Name: ANGELICA SALAMERO SAMBO

Course and Year: BSBA 3 MM

Subject: HUMAN RESOURCE MANAGEMENT
Time: 3:00-4:00 pm
Date: SEPTEMBER 14, 2021

PART I
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
(HRM)
CHAPTER1
DEFINITION AND SCOPE OF HUMAN RESOURCE MANAGEMENT
Human Resource Management or HRM
= is the organizational function of managing and handling one ot the most valuable assets of the
organization-its employees.
= It tackles various undertakings performed by a business firm to make certain that workers are handled
and managed as human beings worthy of respect and compassion throughout their employment life
(i.e., from entry to separation).
= HRM is composed of human resource (HR) practices that aid the firm in leading its people successfully
and reasonably throughout their journey during the three stages of the employment cycle: the pre-
hiring, hiring and post-hiring.

Pre-hiring stage = organizations determine the right number and type of people
needed to fill up positions in the organization along with their required qualifications. It
includes activities performed prior to hiring, such as human resource planning and job
analysis.
Hire stage = companies establish policies that will help managers fulfil
the staffing needs of the company, eventually leading to recruiting and selecting.

Post-hiring stage = companies carry out certain HRM practices and other productivity programs that
enhance employees' performance level, such as training and development,
performance appraisal, compensation and benefits administration, employee health and
safety, and separation.

Frederick Taylor introduced people management through his bock The Shop
Management, which featured the proper selection and training of employees in a
scientific way.
= He pioneered the study of scientific management and eventually became known as the father of
scientific management.
= His work played a very important role in the advancement of the people function in the early 1900s.
= He also addressed critical issues on incentives that encouraged the compensation of workers for
meeting and/or surpassing performance criteria. These events laid the basic foundation for later HRM
development.

Table 1. HRM historical Breakthroughs

(1890-1910)
Frederick Taylor introduced a management approach known as scientific management that focuses on
the idea of scientific selection of employees based on their capabilities. This system provides that
workers will be paid additional compensation when they exceed the standard level of output for a given
job, with the aim of motivating them.

(1910-1930)
Most companies started to develop departmental units focused on maintaining the well being of
employees. The field of industrial psychology, together with the beginning of World War 1, led to the
development of employment tests and selection techniques.

(1930-1945)
During this period, the Hawthorne Studies started to have a tremendous effect on management studies
and principles such that much attention was given to personal and social interactions in the work-place
that affect and influence worker productivity and level of performance.

(1945-1965)
This period marked the birth of union membership that gave considerable importance to employee-
employer relationships. It Was also during this period that pay and benefits programs slid in a very
notable value as organized unions bargained for paid work leaves, health and welfare coverage.

(1965-1985)
The Civil Rights Act of 1964 reached its highest point when it prohibited discriminatory practices based
on an individual's age. sex, color, religious affiliation, race, and physical or mental disabilities. Employers
were advised to adhere to equal employment opportunity provisions and take affirmative steps to avoid
workplace discrimination.

(1985-present)
Diverse labor force, globalization, and strategic HRM functions were three pressing concerns during this
period. Employers, primary aim is to effectively cope with the intense demands and effects of change,
competition and job efficiency.

As Taylor was starting with his concepts about scientific management, other proponents were also
employing related principles of psychology in recruiting, selecting training and developing workers. The
growth of the field of industrial psychology and its utilization in the work place came to realization
during the World War as preliminary technical and job-related tests were used to appoint military hires
to the right tasks.

The Hawthorne studies were a series of studies done between 1920s and 1930. This
period sparked an increase in the importance of the social and psychological relationships
in the workplace. Evaluations of the studies led researchers to believe that "human
relations" greatly influence workers' level of satisfaction and productivity.

IMPORTANCE OF STUDYING HUMAN RESOURCE MANAGEMENT

Human Resource Management embraces a wide range of basic business ideas that
include recruitment, selection, training and development, performance appraisal, compensation, safety
and health, and other productivity improvement programs. it is important even to non-HR personnel
such as employees, supervisors, and leaders.

Entrepreneurs
The qualities that mark an entrepreneur are numerous. Motivation and persistence are among them.
However, just as being an entrepreneur has its rewards, it also has its own drawbacks. Entrepreneurs
have to need a lot of challenges in handling and managing their workers, especially in training, designing
a compensation structure, or building a friendly company culture. Thus, the study of human resource
management will give these enterprising individuals useful insights and a thorough understanding of the
employment cycle, and a broader idea about various human resource practices in order to meet present
and future challenges head on.

Employees
Itis important to know that people will always be one of the company's valuable assets. Hence, it is
essential for employees to understand HR management so they may gain a better understanding of their
rights and privileges as thinking, feeling and doing individuals in an organization.

Supervisors and Leaders

Human resource management involves designing various productivity improvement programs that could
provide learning and enhancement in the quality of life and level of performance of employees. Hence, a
good boss should always bear in mind that every HR decision they make and policies they formulate
should be anchored to what the job requires and not on certain biases. Thus, studying HR management
can provide supervisors and leaders a competitive edge, especially in the aspect of recruitment.

