HUMAN RESOURCE MANAGEMENT 1910-1930
(HRMA103) Most companies started to develop departmental units
CHAPTER 1
Human Resource Management- is the organizational
function of managing and handling one of the most
valuable assets of the organization- its employees. It
tackles various undertakings performed by a business
firm to make certain that workers are handled and
managed as human beings worthy of respect and
compassion throughout their employment.
Three Stages of the Employment Cycle
Pre-Hiring Stage
Organizations determine the right number and type of
people needed to fill up positions in the organization
along with their required qualifications. It includes
activities performed prior to hiring, such as human
resource planning and job analysis.
Hiring Stage
The company establishes policies that will help
managers fulfill the staffing needs of the company,
eventually leading to recruiting and selecting.
Post-Hiring Stage
The company carries out certain HRM practices and
other productivity programs that enhance employees’
performance levels, such as training and development,
performance appraisal, compensation and benefits
administration, employee health and safety, and
separation.
Frederick Taylor
He pioneered the study of scientific management and
eventually became known as the father of scientific
management.
His work played a very important role in the
advancement of the people’s function in the early 1900s.
He also addressed critical issues on incentives that
encouraged the compensation of workers for meeting
and/or surpassing performance criteria.
HRM Historical Breakthroughs
1890-1910
Frederick Taylor introduced a management approach
known as scientific management that focuses on the idea
of the scientific selection of employees based on their
capabilities. This system provides that workers will be
paid additional compensation when they exceed the
standard level of output for a given job, with the aim of
motivating them.
focused on maintaining the well-being of employees.
The field of industrial psychology, together with the
beginning of World War I, led to the development of
employment tests and selection techniques.
1930-1945
During this period, the Hawthorne Studies started to
have a tremendous effect on management studies and
principles such that much attention was given to
personal and social interactions in the workplace that
affect and influence worker productivity and level of
performance.
1945-1965
This period marked the birth of union membership
which gave considerable importance to employee-
employer relationships. It was also during this period
that pays and benefits programs slid in a very notable
value as organized unions bargained for paid work
leaves, and health and welfare coverage.
1965-1985
The Civil Rights Act of 1964 reached its highest point
when it prohibited discriminatory practices based on an
individual’s age, sex, color, religious affiliation, race,
and physical or mental disabilities. Employers were
advised to adhere to equal employment opportunity
provisions and take affirmative steps to avoid workplace
discrimination.
1985-present
A diverse labor force, globalization, and strategic HRM
functions were three pressing concerns during this
period. For employers, the primary aim is to effectively
cope with the intense demands and effects of change,
competition, and job efficiency.
Importance of Studying HRM
It is important even to non-HR personnel such as:
Entrepreneurs
Employees
Supervisors and Leaders
Best Features of Human Resource Management
It is prevalent in nature.
This means that HRM is present and performed in
operational and functional areas of management within
an organization on a continuous basis. In other words, it
is not an “on-off” function that is performed only when
needed.
It is dynamic.
HRM moves! HRM acts! It does not depend on written
rules and policies to solve problems; rather, it focuses on
what can be done through logical and well-grounded
solutions and decisions. It constantly finds ways to
change situations and events for the betterment of the
organization and its employees.
It is individually oriented
In HRM, each employee is considered a human being
that is worthy of respect and compassion. In this sense,
HRM works toward getting the best out of each
employee by seeing to it that they are continually offered
the opportunity to be equipped with new skills through
training, development, and other productivity
improvement schemes. In effect, both intrinsic and
extrinsic motivation is increased.
It is employee-oriented.
Employees are the individuals of an organization.
Rewarding them for their contributions to organizational
success is a strong reinforcement to increase the level of
job performance. A firm’s HRM strategy that empowers
employees makes them feel appreciated for the job they
do.
It is forward-looking.
For an organization’s HRM function to be successful, it
should effectively envision and assess labor needs for a
given period of time. Doing so will assure the managers
that only the competent, motivated people with the right
match of qualifications are joining the company
It is growth-oriented.
For an organization’s HRM process to yield success, it
should constantly enhance the conceptual and analytical
skills of its employees. A carefully planned design for
employee development is almost compulsory if the
organization aims for excellence. Job rotation is one way
for employees to learn various skills.
Difference Between Personnel Management and
Human Resource Management
Personnel Management
Personnel refers to the people manning the organization.
Managing them is referred to as personnel management.
PM is conventional and concentrates on the supervisory
administration of people.
Human Resource Management
HRM is the effective supervision and management of
employees’ capabilities and other attributes.
