advocate isn’t simply a watered-down way of generating authentic dissent. In
fact, a devil’s advocate can generate the very result that it seeks to prevent. Even in studies
where the use of a devil’s advocate stimulates more arguments, the new arguments tend to
support the group’s initial position