Prepared by:

Lady Anne M. Murillo

Contents

Unit I. Introduction to Human Resource Management

Page
Introduction Human Resource Management 1
Core Functions of HR 2
Staffing 2
Training and Professional Development 3
Compensation 3
Safety and Health 3
Employee and Labor Relations 4
Assessing Learning 5

Unit II. Strategic Human Resource Management Planning

Differences between Personnel Management and HRM 7
HRM as a Strategic Component of the Business 7
The Steps to Strategic Plan Creation 9
Conduct a Strategic Analysis 9
Lifecycle Stages and HRM Strategy 10
Writing the HRM Plan 10
The six parts of the HRM plan 11
Assessing Learning 16

Unit III. Human Values and Professional Ethics

Introduction 17
Definition of Values 17
Importance of Human Values 18
Professional Ethics 18
Definition of Ethics and Professional Ethics 18
Four important subject areas of study ethics 18
Ethical principles 19
Codes of conduct 19
Key Differences Between Ethics and Values 20
Assessing Learning 22
Unit IV. Generation Difference in Workplace

Introduction Generation Difference in Workplace 23

GI Generation 23
Traditionalists or Silent Generation (Mature/Silent) 24
Baby Boomers 24
Generation X 26
Generation Y/Millennium 27
Generation Z/Boomlets 27
Generation Z or Gen Z 28
Assessing Learning 20

Unit V. Occupational Health and Safety

Definition of Occupational Health and Safety 32
Environment Health and Safety (EHS) Compliance 34
Employer’s Responsibility 34
EHS Regulations to Follow 34
Occupational Safety and Health Center, Philippines 35
Occupational Hygiene 35
Interactions between people and the environment 36
Concepts and Definitions 38
Occupational hygiene evaluations 39
Risk management in the work environment 40
Health and safety for staff 42
Facilities Occupational hygiene laboratories and equipment 42
Planning 42
Management 43
Quality assurance 43
Programme evaluation 44
Assessing Learning 45

Unit VI. Human Resource Information System

Benefits of HRIS 46
Elements of HRIS 47
Purchasing HR Information System 47
Automating and Streamlining Processes 48
Assessing Learning 49
Unit VII. Handling of Human Resources Grievances

Introduction 50
Defining Employee Grievances 50
List of leading causes of Employee Grievances 51
Effective Steps To Handle Employee Grievances 51
Assessing Learning 53

Unit VIII. Gender Equality in the Workplace

Introduction 54
Ways to eliminate gender bias in the workplace 55
Assessing Learning 56

References 57
 Unit 1

Introduction to Human Resource Management

Overview

This unit gives you background on the nature and scope of Human Resource
Management. Through this unit, you will realize the importance of Human Resource
Management in organization.

Learning Objectives

At the end of the unit, I am able to:

1) Be able to define Human Resource management and its scope

2) Be able to define and explain core function of HR

Lesson Proper

Introduction

All business has something in common regardless of the product and services they
offered, and it is Employees! Unless you're a sole proprietorship, you'll need to navigate
the method of designing for, recruiting, hiring, training, managing, and possibly firing
employees. These responsibilities all fall into the heading of human resource
management.

Human resource management (HRM or HR) is essentially the management of

people in an organization. It is a function in organizations designed to maximize
employee performance in service of an employer’s strategic objectives. HR is primarily
concerned with the management of people within organizations, focusing on policies and
on systems. HR departments in organizations typically undertake a number of activities,
including employee benefits design, employee recruitment, training and development,
performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR also
concerns itself with organizational change and industrial relations, that is, the balancing
of organizational practices with requirements arising from collective bargaining and from
governmental laws.

HR is a product of the human relations movement of the early twentieth century,

when researchers began documenting ways of creating business value through the
strategic management of the workforce. The function was initially dominated by
transactional work, such as payroll and benefits administration, but due to globalization,
company consolidation, technological advances, and further research, HR today includes

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strategic initiatives like talent management, industrial and labor relations, and diversity
and inclusion.

Most companies focus on lowering employee turnover and on retaining the talent and
knowledge held by their workforce. New hiring not only entails a high cost but also
increases the risk of a newcomer not being able to replace the person who worked in a
position before. HR departments strive to offer benefits that will appeal to workers, thus
reducing the risk of losing corporate knowledge. Businesses are moving globally and
forming more diverse teams. It is the role of human resources to make sure that these
teams can function and people are able to communicate cross-culturally and across
borders. Due to changes in business, current topics in human resources are diversity and
inclusion as well as using technology to advance employee engagement.

In short, HR involves maximizing employee productivity. HR managers may also

focus on a particular aspect of HRM, such as recruiting, training, employee relations, or
benefits. Recruiting specialists are in charge of finding and hiring top talent. Training and
development professionals ensure that employees are trained and receive ongoing
professional development. This takes place through training programs, performance
evaluations, and reward programs. Employee relations deal with employee concerns and
incidents such as policy violations, sexual harassment, and discrimination. Benefit
managers develop compensation structures, family-leave programs, discounts, and other
benefits available to employees. At the other end of the spectrum are HR generalists who
work in all areas or as labor relations representatives for unionized employees.

Core Functions of HR

Human resources (HR) professionals conduct a wide variety of tasks within an

organizational structure. A brief rundown on the core functions of human resource
departments will be useful in framing the more common activities a human resource
professional will conduct. The core functions can be summarized as follows:

Staffing

This includes the activities of hiring new full-time or part-time employees, hiring
contractors, and terminating employee contracts.
Staffing activities include:

 Identifying and fulfilling talent needs (through recruitment, primarily)

 Utilizing various recruitment technologies to acquire a high volume and diverse
pool of candidates (and to filter them based on experience)
 Protecting the company from lawsuits by satisfying legal requirements and
maintaining ethical hiring practices
 Writing employee contracts and negotiating salary and benefits
 Terminating employee contracts when necessary

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Training and Professional Development

On-boarding new employees and providing professional development opportunities is a

key investment for organizations, and HR is charged with seeing that those efforts and
resources are well spent and utilized.

Development activities include:

 Training and preparing new employees for their roles

 Providing training opportunities (internal training, educational programs,
conferences, etc.) to keep employees up to date in their respective fields
 Preparing management prospects and providing feedback to employees and
managers

Compensation

Salary and benefits are also within the scope of human resource management. This
includes identifying appropriate compensation based on role, performance, and legal
requirements.
Compensation activities include:

 Setting compensation levels to be competitive and appropriate within the market,

using benchmarks such as industry standards for a given job function
 Negotiating group health insurance rates, retirement plans, and other benefits with
third-party providers
 Discussing raises and other compensation increases and/or decreases with
employees in the organization
 Ensuring compliance with legal and cultural expectations when it comes to
employee compensation

Safety and Health

HR managers are also responsible for understanding and implementing the best safety
and health practices in their industry and addressing any relevant employee concerns.
Safety and health activities include the following:

 Ensuring compliance with legal requirements based on job function for safety
measures (i.e., hard hats in construction, available counseling for law enforcement,
appropriate safety equipment for chemists, etc.). Many of these requirements are
specified by the Occupational Safety and Health Administration (OSHA).
 Implementing new safety measures when laws change in a given industry
 Discussing safety and compliance with relevant government departments

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  Discussing safety and compliance with unions

Employee and Labor Relations

Defending employee rights, coordinating with unions, and mediating disagreements

between the organization and its human resources are also core HR functions.
Employee and labor relations activities include:
 Mediating disagreements between employees and employers
 Mediating disagreements between employees and other employees
 Investigating claims of harassment and other workplace abuses
 Discussing employee rights with unions, management, and stakeholders
 Acting as the voice of the organization and/or the voice of the employees during
any broader organizational issues pertaining to employee welfare

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Assessing Learning

EXERCISE 1.1
Name:___________________________
Date:__________________
Sec:____________________________
Score:_________________

Part 1 Essay
1. What is Human Resource Management and its importance in an organization?
(Discuss)

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2. List down the Core Functions of Human Resource Management and discuss
briefly each.
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 EXERCISE 1.2
Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

1. Human Resource Management is a multi-faceted process that includes:

a) Staffing, Compensation and Training
b) Compensation, Health benefits and accounting
c) Safety, labor relations and marketing

2. Human Resource Management today includes strategic initiatives like:

a) Operation planning
b) Talent management
c) Product development

3. Human resource professionals help Walt Disney World make sure it have
enough qualified “cast members” to provide visitors with a “magical experience.
This is an example of;
a) How human resource specialists abide by the Americans with Disabilities Act.
b) How human resource professionals utilize company jargon to make their
intentions easy to understand for outsiders
c) How human resource management contributes to business success.