HRM is a non-stop function directed at developing the
knowledge and skills of employees
Personnel Management
PM is seen as a supplementary activity.
PM reacts to adverse situations as they arise
PM takes complete authority in people management.
Human Resource Management
HRM is an indispensable part of the entire organization.
HRM anticipates and effectively handles adverse
situations even before they arise.
HRM sees the organization as one that embodies a
dynamic personality.
Personnel Management
PM has a limited range as it only focuses on the
administration of people.
PM is particularly involved with recruitment, selection,
and administration of the workforce.
Primary stimuli in PM are monetary and non-monetary
rewards.
Human Resource Management
HRM sees to it both the personal and professional needs
of employees are addressed correctly in order to achieve
work-life balance.
Motivational activities and team-building activities are
top priorities.
In HRM, a fulfilling job is an antecedent, and job
satisfaction is the outcome.
Personnel Management
In PM, a high level of contentment means better
performance.
PM regards employees as tools for the organization to
make more profit
Human Resource Management
HRM considers people as valuable assets.
HRM regards employees as excellent contributors to the
organization’s wellness, and thus acknowledges their
contributions through growth and advancement
opportunities
Personnel Management
PM treats employees as commodities that can be bought
in exchange for money.
PM treats people as an expense, thus, employers have
the power to manage the cost.
Human Resource Management
HRM sees to it there is a constant healthy relationship
between the organization and its employees, which
extends to the family members of the employees.
Encouraging all forms of communication is the driving
force in HRM.
Differences between HRM and HRD
Human Resource Management
1. Focuses on the enhancement of employees,
potential from a long-term perspective.
2. HRM gives attention to the effective utilization
of employees and their capabilities.
Human Resource Development
1. Concerned with enhancing the capabilities of
employees that will result in positive behavior
change.
2. It sees to it that there are continuing
opportunities for growth and development.
Human Resource Management
3. It takes decisions on HRD plans.
4. HRM at its center has HRD.
5. HRM attends to every employee demand resulting
in increased satisfaction and productivity.
Human Resource Development
3. It depends on the decision of HRM.
4. Its goal is anchored to the HRM, which boils
down to the benefit of workers.
5. It promotes upscaling of skills and knowledge
resulting in outstanding performance.
CHAPTER 2
Equal Employment Opportunity (EEO) and the Law
Employee discrimination
It is the unjust or prejudicial treatment of different
categories of people or things specifically on the basis of
their age, race, gender, and religious belief.
Bona fide Occupational Requirements- means that the
company must be able to prove that the requirement is
indeed essential. For example, if a fitness center wants to
hire only women to supervise its women’s locker room
and sauna, it can do so without being discriminatory
because it established a bona fide occupational
requirement
Two Categories of People Protected by EEO Laws
Protected Classifications - categories of people who are
lawfully protected against employment discrimination
based on their age, gender, skin color, ethnicity, and
physical or mental disability.
Protected Groups – sub-categories of people within
each protected classification.
Ex: white, black, and brown are protected groups under
the protected classification of skin color.
The Court defines Discrimination
Intentional Discrimination or Disparate Treatment –
a kind of unlawful discrimination wherein the employer
makes a gesture that intentionally treats an individual
differently on the basis of some form of criteria.
Unintentional Discrimination or Disparate Impact –
an indirect type of discrimination whereby a policy or
standard that is work-related gives unequal chances to
individuals from various protected groups.
Equal Employment Opportunity vs Affirmative
Action
Equal Employment Opportunity. Every employment
opportunity seeks to guarantee that anyone, despite his
age, color, disability, sex, religion, national origin, or
race has an equal chance of employment based on his or
her qualifications inventory.
Affirmative Action. It goes beyond equal employment
opportunity by compelling employers to take certain
steps to provide those in the protected group fair chances
for employment. This is done to eliminate the adverse
effects of past discriminatory practices on the current
work practices in terms of recruitment and selection.
EQUAL EMPLOYMENT OPPORTUNITY
LEGISLATION – IN THE PHILIPPINES
Republic Act No. 7277
An act providing for the rehabilitation, self-
development, and self-reliance of disabled persons and
their integration into the mainstream of society and for
other purposes.
