Human Resources Management

review
Human resource management (HRM), the management of work
and people (MWP) towards desired ends, is a fundamental
activity in any organization in which human beings are employed.

industrial/employment relations, organizational

behavior/theory, economics, sociology, psychology,
and labor law (and more)
MAJOR SUBFIELDS OF HRM
• Micro HRM (‘MHRM’) covers the subfunctions of HR policy and
practice (Mahoney and Deckop 1986).
• Largest: areas as recruitment, selection, induction, training and
development, performance management, and remuneration;
• Smaller: with work organization and employee voice systems (including
management–union relations)
• SHRM focuses on the overall HR strategies adopted by business
units and companies and tries to measure their impacts on
performance
• strategic perspective, general managers (not simply HR specialists) should
be deeply concerned with HRM
• International HRM (‘IHRM’): HRM in companies operating across
national boundaries.
ANALYTICAL HRM
• explanation over prescription;
• to build theory and gather empirical data in order to account for the
way management actually behaves in organizing work and
managing people across different jobs, workplaces, companies,
industries, and societies.
HRM is a subset
of management. attract
employees
It has five main
goals:
retain hire
Strong employees = Goals employees
employees
competitive advantage. of
HRM

motivate train
employees employees

R≠E Engagement
SIGNIFICANCE OF HRM
• to assert the importance of work and employment systems in
company performance --> use sectoral and societal resources
and institutional regimes --> national economic performance and
well-being.
• Resource-based theory: human side of strategy
• Kaplan and Norton’s (1996, 2001) - balanced scorecard,
• executed strategy that counts in firm performance.
• central to developing the skills and attitudes which drive good
execution.
• fosters the kind of culture in which clever strategies are
conceived and reworked over time
HRM has a dual nature:

supports the represents and advocates

organization’s strategy for the employees

Strategic HRM provides a clear connection between the

organization’s goals and the activities of employees.
MANAGEMENT PREROGATIVES
“Except as limited by special laws, an employer is free to regulate,
according to his own discretion and judgment, all aspects of
employment, including hiring, work assignments, working methods, time,
place and manner of work, tools to be used, processes to be followed,
supervision of workers, working regulations, transfer of employees, work
supervision, lay-off of workers and the discipline, dismissal and recall of
workers.”

