BA 1 Complete Module

BA 1 – Human Resource Management
COURSE GUIDE
Kindly click the link for the course introduction

https://www.youtube.com/watch?v=fSlniMXjL4k
I. COURSE TITLE : BA 1-Human Resource Management
II. COURSE DESCRIPTION:
This course deals with operative functions of human resource management.

It covers human resource function such as job organization, acquisition,
development, maintenance and research of human resource in the changing
world. It also includes application of human resource management principles to
actual business activity though case study and analysis.
III. COURSE OBJECTIVES:
General Objectives: Understand and apply the concepts of Human

Resource Management that can be useful in any type of organization which
includes its overview and history, operative functions and the current trends in
managing the most valuable asset of the organization, its people.
Specific Objectives: At the end of the course, the student should be able to:
1. Identify the significance of evolution of human resource management
at present time.
2. Differentiate Human Resource management from Personnel
Management.
3. Explain the systems employed in screening and selecting the most
qualified applicant.
4. Categorize factors affecting compensation administration and its
significance in motivating employees.
5. Discuss the significance of knowledge management and competency
based HRM.
6. Analyze a job and classify its job description and job specification.
7. Demonstrate knowledge learned through conduct of online job
interviews.
8. Evaluate the reasons why employee join labor unions.
9. Review journal article in the field of Human Resource Management.
IV. COURSE STRUCTURE
The course BA 1- Human Resource Management includes three (3)

instructional units divided into eighteen (8) workable modules namely:
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URS-IM-AA-CI-0063 Rev 00 Effective Date: August 24, 2020
Topic Writers
Unit I. History and Overview of Human
Resource Management
Module 1 -The Evolution of Human Resource

Management Dr Analyn V Inarda
Module 2. Human Resource Management Prof Ma Eppie Antioquia
Definition, Scopes and Functions, HR Manager and
their roles
Unit II. Human Resource Management
Functions
Dr Analyn V Inarda
Module 3- Job Organization and Information
Module 4 - Acquisition or Procurement of Human Prof Corazon DJ Pasia
Resources
Module 5- Maintenance of Human Resources Prof Helen B Libao
Module 6- Development of Human Resources Dr Hermy D Estrabo
Module 7- Research in Human Resource Prof Carmina G Taule
Management
Unit III. Current Trends in Human Resource
Management
Module 8 – Contemporary Concepts in Human

Resource Management Dr Analyn V Inarda
V. SCHEDULE
Registration -------------------------------------------------------------- August 24, 2020

Class Orientation
Giving of tasks and assignments
Study Session 1--------------------------------------------------------- September 2, 2020

Reporting of Assigned Topic -Module 1
Study Session 2 -------------------------------------------------------- September 9, 2020

Submission of Assignments/Tasks/Activities for
Module 1
Reporting of Assigned Topic-Module 2
Module
Study Session 3-------------------------------------------------------- September 16, 2020

Module 2
Study Session 4-------------------------------------------------------- September 23, 2020

Presentation of the output: Design of Job Description
Job Specification
PRELIMINARY EXAMINATION -------------------------------- September 28, 2020
Study Session 5-------------------------------------------------------- October 7, 2020

Module 3

Module 4

Module 5

Presentation of the output: Role Playing of Job Interview
Presentation of output: Issues on Employees’ Maintenance
MIDTERM EXAMINATION ----------------------------------------- November 4, 2020
Study Session 8-------------------------------------------------------- November 11, 2020

Module 6
Presentation of output: Career Plan
Study Session 9----------------------------------------------------- November 18, 2020

Module
Study Session 10 ----------------------------------------------------- November 25, 2020

Module 7
Reporting of Assigned Topic- Module 8
Study Session 11 ----------------------------------------------------- December 2, 2020

Submission of Assignments/Tasks and Activities for
Module 8
Presentation of output: Journal article review
FINAL EXAMINATION -------------------------------------------------- December 9, 2020
Reminders:
1. All submissions will be through the official email to be given by the professor.
2. Synchronous learning will be conducted through Google meet or Zoom.
3. Copies of the module will be available on the designated places to be picked
up as scheduled or can be downloaded in the websites to be given.
VI. COURSE REQUIREMENT
The following are the major course requirements:
1. Conduct of job interview: Students will be grouped into four (4) to conduct
a role playing of job interviews of their choice. (e.g. Panel, face to face, group,
stress interview, etc.). Students may prepare a script as guide in the activity.
2. Design a description and specification of three (3) jobs listed below. The
output should clearly reflect the difference between the two based on the analysis
of the job. Answers should include four (4) descriptions and four (4) specifications
for each job.
1. Sales Manager
2. Finance Manager
3. Human Resource Manager
4. Office Clerk
5. Marketing Manager
6. Project Manager
7. Brand Strategist
8. Secretary
9. Customer Service Manager
3. Career Plan. Design a career plan which is very important for students to
realize their expectation on how their future organization can contribute on their
achievements. A plan on how they will move and progress in future. Consider the
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following aspects.
3.1 Define who you are now.

3.2 Personal preferences, values and limitations
3.3 Current competencies, skills, knowledge and experiences
3.4 Your future goals 5 years and ten years from now.
3.5 Development needs require to achieve future goals.
4. Journal Article. A journal article will be assigned to students to review and

critique. The following points must be covered:
4.1 Research problem the article concerned describes or explain.

4.2 Type of data collected.
4.3 Major contribution of the article.
VII. GRADING SYSTEM
Students’ will be graded based on the following:
1. Activities and Assignments 10%

2. Reporting 20%
3. Case Analysis 10%
4. Major requirements 20%
(Conduct of Job Interview, Job Description and
Job Specification Design, Career Plan, Journal
Article Review)
5. Term Examinations 40%
VIII. ACADEMIC INTEGRITY
This module is intended only for the students of University of Rizal System
enrolled in BA 1- Human Resource Management. Furthermore, answers to all the
assignments, activities, journal review article and case analysis must be performed
only by the student concerned. All are expected to practice the value of honesty
and integrity, thus, be reminded on the significance of intellectual property. You
will be sanctioned accordingly based on the university policy if found guilty on
violations of intellectual dishonesty.
IX. ABOUT THE AUTHORS

To the Students enrolled in BA 1- Human Resource Management, this
material covers the topics in Human Resource Management. Below the are the
distinguished authors who contributed their intellectual expertise to this subject
matter.
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Analyn Valencia-Inarda, is an Associate Professor V of University of Rizal

System Rodriguez Campus, College of Business. A licensed teacher and holds a
Doctor in Public Administration degree from the Polytechnic University of the
Philippines. She has written a book in Human Resource Management.
Hermy D Estrabo, is a Professor of University of Rizal System. He holds a

degree in Doctor of Education from Technological University of the Philippines,
Manila. He handled various administrative positions like Vice President for
Research Development Extension and Production, Campus Director, Director for
Extension, Executive Director for Public Affairs, and Dean of the Institute of
Engineering and Technology.
Corazon DJ Pasia, is an Associate Professor I from the College of

Agribusiness Management, University of Rizal System- Tanay Campus. She holds
a Master Business Administration degree Major in Human Resource Management
from National College of Business and Arts.
Carmina Gigante-Taule, is an Associate Professor III from University of

Rizal System- Binangonan Campus. She is a licensed teacher, registered
Guidance Counselor and Psychometrician. A holder of Master of Arts in Education
major in Guidance Counseling and Master in Management. She is now on the
process of writing her dissertation for the degree of Doctor in Business
Administration.
Ma Eppie A Antioquia, is an Assistant Professor IV from University of Rizal
System Binangonan Campus, College of Business. A holder of Master in
Management and now currently working on her dissertation for the degree Doctor
in Business Administration.
Helen Libao, is an Associate Professor II from University of Rizal System

Antipolo Campus. She holds a degree in Master of Education major in Guidance
and Counseling and on the process of writing her dissertation for the degree Doctor
of Philosophy in Educational Management.
HAPPY LEARNING!
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UNIT I. HISTORY AND OVERVIEW OF HUMAN RESOURCE MANAGEMENT

This unit will enlighten the students on the origin Human Resource
Management and the various concepts associated with it. It includes discussion of
the people who manage the operation relative to the concerns of handling the most
important asset of the organization.
Module 1 -The Evolution of Human Resource Management
(Author: Dr Analyn V Inarda)
Objectives
At the end of the of this module, the students should be able to:
1. Understand the history of human resource management.

2. Identify the significance of evolution in understanding human resource
management.
3. Appreciate and enumerate the different theories relative to HRM.
4. Apply the concepts human resource management through case
analysis.
Introduction
Human Resource Management is practiced today in various professions. It
underwent evolution which made it more resilient to the current situation of various
organizations whether public or private. Understanding its origin will help the
students realize its importance for it will emphasize how organizations treated its
workers then and how it developed through the years. As future professionals, it is
imperative that students explain why there is human resource management and
its significant consequence on managing people.
I. Slavery
Human beings began contributing to enterprise when early tribes and

