Quiz1
T Personnel or Human Resource Management i
is a relatively new field in the Philippines.
F The top management is aware that there is
always a need for personnel management in
the company.
F Industrious and hardworking personnel are
already suitable qualifications in becoming a
personnel or human resource manager.
T The Personnel Management Association of
the Philippines or PMAP is a national
organization of all human resource
practitioners which was established to uphold
the profession to the fullest.
T The variety of operations at work and the
increase in size of personnel management in
the Philippines.
F The Industrial Peace Act of 1983 is also
known as the Magna Carta of Labor. .
F The company program concerning employee
benefits remain the same throughout the years
and that makes their administration easy to
handle.
T Personnel Management is an art because
personnel managers make decisions ‘at the
right time with the objective of achieving
desired results.
T A personnel manager should also establish
good relationship between the management
and employees by keeping the lines of
communication open.
F Busting, breaking and driving the labor
unions out are just one of the roles of the
personnel or human resource manager.
He delegates some of his functions to his
subordinates but checks on them through
follow-ups. Supervisor
He brings into action all activities and
harmonizes the work of various personnel in
his department and related functis in other
departments. Coordinator
He conducts or administers the company’s
training program and is involved in the
development of each employee. Educator
He serves as a guide and confident to
management supervisors and employees. He
must be well-informed about employee
attitudes and behavior which may affect the
company. Adviser
He represents the mangement in negotiating
labor contracts or attends negotiations with
unions in an advisory capacity.Negotiator
He deals with the general public, which
includes the employees, the unions
and the community. Public Relations Man
He provides services to all employees and
helps them obtain facilities with goverment
agencies like SSS, Philhealth that makes
employment more. Provider of Service .
He helps the company project a favorable and
positive nage to the community. He must be
well informed of the activities and
developmentsin the environment. Promoter of
Community
He sees to it that labor laws and government
regulations are properly complied with. He
should also know how a policy is made and
administered. Administrative Officer
He counsels employees from his knowledge
and training in human relations and the
behavioral sciences because of his familiarity
with company operations. Counselor
Quiz#2
T Strategic planning is the determination of the
overall organization purpose and goals and
how they are to be achieved.
T Human resource planning is the process of
systematically reviewing human resource
requirements to ensure that the number of
employers match the required skills.
F The two tmportant components of human
resource planning are requirement and
forecasting
F Long term forecasting refers to reasonable
predictable movements that occur over a
period of one year or more.
T Random variation is an occasion where is no
special pattern and is quite difficult to predict or
determine.
T The final component to the strategic
management process is that of Strategy
evaluation and control.
F Intended strategies consist of strategies that
evolve from the grassroots of the organization
and can be thought of 2a what the
organizations actually do.
F Emergent strategies are the results of the
rational decision making by top management
as they develop strategic plans.
T Routine reports are human resource date
summarized on a schedule basis like current
manpower status, regular employees,
contractual employees, supervisors and
managenal employees on a regular payroll.
T On demand reports are reports for analysis.
This may pertain to Productivity index,
individual performance records and other
information that may lead to downsizing and
other personnel actions.
It is the process of systematically reviewing
human resource requirements; ensure that the
number of employees match the required skills.
human resource planning
The determination of the overall organization
purpose and goals and how they are to be
achieved. strategic planning
A planning technique approach which involves
the listing of all the skill, possessed by the
workforce which are made to relate to the
requirements o the organization. skill
inventory
This is a technique wherein the personnel who
are promotable to the higher position are
identified together with their backup or
understudy. ratio analysis
A plan is likely to fail through an inherent
weakness of having covered too many aspects
of personnel management at the very early
stage of Human Resource Planning in the firm
or government office. over-planning
The use of so many techniques sometimes
leads to the gathering of so much information.
Then the techniques do not get to be applied
effectively. This makes the techniques serve as
the trap rather than the means for action.
technique over-load
It is the process of combining the factors for
attaining a changed situation in the
establishment of condition in the physical or
social environment. organizing
An aspect of Human Resource Planning which
states the basis of business ons and forecasts;
manpower needs are planned and monitored
closely.Systematic Forecasting of Manpower
Needs
An aspect of Human Resource Planning of
analyzing, improving and montoring the
performance of each employee and of the
organization as a whole.Performance
Management
An aspect of Human Resource Planning of
assessing and determining the development
needs of managers for future succession
requirements. Management Development
Quiz#3
A method of external recruitment in whicha
company places an advertisement of the
vacant position in the appropriate media (e.g.,
newspaper, magazine, television or radio).
advertising media
The news about the hiring of new personnel for
a vacant position is spread from one person to
another through oral . communication. word-
of-mouth
The linking of the recruiting activities to the
organization’s strategic objectives. career
development system
The information regarding the personal details,
qualifications and work history of each
employee are stored in the computer that
allows the HR manager to quickly locate
potential candidates within the organization’s
work force. computerized record system
Advertising of job openings to current
employees via bulletin boards, newsletters,
personal letters or computerized posting
programs. job posting
The applicants approach the HR department
seeking a job . without an appointment or they
submit a written application a letter or resumé,
or inquiring about the job without reference to
an advertisement. Applicants are often called
the “write ins” and “walk ins”. unsolicited
application
Thecompany’s recruiters visit prestigious
college/ university
campuses to attract the best talent for positions
requiring a college degree. campus/university
F The “walk in” and “write in” applicants have
recuitment
always great chances to behired.

Placement offices of some local government

F Recruitments from ,the universities that
units providing possible employment for their
produce quality graduates require no planning
constituents. Government Agencies
at all. .

Privately run agencies that for a fee provide

F Applicants with strong recommendations
companiegwith clerical blue-collar, sales and
from politicians must be hired even if they fail
technical personnel. Private employement
to meet the standard requirements.
agencies

F Both government and private sectors have

The company organizational representatives
lots of jobs to offer to new graduates based on
gather to meet the potential employees and
the courses they have taken.
vice versa over a period of one or two days
over some specified field. job fair/open house Quiz#4
T Personal traits and qualities are the common
focus of Preliminary Screening.
T The hiring from outside is the management
‘option if he thinks no one from within is
qualified.
F The interview is the most objective
instrument in the Selection Procedure.
T The recruitment within the company will
create the vacancy that could be sourced out
from the external source. F A probationary employee is hired for a
particular work that is seasonal in nature.

T The success of job posting depends largely

on how well it. is designed and monitored.
T Pulling of strings and the “padrino” system
may discriminate against other applicants who
may be more qualified.
T The time of the year affectsthe applicants’
response to the advertisement.
F Use blind ads to encourage numerous
applicants for the “hard-to-fill positions”. : :
F Work Reference check must be in the form of
an essay to secure detailed information about
the applicant.
T Graphology is the art and science of the
analysis of a person’s characteristics through
his handwriting.
T The person’s motivation, goals, objectives
and work attitude can be revealed by his value
system.
F The final decision to hire is commonly made
by the HRM head based on the results of the
Selection Procedure.
T Selection is deciding which applicant has the
personal qualities that match the job
requirements.
T Effective Testing secures the use of validated
testing materials, proper administration,
checking and interpretation made by credible,
individuals.
T The use of language, gestures and voice
inflection are taken into consideration during
interviews. These could be contributory factors
to fully assess the individual's fitness to the job.
Its task is the final acceptance to hire an
employee. Operating department
The most important part of the Selection
Process. All information and results of the tests
of the applicant is assessed in this stage. in-
depth interview
This commonly reveals the applicant's
emotional maturity and — other personal
characteristics. personality test
In this stage the applicant is finally offered the
job and _ formally introduced to the group,
undergoes orientation and induction programs.
placement
This is the development and famtharization of
the required skills for a particular type of work.
apprenticeship
These are directive interviews that promote
equal opportunity for all applicants. structured
interview
It determines the selction procedure on how to
hire the most qualified applicant for the specific
job. HRD
It assesses the personal traits such as the
physical appearance, groonung and quahties
Ike trainings and educational background of the
applicant. preliminary screening
It screens physical capabilities of the
Executive/Manager — applicants in performing
the job. physical examination
This measures the individual's capacity to
acquire a given work if given adequate training.
aptitude test
QUIZ #5
1. Training has to be continuously offered
to keep employees updated and
effective. TRUE
2. The cost of training is greater than the
cost of gaining experience. FALSE
3. The element of predictability is far
greater when compared to the outcome
of a well-conceived and conducted
training program. FALSE*
4. Employees with effective orientation
programs tends to stay longer with the
company. TRUE
5. Development is used to gain a
competitive advantage and viewed
broadly as to create an intellectual
capital. FALSE
6. The success of any training program
can be gauged by the amount of
observation and practice that occurred
and is transferred to the job. FALSE
7. Supervisor determine the need for
training and specify the training
objectives and the training efforts.
FALSE
8. Only internal forces that can influence
training must be considered when doing
organizational analysis. FALSE
9. The use of Job Description Data in
making this individual analysis is the
most common approach. FALSE
10. An employee’s potential may mean
further training to assume a higher
position in the future. TRUE
11. Negative tone attitude toward training
that must be cultivated and made an
integral requirement before the
employee sets foot in the training
program. FALSE
12. Training involves a permanent change in
behavior. FALSE
13. Self-efficacy is the most important
aspect of training administration. FALSE
14. The immediate and special needs of a
company are determining factors in the
selection of the training courses and
materials. FALSE
15. Learning has a major impact on the
delivery of training programs. FALSE
16. This technique can be effective because
the individuals are given the opportunity
to get away from the job and
concentrate solely on what is to be
learned. OFF-SITE/OUTSIDE
DEVELOPMENT INTERVENTION
17. It determine employees development
potentials and needs.
PSYCHOLOGICAL TESTING
18. The process of shifting employees from
one job to another. JOB ROTATION
19. Adding challenges and new
responsibilities to the employees current
job. JOB ENLARGEMENT
20. Emloyees interacting with more
experienced organization members.
MENTORING
21. Group of employees who work together
to learn from each other and develop a
common understanding on how to get
the work done. COMMUNITY OF
PRACTICE
22. The growing capabilities that go beyond
those required by the current job.
DEVELOPMENT
23. Practical application of what was
learned in the program. TRANSFER OF
TRAINING
24. Degree of the employee’s desire to learn
the cognitive ability, reading and writing
skills and other technology changes
necessary in the work environment.
BASIC SKILLS
25. The planned introduction of new
employees to their jobs, co-workers, and
the organization. ORIENTATION
26. It makes management alert to
inefficiency, provides better products
and services and keeps costs down.
TRAINING.
27. How management gives the new
employees information about the details
of his/her work. THROUGH INDUCTION
28. Learning while actually working in the
job. ON-THE-JOB TRAINIG
29. An objective in training to make the
employees do his job more efficiently.
PRODUCTIVITY
30. These skills are needed to perform
one’s job effectively. BASIC SKILLS
QUIZ #6
1. Analysis of the Organizational Structure
is the vertical interconnections among
jobs. FALSE
2. The type of Organizational Structure has
no implication in the design of the jobs.
FALSE
3. There is a best method in job analysis.
FALSE
4. The smaller the company, the simpler
the job evaluation method used. TRUE
5. Similar jobs performing similar duties
and responsibilities must have the same
job title. TRUE
6. Job titles must not reflect the major job
functions. FALSE
7. Job analysis focuses only in one
important data that managers must have
 the right information about the nature of jobs in the organization. JOB
the employees. FALSE EVALUATION
8. The accuracy of job information is 21. It is more complex method, and it
necessary to Job Analysis. TRUE involves a monetary scale instead of a
9. Job analysis is considered as the point scale. FACTOR COMPARISON
building block of anything that human METHOD
resource manager does. TRUE 22. From the foundation of any human
10. The type of organizational structure has resource process from recruitment and
implication on the design of the jobs. selection of performance management,
TRUE compensation and career development.
11. In a divisional structure, jobs need HUMAN RESOURCE PROGRAM
specialization and the responsibility is 23. One who studies the duties,
focused on specialized skills hence responsibilities, and the specification
supervision and decision-making requirements of the job. JOB ANALYST
become minimal. FALSE 24. A written statement of the essential
12. The correct title of a particular job is very characteristics of a job including the
important in the organization. TRUE necessary qualifications, duties,
13. The result of any job analysis program is responsibilities and degree of authority
the writing of the Job Title and Job of job. JOB DESCRIPTION
Specification. FALSE 25. This method is commonly use for blue-
14. Job Analysis is the sole responsibility of collar, as the employee may not be able
the HRD. FALSE to answer the question. THE
15. A HR Manager requires knowing the INTERVIEW METHOD
different jobs in the company. TRUE 26. It contains information about the
16. It is an improvement of the ranking employee’s qualifications and traits
system. POINT RATING METHOD required in the effective performance of
17. The ff are uses of job description: the work assigned. JOB
● It helps identify and distinguish SPECIFICATION
one job from other jobs 27. The simplest and oldest method and the
● It is used as a tool in the proper least often used, it usually based on
employee recruitment, selection overall difficulty rather than on a number
and training of compensable factors. RANKING
● It helps establish job relationships METHOD
within the salary bracket 28. It shows clearly the area of job activity
● It serves as a guide in structural and must show its relationships with the
departmentalization other jobs in the unit or department.
● It could be used as a guide in the JOB TITLE
horizontal and vertical promotion 29. The process of getting detailed
of employee’s thereby developing information about the tasks, duties and
and promoting morale. responsibilities of the job as seen in the
18. The process of getting detailed organizational structure. JOB
information about the task, duties, and ANALYSIS
responsibilities of the job as seen in the 30. It evaluates selected job factors, which
organizational structure. JOB are regarded as important for the
ANALYSIS effective performance of the job,
19. It identifies what work must be according to one several alternative
performed and who will perform it. JOB methods. JOB EVALUATION
INFORMATION
20. It is the systematic determination of the
value of each job or relations to other QUIZ #7
1. HRD function in a company is usually
the Wage and Salary Administration.
FALSE
2. The level of pay must impair profits.
FALSE
3. There are set of rules for making
decisions in conducting Salary Wage
Survey. FALSE
4. In deciding whether to match a survey
trend line, management faces a conflict
between the law and economic forces.
FALSE
5. The design and operation of wage and
salary structure is the concern of
management alone. FALSE
6. Jobs are ranked in ascending to
descending order according to their
importance. TRUE
7. The design of the Wage and Salary
Structure is the establishment of the job
classes and rate ranges. TRUE
8. The number of pay ranges in pay
structure does not depends on the
company and on the number of such
structures in the company. FALSE
9. The same could be said for the width of
the salary grade, there is standard guide
as to the spread of pay grades. FALSE
10. Once the pay structure has been
determined, the next step is to assign
employees to their proper job
classifications. TRUE
11. When employees salaries fall below the
minimum of the pay grade for the job,
then it is called green circle rate. TRUE
12. To remain competitive, a salary structure
should be reviewed every four (4) years
depending on the inflation rate prevailing
in the country brought by economic
factors and internal factors. FALSE
13. The Bargaining Theory is brought about
by the organization of minimum wage
laws. FALSE
14. Presentation of the surveys result is
optional in conducting wage and salary
survey. FALSE
15. Skills is much more important that
integrity. FALSE
16. The elite of the labor grades.
PROFESSIONALS
17. This theory gives weight to the merit of
work. LABOR THEORY OF VALUE
18. Advantages of Wage and Salary
Structure:
● It affects the worker’s earning and
standard of living
● It eases the recruitment and
maintenance of an effective labor
force
● It develops employee morale and
increases work efficiency
● It represents cost and competitive
advantage in the industry
● It helps in preparing budgetary
allocations and eases
computation of salary
adjustments and as an aid in
short-term and long-range plans
● It eliminates pay distortions and
inequities in employee
compensation
● It establishes an equitable salary
range for various jobs
19. Characteristics of Wage and Salary
Policies:
● The wage and salary plan must
be easily understood
● Salaries in the wage plan should
be easily computed
● Salaries must be made relevant
with efforts
● Incentive wage plans should
provide payments for incentive
earnings to employees soon after
they have been earned for the
efforts exerted to reach the
standards
● The method of payment should
be stable and unvarying
20. This theory of wages is expounded by
John Stuart Mill. WAGE FUND THEORY
21. This theory is the basis in the
implementation of minimum wage laws.
THE JUST WAGE THEORY OF ST.
THOMAS AQUINAS
22. This theory proposes that labor is a
commodity like anything that could be
brought at a price by the user.
BARGAINING THEORY OF JOHN
DAVIDSON
 23. It tries to establish the relationship PERSONNEL MANAGEMENT ASSOCIATION
between wages and the level of OF THE PHILIPPINES (PMAP) – a nationwide
economic activity. THE PURCHASING organization of all personnel managers and
POWER THEORY human resource practitioners in the country.
24. This theory, if applies will be in favor for
the labor force, but is counterproductive. ACTIVITIES OF PMAP
THE STANDARD OF LIVING THEORY 1. Training and developing
25. “The more money I have, the more
personnel administration through
clothes I can buy” is a statement that
characterizes what theory of wages? seminars, lectures, workshop,
PURCHASING POWER THEORY meetings, national conferences and
26. Who propounded the labor theory of holding tripartite conference.
value? KARL MARX 2. Participation in public hearings to
27. This method of wage payment is often voice support of, opposition to,
used in paying wages for factory proposed legislation affecting business
workers. DAY WOR METHOD** and industry;
28. This type of theory gives weight to the
3. Dissemination of information to
merit of work. LABOR THEORY OF
upgrade personnel management,
VALUE
29. This technique is the least scientific and offering technical advice through its
reliable as this does not require scientific special committees and library facilities;
computation. EYE INSPECTION and
30. This theory offers the best explanation 4. Establishment of public relations
of wages in modern industry. program aimed at informing the public
MARGINAL PRODUCTIVITY THEORY about the nature of personnel work.

