THE DEVELOPMENT OF HUMAN RESOURCES

Personnel or human resource management is a relatively new field in the

Philippines. It was only in the early 1950s that is gradually gained acceptance and
recognition in private business and industry. For it to gain acceptance and recognition,
three conditions need to exist:

1. Top management must be convinced that personnel management is needed in

its business operations;
2. Qualified personnel administrators must be available; and
3. Personnel administrators must demonstrate their capacity to contribute to the
company’s objectives and goals.

Top management is too often unaware of what personnel work is and what it can do
to promote effective management. As a result, personnel management is usually given
only minor role in business affairs. With the supply – demand gap for personnel
administration, many” personnel specialists” without adequate preparation have entered
the field, messing up some personnel programs because of amateurism or plain lack of
understanding of what personnel work is. The Personnel Management Association of
the Philippines (PMAP) is a nationwide organization of all the personnel managers and
human resource practitioners in the country which was established to uphold the
profession to the fullest.
 Among the activities of PMAP are:

1. Training and developing personnel administrators through seminars, lectures,

workshops, meetings, national conferences and holding tripartite conferences
pertaining to personnel management and industrial relations;
2. Participation in public hearing to voice support of, or opposition to, proposed
legislation affecting business and industry;
3. Dissemination of information to upgrade personnel management, offering
technical advice through its special committees and library facilities; and
4. Establishment of a public relations program aimed at informing the public about
the nature of personnel work.

In addition, government instrumentalities such as the Department of Labor and

Employment (DOLE), the Employees Compensation Commission, the Social Security
System (SSS), Technical Education and Skills Development Administration (TESDA)
and other government agencies, usually consult with the association before taking a
stand on matters affecting employer-employee relations.

ORGANIZATION AND HUMAN RESOURCES

To grow and thrive in today’s competitive environment, organization must deal

with many and diverse changes. Traditionally, the concept of value has been
considered a function of finance or accounting. Human resources are crucial to the
long-term survival of the organization. Our definition of value includes not only profits
but also employee growth and satisfaction, additional employment opportunities,
protection of the environment and contribution to community development.

The organization is made up of people. The main goal of any organization is to

provide goods and services effectively. It is the people who are linked in a formal
structure and managerial leadership. People are vital to an effective personnel
management program. The development of an effective organization hinges on the
proper selection, development, utilization, rewarding and maintaining capable people.

THE CHALLENGES OF HUMAN RESOURCE

1. The challenge of the global community

Organizations are increasingly finding out that to survive they must

compete with organization not only in the place of operation but the global
business community. Companies need to compete and defend not only their
local markets and customers; they must broaden their scope to encompass
global markets.

2. The stockholders challenge

 key to success in today’s business environment is to meet the investor’s
needs and those of the other stakeholders. These stakeholders are the
customers, employees and the community where the enterprise operates. The
companies are challenged to reach financial objectives through meeting
customers’ and employees’ needs. Satisfied customers are assets that will
sustain company growth and financial stability.

The Human Resources Management greatly influences cost reductions,

quality management and financial systems that are ingredients to profitably and
growth. Companies shall look into diverse work forces to capitalize on forward
looking ventures. Successful companies practice good human resources
management programs that motivate and reward employees, that provide high
quality products and services. These companies believe that their greatest
assets are their work force.

3. The challenge for productivity

The global technology in increasing the challenge to greater productivity.

Human Resources became more “smarter workers” with the aid of computer
aided machines, internets and expert systems. They produce highly quality
products that are demanded by the world market. The introduction of these new
technologies needs the reconfiguration of the employees work design, training
program and reward 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.

DEFINITION OF PERSONNEL/HUMAN RESOURCE MANAGEMENT

Personnel or Human Resource Management may be defined as the 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 the goals of the enterprise.

HUMAN RESOURCE MAGEMENT: A Science and an Art

A science is a systematic accumulation of facts, their analysis and interpretation

and their use to arrive at a satisfactory conclusion. Personnel management is a science
because it involves the systematic gathering of data derived from surveys, statistics,
interviews and observations. It is an applied science because it utilizes scientific
principles in analyzing and interpreting data for application in the management of the
people at work.

Art proficiency in the practical application of knowledge acquired through study,

experience or observation. After the required knowledge are gathered and analyzed and
the possible solutions to a problem are formulated, a good executive needs to select the
best from among alternative solutions. He needs to implement his choice at the right
time to achieve the desired result and to foresee the probable success failure of his line
of action, and institute needed corrective measures promptly. This is where personnel
management is an art, since it involves the making of sound decisions.

PERSONNEL/HUMAN RESOURCE MANAGER

The personnel or human resource manager, who is a member of the top

executive group, is responsible for the formulation of personnel policies and programs
which will serve as the foundation for an efficient personnel administration in a company
for it to realize its goals and objectives and allow the employees to develop their
individual career goals.