nations conquered territory and used those they vanquished as slaves. Slavery
was a practice in which master owned other people. Slaves were held against
their will and deprived of their right to leave or to refuse work, and often worked
without pay under subhuman conditions. The masters provided them minimal
food, shelter and clothing. The first known slaves were recorded about 3500 BC in
Sumer and Mesopotamia (now Iraq). Slavery also existed in Assyria, Babylonia,
Egypt, and Persia. The Jews were slaves to the Pharaohs of Egypt and helped
build their monuments and cities. Slavery expanded as commerce and trade
increased. Trade needed a disciplined labor force to produce goods for export.
Slavery reached its peak in Greece and Rome. They used slaves of the conquered
territories to build their empire as well as to work as domestic help.
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Though slavery had almost died with the fall of the Roman Empire, it raised
its ugly head in 1500s and 1600s when the New World (America) was colonized.
Portuguese and Spanish sailors explored the coast of West Africa and kidnapped
African natives to work as slaves in the cotton, tobacco, sugarcane, and coffee
plantations in America, Brazil, Cuba, and the West Indies. African slaves were
sold as commodities to plantation owners who provided them with poor clothing,
housing and food. The emphasis was on exploitation. Black slavery started to
decline in the late 1700s as there were strong movements to abolish slavery in
America (Andrews, 2010; Hill, 2008; Martires, 2008; Sison, 2003).
At the peak of the slave trade period, usually defined as lasting from 1526 to 1867, there were
an estimated 12.5 million people in slavery. This already staggering figure is actually quite pale
in comparison to the 40.3 million people in slavery in 2016, according to statistics from NGOs
and international agencies. Source: Thomas Frénéhard is a director in the Governance, Risk, and Compliance
II. Serfdom
With the fall of the Roman Empire in 400 AD, international trade fell sharply.
The decline in demand for goods produced by them reduced the need for slaves.
In Europe, slavery slowly changed to serfdom. A serf was midway between a
freeman and a slave. In fact, they were bonded labor. The serfs were permitted
to lease land or work in their master’s land. A serf’s holding usually included a
crude house, the adjoining plot of land, a share in the produce, and a few animals
to till the land.
They paid their master a rent for the land. Part of the crop also went to the
master’s manor. Though serfdom is associated with medieval Europe, it existed
elsewhere too. English law landed serfdom in the 1600s, while few serfs were left
in France in 1789 when the French Revolution began. Russia and Prussia had
serfs until 1800s (Andrews, 2010; Hill, 2008; Martires, 2008; Sison, 2003).
Serfdom was one of key institutions in Russian history. The abolition of serfdom also had a very
large positive effect on the living standards of peasants, measured by the height of draftees into
the Russian army. The abolition of serfdom in Russia was one of the most important
humanitarian reforms of all times. Source: Andrei Markevich, Associate Professor, New Economic School in Moscow
III. Craftsmanship
Artisans or craftsmen had skills in converting raw materials to finished

goods. Their trades ran parallel to a prominently agrarian society before the
industrial revolution. They usually worked for themselves in family businesses in
rural areas or worked at shops in towns as members of guilds. Guilds were
associations of people of a similar craft that protected their interests. They were
given recognition by the sovereign authority of the time. The guilds also created
the rules by which the craftsmen worked. Some products made in towns were
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exchanged for goods raised in the countryside. Artisans produced goods like cloth,
hardware, jewelry, leather goods, silverware, weapons by hand and used simple
tools. Their businesses were loosely called cottage industries. Only 10 per cent of
the population lived in cities then.
Family businesses were mostly craft oriented then, producing goods to the
extent of the number of hands available. Sometimes, merchants called
entrepreneurs, distributed raw materials to these family businesses in villages
and towns to convert it into a finished product. The entrepreneurs owned the raw
materials, paid for the work, and took the risk of finding markets. Enterprises had
paternalistic owners who cared for all workers’ needs. Owners chose apprentices
carefully, mostly relatives, to work in and perpetuate the family business. Owners
were benevolent dictators (kind, yet strict) who demanded fierce loyalty to the
family business. They treated all employees as family members and created trust
through constructive interaction, as well as regular and open contact. The
paternalistic approach knitted together all employees through strong shared
values. The management emphasis was based on relationships (Andrews, 2010;
Hill, 2008; Martires, 2008; Sison, 2003).
Today, craftsmanship is as relevant, if not more so, than ever. It is a way of thinking and doing
where humanity is in tune with nature, not working against it. It leads to a world that’s built to
last. Which, I think we can all agree, is something we need to move toward if we are to solve the
challenging issues we are facing today—in our environment, in our jobs, and in our human
relations—both here at home and around the globe. Source:
https://craftsmanship.net/blog/what-is-)craftsmanship/
IV. Industrial Revolution and Labor Relations

The industrial revolution in the mid-eighteenth century in England took
cottage industry out of homes to cities where factories with power driven machinery
now produced finished goods. Factories employed workers in large numbers who
were mostly migrants from rural areas and towns. By 1800, the revolution spread
to all the colonies of England including America. While Britain had large natural
resources of coal and iron, the colonies provided other raw materials for conversion
into finished goods. The textile and iron industries were perhaps most important
then.
The industrial revolution changed the perspective towards industry and

workforce. Private investors and financial institutions bankrolled industrialization.
They created a new set of business leaders called capitalist who took control of
manufacturing. Capitalists are those who own the trade and industry of the
country. The workforce requirement changed from one of relationships to
competence. People were hired based on their ability to work with machines, and
not on family relations.
The low wages kept the cost of goods low. Industrial workers lived in
over-crowded and unsanitary housing complexes and worked under terrible
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working conditions in factories. Because of this mistreatment, qualified workers

showed no loyalty to their company, but moved on to the highest bidder for their
expertise. Unskilled and semi-skilled workers on the other hand, toiled to earn a
decent wage to survive. The new industrial life created a distinct distance between
the owner and the workforce. Large assembly lines had tiers of management and
supervisors whose sole purpose was productivity. In fact, the management looked
at people as an extension of their machines and had only one aim--- to get the
maximum output from them.
With a large workforce and several layers of management, the owner

could not maintain close relationships with the workforce anymore. The workers,
therefore, felt alienated from the person who, they believed, provided them with
their ‘bread and butter’. The working day was perhaps 12 to 14 hours a day for six
days in a week.
The machines forced the workers to work faster and without rest. Jobs
were repetitive and extremely monotonous. Wages were low. Most factory
workers were desperately poor and illiterate. Since there was an oversupply of
workers from rural areas into cities, owners exerted great power over the workforce
and could replace them at will. Workers had no legal recourse to improve their lot.
British law initially forbade the forming of labor unions and imprisoned anyone who
joined one. However, some workers harmed union in desperation. They rioted
and destroyed machinery when unhappy. Union protected workers from
exploitation and demanded better working conditions, higher wages, and shorter
hours. Laws like the Minimum Wages Act and Approval of Collective Bargaining
helped the workers get a strong say in organization. They found that the
bargaining power of group was greater than individuals (Andrews, 2010; Hill, 2008;
Martires, 2008; Sison, 2003).
V. Personnel Administration
By the turn of the twentieth century, labor unions have become powerful
and legislation has enacted several laws to protect the industrial workers from
exploitation. Organizations felt the need for a specialist who could interpret labor
laws and protect them from labor defaults. The organization formed the Personnel
Administration department under a legal specialist called the Labor Officer. This
department’s main concern was to stay within labor laws and give as little as
possible to employees within the law. Unions too approached work as to get the
most out of the organization with the least input by workers. Personnel
administration departments were legal departments manned by people who had
legal foundations.
The whole management objective was to exercise control and discipline.

It was found that manager spent 30 to 40 percent of his work time on Labor related
issues. The whole relationship with the workforce had deteriorated to one legal
conformity (Andrews, 2010; Hill, 2008; Martires, 2008; Sison, 2003).
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Table 1. The Development of Personnel Administration and Personnel

Management Definitions in Australia, UK, and USA
Australia United Kingdom United States of America
“the organization, direction “…..the personnel “Since management aims at
and control of people in department is a division within getting effective results with
formal organizations” (Byrt the management structure people, personnel
1967 in Sheehan (1976, wherein men and women are administration is a basic
p.10)). employed to help to evolve and management function or
to help in carrying out the activity permeating all levels
various policies of a company of management in any
in matters affecting its organization. Personnel
employees. administration is ….
Organising and treating
….the work of a personnel individuals at work so that
department is described they will get the greatest
under six headings – possible realization of their
Employment, Wages, Joint intrinsic abilities, thus
Consultation, Health and attaining maximum
Safety, Employee Services efficiency for themselves
and Welfare, Education and and their group, and thereby
Training” (Moxon 1943 in giving the enterprise of
Sheehan (1976, p.11)). which they are a part its
determining competitive
advantage and its optimum
results” (Pigors and Myers
1969 in Legge (1994, p.13)).
“the personnel department “the reasonable satisfaction of “Personnel management is
is one of the staff human needs is an the recruitment, selection,
departments that renders inescapable function of utilisation and development
all four of the staff management and a necessary of human resources by and
functions, namely, advice, prelude to production within the enterprise”
service, coordination, and efficiency” (Moxon 1945 in (French in Sheehan (1976,
control. The department is Sheehan (1976, p.11)). p.14)).
in an excellent position to “The personnel function in
do a constructive job in management is especially
several phases of concerned with the
coordination. In fact the development of a highly
personnel department may motivated smoothly
well provide leadership in functioning work force”
the entire area of (Strauss and Sayles in
organization building and Sheehan (1976, p.14)).
structure” (Scott, Clothier,
and Spiegel in Sheehan
(1976, p.11)).
“the acquisition, “that part of the management “Personnel administration
development and function which is primarily is that activity in an
maintenance of human concerned with the human enterprise which strives to
resources in such a relationships within an mould human resources into
manner to accomplish, organization. Its objective is an effective organization,
with maximum efficiency the maintenance of those provides opportunity for
and economy, the relationships on a basis which, maximum individual
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functions and objectives of by consideration of the contributions under

an enterprise” (Pickett wellbeing of individual, enables desirable working
1967 in Sheehan (1976, all those engaged in the conditions, promotes
p.11)). undertaking to make their best individual development, and
personal contribution to the encourages mutual
effective working of that confidence and
undertaking” (Forman 1956 in understanding between
Sheehan (1976, p.11-12)). employees and the
employer as well as between
employees themselves”
(Scott, Clothier, and Spiegel
in Sheehan (1976, p.14)).
“the aim of personnel “Personnel Management “the purpose of personnel
management is to develop aims to achieve both efficiency function is to provide advice
a satisfied labor force that and justice, neither of which and service to all units of the
will be efficient” (Kangan in can be pursued successfully company in making most
Sheehan (1976, p.11)). without the other” (Institute of effective use of human
Personnel Management resources in attaining the
Statement 1963 in Sheehan objectives of the enterprise.
(1976, p.12)) Personnel is primary
Lupton (1963) and this concerned with doing those
following sentences in that things that motivate the
statement: people of the company to
“and these aims and functions highest productivity and
are best carried out by a helps to provide the
department of the enterprise company with the kind of
employing people who are people it needs for continuity
specially trained for the job!” and success. To a very high
(Lupton 1963 in Sheehan degree, its purpose is to see
(1976, p.12)). that the highest form of
executive leadership is
secured, obtained,
developed, and perpetuated
through out the organization”
(National Industrial
Conference Board, Inc. in
Sheehan (1976, p.14)).
“Personnel management is a “…..personnel has
responsibility of all those who developed into a major
manage people, as well as function and a constellation
being a description of the work of special skills and talents
of those who are employed as covering a broad spectrum
specialists. It is that part of of activities concerned with
management which is the recruitment, training,
concerned with people at work assessment, selection,
and with their relationships placement, development,
within an enterprise. appraisal, compensation,
Personnel Management aims organization and
to achieve both efficiency and conservation of business
justice, neither of which can be and industry’s most critical
pursued successfully without resource: the people who
the other. It seeks to bring make the enterprise
together and develop into an productive. Indeed, the
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effective organization men and personnel function may be