4. HR managers are also responsible for understanding and implementing the

best safety and health practices in their industry and addressing any relevant
employee concerns. What core function of HRM is this?
a) Compensation
b) Health and Safety
c) Training and Professional Development

5. Negotiating group health insurance rates, retirement plans, and other benefits
with third-party providers. What core function of HRM is this?

a) Compensation
b) Health and Safety
c) Training and Professional Development

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 Unit 2

Strategic Human Resource Management Planning

Overview

This unit gives you clear view on Strategic Human Resource Management Planning.
Through this unit, you will realize the importance of application of different strategies in
Human Resource Management planning and how to avoid problems that may possibly
arise in the future.

Learning Objectives

At the end of the unit, I am able to:

1) Explain the differences between HRM and personnel management

2) Be able to define the steps in strategic planning
3) Describe the steps in the development of HRM Plan
4) Explain the aspects needed to create a usable and successful HRM plan.

Lesson Proper

In the past, human resource management (HRM) was called the personnel
department. In the past, the personnel department hired people and dealt with the hiring
paperwork and processes. It is believed the first human resource department was created
in 1901 by the National Cash Register Company (NCR). The company faced a major
strike but eventually defeated the union after a lockout. After this difficult battle, the
company president decided to improve worker relations by organizing a personnel
department to handle grievances, discharges, safety concerns, and other employee issues.
The department also kept track of new legislation surrounding laws impacting the
organization. Many other companies were coming to the same realization that a
department was necessary to create employee satisfaction, which resulted in more
productivity.

Table 2.1 Examples of Differences between Personnel Management and HRM

Personnel Management Focus HRM Focus

Administering of policies
Stand-alone programs, such as
training
Personnel department responsible
for managing people
Helping to achieve strategic goals through people
HRM training programs that are integrated with
company’s mission and values
Line managers share joint responsibility in all areas
of people hiring and management

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 Personnel Management Focus HRM Focus
Creates a cost within an Contributes to the profit objectives of the
organization organization

Most people agree that the following duties normally fall under HRM. Each of these
aspects has its own part within the overall strategic plan of the organization:

1. Staffing
2. Basic workplace policies.
3. Compensation and benefits.
4. Retention.
5. Training and development
6. Regulatory issues and worker safety

Figure 2.1

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To be successful in writing an HRM strategic plan, one must understand the dynamic
external environment.

HRM as a Strategic Component of the Business

Keeping the Ulrich model in mind, consider these four aspects when creating a good
HRM strategic plan:

1. Make it applicable.
2. Be a strategic partner.
3. Involve people
4. Understand how technology can be used

HR managers know the business and therefore know the needs of the business and can
develop a plan to meet those needs. They also stay on top of current events, so they know
what is happening globally that could affect their strategic plan. If they find out, for
example, that an economic downturn is looming, they will adjust their strategic plan. In
other words, the strategic plan needs to be a living document, one that changes as the
business and the world changes.

The Steps to Strategic Plan Creation

HRM strategic plans must have several elements to be successful. There should be a
distinction made here: the HRM strategic plan is different from the HR plan. Think of
the HRM strategic plan as the major objectives the organization wants to achieve, while
the HR plan consists of the detailed plans to ensure the strategic plan is achieved.
Oftentimes the strategic plan is viewed as just another report that must be written. Rather
than jumping in and writing it without much thought, it is best to give the plan careful
consideration.

Conduct a Strategic Analysis

The goal of this section is to provide you with some basic elements to consider and
research before writing any HRM plans.

A strategic analysis looks at three aspects of the individual HRM department:

1. Understanding of the company mission and values.

2. Understanding of the HRM department mission and values.
3. Understanding of the challenges facing the department.

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Table 2.2 Lifecycle Stages and HRM Strategy

Labor /
Life Cycle Training and
Staffing Compensation Employee
Stage Development
Relations
Define future
Set basic
Meet or exceed skill
Attract best employee-
labor market rates requirements
Introduction technical and relations
to attract needed and begin
professional talent. philosophy of
talent. establishing
organization.
career ladders.
Recruit adequate
numbers and mix Mold effective
Meet external
of qualifying management
market but
workers. Plan team through Maintain labor
consider internal
management management peace, employee
Growth equity effects.
succession. development motivation, and
Establish formal
Manage rapid and morale.
compensation
internal labor organizational
structures.
market development.
movements.
Encourage
sufficient turnover
to minimize
Control labor
layoffs and Maintain
Control costs and
provide new flexibility and
Maturity compensation maintain labor
openings. skills of an
costs. peace. Improve
Encourage aging workforce.
productivity.
mobility as
reorganizations
shift jobs around.
Improve
Plan and
productivity and
implement
achieve
workforce Implement
flexibility in
reductions and retraining and
Implement tighter work rules.
Decline reallocations; career
cost control. Negotiate job
downsizing and consulting
security and
outplacement may services.
employment-
occur during this
adjustment
stage.
policies

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Source: Seattle University Presentation, accessed July 11, 2011, http://fac-
staff.seattleu.edu/gprussia/web/mgt383/HR%20Planning1.ppt.

2.2 Writing the HRM Plan

The writing of an HRM strategic plan should be based on the strategic plans
of the organization and of the department. Once the strategic plan is written, the HR
professional can begin work on the HR plan. This is different from the strategic plan in
that it is more detailed and more focused on the short term.

As you can see from this figure, the company strategic plan ties into the HRM strategic
plan, and from the HRM strategic plan, the HR plan can be developed.

The six parts of the HRM plan include the following:

1. Determine human resource needs. This part is heavily involved with the
strategic plan. What growth or decline is expected in the organization? How will
this impact your workforce? What is the economic situation? What are your
forecasted sales for next year?

2. Determine recruiting strategy. Once you have a plan in place, it’s necessary to
write down a strategy addressing how you will recruit the right people at the right
time.

3. Select employees. The selection process consists of the interviewing and hiring
process.

4. Develop training. Based on the strategic plan, what training needs are arising? Is
there new software that everyone must learn? Are there problems in handling

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 conflict? Whatever the training topics are, the HR manager should address plans
to offer training in the HRM plan.

5. Determine compensation. In this aspect of the HRM plan, the manager must
determine pay scales and other compensation such as health care, bonuses, and
other perks.
6. Appraise performance. Sets of standards need to be developed so you know how
to rate the performance of your employees and continue with their development.

HR managers will also look closely at all job components and will analyze each
job. By doing this analysis, they can get a better picture of what kinds of skills are needed
to perform a job successfully. Once the HR manager has performed the needs assessment
and knows exactly how many people, and in what positions and time frame they need to
be hired, he or she can get to work on recruiting, which is also called a staffing plan.

Recruit
Recruitment is an important job of the HR manager.. Knowing how many people to hire,
what skills they should possess, and hiring them when the time is right are major
challenges in the area of recruiting.

Select

After you have reviewed résumés for a position, now is the time to work toward selecting
the right person for the job.

Determine Compensation

What you decide to pay people is much more difficult than it seems. Pay systems must be
developed that motivate employees and embody fairness to everyone working at the
organization.

Develop Training

Once we have planned our staffing, recruited people, selected employees, and then
compensated them, we want to make sure our new employees are successful. One way
we can ensure success is by training our employees in three main areas:

1. Company culture. A company culture is the organization’s way of doing things.

Every company does things a bit differently, and by understanding the corporate
culture, the employee will be set up for success. Usually this type of training is
performed at an orientation, when an employee is first hired. Topics might include
how to request time off, dress codes, and processes.
2. Skills needed for the job. If you work for a retail store, your employees need to
know how to use the register. If you have sales staff, they need to have product

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 knowledge to do the job. If your company uses particular software, training is
needed in this area.
3. Human relations skills. These are non-job-specific skills your employees need
not only to do their jobs but also to make them all-around successful employees.
Skills needed include communication skills and interviewing potential employees.

Perform a Performance Appraisal

The last thing an HR manager should plan is the performance appraisal.
A performance appraisal is a method by which job performance is measured. The
performance appraisal can be called many different things, such as the following:

1. Employee appraisal
2. Performance review
3. 360 review
4. Career development review

Tips in HRM Planning

As you have learned from this chapter, human resource strategic planning
involves understanding your company’s strategic plan and HR’s role in the organization.
The planning aspect meets the needs of the strategic plan by knowing how many people
should be hired, how many people are needed, and what kind of training they need to
meet the goals of the organization. This section gives some tips on successful HR
strategic planning.