BEST FEATURES OF HUMAN RESOURCE MANAGEMENT

Human resource management is a continuing process of managing people and their activities at
work while squeezing out the best potential from them so they become productive individuals.
It has the following features:
1. It is prevalent in nature. This means that HRM is present and performed in all operational and
functional areas of management within an organization on a continuous basis. In other words, it is not
an "on-off" function that is performed only when needed.
2. It is dynamic. HRM moves! HRM acts! It does not depend on written rules and policies to solve
problems; rather, it focuses on what can be done through logical and well-grounded solutions and
decisions. It constantly finds ways to change situations and events for the betterment of the
organization and its employees.
3. It is individually-oriented. In HRM, each employee is considered a human being that
is worthy of respect and compassion. In this sense, HRM works toward getting the best
out of each employee by seeing to it that they are continually offered the opportunity
to be equipped with new skills through training, development, and other productivity
improvement schemes. In effect, both intrinsic and extrinsic motivation is increased.
4. It is employee-oriented. Employees are the doing individuals of an organization.
Rewarding them for their contributions to organizational success is a stron8
reinforcement to increase the level of job performance. A firm's HRM strategy that
empowers employees makes them feel appreciated for the job they do.
5. It is forward-looking. For an organization's HRM function to be successful, it
should effectively envision and assess labor needs for a given period of time. Doing
so will assure the managers that only the competent, motivated people with the
right match of qualifications are joining the company.
6. It is growth-oriented. For an organization's HRM process is to yield success, it should
constantly enhance the conceptual and analytical skills of its employees. A carefully
planned design for employee development is almost compulsory if the organization
aims for excellent. Job rotation is one way for employees to learn various skills.

Table 2. Differences Between Personnel management and Human Resource Management

PERSONNEL MANAGEMENT (PM)
Personnel refers to the people manning the
organization. Managing them is management of
employees' capabilities and referred to as
personnel management.
PM is conventional and concentrates on
supervisory administration of people
PM is a separate purpose with separate sub-
function
PM is seen as a supplementary activity
PM reacts to adverse situations as they arise
PM takes complete authority in people
management
HUMAN RESOURCE MANAGEMENT (HRM)
HRM is the effective supervision and management
of employees' capabilities and other attributes
HRM is a non-stop function directed at developing
the knowledge and skills of employees
HRM is an indispensable part of the entire
organization
HRM anticipates and effectively handles adverse
situations even before they arise
HRM sees the organization as one that embodies a
dynamic personality
HRM sees to it that both personal and professional
needs of employees are
addressed correctly in order to achieve work- life

PM has a limited range as it only focuses on
administration of people
PM is particularly involved with selection,
recruitment, and administration of the workforce
Primary stimuli in PM are monetary and non-
monetary rewards
In PM, a high level of contentment means better
performance
PM regards employees as tools for the
organization to make more profit
PM treats employees as commodities that can be
bought in exchange for money
PM treats people as an expense, thus, employers
have the power to manage the cost
balance
Motivational activities and team-building activities
are top priorities for HRM
In HRM, a fulfilling job is the antecedent and job
satisfaction is the outcome
In HRM, there is a great relationship between
productivity and satisfaction and employees social
well-being
HRM considers people as valuable assets
HRM regards employees as excellent contributors
to the organization's wellness, and thus
acknowledges their contributions through growth
opportunities and advancement
HRM sees to it there is a constant healthy
relationship between the organization and its
employees, which extends to the family members
of the employees
Encouraging all forms of communications is the
driving force in HRM

DIFFERENCES BETWEEN HUMAN RESOURCE MANAGEMENT (HRM) AND HUMAN RESOURCE

DEVELOPMENT (HRD)
HUMAN RESOURCE MANAGEMENT
1. HRM focuses on enhancement of
employees, potential from a long-term
perspective.
2. HRM gives attention to the effective utilization
of employees and their capabilities
3. HRM takes decisions on HRD plans.
4. HRM at its center has HRD.
5. HRM attends to every employee demand
resulting in increased satisfaction and productivity. knowledge resulting in outstanding
HUMAN RESOURCE DEVELOPMENT
1. HRD is concerned with enhancing the
capabilities of employees that will
result in positive behavior change.
2. HRD sees to it that there is continuing
opportunities for development.
3. HRD depends on the decisions of HRM.
4. The goal of HRD is anchored to the that of HRM,
which boils down the benefit of the workers.
5. HRD promotes upscaling of skills and
performance.

CHAPTER SUMMARY
1. Human resource management is the organizational function of handling and managing one of the
most valuable assets of the organization: its employees It tackles various undertakings performed by a
business firm to make certain that workers are handled and managed as human beings worthy of
respect and compassion throughout their employment life -that is, from entry to separation.
2. Human resource management is composed of various HR practices that aid the firm
in successfully and reasonably leading its people in their journey during the three
stages of the employment cycle: the pre-hiring stage, the hiring stage, and the post-
hiring stage.

3. Human resource management encompasses a wide range of basic business

ideas that includes recruitment, selection, training and development, appraisal of
performance, compensation and benefits administration, and other productivity
improvement programs.

4. Frederick Taylor pioneered the study of scientific management and eventually

became known as the father of scientific management. He also introduced
management through his book The Shop Management, which featured the proper
selection and training of personnel in a "scientific" way.

5. Human resource management encompasses a wide range of business ideas

that includes recruitment, selection, training and development, appraisal of
performance, compensation, and other productivity improvement programs. It is
equally important even to non-HR personnel like the entrepreneurs, employees,
supervisors, and leaders.

6. Among the best features of human resource management are as follows: it iss
prevalent in nature, it is dynamic, it is individually-oriented, it is employee-oriented,
it is torward-looking. and it is growth oriented.

7. Personnel refers to the people manning the organization and managing these
people is referred to as personnel management. Human resource management is a
non-stop function directed at developing the potentials of employees.

8. Human resource management makes decisions about human resource development

(HRD) plans, while HRD depends on the decisions of HRM.