women who make up an said to be principally
enterprise, enabling each to responsible for the human
make his own best contribution values of the
to its success, both as an organization…..” (Handbook
individual and as a member of of Modern Personnel
the working group. It seeks to Management in Sheehan
provide fair terms and (1976, p.14)).
conditions of employment and
satisfying work for those Basically personnel are
employed” (Institute of concerned with the matching
Personnel Management of people to the jobs that
Statement 1976 in Sheehan must be done to achieve the
(1976) and in Legge (1994, organization’s goals (Glueck
p.14)). 1974 in Legge (1994, p.13)).
“Personnel management is “Since all organizations,

concerned with obtaining the regardless of their size,
best possible staff for an functions, or objectives,
organization and, having got must operate with and
them, looking after them so through people, the
that they will want to stay and management of such
give their best to their jobs” organizations basically is the
(Cuming 1975 in Legge (1994, process of managing
p.14)). people. Any manager or
supervisor who is
responsible for the work of
“Personnel management is a others in an organization
series of activities which: first therefore must engage in
enable working people and personnel management
their employing organizations and perform the various
to agree about the objectives processes, such as training,
and nature of their working motivating, and counselling,
relationship and, secondly, that this responsibility
ensures that the agreement is entails. The primary function
fulfilled” (Torrington and Hall of the personnel department
1987 in Legge (1994, p.14)). staff, on the other hand, is to
provide managers with
service and assistance that
they may require in
managing subordinates
more effectively and in
accordance with established
personnel policies and
procedures” (Chruden and
Sherman in Sheehan (1976,
p.14)).
Source: Developed from Sheehan (1976) and Legge (1994)
Definitions of personnel management/administration have embraced the

various functions it has to operate which is centered on managing the workforce
that are considered the best asset of an organization in so many aspects. It has
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been proven in many articles that human resources are the most important but
most of the time have not been given enough attention. The realities of personnel
management have introduced the significance of treating and working with
individuals.
VI. Human Resources Management
It was not till the 1930s that a frustrated management found that a
manipulative union relation was not the way forward. Organizations had high labor
turnover, absenteeism, and a lack of productivity. Management then hired
behavioral scientists to look at employee morale and motivation. It was the first
time that management was recognizing that the workforce was collection of human
beings who could be motivated to perform better.
By 1945, employment management and welfare work had become

integrated under the broad term ‘personnel management’. Experience of the war
had shown that output and productivity could be influenced by employment
policies. The role of the personnel function in wartime had been largely that of
implementing the rules demanded by large-scale, state-governed production. As a
result, the image of an emerging profession was very much a bureaucratic one.
Following the development of poor industrial relations during the 1960s, a Royal
Commission under Lord Donovan was set up.
Reporting in 1968, the Royal Commission was critical of both employers

and unions; personnel managers were criticized for lacking negotiation skills and
failing to plan industrial relations strategies. At least in part, Donovan suggested,
these deficiencies were a consequence of management’s failure to give personnel
management sufficiently high priority.
In the 1960s and 1970s employment started to develop significantly. At

the same time personnel techniques developed using theories from the social
sciences about motivation and organizational behavior. Selection testing became
more widely used and management training expanded. During the 1970s,
specialisms started to develop with reward and resourcing, for example, being
addressed as separate issues.
Around the mid-80s, the term ‘Human Resource Management’ was

introduced by the USA. The term ‘Human Resources’ is an interesting one; it
seemed to suggest that employees were an asset or resource-like machines, but
at the same time HR also appeared to emphasize employee commitment and
motivation. At Consensus HR, for example they always emphasize that their most
important business assets and resources are their people (Andrews, 2010; Hill,
2008; Martires, 2008; Sison, 2003).
Many theories related to human resource management which are being

learnt and applied in today's management were formulated during or before the
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era of personnel management. You can see some of the popular theories on
human resource are listed below.
1. Maslow’s Hierarchy of Needs
Developed by psychologist Abraham Maslow in the 1940s, the model has

been applied in almost every human pursuit, from marketing products to
rehabilitating prison inmates. This incredible popularity is rather odd considering
that the theory has little research support. Maslow’s needs hierarchy organizes
dozens of different needs into five basic categories arranged in the hierarchy
shown in Figure 1.
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Figure 1. Maslow’s Hierarchy of Needs
Physiological needs (for food, air, water, shelter, and the like) are at the
bottom of the hierarchy. Next are safety needs—the need for a secure and stable
environment and the absence of pain, threat, or illness. Belongingness includes
the need for love, affection, and interaction with other people. Esteem includes
self-esteem through personal achievement as well as social esteem through
recognition and respect from others. At the top of the hierarchy is self-actualization,
which represents the need for self-fulfillment—a sense that one’s potential has
been realized (Wahba & Bridwell,1976; Kremer & Hammond, 2013; Hopper,2020).
This theory clearly emphasizes that people tend to initiate things by

satisfying their basic needs. Likewise, highlighting that individual have various
needs to fulfill. The lower level need becomes the prime mover to desire for a
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higher level. As people become pleased with the previous needs, they tend to
move to the most important. However, this work of Maslow has limitations, for other
management guru did not believe that people’s needs are limited to five levels only.
But the most serious limitation of Maslow’s needs hierarchy is its

assumption that everyone has the same needs hierarchy. Research has revealed
that this is a false assumption. People actually have different needs hierarchies
tied to their personal values. Needs are conscious deficiencies produced from
innate drives but strengthened or weakened through learning and social forces
such as culture and childhood upbringing. As a result, some people place
belongingness at the pinnacle; others view status as the most important.
Furthermore, studies have reported that the general needs hierarch y in some
cultures is different from the needs hierarchy in other cultures.
2. Existence Relatedness Growth (ERG) Theory
Maslow proposed the hierarchy of human needs in five levels of basic

needs as, physiological needs, safety needs, needs for love, affection and
belonging, needs for esteem, and needs for self-actualization. Alderfer (1969)
expanded Maslow’s basic needs and refined them into existence needs,
relatedness needs, and growth needs. Alderfer proposed the ERG theory based
on results of empirical studies to explain the relationship between satisfaction of
needs and human desires. His theory was backed by further empirical study
(Robbins and Judge, 2008; Schneider and Alderfer, 1973). The three needs of
Alderfer, existence needs, relatedness needs, and growth needs are explained
further.
Existence needs include various forms of safety, physiological and

material needs. Safety needs mainly refer to the prevention from fear, anxiety,
threat, danger, tension, and so on. Physiological needs refer to an individual’s
pursuit of satisfaction at the vitality level, such as leisure, exercise, sleep. Material
needs refer to resources required for an individual’s living, including food and
clothing.
Relatedness needs include senses of security, belonging, and respect.

Sense of security involves the mutual trust of humanity. Sense of belonging refers
to prevention from all forms of suffering, such as isolation, loneliness and distance.
People normally wish to be accepted and become members of a group. The needs
for belongingness include love given to others or caring accepted from others.
Sense of respect simply means feeling of respect from others, such as popularity,
social status, superiority, importance and compliment. Such form of need gives
people value to their existence.
Growth needs involve needs for self-esteem and self-actualization. The

need for self-esteem refers to self-productive effects such as the ability to pursue,
to seek knowledge, to achieve, to control, to build confidence, to be independent
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and to feel competent. Self-actualization refers to self-accomplishments including

achieving an individual’s goals and developing his or her personality. The abilities
to realize one’s potentials and to support the growth of others are also included
(Yang et al, 2011).
3. McGregor’s Theory X and Y
Douglas McGregor’s landmark book, The Human Side of Enterprise,

advanced one of the most important theories in the history of management
thought. According to McGregor, a manager’s basic assumptive world, or
cosmology, influences the managerial practices employed, which in turn shape the
attitudes, work behavior, and performance of subordinates. After elucidating the
fundamental (and pessimistic) assumptions managers tended to hold regarding
human behavior in organizations, McGregor called on managers to engage in self-
reflection and to consider alternative sets of assumptions. In the final analysis,
McGregor hoped that increased self-awareness might prompt attitudinal and
behavioral changes among managers. In its briefest form, McGregor’s theorizing
reflects the following six ideas.
First, managers make assumptions about human behavior in

organizations, even if they are unaware of doing so.
Second, two broad categories of managerial assumptions can be

identified: a pessimistic view (which McGregor labeled theory x) and a more
optimistic view (theory y).
Third, there are three primary dimensions pertinent to these assumptions,

namely, whether people are seen as (a) inherently lazy versus industrious, (b)
possessing a limited versus substantial capacity for useful contributions, and (c)
being untrustworthy and requiring external control versus being responsible and
capable of self-direction and self-control. McGregor also noted that people differ in
their levels of ambition, willingness to accept responsibility, and desire for security,
but the first three dimensions are of central importance.
Fourth, differences in managerial assumptions result in corresponding

patterns of managerial behaviors (such as close supervision and limited delegation
of authority versus more general supervision and broad delegation).
Fifth, enacted managerial practices influence employee motivation and

work behavior. Thus, whereas opportunities for intrinsic satisfaction may spur
employee interest and motivation, a distrustful style of management will likely
produce employee disengagement.
Sixth, because managers are typically unaware of the self-fulfilling nature

of their assumptive worlds, there is often a misperception of cause and effect. The
manager holding theory x beliefs may unwittingly engineer a low level of employee
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motivation. Completing the self-reinforcing cycle, upon observing low levels of