1. Link HRM Strategic Plan to Company Plan

2. Monitor the Plan Constantly
3. Measure It
4. Sometimes Change Is Necessary
5. Be Aware of Legislative Changes

Summary and Key Terms

 Personnel management and HRM are different ways of looking at the job duties
of human resources. Twenty years ago, personnel management focused on
administrative aspects. HRM today involves a strategic process, which requires
working with other departments, managers, and executives to be effective and meet
the needs of the organization.
 In general, HRM focuses on several main areas, which include staffing, policy
development, compensation and benefits, retention issues, training and development,
and regulatory issues and worker protection.
 To be effective, the HR manager needs to utilize technology and involve others.
 As part of strategic planning, HRM should conduct a strategic analysis, identify
HR issues, determine and prioritize actions, and then draw up the HRM plan.

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 Human resource planning is a process that is part of the strategic plan. It involves
addressing specific needs within the organization, based on the company’s strategic
direction.
 The first step in HR planning is determining current and future human resource
needs. In this step, current employees, available employees in the market, and
future needs are all analyzed and developed.
 In the second step of the process, once we know how many people we will need to
hire, we can begin to determine the best methods for recruiting the people we need.
Sometimes an organization will use head hunters to find the best person for the job.
 After the recruiting process is finished, the HR manager will begin the selection
process. This involves setting up interviews and selecting the right person for the
job. This can be an expensive process, so we always want to hire the right person
from the beginning.
 HR managers also need to work through compensation plans, including salary,
bonus, and other benefits, such as health care. This aspect is important, since most
organizations want to use compensation to attract and retain the best employees.
 The HR manager also develops training programs to ensure the people hired have
the tools to be able to do their jobs successfully.
 As has been the theme throughout this chapter, any HRM plan should be directly
linked to the strategic plan of the organization.
 A plan should be constantly updated and revised as things in the organization
change.
 A good strategic plan provides tools to determine whether you met the goal. Any
plan should have measureable goals so the connection to success is obvious.
 Changes in a strategic plan and in goal setting are necessary as the internal and
external environments change. An HR manager should always be aware of changes
in forecasts, for example, so the plan can change, too.
 Legislative changes may impact strategic plans and budgets as well. It’s important
to make sure HR managers are keeping up on these changes and communicating
them.

Unit Summary
 Human resource management was once called the personnel department. In the past,
hiring people and working with hiring paperwork was this department’s job. Today, the
HRM department has a much broader role, and as a result, HR managers must align
their strategies with the company’s strategies.
 Functions that fall under HRM today include staffing, creation of workplace policies,
compensation and benefits, retention, training and development, and working with
regulatory issues and worker protection.
 Human resource strategy is a set of elaborate and systematic plans of action. The
company objectives and goals should be aligned with the objectives and goals of the
individual departments.
 The steps to creating an HRM strategic plan include conducting a strategic analysis.
This entails having an understanding of the values and mission of the organization, so
you can align your departmental strategy in the same way.

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 The second step is to identify any HR issues that might impact the business.
 The third step, based on the information from the first and second steps, is to prioritize
issues and take action. Finally, the HRM professional will draw up the HRM plan.
 The HRM plan consists of six steps. The first is to determine the needs of the
organization based on sales forecasts, for example. Then the HR professional will
recruit and select the right person for the job. HRM develops training and development
to help better the skills of existing employees and new employees, too. The HR
manager will then determine compensation and appraise performance of employees.
Each of these parts of the HRM plan is discussed in its own separate chapter in greater
detail.

 As things in the organization change, the strategic plan should also change.
 To make the most from a strategic plan, it’s important to write the goals in a way that
makes them measurable.

Source: https://saylordotorg.github

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Assessing Learning

EXERCISE 2.1
Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

Answer and discuss briefly the following:

1. What is the difference between HR plans and HRM strategic plans? How are they
the same? How are they different?
2. Of the areas of focus in HRM, which one do you think is the most important?
Rank them and discuss the reasons for your rankings.
3. Of the parts of HR planning, which do you think is most difficult, and why? Which
would you enjoy the most, and why?
4. Why is it important to plan your staffing before you start to hire people?
5. What is the significance of training? Why do we need it in organizations?
6. What are some ways an HR manager can keep up on legislative changes? Do a
web search and list specific publications that may help keep the HR manager
aware of changes.
7. Why is it important to be able to measure strategic plans? What might happen if
you don’t?

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 Unit 3
Human Values and Professional Ethics
Overview

This unit gives you background on Human Values and Professional Ethics. Through this
unit, you will realize the importance human values and professional ethics in managing
human resource also the core values in organization, how these factors affects attainment
of organizational objectives.

Learning Objectives

At the end of the unit, I am able to:

1) Define and explain Human Values and Professional Ethics and its principles and
scope
2) Describe the steps of values in organization
3) Differentiate and distinguished Values vs Ethics.

Lesson Proper

Introduction

Values are the guiding principles of our lives. They are essential for positive human
behaviour and actions in our daily lives. They are formed on the basis of interests,
choices, needs, desires and preferences. They have played important role in not only
sociology, but also psychology, anthropology and related disciplines.

Human values are the virtues that guide us to take into account the human element when
we interact with other human beings.

Human values are, for example, respect, acceptance, consideration, appreciation,

listening, openness, affection, empathy and love towards other human beings. It is with
those human values that one becomes truly able to put into practice his/her ethical values,
such as justice, integrity, refusal of violence and ban to kill – even in a crisis situation.

Human values convey a positive and affective surge, which reinforces the rationale of
moral values. They are the values that permit us to live together in harmony, and
personally contribute to peace. Human values are a tool to manage human relations and
a tool for peace when the tension is high.

Definition of Values

Values refer to the important and enduring beliefs or principles, based on which an
individual makes judgments in life. It is at the centre of our lives which act as a standard
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of behavior. They severely affect the emotional state of mind of an individual. They can
be personal values, cultural values or corporate values.

Values are forces that cause an individual to behave in a particular manner. It sets our
priorities in life, i.e. what we consider in the first place. It is a reason behind the choices
we make. It reflects what is more important for us. So, if we are true to our values and
make our choices accordingly, then the way we live to express our core values.
Moreover, if you understand an individual’s values, you can easily identify what is
important for them.

Importance of Human Values

Our values are important because they help us to grow and develop. They help us to
create the future we want to experience. Every individual and every organization is
involved in making hundreds of decisions every day. The decisions we make are a
reflection of our values and beliefs, and they are always directed towards a specific
purpose. That purpose is the satisfaction of our individual or collective (organizational)
needs.

When we use our values to make decisions, we make a deliberate choice to focus on what
is important to us. When values are shared, they build internal cohesion in a group.

Four types of values that we find in an organizational setting:

1. Individual values
2. Relationship values
3. Organizational values
4. Societal values

Professional Ethics

Definition of Ethics

By the term ‘ethics’ we mean a branch of moral philosophy – a sense of rightness or

wrongness of actions, motives and the results of these actions. In short, it is a discipline
that identifies good or evil, just or unjust, fair or unfair practices, about moral duty. It is
well-based standards that a person should do, concerning rights, obligations, fairness,
benefits to society and so on. The standard puts a reasonable obligation to stop crime like
stealing, assault, rape, murder, fraud and so on.
The system addresses the questions of the human morality, such as What should be a
standard way for people to live? Or What are the appropriate actions in the given
situations? What should be an ideal human conduct? etc. Under Ethics there are four
important subject areas of study:

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  Meta-ethics: Ethical philosophy that analyses the meaning and scope of moral
values.
 Descriptive ethics: The branch of ethics that deals with psychology, sociology,
anthropology, etc.
 Normative Ethics: The study of the moral course of action through practical
means.
 Applied ethics: This branch tells us how we can achieve moral outcomes, in a
particular circumstance.

Professional ethics are principles that govern the behavior of a person or group in a
business environment. Like values, professional ethics provide rules on how a person
should act towards other people and institutions in such an environment. Unlike
values, professional ethics are often codified as a set of rules, which a particular
group of people use.

This means that all those in a particular group will use the same professional ethics, even
though their values may be unique to each person. The Code is an example of a codified
set of professional ethics for those who choose to enter the immigration advice
profession.

Ethical principles

Ethical principles underpin all professional codes of conduct. Ethical principles may
differ depending on the profession; for example, professional ethics that relate to medical
practitioners will differ from those that relate to lawyers or real estate agents.

However, there are some universal ethical principles that apply across all professions,
including:

 honesty
 trustworthiness
 loyalty
 respect for others
 adherence to the law
 doing good and avoiding harm to others
 Accountability.

Codes of conduct

Professional codes of conduct draw on these professional ethical principles as the basis
for prescribing required standards of behaviour for members of a profession. They also
seek to set out the expectations that the profession and society have of its members.