• DOLE, Employees compensation

HUMAN RESOURCE MANAGEMENT
HRM IN THE PHILIPPINES
Early in 1950’s
For it to gained acceptance and recognition,
three conditions need to exist:
1. Top management must be
convinced that personnel
management is needed in
business operation;
2. Qualified personnel
administration must be available;
3. Personnel administrators
must demonstrate their capacity
to contribute to the company’s
objectives and goals.
Lack of understanding of what personnel work
is.
commission, SSS, TESDA & etc., usually
consult with the association before taking a
stand on matters affecting employer-employee
relations.
THE CHALLENGES OF HUMAN RESOURCE
MANAGEMENT
1. The challenge of the global community –
must compete with organizations not only in
the place of operation but the global
community; global markets.
2. The stockholders challenge – The
companies are challenged to reach financial
objectives through meeting customers and
employee’s needs.
3. The challenge of productivity – The HR
became more “smart workers” with the aid of
computer-aided machines, internets and expert
system.
THE LINKS OF HIGH PRODUCTIVITY ARE
a) Human resources and capabilities
b) New technology and opportunities
c) Efficient work structure and company
policies allow employees and technology to
interact.
CONTRIBUTING GROWTH FACTORS
1. Increasing complexity of business
operations – the post-war period saw the birth
of big corporations where the volume and
variety of Operations and the size of the labor
force demanded specialization in management.
The personnel specialist was called upon to
formulate and carry out the organization's
personnel policies and programs.
2. Government regularizations and labor
laws promulgated in recent years – In order to
safeguard the workers, the government
deemed it Wise to enact a number of labor
laws and government regulationssuch laws are
the Woman and Child Labor Law, the Minimum
Wage Law, the Eight-hour Labor Law, the
Industrial Peace Act of 1953, and several other
labor and social laws which are embodied in
the labor code of the Philippines (November 1,
1974)
3. Growth of Labor Unions – The passage
of the Industrial Peace Act of 1953, otherwise
known as the Magna Carta of Labor, triggered
the organization of labor unions and the
strengthening of the workers' bargaining
power: Collective bargaining negotiations and
the administration of union contracts may best
be handled with the technical resources of a
personnel department.
4. Influx of new concepts in management –
The employee welfare concept is not new; but
its nature has changed from one of paternalism
to that of employee's rights through practices
that have become institutionalized, Employee
benefits have become varied and HR raging,
making their administration a complex function.
The facilities of the personnel department are
here again utilized to handle such programs.
THE DEFINITION OF HRM
· function. of management, concerned with
promoting and enhancing the development of
work effectiveness and advancement of the
human resources in the organization.
· These are accomplished through proper
planning, organizing, directing, coordination
and controlling of activities related to
procurement, development, motivation and
compensation of employees to achieve the
goals of the enterprise.
HRM AS SCIENCE AND ART (IMAGINATION
AND INTELLIGENCE)
SCIENCE – personnel management is a
science because itinvolves the systematic
gathering of data derived from surveys,
statistics, interviews, and observations.
ART - Art is proficiency in the practical
application of knowledge acquired through
study, experience or observation and formulate
a good solution; it involves making of sound
decisions.
PERSONNEL/HRM – is a member of top
executive group and responsible of personnel
policies and programs.
PROBLEMS AND DIFFICULTIES OF THE
PERSONNEL/HRM
1. Common misconception about
his role and functions – “simple clerk”
whose job is to keep employee records.
"power behind the throne'" has full control
of the workers and who can do just about
anything he wishes to make them happy
and to solve all problems involving
personnel.
2. Inadequate recognition by
management of the proper role of the
personnel manager in the organization –
Some top management executives are
unwillingly togivethe personnel manager
 the corresponding authority and
responsibility for thejob. There is
hesitance on the part of business
executives to let the personnel
-manager participate in personnel
policy-making decisions.
3. In the area of labor relations –
Some employers expect the personnel
manager to keep the labor unions out or
if there is one, to break or bust it. The
personnel manager who is aconformist
becomes unstable and insecure in his
position because of lack of the
necessary strength of personality and
knowledge of his job.
4. Jealousy of the other executives
regarding the personnel manager’s duty
and authority – These problems can be
avoided if top management defines
clearly the extent and limits of authority
and responsibility of the personnel
manager and enjoins the line executives
and supervisors to cooperate with him.
Ø Companies now look at HR practices as a
mean to profitability, quality, and other business
goals.
THE ROLE OF HR IN THE NEW MILLENNIUM
ORGANIZATION
· Out-placement, labor law compliance,
record keeping, testing, compensation and
some aspects of benefits administration.
· Collaborate with company executives on
employment interviewing, performance
management, employee discipline and efforts
to improve quality and productivity.
THE ROLE INCLUDES THE FOLLOWING
1. Recruitment and Employment
2. Interviewing, testing, recruiting and
temporary employment

THE PAST AND PRESENT ROLE OF HUMAN 3. Labor coordination

RESOURCES
4. Training and Development
THE TRADITIONAL PERSONNEL IMAGE · Orientation of new and
temporary employees
Historically, personnel managers and their · performance management
departments suffered from very low perceived training
position due to the following factors: · Productivity enhancement

1. Disrespect for the position and those 5. Wage and salary management
who perform it; · Job evaluation
· Wage and salary survey
2. The low position in the organization; · Executive compensation

3. Lack of expertise in performing their 6. Benefits Administration

functions · Vacation and Sick 'leaves
administration
THE CHANGING IMAGE OF THE HR
· Insurance
FUNCTIONS
· Stock plans
Ø Organization now recognized the important · Pension plan
role played by human resources in the · Retirement plan assistance
company’s profit index. programs

7. Employee Service and Recreations

· Bus service
 · Canteens 5. Negotiator – representative of the
· Athletics management in negotiating labor contracts or
· Housing and Relocation to attend negotiations with unions in an
advisory capacity.
8. Community Relations
· Publication 6. Educator – He conducts or administers
· Community project and company’s training program; employees’
relation development.

9. Record management 7. Provider of services – facilitate with

· Employment record government agencies like SSS, Medicare etc.,
· Information system which can make their employment more
· Performance record satisfying.

8. Employee counselor – His knowledge

and training in human relations and the
10. Health and safety behavioral sciences plus his familiarity with
· Training, safety inspection, company operations.
dental and medical services and
drug testing 9. Promoter of community relations – He is
called by the management in helping the
11. Strategic management company project favorable and positive image
· Collaborative planning to the community; must aware in the
· Out-sourcing manpower environment where the enterprise operates.
research
· Organizational Planning 10. Public Relations man – His require him to
deal with the general public, which includes the
ROLES OF HR MANAGER employees, the unions, and the community.
PERSONAL QUALITIES OF THE
1. Supervisor – plans, organizes, directs,
PERSONNEL MANAGER
controls, and coordinates the activities of his
1. Can communicate effectively,
department. Manage and trains employee.
both orally and writing.
2. Administrative official – He or his staff 2. Possesses an above-average
conducts or directs certain personnel activities intelligence.
as provided or in the policies and programs 3. Enjoys working with people
entrusted to the department. 4. Grasps the implication of a given
situation, understand individual
3. Adviser – serves as counselor, guide attitudes and the problem of
and confidante to management supervision employees/employer.
and employees; informed about employees’ 5. Aggressive, mature and capable
attitude and behavior. in giving advice on the
employer/employees.
4. Coordinator – He brings into action, 6. Possesses the integrity, industry
regulates and combines diverse efforts into and courage to earn respect of the
harmonious whole. employees/employer.
 7. Possesses pleasing personality PERSONNEL MANAGER “JACK OF ALL
and personal warmth and TRADES”
approachable.
1. College professor
THE SKILLS NEEDED BY TODAY’S HR
PROFESSIONALS 2. Vice president of the company

1. Higher degree of knowledge on 3. Chief of executive officer (CEO)

management and processes.
4. Politician
2. He must possess a high human and
5. Entrepreneur
public relations.
6. Businessman
3. A great knowledge of human psychology
and social relations. THE CARREER PATH TO HR MANAGER
4. A working knowledge of labor laws and 1. Entrance level – a new college graduate
regulations. may start as personnel assistant in a medium
size organization. The ff skills are necessary:
5. A thorough knowledge of management
a. Assisting in interviewing
and its relations to effective organization is a
applicants
must for all HR managers to plan out strategic
b. Giving tests and scoring
approaches to problems and their solutions.
test results
6. A community relations officer. The HR c. Assisting in employee
manager develops greater linkage with orientation and training program
government and other stakeholders. d. Record keeping

REWARDS AND BENEFITS FOR THE 2. Supervisory level – higher level depends
PERSONNEL MANAGER on the ability and capability of the personnel
assistant. The traits/skills are:
1. Car plan or free use company a. Skills in writing job
transportation description, job analysis, & job
evaluations.
2. Unlimited/limited use of gasoline and b. Knowledge of employee
free maintenance check-up benefit programs related to
vacation, sick leaves, pension
3. Company cellular phone
etc.
4. Representation Allowance/Meal c. Skills in interviewing
allowance applicants and counselling
employees.
5. Education Scholarship/Attending d. Skills in testing and
conventions and seminars interpreting test results and
making recommendations.
CAREER ADVANCEMENT/ OTHER e. Job evaluation and wage
PROFESSIONNAL OPTIONS FOR administration skills and relating
 pay to the differences in job
requirements.
f. Skills in determining training
needs; develop training module
g. Skills in basic research
related to man power planning.
technology without which competitive
advantage could hardly be possible.
· Employees need to be trained and
developed and we need to dismantle the
bureaucratic structures that limit employee’s
ability to innovate and be creative.

· Employees should be empowered towards

3. The managerial level – acquired the productive endeavor and be guided according
above skills. The concentration of the HR is the to the need for competitive advantage if the
effective management of the different areas. economic development of this country is to be
a. Leadership and conceptual attained.
ideas visioning – HR manager
are part of the strategic · We need to give credit for productivity but
management team that productivity cannot be attained with hungry
participates in organization stomach.
strategies planning; improves
CHAPTER 2
products and services,
productivity, technology HUMAN RESOURCE PLANNING (HRP) –
enhancement. process of systematically reviewing human
b. Analytical of the facts as resource requirements to ensure that the
basis for decision making – His number employees matches the required skills.
main concern is how HR assets Matching internal & external supplies.
could be turned into productive
investments through a proper STRATEGIC PLANNING – is the determination
compensation and benefits of the overall organizational purpose and goals
program. and how they are to be achieved.
c. Compliance administration
and control – include labors laws, 2 IMPORTANT COMPONENTS OF HRP
environmental regulations, safety
1. Requirement – determining the number
and security employee services;
and types of employees needed.
recreation
a. Internal resources – refer
d. Interpersonal team work –
to existing manpower that could
team building and organizational
be re-assigned to new positions
interventions are needed to
or be promoted to higher vacant
develop greater team work.
position.
b. External resources – refer
to positions that are not available
THE CHANGING LANDSCAPE IN HR inside the organization and need
MANAGER to be sourced out.