employee engagement and motivation, the manager feels vindicated that his or
her low expectations were warranted.
Conversely, the manager who believes that employees are generally

trustworthy, capable of contributing, and desirous of growth will facilitate such
outcomes. Questioning widely held and, at the time, conventional (theory x)
assumptions about human behavior in organizations, McGregor outlined a new
role for managers: Rather than commanding and controlling subordinates,
managers should assist them in reaching their full potential. Clearly, McGregor was
one of the first advocates of what is now referred to as the positive psychology
movement. With good management practices, he argued, the potential for human
achievement is vast, albeit largely untapped (Kopelman & Prottas, 2013).
THEORY X AND THEORY Y IN THE TWENTY-FIRST CENTURY
McGregor's work on Theory X and Theory Y has had a significant impact on

management thought and practice in the years since he first articulated the concepts. In terms
of the study of management, McGregor's concepts are included in the overwhelming majority
of basic management textbooks, and they are still routinely presented to students of
management. Most textbooks discuss Theory X and Theory Y within the context of motivation
theory; others place Theory X and Theory Y within the history of the organizational humanism
movement.
In terms of the practice of management, the workplace of the early twenty-first century,
with its emphasis on self-managed work teams and other forms of worker involvement
programs, is generally consistent with the precepts of Theory Y. There is every indication that
such programs will continue to increase, at least to the extent that evidence of their success
begins to accumulate.
4. Herzberg Two Factor Theory
Source: http://www.whatishumanresource.com/mcgregors-theory-x-and-theory-y
Herzberg's Two Factor Theory is a "content theory" of motivation" (the other
main one is Maslow's Hierarchy of Needs). Herzberg analyzed the job attitudes of
200 accountants and engineers who were asked to recall when they had felt
positive or negative at work and the reasons why. In 1959, Frederick Herzberg, a
behavioral scientist proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, there are some job factors that result in satisfaction while
there are other job factors that prevent dissatisfaction. According to Herzberg, the
opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction”
is “No Dissatisfaction”.
Hygiene factors are those job factors which are essential for existence of
motivation at workplace. These do not lead to positive satisfaction for long-term.
But if these factors are absent if these factors are non-existant at workplace, then
they lead to dissatisfaction. In other words, hygiene factors are those factors which
when adequate reasonable in a job, pacify the employees and do not make them
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dissatisfied. These factors are extrinsic to work. Hygiene factors are also called
dissatisfiers or maintenance factors as they are required to avoid dissatisfaction.
These factors describe the job environment scenario. The hygiene factors
symbolize the physiological needs which the individuals want and expect to be
fulfilled. Hygiene factors include:
1. Pay- The pay or salary structure should be appropriate and reasonable.

It must be equal and competitive to those in the same industry in the same domain.
2. Company Policies and administrative policies- The company policies
should not be too rigid. They should be fair and clear. It should include flexible
working hours, dress code, breaks, vacation, etc.
3. Fringe benefits- The employees should be offered health care plans
(medical claim), benefits for the family members, employee help programs, etc.
4. Physical Working conditions- The working conditions should be safe,
clean and hygienic. The work equipment should be updated and well-maintained.
5. Status- The employees’ status within the organization should be familiar
and retained.
6. Interpersonal relations-The relationship of the employees with his
peers, superiors and subordinates should be appropriate and acceptable. There
should be no conflict or humiliation element present.
7. Job Security- The organization must provide job security to the
employees.
Motivational Factors: According to Herzberg, the hygiene factors cannot

be regarded as motivators. The motivational factors yield positive satisfaction.
These factors are inherent to work. They motivate the employees for a superior
performance. These factors are called satisfiers. These are involved in performing
the job. Employees find these factors intrinsically rewarding. The motivators
symbolized the psychological needs that are perceived to be an additional benefit.
Motivational factors include:
1. Recognition- The employees should be praised and recognized for their

accomplishments by the managers.
2. Sense of achievement- The employees must have a sense of
achievement. This depends on the job. There must be a fruit of some sort in the
job.
3. Growth and promotional opportunities- There must be growth and
advancement opportunities in an organization to motivate the employees to
perform well.
4. Responsibility- The employees must hold themselves responsible for
the work. The managers should give them ownership of the work. They should
minimize control but retain accountability.
5. Meaningfulness of the work- The work itself should be meaningful,
interesting and challenging for the employee to perform and to get motivated
(Juneja, n.d.).
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5. McClelland Needs for Affiliation, Power and Achievement Theory

David McClelland and his associates proposed McClelland’s theory of
Needs / Achievement Motivation Theory. This theory states that human behavior
is affected by three needs - Need for Power, Achievement and Affiliation. Need
for achievement is the urge to excel, to accomplish in relation to a set of
standards, to struggle to achieve success. Need for power is the desire to
influence other individual’s behavior as per your wish. In other words, it is the
desire to have control over others and to be influential. Need for affiliation is a
need for open and sociable interpersonal relationships. In other words, it is a desire
for relationship based on co-operation and mutual understanding.
Table 2. McClelland’s Need Theory

Dominant Motivator Characteristic of this Person
Achievement 1. Has a strong need to set and
accomplish challenging goals.
2. Takes calculated risks to
accomplish their goals.
3. Likes to receive regular feedback
on their progress and achievements.
4. Often likes to work alone.
Affiliation 1. Wants to belong to the group.
2. Wants to be liked, and will often go
along with whatever the rest of the
group wants to do.
3. Favors collaboration over
competition.
4. Doesn't like high risk or uncertainty.
Power 1. Wants to control and influence
others.
2. Likes to win arguments.
3. Enjoys competition and winning.
4. Enjoys status and recognition.
Source: https://www.mindtools.com/pages/article/human-motivation- theory.html
The evolution of human resource management has given us evidences to

understand how it was in the past, at present and in the future. Its development
may have never been realized without the recorded changes and innovations since
its inception through the years. In understanding this idea, we may be able to
value and understand how it can be better applied in organizations of today.
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LINKS TO LEARN
To learn more about Evolution of Human Resource Management, click the
links below.
1. https://www.youtube.com/watch?v=Kxc8KceOb14
2. https://www.youtube.com/watch?v=nl_-6WPQ4Sg
Self-Assessment Question 1
Direction: Multiple Choice: Encircle the letter of the best answer from the
choices given.
1. They are held against their will and deprived of their right to leave or to refuse
work, and often worked without pay under subhuman conditions.
a. Slavery b. Slave
c. Craftsmen d. Serfdom
2. This was a practice in which masters owned other people.

a. Slavery b. Slave
3. It started to decline in late 1700s as there were strong movements to abolish it

in America.
a. White Slavery b. Black and White Slavery
c. Black Slavery d. Slavery
4. He was midway between a freeman and a slave.

a. Serf b. Slave
5. They are associations of people of a similar craft that protected their interests.
a. Union b. Guilds
6. These were the most important finished goods during the Industrial revolution
and Labor relations period.
a. cars and machines b. textile and iron industries
c. computers d. artifacts
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7. They are those who own the trade and industry of a country.
a. Businessmen b. Masters
c. Capitalists d. craftsmen
8. This is the phase where Industrial Revolution began.

a. Philippines b. United States of America
c. Great Britain d. Peru
9. It is a management theory which organizes dozens of different needs into five

basic categories arranged in hierarchy.
a. Need Theory b. Maslow’s Theory
c. Theory X and Y d. Two Factor Theory
10. This is the urge to excel, to accomplish in relation to a set of standards, to

struggle to achieve success.
a. Need for achievement b. Need for Power
c. Need for Affiliation d. Need for Position
Direction: Modified True-False. Write the word True in the space provided if
the statement is correct and False if incorrect. Furthermore, underline the
word which make the statement incorrect and write the correct answer.
1. The hygiene factors symbolize the psychological needs which the

individuals want and expect to be fulfilled.
2. The need for self-actualization refers to self-productive effects
such as the ability to pursue, to seek knowledge, to achieve, to control, to build
confidence, to be independent and to feel competent.
3. Self-esteem refers to self-accomplishments including achieving an
individual’s goals and developing his or her personality. The abilities to realize
one’s potentials and to support the growth of others are also included.
4. During the Human Resource Management era, management then
hired behavioral scientists to look at employee morale and motivation.
5. African slaves were sold as commodities to plantation owners who
provided them with poor clothing, housing and food during the slavery period.
6. The industrial revolution changed the perspective towards
industry and workforce. They created a new set of business leaders called
capitalist who took control of manufacturing.
7. According to David McClelland, there are some job factors that
result in satisfaction while there are other job factors that prevent dissatisfaction.
8. Existence needs include various forms of safety, physiological and
material needs.
9. According to McGregor, a manager’s basic assumptive world, or
attitudes, work behavior, and performance of subordinates.
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10. The hygiene factors symbolize the physiological needs which the
Direction: List the five theories which contributed in the development of

Human Resource Management.
1.
2.
3.
4.
5.
Answer to Self-Assessment Question 1
1. b. Slave
2. a. Slavery
3. c. Black Slavery
4. a. Serf
5. b. Guilds
6. b. textile and iron industries
7. c. Capitalists
8. c. Great Britain
9. b. Maslow’s Theory
10. a. Need for achievement
Direction: Modified True-False. Write the word True on the space provided if
the statement is correct and False if incorrect. Furthermore, underline the
word which make the statement incorrect and write the correct answer.
False 1. The hygiene factors symbolize the psychological (physiological)

needs which the individuals want and expect to be fulfilled.
False 2. The need for self-actualization (self-esteem) refers to self-
productive effects such as the ability to pursue, to seek knowledge, to achieve, to
control, to build confidence, to be independent and to feel competent.
False 3. Self-esteem (Self-actualization) refers to self-accomplishments
including achieving an individual’s goals and developing his or her personality. The
abilities to realize one’s potentials and to support the growth of others are also
included.
True 4. During the Human Resource Management era, management then
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hired behavioral scientists to look at employee morale and motivation.