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Professional codes of conduct provide benefits to:

 the public, as they build confidence in the profession’s trustworthiness

 clients, as they provide greater transparency and certainty about how their affairs
will be handled
 members of the profession, as they provide a supporting framework for resisting
pressure to act inappropriately, and for making acceptable decisions in what may
be ‘grey areas’
 the profession as a whole, as they provide a common understanding of acceptable
practice which builds collegiality and allows for fairer disciplinary procedures
 others dealing with the profession, as the profession will be seen as more reliable
and easier to deal with.

Other contributors to professional ethics

 Fiduciary duties
 Contractual obligations

Ethics Vs Values
Comparison Chart
BASIS FOR
ETHICS VALUES
COMPARISON

Meaning Ethics refers to the guidelines Value is defined as the principles and
for conduct, that address ideals, that helps them in making
question about morality. judgement of what is more important.

What are they? System of moral principles. Stimuli for thinking.

Consistency Uniform Differs from person to person

Tells What is morally correct or What we want to do or achieve.

incorrect, in the given
situation.

Determines Extent of rightness or Level of importance.

wrongness of our options.

20
 BASIS FOR
ETHICS VALUES
COMPARISON

What it does? Constrains Motivates

Key Differences Between Ethics and Values

The fundamental differences between ethics and values are described in the given
below points.
1. Ethics refers to the guidelines for conduct, that address question about
morality. Value is defined as the principles and ideals, which helps them
in making the judgement of what is more important.
2. Ethics is a system of moral principles. In contrast to values, which is the
stimuli of our thinking.
3. Values strongly influence the emotional state of mind. Therefore it acts as
motivator. On the other hand, ethics compels to follow a particular course
of action.
4. Ethics are consistent, whereas values are different for different person i.e.
what is important for one person, may not be important for another person.
5. Values tells us what we want to do or achieve in our life, whereas ethics
helps us in deciding what is morally correct or incorrect, in the given
situation.
6. Ethics determines, to what extent our options are right or wrong. As
opposed to values, which defines our priorities for life.
7. values, which defines our priorities for life.

While ethics are consistently applied over the period, and remains same for all the
human beings. Values have an individualistic approach, i.e. it varies from person to
person but remains stable, relatively unchanging, but they can be changed over time due
to a significant emotional event.

Ethics and Values together lay the foundation for sustainability. While they are
sometimes used synonymously, they are different, wherein ethics are the set of rules that
govern the behaviour of a person, established by a group or culture. Values refer to the
beliefs for which a person has an enduring preference. Ethics and values are important in
every aspect of life, when we have to make a choice between two things, wherein ethics
determine what is right, values determine what is important.

In the world of intense competition, every business entity work on certain principles
and beliefs which are nothing but the values. Likewise, ethics is implemented in the
organization to ensure the protection of the interest of stakeholders like customers,
suppliers, employees, society and government. Read the following article to know the
important differences between ethics and values.
21
Sources: https://www.valuescentre.com/
https://www.iaa.govt.nz/
https://keydifferences.com/

Assessing Learning

EXERCISE 3.1
Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

1. Define Human Values and its importance in organization

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
______________________________________.

2. Define Professional Ethics and its importance in organization

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
____________________________________________________________ .

22
 Unit 4
Generation Difference in Workplace

Overview

In this unit you will be able to understand the different perspectives of human resources
from different generations.

Learning Objectives

At the end of the unit, I am able to:

1) Explain generational differences

2) Define and differentiate six generations
3) Explain collective experiences and characteristics of different generations

Lesson Proper

What Are Generational Differences?

Overview of Perceived Differences Between Generations

What Are the Different Generations?

There are different perspectives on their names and the range of dates for their births,
including between different countries. The Center itemizes the following categories in
its Generational Breakdown: Info About All of the Generations:

1. GI Generation
2. Traditionalists or Silent Generation - 1945 and before
3. Baby Boomers - 1946-1964
4. Generation X - 1965-1976
5. Millennials or Gen Y - 1977-1995
6. Generation Z or iGen or Centennials - 1996-now

(At least one source refers to Gen Y and Gen Z as the Millennials)
What Are the Perceived Differences?

GI Generation

 Born 1901-1926.

23
  Children of the WWI generation & fighters in WWII & young in the Great
Depression…all leading to strong models of teamwork to overcome and progress.
 Their Depression was The Great One; their war was The Big One; their prosperity
was the legendary Happy Days.
 They saved the world and then built a nation.
 They are the assertive and energetic do’ers.
 Excellent team players.
 Community-minded.
 Strongly interested in personal morality and near-absolute standards of right and
wrong.
 Strong sense of personal civic duty, which means they vote.
 Marriage is for life, divorce and having children out of wedlock were not
accepted.
 Strong loyalty to jobs, groups, schools, etc.
 There was no “retirement” you worked until your died or couldn’t work anymore.
 The labor-union-spawning generation.
 “Use it up, fix it up, make it do, or do without.”
 Avoid debt…save and buy with cash.
 Age of radio and air flight; they were the generation that remembers life without
airplanes, radio, and TV.
 Most of them grew up without modern conveniences like refrigerators, electricity
and air conditioning.
 Sometimes called The Greatest Generation.

Traditionalists or Silent Generation (Mature/Silent) - 1945 and before

 Born 1927- 1945.

 Went through their formative years during an era of suffocating conformity, but
also during the postwar happiness: Peace! Jobs! Suburbs! Television! Rock ‘n
Roll! Cars! Playboy Magazine!
 Korean and Vietnam War generation.
 The First Hopeful Drumbeats of Civil Rights!
 Pre-feminism women; women stayed home generally to raise children, if they
worked it was only certain jobs like teacher, nurse or secretary.
 Men pledged loyalty to the corporation, once you got a job, you generally kept it
for life.
 The richest, most free-spending retirees in history.
 Marriage is for life, divorce and having children out of wedlock were not
accepted.
 In grade school, the gravest teacher complaints were about passing notes and
chewing gum in class.
 They are avid readers, especially newspapers.
 “Retirement” means to sit in a rocking chair and live your final days in peace.
 The Big-Band/Swing music generation.
 Strong sense of trans-generational common values and near-absolute truths.

24
  Disciplined, self-sacrificing, & cautious.

A 1951 essay in Time magazine dubbed the people in this age group the "Silent
Generation" because they were more cautious than their parents. "By comparison with the
'Flaming Youth' of their fathers & mothers, today's younger generation is a still, small
flame."

The Silent Generation helped shape 20th century pop culture, with pioneering rock
musicians, iconic filmmakers, television legends, beat poets, gonzo journalists and
groundbreaking political satirists. No members of the Silent Generation have served as
president.
Traditionalists value workplaces that are conservative, hierarchical and have a clear chain
of command and top-down management.

Baby Boomers - 1946-1964

Baby boomers are the demographic of people who were born just after the Second World
War; this would give the baby boomer generation an approximate date of between 1946
and 1964 . World war two ended in a 1945, and as a rule of thumb baby boomers are the
children who are born as the war ended, as families settled down again.

 Born between 1946 and 1964. Two sub-sets:

 1. the save-the-world revolutionaries of the ’60s and ’70s;
 and 2. the party-hardy career climbers (Yuppies) of the ’70s/’80s.
 The “me” generation.
 “Rock and roll” music generation.
 Ushered in the free love and societal “non-violent” protests which triggered
violence.
 Self righteous & self-centered.
 Buy it now and use credit.
 Too busy for much neighborly involvement yet strong desires to reset or change
the common values for the good of all.
 Even though their mothers were generally housewives, responsible for all child
rearing, women of this generation began working outside the home in record
numbers, thereby changing the entire nation as this was the first generation to
have their own children raised in a two-income household where mom was not
omnipresent.
 The first TV generation.
 The first divorce generation, where divorce was beginning to be accepted as a
tolerable reality.
 Began accepting homosexuals.
 Optimistic, driven, team-oriented.
 Envision technology and innovation as requiring a learning process.
 Tend to be more positive about authority, hierarchal structure and tradition.
 One of the largest generations in history with 77 million people.

25
  Their aging will change America almost incomprehensibly; they are the first
generation to use the word “retirement” to mean being able to enjoy life after the
children have left home. Instead of sitting in a rocking chair, they go skydiving,
exercise and take up hobbies, which increases their longevity.
 The American Youth Culture that began with them is now ending with them and
their activism is beginning to re-emerge.

Generation X

Generation X in America Generation X (also known as Gen X) is the part of the

population born between the Baby Boomers and the Millennials.

