Lesson 1

Selection
-the process of choosing individuals who have the required qualifications to fill present and expected job
opening.

Process of Selection
1. Establishing the Selection Criteria
-selecting human resources in an organization requires understanding of the nature and purpose of the
job position which has to be filled.
2. Requesting application to complete the application form.
-application forms must be completed because these provide the needed information about the
applicant. Management will find it easier to decide whether an applicant meets the minimum
requirements.
3. Screening by listing applicants who seem to meet the set criteria.
-a shortlist of applicants who meet the minimum requirements of the job position to be filled; it is done
to avoid wasting time by conducting interviews with applicants who do not meet the set criteria for the
job opening.
4. Screening interview to identify more promising applicants.
-a shortlist of applicants is prepared. Included in the list are the applicant who will be asked to undergo
formal interview by the supervisors/manager; applicants who are deemed to be the most fitted for the
job opening belong in the shorter list.
5. Interview by the supervisor/manager or panel interviewers.
-formal interview of the most promising applicants, may be revealed or observed by the interviewer.
Such characteristics include the applicants’ self-confidence, positive or negative life experiences which
may affect his or her job performance.
6. Verifying information provided by the applicant.
-to make sure that the applicant has not given false information about himself or herself, verification is
necessary. Background checking must also be done to avoid the hiring of applicants with criminal record
and to ascertain that he or she has good moral character.
7. Requesting the applicant to undergo psychological and physical examination
-having healthy mind and a healthy body are important for good job performance. Applicants must be
requested to undergo psychological and physical examinations prior to hiring.
8. Informing the applicant that he or she has been chosen for the position applied for.
-informing the applicant may be done verbally or in writing by the managers who give the final decision
regarding the applicant’s hiring. Final instructions regarding the company’s rules and regulations for
hiring an applicant must be given in this step.

Interviews are important in determining the qualifications of applicant and gauging his or her ability to
perform a job.

Types of Job Interviews

>Structured interview
>Unstructured interview
>One-on-one interview
>Panel interview

Structure interview
-the interviewer asks the applicant to answer a set of prepared questions-situational, job knowledge, job
simulation, and worker requirement freely
Unstructured interview
-the interviewer has no interview guide and may ask question freely.
One-on-one interview
-one interviewer to assigned to interview the applicant.
Panel interview
-several interviewers or a panel interviewer may conduct the interview of applicant: three to five
interviewers take turns in asking questions.

Types of Employment tests

>Intelligence test
>Proficiency and aptitude tests
>Personality tests
>Vocational tests

Intelligence test
-design to measure the applicant’s mental capacity: test his or her cognitive capacity, speed of thinking,
and ability to see relationships in problematic situations.
Proficiency and aptitude tests
-tests his or her present skills and potential for learning other skills.
Personality tests
-designed to reveal the applicant’s personal characteristics and ability to relate with others.
Vocational tests
-tests to show the occupation best suited to applicant.

Limitation of selection process

-there is no perfect way to select a firm’s human resources. Predicting performance is difficult as there is
a difference between what individuals can do at present and what they will do in the future. A person’s
needs and wants change

Lesson 2 Week 2 TRAININGS AND DEVELOPMENT

Training
-Learning given by organization to employees that concentrates on short-term job performance and
acquisitions or improvement of job-related skills.

Development
-Learning give by organization to its employees that is geared toward the individual’s acquisition and
expansion of his or her skills in preparation for future job appointments and other responsibilities.
Types of Training
-Personal skills
-Technical skills
-Decision-making skills
-Human relations skills
-Safety skills

Personal skills
-is anchored on the employee’s personal development. Improvement of skills in career planning time
management and wellness.
Technical skills
-is directed towards the various tasks on employee performs daily
Decision-making skills
-provides employees a way to look at problems, make decisions create ideas.
Human Relations Skills
-covers skill for managing people such as leadership, conflict, resolution, team building, and diversity.
Safety skills
-training involves equipping employees with the knowledge and skills about safety within the work
environment.

Training methods
Traditionally or through technology
1. Classroom trainings
2. On-the-job training (OJT)
3. Simulation
4. Job rotation
Apprenticeship trainings audio-visual trainings e-learning

Performance Appraisal
-it is the process of assessing the contribution of the employee to the achievement of organizational
goals through the measurement and evaluation of his productive activity.
Employee Development
-developing is a part of a organization’s career management program and its goal is to match the
individual’s development need with the needs of the organization.

Compensation/Wages and performance evaluation

Compensation/wages
-all forms of pay given by employers to their job employees for the performance of their job.
Performance evaluation
-a process undertaken by the organization, usually done once a year designed to measure employees’
work performance.
Types of Compensation
-Direct compensation
-Indirect compensation
-Nonfinancial compensation

Connecting compensation to Organizational Objectives

-instead of paying employees based mainly on their job positions or titles, they are now given pay
according to their individual competencies or according to how much they could contribute to their
company’s success

Compensation: A Motivational Factor for Employees

Pay equity- related to fairness
Expectancy theory- theory of motivation which predicts that employees are motivated to work well
because of the rewards

Bases for compensation

Piecework basis- when pay is computed according to the number of units produced.
Hourly basis- when pay is computed according to the number of work hours rendered.
Daily basis- when pay is computed according to the number of work days rendered.
Weekly basis- when pay is computed according to the number of work weeks rendered.
Monthly basis- when pay is computed according to the number of work months rendered.