True 5. African slaves were sold as commodities to plantation owners who
provided them with poor clothing, housing and food during the slavery period.
True 6. The industrial revolution changed the perspective towards
industry and workforce. They created a new set of business leaders called
capitalist who took control of manufacturing.
False 7. According to David McClelland (Herzberg), there are some job
factors that result in satisfaction while there are other job factors that prevent
dissatisfaction.
True 8. Existence needs include various forms of safety, physiological and
material needs.
True 9. According to McGregor, a manager’s basic assumptive world, or
attitudes, work behavior, and performance of subordinates.
True 10. The hygiene factors symbolize the physiological needs which the
1. Maslow’s Hierarchy Needs

2. Two Factor theory
3. Theory X and Y
4. ERG Theory
5. Need Theory
Activity 1. Case Study
Direction: In answering the case, please be guided by the Case Study Sheet
given below.
The Changing Attitude
(Inarda, 2020)
Tisang had long been an employee of a government agency. She has been
serving the agency for almost 7 years. She is excellent in her performance, always
follows organization’s rules, participates in all programs and projects and very
supportive in all the endeavors of the agency.
For the long years that she had been serving the organization, she is still a
contractual employee despite being hardworking, efficient and faithful. One
vacant position was published and as part of the organization’s policy, ranking
should be made to determine the best qualified people for promotion. Fortunately,
Tisang ranked 1 and she got the position. After several months, most of her co-
workers find her very sarcastic, mean and always misses to meet her deadlines.
Furthermore, she always complains when a new task is assigned to her.
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1. What are the key issue/issues of the case?
2. Identify the problems or issues in the order of priority.
3. What do you think is the cause of the problem/s?
4. Explain the options you will give to solve the problem.
5. Evaluate the options as to its advantages and disadvantages.
6. Select the optimum solution and explain how it will be implemented.
Activity 2. Essay
After understanding the history of human resource management, you have

now an idea how it has evolved. If these things did not happen, how do you see
human resource management today?
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
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Rubrics of Activity 1
TRAIT 1(Poor) 2 (Fair) 3(Good) 4(Very Good) Points
Identification Key issues Have identified Have identified Identified all the
of key issues have not been some issues some issues key issues of
identified but are not related to the the case
(10%) related to the case
case
Establish the Key issues Have identified Have Have

order of have not been order of key established established all
priority of key understood and issues but are some key the key issues
issues prioritize not related to issues in order in order of
the case of priority priority
(15%)
Description Cause of the Have described Have described Have described

on the cause case have not some causes of the cause of the all the causes
of the problem the problem but problem to of the problem
been
understood and are not related some extent
(15%) to the case
described
Options given No options Options have Given some Options have

to solve the have been been given but options to solve been given and
problem given to solve are not related the problem explained how
the problem to the problem to implement to
(20%) solve the
problem
Identification Advantages Advantages Identify some of Identify all the

of advantages and and the advantages advantages
and disadvantages disadvantages and and
disadvantages of the options have been disadvantages disadvantages
of the options have not been given but are of the options with description
given not related to
(15%) the case
Explanation No explanation Have explained Have explained Have fully

on the on case the optimum the optimum explained the
optimum optimum solution but are solution of the optimum
solution of the solution not related to problem to solution to the
problem the problem some extent problem
(15%)
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Grammar, more than 6 3-6 3 or fewer No grammatical

Sentence grammatical grammatical grammatical errors
Structure errors. errors. errors.
(10%)
Professors’ Remarks:
AVI 2020
TRAIT 1(Poor) 2 (Fair) 3(Good) 4(Very Points

Good)
Introduction There is no The The The
clear introduction introduction introduction
(20%) introduction of states the main clearly states is inviting,
the main topic of position the main topic states the
topic, position but does not and position main topic
or structure of adequately and previews and
the paper. preview the the structure of position
structure of the the paper but is and
paper nor is it not particularly previews
particularly inviting to the the
inviting to the reader. structure of
reader. the paper.
Focus on Topic The main idea Main idea is Main idea is There is
is not clear. somewhat clear clear, but the one clear,
(20%) There is a but there is a supporting well
seemingly need for more information is focused
random supporting general. topic. Main
collection of information. idea stands
information. out and is
supported
by detailed
information.
Support for Supporting Supporting Supporting Relevant,
Topic details and details and details and telling,
information information are information are quality
(20%) are typically relevant, but relevant, but details give
unclear or not several key one key issue the reader
related to the issues or or portion of the important
topic. portions of the storyline is information
storyline are unsupported. that goes
unsupported. beyond the
obvious or
predictable.
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Conclusion There is no The conclusion The conclusion The

clear is recognizable is recognizable conclusion
(20%) conclusion, but does not tie and ties up is strong
the paper just up several almost all the and leaves
ends. loose ends. loose ends. the reader
with a
feeling that
they
understand
what the
writer is
“getting at”.
Grammar and Writer makes Writer makes 3- Writer makes 1- Writer
Spelling more than 4 4 errors in 2 errors in makes no
errors in grammar or grammar or errors in
(20%) grammar or spelling that spelling that grammar or
spelling that distract the distract the spelling that
distract the reader from the reader from the distract the
reader from content. content. reader from
the content. the content.
Professor’s Remark:
AVI 2020
REFERENCES
Andrews, Sudhir. (2010). Human Resource Management, McGraw-Hill

International Edition.
Kopelman, Richard & Prottas, David. (2013). Theory X and Theory Y published in
the Sage Encyclopedia of Management Theories. 10.13140/2.1.2646.8641.
Hill, Charles WL and Steven L Mc Shane (2008). Principles of Management,

McGraw-Hill Irwin International Edition.
Hopper, Elizabeth (2020). Maslow's Hierarchy of Needs Explained, retrieved from

https://www.thoughtco.com/maslows-hierarchy-of-needs-4582571.
Juneja ,Prachi (n.d.). Herzberg’s Two-Factor Theory of Motivation, Management Study

Guide, retrieved from https://managementstudyguide.com/herzbergs-theory-
motivation.htm.
Kremer, William, and Claudia Hammond. “Abraham Maslow and the Pyramid That
Beguiled Business.” BBC (2013, Sep. 1). https://www.bbc.com/news/magazine-
23902918.
Martires, Concepcion Rodil (2008). Human Resources Management-Principles

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and Practices, Third Edition, National Bookstore.
Robbins SP, Judge TA (2008). Organizational behavior. New Jersey: Prentice-Hall

Inc.
Schneider B, Alderfer CP (1973). Three studies of measures of need satisfaction

in organizations. Adm. Sci. Q., 18(4): 489-505.
Sison, Perfecto S(revised by Payosand Zorilla), (2003). Personnel Management

in the 21st century, Rex Bookstore.
The History of Human Resource Management, retrieved from

http://consensushr.com/the-history-of-human-resource-management-hrm/.
Yang, Cheng-Liang, Hwang, M. & Chen, Y.C. (2011). An empirical study of the
existence, relatedness, and growth (ERG) theory in consumer’s selection of mobile
value-added services. African Journal of Business Management Vol. 5(19), pp.
7885-7898. DOI: 10.5897/AJBM10.1586.
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Module 2. Human Resource Management Definition, Scopes and

Functions, HR Manager and their Roles
(Author: Prof Ma. Eppie A. Antioquia)
Objectives
1. Distinguish Human Resource Development from Human Resource

Management.
2. Identify the scope, concepts of Human Resource Management.
3. Explain and differentiate the different roles of the HR managers and his
functions.
4. Differentiate Human Resource Management from Personnel
management.
Introduction
Human Resource Management is a process of bringing people and

organization together so that the goals of each are met, it tries to secure the best
from people by winning their wholehearted cooperation. In short, it defined as the
art of procuring, developing and maintaining competent workforce to achieve the
goals of an organization in an effective and efficient manner.
Managers job is administering a “social system”. Personnel records is

becoming more and more important so as to ensure adaptability of
personnel/employees. Labor relations, public relations and plant security are
Personnel sub areas—not left to be the sole responsibility of personnel
management, the scope is wide and varied. Personnel Department and Personnel
managers perform variety of roles in accordance with the needs of situation.
I. Huma Resource Management

People are treated as investors, they bring into the company their talent,
knowledge, skills, competence, values, time and effort. Having invested in this
treasure trove of qualities and attributes vital to organization’s success, people
demand a fair return of their investment.
Humans are equipped with the knowledge of transforming the other factors
of production into useful products and services. In fact, they are capable of
producing output is greater than the sum of its inputs and deliver extra ordinary
results. This, however, can only be made possible under harmonious conditions.
People need to be inspired and work in a suitable working environment. Income
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and benefits should also be in proportion to the individuals needs for them to have
a decent life and be able to provide for the growing needs of their families. Under
such conditions, employees can help an organization achieve the objectives and
goals efficiently and effectively.
Human Resource Management is basically centered with the human

dimensions of management of the people at work. It is the process which connects
individuals with organizations and supports both people and the firm to realize
each other’s goals through an assortment of systems, procedures and strategies.
Managing this human resources or human capital has been a growing focus
in our highly competitive world of business.
What is Human Resource Management
1. HRM is the art of managing people and all aspects of the human
workforce at a company or organization via creative and innovative
approaches.
2. It is a branch of management that is focused on making the best
possible use of the enterprises human resources by way of granting
better working conditions and activities to their personnel. In addition,
it intends to maintain respectable and valuable working relations
within and among the various levels of management.
3. Basically, it is a process of making the efficient and effective use of
human resources so that the circle of set goals are accomplished.
4. HRM is properly defined as the process of managing people in
organization in a structured and detailed routine.
II. Role of HR Managers
The manager has the duty to ensure that his or her management of the
employees is free of biases and prejudices. It’s been the case across industries
where the employees feel discriminated against leading to attrition, lower
employee morale and the extreme cases, lawsuits against the company. Hence,
the manager has to “walk the talk” and not simply pay lip service to the company’s
policies on employee performance. During the course of working together as a
team, there are bound to be instances where friction happened. It is important for
the manager to ensure that this will not happen that comes an effect that threatens
the existence of the team.
HR managers contributes a lot to organizational effectiveness. The

conscience role-that of humanitarian who reminds management of its moral
obligation to employees and society. The counselor for job related, professional
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and personal problems, the mediator, peacemaker, settles disputes between

employees and management, work as a communication link. The spoke person—
spoke person of or for the company. The problem solver with respect to the issues
that involve HR management and over all long-range organizational planning. The
change agent---introduces changes in the various existing programmes. Other
roles, welfare role, clerical role and firefighting role.
III. The Role of HR in the New Millennium Organization
The new role that the HR department performs includes out-placements,

labor law compliance, record keeping, testing, compensation and some aspects of
benefits administration. The HR department has to collaborate with other 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
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 leaves 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
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 Community project relation