 Born between 1965 and 1980*

 The “latch-key kids” grew up street-smart but isolated, often with divorced or
career-driven parents. Latch-Key came from the house key kids wore around their
neck, because they would go home from school to an empty house.
 Entrepreneurial.
 Very individualistic.
 Government and big business mean little to them.
 Want to save the neighborhood, not the world
 Feel misunderstood by other generations
 Cynical of many major institutions, which failed their parents, or them, during
their formative years and are therefore eager to make marriage work and “be
there” for their children
 Don’t “feel” like a generation, but they are
 Raised in the transition phase of written based knowledge to digital knowledge
archives; most remember being in school without computers and then after the
introduction of computers in middle school or high school
 Desire a chance to learn, explore and make a contribution
 Tend to commit to self rather than an organization or specific career. This
generation averages 7 career changes in their lifetime, it was not normal to work
for a company for life, unlike previous generations.
 Society and thus individuals are envisioned as disposable.
 AIDS begins to spread and is first lethal infectious disease in the history of any
culture on earth which was not subjected to any quarantine.
 Beginning obsession of individual rights prevailing over the common good,
especially if it is applicable to any type of minority group.
 Raised by the career and money conscious Boomers amidst the societal
disappointment over governmental authority and the Vietnam war.
 School problems were about drugs.
 Late to marry (after cohabitation) and quick to divorce…many single parents.
 Into labels and brand names.
 Want what they want and want it now but struggling to buy, and most are deeply
in credit card debt.

26
  It is has been researched that they may be conversationally shallow because
relating consists of shared time watching video movies, instead of previous
generations.
 Short on loyalty & wary of commitment; all values are relative…must tolerate all
peoples.
 Self-absorbed and suspicious of all organization.
 Survivors as individuals.
 Cautious, skeptical, unimpressed with authority, self-reliant.

Generation X values workplaces that are positive, fun, efficient, fast-paced, flexible,
informal and have access to leadership and information.

Generation Y/Millennium.

 Born between 1981* and 2000*.

 Aka “The 9/11 Generation” “Echo Boomers” America’s next great generation
brings a sharp departure from Generation X.
 They are nurtured by omnipresent parents, optimistic, and focused.
 Respect authority.
 Falling crime rates. Falling teen pregnancy rates. But with school safety
problems; they have to live with the thought that they could be shot at school,
they learned early that the world is not a safe place.
 They schedule everything.
 They feel enormous academic pressure.
 They feel like a generation and have great expectations for themselves.
 Prefer digital literacy as they grew up in a digital environment. Have never known
a world without computers! They get all their information and most of their
socialization from the Internet.
 Prefer to work in teams.
 With unlimited access to information tend to be assertive with strong views.
 Envision the world as a 24/7 place; want fast and immediate processing.
 They have been told over and over again that they are special, and they expect the
world to treat them that way.
 They do not live to work, they prefer a more relaxed work environment with a lot
of hand holding and accolades.

Generation Z/Boomlets.

 Born after 2001*

 In 2006 there were a record number of births in the US and 49% of those born
were Hispanic, this will change the American melting pot in terms of behavior
and culture. The number of births in 2006 far outnumbered the start of the baby
boom generation, and they will easily be a larger generation.
 Since the early 1700’s the most common last name in the US was ‘Smith’ but not
anymore, now it is Rodriguez.

27
  There are two age groups right now:
 (a) Tweens.
 (a1) Age 8-12 years old.
 (a2) There will be an estimated 29 million tweens by 2009.
 (a3) $51 billion is spent by tweens every year with an additional $170 billion
spent by their parents and family members directly for them.
 (b)Toddler/Elementary school age.
 61 percent of children 8-17 have televisions in their rooms.
 35 percent have video games.
 14 percent have a DVD player.
 4 million will have their own cell phones. They have never known a world
without computers and cell phones.
 Have Eco-fatigue: they are actually tired of hearing about the environment and the
many ways we have to save it.
 With the advent of computers and web based learning, children leave behind toys
at younger and younger age. It’s called KGOY-kids growing older younger, and
many companies have suffered because of it, most recognizable is Mattel, the
maker of Barbie dolls. In the 1990’s the average age of a child in their target
market was 10 years old, and in 2000 it dropped to 3 years old. As children reach
the age of four and five, old enough to play on the computer, they become less
interested in toys and begin to desire electronics such as cell phones and video
games.
 They are Savvy consumers and they know what they want and how to get it and
they are over saturated with brands.

Generation Z or Gen Z (sometimes called post-millennials)

Guidelines for Managing Different Generations

Regardless of whether there are major differences between generations, problems can
arise especially when perpetrating negative stereotypes of generations, for example, that
traditionalists are rigid, baby boomers fear technology and millennials don't work hard.

1. Instead, ask each person about what they value in the workplace and how they
prefer to work.
2. During individual employee performance review meetings, respectfully ask each
employee what could make the workplace even more supportive for them.
3. Communicate to people according to their preferred communication styles.
4. As much as practical, customize their work according to their preferences.
5. Recognize your own biases. We all have them and they can greatly affect what we
see -- and don't see -- in the workplace.
6. Understand that there are numerous different motivators and each person might be
motivated by something quite different than another.
7. Arrange ways for people from different generations to meet each other. That is
one of the most powerful ways for people to overcome differences.

28
 8. Notice increasing frustrations and conflicts in the workplace. Ask for ideas from
people from different generations to notice any patterns in the causes.
9. Avoid talking about generational stereotypes. That can be offensive to many.
People want to be recognized for their individuality.
10. Use a leadership style that is participative and consensus-oriented, and explain the
benefits of using that style.

Sources: https://managementhelp.org/
http://www.marketingteacher.com/

29
Assessing Learning
EXERCISE 4.1
Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

Matching Type: Write the letter of the correct answer on the space provided.

a) GI Generation
b) Traditionalists or Silent Generation
c) Baby Boomers
d) Generation X
e) Millennials or Gen Y
f) Generation Z or iGen or Centennials

__________1. Have Eco-fatigue: they are actually tired of hearing about the

environment and the many ways we have to save it.

__________2. Self righteous & self-centered.

__________3. Envision the world as a 24/7 place; want fast and immediate

processing.

__________4. They do not live to work, they prefer a more relaxed work

environment with a lot of hand holding and accolades.

__________5. Very individualistic.

__________6. The First Hopeful Drumbeats of Civil Rights!.

__________7. Children of the WWI generation & fighters in WWII & young in

the Great Depression…all leading to strong models of teamwork to overcome and

progress.

__________8. Their Depression was The Great One; their war was The Big One;

their prosperity was the legendary Happy Days.

30
__________9. They are Savvy consumers and they know what they want and how

to get it and they are over saturated with brands.

__________10. Envision the world as a 24/7 place; want fast and immediate

processing.

31
 Unit 5

Occupational Health and Safety

Overview

In this unit you will be able to understand the importance of occupational health and
safety its functions and scope. In managing human resource, the employer has the
obligation to maintain the occupational health and safety of the people. Also included in
the discussion the foreign and local occupational health and safety standards.

Learning Objectives

At the end of the unit, I am able to:

1) Be able to define Occupational Health and Safety and its scope

2) Be able to define and explain the Environment Health and Safety
3) Be able to explain and define Occupational Safety and Health Center and its
functions and scope
4) Explain Concept,Goals, Definitions And General Information of Occupational
hygiene and its importance
5) Be able to identify and manage risks in the workplace and do proper planning

Lesson Proper

Definition of Occupational Health and Safety

According to Wikipedia.org Occupational safety and health (OSH), also commonly

referred to as health and safety, occupational health and safety (OHS), occupational
health, or occupational safety, is a multidisciplinary field concerned with
the safety, health, and welfare of people at work.

The goal of an occupational safety and health program is to foster a safe and healthy
work environment. OSH may also protect co-workers, family members, employers,
customers, and many others who might be affected by the workplace environment.

In common-law jurisdictions, employers have a common law duty to take reasonable care
of the safety of their employees. Statute law may, in addition, impose other general
duties, introduce specific duties, and create government bodies with powers to regulate
workplace safety issues: details of this vary from jurisdiction to jurisdiction.

As defined by the World Health Organization (WHO) "occupational health deals with all
aspects of health and safety in the workplace and has a strong focus on primary
32
prevention of hazards. Health has been defined as "a state of complete physical, mental
and social well-being and not merely the absence of disease or infirmity.

Occupational health is a multidisciplinary field of healthcare concerned with enabling an

individual to undertake their occupation, in the way that causes least harm to their health.
It contrasts, for example, with the promotion of health and safety at work, which is
concerned with preventing harm from any incidental hazards, arising in the workplace.

