Introduction to Human Resource
Management
Medieval Guilds in Europe – 14th
Century
Guilds (merchant or craft) were
associations of workers belonging to the
same trade or engaged in similar
pursuits
They were chartered by the town
government or the king to set
apprenticeship rules, quality standards,
prices, conditions of work, selection of
members, training, compensation, and
development
Industrial Revolution – late 18th to
early 19th Century
Modern personnel management started
with the introduction of the factory
systems of production
Laborers were considered as “parts” of
the machine who are capable of certain
amounts of outputs
The essence of the Industrial Revolution
was the transfer of skill from the hands
of the master craftsman to the machine
now operated by semi-skilled workers
Scientific Management – late 19th
Century
It is a type of management that is
guided by the use of scientific
approaches to the solution of
managerial problems in business and
industry (Frederick W. Taylor) – “time
and motion study”
Application of science in the
development of each job
Scientific selection, training, and
development of workers to achieve
optimum efficiency
Adequate compensation and friendly
cooperation between management and
workers
Equitable division of work and
responsibilities
Personnel Management in the
Philippines
It gained gradual recognition and
acceptance in the 1950’s
Top management must be convinced of
its necessity
Availability of qualified personnel
administrators
Ability of qualified personnel to
contribute to the attainment of
corporate goals and objectives
Definition of Human Resource
Management
It is the utilization of human resources
to achieve organizational objectives.
(Byars and Rue, 1991)
It is the process of achieving the best fit
among individuals, jobs, organization,
and its environment. (Mondy and Noe,
1993)
It is a series of integrated decisions that
form the employment relationship;
their quality directly contributes to the
ability of the organization and the
employees to achieve their objectives.
(Milkovich and Bondreau, 1997)
Human Resource Functions
Those tasks and duties performed in
both large and small organizations to
provide for and coordinate human
resources.
Performed by both operating managers
and human resource practitioners
(generalist or specialist)
*Line and Staff functions of HR
1. Attracting a Quality Workforce
Human Resource Planning
Recruitment
Selection
2. Developing a Quality Workforce
Orientation and Employee Training
Management and Organizational
Development
Career Development
Performance Management System

3. Maintaining a Quality Workforce
Organizational Reward System
Base Wage and Salary System
Employee Benefits
Employee Safety and Health
Employee Relations
Labor Relations
Human Resource Roles
Administrative Expert
Employee Champion
Change Agent
Strategic Partner
Human Resource Challenges
Diversity in the Workforce
Diversity means looking at all people
and everything that makes them
different from one another, as well as
the things that make them similar.
Advantages vs. Disadvantages
Regulatory Changes
Changes imposed by the government or
any entity higher than the organization.
Structural Changes in Organizations
Downsizing, outsourcing, rightsizing,
reengineering, etc.
Technological and Managerial Changes
within Organizations
E-HR, telecommuting, empowerment,
self-managed work teams
JOB ANALYSIS AND JOB DESIGN
JOB ANALYSIS
The process of determining, through
observation and study, and reporting
pertinent information relating to the
nature of a specific job.
It serves as the cornerstone of all HR
functions.
PRODUCTS OF JOB ANALYSIS
Successful job analysis leads to the
writing of the *Job Description and the
*Job Specification.
JOB DESCRIPTION
It concentrates on describing the job as
it is currently being performed.
It explains what the job is called, what it
requires to be done, where it is to be
done, and how it is to be done.
Its usual contents are: job name, brief
summary description of the job, listing
of job duties and responsibilities, and
reporting relationships.
It should be updated by the job holder
and his superior as often as needed.
JOB SPECIFICATION
It concentrates on the knowledge
(identifiable factual information), skills
(specific proficiencies), abilities (general
and enduring capabilities), and other
characteristics (KSAOs) needed to
perform the job.
It may be prepared separately or
included as the last part of the Job
Description.