9. Record Management
 Employment record
 Information system
 Performance record
10. Health and Safety
 Training
 Safety inspection
 Dental and Medical services
 Drug testing
IV. Human Resource Development and Human Resource

Management
Human Resource Development (HRD) and Human Resource Management

(HRM) – what’s the difference? Their names may sound commonly similar and
there are instances when these two are used interchangeably. One thing for
certain is that all involves working with people to develop largely the overall
interest, operations and performance of its manpower resources. To avoid
confusion let us define the terms.
Human resource Development (HRD)
1. HRD is the integrated use of training, organizational and career

development efforts to improve individuals, group, and organizational
effectiveness.
2. It is equipping its staff with the relevant skills necessary in promoting a long-
term professional in-service learning capacity at the individual, group and
organizational level.
3. Hence, it is the process of adding value or worth not only to the individual
but taking the teams and the organization as a human system growing
together.
Human Resource management (HRM)
1. HRM is both an art and a science combined into one.
2. HRM is the art of managing people and all aspects of the human workforce
at a company or organization via creative and innovative approaches. Also,
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it is a science due to the precision and painstaking application of various

theories required.
3. It is a branch of management that is focused on making the best possible

use of the enterprise’s human resources by way of granting better working
condition and activities to their personnel. In, addition, it intends to maintain
respectable and valuable working relations within and among the various
levels management.
4. Basically, it is a process of making the efficient and effective use of human

resources so that the circle of set goals are accomplished.
5. HRM is properly defined as the process of managing people in
organizations in a structural and detailed routine.
Difference between Human Resources Management (HRM) and Human

Resources Development (HRD)
While both Human Resources Management (HRM) and Human Resource

Development (HRD) are related to a company’s human resources, there are
number of key differences.
1. HRM is maintenance-oriented focused on administrative tasks like payroll

and managing employees file, while HRD is learning oriented and focused
on improving employee performance.
2. HRM aims to improve employee efficiency while HRD is about developing

the employees for the benefit of the organization as a whole.
3. The responsibility for HRM is given to the HR department while the
responsibility for HRD is given to all managers.
4. HRM motivates employees through rewards and financial incentives, while
HRD is focused on motivating employees by making them feel valued and
other higher-order needs.
5. HRM aims to improve employee efficiency, while HRD is aimed at the
development of employees for the benefit of the organization.
1. Can Human Resource platforms enhance efficiency? Is it the

responsibility of HRM in the first place? If it is about hiring the right people to do
the job, then what does it have to do with profitability and effectiveness? After all,
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these new hires will be working directly under various departments and would be
reporting directly to their immediate supervisors.
2. What are the best motivating factors that would increase the
productivity that can contribute to the efficiency reaching the goals and objectives
of the organization?
Activity 1. Answer the case below using the following format:

Problem
Case Facts
Analysis/Hypothesis
Alternative Courses of Action
Recommendation and Conclusion
The Prime Manufacturing Company is a garment factory that employs about

1000 employees of varied skills. About 75 percent are women
The Human resource Department was hired to head the HR department.

Prior to his assignments at Prime Manufacturing company, Bong was in a
construction firm, a who are mostly in the production department. Men employees
are assigned in the maintenance department and as operators of machines used
in the garment production. Women are mostly in sewing department, packaging
and quality control medium size organization. His main concern was preparing the
payroll and handling employee’s records.
The Human resource department is composed of 5 employees a payroll

clerk, a personnel assistant and two supervisors and Bong Si as manager . The
record of Bong Si in his academic achievements is quietly satisfactory. His
bachelor’s degree is in the field of engineering. Performance in the previous
employment is quite satisfactory. The construction company of his previous
employment closed shop due to an economic slowdown, this cause his separation
from employment.
The garment business is globally competitive, and customer’s satisfaction

is of prime importance. Employee’s commitments to performance standard are
high priority. In the three-month span of Mr. Bong Si employment, 20 percent of
women employees and 12 percent of male employees resigned for unknown
reasons, as there was no exit interview conducted. Production schedule was
delayed, and foreign customers were alarmed.
The general manager Mario Mabilangan, called Rod santos regarding the
problem. He noted Rod’s indecisive approach to the HR problem and actions that
he failed to take. He pointed out to Bong Si that he exactly did not know what to
do regarding the current situation. His subordinates began to complain to Mr.
Habibi about Bong Si indecision.
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Bong Si became more withdrawn from his subordinates and other

managers in the plant. He showed little interest in his job and concentrated in
mental jobs concerning the department. In general, he lost control of his job on
managing the department.
Rubrics for Activity 1
96-100 91-95 86-90 81-85

Well-organized Well-organized Well-organized Well-organized
thoughts and thoughts and thoughts and thoughts and
ideas are very ideas are ideas are fairly ideas are not
satisfactorily satisfactorily evident evident
evident evident
Grammar and Grammar and Grammar and Grammar and
format are very format are highly format are fairly format are not
highly observed observed observed observed
REFERENCES
Mendoza, Ernesto H. and Lorna S.P. Garcia (2019). Human Resource

Management: Limited Books library Services and Publishing Inc.
Pereda,.Pedrito R. and Marissa B. Ferrer et.al (2020). Human Resource

Management Unlimited Books Library services and Publishing Inc.
Payos, Ranulfo (2010). Human Resource Management, Rex Bookstore.
Flippo ,Edwin, Personnel Management 6 th Edition.
Module
UNIT II. HUMAN RESOURCE MANAGEMENT FUNCTIONS

The five major operative functions of Human Resource Management are
discussed in this unit. Each of this component is important in the managing the
people to make them perform to the best of their ability. Job Organization and
Information will center on job details; thus, it will help the organization to analyze
the specifics of each positions. The other four functions such as acquisition or
procurement, development, maintenance and research will focus on managing
people. This will give particulars on how to select the best qualified for the job, how
to train people to bring out the best of their abilities, matters or concerns that will
make people stay and the significance of research for the development of
organization.
Module 3 -Job Organization and Information
Objectives
1. Identify the entire process of Job Organization and Information.

2. Analyze a job and identify its job description and job specification.
3. Summarize the various ways in organizing a job.
4. Explain the basis in making job evaluation.
5. Classify the different methods and or strategies in analyzing a job.
6. Realize the importance of having comprehensive job organization and
information in any organization.
Introduction
The Functions of HR Department under the leadership of its HR

Manager/Chief/ Officer are classified into five such as: 1.) Job Organization and
Information, 2.) Acquisition or Procurement, 3.) Maintenance, 4.) Development and
5.) Research. In this section, discussions will be centered on Job Organization
and Information which deals with job itself. Particularly, how jobs are prepared by
analyzing various sources. Thus, this has to be based on how the organization is
structured in terms of the departments, divisions, sections and units in light of its
philosophy, resources and needs. Hence, Job description and job specification
must be done to guide the organization in hiring the qualified people available.
Moreover, a job evaluation should be done to give commensurate pay for the job
to be rendered and the job design which is the structure of how tasks should be
performed. The entire process of job organization and information involves three
steps: job analysis, job design and job evaluation (Inarda, 2020).
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Figure 2. Job Organization and Information (Inarda, 2020)
The author’s illustration above portrays how job organization and

information processes are connected and significant with each other. The
succeeding discussion will show how steps on the process are to be implemented
and in what way they are useful to define the job of workers in the organization.
I. Job Analysis
This phase consists of determining the duties, responsibilities, working
conditions and working relationships of and between jobs and the qualifications of
the employee who should man each job. This method and procedure is highly
complicated utilizing observation, interview, questionnaire survey or a combination
of the three techniques.
Job analysis has two phases: job description and job specification. While job
description or position description gives what in a job, job specification identifies
who should qualify for the job.
Some of the definitions of job analysis are given below:
Michael J. Jucius, stated "Job analysis refers to the process of studying the
operations, duties and organizational aspects of jobs in order to derive
specification or, as they are called by some job description".
John A Shubin, emphasized "Job analysis is the methodical compilation and

study of work data in order to define and characterize each occupation in such a
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manner as to distinguish it from all others."

For Edwin B. Flippo, "Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific job”.
The definitions have one thing in common and that is job organization and
information is a formal task of organizing the job with considerations on various
aspects. In other words, this is typically done to prepare the organization before
performing the other functions of human resource department.
Focus of Job Analysis
The following are the focuses of job analysis which will help bring out better
outcomes.
1. Duties and Tasks: The basic unit of a job is the performance of

specific tasks and duties. This segment should include frequency, duration, effort,
skill, complexity, equipment, standards, etc.
2. Environment: This segment identifies the working environment of
a particular job. This may have a significant impact on the physical requirements
to be able to perform a job.
3. Tools and Equipment: Some duties and tasks are performed using
specific equipment and tools. These items need to be specified in the Job Analysis.
4. Relationships: The hierarchy of the organization must be clearly
laid out. The employees should know who is under them and who they have to
report to.
5. Requirements: The knowledge, skills, and abilities required to
perform the job should be clearly listed (Andrews, 2010; Flippo, 1980; Heneman &
Judge, 2010; Martires, 2008; Mathis & Hackson, 2008; Noe, Hollenbeck, Gerhart
& Wright, 2010; Sison, 2003; Cascio, 2003).
Job analyst collects data in respect of the duties, responsibilities and

activities of the job from the different people e.g., employees in the job, supervisor,
and peers. Various methods/techniques are used for collection of data. These are:
1. Interview method
2. Study and observe’ method
3. Self-performance method
4. Employee’s Job Diary
5. Questionnaire method
6. Conference method
1. Interview Method: Job information is collected through interview. Under