Title II
Rights and Privileges of Disabled Persons
Chapter I – Employment
Disabled persons are those suffering from restriction or
different abilities, as a result of a mental, physical or
sensory impairment, which renders them unable to
perform an activity in the manner or within the range
considered normal for a human being;
Sec. 5. Equal Opportunity for Employment
Sec. 6. Sheltered Employment
Sec. 7. Apprenticeship
Sec. 8. Incentives for Employers
Sec. 9. Vocational Rehabilitation
Sec. 10. Vocational Guidance and Counseling
Sec. 11. Implementing Rules and Regulations
Chapter I – Employment
Section 5. Equal Opportunity for Employment. No
disabled person shall be denied access to opportunities
for suitable employment. A qualified disabled employee
shall be subject to the same terms and conditions of
employment and the same compensation, privileges,
benefits, fringe benefits, incentives, or allowances as a
qualified able-bodied person. Five percent (5%) of all
casual, emergency, and contractual positions in the
Departments of Social Welfare and Development;
Health; Education, Culture and Sports; and other
government agencies, offices, or corporations engaged in
social development shall be reserved for disabled
persons.
Section 6. Sheltered Employment. If suitable
employment for disabled persons cannot be found
through open employment as provided in the
immediately preceding Section, the State shall endeavor
to provide it by means of sheltered employment. In the
placement of disabled persons in sheltered employment,
it shall accord due regard to individual qualities,
vocational goals, and inclinations to ensure a good
working atmosphere and efficient production.
Section 7. Apprenticeship. Subject to the provisions of
the Labor Code as amended, disabled persons shall be
eligible as apprentices or learners: provided that their
handicap is not as much as to effectively impede the
performance of job operations in the particular
occupation for which they are hired; provided, further,
that after the period of apprenticeship elapses, if found
satisfactory in terms of job performance, they shall be
eligible for employment.
Section 8. Incentives for Employers.
(a)To encourage the active participation of the private
sector in promoting the welfare of disabled persons and
to ensure gainful employment for qualified disabled
persons, adequate incentives shall be provided to private
entities which employ disabled persons.
(b)Private entities that employ disabled persons who
meet the required skills or qualifications, either as a
regular employee, apprentice, or learner, shall be entitled
to an additional deduction, from their gross income,
equivalent to twenty-five percent (25%) space of the
total amount paid as salaries and wages to disabled
persons: provided, however, that such entities present
proof as certified by the Department of Labor and
Employment that disabled persons under their employ.
Provided, further, that the disabled employee is
accredited by the Department of Labor and Employment
and the Department of Health as to his disability, skills,
and qualifications.
Section 9. Vocational Rehabilitation. Consistent which
the principle of equal opportunity for disabled workers
and workers in general, the State shall take appropriate
vocational rehabilitation measures that shall serve to
develop the skills and potential of disabled persons and
enable them to compete favorably for available
productive and remunerative employment opportunities
in the labor market.
Section 10. Vocational Guidance and Counseling. The
Department of Social Welfare and Development shall
implement measures providing and evaluating vocational
guidance and counseling to enable disabled persons to
secure, retain, and advance in employment. It shall
ensure the availability and training of counselors and
other suitably qualified staff responsible for the
vocational guidance and counseling of disabled persons.
Section 11. Implementing Rules and Regulations. The
Department of Labor and Employment shall, in
coordination with the Department of Social Welfare and
Development (DSWD) and the National Council for the
Welfare of the Disabled Persons (NCWDP), promulgate
the rules and regulations necessary to implement the
provisions under this Chapter.
Anti-Sexual Harassment Act, 1995 - Philippines
All forms of sexual harassment in employment,
education, or training environment are declared
unlawful. Section 3 defines sexual harassment as a
request for sexual favor, accepted or not, from an
employer, employee, manager, teacher, instructor,
professor, coach, trainer, or other persons who have
authority, influence, or moral ascendancy over another.
Sexual harassment is committed when such favor is
demanded in return for employment or promotion, or if
the refusal to grant such favorable results in the
impairment of an employee’s rights, privileges, or
employment opportunities.
Two Types of Sexual Harassment
Quid pro quo sexual harassment- This happens when a
manager demands sexual intimacy from a subordinate or
a possible hire in exchange for employment. A manager
or supervisor who has the power to employ or terminate
can carry out quid pro quo sexual harassment, and that
behavior is completely illegal.
Hostile environment- It can take place when unsolicited
criticisms and actions interfere with the employee’s
performance and well-being or have created a
disrespectful or insulting work environment for the
harassed employee.
Wage Rationalization Act, 1989 – Philippines
It aims to promote the objective appraisal of jobs on the
basis of the work to be performed and the cooperation of
the employers’ and workers’ organizations concerned. It
spells out the manner for determining the rates of
remuneration. This is limited to the determination of
minimum wage rates for workers in general regardless of
sex. Collective bargaining is to be promoted by the State
as the primary mode of settling wages and other terms
and conditions of employment.