JOB ANALYSIS METHODS
Observation (Time and Motion Study,
Work Sampling)
Interview
Questionnaires
JOB DESIGN
The process of structuring work and
designating the specific work activities
of an individual or group of individuals
to achieve certain organizational
objectives.
The objective is to improve the quality
of work life, job satisfaction and
motivation of employees
Work arrangement (or rearrangement)
aimed at reducing or overcoming job
dissatisfaction and employee alienation
arising from repetitive and mechanistic
tasks.
Job enlargement, job enrichment and
job rotation are the various techniques
used in a job design exercise
Organizations try to raise productivity
levels by offering non-monetary
rewards such as greater satisfaction
from a sense of personal achievement
in meeting the increased challenge and
responsibility of one's work.
The overall goal of job design is to
develop work assignments that meet
the requirements of the organization
and the technology, and that satisfy the
personal and individual requirements of
the job holder.
Two Dimensions of Job Design:
1. Job Scope – number and variety of
tasks performed by the job holder.
2. Job Depth – freedom of job holders
to plan and organize their own work,
work at their own pace, and move
around and communicate as desired.
SOCIOTECHNICAL APPROACH TO JOB
DESIGN
It was introduced as an alternative to
viewing job design strictly as a matter of
specializing the job.
According to this concept, employers
should design jobs by taking a holistic
view of the entire job situation,
including its physical and social
environment.
This approach merges the technical
needs of the organization with the
social needs of the employees involved.
The Physical Work Environment
includes factors such as temperature,
humidity, ventilation, noise, light, color,
and other factors which can have an
impact on the design of jobs.
*Employment hazards vs. Occupational
Safety and Health Act
Alternative Work Schedules attempt to
increase productivity and decrease cost.
Flexitime (with core period)
Telecommuting
Job Sharing
Compressed Workweek
ATTRACTING A QUALITY WORKFORCE
Human Resource Planning
The process of getting the right number
of qualified people into the right job at
the right time.
It is the system of matching the supply
of people, internally and externally,
with the openings the organization
expects to have over a given time frame
Human Resource Planning and Org
Planning
HR Needs vs. HR Availability
Variance:recruiting,training,
transferring, laying off
Strategy-linked Human Resource
Planning
Strategic Human Resource Planning
Step 1: Assess current HR capacity
Step 2: Forecast HR requirements
Demand Forecasting: We have to
identify if we have to increase/decrease
the number of manpower in the
company and it depends on the
organizational objectives
Supply Forecasting: They could
resigned/promoted/retire/terminated.
The number of current people we have
Step 3: Develop talent strategies
Step 4: Review and evaluate the HR
plans
Human Resource Process
1. Determine the impact of
organizational objectives on specific
organizational units
Objectives of the human resource plan
must be derived from organizational
objectives
Organizational objectives are affected
by any of the following:
Government
Economic conditions
Competition
Workforce changes
Technology
2. Define the skills and expertise
required to meet objectives
Operating managers should determine
the skills and expertise required (not
the available) to meet their respective
objectives
Methods of forecasting HR needs:
Managerial Estimates, Delphi
Technique, and Scenario Analysis
Statistical Method and Modeling
Method
Benchmarking
Top 7 jobs that will be in demand in
2019
Data Scientist
Accountant
Civil Engineer
Full-Stack Engineer Jobs
Market Research Analyst
Software Engineer
Back-end developers
3. Determine human resource
requirements in light of current human
resources
Skills Inventory – provides basic
information on all employees, including
a list of the names, certain
characteristics, and skills portfolio of
employees
Management Inventory – aside from
biographical data, it includes brief
assessment of the manager’s past
performance, strengths, weaknesses,
and potential for advancement
4. Develop action plans to meet the
anticipated human resource needs
Adding human resources
Temporary hires and outsourcing –
less expensive (benefits, selection), new
perspective, focus on the core business
Reducing human resources – natural
attrition, downsizing (layoffs,
terminations, early retirement
inducements, voluntary resignation
inducements)
Succession Planning
Aside from skills and management
inventory, succession planning is
another HRP tool.