the interview method questions are asked and replies are recorded for analysis.
1.1 Individual interviews with individual employee
1.2 Group interviews with individual supervisor or group of supervisors are
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asked during interview.
For collecting information from the interviewee questions like:
a. What is done?
b. Why is it done?
c. How is it done?
d. When is it done?
e. To what is it done?
Questions are structured in such a way that the interviewee supplies all
information about the job activities performed by him, as also characteristics of the
job to the job analyst.
Interview method is very easy to use for collection of information. Generally,

employees like to respond to questions made by those people who are very much
interested to know their job activities, working conditions, hazards etc. Through
well designed and effective interview job analyst may come to know some new
area of activities / behavior which may help him to arrive at some conclusion.
Job analyst may get complete information at a short time from the
employees, as they use this platform to elicit their difficulties, hardship etc. to
others. Interview method is very much expensive.
In large organizations it is difficult to use, to collect information. Employees

may not give actual information / data to job analyst as they feel these data will be
used for determining their pay rates and fringe benefits. Collecting information
through interview method needs extra skill and ability of job analyst. Interview
results are difficult to analyze.
2. Study and Observation Method: Another method of collecting

information for job analysis is through study and observation of the job people do.
This method involves:
2.1. Watching of the whole process of job activities and time taken to
complete each process and also the entire process
2.2. Observance of situation, conditions under which an employee works
2.3. Study of responsibilities shouldered by the employee
2.4. Review of job performance of employee through films
2.5. Watching of the materials, tools used to perform job.
This method is effective when jobs involve physical activities that are
measurable. Job analyst gets thorough idea regarding the job’s employees
perform. So, job performance information becomes correct and accurate. This
method yields reliable results as the data are collected through direct observation.
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Collection of data is very easy as it does not need extra skill, ability of the analyst.
This method is not free from limitations. It becomes unreliable and

ineffective when jobs consist of immeasurable mental activity (that means jobs
need mental work, decision making, judgmental activity, planning, directing,
controlling etc.)
In some cases, job performance information may not be correct as constant

watch of analyst over a job may create such situation where employees cannot
function freely and properly. It requires much time to complete the information
collection exercise especially, in cases when employees occasionally need to
perform some work.
3. Self-Performance Method: Under this method, job analyst engages

himself to perform a job and records information. The approach of this method is
like ‘perform job and obtain information’. Job analyst through performance of job
gets understanding of:
3.1 The whole process of activity i.e. job cycle

3.2 Time taken to complete some activity
3.3 The hazards and difficulties faced to perform job
3.4. The working environment, machines, tools used, supervision needed
3.5 Skill, ability, knowledge required to complete the job.
This method is effective for job analysis when jobs are very simple and are
easy to perform. But this method does not yield results if, the jobs are technical in
nature and are difficult to perform without training. The scope of use of this method
is limited.
4. Employee’s Job Diary: Another technique to collect information on job

is to use diary maintained by the employees to record their day to day activities in
their work performance. This method has the following characteristics:
4.1 Each employee is given a diary to keep records of his daily activities
4.2 At the end of each work shift, the employee starts writing on the diary
(a) all the activities he had undertaken that day (b) the time taken for completion
of any process of activity (c) difficulties, problems if he had faced to perform his
job.
4.3 Job diary needs to be maintained for a long period so that all activities
are covered.
4.4 Information recorded by the employee in the diary are verified / checked
by the concerned supervisor to ensure that factual data are taken.
This method is simple to use as it does not need extra skill, ability to record
information. Since, employee himself writes diary it is possible that all job
performance information is recorded.
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Diary method is time consuming as it takes much time to collect information

for job analysis. The employee may not remember the job activities at the end of
work shift when he records in the diary. So, the data is based on assumption the
employee holds.
5. Questionnaire Method: This is one of the methods used by organization

to collect job information. Under this method job related questions are prepared,
and employees are asked to reply to the questions. This method is very much
popular to gather information concerning job related duties and responsibilities of
employees.
Questionnaires are of two types—structured questionnaire and open ended

(unstructured) questionnaire. In case of structured questionnaire, a long list of
possible task items is designed and sent to employees with the request to indicate
whether or not they perform the tasks as mentioned in the questionnaire and if so,
how much time is taken to perform each task?
Open ended (unstructured) questionnaire is very simple that asks the

employees to describe something in respect of their job related duties,
responsibilities etc. The question may be like ‘state the major duties you perform’.
The specially designed questionnaires are sent to employees who submit them to
supervisors after duly completed/filled out. Supervisors after verification,
consultation with concerned employees, if need arises, give those questionnaires
to the job analyst.
The questionnaire method is easy to use for collection of job information.

Coverage of population under this method is wide. Questionnaires are sent to a
large number of employees. So, it is a speedy and excellent way for gathering
information at a shorter period of time. Cost wise this method is cheap for collection
of information.
The method is not free from limitations. Designing questionnaire (i.e., area
coverage, type and number of questions to be asked for etc.) needs special skill.
Employees may take it casually to fill out questionnaires and to return them.
Generally, employees avoid to submit information in writing that may be due

to their inability to express or due to their unwillingness to respond to the questions
mentioned in the questionnaire. The preparation of questionnaire is also expensive
and time consuming.
6. Conference Method: This is one of the methods of collecting information

for job analysis. Under this method job analyst gathers information relating to job
of employees through experienced and knowledgeable supervisors. Conference
method includes the following activities:
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6.1. Selection of areas, subject matter over which questions will be asked
to supervisors
6.2. Deciding on number of questions to be asked, design of questions
whether open-ended or structured questions
6.3 Structure of time for completion of interview with supervisor.
This method yields results if supervisors are effective, competent,

experienced and have a great depth of knowledge on subordinates’ job. Collection
of job information through this method is time consuming and expensive (Phetari,
n.d.)
Job analysis has two phases: job description and job specification. While
job description or position description gives what in a job, job specification
identifies who should qualify for the job.
Job Description. This refers to the content of the job, specifically the
following items: job title, code number, division/department, nature of the job,
duties and responsibilities, methods and tools used, hours of work, the person of
the worker for whom she/he is responsible, funds and properties under his/her
care, compensation and benefits, hazards and risks, and potentialities for
promotion.
Job Specification. This record is an enumeration of the qualifications of

the employee who is supposed to be appointed for the job that is described. It
specifies the educational qualifications, work experience, psychological traits,
particularly the mental and personality characteristics, health status, special
qualifications like age, sex, status, and special skills needed(Andrews, 2010;
Flippo, 1980; Heneman & Judge, 2010; Martires, 2008; Mathis & Hackson, 2008;
Noe, Hollenbeck, Gerhart & Wright, 2010; Sison, 2003; Cascio, 2003).
II. Job Design
Job design is an effective tool which is used in order on the one hand to
meet the needs of the employees and on the other to satisfy the interests of the
organization. There are three common job design techniques like job rotation, job
enlargement and job enrichment. Job rotation enables the development of the
employees’ skills, their organizational retention, reduces job boredom, while at
the same time it controls the work-related musculoskeletal disorders and
reduces the exposure of workers to work-related injuries. Job enlargement adds
more tasks to the existing tasks of the employee, thus increasing employee
participation in the decision-making process. Job enrichment makes jobs more
challenging and interesting and enables the participation of employees in the

decision-making process (Belias & Sklikas 2013).
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1. Job Rotation
Job rotation is a system, which allows employees to rotate from one job to
another, in a predetermined way. In order for the job rotation procedure to be
effective and the employee not be rotated in an inappropriate job position, four
factors should be taken into account:
1.1 the gender of the employee;

1.2 the physical demands of the job position;
1.3 the knowledge, skills and capacities of the employee and;
1.4 the demands and the time needed for performing other tasks (Carnahan et
al., 2000).
Job rotation has many advantages:
1. improvement of productivity
2. provision of training possibilities
3. increase of employees’ retention
4. enhancement of employees’ career
5. employee gains a better insight in the organization’s operations
6. foster employee learning
7. increase employee motivation and human capital accumulation
8. reduced employee boredom
9. reduced employee absenteeism
10. inclusion of workers with disabilities in job positions suitable for their
capacities and skills
11. increases employee’s problem-solving skills
2. Job Enlargement
Job enlargement “transforms the jobs to include more and/or different tasks”
The basic aim of job enlargement is to stimulate the interest of employee in the
job, namely increasing job attraction, through the differentiated and various tasks
that the employee performs in his/her job. Consequently, the objective of job
enlargement is to design jobs where the needs of employees meet the interests of
the organization.
There are two approaches of job enlargement.
The first is the horizontal enlargement, which ‘refers to the degree to which
a job contains many tasks”. This is achieved through adding more tasks to the
existing tasks performed by an employee at the same skill level. The overall goal
of horizontal enlargement is to reduce the level of specialization and boredom of
work, to reduce the number of difficult tasks, and finally to lead towards the
development of new employee skills.
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The second type is vertical enlargement, which refers to “the degree to

which the employees decide how the task is to be done”. The main goal of this
technique is to enhance the status and the self-fulfillment needs of the
employees, while it gives the employees the opportunity to take part in the
organization, the planning and the control of tasks.
3. Job Enrichment
Job enrichment refers to “the development of work practices that challenge

and motivate employees to perform better” . More precisely, job enrichment “is
the technique entails enriching job, which refers to the inclusion of greater variety
of work content, requiring a higher level of knowledge and skill, giving workers,
autonomy and responsibility in terms of planning, directing, and controlling their
own performance, and providing the opportunity for personal growth and
meaningful work experience” (Belias & Sklikas 2013).
III. Job Evaluation
Various definitions have been given to understand what job evaluation is

and its role in managing people.
Edwin B.Flippo defines job evaluation as “a systematic and orderly

process of determining the worth of a job in relation to other jobs”.
According to the International Labor Organization (ILO), “job evaluation

is an attempt to determine and compare the demands which the normal
performance of a particular job makes on normal workers, without taking into
account the individual abilities or performance of the workers concerned”.
Wendell French defines job evaluation as “a process of determining the

relative worth of the various jobs within the organization, so that differential wages
may be paid to jobs of different worth. The relative worth of a job means relative
value produced. The variables which are assumed to be related to value produced
are such factors as responsibility, skill, effort and working conditions”.
The objectives of job evaluation, to put in a more systematic manner are to:
1. Establish a standard procedure for determining the relative worth of each