· The change in personnel values and 2. Availability – determines whether there

orientation should match the changes in is a surplus or shortage in manpower.
ASPECTS OF HRP a. Business development and
assumptions
1. Systematic forecasting of manpower b. Corporate planning
needs – on the basis of business conditions c. Economic forecasts
and forecasts, manpower needs are planned d. Changes in plans and
and monitored closely. products
e. New product lines
2. Performance management – analyzing,
f. Mergers and consolidations
improving and monitoring the performance of
each employee and the organization as a 2. Studying the jobs in the company and
whole. writing job description and job specifications

3. Career management – determining, 3. Forecasting of manpower needs

planning and monitoring of each employee and a. Determination of the
developed them for improved productivity. number and skills of people
required for the work.
4. Management development – assessing
b. Forecasting, knows as the
and determining the developmental needs of
planned and logical method of
managers for future succession requirements.
determining both quantitatively
ADVANTAGES IN USING THE ELEMENTS OF and qualitatively.
HRP
4. Inventory of manpower
1. Through a systematic planning of The net result of this operations is that
human resources, a company can be better you either find:
assisted in attaining its goals and objectives. a. Enough man power
b. Excess in the number of
2. It helps the company determine its available manpower, but lacking
manpower needs and provides a method of the skills required.
meeting them. c. The number of available
manpower is insufficient, and the
3. It can be an effective means of planning skills are also inadequate to meet
the development and growth of the employees. the needs of work inputs.

4. It can assist in placing the employees 5. Improvement plans

properly in jobs where they can maximize the
use of their skills and potentials. PLANNING TECHNIQUES IN HR
MANAGEMENT
5. It can assist the company to attract and
retain better qualified employees. 1. Skills inventory – listing of all the skills
possessed by the workforce and they are made
5 STEPS IN HRP to relate to the requirements of the
organization.
1. Determining the workload inputs based
on the corporate goals and objectives 2. Ratio Analysis –this is a technique
Several factors that should be wherein the personnel who are promotable to
considered in determining work inputs: the higher positions are identified together with
heir backup or understudy.
3. Cascade approach – under this
approach the setting of objectives flows from
the top to bottom in the organization.
4. Replacement approach – under this
approach, HRP is done to have a body of
manpower in the organization that is ready to
take over existing jobs on a one-to-one basis
within organization.
5. Commitment planning approach – this
technique involves supervisors and personnel
in every component of the organization on the
identification of manpower needs.
6. Successor planning approach – takes
into consideration the different components of
the old plan and increase them.
COMMON WEAKNESS IN HRP
1. Over-planning – a plan is likely to fail
through an inherent weakness of having
covered too many aspects.
2. Technique overload – the use of so
many techniques sometimes leads to the
gathering so much information. This makes
techniques serve as a trap rather than a means
for action.
3. Bias for the quantitative – emphasizing
the quantitative aspects of personnel
management to the neglect of the qualitative
side.
4. Isolation of the planners – top
management give a little encouragement to
HRP activities, ignore the plan and withdrawn
support for plan implementation.
5. Isolation from organizational objectives
– when HRP is pursued for its own sake or for
narrow viewpoint of concentrating on HRD, the
effort leads to the formulation of a plan that
does not interphase with organizational
development.
6. Lack of line supervisor’s inputs – any
plan to develop the personnel and to improve
the conditions of work must use the feedbacks
from the supervisors, since they are the ones
who are handling the personnel in the org.
4 BASICS TERMS OF MANPOWER
FORECASTING
1. Long term trend – is usually done
for a period of 5 years or more.
2. Cyclical variations – this refers to
reasonable and predictable movement
that occur over a period of one year or
more.
3. Seasonal Variations – This covers
firms who manufacture seasonal
products and hire temporary workers for
temporary increase in demand.
4. Random variations – This is one
occasion where there is no special
pattern and it is quite difficult to predict
or determine.
HUMANRESOURCE FORECASTING
TECHNIQUES
1. The zero-base forecasting
approach – It uses the organizations
current level of employment as the
starting point for determining future
staffing needs.
2. The bottom-up approach – This
forecast uses the progression upward
methods from the lower organization
units to ultimately provide the aggregate
forecast of employment needs.
3. Use of predictor variables – This
method uses the past employment
levels to predict future requirements.
4. Simulation – It is a technique for
the testing of alternatives on
mathematical models representing the
real-world situation.
THE IMPORTANT ELEMENTS IN STRATEGIC
HUMAN RESOURCE PLANNING
1. Organizational goals – The hrp process designed to provide information that is –
should be tied up with the organizational SMART.
strategic goals. 1. Systematic – information must be
systematically arranged and contain the
2. Human Resource forecast –forecasting needed data.
of hr needs based on business strategies, 2. Management oriented – the
production plans and the various indicators of information are essential tools for
change in technology and the organization’s effective manpower planning, retention,
operating methods. development, and separation of
employees.
3. Employee information – the third
3. Applicable –data and information
element in the planning process is maintaining
must applicable in making hr decisions.
accurate information concerning the
‘accuracy’
composition, assignments, and capabilities of
4. Result oriented – the end result
the current workforce.
must contribute to greater company
4. Human resource availability projections productivity and employee’s
– estimating the number of current employees satisfaction.
and those that could be available in the future. 5. Time bound – relevant
information for effective decision-
5. Analyzing and evaluating human making.
resource gaps – comparing what is need with
what is available in terms of numbers, mix, IMPORTANT REPORTS (HRIS)
skills, and technologies.
1. Routine reports – these are hr data
STRATEGY EVALUATION AND CONTROL –it summarized on scheduled bases, like current
is extremely important for the company to manpower status, regular employees, etc.
constantly monitor the effectiveness of both the
2. Exception reports - this information may
strategy and implementation process. contain confidential data that are available only
for managerial decision-making and needs
HUMAN RESOURCE ROLE IN PROVIDING immediate attention.
COMPETITIVE ADVANTAGE
3. On demand reports - management may
1. Emergent strategies – consist of demand some reports for analysis. This may
strategies that evolves from the grassroots of pertain to productivity index, individual
the organization and can be thought of as what performance records, and other personnel
the organizations actually do. actions.

2. Intended strategies – are the results of 4. Manpower forecast - applies to

the rational decision-making by the top predictive models based on specific situations.
management as they develop strategic plans.
SOFTWARE APPLICATION FOR HRM
HUMAN RESOURCE INFORMATION
SYSTEM (HRIS) – is any organized approach 1. Staffing applications - common
to obtaining relevant and timely information on applications used in the area of staffing include
which to base human resource decision. It is the ff.
 a. Applicant recruiting and courses to attend, certified skills,
tracking and educational qualifications.
b. DOLE reporting f. Compensation and benefits
requirements applications - these includes
c. Developing a master payroll, job evaluation, salary
employee data base planning and analysis of
d. Staffing applications for executive compensation planning
decision-making and management benefits.

2. Human resource planning applications - CHAPTER 3

this involves company specific applications in
determining future employee turnover, growth
rate and promotion patterns and other
personnel movement.
a. Work force profile analysis
- it refers to work-force labor
supply and demand analysis or
work force profile analysis review.
b. Work-force dynamic
analysis - number new hires,
transfer and promotions, number
still needed in the future and
those employees who are
available to fill up job openings in
the future.
c. Human resource planning
for decision-making - this
application pertains to information
about employees who are about
to retire, job classification of
employees for promotions and
those departments that lack basic
skills for the job.
d. Performance Management
applications - employee
performance ratings, disciplinary
actions, work-rule violations and
the daily productivity index could
now be stored in computer
database as bases for
management decisions.
e. Training and development
applications - these are used
primarily to track down the need
for employees training programs,
MEETING NEEDS OF HR
· Recruitment is the process of attracting the
best individuals to join the company on a timely
basis in a sufficient number and meeting the
qualifications requirements.
· The process starts as soon as the need for
additional personnel is identified is ideally the
result of good human resource planning.
TWO MAJORS SOURCES OF CANDIFATES
TO FILL THE VANCANT POSITION
1. The internal source –these are qualified
candidates from the company and within the
ranks of its present employees.
2. The external source – hiring from the
outside source is a management option.
DIFFERENT METHODS OF HR
RECRUITMENT
1. JOB POSTING – this is the process by
which internal recruitment is accomplished.
Every time a position becomes available it is
posted in the company bulletin board for the
information of all interested parties.
PROMOTING OR TRANSFERRING
EMPLOYEES FROM WITHIN OFFERS THE
FF ADVANTAGES:
a. It creates an opening for a lower
easy-tofill position.
b. The morale of the employee is
boosted.
 c. Hidden talent maybe uncovered 2.THE WORD-OF-MOUTH SYSTEM –This
and utilized. method of recruitment is found to be effective
d. It saves considerable time and in local situations. It is one of the least
money. expensive recruitment systems.
e. Employees are already familiar
with the company policy and the job itself 3. ADVERTISING MEDIA – one popular and
and therefore less adjustment is often effective means soliciting applicants is
necessary. advertising it through media, like newspaper,
SOME COMPANIES WOULD NOT LIKE TO magazines, radio, or television.
RESORT TO JOB POSTING FOR THE
FOLLOWING REASONS:
THE ADVERTISEMENT SHOULD REACH
a. Supervisors and managers want to
THE TARGET CLIENTELE AND IT SHOULD
promote someone from their department whom
BE DESIGNED ACCORDING TO FF
they have groomed for the positions.
SITUATIONS:
b. Some management members may be a) For special skills, the ad must
upset with employees who apply job outside clearly stipulate the skills required.
their department and tend to take such a move b) In scouting for talent, the wording
personally. of the ad should be specific
c) For applicants who want to know
c. Losing employees to job posting may all about specifics, the ad must contain
mean having to wait for replacement that may the duties and responsibilities of the
not be as good. positions.
d) Include the details where the
d. Some companies believe that it is better applicant should send the resume or bio-
to bring new blood rather than recycling data
existing ones. e) Be direct and straight forward in
wording the ad.
THE SUCCESS OF JOB POSTING DEPENDS
f) Avoid cute and unprofessional
LARGELY ON HOW WELL IT IS DESIGNED
phrases.
AND MONITORED. THE FF GUIDELINES
g) Hire an advertising agency if you
MAY HELP IN ITS SUCCESSFUL
are not sure what to put in the ad.
IMPLEMENTATION:
h) For hiring executive positions, the
a. The employee must have been with the services of a consultancy agency may be
company for at least one year and must be in employed.
the current position for at least 6 months.
BLIND ADS – these are ads that do not reveal
b. The employee must have a rating of the identity of the company.
very satisfactory before he can apply for the
The following are disadvantages:
posted vacant position.
a) There might be a limited number of
c. The employee can only apply for not
applicants for the “hand to fill positions” where
more than three times in one year.
you want to interested applicants to
immediately get in touch with you.
b) Blind ads discourage some applicants to
apply.
c) Some applicants may have applied for
the same position not too long ago and it is
waste of time.
4.WALK INS AND UNSOLICTED
APPLICANTS – these unsolicited applicants
could be a possible source of outstanding
employees.
THE FF GUIDELINES MAY BE PUT INTO
ADVANTAGES FOR WALK IN OR CALL IN
APPLICANTS
a) Applications should be categorized into
different skills or qualifications.
b) A day of the week must be scheduled for
the interview of the applicants.
c) Unsolicited applications can also be
reviewed with the list of opening in mind.
5.CAMPUS OR UNIVERSITY RECRUITMENT
– colleges are undisputable sources of the
talent for an organization to tap. Recent
graduates are considered highly desirable for
companies to select, groom and develop
recruits from top schools in the country.
6. JOB FAIR AND OPEN HOUSE – the
organizational representatives of the company
gather and interview several applicants over a
period of one to two days in some specified
fields.
7. GOVERNMENT AGENCIES - some local
government units have their placement offices
look for possible employments for their
constituents.
8. Radio and television – since the coverage of
the advertisement is of great magnitude, more
qualified applicants can be reached and could
even tempt other applicants who are not
actually looking for jobs.
THINGS TO CONSIDER:
a) It is very costly
b) The message must be convincing and
should be done by a professional.
c) The message on the radio and television
should be sincere and pleasing.
d) The name of the company must be
repeated including the telephone number.
9.THE INTERNET – company profiles and job
placement could eventually come into the
internet.
THE FF ADVANTAGES ARE:
a) Applications letters or resume could
immediately be sent to the company.
b) Immediate answers could be available
through e-mail.
c) Other necessary information could be
available from the applicants.
d) Immediate needs of the company on
manpower requirements could be answered in
a short time.
e) They are less costly and get immediate
response.
CHAPTER 4
SELECTION –tries to match the personal
qualities of the applicants with the job
requirements. Begin with evaluation of the
applicant; strength & weaknesses.
SELECTION PROCESS
a. Preliminary screening – Initial
interview; voice, physical appearance,
personal grooming, educational
 background, professional training and
experience that need to be assessed.
STYLES OF INTERVIEW
a. Structured interview – follows a set of
procedures and the interviewer sets the
leads.
b. Unstructured interview – is where the
applicant takes lead.
c. Panel or round table interview – is
usually done for managerial and
supervisory employees.
b. THE APPLICATION FORM – the
company’s application forms contain more
information that the company may need in
MIS files or some information may be
required during the in-depth interview.
GRAPHOLOGY – the applicant requires to
write not less than 200 words with his work
or life experiences.
c. TESTING AND EVALUATION OF
RESULTS – commonly associated with the
prediction and selection of subsequent
performance on the job.
TESTS CAN BE CLASSIFIED ON THE
BASE OF PERSONAL
CHARACTERISTICS SOUGHT FROM THE
APPLICNAT. THEY ARE THE FF:
a. Intelligence test – it is widely
used to measure mental ability or
general learning ability.
b. Aptitude test – it measures the
person’s capacity to learn a given job,
provided there is adequate training.
c. Interest test – it is derived from
hereditary and environmental factors.
It tries to predict the success in the job
if the person’s interest and the job are
properly matched.
d. Personality test – it is considered
as an important instrument to test the
personality of the applicant especially
for supervisory and managerial.
e. Achievement or proficiency test –
it tries to measure the applicant’s
knowledge of a given job.
d. In-depth interview – after passing all
tests required, the applicant is now ready to
formally enter into the selection process.
3 IMPORTANT CHARACTERISTICS THAT
THE INTERVIEWER MUST POSSESS
1. KNOWLEDGE – better understanding of
the psychology of the person is an important
factor in the interview.
2. EMPHATY – the interviewer must be
able to discover the inner behavior of the
individual by understanding his own personality
and relate this with the feelings of the
applicant.
3. Communication skills – this refers to the
use of language, gestures, and voice infection.
5.EVALUATING REFERENCES – references
to be credible must be checked with utmost
confidentiality if one would like to get a true
picture of the individual who would like to join
the organization.
3 KINDS OF REFERENCES
1. Academic references – this may be
requested from applicants who are new
graduates; academic performance, TOR
2. Character references – this reference
may come from some persons in the
community that are familiar with the individual
in their place of residence; Barangay
clearance.
3. Work or Experience reference – to get
most valid information about the applicant, the
work reference check must be mailed to the
previous employer stating the confidentiality of
the information.
6. PHYSICAL EXAMINATION – this may
be the last hurdle in the selection process.
MEDICAL EXAMINATION ARE
IMPORTANT FOR THE FF REASONS:
 a. To screen out those physically The beginning of training can be traced
incapable of doing job. to the Stone Age when people started
b. To prevent employment of those
transferring knowledge through signs and
with high incidence of absenteeism due
to illness or accidents. deeds to others. Vocational training started
c. To prevent hiring of people with during the Industrial Revolution when
communicable diseases or who are
apprentices were provided direct instructions in
influenced by drugs.
d. Ward off unwanted claims with the operation of machines. Training and
worker’s compensation laws, SSS, development are increasingly recognized now
medical care and suits for damages.
as the most important organizational activity.
7. PLACEMENTS – the applicant who is
cleared in all requirements is finally offered Rapid technological changes require newer
the job. Approval; manager or supervisor of skills and knowledge in many areas. Training
the department. must be continuously offered to keep
TYPES OF EMPLOYEES employees updated and effective.