It identifies specific people to fill key
positions throughout the organization.
An organizational replacement chart
reflects both the incumbents and
potential replacements for given
positions.
Potential replacements are nominated
by management, then performance
appraisal results are reviewed,
developmental programs are
formulated, and career paths are
mapped out.
ATTRACTING A QUALITY WORKFORCE-
RECRUITMENT
Recruitment
It involves seeking and attracting a pool
of people from which qualified
candidates for job vacancies can be
chosen.
Successful recruiting is difficult if the
jobs to be filled are vaguely defined.
Personnel Requisition Form
Relationships among JA, HRP and
Recruitment
Job Analysis: Nature and requirements
of specific jobs
1. Job Description and Job Specification
Human Resource Planning: Number of
specific jobs to be filled
Recruitment: Sources? How are
qualified candidates recruited?
Sources of Qualified Personnel
Internal Sources
Job Posting and Bidding
External Sources
Advertising
Employment Agencies
Temporary Help Agencies
Employment Leasing Companies
Headhunters
Employee Referrals and Walk-Ins
Campus Recruiting
Internet Recruiting
In terms of effectiveness of recruitment
method, both internal and external
sourcing have advantages and
disadvantages.
Some research results:
Lower turnover rates on referred
employees
Applicants who initiated their contacts
with the company for possible
vacancies performed better
Realistic Job Preview
RJP is one way of increasing the
effectiveness of all recruiting methods.
It provides complete job information,
both positive and negative, to the job
applicant.
The tendency of most companies to
show only the positive aspect of the
organization may result to high
selection ratios, but may also increase
employee expectations, and eventually
turnover rates when not successfully
met.
Set High Initial Job Expectations
1. Job is viewed as attractive
2. High job offer acceptance rate
3. Work experience disconfirms
expectations
4. Dissatisfaction
5. Low job survival
Set Realistic Job Expectations
1. Job is viewed depending on
individual’s needs
2. Some accept, some reject
3. Work experience confirms
expectations
4. Satisfaction
5. High job survival
SELECTION
The process of choosing from among
the available applicants the individuals
who are most likely to successfully
perform the job.
Job Analysis: Nature and requirements
of specific jobs
1. Job Description and Job Specification
Human Resource Planning: Number of
specific jobs to be filled
Recruitment: Sources? How are
qualified candidates recruited?
Selection: Pool of qualified applicants
The Typical Selection Process
Employment Application Form:
Provides standard basic employment
information
Preliminary Interview:
Determine whether the applicant’s
skills, abilities, and job preferences
match any of the available jobs in the
organization
Explain to the job applicant the
available jobs and the requirements
Answer any questions the applicant has
about the job or the company
Employment Testing:
Formal Testing:
Aptitude Tests (measures potentials of
applicants)= Efficiency in Skills
Psychomotor Tests(Achievement or
Mastery Test)= Efficiency of Cognitive
Job Knowledge Tests= Efficiency in
Knowledge of the Job/ Achievement or
Mastery test
Proficiency Tests (sample work test)=
Quality Work eg. baking, language
Interest Tests (personal interests vs.
those who have been successful in the
job)= Making the Right Career Choice
Personality Tests (objective or
subjective)
Polygraph Tests (lie detector)
Follow-Up Interview:
Structured Interview: Questions the
applicants are aware. Questionnaire is
given to them ahead
Unstructured Interview: Can be an
open ended question. Applicant can be
given a certain situation
Stress Interview: Test how you will
address a certain condition
Panel Interview: Only one applicant
Group Interview: A lot of applicants and
interviewers
*Panel Interview and Group Interview
CAN BE THE SAME
Problems in Conducting Interviews:
First Impressions
Halo Effect: Stereotype e.g. Attractive
person can be smarter, likeable, funnier
than unaattractive person.
