TITLE:

BA 105: Human Resource Management

OVERVIEW:

This course provides students with the basic principles and techniques of Human Resource
Management. It examines the role of the Human Resource Professional as a strategic partner in
managing today’s organizations. The course develops a critical understanding of the role and functions
of the various human resource activities in an organization, such as job analysis, planning, recruitment,
selection, training, development, performance review and appraisal, compensation, benefits, and
services and labor management relations.

TECHNICAL REQUIREMENT/S:

Windows

CONTENT OUTLINE:

WEEK TOPIC/S

OBJECTIVES:

a. Familiarize students with current literature, theories, concepts, and research of Human
Resource Management. Analyze and evaluate significant contemporary issues in HRM including
HRM’s contribution to organizational performance.
b. Apply the principles and techniques of Human Resource Management through this course to the
discussion of major personnel issues and of typical case problems.
 c. Work efficiently and manage individual differences as part of a team.

WEEK 1:

MODULE TITLE:

The Development of Human Resource Management

OUTCOMES:

1. Define Human Resource Management;

2. Discuss why Human Resource Management is both a science and an art;

3. Understand the growth and development of Human Resource Management in the Philippines;

4. Examine the role of Personnel Management Association of the Philippines (PMAP);

5. Understand the relationship of Organization and Human Resources;

6. Distinguish the different roles and functions of HRM;

7. Understand the Human Relations School of Thought and Strategic View of HRM;

8. Identify the trends shaping HRM; and

9. Identify the important trends in HRM

PRELIMINARY ACTIVITY:

Working individually, read several business articles whether local or international setting about
various organizational strategies used in times of the pandemic. Choose the best article that you can
use as reference in writing your own discursive essay on “What HR Managers and HR Departments Do
Today?”

DISCUSSION:

Note: Please refer to PowerPoint presentation “HRM-S1”

SLIDE 3: There are several ways to define Human Resource Management or HRM. The definition of HRM
by French and Dessler is based on a process view or a functional approach to HRM since it is defined in
terms of its major functions and processes.

In reference to Dessler’s definition, in order to make company’s “people” or personnel perform,

there are several concepts and techniques to know:

 Conducting job analyses where you will determine the nature of each employee’s job.
 Planning labor needs and recruiting job candidates.
 Selecting job candidates.
  Orienting and training new employees.
 Managing wages and salaries or compensating employees.
 Providing incentives and benefits.
 Appraising performance.
 Communicating through interviewing, counseling, disciplining.
 Training and developing managers.
 Building employee commitment

As an HR Manager, he should know:

 Equal opportunity and affirmative action.

 Employee health and safety.
 Handling grievances and labor relation.

SLIDE 4: In reference to Mathis and Jackson’s definition of HRM, it highlights the deliverables and
outcomes of its efforts and focus on HRM’s strategic role in the organization. In addition, it focuses on
HRM as an enabler or facilitator assisting line managers in realizing their organizations’ strategies and
objectives.

While the last definition of HRM can be accomplished through observing management functions
- 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.

SLIDE 5: What is science? If we will define it, science is a systematic accumulation of facts followed by
analysis and interpretation to have a satisfactory conclusion. So, is HRM a science or an art? The
answer is HRM is both a science and an art. It is a science because it involves the systematic collection
of data derived from surveys, statistics, interviews, and observations. It becomes an applied science
when it utilizes scientific principles in analyzing and understanding data for application in the
management of the employees.

If HRM is considered a science, how about art? Is HRM an art? If we will analyze the definition of
an art, it is proficiency in the practical application of knowledge acquired through study, experience or
observation. So, when the acquired knowledge of a manager is used, the moment he chooses the best
solution to a problem he is or the organization is experiencing, art takes place; since it involves the
making of sound decision. Ergo, HRM is both a science and an art.

Slide 7: In the Philippine setting, these challenges impede the development and growth of HRM practice
due to the views of executives that all managers are qualified to practice HR because managers can
manage employees. Unknowingly, this notion or belief puts the entire organization at risk. Managing
people is not a simple task. In fact, it needs specialized knowledge and skills to do it properly. A simple
manager is not enough to handle a specialized task like what an HR manager or personnel must do.
SLIDE 8: These lead to the creation of Philippine Management Association of the Philippines (PMAP)
which upholds the HR profession to the fullest.