1. Probationary – an employee is hired for Some believe that training has

regular position based on an organizational unnecessarily been given undue importance
staffing pattern.
and
2. Regular or permanent employee – an
employee who passed the probationary period that the experience on-the-job is good enough
and is performing a regular activity in the to develop the necessary skills and
business of the company.
efficiency to perform the job. Training cannot
3. Contractual employee – the employees entirely substitute for experience, but it has
is hired for a fixed period or specific project of
certain definite advantages over it.
the company.

4. Casual or seasonal employee – an I. Training, unlike experience can shorten the

employee is hired for a particular work or
service that is seasonal in nature.
5. Apprenticeship – is the development of
the required skills for a particular type of work.
time required to reach maximum efficiency.
2. Cost of training is much less than the cost of
gaining experience, particularly if one is dealing
with expensive equipment.

3. The results of experience can sometimes be

accidental particularly when experience
CHAPTER 5: TRAINING AND
depends solely on trial and error.
DEVELOPMENT OF HUMAN RESOURCES
4. The element of predictability is far less when
compared to the outcome of a
The Beginning of Training
well-conceived and conducted training in, time out policies related to employee
program. discipline and behavior while at work and other
important company regulations.

Training 2. Corporate Mission and Vision, company

Training is the process where people officers and corporate goals and

acquire capabilities to aid in the achievement of objectives, its product and services and other

organizational goals. It is a planned effort of the important clienteles.

company to facilitate learning on the job-related

competencies. These competencies include 3. Explain company pay system, benefits, and

knowledge, skills or behavior that are critical for other services available to employees and their

successful job performance. The goal of families.

training IS for employees to master the

knowledge, skills and behaviors emphasized in 4. Provide overview of job setting and work

training programs and to apply them in day-to- rules.

day activities.
5. Introduce the employee to co-workers and
the company working environment.
Orientation: Training of new employees
6. Safety rules and health programs.
Orientation is the planned introduction of
new employees to their jobs, coworkers, and
The purpose of orientation of new
the organization. Ihe employees need to know
employees — The overall goal of orientation is
the company policies, rules and regulations
to help new employees learn about the
and the company direction in order to adapt to
organization as soon as possible so that they
the new working environment. The systematic
can begin contributing to the company's goals
approach to orientation requires attention to
and objectives. From the perspective of the
Attitudes’ behaviors and information that new
employers and the employees, the orientation
employees need.
process has the following purposes.
Orientation to be meaningful, requires
cooperation among individuals in the HR and
I. Productivity enhancement — Both the
other managers and supervisors. The HRD has
employer and employee want to start right and
to design the orientation topics:
become productive as soon as possible.
1. Company policies, rules, and regulations —
These coyer reporting for work time
2. Turnover’s reduction — Employees with
effective orientation programs tend to stay 3. Understanding of the Customer Needs —
longer with the company. Fast employee's The global market is quality competitive.
turnover rate affects productivity and efficiency.
One of the key characteristics of
3. Organization effectiveness - Well-oriented training system that contribute to
employees can immediately competitiveness is that they are designed
contribute to the goals and objectives of the according to the instructional design process. It
organization. refers the systematic approach for the
development of training programs. The
4. Favorable employee impression — A good following steps are integral instructional
orientation program creates a processes:
favorable impression of the organization and its 1. Conducting needs assessment
work. a. Organizational analysis
b. Person Analysis
5. Enhancement interpersonal acceptance - c. Task Analysis
It tries to ease the employee's entry in the work 2. Ensuring employee's readiness for
group. Employees often of concerned about training
meeting new people in the work force. a. Attitude and motivation
b. Basic skills
A Systematic Approach to Training 3. Creating the learning environment
a. Identification of training objectives
Training is moving its focus to teaching and training outcome
employees specific skills to a broader focus of b. Meaningful material?
creating knowledge. Training is used to gain a c. Practice
competitive advantage and viewed broadly as d. Feedbacks
to create an intellectual capital. The e. Observation of others
development of intellectual capital includes the f. Administering and coordinating
following: programs
4. Ensuring transfer of training
1. Basic skills — Skills needed to perform a. Self-management strategies
one's job effectively. b. Peer and manager support
5. Selecting training methods
2. Advanced skills — The use of technology a. Presentational methods
to share with other employees. b. Hands-on methods
 c. Group methods a. Organizational Analysis — the
6. Evaluating training programs specific source of information and
a. Identification of training outcome operational measures or an
and evaluation designs organization level needs analysis,
b. Cost-benefit analysis which include the following:
● Grievances
The success of any training program ● Accident record
can be gauged by the amount of learning ● Observations
occurred and is transferred to the job. Training ● Exit interview.
and learning will take place through the ● Customer’s complaints
informal work groups whether an organization ● Equipment utilization and
has a coordinated effort or not, because breakdown
employees learn from other employees. While ● Material wastage, scraps, and
this may be true to a certain extent, a well- quality control data
designed training program can give better ● Training committee, observation
results because what may be learned may not and need assessment data.
be the best for the organization.
b. Task Analysis - the job description
1. Assessment Phase and the job specifications provide
Training is designed to help the information on the performance
organization accomplish its objective. Planners expected and the skills necessary for
determine the need for training and specify the employees, to accomplish the
training objectives and the training efforts. An required work. Changes in the work
important part of the company's strategic environment due to the introduction
human resource planning is the identification of of new technology or machinery
the knowledge, skills, abilities that will be require changes in the task
needed by the employees in the future as both requirements of the position.
jobs and the organization change. Both internal c.Individual Analysis - The use of
and external forces that will influence training performance appraisal data in
must be considered when doing organizational making this individual analysis is the
analysis. The problem posed by the technical most common approach. A
obsolescence of current employees and an performance review reveals the
insufficiently educated labor pool from which to employee's inadequacy to perform
draw new workers should be confronted before certain types of task, and this will
those training needs become critical.
 reveal what necessary training is
needed to correct the weaknesses.
An employee's potential may mean
further training to assume a higher
position in the future.
2. Employees Readiness for Training
The employees must set a positive
tone for training. That attitude toward training
must be cultivated and made an integral
requirement before the employee sets foot in
the training room. A positive attitude is the
desire of the trainee to learn the content of the
training program. Motivation is related to
knowledge gain behavior change or skill
acquisition in the training. It is the role of the
manager and the supervisor to assure that the
employee has the highest degree of learning
before he is sent to the program.
The following factors influence the
motivation to learn:
a. Self-efficacy- It is the employee's
belief that he can successfully learn
the content of the training. The
employee must understand that the
training is for his advantage and
learning gain could be an asset for
the future advancement.
b. Understanding the Benefits or
Consequences of Training — The
employee must understand that the
training is related to his job, personal
and career benefits as it may include
process or procedures to make his
work easier and is needed due to
change in work technology.
c.Awareness of Training Needs,
Career Interest and Goals —The
employee must be given the choice
of what training program he would
like to attend. This should be related
to his needs, career interest and
personal goals in the organization as
discussed with his immediate
superior.
d. Basic Skills —This refers to the
degree of the employee's desire to
learn the cognitive ability, reading
and writing skills and other
technology changes necessary in the
work environment.
3. The Learning Environment - Learning
involves a permanent change in
behavior. For employees to acquire
knowledge• and skill' in the training
program and apply the information in
their job, the training program needs to
include specific learning principles.
a. Employees need to know why they
should learn —They must
understand why they have to attend
the training program. The objective
and purpose must be made clear to
the employees.
b. Employees need to use their own
experiences as bases for learning
- Training could be meaningful if it is
linked to their current job
experiences and tasks. The lessons
 should be presented on the level of
employees' understanding.
c.Employees need to have the
opportunity to practice —The
opportunity to practice the learning
should be provided in the program.
Practice makes perfect as the saying
goes.
d. Employees need feedback — The
employees need to know how they
are meeting the training objectives.
Feedback should focus on specific
behavior and should be immediately
communicated to the employee.
e. Employees learn by observing and
interacting with others —
Community of practice refers to a
group of employees who work
together to learn from each other and
develop a common understanding on
how to get the work done.
f. Employees need training programs
to be properly coordinated and
arranged. Coordination is the most
important aspect of training
administration. It means coordinating
activities before, during and after the
program.
Analyzing Training Needs
The immediate and specific needs of a
company are determining factors in the
selection of the training courses and materials.
Standard as to the amount of training that
should be provided for each type of job may
not be readily established, as many other
factors must be considered such as the liability
and experience of the learner and the
complexity of the things to be learned. The
personnel manager, with the cooperation of the
line supervisors is in the best position to
establish what and how much training is
needed.
The need for training is usually indicated in
the following instances:
1. When required skill is not possessed
by anyone in the work force.
2. When an employee's performance is
below standard, but he has the
potential to improve the productivity;
3. When morale or production is low;
4. When there is a fast turnover of the
personnel;
5. When the rate of absenteeism or
accident is high;
6. When restiveness or dissatisfaction
mounts;
7. When supervision is lax;
8. When new technology is introduced.
Training needs may be ascertained by
considering the following questions:
1. Is there a problem to be solved?
2. Where does it exist (which
department)?
3. Who need' the training?
4. What is the nature of the training?
(remedial or improvement required
by the situation)