Over Generalizing: Faulty Conclusions
Biases and Prejudices(Judgements)
Reference Checking: Employment,
academic, and personal information
about the applicant are sought
Physical Examination:
Normally required only for the
individual who is offered the job
Job offer is contingent on the applicant
passing the examination
Purpose is not only to determine
whether the applicant is fit for the job,
but also to determine his eligibility for
group life, health, and disability
insurance
FINAL DECISION:
Choosing one individual for the job
Usually done by the manager of the
requesting department
ORIENTATION AND
EMPLOYEE TRAINING
After the selection process, new
employees must be oriented to their
job and the organization.
Likewise, all employees periodically
need to update their current skills or to
learn new skills.
Employee orientation and training are
major responsibilities of HR
EMPLOYEE ORIENTATION + TRAINING
Orientation: The introduction of new
employees to the organization, the
work unit, and the job
SHARED RESPONSIBILITY:
Human Resource Department:
Organizational orientation, training of
line managers on how to conduct
orientations
Line Manager: Departmental and job
orientation
*Orientation Kit: A supplemental
packet of written information for new
employees
Orientation length and timing: Brief
and spread over several days of
orientation produce better results than
those conducted lengthily in a day
Follow up and evaluation: Formal and
systematic follow-up to the initial
orientation is essential. The new
employee should not be told to just
drop by if any problems may occur
Training: A learning process that
involves the acquisition of knowledge,
skills, and abilities (KSA’s) necessary to
successfully perform a job

1. Environmental changes can make
the skills learned today obsolete in
the future
2. Planned organizational changes
can make it necessary for
employees to update their skills to
acquire new ones
3. Performance problems can be
reduced by training
4. Regulatory,contractual,
professional or certification issues
can require an employer to provide
training for employees
TRAINING PROGRAM STEPS
Perform Job Analysis
Perform Needs Assessment
Establish Training Objectives
Conduct Training Program
Evaluate Training Outcomes
Needs Assessment: A systematic
analysis of the specific training
activities the organization requires
to achieve its objectives
*BSP(Bill Settlement Plan)
BASIC METHODS OF NEEDS
ASSESSMENT
1. Interviews, surveys/questionnaires,
observations, FGD’s, and document
examination?
2. What problems is the employee
having in his job?
3. What additional skills/knowledge
does the employee need to better
perform the job?
4. What training does the employee
believe is needed?
TRAINING OBJECTIVES CAN BE
CATEGORIZED AS FOLLOWS:
1. Instructional Objectives
What concepts are to be learned?
Who and where are they to be taught?
2. Organizational and Departmental
Objectives
What will be the impact to the
organization and the department in
terms of performance?
3. Individual Performance and Growth
Objectives
What impact will the training have on
the the personal growth of the
individual?
TRAINING METHODS:
On-The-Job-Training
Job Rotation
Apprenticeship Training
Classroom Training
Virtual Classroom
FOUR AREAS OF TRAINING
EVALUATION
Reaction: How much did the trainees
like the program?
Learning: What principles, facts, and
concepts were learned in the training
program?
Behavior: Did the job behavior of the
trainees change because of the
program?
Results: What were the results of the
program in terms of factors such as
reduced costs or reduction in turnover?
MANAGEMENT AND ORGANIZATIONAL
DEVELOPMENT
Management Development: Concerned
with developing the experience,
attitudes, and skills necessary to
become or remain an effective manager
MANAGEMENT DEVELOPMENT
PROCESS
Organizational Objectives
Management Inventory and Succession
Plan
Management Team Changes
Net Management Requirements
Needs Assessment
MD Objectives
MD Programs
Evaluation of Programs
NEEDS ASSESSMENT
Needs assessment in the systematic
analysis of the specific management
development activities required by an
organization to achieve its objectives.