Since 1950, the International Labour Organization (ILO) and the World Health
Organization (WHO) have shared a common definition of occupational health. It was
adopted by the Joint ILO/WHO Committee on Occupational Health at its first session in
1950 and revised at its twelfth session in 1995. The definition reads:
"The main focus in occupational health is on three different objectives: (i) the
maintenance and promotion of workers’ health and working capacity; (ii) the
improvement of working environment and work to become conducive to safety and
health and (iii) development of work organizations and working cultures in a direction
which supports health and safety at work and in doing so also promotes a positive social
climate and smooth operation and may enhance productivity of the undertakings. The
concept of working culture is intended in this context to mean a reflection of the essential
value systems adopted by the undertaking concerned. Such a culture is reflected in
practice in the managerial systems, personnel policy, principles for participation, training
policies and quality management of the undertaking."

Those in the field of occupational health come from a wide range

of disciplines and professions
including medicine, psychology, epidemiology, physiotherapy and
rehabilitation, occupational therapy, occupational medicine, human factors and
ergonomics, and many others. Professionals advise on a broad range of occupational
health matters. These include how to avoid particular pre-existing conditions causing a
problem in the occupation, correct posture for the work, frequency of rest breaks,
preventive action that can be undertaken, and so forth.

"Occupational health should aim at: the promotion and maintenance of the highest
degree of physical, mental and social well-being of workers in all occupations; the
prevention amongst workers of departures from health caused by their working
conditions; the protection of workers in their employment from risks resulting from
factors adverse to health; the placing and maintenance of the worker in an occupational
environment adapted to his physiological and psychological capabilities; and, to
summarize, the adaptation of work to man and of each man to his job.

33
Environment Health and Safety (EHS) Compliance
Environment, health, and safety should be familiar to most business owners and
managers. It refers to the series of laws, regulations, and workplace procedures designed
to protect the wellbeing of workers.

EHS compliance is what your business has to do to stay in line with industry regulations,
like Occupational Safety and Health Administration (OSHA), to protect your workers and
the public. It’s not just a moral obligation – it’s also a legal obligation. Businesses who
fail to comply are subject to inspections and punitive action as well as public scrutiny.

EHS compliance isn’t just an obligation to your workers and customers, though that’s a
significant part of it.
It’s a promise to your workers and customers that you’ll treat them with care and respect.
It’s also a commitment to staying at the cutting edge of your industry and doing better
work for your customers.

Compliance also makes financial sense. The more accidents you have, the more money
you waste cleaning them up. Why take a hit to your bottom line when you could avoid
those accidents altogether, avoid fines and workers’ compensation, and instead focus
your money on providing better products and services?

Employer’s Responsibility

Under OSHA regulations, it is an employer’s responsibility to guarantee a safe working

environment. On a practical level, that takes a variety of forms.

For example, it’s incumbent on you to regularly inspect your workplace and ensure that
they’re OSHA-compliant and hazard-free. But you also need to provide the appropriate
safety training to your workers, as well as personal protective equipment and safe, well-
maintained tools.
This applies to everything from safe chemical storage to eliminating respiratory hazards
to employee health checks to regular equipment maintenance and inspection.

EHS Regulations to Follow

The first step toward successful compliance is to identify the regulations that apply to
you. If necessary, assign someone specifically to this task and make sure they understand
the legal language.

Keep in mind that regulations are often updated, so you’ll have to check back on them
regularly.
From there, measure how your workplace matches with regulations. If it’s not compliant,
now is the time to whip it into shape. Perform regular inspections, train your employees
in safety procedures, and verify compliance.
34
If you have to, invest in tools that will help with compliance tasks. Keeping your
employees safe is worth it.

If you haven’t yet, create an ongoing compliance process. Someone should be responsible
for making sure you stay compliant, no matter what. There should also be policies in
place to deal with it if your workplace isn’t compliant.

Occupational Safety and Health Center, Philippines

Please visit http://www.oshc.dole.gov.ph/images/Files/OSH-Standards-2020-Edition.pdf

To be able to answer the exercises Please visit

http://www.oshc.dole.gov.ph/images/Files/OSH-Standards-2020-Edition.pdf

Occupational Hygiene

Goals, Definitions and General Information

According to Berenice I. Ferrari Goelzer

Work is essential for life, development and personal fulfillment. Unfortunately,

indispensable activities such as food production, extraction of raw materials,
manufacturing of goods, energy production and services involve processes, operations
and materials which can, to a greater or lesser extent, create hazards to the health of
workers and those in nearby communities, as well as to the general environment.

However, the generation and release of harmful agents in the work environment
can be prevented, through adequate hazard control interventions, which not only protect
workers’ health but also limit the damage to the environment often associated with
industrialization. If a harmful chemical is eliminated from a work process, it will neither
affect the workers nor go beyond, to pollute the environment.

The profession that aims specifically at the prevention and control of hazards
arising from work processes is occupational hygiene. The goals of occupational hygiene
include the protection and promotion of workers’ health, the protection of the
environment and contribution to a safe and sustainable development.

The need for occupational hygiene in the protection of workers’ health cannot be
overemphasized. Even when feasible, the diagnosis and the cure of an occupational
disease will not prevent further occurrences, if exposure to the aetiological agent does not
cease. So long as the unhealthy work environment remains unchanged, its potential to

35
impair health remains. Only the control of health hazards can break the vicious circle
illustrated in figure 1.

Interactions between people and the environment

36
 figure 1

However, preventive action should start much earlier, not only before the
manifestation of any health impairment but even before exposure actually occurs. The
work environment should be under continuous surveillance so that hazardous agents and
factors can be detected and removed, or controlled, before they cause any ill effects; this
is the role of occupational hygiene.

Occupational health requires a multidisciplinary approach and involves

fundamental disciplines, one of which is occupational hygiene, along with others which
include occupational medicine and nursing, ergonomics and work psychology. A
schematic representation of the scopes of action for occupational physicians and
occupational hygienists is presented in figure 2

37
 figure 2

It is important that decision makers, managers and workers themselves, as well as

all occupational health professionals, understand the essential role that occupational
hygiene plays in the protection of workers’ health and of the environment, as well as the
need for specialized professionals in this field. The close link between occupational and
environmental health should also be kept in mind, since the prevention of pollution from
industrial sources, through the adequate handling and disposal of hazardous effluents and
waste, should be started at the workplace level.

Concepts and Definitions

Occupational hygiene

Occupational hygiene is the science of the anticipation, recognition, evaluation

and control of hazards arising in or from the workplace, and which could impair the
health and well-being of workers, also taking into account the possible impact on the
surrounding communities and the general environment.

Definitions of occupational hygiene may be presented in different ways; however,

they all have essentially the same meaning and aim at the same fundamental goal of
protecting and promoting the health and well-being of workers, as well as protecting the
general environment, through preventive actions in the workplace.
38
Occupational hygienist

An occupational hygienist is a professional able to:

 anticipate the health hazards that may result from work processes, operations and
equipment, and accordingly advise on their planning and design
 recognize and understand, in the work environment, the occurrence (real or
potential) of chemical, physical and biological agents and other stresses, and their
interactions with other factors, which may affect the health and well-being of
workers
 understand the possible routes of agent entry into the human body, and the effects
that such agents and other factors may have on health
 assess workers’ exposure to potentially harmful agents and factors and to evaluate
the results
 evaluate work processes and methods, from the point of view of the possible
generation and release/propagation of potentially harmful agents and other
factors, with a view to eliminating exposures, or reducing them to acceptable
levels
 design, recommend for adoption, and evaluate the effectiveness of control
strategies, alone or in collaboration with other professionals to ensure effective
and economical control
 participate in overall risk analysis and management of an agent, process or
workplace, and contribute to the establishment of priorities for risk management
 understand the legal framework for occupational hygiene practice in their own
country
 educate, train, inform and advise persons at all levels, in all aspects of hazard
communication
 work effectively in a multidisciplinary team involving other professionals
 recognize agents and factors that may have environmental impact, and understand
the need to integrate occupational hygiene practice with environmental protection.

Occupational hygiene evaluations

Occupational hygiene evaluations are carried out to assess workers’ exposure, as well as
to provide information for the design, or to test the efficiency, of control measures.
Evaluation of workers’ exposure to occupational hazards, such as airborne contaminants,
physical and biological agents, is covered elsewhere in this chapter. Nevertheless, some
general considerations are provided here for a better understanding of the field of
occupational hygiene.
It is important to keep in mind that hazard evaluation is not an end in itself, but must be
considered as part of a much broader procedure that starts with the realization that a
certain agent, capable of causing health impairment, may be present in the work
environment, and concludes with the control of this agent so that it will be prevented
from causing harm. Hazard evaluation paves the way to, but does not replace, hazard
prevention.