The subject matter is best determined
by a survey of company heeds with the help of
a questionnaire and job analysis and by
examining various records pertaining to cost,
labor turnover, absenteeism, and other relevant
factors in the Organization. The cooperation of
line supervisors in determining needs and
priorities will be necessary.
4. Transfer of Training
Transfer of training is the practical application
of what was learned in the program. Immediate
supervisors and peers support opportunity to
practice what was learned the technology in
the work area and self-management skills
influence the climate of transfer. The
environment is the laboratory for the transfer of
learning.
5. Selecting the Training Methods - A
number of different methods can be used to
help employees acquire new knowledge, skills
and behavior. Technology has a major impact
on the delivery of training programs. New
technology allows trainees to see, feel and
hear how equipment and other persons
respond to their behavior. The multimedia has
greatly changed the training landscape and
training now could be less costly.
a. Presentation Method — is the
passive receipt of information that includes the
traditional instructions, distance learning and
audiovisual techniques. These are ideal for
presenting new facts, information, different
philosophies and alternative solutions or
processes.
b. Hands-on Training—This refers to
the training method that require on-the- job
training, simulation, business games, case
studies, behavior modeling, interactive videos,
and web-based training.
c. Group Building Method — It helps
trainees share ideas and experiences, build
group or team identity, understand the
dynamics of interpersonal relationship, and get
to know their own strengths and weaknesses
and those of their co-workers. Various training
techniques are available to improve workgroup
or team performance to establish new teams
and to improve interactions among different
teams. All involve examinations of feelings,
perceptions, and beliefs about the function of
the team. This develops discussions and
development of plans to apply what was
learned that will improve team performance on
the job.
6. Evaluating the Training Program -
Evaluation of training compares the post-
training results to the objectives expected by
the management, trainers, and the trainees.
Training is Often done without any thought of
measuring, evaluating, and seeing how well it
works after. Training is both time-consuming
and costly and therefore evaluation must be
done. Training assessment will measure the
benefits derived from the activity• What the
employees learn is directly related to what they
earn; hence, evaluation of training is put into
practice.
 One way to evaluate training is to
examine the cost associated with the training
and the benefits received through cost-benefit
analysis. The best way is to measure the value
of the output before and after the training. Any
increase represents the benefits resulting from
training.
a. Learning — It represent the level of
how well the trainees have learned
facts, ideas, concepts, theories, and
attitudes. Tests on training materials
are commonly used for evaluating
learning and can be given before and
after training to compare results.
b. Behavior—There must be a change
in the work attitude and behavior of
the trainee after the training.
Observable behavior must
measured in terms of
improvement, increased work output,
and work effectiveness. The trainee
must be able to display a better look
at the work environment
increased productivity must
observed. Management
observe performance as a gauge to
effectiveness of training.
c. Results —Employer evaluate results
by measuring effects of training on
the achievement of organizational
objectives. Because results such as
productivity, turnover, quality, time,
sales volume, and cost are relatively
concrete, comparing records before
and after the training can do the
evaluation.
Criteria for Evaluation, of Training
Training effectiveness should be
assessed on the basis of solid grounds.
Sometimes trainers and managers rely on
superficial employee reactions. If trainees
applaud the resource person, the lecture or
demonstration, it is a success. If they are
happy to have -taken the course that is
enough. If notices that on the first day back on
the job they seem to be using the skills
learned, one may conclude that the training
money was well spent. Those conclusions are
entirely wrong. One should look at long-term
performance, not immediate superficial results.
be
work Training programs are usually evaluated on
the basis of their intended objectives. Five
steps to a meaningful evaluation:
1. Determine what to Measure. Decide
and before you begin training what you want
be to change. The number of customer
should complaints? The rate of scrap? The
number of employee grievances? The
number of quality defects?
2. Establish the Base line. Make sure you
know the level of performance before
training begins. This allows you to make
a legitimate comparison to determine
training effects.
3. Isolate Variables. One variable is the
Hawthorne Effect, named after a
General Electric plant, that was studied
 in landmark performance experiment
several years ago. The effect:
Employees improved their performance
simply because of the attention of the
research study — not because of any
changes in their working condition.
4. Measure Attitudes. This goes back to
the problem of measuring initial
reactions, but it is valuable in the overall
evaluation. Did the trainees like the
training? Did they think it was valuable?
Often, they can provide valuable
feedback and suggestions in improving
training techniques.
5. Measure and see what the results of the
training are in terms of the criteria you
have established. Track performance
over a long period of time so you can be
sure the improvement is established.
Human Resource Development
Development refers to formal
education, job experiences, relationships, and
assessments of personality and abilities that
employees prepare for the future. Development
can be thought of as the growing capabilities
that go beyond those required by the current
job. It represents the employee's ability to
handle variety of assignments. Development
helps the employee prepare for other positions
and increase their ability to move into other
jobs that may be available in the future. It also
prepares the employee for changes in current
jobs due to changes in technology, work design
or new products or new type of market.
Planning and Choosing a Development
Approach
While training considers analysis as
an important component of any training
program development needs analysis because
it is necessary to identify strengths and
weaknesses of those that will be given these
organizational interventions. Assessment
involves collecting information and providing
feedback on employee's behavior,
communication style or skills or leadership
potentials as preparation for formal induction to
the development program.
The following processes are used in the
assessment:
1. Assessment Centers — Employees
are sent to assessment centers to take
examination covering personality tests,
communication skills, personal inventory
assessments, benchmarking, and other
examinations. The center is manned by
a group of teams that assesses the
individual potential for leadership and
other capabilities or qualities that may
be used by the organization in its future
operations.
2. Psychological Testing — Pencil and
paper tests have been used for years to
determine employees' development
potentials and needs. Intelligence test*
verbal and mechanical reasoning tests
can furnish useful information about
factors of motivation, reasoning,
 abilities, leadership styles, interpersonal committee’s cap give the employees a
response traits and job preferences. broadening exercise and can help them
3. Performance Appraisal —Performance to understand the personalities, issues
appraisal that measures the employee’s and processes governing the
potential when done properly could be a organization.
good source of development 3. Job Rotation— this is the process of
information. Observable and shifting employees from one job to
measurable Output, attitude and another. A substantial managerial time is
behavior, data on productivity, employee needed when trainees change positions.
relations, job knowledge and leadership The trainees must be acquainted with
behavior are important source of different people and techniques in each
employee information. These are usually new unit.
available in the personnel file. 4. Assistant-to-the Position —This is the
assignment of an assistant to the
Human Resources Development position who works directly under the
Approaches manager. He is given the opportunity to
In - House or on Company Site - The deal with challenging and interesting
planned activities that could be developed tasks. Studies and other tasks are
within the company or while the employee is at assigned for analysis before they are
work are those activities that will enhance given to the head for final
employees' potential to assume other jobs that implementation.
the company needs in its operation. It is 5. Job Enlargement — refers to adding
imperative that managers and supervisors plan challenges or new responsibilities to the
coordinate development efforts so that the employee's current job. This could
desired developments actually occur. The include such activities as special
following are the In-House Approaches: projects assignments, switching roles
1. Management Coaching — The within a work team or research activities.
immediate supervisor coaches he 6. Mentoring —Employees can also
subordinates employee in performing develop skills and increase their
certain functions that are necessary for knowledge about the company and its
its advancement. It combines operation by interacting with more
observations and suggestions. This is experienced organization members.
best when involves good relationships. Mentoring helps new members bring
2. Committee Assignments — Assigning together successful senior employees
promising employees to important with less experienced members.
 management behavior concepts and
Off-site or Outside Development analysis. Cases are either through the
Interventions use of multi-media or case problems
This technique can be effective that are developed similar to those
because the individuals are given the pasting in the work environment. Group
opportunity to get away from the job and case analysis and presentations are
concentrate solely on what is to be learned. made, and discussions facilitate the
These interventions are usually held outside at learning experience.
the company's expense and will serve as a 4. Role Playing — Role-playing is a
break from the office monotony. development technique requiring the
The following are some of the development trainee to assumes a role in a given
programs: situation and act the behavior
1. Formal Education — the company associated with it. The facilitators
sends the employee to formal seminars, provide the script and the group
workshops and other training programs evaluate the performance. The other
offered by training consultants and participants provide comments and
agencies. Some companies send their suggestions after each performance.
employee to take advanced studies in 5. Simulation —These are business
the graduate programs in exclusive games developed by human resource
schools or take courses in foreign experts that require the participants to
countries. The condition is usually that analyze a situation and decide the best
an employee is tied to a country to serve course of action based to the given data.
the company for a number of years for
every year of outside training.
CHAPTER 6: JOB EVALUATION AND WORK
2. Team Building — These organizational
FLOW ANALYSIS
interventions are usually conducted
away from work about three to four
days. The employees are organized into A sound human resource management
team and solve common problems program requires knowing the different jobs in
related to relationships. The focus is on the company. The manager and supervisor
human relation issues and poor must get a comprehensive picture of each job
teamwork. in his organization. This involves — what each
3. Case Studies — This is a classroom worker does, how he does it, why he does it
type of training techniques that provides and under what conditions he performs his job
a medium through the application of
and what special qualifications each worker
must possess to perform his job satisfactory.
Analysis of the organizational structure is the
vertical and horizontal interconnections among
jobs. We must have a thorough understanding
of how one job relates to those above the
organization and those down the line of the
organization and those at the same level of the
functional areas. Analysis of the organization
structure can be a leverage to gain a
competitive advantage for the company, but
how one does this depends on the firm's
strategy and its competitive environment. A
major quality program is the need to identify
clearly the output requirement for a particular
type of job. To design work systems that are
maximally efficient, a manager needs to
understand the processes required in the
development of the products for their work
units. Without a clear understanding of the
tasks necessary to the production of the
desired output, it would be difficult to determine
whether the work is under-staff or over-staff.
The Rationale for Job Analysis
The conduct of job analysis has behind
it several reasons that are vital to human
resource management and the supervision of
the work to be done by the workers in the shop
or the office. It is considered as the building
block of anything that human resource
management does, as any personnel action
requires information that is gleaned from job
analysis.
The following are the uses of job
analysis:
1. To specify he duties and
responsibilities of the position. It examines
what the employee will perform, what skills are
needed the condition which work shall be done
and the range of difficulty or complexity of the
action.
2. To provide job-oriented recruitment
and selection guides. Those in the recruitment
and election of employees must be familiar with
the duties and responsibilities of the vacant
position. To identify which applicant is most
qualified, it is necessary to determine the tasks
that will be performed by the individual hired as
to skills, knowledge and abilities.
3. To provide guides in operation-based
compensation determination—the process of
job evaluation involves the relative peso value
of each job to the organization to set up
equitable pay structures. To get the peso value
on jobs, is necessary to get information about
different jobs, which job deserves higher pay
than others.
4. To provide information and tools for
career planning and counselling. Career
planning entails matching individual skills and
aspirations that are or may become available in
the organization. This matching process
requires that those in charge of career planning
know the skill requirements of the various jobs.
This allows them to guide individuals into job
that will fit into their qualifications and where
they will be happy and satisfied. Counselling
refers to the giving of advice and problems that
the employees meet in the performance of their
tasks and duties in the positions where they
are assigned.
5. To have a guide in the construction of
performance evaluation criteria. Performance
criteria deals with getting information about
how well each employee is performing his job
in order to reward those who effective. The
information generated by job analysis unveils
the aspect of the jobs that are measurable and
should logically be evaluated in
performance appraisal of the employee.
6. To serve as guide in methods
improvement. Job designs consist of different
steps or processes. Job analysis provides the
information to design the work process most
effective in carrying out the tasks. This involves
improving methods and developing
efficient systems at work.
7. To obtain background information
about working conditions. The environment of
work positively affects the productivity and
morale of the workers. This information is
available in job analysis and could be used by
management in positively identifying
hazards and other conditions that affect job
performance.
8. To serve as guide in the development
of training programs. Almost all employees
hired by an organization will require training in
their jobs. Some training programs may be
more extensive than others. Job analysis
provides the required information to ensure that
the training program will prepare the individual
to perform the job effectively.
9. To assist supervisor in the supervision
of the employees. Supervisors are provided
with precise and detailed description of the jobs
under their respective areas or departments,
and they can make this serve as bases for
judging their performance.
10. To provide the conceptual basis for
position classifications to the employee who
the
will occupy the position. The bases of any
position 'title are the tasks, duties and
responsibilities of the job. Managers without
proper job analysis might assign position titles
that are not related to the functions of the
position:
The Job Analysis Program and
more
Organizational Structure
Job analysis starts with a careful study
of organizational structure. This would reveal
the relationships of jobs within the organization.
Organizational structure is often seen in
organizational charts that convey the vertical
and horizontal relationship of the two. The type
the
of organizational structure has implications on
the design of the jobs. A functional structure
needs specialization and the responsibility is
focused on specialized skills hence supervision
and decision-making become minimal. In a
divisional structure, jobs are holistic and people
are working in teams that tend to have greater persons who are jobholders of the position.
decision-making and authority. The supervisor or manager must immediately
inform the HRD of any changes in the duties
Job analysis is the process of getting
and responsibilities of the position due to the
detailed information about the tasks, duties and
introduction of new technology or changes in
responsibilities of the job as seen in the
the production process that improve production
organizational structure. For the company to
efficiency. This will entail job redesigning or
succeed, it must have detailed information
reclassifying of the position that may involve a
about the requirements of the jobs through
total change in pay structure due to increased
careful job analysis program. It must ensure
responsibility or, exposure to elements of
that a match exist between job requirements
hazard or working conditions.
and the individual aptitudes and qualities to fit
into the position in the organization. Some companies get the services of
Management must understand that it is great management consultants to conduct a job
importance for an organization to match job analysis program to be more objective.
requirements and people to achieve high- Management consultant is more objective as
quality performance to be more competitive in they have more experience in conducting the
today's global marketplace. Job analysis is a job analysis program due to their exposure to
continuing program. Organizational structure different organizational systems. Another
changes do to the introduction of new reason is that there are managers who try to
technology in order to be competitive in the overstate the functions and duties of the
global economy. Any changes in structure carry different positions, as they know that they have
additional duties and responsibilities or great implications in the company's pay scale.
simplifications of functions. These changes The other reason is that some HR practitioners
need job redesigning to conform to are not very much knowledgeable in
organizational needs for greater efficiency and conducting job analysis as this is a more
productivity. specialized activity that involves careful study.

The Role of Human Resources in Job The Gathering of Job Information

Evaluation
Job Analyst
Job analysis is not the sole responsibility
The study of jobs is the responsibility of
of the Human Resource Department but a
the personnel department thru the job analyst
cooperative effort of all operating departments.
who is trained to conduct the job evaluation
While it is more of personnel functions, the
program. The job analyst studies the duties,
greater bulk of information must come from the
responsibilities, and the specification
requirements of the job. This involves careful
understanding of the conditions around the
functions and tasks of the positions.
A good job analyst must have the
following qualifications:
1. Good knowledge of organizational
system.
2. Good intelligence and analytical skills.
3. Good judgment and acumen.
4. Clarity and facility of language.
5. Familiarity with organizational and
company policies.
6. Good personality and good
relationships with others in the organization.
7. Tact and diplomacy in getting along
with others.
Getting Process in job information
Job analysis starts with a careful
understanding of the relationship of the jobs in
the organizational structure. This relationship is
concerned with the details of the job rather
than with the worker who is assigned to do the
job.
The following factors are important
considerations in job analysis:
1. What the job requires the employee to
do. Job requirements involves the activities that
workers have to do the importance of the
duties or activities. The amount of time that is
involved in doing the job and other minor duties
required of the job.
2. How effectively does the employee
perform his assigned duties and
responsibilities? This involves the detail on how
the workers perform the assigned tasks, the
materials and essential tools and equipment
required to do the job, the skills required, and
the methods and procedures involved in doing
the work.
3. Why should the worker do the job?
This covers the reason why the employee has
to do the tasks assigned to him and the
purpose of the job in relation with those of
other.jobs in the organization. The tasks should
justify its contributions to the effective and
efficient functions in the organizational work
systems.
4 Supervision required in the job. The
details in supervision requires the amount of
supervision involved or the assistance needed
in carrying out the job, the extent of employee's
authority in carrying out the functions and the
extent of relationships of the job with those
others in the organizational setup.
5. Working environmental conditions.
This deals with the conditions prevailing in the
workplace, like exposure to hazards, heat, or
other elements that affect the performance of
the job. This may involve in the conditions of
comfort or discomfort while the employee is
performing the tasks assigned to him.
 The Importance of a Job Title Job analysis focuses on the two
important data or information that managers
The correct title of a particular job is very
must have the right information about the
important in the organization. Similar jobs
nature of the employees' job. This information
performing similar duties and responsibilities
is reflective of what the employee does daily,
must have the same job titles. The title of the
weekly, monthly or annually. It also reflects the
job must clearly show the area of job activity
conditions or the working environment in the
and must show its relationships with the other
organization. These two important factors are:
jobs in the unit or department. The job
relationships will provide better job placements
in the organizational ladder thereby job
inconsistencies can be avoided. The specific
titles will clarify the employees' line of 1. The Job Description

movement in the organizational structure, and The result of any job analysis program is
they should be grouped in job families in the the writing of job description. The job
line and staff organization. Job titles must description contains the tasks, duties, and
reflect the major job functions. The company responsibilities that the job entails. This
must prepare a list, of titles of all jobs and it information is derived from the job analysis
must use standard terms for easy identification. report.