(San Miguel Brewery Sales Force Union (PTGWO) vs. Ople February 8,
1989)
WORKERS’ RIGHTS
Workers Rights under Art. XIII, Sec.3
• Self-organization (LCP Art. 243)
• Collective bargaining and negotiations (LCP, Art. 252-266)
• Peaceful concerted activities (LCP, Art. 263-266)
• Right to strike in accordance with law. (LCP, Art. 263-266)
• Security of tenure (LCP, Art. 276-286)
• Humane conditions of work (LCP, Art. 82-96)
• Living wage (LCP, Art. 97)
• Participate in policy and decision-making processes affecting their
rights and benefits as may be provided by law. (LCP, Art. 211, g.)
• Just share in the fruits of production
 case:
employee performance
THE PHILOSOPHY
in managing performance
• Performance management is an ongoing process of:
• Setting clear expectations
• Holding employees accountable for meeting those expectations
• Directly and effectively addressing performance issues.
• Managing employee performance is owned by both managers and employees.
• People managers must:
o Ensure that each and everyone in his team is enabled to deliver what is
expected of them.
o Help those who fall below expectations to rise and succeed.
o Act on those who continue to not deliver expectations despite all the help
that was extended to them
• Employees must:
o Strive to deliver agreed upon results
o Seek help from immediate superior when needed
causes of poor performance EMPLOYEE-BASED
• lack of competence
(knowledge and skills)
• lack of judgment
• lack of attention
• lack of effort
• substance abuse
• disability
• problems not work-related
(family, loans, etc.)
 ORGANIZATION-
causes of poor performance BASED
• Lack of communication on performance expectations
• Unrealistic performance expectations
• Lack of performance feedback
• Failure to provide necessary resources (e.g., training or
instruction, information, tools, coaching, etc.)
• Harassment or otherwise hostile work environment
• Failure to provide a reasonable accommodation that
would permit the employee to perform satisfactorily
 The CORNER-
role of people managers STONES of
Performance
1. Provide clear expectations
Management
2. Provide necessary resources
 man: staff, experts in the organization, etc.
 machine: equipment, tools, etc.
 methods: process and procedure, structure, technology, competency
training, etc.
 materials / money: supplies, manuals, reference materials, budget,
etc.
3. Provide timely performance feedback
4. Reward and recognize good performance
5. Correct poor performance
performance improvement
• A process that can be used by immediate superiors to help an
employee meet expectations and achieve their individual key
performance indicators (KPIs).
• Identifies specific performance issues that need to be corrected.
• Written plan of action to guide the immediate superior and the
concerned employee on the improvements required.
• A structured communication tool designed to facilitate constructive
discussion between the employee and his immediate supervisor.
performance improvement
• To correct performance issues affecting team goals, productivity
and deliverables.
• To provide employees an opportunity to immediately correct a
performance issue rather than go through a more serious step in
the performance management process.
• Taking action early is better than waiting for matters to get
worst.
performance improvement
- should be applied when an employee is not meeting
agreed performance objectives and KPIs, rules and
regulations, team norms, and other related factors, despite
efforts to help said employee improve his performance.
 case:
dealing with problem employee
objectives:
• To develop better relationships between people
managers and their staff
• To discuss issues bothering the employee
• To help employees meet their goals
Options:
1. Face-to-face meeting/ Employee Counseling
• It is the employee’s meeting, not the manager’s.
• The center-point is the employee
• It is not a work status update meeting.
 case:
employee discipline
BASES OF YOUR DECISIONS
Hierarchy of Laws
• 1987 Constitution and Previous Constitutions(1935,1973, Freedom)
• Laws or Legislations passed by Congress
• IRR issued by specific government agencies
• Jurisprudence
• Decisions of the Supreme Court applying or interpreting the laws or the
Constitution.
• Art. 8 Civil Code
“Juridical decisions applying or interpreting the laws or the Constitution shall form part of the
legal system of the Philippines.”
• Contracts and agreements between parties
determining disciplinary action
To determine appropriate disciplinary action, the supervisor/manager does the
following in consultation with the HR Officer:
• Evaluates facts of the case and gather further information to establish
aggravating and mitigating circumstances.
• Recommends disciplinary action according to the aggravating and mitigating
circumstances and the table of violations and disciplinary actions. It should be
emphasized that the disciplinary actions in the table are the maximum
prescribed.
• If the recommended disciplinary action is discharge, refer the case to the labor
relations unit for evaluation before implementation; if suspension or written
warning, recommend disciplinary action for approval by the next level of
management as authorized by the President/General Manager/Business
Manager or Plant.
aggravating circumstances
Aggravating circumstances are those that tend to increase seriousness/gravity of
the offense and merit increasing disciplinary actions. Examples of
aggravating circumstances are:
• Employee has a previous record of similar offenses within the past five
years.
• Employee has been guilty of multiple or habitual misconduct or habitualness.
• Employee has caused the company great amount of damage or loss.
• Employee was motivated by a reward or a promise of a reward in the
commission of the offense.
aggravating circumstances
• Employee has benefited from the offense.
• Employee occupies a position of trust and confidence such as those entrusted
with safeguarding company funds and properties.
• Employee has a poor performance record.
• Employee is under the influence of drugs or alcohol when he committed the
offense.
• Employee has taken advantage of emergency situations.
• Employee has premeditated the commission of the offense.
• Employee has imposed his position his position upon a subordinate to commit an
offense.
mitigating circumstances
• Employee has been in the service of the company for a relatively long period
of time.
• Employee has not committed a similar offense for he last five (5) years.
• Employee has good performance record.
• Employee has not caused substantial damage or loss to the company.
• Employee did not benefit from the offense.
• Employee admitted the guilt spontaneously.
• Employee did not have the intent to defraud.
• Employee erred in his judgment.
• Employee followed a wrong order of a superior in good faith or under threats,
intimidation or duress.
• Employee was provoked to commit the offense.
PROGRESSIVE DISCIPLINE
 The purpose of disciplinary action is to correct rather
than to punish the individual.