FOUR BASIC METHODS:
Training Needs Survey: knowledge and
skills
Competency Studies:
competencies(compounded skills)
required to perform a managerial job
Task Analysis: tasks required to
perform a managerial job
Performance Analysis: job performance
requirements in performing a concepts? (Learning)
managerial job
MANAGERIAL EFFECTIVENESS
Planning and administration
competency
Strategic action competency
Self-management competency
Global awareness competency
Teamwork competency
Communication competency
MD OBJECTIVES
Set measurable objectives for the
overall management development
program and for the individual
program:
Instructional
Organizational and Departmental
Individual Performance and Growth
MD PROGRAMS
On The Job
Understudy Assignments
Coaching
Experience
Job Rotation
Special Projects and Committee
Assignments
Off The Job
Classroom Training
Lectures
Case Studies
Role Playing
In-basket Technique
Adventure Learning
Business Simulations
University and Professional Association
Seminars
Web-based Training
EVALUATION OF PROGRAMS
Four alternatives exist for evaluating
management development activities
Are the trainees happy with the course?
(Reaction)
Does the training course teach the
Are the concepts used on the job?
(Behavior)
Does the application of the concepts
positively affect the organization?
(Results)
Assessment Center:
A method in which trained observers
evaluate various personality traits of
assessees based on their performance
in specially chosen activities.
These are used for making decisions on
promoting, evaluating, and training
managerial personnel.
“Successful Team Leaders genuinely
find ways to help their team to achieve
greatness”
(WWW.CHAMPLEADERS.COM)
SECRETS OF HIGHLY SUCCESSFUL TEAM
LEADERS
Secret #1: Successful Team Leaders
want to help team members achieve
success.
Secret #2: Successful Team Leaders care
about the overall well-being of the team
members.
Secret #3: Successful Team Leaders
create a positive and inspiring
atmosphere.
Secret #4: Successful Team Leaders
share the credit and take responsibility.
Secret #5: Successful Team Leaders give
their teams neccessary skills then step
back to let them thrive.
Secret #6: Successful Team Leaders do
not have all the answers and they are
great in asking questions.
Organizational Development:
An organization-wide, planned effort
managed from the top, with the goal of
increasing organizational performance
through planned interventions and
training experiences.
It seeks to improve the performance of
groups, departments, and the overall
organization.
It focuses on the human side of
organizations-his values and attitudes
so he can use them to the fullest, thus
improving organizational performance.
STEPS FOR ORGANIZATIONAL
DEVELOPMENT
Diagnosis: It involves gathering and
analyzing information about the
organization to determine the areas in
need of improvement.
Available records
Surveys/Questionnaires
Personal Interviews
Direct Observation
Strategy Planning:
The data collected must be carefully
interpreted to determine the best plan
for organizational improvement.
Output is to identify specific problem
areas and outline steps for resolving
them.
Education: Results of the diagnostic
phase are shared to affected employees
and make them realize the need for
change.
Most frequent interventions:
Direct Feedback
Team Building
Sensitivity Training
Evaluation:
Diagnose the organization again, then
compare first and second results.
A third party evaluator is capable of
giving a more objective evaluation of
the difference.
ORGANIZATIONAL CHANGE
Change Management:
Includes different aspects such as
control change, adaptation change, and
effecting change.
The final goal of the change
management is the long term
sustainability of the organization.
Organizational change simply means to
change the activities of the organization
concern.
It may include to change the culture of
the organization, technology, business
process, change of employees, rules
and procedures, recruitment and
selection, design of jobs, method of
appraisal, and human resource
techniques, physical environment of the
organization, methods of training and
development, job skill and knowledge
etc.
 Organizational Development:
 As a collection of planned change
interventions, built on humanistic
democratic values, that seek to
 improve the organizational organization
effectiveness and employees work Laying off
performance and well being. Transferring employees to other
department
 Organizational Techniques: Job Rotation of employees
 Sensitivity training, team building, Resignation and Retirement of
process consultation, survey feed employees
back, appreciative inquiry and inter Downsizing
group development.
 Organizational development is vital  CAREER PLANNING
for organizational change.  The process by which an individual
formulates career goals and
TYPES OF CHANGES-APPLIED BY GM develops a plan for reaching them.
Structural change  With a career plan, an employee is
Cost change much more likely to experience
Process change satisfaction while making progress
Cultural change along the career path.