Purpose of Performance Evaluation:

Administrative purpose- are fulfilled through appraisal/evaluation programs that provide information
that may be sed as basis for compensation decisions, promotions, transfer, and terminations.
Developmental purpose- are fulfilled through appraisal/evaluation programs that provide information
about employees performance and their strength and weaknesses that may be used as basis for
identifying their training and development needs.

Performance Appraisal Methods

-Trait methods
-Graphic rating scales
-Forces-choice method
-Behaviorally Anchored Rating scales (BARS)
-Behave Observation Scale (BOS)

Lesson 3 EMPLOYEE RELATIONS

Employee Relations
-it is the connection created among employees/workers as they go about their assigned tasks for the
organization to which they belong.

Effective Employer Relations and Social Support

Social support is the sum of perceived assistance or benefits that may result from the effective social
employee relationships.
Example: esteem support, informational support, or financial support

Three types of Employees

Engaged -Employees who work passion and feel a deep connection with their company.
-They drive innovation and move the organization forward.
Not Engaged -Employees who are essentially “Checked out”
-They put time, but not energy or passion, into their work
Actively -Employees who are not only unhappy at work, but also act out their happiness
Disengaged -They undermine that what their engaged coworkers accomplish

Some barriers to good employee relations:

-Antisocial Personality; refusal to share more about oneself to co-employees; being a loner
-Lack of trust to others
-Selfish attitude; too many self-serving motives
-Lack of good self-esteem
-Not a team player
-Being conceited
-Cultural/subcultural differences
-Lack of cooperation
-Communication problems; refuse to listen to what others seek to communicate
-Lack of concern for other’s welfare

Some ways to overcome barriers to good employee relations:

-Develop a healthy personality to overcome negative attitudes and behavior
-Find time to socialize with co-workers
-Overcome tendencies to be too dependent on electronic gadgets
-Develop good communication skills and be open to other’s opinion
-Minimize cultural/subcultural tensions

Reward system
Reward – is something given or done in return, especially in the form of salary, a gift, prize, incentive
pay, benefits or recompense for merit, service or achievement, and which may have a motivating effect
on the employee.

Types of rewards
-Monetary rewards
-Non-monetary rewards

Monetary rewards
-Pay/salary
-Benefits
-Incentives
-Executive pay
-Stock option
Non-monetary rewards
-Award
-Praise

Lesson 4 LEADING
Leading
-a management function that involves inspiring and influencing people in the organization to achieve a
common goal

Personality on Human Resources

Big Five Personality Characteristics

>Openness
>Conscientiousness
>Extraversion
>Agreeableness
>Neuroticism

Extraversion
-someone is sociable, talkative, and assertive
Agreeableness
-someone is good natured, cooperative, and trusting
Conscientiousness
-someone is responsible, dependable, persistent, and achievement-oriented
Emotional Stability
-someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure
(negative)
Openness to experience
-someone is imaginative, artistically sensitive, and intellectual

Leading an Organization
-managers/leaders must focus their leadership strategies on the following key work attitudes in order to
avoid distraction caused by varied reactions and behaviors.

Leading an Organization
-Organizational Citizenship Behavior (OCB)
-Organizational commitment
-Job Satisfaction and Productivity

Lesson 5 Motivation
Motivation
-refers to psychological processes that arouse and direct goal-directed behavior.
Early theories of Motivation
-The idea that motivation is brought about by employees’ desire to fulfill their need, their work habits,
and their job satisfaction.

Maslow’s Hierarchy of Needs Theory

-Abraham Harold Maslow
-American Psychologist and Humanist

McGregor’s Theory X and Theory Y

-Douglas Murray McGregor
-American Management Professor
-Student of Maslow

Herzberg’s Two Factor Theory

-Frederick Herzberg
-American
-Who become one of the most influential names in business management

The Two-Factor Theory of Motivation

-The Herzberg Theory
Two-Factor Theory of Motivation

A theory that identifies two sets of factors that influence job satisfaction:
>Motivators
Job-content factors such as achievement, recognition, responsibility, advancement, and the work itself.
>Hygiene Factors
Job-content variables such as salary, interpersonal relations, technical supervision, working conditions,
and company policies and administration

McClelland’s Three Needs Theory

-David McClelland
-American Psychologist

McClelland’s Three Needs Theory

-The Need for Power
-The Need for Affiliation
-The Need for Achievement

Alderfer’s ERG Theory

-Clayton Paul Alderfer
-American Psychologist
-Consultant known for further developing Maslow’s Theory
Modern Theories of Motivation
-are process theories that focus on the notion that motivation is a function of employee’s perception,
thought, and beliefs.