39
Risk management in the work environment

It is not always feasible to eliminate all agents that pose occupational health risks
because some are inherent to work processes that are indispensable or desirable;
however, risks can and must be managed.

Risk assessment provides a basis for risk management. However, while risk
assessment is a scientific procedure, risk management is more pragmatic, involving
decisions and actions that aim at preventing, or reducing to acceptable levels, the
occurrence of agents which may pose hazards to the health of workers, surrounding
communities and the environment, also accounting for the socio-economic and public
health context.

Risk management takes place at different levels; decisions and actions taken at the
national level pave the way for the practice of risk management at the workplace level.
Risk management at the workplace level requires information and knowledge on:

· health hazards and their magnitude, identified and rated according to risk assessment
findings
· legal requirements and standards
· technological feasibility, in terms of the available and applicable control technology
· economic aspects, such as the costs to design, implement, operate and maintain
control systems, and cost-benefit analysis (control costs versus financial benefits incurred
by controlling occupational and environment hazards)
· human resources (available and required)
· socio-economic and public health context

to serve as a basis for decisions which include:

· establishment of a target for control

· selection of adequate control strategies and technologies

40
· establishment of priorities for action in view of the risk situation, as well as of the
existing socio-economic and public health context (particularly important in developing
countries)

and which should lead to actions such as:

· identification/search of financial and human resources (if not yet available)

· design of specific control measures, which should be appropriate for the protection of
workers’ health and of the environment, as well as safeguarding as much as possible the
natural resource base
· implementation of control measures, including provisions for adequate operation,
maintenance and emergency procedures
· establishment of a hazard prevention and control programme with adequate
management and including routine surveillance.

Traditionally, the profession responsible for most of these decisions and actions in the
workplace is occupational hygiene.

Human resources

Adequate human resources constitute the main asset of any programme and should be
ensured as a priority. All staff should have clear job descriptions and responsibilities. If
needed, provisions for training and education should be made. The basic requirements for
occupational hygiene programmes include:

· occupational hygienists—in addition to general knowledge on the recognition,

evaluation and control of occupational hazards, occupational hygienists may be
specialized in specific areas, such as analytical chemistry or industrial ventilation; the
ideal situation is to have a team of well-trained professionals in the comprehensive
practice of occupational hygiene and in all required areas of expertise
· laboratory personnel, chemists (depending on the extent of analytical work)
· technicians and assistants, for field surveys and for laboratories, as well as for
instrument maintenance and repairs
· information specialists and administrative support.

One important aspect is professional competence, which must not only be

achieved but also maintained. Continuous education, in or outside the programme or
service, should cover, for example, legislation updates, new advances and techniques, and
gaps in knowledge. Participation in conferences, symposia and workshops also contribute
to the maintenance of competence.

41
Health and safety for staff
Facilities
Occupational hygiene laboratories and equipment
Planning

Timely and careful planning for the implementation, management and periodic
evaluation of a programme is essential to ensure that the objectives and goals are
achieved, while making the best use of the available resources.
Initially, the following information should be obtained and analysed:

· nature and magnitude of prevailing hazards, in order to establish priorities

· legal requirements (legislation, standards)
· available resources
· infrastructure and support services.

The planning and organization processes include:

· establishment of the purpose of the programme or service, definition of objectives

and the scope of the activities, in view of the expected demand and the available
resources
· allocation of resources
· definition of the organizational structure
· profile of the required human resources and plans for their development (if needed)
· clear assignment of responsibilities to units, teams and individuals
· design/adaptation of the facilities
· selection of equipment
· operational requirements
· establishment of mechanisms for communication within and outside the service
· timetable.

Resources must be optimized through careful study of all elements which should
be considered as integral parts of a comprehensive service. A well-balanced allocation of
resources to the different units (field measurements, sampling, analytical laboratories,
etc.) and all the components (facilities and equipment, personnel, operational aspects) is
essential for a successful programme. Moreover, allocation of resources should allow for
flexibility, because occupational hygiene services may have to undergo adaptations in
order to respond to the real needs, which should be periodically assessed.

Communication, sharing and collaboration are key words for successful teamwork and
enhanced individual capabilities. Effective mechanisms for communication, within and
outside the programme, are needed to ensure the required multidisciplinary approach for
the protection and promotion of workers’ health.

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Management

Management involves decision-making as to the goals to be achieved and actions

required to efficiently achieve these goals, with participation of all concerned, as well as
foreseeing and avoiding, or recognizing and solving, the problems which may create
obstacles to the completion of the required tasks. It should be kept in mind that scientific
knowledge is no assurance of the managerial competence required to run an efficient
programme.

Quality assurance

The concept of quality assurance, involving quality control and proficiency

testing, refers primarily to activities which involve measurements. Although these
concepts have been more often considered in connection with analytical laboratories,
their scope has to be extended to also encompass sampling and measurements.
It is important to establish quality assurance programmes for occupational
hygiene laboratories, and this refers both to internal quality control and to external quality
assessments (often called “proficiency testing”).

Concerning sampling, or measurements with direct-reading instruments (including for

measurement of physical agents), quality involves adequate and correct:

· preliminary studies including the identification of possible hazards and the factors
required for the design of the strategy
· design of the sampling (or measurement) strategy
· selection and utilization of methodologies and equipment for sampling or
measurements, accounting both for the purpose of the investigation and for quality
requirements
· performance of the procedures, including time monitoring
· handling, transport and storage of samples (if the case).

Concerning the analytical laboratory, quality involves adequate and correct:

· design and installation of the facilities

· selection and utilization of validated analytical methods (or, if necessary, validation
of analytical methods)
· selection and installation of instrumentation
· adequate supplies (reagents, reference samples, etc.).

For both, it is indispensable to have:

· clear protocols, procedures and written instructions

· routine calibration and maintenance of the equipment
· training and motivation of the staff to adequately perform the required procedures
· adequate management
43
· internal quality control
· external quality assessment or proficiency testing (if applicable).

Furthermore, it is essential to have a correct treatment of the obtained data and

interpretation of results, as well as accurate reporting and record keeping.
Laboratory accreditation, defined by CEN (EN 45001) as “formal recognition that a
testing laboratory is competent to carry out specific tests or specific types of tests” is a
very important control tool and should be promoted. It should cover both the sampling
and the analytical procedures.

Programme evaluation

The concept of quality must be applied to all steps of occupational hygiene

practice, from the recognition of hazards to the implementation of hazard prevention and
control programmes. With this in mind, occupational hygiene programmes and services
must be periodically and critically evaluated, aiming at continuous improvement.

Occupational hygiene is essential for the protection of workers’ health and the
environment. Its practice involves many steps, which are interlinked and which have no
meaning by themselves but must be integrated into a comprehensive approach.

https://en.wikipedia.org/
https://www.ehsinsight.com/
http://www.oshc.dole.gov.ph/
http://www.ilocis.org/

44
Assessing Learning

EXERCISE 5.1
Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

Explain the significance in the workplace of each item listed below (5 points each)

1. Occupational Health and Safety

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
____________________________________________________________
2. Environment, Health and Safety
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
____________________________________________________________

3. Occupational Hygiene
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________.

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 Unit 6

Human Resources Information System

Overview

In this unit you will be able to appreciate and understand the importance of technology in
managing human resource. Human Resource Information System (HRIS) is software that
stores the employee information HR needs to operate.

Learning Objectives

At the end of the unit, I am able to:

1) Define HRIS, elements, benefits and its concepts

2) Awareness in purchasing HRIS and its capabilities on automating and
streamlining processes
3) Understanding human change process by Kurt Lewin

Lesson Proper

The objectives of HR system are to keep data accurate and more usable to speed up
Human Resource operations also has functions for managing recruiting, applicant
tracking, attendance, time management, performance appraisals and benefits.

HRIS may also provide employee self-service options for requesting reimbursement
or applying for benefits. That saves HR time spent dealing with your other employees
and it’s often quicker to process the requests.

Benefits of HRIS

The importance and benefits of having HRIS within an organization are that it
makes finding and managing information easier for HR, which benefits the employees
they work with too.

Organization. With all the information in a single database, it’s easier for HR to find
the information they need, track how it’s handled and update it when necessary.

Accuracy. If HR has to transfer information between multiple software systems or

software and paper files, errors inevitably creep in. Using one single system eliminates
that problem. As more functions are automated, there’s less need for manual data entry,
which also reduces errors.

Security. Paper files are easy to access, even by people who have no right to the
information. HRIS can restrict access to those who need to know.
46
Saving time. Accrued time off and the unused balance are easier and faster to tract and
adjust with a computer than with a spreadsheet.

Compliance. Good HRIS vendors keep the software updated to comply with relevant
government regulations.