CAREER DEVELOPMENT “Career Development looks at

individual careers from the viewpoint of
 HISTORY OF CAREER
the organization, whereas Career
DEVELOPMENT
Planning looks at careers through the
 In the mid-1960’s, the average 20
eyes of individual employees.
year old employee was expected to
change jobs about 6-7 times during
 RESPONSIBLE FOR CAREER
his lifetime.
DEVELOPMENT
 In the mid-1990’s, college
 Organization: Create an
graduates had, on the average, 8-
environment that can facilitate the
10 jobs and as many as 3 careers in
development of individual career
their lifetime.
plans.
 Employee: Develop own career
DEFINITION OF CAREER DEVELOPMENT
plans
 An ongoing, formalized effort by an
 Manager: Facilitate career
organization that focuses on
development of
developing and enriching the
organization’s human resources in
Other terminologies:
light of both the employees’ and
 CAREER PATHING
the organization’s needs.
 A sequence of developmental
 This can reduce cost due to
activities involving informal and
employee turnover, can also
formal education, training, and job
improve morale, boast productivity,
experiences that help make an
and help the organization become
individual capable of handling a
more efficient.
more advanced job in the future.
2 Reasons Why Some Companies Lay-
 CAREER SELF-MANAGEMENT
off Employees
 The ability to keep up with the
Corporate restructing
changes that occur within the
Organizational structuring:within the
 organization and industry, and to
prepare for the future.
 GREEN MARKETING
*Green Opportunities:
 Use recycled materials in product
production
 Use green energy(such as wind and
geothermal)
 Reduce production waste(in both
energy and materials)
 Use eco-friendly methods, including
sustainable and organic agriculture
 Buy/sell locally, reducing
transportation energy
 Reduce product packaging
 Make products reusable and
recyclable
 CAREER PLATEAU
 The point in an individual’s career
where the likelihood of an
additional promotion is very low.
OUTPLACEMENT
 Benefit provided by an employer to
help an employee leave the
organization and get a job
someplace else.
PERFORMANCE
MANAGEMENT SYSTEM
 Performance: The degree of
accomplishment of the tasks that
make up an employee’s job
 Effort: The energy expended to
perform a task
 Performance Appraisal: A process
by which through observation by
the appraiser, the individual
worker’s efficiency in performing
his duties and responsibilities
during a given period of time is
evaluated based on.
 Pre-determined performance
standards, mutually set by the
employee and his superior, and a
plan for improvement is established
through feedback.
 Has both administrative and
developmental functions
 PERFORMANCE APPRAISAL
METHODS
 Management by Objectives
 Multi-rater Assessment(360-Degree
Feedback)
 Graphic Rating Scale
 Behaviorally Anchored Rating
Scale(BARS)
 Critical Incident Appraisal
 Essay Appraisal
 Checklist
 Forced-choice Rating
 Ranking Methods
 Work Standards Approach
 APPRAISAL TECHNIQUES
 Ranking: The manager compares
their subordinates performance
then ranks each in order from best
to worst.
 Grading: Employees’ performance
is matched with a specific grade
definition such as superior, good
acceptable, marginal and
unsatisfactory.
 Graphic scales: Rating scale that
evaluates employee performance
using specific employee behavior or
characteristics.
 Critical incidents: Employee
behavior that illustrate effective or
ineffective job performance.
 Behaviorally anchored rating
scales: A performance appraisal
method that combines elements of
the traditional rating scale and
critical incidents methods.
 Behavior observation scales: Uses
critical incidents to develop a list of
 desired behaviors needed to
perform a specific job successfully.
 Essay description: A written
statement describing the an
employee’s strengths, weaknesses,
past performance and future
development prepared by the rater.
 Management by objectives:
Involves setting specific measurable
goals with each employee and then
periodically reviewing the progress
made.


 Recency
 Benchmark
 Halo Effect: Based on one
significant factor
 Horns Effect: Questionable intent in
the rating
 Contrast: WIth another employee