SLIDE 11: In this competitive environment, organizations are being challenged on how to survive their
ordeal in terms adapting and meeting diverse changes. Organizations are made up of people and HRM
plays a vital role to the long term survival of the enterprise. The protection of employees’ growth and
satisfaction, additional employment opportunities, the protection of the environment and contribution
to community development must be considered aside from organization’s profitability. People are vital
to an effective management system or program and in order to keep them productive, engaged, and
committed with their responsibilities to the company, customers, and to the society hinges on the
effectiveness of the organization to proper recruitment, selection, development and utilization,
rewarding, and maintaining capable people in the organization.

SLIDE 12: This justifies the need of HRM practice in an organization to avoid these mistakes that
enterprises commit when neglecting the need for HRM.

SLIDE 13: The following are the functions and roles of HRM (Diamante and Ledema-Tan, 2015, p5):

Talent Acquisition – this includes workforce planning and employment aka recruitment and
selection. It focuses on assessing the organization’s need for human resources (people/employees) in
light of organizational goals and changing conditions and developing the programs required to meet
these resource needs.

Performance Management – it is the process of ensuring that employees’ performance

contributes to achieving the organization’s goals and objectives. HRM enables the organization to
monitor employees’ performance and ensure that appropriate tools are used by managers to meet the
expected level of performance of its employees.

Employee Training and Management Development – Employee training refers to the process of
providing employees with specific knowledge and skills they need to perform their jobs while
management development are designed to improve employee’s capabilities beyond those required by
their current jobs.

Compensation Management – This refers to the management of financial returns that

employees received in exchange for the services they provided to the organization.

Benefits Management – these are benefits that employees receive outside of their general
compensation. These are designed and given to employees in accordance with legal and organizational
requirements.

Employee Relations Management – It is the process of ensuring effective management of all

interactions and relations between the management and the organization to its employees.

Labor Management Relations – This refers to the functions of HR that pertain to the
management of employees’ terms and conditions of employment.
SLIDE 14: The existence of HRM did not just come from an idea. The need for it transpired as the
industry developed. Human Relations School of Thought is not the beginning of the Management
School of Thought. In fact, the period of Scientific Management was followed by the Human Relations
Movement headed by Elton Mayo based on the Hawthorne studies. These studies were conducted in a
Western Electric Company Plant in which they need to determine the relationship between some
physical conditions of the workplace and productivity. Through these studies, it became clear to the
researchers that productivity was much less affected by the physical working conditions but by the
attitudes of the workers themselves and their relationship with their supervisors.

These studies can be credited for turning management theorists away from the “economic man”
model to a more humanistic and realistic view of the social man model (Kreitner, 2004). It contributed
significantly to HRM practices because it showed the importance of concern for the workers and its
impact on performance improvement.

In the 1970s and the 1980s, HR professionals used the Emerging Systems Thinking to redesign
HR systems in response to the rapidly changing economic conditions. During these times, organizations
were engaging in mergers, expansions, and acquisitions as part of its business strategies. Because of the
highly competitive environment, reengineering, restructuring, reorganization, and downsizing were used
by organizations to meet the challenges in the environment. Through these developments, HR
practitioners performed strategic functions (Diamante and Ledesma-Tan, 2007).

The Strategic HRM (SHRM) school of thought defines as a pattern of planned human resource
deployments and activities intended to enable an organization to achieve its goals (Wright et al., 1994).
It assumes the following:

a. Alignment of HRM activities with an organization’s goals, strategies and objectives;

b. Effective interrelations among the HRM functions, instead of each function standing alone
like silos; and
c. Use of the systems approach in demonstrating the strategic role of HRM

According to theorists, HRM can contribute to the effective management of human resources
with an organization and this could lead to sustained competitive advantage (Huselid, 1995; Pfeffer and
Velga, 1999; Whetten and Cameron, 2011)