COMPANY HIRE A HUMAN RESOURCE MANAGER BECAUSE HE CAN:

1. Help management achieve company objective

2. Assist top management in formulating sound policies, programs and rules and
after approval, administer them fairly and efficiently;
3. Assist line supervisors and managers in providing employees with satisfactory
work environment and in promoting harmonious relationships with the employees
and the unions;
4. Make managers and supervisors aware of their full responsibilities in
management of human resources by providing them with technical help needed
to handle employee problems;
5. Help train and develop the human resources of the company in order to equip
them with the skills and knowledge required in accomplishing their jobs
efficiency;
6. Help promote understanding and good relationships by operating the lines of
communication between management and employee thereby creating an
atmosphere where workers can be happy and proud to belong to the
organization;
7. Identify management problems that can be resolved and opportunities that can
be realized through improved effectiveness in personnel management;
8. Assist managements and supervisors in handling labor relations, problems,
utilizing his knowledge and competence on labor laws, government regulation
and court decisions on labor relations;
9. Assist the company in promoting good morale and motivation among its human
resources;
10. Assist in crisis management and organizational development.
THE ROLE INCLUDES THE FOLLOWING

1. Recruitment and Employment;

2. Interviewing, testing, recruitment and temporary employment;
3. Labor coordination;
4. Training and development
 Orientation of new and temporary employees
 Performance management training
 Productivity enhancement
5. Wage and salary management
 Job evaluation
 Wage and salary survey
 Executive compensation
6. Benefits administration
 Vacation and sick leave administration
 Insurance
 Stock plans
 Pension plan
 Retirement plan assistance programs
7. Employee service and recreation
 Bus service
 Canteens
 Athletics
 Housing and relocation
8. Community relations
 Publication
 Community project and relation
9. Records Management
 Employment records
 Information system
 Performance record
10. Health and safety
 Training
 Safety inspection
 Dental and medical services
 Drug testing
11. Strategic management
 Collaborative planning
 Out-sourcing manpower research
 Organizational planning

ROLES OF THE HUMAN RESOURCE MANAGER

 1. SUPERVISOR – He plans, organizes, directs, controls and coordinates the
activities of his departments. He delegates some of his functions to his
subordinates but check on them through follow ups. He manages the work of the
employees in his department and trains them in developing their skills for
efficiency.
2. ADMINISTRATIVE OFFICIAL – He or his staff conducts or directs certain
personnel activities as provided or in the policies and programs entrusted to the
department. 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.
3. ADVISER – He serves as counselor, guide and confidante to management
supervisors and employees. To be competent, he must keep himself informed
about employee attitudes and behavior and be abreast of treads in the industrial
relations field which may affect his company.
4. COORDINATOR – He brings into action all activities, regulates and combines
diverse efforts into a harmonious whole, and gets together and harmonizes the
work of various personnel in his department and the of the labor contract, he
must understand the nature, significance and methods of collective bargaining.
5. NEGOTIATOR – He is the representative of the management in negotiating labor
contracts or to attend negotiations with unions in an advisory capacity. As a
negotiator and administrator of the labor contracts, he must understand the
nature, significance and methods of collective bargaining.
6. EDUCATOR – He conducts or administers company’s training program. He is
very much involved in the management of employee development programs of
his company.
7. PUBLIC RELATIONS MAN – His functions require him to deal with the general
public, which includes the employees, the unions and community.

PERSONAL QUALITIES OF HUMAN RESOURCE MANAGER

1. Can communicate effectively, both orally and in writing;

2. Possesses an above-average intelligence;
3. Enjoys working with people;
4. Grasps the implication of a given situation, understands individual attitudes and
the problems of the employees and the employer;
5. Aggressive, mature and capable of giving sound advice that will be in the best
interest of both the employer and the employee;
6. Possesses the integrity, industry and courage to earn the respect of the
employees and his employer; and
7. Possesses a pleasing personality and personal warmth and should be
approachable.

THE SKILLS NEEDED BY TODAY’S HR PROFESSIONALS

A higher degree of professionalism is the demand of the new HR practitioners.

This includes the following:
1. A higher degree of knowledge on management practices and processes. He
would need this to collaborate other line managers.
2. The HR practitioner is a server provider to other line managers. He must possess
a high degree of human and public relations.
3. A great knowledge of human psychology and social relations. It is a great asset
to effective coordination.
4. He is a consultant on labor relations. A working knowledge of labor laws and
regulations is of great advantage.
5. As a management practitioner. A thorough knowledge of management and its
relations to effective organization is a must for all HR managers to plan out
strategic approaches to problems and the solutions.
6. A community relations officer. The HR manager develops greater linkage with
government and other stakeholders. He has to coordinate with schools and other
agencies for their manpower pooling and other services.