Employee satisfaction. The easier for employees to deal with HR and get information,
the happier they’ll be working for you.

Reports and Analysis

Another objectives of a human resources information system is to make it easier for HR
to generate reports in different formats, such as a nine-box grid or an automatically
rendered organizational chart. HRIS can also simply analysis for headcounts, turnover,
onboarding time and other important metrics.

Elements of HRIS

HRIS software packages aren’t identical because companies are not identical. The HR
needs of an international corporation and a local business with a dozen employees are
not the same. A business with only a few employees may not need HRIS until it grows.
Here are some features that are common to most HRIS:
 Job-applicant tracking
 Onboarding
 Time and attendance tracking
 Generating reports
 Data analysis
 Benefits administration
 Payroll
 Learning management
 Training tracking
 Performance appraisals

Purchasing HR Information System

Some vendors don’t provide payroll management in HRIS or sell it as a separate system
that integrates with the rest of the software. Some systems have all the features but
don’t manage all or any of them effectively.

Part of purchasing wisely is choosing the right vendor. The ideal vendor is one who
will help you to get the full use of the system, for example, by providing your team
with whatever training they need. They should also be willing to update and improve
their system.

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Automating and Streamlining Processes

An HRIS has three basic components – employee information, payroll and benefits.
The job application process is another good example of how an HRIS can reduce costs.
In many companies, candidates apply for jobs via the internet. This means HR staff no
longer have to physically handle, sort and forward applications to appropriate
departments. When it comes with legal compliance support, these systems generate
reports and documentation required by states such as tax statement, security systems
etc.

For the illustration of Human Change Process

Please click the linkhttps://www.youtube.com/watch?v=kerDFvln7hU

Source:https://bizfluent.com/

48
Assessing Learning

EXERCISE 6.1

Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

Identification. Identify the following statements by writing the answer on the space
provided.

________________________1. This provides employee self-service options for

requesting reimbursement or applying for benefits.

________________________2. It is one of benefit and importance of HRIS that states

that all the information in a single database, it’s easier for HR to find the information
they need, track how it’s handled and update it when necessary.

________________________3.The easier for employees to deal with HR and get

information, the happier they’ll be working for you.

________________________4. Accrued time off and the unused balance are easier and
faster to tract and adjust with a computer than with a spreadsheet. What benefit of
HRIS is this?

________________________5. It is one of the benefits of HRIS to the employers it states

that a Good HRIS vendors keep the software updated to comply with relevant
government regulations.

________________________6. It is one of benefit of HRIS that states that Paper files

are easy to access, even by people who have no right to the information. HRIS can
restrict access to those who need to know.

________________________7. It is software that stores the employee information HR

needs to operate.

________________________8. Another objectives of a human resources information

system is to make it easier for HR to generate reports in different formats, such as a
nine-box grid or an automatically rendered organizational chart.

________________________9. Part of purchasing wisely is choosing

the__________________

________________________10. These represent the core business functions of an

organization’s human resources department.

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 Unit 7

Handling of Human Resources Grievances

Overview

In this unit you will able to understand the proper handling of human resource
grievances. It must be properly handled to be able to have employee retention and avoid
labor problems and disputes.

Learning Objectives

At the end of the unit, I am able to:

1) Define Employee Grievances; learn how to identify unsatisfied employees.

2) Explain the leading causes of Employee Grievances
3) Be able to explain 8 effective steps to handle employee grievances
4) Be able to manage grievances

Lesson Proper

In managing human resource, it must be a daily business for you to deal with
employee grievances. The grievances may be genuine or sometimes illusory to the
employees who feel a certain dissatisfaction regarding their job or the management.

It can lead to lower employee morale, create inefficiency and increase absenteeism
among the employees if not resolved on time. In short, your ability in handling
grievances of employees can have a direct impact on overall productivity at work.

The successful operation of a grievance procedure requires the maintenance of

sufficient records, experience and fair treatment to all.

Defining Employee Grievances

Employee grievance can be simply defined as the discontentment caused by the

gap between what your employees expect and what they fail to get. It may or may not be
justified but needs to be tackled very carefully. A considerable amount of time must be
invested by the HR person to talk to the employees to understand their grievances.

Identifying employees’ grievances can be a challenge in human resource

management. However, there are certain ways that can help you in this job. You can
consider the following points to know that the employees are not happy:

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  Changed Behavior
 Suggestion Boxes
 Open-door Policy
 Opinion Surveys
 Effective Exit-Interviews

List of leading causes of Employee Grievances

Here’s a list of leading causes of Employee Grievances:

 Undesirable working conditions in physical terms.
 Changes without prior notice.
 Poor employee relations.
 Improper wage adjustments.
 Dissatisfactory office policies in case of:
 Promotion
 Demotion
 Transfer
 Discharge
 Leaves
 Overtime
 Violation of laws.
 Inadequate safety,health,and welfare amenities.
 Labor-management hostility.
 Incidences of workplace favoritism and nepotism.
 Lack of organizational discipline.

By law, every company should have a grievance policy. The formal, written document
should let the employees know the point of contact if they have an issue and should set
forth the process and the time limits of each action. Here’s how you can take actions on
employee grievances that should be considered for a timely resolution.

8 Effective Steps To Handle Employee Grievances

 Create the system

 Acknowledge the grievance
 Investigate
 Hold the formal meeting
 Take your decision and act accordingly
 Appeal process

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  Review the situation
 Uproot the main cause of grievance

Our aim is to go for a long-lasting solution. That is, a formal complaint should be
addressed once and for all. This prevents your employees from coming back again and
again with the same issue.

The key solution here lies in identifying the root cause of the problem and making
sure to solve the problem completely, with the scope of adjustments, if necessary.

There might arise some special circumstances when the above-mentioned process
needs to be modified for better. The Human Resource Department reserves the right to
revise the same as necessary and appropriate.

Sources:www.vocabulary.com
vantagecircle.com

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Assessing Learning

EXERCISE 7.1
Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

1. Enumerate and explain different steps in identifying employee grievances

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

53
 Unit 8

Gender Equality in the Workplace

Overview

In this unit you will be able to understand why we need to consider and give importance
the gender equality in the workplace.

Learning Objectives

At the end of the unit, I am able to:

1) Define Gender equality in the workplace and its scope

2) Understand the issues of gender inequality
3) Explain ways to eliminate gender bias in the work place.

Lesson Proper

Gender equality in human resources management means that men and women
have an equal chance of choosing a health occupation, developing the requisites skills
and knowledge, being fairly paid, advancing in a career and enjoying equal treatment.
When discrimination and gender inequalities exist in a workplace without the knowledge
of the HR manager, personnel and policy makers they impede the entry of lower
productivity, poor or low morale among their employees.
The HR policies and programs that give attention to gender equality will more
fully achieve their workforce coverage and productivity goals of the organization,
Moreover, where women and LGBTQ+ have greater opportunities to move into
leadership positions, HR programs are more likely to view human resources issues in
more diverse ways, that leads to improve effectiveness and able to achieve better
outcomes.
HR personnel should view gender inequality (including discrimination and
unequal opportunity) as a key barrier to paid workforce entry, re-entry and retention
requiring policy and program responses, especially for female or LGBTQ+ workers.

Here are some issues of gender inequality

1. Unequal pay
2. Sexual harassment
3. Racism
4. Women are promoted less often than men
5. Fear of asking to be paid what you’re worth

54
10 Ways to eliminate gender bias in the workplace
1. Be transparent
2. Support women and member of LGBTQ+ into more senior roles
3. Implement gender neutral recruitment processes
4. Review salaries and standardize pay
5. Provide training on unconscious bias
6. Have a clear policy on discrimination
7. Provide flexible working and de-stigmatize shared parental leave
8. Diversify the board
9. Ensure you’re actively encouraging women and LGBTQ+ to progress
10. Promote a culture of meritocracy

www.shrm.org
www.sagepeople.com

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Assessing Learning

EXERCISE 8.1
Name:___________________________ Date:__________________
Sec:_____________________________ Score:_________________

1. What is Gender Equality and its importance?

2. What is your understanding with gender inequality
3. Give at least 5 ways to eliminate gender bias

1.______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_______________________________.

2.______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_______________________________.

3.______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________.

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REFERENCES:

,https://saylordotorg.github,
https://www.valuescentre.com/,
https://www.iaa.govt.nz/,
https://keydifferences.com/,
https://managementhelp.org/,
http://www.marketingteacher.com/,
https://en.wikipedia.org/,
https://www.ehsinsight.com/,
http://www.oshc.dole.gov.ph/,
http://www.ilocis.org/,
https://bizfluent.com/,
www.vocabulary.com,
vantagecircle.com

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