The following are suggested guidelines The following are the uses of job
in job title selection: descriptions:

1. The title must be standard used in the a. It helps identify and distinguish one
industry. job from other jobs.

2. It must be suggestive of the nature b. It is used as a tool in the proper

and function of the jobs. employee recruitment, selection and training.

3. It must be different from other jobs c. It helps establish job relationships

based on major duties of employees who hold
the position.
4. The job titles must be brief but
suggestive of its functions.
within the salary bracket.
d. It serves as a guide in structural
departmentalization.
e. It could be used as a guide in the
horizontal and vertical promotion of employee's

The Nature of Job Analysis thereby developing and promoting morale.

Information
 training, benefits administration, performance
appraisal and other related duties inherent in
2. Job Specification
the function of the department.
The job specification contains
information about the employee's qualifications
and traits required in the effective performance Specific Duties and Responsibilities
of the work assigned. It specifies the
1. Assists in the processing of
qualifications as to education, training,
application by conducting preliminary
experience and the statement as to the nature
interviews to applicants to determine their initial
of the environment where the employee is
qualification for the position being applied.
assigned.
2. Determines the qualification
This information could be used in the
requirement for the positions and makes
following personnel activities:
reports to the immediate supervisor for the
a. It serves as a guide in interviewing applicants that meet the initial evaluation.
applicants.
3. Assist in the giving of examination to
b. It is a guide in the proper selection of applicants to determine their suitability to the
the employee as to his qualifications for the position being applied for and makes reports of
proposed vacant positions. the results.

c It is used in the assessment of 4. Assist in the orientation program to

employees for training and development.
JOB DESCRIPTION
Position Title - Human Resource Assistant
Department- Human Resources
ascertain that the new employees are properly
oriented with company rules and regulations
and other company policies.
5. Prepare reports to the Social Security
System, Pag-Ibig Fund, Philhealth and other
government instrumentalities to comply with

Job Code - HR 002 government requirements as directed by the

Salary Grade - Pay grade 5 immediate superior.

6. Assist in the periodic Performance

Evaluation of employees and makes records in
Job Summary
their HIRS or 201 file for references in terms of
Under the direct supervision of the salary adjustments or promotion.
Human Resource Manager assist in the
general functions in the recruitment, selection,
 7. Assist in Job Evaluation program The accuracy of job information is
conducted by the department through the necessary. The job analyst prepares the
distribution and retrieval of questionnaires for questionnaire based on the purpose of the job
further analysis of the Job Analyst. analysis. The form to be used is carefully
prepared based on the simple understanding of
8. Coordinates with other department on
the employees who will answer them. The set
employees' requirements such as leave of
of questions contains information as to its
absence, sick leave notices, maternity leave
purpose, clear-cut instructions and the
and other benefits. 9. Does other related duties
procedure on how to accomplish the
and assignments that may be required from
questionnaire. The questionnaire is distributed
time to time.
to the supervisor who will then require the
employee concerned to answer it, the

JOB SPECIFICATIONS supervisor then reviews the information as to

its accuracy. He talks with the employee
1. Education - College Graduate Major
concerned with the information which he thinks
in Human Resource or Psychology
does not conform to his judgment. The
2. Training - On the Job training at the corrected questionnaire is then forwarded to
HRD for at least 500 hours the HRD for finalization of the job description.
The study of the job information should be
3. Job Location - HRD at usually in air-
continuing process. The duties and
conditioned room
responsibilities change due to changes in
4. Assignments - May be assigned to
technology and other needs of the
liaison work with government offices and may
organization. Job descriptions should be
be exposed to traffic and dust
reviewed annually.

2. The Interview Method

Job Analysis Methods
There is no best method in job analysis.
The method to use depends upon the purpose
of the analysis, the time element devoted to it
and the amount of money that the company
would like to spend for the activity.
1. The Job Questionnaire Method
The interview method is commonly used
for blue-collar jobs, as the employee may not
be able to answer the questionnaire. The job
analyst gets the information by interviewing the
employee about his job or the immediate
supervisor. To get the more specific data the
analyst is guided by a set of facts about the job
and records or take notes in the information
given by the employee. The analyst gathers
information and acquires a personal impression
about the job and later these will contribute to
the accuracy of his job description. A well-
trained job analyst gives the feeling that the job
is properly evaluated, and the employee is
satisfied.
3.The Combination of Interview and
Questionnaire Methods
Under this method, the job analyst gives
the questionnaire and then conducts interview
later. The analyst verifies the information from
the employees' immediate supervisor thru a
structural interview. To verify further
information, the analyst interviews the
employee concerned. The contents of the
questionnaire and the verified information are
the bases for the writing of the job description.
4. Observation and Interview Method
This method is involved in the
observation of the worker at the job site and in
their station. The observation is noted while the
employee is performing the tasks assigned to
him. Oftentimes, time and motion study is
involved in this activity. After the observation
the job analyst interviews both the worker and
the supervisor to verify the information
gathered through observation and the results of
the time and motion study. The results of the
interview, observation and time motion study
are the bases of the written job description,
which will be sent to the supervisor and the
employee concerned for final review and final
printing.
CHAPTER 7 – WAGE AND SALARY
ADMINISTRATION
The Role of Human Resources in the
Payment of Salaries
One of the most important functions of
the Human Resources is the payment of the
proper salaries and wages to all company
employees. The pay that the employees
receive from their employer is very reason for
their being in the job. The pay provides them
with strong incentive to do their jobs well and
the rate of pay indicates their status in the
company. The pay determines the standard of
living and their positions in the community that
they live. It must be commensurate with their
efforts and contributions to the company’s'
profitability index. The determination of the
proper level of pay is the foundation effective
employee and employer relationship as a
satisfied worker will stay longer in the company
and develop a working team that could be
beneficial to both parties. One way to retain
competent employees and keep their morale
high is to plan salary levels so as to establish
uniformity of pay in relation to the job in the
company and those in other business
establishments in the community.
The function of the payroll in a company
is usually the wage and salary administration
and it is carried out by the Human Resource
Department. The most important duty of the
Human Resource Department is to set wage condition of laborers is most wretched. When
scales high enough to attract better employees this happens, the laborers could be deprived of
and contribute to the level of profitability that those comforts which customs render as
will sustain continuous profitable operations. absolute necessities.
The level of pay must not impair profits,
however.
2. The Just Wage Theory of St.
Theories of Wages
Thomas Aquinas
Wage theories deal with the payment of
A just wage is described as wage which
labor employed in competitive enterprises.
permits the recipient worker to live in a manner
Wages represent the payment of one factor of
in keeping with his position in society. This
production that is manpower. Profits and capital
doctrine is related to social organization based
could not be attained without the manpower
on the individual in the social organization;
that has to be paid according to their
According to this theory, the workers' cost of
contribution for the acquisition of enough
living should be considered first in the cost of
capital to attain the desired profits. Wages are
production. Wages are responsible for
the contributions or are the shares paid for the
allocating labor to various occupations. This
value of land, capital and profits.
theory is the basis in the implementation of
1. Classical Wage Theory minimum wage laws. While it could not be
consistent with the minimum requirements for a
This theory is based upon the
decent living in the social organization, it
fundamental concept that labor is a commodity,
responds to the basic requirements for
and we have to pay the price according to
subsistence living. The creation of the Tri-
supply and demand. When the labor supply is
partite Board composed of Labor, Management
greater than the demand, the lower is the price
and the Department of Labor is the answer to
and when there is greater demand the higher is
the study of the implementation of just wages.
the price. The price of labor, which is called
wages, is necessary to keep the laborers to 3. The Wage Fund Theory
subsist and perpetuate their race. Wages
The wage fund theory expounded by
should not fall below subsistence level. When
John Stuart Mill and his followers is based on
the supply of labor reaches below the industrial
the Malthusian theory of population and the law
requirement, there will be a competitive bidding
of diminishing returns. This theory holds the
among employers and therefore there will be a
idea that the working capital of the nation
consequent rise in wages. When the price of
provides a fund from which wages can be paid.
the labor is below the natural price, the
The fund is to be divided by. all the workers
proportionately. When a certain group gets a
greater share of the total fund, the rest in the
group will have less to share: An increase in
the wages of some through collective
bargaining or any other pressures
adversely affect the wages of others. Under
this theory it would appear that it is futile to
attempt to increase wages. It would appear that
when you increase the wages of other workers
in the company, it would redound to decrease
the wages of the other sectors, because the
portion of the corporate wage fund goes to the
selected sectors in the organization.
comment under this theory is that the fund
should be elastic for all the other factors of
production such as capital, maintenance,
materials and labor. It should be elastic enough
to meet the economic conditions prevailing
conditions prevailing at the time and the
conditions of the corporate economy.
4. Bargaining Theory of John
Davidson
The bargaining theory proposes that
labor is a commodity like anything that could be
bought at a price by the user. As a commodity,
it carries with it a price that is determined by
the bargaining process between the buyer and
seller. The sellers of labor are the workers, and
the buyers are the users or the industries that
utilize their services. The labor sets the limit of
the value of their services as conditioned by
the utility of reward. Such reward is conditioned
by what their money can buy with the wages in
the light of their actual standard of living. The
bargaining theory brings about the organization
of labor unions. These unions bargain with
management for their services. The
management then sets the discounted value of
will labor based on the value of output in question;
while labor demands the living wages that they
think is enough to sustain a decent living
condition. When management sets a rigid limit
on the funds available for labor as it affects
operating cost and profitability; on the other
hand, labor insists on living wages for their
effort. The resultant condition is either a strike
A or a lockout.
5. The Marginal Productivity Theory
The marginal productivity theory offers
the best economy explanation of the wages in
modern industry. The supply of labor in any
given economy overall depends upon the total
number of individuals available for work.
Worker's mobility, which is the transfer from
one company to another due to opportunities in
the other company: affects the structure of
wages in the industry. It is not only the
difference in wages that makes the employee
transfer to another company. Better
opportunities for advancement, more benefits,
better working environment, or even the
corporate atmosphere are other factors that
affect mobility. In this juncture, it may be
surmised that mobility is not judged by the
amount of movement but the degree to which
existing job differences call for worker
movement. The hiring of added labor force, or
the transfer of one employee to another
company at a particular wage is based on the
assumption of the company that the added
labor will contribute to the increase
production output or increase in the quality of
the product. While such assumptions may have
bearing to a certain extent, any increase in
manpower tends to decrease the value of the
marginal product as the number of workers-
increases. In our developing economy where
manpower is in great supply against demand,
competition in the labor market is seldom felt
by the industry, except in some critical
positions where specialization is in great
demand.
6. The Purchasing Power Theory
The purchasing power theory tries to
establish the relationship between wages and
the level of economic activity. The level of
economic growth is dependent upon the
savings generated because the increase in
wages creates a surplus that propels growth.
The more income the worker gets, the bigger
the purchasing power of the workers, then this
increases consumption of goods and services.
Increased consumption of goods generates
employment opportunities.
7. Labor Theory of Value
Karl Marx propounds this theory of labor.
This gives credence to the value of labor. It
emphasizes that labor is the source of all
product and that without this important
component, there could be no goods for human
consumption. Every good that is produced
could be traced back to the participation of the
worker and, therefore, labor must get the
in greater share of the profit. This is the
philosophy of some organized labor groups
who are more active in the greater share of the
profits of the company operations. These labor
unions have the notion that profits are the
surpluses of the other factors of production,
and are pocketed by the capitalist
businessman making them amass wealth.
Profits should be shared with labor as
they create the goods that generate capital by
the surplus incomes. Economic activity is
created by these surplus profits that create
investments. When employer's contentions run
counter to the activists' group of labor unions,
this can create labor unrest detrimental to both
labor and management and even to economic
growth.
8. The Standard of Living Theory of
Wages
A recent development in labor market is
the theory of living wages that means that
wages should be based on the cost of living.
The cost of living is dependent upon the
economic needs of the family for the
necessities of life for food clothing and shelter.
While the philosophy is economically sound for
the improvement of the living conditions of the
labor force, it is counterproductive due to the
forces of global economic activity. Our
productivity index has to cope with increased
competition in the global market and our
products must be paired in quality and price.
Any increase in economic growth would
redound to increased wages. Nevertheless, an
increase in income would mean
consumption. More consumption increases the
prices of goods and thus living wages also
need to be increased proportionately. There
could be no end to this argument. It is the
government, labor and management that must
sit together to determine the level of living
wages if possible, by industry and by region.
Wage and Salary Surveys
Once the worth of a job has been
established using one of the job rating
systems, the actual salary to be paid for each
job must be determined. A major factor in
making the determination is the wage survey.
Since salaries paid by other companies have
an effect on employment, morale and turnover
rate, close attention is paid to the salary that is
prevailing in the community and industry for
specific jobs.
Most companies participate in wage
and salary surveys or they conduct their own
surveys. Informal surveys may be conducted
through telephones and informal interviews.
Formal salary and wage surveys
questionnaires based on benchmark jobs that
are also present in other companies and
industries. In the formal survey method, the
Human Resource Department prepares a set
of questionnaires incorporating common jobs
present in the company and is comparable with
other jobs in other industries.
more
Procedure in Conducting Wage and Salary
Surveys
Before embarking on a wage and salary
survey, the Human Resources Department
should study the wage and salary data that are
already available. In any request for survey
data, it could be recognized that job title alone
is not good enough for matching jobs. Each job
title should be accompanied with one
paragraph job description so that it is possible
to accurately compare jobs. In addition to the
base salary, the information should include
data on shift premiums, overtime payment
practices and methods of wage payment.
Some surveys also include questions on paid
holidays, vacation policies, pension benefits,
group health cards and life insurances and
additional leave pays. These data are needed
for more analysis of the total pay structure and
its relation to other company benefits.
Defining the Labor Market > List of Key Job
Positions > Detailed Description of Jobs >
Collection of Salary Data > Compilation of
are Salary Data > Results of Survey
The following are the steps in conducting the
survey:
1. Defining the labor market. Establishing the
boundaries of the pertinent labor market is the
most critical step in the survey procedure. It
involves the selection of the industry, the region
or area or the firm to be included in the survey.
2. List of key jobs and positions common to
most firms in the survey. This will ensure a
representative sampling of the jobs that will be
selected as universal for a particular wage or
salary survey.
3. A detailed description of the key jobs and
positions that are to be included in the
survey and that is common to most firm or
industries. Key jobs are labor grades that are
comparatively stable in duties and
responsibilities. These are occupations that are
common in most industries and scattered
through the ladder of labor classification and
commonly familiar to most people in the
industry.
4. Collection of accurate wage and salary
data. This may be done through a set of
questionnaires and supplemented by
interviews to get the accurate information. The
information must be able to pinpoint the
problem area that has to be addressed by the
compensation level, compensation structure
and the terms of payment plan.
5. A compilation of the wage and salary data
for each job. The data gathered will provide
management with the opportunity of arriving at
the arithmetical average, the median and the
range or rate paid and the supplementary wage
data.
6. Presentation of the results of the survey .
The results are properly evaluated and HRD
prepares the corresponding recommendations
to the management of the most appropriate
action to take relative to the revision of the
current wage structure. Participating
companies are also provided with the summary
of the findings to foster continuous cooperation.
After the organization completes the salary
survey and finds out what he prevailing salaries
are in the community for comparable jobs, it
must then make several decisions:
1. Whether the company should pay salaries
above, below or at the same level, as the
others in the same industry in the community
are paying for the same jobs.
2. Whether the company should pay a single
rate for each job, or slot the jobs into ranges or
grades which would provide room for merit
increases.
3. How many pay grades or salary ranges to
use, and how wide each pay grade should be
(from the minimum of the grade to the
maximum).
4. What is the range of the amount in terms of
money value that should be allotted for each
salary grade levels?
Although there are no set rules for
making these decisions, one tool that is often
used to simplify the process is the use of two-
dimensional graphs, also known as data trend
graph. When the graph is used with the point
system, the values of the points for key jobs in
the industry are plotted with the lowest pay at
the bottom. The survey data for any job is then
plotted according to the evaluation points and
grades. Eventually all the pay survey data
should be plotted.
An examination of the graph will indicate
the trend of the data plotted. A line is drawn to
indicate this trend, using one of the following
techniques:
1. Eye Inspection - The line is drawn freehand
so that about the same number of data points
fall above the line. It follows the general trend
of the data. This technique is the least scientific
and reliable as this does not require scientific
computations. It is more of a judgmental
analysis that is used only by experts in the field
of job evaluation.
2. The Least Squares — This uses the
statistical formula; the trend line will normally
follow a straight path. It presents more
accurately the relationships between the peso
or money value and the points for the key jobs.
3.The Second-Degree Curve - Using another
statistical formula; the trend line will normally
take the form of a curve and may more
accurately indicate the trend of the data.
The trend line should correctly reflect
the trend of the data collected so the
competitive pay rates and ranges will hold
throughout the structure. If the ranking method
is used, the rank number or grade can be
substituted for points on the horizontal of the
graph.
A similar graph should then be drawn to
reflect the relationship between internal
existing rates and job rating points. A trend line
should be established and drawn. This trend
line should be compared with the outside-
survey trend line. In this way, management can
see how salaries compare with those outside
the company. Then the decision will have to be
made whether to pay below the survey trend
line, meet it or pay above it.
In deciding whether to match a survey
trend line, management faces a conflict
between personnel and economic forces. If the
company pays above the survey trend line, its
ability to compete may be endangered as the
labor cost will be higher than the same
industry, thereby added cost of production will
be added to the cost of the product. If the
company pays below the trend line, its ability to
hire capable employees may be affected or this
will cause personnel turnover. To reconcile
these two conflicting forces, management may
decide its own slope line that should be about
the same as the result of the survey.
Another important decision is whether
hourly paid occupations should be assigned a
single rate or a range of rates. For production
or maintenance workers, most organization
pays one standard rate for all jobs in the same
grade. That is especially true when an
operation is so standardized that it is difficult to
determine accurately the contribution of
workers. A single rate for each job has the
advantage of eliminating favoritism.
The Development of Wage and Salary
Structure
The design and operation of wage and
salary structure is the concern of management
and employees. Wage and salary structure is
the hierarchy of jobs to where the pay rate is
attached. The positions are allocated in pay
grades according to the job evaluation results
and its relations with the pay system derived
from the results of the salary survey. The jobs
are ranked in ascending to descending order
according to their importance and based on the
points or ranked earned in the job evaluation
program conducted by the HRD and the
committee created for the development of a
more responsive pay system.
The following are the advantages of the
wage and salary structure:
1. It affects the workers' earning and standard
of living.
2. It eases the recruitment and maintenance of
an effective labor force.
3. It develops employee morale and increases
work efficiency.
4. It represents cost and competitive advantage
in the industry.
5. It helps in preparing budgetary allocations
and eases computation of salary adjustment
and as an aid in short term and long-range
plans.
6.
7. It establishes an equitable salary range for
various jobs.
Wage Structure Design
The design of the wage and salary
structure is' the establishment of the job
classes and rate ranges. All jobs within a class
are treated in the same way for purpose of
economical administration. Pay structure
ranges should be used in developing a
schedule for both rank-and-file employees,
technical and managerial positions. In some
companies, they have a separate structure for
hourly and daily paid employees and separate
salary structure for regular monthly paid jobs.
The managerial pay systems are separated,
based on rank depending on their assignments
and contributions to the company’s' profitability
index.
The number of pay ranges in pay
structure depends on the company and on the
number such structures in the company. If a
company has a single salary structure then,
there should be many pay grades. If the
organization has one wage structure for hourly
workers, another for office regular workers and
still another for supervisors and managerial
employees, then there should be a moderate
number of pay grades in each structure. There
is no standard number of pay grades per
structure for any industry or company. This
depends on the number of job classes and the SALARY RANGE
number of employees in the company. The
It is the range of the salary that is paid to
greater the differences in job classes the
an employee doing similar functions that has a
greater the number of pay grades in the salary
minimum and maximum pay and a series of
structure to give credence to differences in
step adjustments. It is to provide adjustment in
duties, responsibilities and other factors of
pay for performance evaluation without
variances as determined by the job evaluation
distorting the salary pay plan.
program.
It provides adjustments within the pay
The same could be said for the width of
grade of about 3% between each step. It is
the salary grade. There is no standard guide as
determined by the industry rate and the
to the spread of pay grades. For hourly jobs,
prevailing wages adjustments by the Tripartite
the spread from the minimum to maximum may
Board and the Department of Labor and
vary from ten percent (10%) to twenty (20%),
Employment. An example is provided below,
while for salaried jobs, the spread may vary
from 15% to 75%. The typical spread of Sample of Wage Plan for Small and Medium