Women in Development and Nation Building Act,
1992 - Philippines
This act intends to promote the integration of women as
full and equal partners with men in development and
nation-building. The State must ensure fundamental
equality before the law and provide women with rights
and opportunities equal to that of men. Gender biases
must be removed and a substantial part of foreign
assistance funds are utilized to support programs and
activities for women.
Act to Regulate the Employment of Women and
Children, to Provide for Penalties in Violation
Hereof, and for Other Purposes, 1952 – Philippines
The Act prohibits the employment of women in work
that involves prolonged standing or lifting of heavy
objects and night work and provides for rest periods. It
prohibits discrimination against women in terms of work
and remuneration. It also provides for maternity leave
benefits and requires the establishment of facilities for
women and children at the workplace.
Migrant Workers and Overseas Filipinos Act, 1995 -
Philippines
The Act is meant to protect Filipino workers working
overseas, primarily female domestic workers. Section
2(b) stipulates that the State must protect local and
overseas labor, and promote full employment and
equality of employment opportunities for all. The
equality of men and women before the law is affirmed in
2(d). Similarly, the contribution of overseas female
workers is recognized as is their vulnerability, and the
State must apply gender-sensitive criteria in the
formulation and implementation of policies and
programs affecting migrant workers.
Magna Carta for Public Health Workers Act, 1992 -
Philippines
Section 9 stipulates that there must be no discrimination
against a public health worker, inter alia with regard to
gender. Section 7 requires everything possible to be done
to permit married couples who are both public health
workers to be employed in the same municipality.
Moreover, the Act grants additional benefits to public
health workers, the majority of whom are women, such
as security of tenure, regulations concerning the normal
hours of work, overtime work, work during rest days and
night shifts, and leave benefits.
Local Government Code, 1991 - Philippines
Section 41c of this Act provides seats for women in all
local legislative assemblies or local government units
nationwide.
Executive Order Concerning the Equality of Access
to Education – 117, Philippines
This order provides for the promotion and maintenance
of the equality of access to education and the enjoyment
of the benefits to be derived from it by all citizens. As a
result of this Order, women may now enroll in the
Philippine Military Academy.
Republic Act Concerning Private Education (6728),
1989 - Philippines
This Act grants government assistance to students and
teachers in private education. Private school teachers
who have meager earnings (mostly female) can avail
themselves of scholarships to enable them to pursue
higher education to qualify for more responsible
positions.
General Appropriations Act 1995 - Philippines
This Act includes a provision for gender-responsive
projects. Section 27 directs government agencies to set
aside an amount from their 1995 appropriations for
projects that address gender issues.
Labor Code of the Philippines, 1974
The Labor Code of the Philippines, which has been
amended several times since 1974, prohibits women’s
night work with some exceptions. According to Art. 12,
the Secretary of Labor must establish standards that will
ensure the safety and health of women employees,
notably in relation to seats, separate toilet rooms and
lavatories, nurseries, minimum age, and other standards
for retirement.
Article 135 strengthens the prohibition of discrimination
against women with respect to terms and conditions of
employment. It defines discrimination as paying lower
compensation to a woman for work of equal value and
favoring a male employee with respect to promotion,
training opportunities, and study or scholarship grants.
Article 136 states that it is unlawful for an employer to
require, as a condition of employment or continuation of
employment, that a woman employee not marry, or to
stipulate expressly or tacitly that upon getting married a
woman employee shall be deemed to have resigned or
separated, or to actually dismiss, discharge, discriminate,
against or otherwise prejudice a woman employee
merely by reason of her marriage.
Article 137 prohibited discharging a woman an account
of her pregnancy, or while on leave or in confinement
due to her pregnancy. It is also prohibited to discharge or
refuse the admission of a woman upon returning to her
work for fear that she may again be pregnant.
Under Republic Act No. 7655 (Act Increasing the
Minimum Wage of House Helpers), house helpers who
are receiving at least one thousand pesos (P1,000.0)
must be covered by the Social Security System (SSS)
and are entitled to all the benefits provided thereunder.
Finally, Book Four Title I of the Code deals with
medical, dental, and occupational safety. Every
employee regardless of gender considerations is covered
in the same way by the State Insurance Fund.
Sexual cases in the workplace are common within the
organization. Sensual fondness has been part of the
social interactions among and between employees such
that certain kinds of feelings evolve in the process.
Sadly, these interactions are often displeasing and
unwanted as evidenced by several reported cases of
sexual harassment.