 Should an employee violate policies, rules and

regulations of the Company, disciplinary actions are
imposed, as much as possible, in progressively
increasing weight.

 After he has been given the opportunity to be heard or after due process
has been given, depending on the history, circumstances and gravity of the
situation, superiors take corrective action in the form of verbal discussion,
written warning, suspension and discharge.
disciplinary sanctions
The immediate supervisor/manager of an employee found guilty of an
offense is responsible for implementing the disciplinary action.
• If verbal warning, the immediate supervisor admonishes the
employee.
• If written warning, the immediate supervisor signs the notice.
• If suspension, the supervisor/manager schedules the suspension
based on regular working days, and the department manager or
higher management signs the notice.
• If the action is discharge, the department manager or higher
management signs the notice to the employee.
DUE PROCESS OF LAW
• Essence of Due Process
“...the employer shall afford the worker an ample opportunity to be
heard, or as applied to administrative proceedings, an opportunity
to explain one’s side or an opportunity to seek reconsideration of
the action or ruling complained of.” (Stayfast Phils. Corp. vs.
NLRC, 218 SCRA 596)

“The refusal of an employee to sign the minutes of an investigation

does not negate the fact that he has been given due process.”
(Pizza Hut vs.. NLRC, 252 SCRA 531.)
ELEMENTS OF DUE PROCESS OF LAW
Procedural Due Process
• relates chiefly to the mode or procedure which must be
followed in the enforcement and application of laws and
regulations.
Substantive Due Process
• Protection against arbitrary laws, because if all that the due
process clause required were proper procedure, then life,
liberty or property could be destroyed arbitrarily provided
formalities are observed.
 case:
termination
Art. 297. TERMINATION BY EMPLOYER
(Just Causes)
a. Serious misconduct or willful disobedience by the employee of the
lawful orders of his employer or representative in connection with his
work;
b. Gross and habitual neglect by the employee of his duties;
c. Fraud or willful breach by the employee of the trust reposed in him by
his employer or duly authorized representative;
d. Commission of a crime or offense by the employee against the person
of his employer or any immediate member of his family or his duly
authorized representatives; and
e. Other causes analogous to the foregoing.
CA GUIDELINES
I. Background of the Problem (BOTP)
• Problem or Opportunity?
• Involve an Individual or a Group?
• Highlight in the case position title & years in the position, age, gender and other relevant
cxc’s
• Highlight the current situation. What is happening?
• What is your role? What did you do? Results?
• Issues:
• Management, Supervision, and Leadership
• Quality Management
• Human Resources Management
• Employee Training and Development
• Why do we have a problem? Why are we doing the case?
CA GUIDELINES
II. Statement of the Problem (SOTP)
• List as many problems.
• Then Prioritize (in terms of importance or timing of impact).
• Cause of the problem.

(Objectives)
CA GUIDELINES
III. Areas of Consideration (AOC)
• Explain why you need this factor to solve the problem
• Internal (everything that has happened inside the firm – functional areas)
• Financial
• Marketing
• HR / Training and Development
• Production and Operations
• Research and Development / Technical

• External (factors outside the firm that can affects/ solve your problem)
• Political / Government
• Laws
• Economics
• Competition
• Social
• Environmental
CA GUIDELINES
IV. Alternative Course of Actions (ACA)
• Cost of the Options (Pros and Cons)
• Ability of the decision makers (in terms of skills, authority, or basic motivation)

V. Recommendations
• (Optimum solutions, least cost, and will answer your SOTP)

VI. Implementation Plan

• (time line and specifics of the recommendation)