salaried jobs is 3% from the minimum to the Enterprises

next to step. (See Sample computation) Salary Adjustments with High Seniority

Once the pay structure has been Another reverse situation is when the
determined, the next step is to assign employee with high seniority, is either so
employees to their proper job classifications. If competent or has received so many increases
the jobs are properly evaluated and were that his salary is above the maximum of the
developed before the implementation of any pay grade. This is called red circle rate, which
structure, most existing salaries should fall can be handled in two ways:
within the salary range established for their
1. Review the performance of the
jobs. When employees' salaries fall below the
employee. If the employee is doing superior
minimum of the pay grade for the job, then it is
work and is capable of performing higher tasks
called green circle rate. When that occurs, the
or responsibilities and has displayed potentials
decision to bring salaries to the minimum of the
for promotion, then he has to be promoted and
grade should be based on the employees'
given the salary grade corresponding to the
performance. If the employees are on training
new assignment. He should be under probation
stage, their salaries should perhaps be below
in the new assignment for at least 3 months
the minimum of the grade until they can fully
before he assigned to the new pay grade.
meet the requirements then they are brought
up to at least the minimum of the pay grade.
 2. If the performance review reveals
that the employee is not worthy to be
promoted and such salary increase was
discreetly earned for some obvious
reasons, then the employee will not get
normal merit increase due to
implementation of the new structure. As the
range moves up due to cost-of-living index and
the salary plan is revised accordingly, then his
salary probably will still fall within the range and
then he could be entitled to future adjustments
if deemed necessary.
In order to remain competitive, a salary
structure should be reviewed every two or
three years depending on the inflation rate
prevailing in the country brought by economic
factors or internal factors such as improved
productivity and profitability.
basis plus piecework There are two methods of
paying salaries:
1. By the Time Worked - earnings do
not fluctuate with the amount of work
performed or with the quality of output. In this
the
method, wages are computed in terms of unit
of time. It is common to pay workers by the day
and the term day-work was adopted. Day-work
methods of pay usually include weekly, or
biweekly or monthly bases. Paying by the time
worked is called Non-incentive wage plan
because the method of calculations will not
immediately result in more money. No matter
how hard an employee works during an hour,
the pay will be computed by the hourly rate and
no more. Wages under this plan are computed
by multiplying the number of hours worked by
the rate per hour, as follows:

Methods of Wage Payment HxR=W

The main purpose of a formal wage and In which H - Hours actually worked R - Rate
salary management plan is to have a per hour in pesos W - Total wages earned
systematic method of payment to ensure that
employees receive a fair wage and salary for
the work they perform. Up to this point, we Payment on the basis of time worked is

have examined how these wages are more satisfactory factory under the following:

determined or how much the employees should
be paid for the work they perform. Now we will
examine the methods of determining how
salaries are paid. Two organizations may have
similar salary structures for their jobs yet may
use different methods in computing
employees' salaries. Salaries may be the
same, but one company may pay on hourly
1. Employees have little or no control over how
much work they produce.
2. There is no clear-cut relationship between
the effort made to produce the work and the
amount of work produced.
the
3. Work delays occur often and are beyond the
employees' control.
4. Quality of work is very important.
5. Units of work produced cannot
distinguished and cannot be measured.
2.By the Amount of Work Produced
— earnings depend on how much work the
employee completes or on a related factor,
such as the quality of work. This method of
paying wages is called an incentive wage plan.
The most common of incentive plan is called
piecework. Piecework salaries are determined
by the number of pieces produced
completed and each piece is assigned a piece
value that is called piece rate. Time study sets
the acceptable number of pieces an employee
can produce at a given time taking into
consideration the acceptable quality of work
performance. An industrial engineer studies
jobs and he is tasked to develop methods of
performance revising the flow of
changing materials and equipment so that
better work systems are developed.
There are times that rates are based on past
experiences on similar jobs or on guesswork.
The formula for computing salaries under
piecework is as follows:
NxU=W
In which N = Number of units produced
U = Rate per unit in pesos
W = Wages earned per day or
per week
Guaranteed piecework occurs when
employees are paid their days' — work when
be
the work distortion is not caused by the
employees' lack of power or some other factors
beyond the control of the workers.
Payment by piecework is satisfactory under the
following conditions:
1. When a unit of completed work can be
measured easily;
2. When there is a clear relationship between a
workers' effort and the results of his efforts;
or
3. When the quality of work is less important
than quantity or when quality standards are
uniform and measurable;
4 When the flow of work is regular, breakdowns
are few and jobs follow a standard procedure,
with few interruptions.
Wage and Salary Policies
work,
The company or any organization must
have a clear-cut wage and salary policy. These
policy guidelines will help the organization have
better relationships with employees and
develop a more comprehensive employee
financial planning program. The wage and
salary must appeal to all employees and
stimulate them to greater efforts.
These characteristics include the following:
1. The wage and salary plan must be easily
understood. Every worker wants to know how
his company wage plan works. To keep
employees in the dark as to how their earnings
are determined could lead to distrust on the
management and fear that they are not getting
paid for what they have earned.
2. Salaries in the wage plan should be
easily computed. Most employees like to
compute from to time what they are earning
and to make sure that the salaries are correct.
Therefore, a wage payment plan should be
simple enough to allow quick calculations. The
method of wage payment must be explained
during the orientation program and employees
must be made to understand that wages are
related to employees' effort and productivity
and based on a wage plan that relates to duties
and responsibilities of the positions and other
factors considered in the job evaluation
program.
3. Salaries must be made relevant with
efforts. Standards should be set and can be
reached by good workers. Standards should be
set so as to challenge a worker making him
reach the extra effort. Once he has achieved
the standard, he should be rewarded for his
effort with increased earnings.
4. Incentive, wage plans should provide
payment for incentive earnings to
employees soon after they have been
earned for efforts exerted to reach the
standards. In this way, the reward or penalty is
fixed in their minds in relation to the work they
do. Obviously, it would be too costly and
unwieldy to prepare a payroll every day. A
weekly payment of wages is most reasonable.
5. The method of payment should be stable
and unvarying. Frequent changes in wage
payment plan may lead worker to think that
management is trying to confuse and or even
cheat them. It is important to choose a plan
that will fit the needs of the organization so that
the necessity of frequent subsequent changes
eliminated.
Morale Renewal in the Workplace
1. Know that leaders have limitations.
Steve Berglas of the Harvard Medical School
believes that "people who achieve great
heights but lack the bedrock character to
sustain them through the stress are headed for
disaster." He predicts that one or more of the
four could result when a leader does not have
the requisite character = arrogance, aloneness,
adventure-seeking er adultery.
2. Choose character.
John C. Maxwell is right in his observation that,
"We have no-control over a lot of things in life.
We don't get to choose our parents. We don't
select the location or circumstances of our birth
and upbringing. We don't get to pick our talents
and IQ. But we do choose our character. In
fact, we create it every time we make choices."
In the workplace, you can create your own
character. Do you want easy money or work for
it? Do you keep the right company? Do you
stand by your principles? You can, if you
choose to.
3. Walk the talk.
Integrity is important in the workplace. In fact,
many employers prefer to have employees with
integrity first, then skills second. Skills can be
taught but integrity is innate in ones' character.
4. Avoid compromising.
While life is not black or white but shades of
gray, there are instances when you have to
choose between right or wrong. A wrong can
never be right even if a compromise is
reached. If workers really want straight leaders,
they must be vigilant and uncompromising in
asserting their rights as. well as in performing
their responsibilities. When compromises are
made, the rest of the organization, the buying
public and the society are affected.
5. Use the same measures on yourself.
You want a leader who is not immoral, corrupt,
or incompetent. Exact the same measure or
standards on yourself. Be as harsh on yourself
as you are in judging others. That you are just
a follower is never an excuse for being la*
incompetent or immoral.
6. Face the mirror.
If you want one less scalawag in the
workplace, reform yourself. Look for areas for
improvement in your character. If you have the
guts, ask somebody you trust to tell you what is
wrong in your character. Take the feedback
positively as a gift for you. improvement. Don't
rationalize but instead work at developing a
better
7. Show the mirror to your leaders.
If you want honest and concerned leaders, you
might just have to show them the mirror too.
Some of them have blind spots and can’t see
their mistakes, shortcomings and
transgression.
Remember that tyrants happen only when the
led blindly accept tyranny or do not do anything
about it. To make leaders honest, they must
know that they are also being watched and
evaluated and that positions and possession
are only temporal and ephemeral.
8. Don't just admit mistakes; correct
them.
People who do not know that they are wrong
cannot be corrected. The first step towards any
form of renewal is admission that there is a
need for correction.
Humility to admit mistakes is great but not
enough. There must be correction. Even the
Bible mains stiff-necked after many rebukes
will suddenly be destroyed — without remedy.
9. Have an improvement plan.
Do not leave matter of improving yourself.
Moral renewal does not happen by accident.
You must exert deliberate effort to mend the
crack in your character. Task yourself to show
improvement. Have reasonable milestones that
you must monitor and check regularly, then
celebrate your little victories. But do not boast
about your achievement if humility is a virtue
you are trying to instill in yourself.
10. Rebuild and do not slide back.
Set your mind toward the future. Stop going
back to your past, except to see how much you
have progressed. Let your guideposts be
milestones in the future and not how you were
before. If you have improved in a facet of your
character, make sure that you don't slide back.
Be not like the dog that eats his own vomit.
Never underestimate what ordinary people can
do, especially when they heed the call of one
leader who was killed in Dallas, almost our
decades ago," ...ask not what your country can
do for you; ask what you can do to your
country."
Other Information Related to Wages
Labor and Wages
The type of job one does and the
financial compensation he or she receives are
very important in our society. Job type is linked
to status as is wealth. While the type of job one
performs is arguably more important status
wise then wealth, both are. important to
Americans.
In the past we used to use other
descriptions to classify workers. The terms blue
collar or white-collar employees were used to
describe the type of vocation.
Blue Collar — Manual laborer
White Collar — Office workers secretarial, etc.
Pink Collar — Job associated with women like
nursing, secretarial, etc. This, being a rather
sexist term, is no longer used.
Today we classify our work roles into
three categories called labor grades. These
labor grades are described below:
Skilled Labor - these are workers who
have received specialized training to do their
jobs. They have developed and honed a
special skill and may or may not need to be
licensed or certified by the state. The examples
of skilled laborers are carpenters, plumbers,
electricians, business executives and
managers, artisans, accountants, engineers,
police, mechanics; etc. These may be blue- or
white-collar workers.
Unskilled Labor - These are workers
who have received no specialized training
technological one, the members of this group
have developed and have few specific skills. As
our society has grown into an increasingly'
developed more and more skills. A mechanic
for example, used to be considered unskilled
labor. Today, that is no longer the case.
Mechanics require a great deal of skill and
training to w today's modern engines.
Examples of unskilled laborer sanitation and
custodial workers, painters, factory assembly
line workers, etc. These are blue collar
workers.
Professionals - Arguably the elite of the
labor grades, these are those workers who
need an advanced degree to do their jobs. The
three primary groups of professionals are
doctors, lawyers, and teachers. These are
white collar workers.
 These labor grades are often said to be
non-competing labor grades because workers
rarely move from one grade td another and do
not compete salary wise with each other. There
are reasons why they do not compete with
each other. The cost of education and training
may be a significant obstacle. They might lack
the opportunity to make such a move and they
might also have a lack of initiative.
HR QUIZZEZ
QUIZ #1
1. Training has to be continuously offered
to keep employees updated and
effective. TRUE
2. The cost of training is greater than the
cost of gaining experience. FALSE
3. The element of predictability is far
greater when compared to the outcome
of a well-conceived and conducted
training program. FALSE*
4. Employees with effective orientation
programs tends to stay longer with the
company. TRUE
5. Development is used to gain a
competitive advantage and viewed
broadly as to create an intellectual
capital. FALSE
6. The success of any training program
can be gauged by the amount of
observation and practice that occurred
and is transferred to the job. FALSE
7. Supervisors determine the need for
training and specify the training
objectives and the training efforts.
FALSE
8. Only internal forces that can influence
training must be considered when doing
organizational analysis. FALSE
9. The use of Job Description Data in
making this individual analysis is the
most common approach. FALSE
10. An employee’s potential may mean
further training to assume a higher
position in the future. TRUE
11. Negative tone attitude toward training
that must be cultivated and made an
integral requirement before the
employee sets foot in the training
program. FALSE
12. Training involves a permanent change in
behavior. FALSE
13. Self-efficacy is the most important
aspect of training administration. FALSE
14. The immediate and special needs of a
company are determining factors in the
selection of the training courses and
materials. FALSE
15. Learning has a major impact on the
delivery of training programs. FALSE
16. This technique can be effective because
the individuals are given the opportunity
to get away from the job and
concentrate solely on what is to be
learned. OFF-SITE/OUTSIDE
DEVELOPMENT INTERVENTION
17. It determines employee’s development
potentials and needs.
PYSCHOLOGICAL TESTING
18. The process of shifting employees from
one job to another. JOB ROTATION
19. Adding challenges and new
responsibilities to the employee’s
current job. JOB ENLARGEMENT
20. Employees interacting with more
experienced organization members.
MENTORING
21. Group of employees who work together
to learn from each other and develop a
common understanding on how to get
the work done. COMMUNITY OF
PRACTICE
22. The growing capabilities that go beyond
those required by the current job.
DEVELOPMENT
23. Practical application of what was
learned in the program. TRANSFER OF
TRAINING
24. Degree of the employee’s desire to learn
the cognitive ability, reading and writing
skills and other technology changes
necessary in the work environment.
BASIC SKILLS
 25. The planned introduction of new
employees to their jobs, co-workers, and
the organization. ORIENTATION
26. It makes management alert to
inefficiency, provides better products,
and services and keeps costs down.
TRAINING.
27. How management gives the new
employees information about the details
of his/her work. THROUGH INDUCTION
28. Learning while working in the job. ON-
THE-JOB TRAINIG
29. An objective in training to make the
employees do his job more efficiently.
PRODUCTIVITY
30. These skills are needed to perform
one’s job effectively. BASIC SKILLS
QUIZ #2
1. Analysis of the Organizational Structure
is the vertical interconnections among
jobs. FALSE
2. The type of Organizational Structure has
no implication in the design of the jobs.
FALSE
3. There is a best method in job analysis.
FALSE
4. The smaller the company, the simpler
the job evaluation method used. TRUE
5. Similar jobs performing similar duties
and responsibilities must have the same
job title. TRUE
6. Job titles must not reflect the major job
functions. FALSE
7. Job analysis focuses only in one
important data that managers must have
the right information about the nature of
the employees. FALSE
8. The accuracy of job information is
necessary to Job Analysis. TRUE
9. Job analysis is considered as the
building block of anything that human
resource manager does. TRUE
10. The type of organizational structure has
implication on the design of the jobs.
TRUE
11. In a divisional structure, jobs need
specialization, and the responsibility is
focused on specialized skills hence
supervision and decision-making
become minimal. FALSE
12. The correct title of a particular job is very
important in the organization. TRUE
13. The result of any job analysis program is
the writing of the Job Title and Job
Specification. FALSE
14. Job Analysis is the sole responsibility of
the HRD. FALSE
15. A HR Manager requires knowing the
different jobs in the company. TRUE
16. It is an improvement of the ranking
system. POINT RATING METHOD
17. The ff are uses of job description:
● It helps identify and distinguish
one job from other jobs.
● It is used as a tool in the proper
employee recruitment, selection
and training.
● It helps establish job relationships
within the salary bracket.
● It serves as a guide in structural
departmentalization.
● It could be used as a guide in the
horizontal and vertical promotion
of employee’s thereby developing
and promoting morale.
1. The process of getting detailed
information about the task, duties, and
responsibilities of the job as seen in the
organizational structure. JOB ANALYSIS
1. It identifies what work must be
performed and who will perform it. JOB
INFORMATION
1. It is the systematic determination of the
value of each job or relations to other jobs in
the organization. JOB EVALUATION
1. It is more complex method, and it
involves a monetary scale instead of a point
scale. FACTOR COMPARISON METHOD
1. From the foundation of any human
resource process from recruitment and
selection of performance management,
compensation, and career development.
HUMAN RESOURCE PROGRAM
1. One who studies the duties,
responsibilities, and the specification
requirements of the job. JOB ANALYST
1. A written statement of the essential
characteristics of a job including the necessary
qualifications, duties, responsibilities, and
degree of authority of job. JOB DESCRIPTION
1. This method is commonly used for blue-
collar, as the employee may not be able to
answer the question. THE INTERVIEW
METHOD
1. It contains information about the
employee’s qualifications and traits required in
the effective performance of the work assigned.
JOB SPECIFICATION
1. The simplest and oldest method and the
least often used, it usually based on overall
difficulty rather than on a number of
compensable factors. RANKING METHOD
1. It clearly shows the area of job activity
and must show its relationships with the other
jobs in the unit or department. JOB TITLE
1. The process of getting detailed
information about the tasks, duties and
responsibilities of the job as seen in the
organizational structure. JOB ANALYSIS
1. It evaluates selected job factors, which
are regarded as important for the effective
performance of the job, according to one
several alternative methods. JOB
EVALUATION
QUIZ #3
1. HRD function in a company is usually
the Wage and Salary Administration.
FALSE
2. The level of pay must impair profits.
FALSE
3. There are set of rules for making
decisions in conducting Salary Wage
Survey. FALSE
4. In deciding whether to match a survey
trend line, management faces a conflict
between the law and economic forces.
FALSE
5. The design and operation of wage and
salary structure is the concern of
management alone. FALSE
6. Jobs are ranked in ascending to
descending order according to their
importance. TRUE
7. The design of the Wage and Salary
Structure is the establishment of the job
classes and rate ranges. TRUE
8. The number of pay ranges in pay
structure does not depends on the
company and on the number of such
structures in the company. FALSE
9. The same could be said for the width of
the salary grade, there is standard guide
as to the spread of pay grades. FALSE
10. Once the pay structure has been
determined, the next step is to assign
employees to their proper job
classifications. TRUE
11. When employees’ salaries fall below the
minimum of the pay grade for the job,
then it is called green circle rate. TRUE
12. To remain competitive, a salary structure
should be reviewed every four (4) years
depending on the inflation rate prevailing
in the country brought by economic
factors and internal factors. FALSE
13. The Bargaining Theory is brought about
by the organization of minimum wage
laws. FALSE
14. Presentation of the surveys result is
optional in conducting wage and salary
survey. FALSE
15. Skills is much more important that
integrity. FALSE
16. The elite of the labor grades.
PROFESSIONALS
17. This theory gives weight to the merit of
work. LABOR THEORY OF VALUE
18. Advantages of Wage and Salary
Structure:
● It affects the worker’s earning and
standard of living.
● It eases the recruitment and
maintenance of an effective labor
force.
● It develops employee morale and
increases work efficiency
● It represents cost and competitive
advantage in the industry
● It helps in preparing budgetary
allocations and eases
computation of salary
adjustments and as an aid in
short-term and long-range plans
● It eliminates pay distortions and
inequities in employee
compensation
 ● It establishes an equitable salary 1. This theory offers the best explanation
range for various jobs of wages in modern industry. MARGINAL
1. Characteristics of Wage and Salary PRODUCTIVITY THEORY
Policies:
● The wage and salary plan must
be easily understood
● Salaries in the wage plan should
be easily computed
● Salaries must be made relevant
with efforts
● Incentive wage plans should
provide payments for incentive
earnings to employees soon after
they have been earned for the
efforts exerted to reach the
standards
● The method of payment should
be stable and unvarying
1. This theory of wages is expounded by
John Stuart Mill. WAGE FUND THEORY
1. This theory is the basis in the
implementation of minimum wage laws. THE
JUST WAGE THEORY OF ST. THOMAS
AQUINAS
1. This theory proposes that labor is a
commodity like anything that could be brought
at a price by the user. BARGAINING THEORY
OF JOHN DAVIDSON
1. It tries to establish the relationship
between wages and the level of economic
activity. THE PURCHASING POWER THEORY
1. This theory, if applies will be in favor for
the labor force but is counterproductive. THE
STANDARD OF LIVING THEORY
1. “The more money I have, the more
clothes I can buy” is a statement that
characterizes what theory of wages?
PURCHASING POWER THEORY
1. Who propounded the labor theory of
value? KARL MARX
1. This method of wage payment is often
used in paying wages for factory workers. DAY
WOR METHOD**
1. This type of theory gives weight to the
merit of work. LABOR THEORY OF VALUE
1. This technique is the least scientific and
reliable as this does not require scientific
computation. EYE INSPECTION