Goal Setting Theory

-Edwin A Locke
-American Psychologist
-He is known for understanding of work motivation job satisfaction

Reinforcement Theory
-Burrhus Frederic Skinner (B.F Skinner)
-American Psychologist and Behaviorist
-Professor of psychology at Harvard University

Job Design Theory

-Greg R. Adam
-J. Richard Hackman
-Employees are motivated I work well by combining tasks to form complete jobs.

Equity Theory
-John Stacey
-Behaviorist Psychologist

Expectancy Theory
-Victor H. Vroom
-Business School Professor

Lesson 6 LEADERSHIP THEORIES

Leadership
-the process of inspiring and influencing a group of people to achieve a common goal.

Early leadership theories

-Trait Theory
-Behavioral Theory

Leadership theories evolved along with the development of management thought throughout time,
giving rise to contemporary theories.

Contemporary Theories of Leadership

-Fiedler Model
-Hersey-Blanchard Model
-Path Goal Theory
Fiedler Model
-Situational leadership theory
-this theory based on the assumption that a leader’s effectiveness is contingent or dependent on the
extent to which a leader’s style is fitted to actual situations in the organization’s internal and external
environment.
-Fred Fiedler described such leader’s style as either task-motivated or relationship-motivated, either
focused on the achievement of goals or more concerned about having good relationships with
subordinates.

The Fiedler Contingency Model

-The Fiedler Contingency Model was created in the mid-1960s by Fred Fidler.
-The model states that there is no one best style of leadership. Instead, a leader’s effectiveness is based
on the situation.

This is the result of two factors

1. Leadership style
2. Situational favorableness

Hersey-Blanchard Model
-it was developed in the late 1960’s by Dr. Ken Blanchard and Dr. Paul Hersey.
-it focuses on leadership in situations.
-other name is life cycle theory of leadership.
-different situations demand different kinds of leadership.

Hersey-Blanchard Model
-situational leadership theory
-this theory focused on subordinates readiness or the extent to which the said subordinates have the
ability and willingness to accomplish a specific work assignment.

Situational leadership
Readiness ca be in four stages:
Stage 1 – follower both unable and unwilling
Stage 2- follower unable but willing
Stage 3 – follower able but unwilling
Stage 4 – follower able and willing

Path Goal Model

-a theory developed by Robert House which state that leader’s task is to lead his followers or
subordinates in achieving their goals by providing them directions needed in order to ensure
compatibility of these sail goals with the organization’s goal.

House identified four leadership behaviors:

-Supportive Leadership
-Directive Leadership
-Participative Leadership
-Achievement-oriented Leadership

Modern Leadership Views

-Transactional Leadership Model
-Transformational Leadership Model
-Charismatic Leadership Theory
-Visionary Leadership Theory
-Team Leadership Theory
-Servant Leadership Theory

Leadership Styles
-Ways by which leaders influence people to strive to behave and work towards the achievement of
organization goals.
-The use of AUTHORITY is one common basis as well as leader behavior and situations.

Style based on Leadership Situations

-Directing Leadership style consist of simply telling people what to do and how to do it.
-Supporting Leadership style consist of taking care of people by way of encouragement, empathy,
recognition, and feedback.
-Coaching Leadership style is both directing and supporting with the predominance of the latter.
-Delegating Leadership style consist of empowering people by being less involved in giving directions
and giving support.

LESSON 7 COMMUNICATION
Communication
-the exchange of information and understanding
-process starts with the sender who has an idea or message, which is then transmitted through a
selected channel to the receiver, who in turn has to be ready for reception of the message, so that it
could be decoded into thoughts.

Communication is the process of sending and receiving messages through verbal or nonverbal means.
Three basic elements:
Encoder
Message
Decoder

Types of Communication
Verbal
Non-verbal

Direction and flow of communication

Upward
Downward
Horizontal

Direction and flow of communication

Vertical communication – involves communication flow between people belonging to different
organization levels.
Horizontal/Lateral communication – takes place among employees belonging to the same hierarchical
level.

Communication Networks in organizations

-are varied pattern of combined horizontal and vertical flow of organizational communication.

Types of communication networks

-chain network
-wheel network
-all-channel network

Types of communication networks

>Grapevine
-gossip
-computer

Barriers to Communication
-filtering
-emotions
-information overload
-defensiveness
-language
-national culture

Filtering
-shaping of information communicated in order to make it good or advantageous to the receiver.
Emotions
-interpretation of communication may be influenced by extreme emotions felt by the receiver.
Information overload
-too many pieces of information received may have a negative effect on a person’s processing capacity.
Defensiveness
-the act of self-protection when people are threatened by something or someone.
Language
-words used may have different meaning to different people belonging to different age, education, or
cultural group
National Culture
-just like language, the prevailing national culture may also cause problems in communication among
members of an organization especially, if it is multinational company.
Overcome Communication barriers
-using feedback
-using simple language
-active listening
-controlling emotions
-observing body language