SLIDE 16: Evidence-Based Human Resource Management is about the use of data, facts, analytics,
scientific rigor, critical evaluation, and critically evaluated research/case studies to support HRM
proposals, decisions, practices, and conclusions. It uses the best available evidence in making decisions
about HRM practices an organization are focusing on. These evidences may come from actual
measurements (for example: how the trainees liked the program?) or it may come from existing data
(like, what happened to company profits after engaging in the training program?) or from published
critically evaluated research studies (like, what does the research literature conclude about the best way
to ensure trainee’s training retention?)
 Managing Ethics - In reference to various corporate scandals such as Enron, Insider trading
scandals, stock options post-dating scandals, and others, it reminded organization’s executives as well its
employees to adhere to the highest standards in ethics in all of its business transactions. Ethics is about
the standards someone uses to decide what his or her conduct should be. In HRM, there are also ethical
issues that HR managers or practitioners must be keen. These are workplace safety, security of
employee records, employee theft, affirmative actions, comparable work, and employee privacy rights.
In this case, every line manager or HR manager needs to keep in mind the ethical implications of every
decision he makes especially when it comes to employee-related decisions.

HR Certification – It is an exam offered by the Society of Human Resource Management that

tests the professional’s knowledge of all aspects of HRM, including ethics, management practices,
staffing, development, compensation, labor relations, and health and safety. Those who successfully
complete all requirements can earn the SPHR or Senior Professional in HR, GPHR (Global Professional in
HR) or PHR also known a Professional in HR certificate.

POST ACTIVITY: (Case Analysis)

JACK NELSON’S PROBLEM

As a new member of the Board of Directors for a local bank, Jack Nelson was being introduced
to all the employees in the home office. When he was introduced to Ruth Johnson, he was curious
about her work and asked her what the machine she was using. Johnson replied that she really did not
know what the machine was called or what it did. She explained that she had only been working there
for two (2) months. However, she did know precisely how to operate the machine. According to her
supervisor, she was an excellent employee.

At one of the branch offices, the supervisor in charge spoke to Nelson confidentially, telling him
that “something was wrong,” but she didn’t know what. For one thing, she explained, employee
turnover was too high and no sooner had one employee been put on the job than another one resigned.
With customers to see and loans to be made, she continued, she had little time to work with the new
employees as they came and went.

All branch supervisors hired their own employees without communication with the home office
or other branches. When an opening developed, the supervisor tried to find a suitable employee to
replace the worker who had quit.

After touring the 22 branches and finding similar problems in many of them, Nelson wondered
what the home office should do or what action he should take. The banking firm generally was regarded
as being a well-run institution that had grown from 27 to 191 employees during the past 8 years. The
more he thought about the matter, the more puzzled Nelson became. He couldn’t quite put his finger
on the problem, and he didn’t know whether to report his findings to the president.

QUESTIONS:

1. What do you think is causing some of the problem in the bank’s home office and branches?
 2. Do you think setting up an HR unit in the main office would help? Why?
3. What specific functions should an HR unit carry out? Explain your answer.

EVALUATION:

True or False. Write T on the space provided if the statement is correct and F if the statement is
incorrect and underline the word or phrase that makes the statement incorrect.

__________1. The top management is aware that there is always a need for personnel management in
the company.

__________2. HRM is a science since HR managers make decisions at the right time with the objective of
achieving desired results.

__________3. Industrious and hardworking employee is already suitable qualifications in becoming HR

manager.

__________4. Talent acquisition only involves recruitment.

__________5. Downsizing is vital in evidence-based HRM.

Write the correct answer.

______________________6. These are activities designed to improve the employees’ capabilities

beyond those required by their present jobs.

_______________________7. It refers to a pattern of HR activities intended to enable an organization to

achieve its goals.

______________________8. It is an HRM function that enables managers to monitor employee

performance in the organization.

_______________________9. It refers to the management of financial returns that employees received

in exchange for services that they provide to an organization.

______________________10. It is the process of acquiring, training, appraising, and compensating

employees, and attending to their labor relations, health and safety, and fairness concerns.

REFERENCES:

Dessler, Gary. 2010. Human Resource Management 12th Edition. Pearson Education South Asia Pte. Ltd.,

Jurong, Singapore.

Diamante, Melva M. and Ledesma-Tan, Genevieve. 2015. Managing Human Resources Local and Global

Perspectives. C&E Publishing Inc. Quezon City.

Ferrer, Marissa; Arcega, Raymundo, and Pereda, Pedrito. 2015. Human Resource Management Revised

Edition. Unlimited Books Library Services & Publishing Inc. Intramuros Manila

WEEK 2:

MODULE TITLE:

Strategic Human Resource Planning