job in an organization;
2. Ensure equitable wage for a job and reasonable wage differentials
between different jobs in a hierarchical organization;
3. Determine the rate of pay for each job which is fair and equitable in
relation to other jobs in the plant, community or industry;
4. Eliminate wage inequalities;
5. Use as a basis for fixing incentives and different bonus plans;
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6. Promote a fair and accurate consideration of all employees for

advancement and transfer;
7. Provide information for work organization, employees‟ selection,
placement, training and other similar purposes;
8. Provide a benchmark for making career planning for the employees in
the organization and;
9. Ensure that like wages are paid to all qualified employees for like work.
Basic Evaluation Rules: The basic rules for evaluating each position are:
1. The current position is evaluated without being influenced by what

the job is likely to be in the future or what it may have been in the past.
2. The position is evaluated and not the job holder. The assessment of each
factor is based on the job being performed competently. The assessment of the
job holder’s own performance against the standard required is quite separate
exercise which is outside the scope of the job evaluation rating
The Job Evaluation Factors
These are the factors one may consider in carefully scrutinizing the job for
its value.
1. Know-How – The knowledge, skill and experience required for

standard acceptable performance. It considers the requirement for technical and
professional skills, expertise and experience, the amount of planning and
organizing required and the requirement to work with and through others.
2. Problem Solving – the thinking required for analyzing, evaluating,

creating, reasoning, arriving at and drawing conclusions; the extent to which
this thinking is covered by precedents or circumscribed by standards; and the
degree of creativity or original thought required.
3. Accountability – The degree to which the employee is held accountable

for taking action and for the consequences of that action. It is the measured effect
of the job on end results. The freedom to act measured through the existence or
absence of constraints by managers, committees and procedures and the impact
of that action on the organization.
4. Education - The level of formal education required to perform the

functions required of a position. There is often an overlap between education and
experience, and for this reason it is often advisable to consider the education level
that would be expected of a new incumbent recruited externally.
5. Experience - The length of practical experience and nature of

technical/managerial familiarity required. This experience is in addition to formal
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education.
6. Complexity – measured in terms of: (a) the time taken to learn and adjust
to specific job requirements, (b) the level to which the job functions are defined and
follow established and predictable patterns and, (c) the thinking challenge
required to adapt to rapidly changing circumstances and innovative or
conceptual thinking needed to initiate new corporate direction.
7. Scope of Job - The complexity and scope of work factors tend to be

related to the education and experience level required of a position. The
calculation of points for each of these factors is based on the application of a
percentage rating of the sum of the points derived in the evaluation of Education
and Experience.
8. Supervision Received -The extent of supervision, direction or guidance

imposed on the job holder and the freedom the executive has to take action.
9. Authority Exercised - Authority level expressed in terms of routine

expenditure, capital expenditure and investments, granting of loans, hiring and
firing staff, etc (Andrews, 2010; Flippo, 1980; Heneman & Judge, 2010; Martires,
2008; Mathis & Hackson, 2008; Noe, Hollenbeck, Gerhart & Wright, 2010; Sison,
2003; Cascio, 2003).
Job Evaluation will determine the money value of a job. If this is so, the
organization has to be careful in studying how each job must be compensated. A
practical and outcomes-based approach or basis is very much need to
commensurate the efforts of the employee.
LINKS TO LEARN
To learn more about Job Organization and Information, click the links below.
1. https://www.youtube.com/watch?v=LRrl1QWMHv4
2. https://www.youtube.com/watch?v=P1fgOyqKQrI
3. https://www.youtube.com/watch?v=Z-WwFehPEEo
4. https://www.youtube.com/watch?v=Jjgy67XI4V0
Module
Direction: Multiple Choice. Encircle the letter of the best answer to the
questions given below.
1. He defined job analysis as the methodical compilation and study of work data
in order to define and characterize each occupation in such a manner as to
distinguish it from all others.
a. Edwin B Flippo b. John A Shubin
c. Michael J Jucius d. Douglas McGregor
2. Job evaluation is an attempt to determine and compare the demands which

the normal performance of a particular job makes on normal workers, without
taking into account the individual abilities or performance of the workers
concerned.
a. Edwin B. Flippo b. International Labor Organization (ILO)
c. Wendell French d. John A Shubin
3. Job analysis is the process of studying and collecting information relating to

the operations and responsibilities of a specific job.
a. Edwin B.Flippo b. International Labor Organization (ILO),
c. Wendell French d. John A Shubin
4. It refers to the development of work practices that challenge and motivate

employees to perform better.
a. Job Enlargement b. Job Rotation
c. Job enrichment d. Job Evaluation
5. The basic aim of this activity is to stimulate the interest of employee in the job,
namely increasing job attraction, through the differentiated and various tasks
that the employee performs in his/her job.
6. This record is an enumeration of the qualifications of the employee who is

supposed to be appointed for the job that is described.
a. Job Analysis b. Job Specification.
c. Job Description d. Job Evaluation
7. The process of determining the relative worth of the various jobs within the
organization, so that differential wages may be paid to jobs of different worth.
a. Job Specification b. Job Description
c. Job Design d. Job Evaluation
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8. This makes jobs more challenging and interesting and enables the participation
of employees in the decision-making process.
9. This refers to the content of the job, specifically the following items: job title,
code number, division/department, nature of the job, duties and responsibilities,
methods and tools used, hours of work and others.
a. Job Specification b. Job Description
c. Job Design c. Job Analysis
10. Under this method job analyst gathers information relating to job of employees
through experienced and knowledgeable supervisors.
a. Interview Method b. Questionnaire Method
c. Conference Method d. Self-Performance method
Directions: An Example of Job Offering is given below. From this example,

identify the following for each job: Title of the Job, Job Description, and Job
Specification.
Identify, recruit and communication with volunteers and business.

Strong written and verbal communication skills.
Develop and implement a plan for marketing the project and maintaining on
going communications with stakeholders.
Attention to details and accuracy; strong organization and analytic skills.
Coordinate volunteer training, volunteer meetings and public meetings.
Proven experience in marketing, communication and/or media relations.
Coordinate the meetings of 180 plus business visits, attend business visits as
required.
Project Coordinator.
Professionalism, representing the community.
Enter data of the collected business visits in the Microsoft Access Database.
Good listening and recording skills.
Follow up with the businesses and/or stakeholders as required following
business visits.
Module Able to respect and exercise confidentiality.
URS-IM-AA-CI-0063 Work closely visits Rev

with00volunteer leadership
Effectiveteam
Date: August 24, 2020
Self-Assessment Question 3. Identification of Job Analysis Method
Direction: Identify what method/strategy in job analysis is being applied in

the following circumstances.
________________ 1. The employees like to respond to questions made by those

people who are very much interested to know their job activities, working
conditions, hazards etc.
________________2. This method yields results if supervisors are effective,
competent, experienced and have a great depth of knowledge on subordinates’
job. Collection of job information through this method is time consuming and
expensive
________________3. The coverage of population under this method is wide.
These are sent to many employees. So, it is a speedy and excellent way for
gathering information at a shorter period. Cost wise this method is cheap for
collection of information.
________________4. This method is effective for job analysis when jobs are very
simple and are easy to perform. But this method does not yield results if, the jobs
are technical in nature and are difficult to perform without training.
________________5. This method is effective when jobs involve physical
activities that are measurable. Job analyst gets thorough idea regarding the job’s
employees perform.
1. b. John A Shubin
2. b. International Labor Organization (ILO)
3. a. Edwin B.Flippo
4. c. Job enrichment
5. a. Job Enlargement
6. b. Job Specification.
7. d. Job Evaluation
8. c. Job enrichment
9. b. Job Description
10. c. Conference Method
Jon Title: Project Coordinator
Job Description:
1. Identify, recruit and communication with volunteers and business.

2. Develop and implement a plan for marketing the project and maintaining on
going communications with stakeholders.
3. Coordinate volunteer training, volunteer meetings and public meetings.
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4. Coordinate the meetings of 180 plus business visits, attend business visits as
required.
5. Enter data of the collected business visits in the Microsoft Access Database
6. Follow up with the businesses and/or stakeholders as required following
business visits.
7. Work closely visits with volunteer leadership team
Job Specification
1. Strong written and verbal communication skills.

2. Attention to details and accuracy; strong organization and analytic skills.
3. Proven experience in marketing, communication and/or media relations.
4. Professionalism, representing the community.
5. Good listening and recording skills.
6. Able to respect and exercise confidentiality.
1. Interview method
2. Conference method
3. Questionnaire Method
4. Self-Performance Method
5. Study and Observation Method
Activity 1. Job Analysis
Direction: Design a description and specification of three (3) jobs listed

below. The output should clearly reflect the difference between the two
based on the analysis of the job. Answers should include four (4)
descriptions and four (4) specifications for each job.
1. Sales Manager
2. Finance Manager
3. Human Resource Manager
4. Office Clerk
5. Marketing Manager
6. Project Manager
7. Brand Strategist
8. Secretary
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9. Customer Service Manager
Activity 2.
given below.
The case of Mr Pedro Dela Cruz
Mr. Pedro Dela Cruz was strongly recommended by Mayor Punongbayan

to work at the ABC company located in the municipality. Mr. Dela Cruz was a new
graduate of management of the local municipal university where the mayor himself
is the President. His transcript of records revealed that he is an average student
and had no extracurricular activity in school. His father happens to be the
supporter of the Mayor in his political career. Mr. Dela Cruz took the examination
given by the company and he failed to make it due to his poor communication skills.
To give in to the Mayor’s request, the human resource manager gave him a
position in the production department as machine operator and not a clerical
position that the Mayor would like him to have. But Mr. Dela Cruz did not want to
accept the position and insisted that he should get the job because of the Mayor’s
recommendation. (Pereda, Pedrito R and Purisima P Pereda, Human Resource
Management, 2008)
Module
Activity 3. Essay.
What is the importance of having a sound job evaluation? Will it affect the
productivity of the employee? Why?
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
Selection of No related job Selected at Selected two Selected 3 jobs

job to be selected in the least one job in jobs in the list in the list given
analyzed list given the list given given
(20%)
Number of Written at least Written at least Written at least Written at least

Job one (1) JD and two (2) JD and three (3) JD four (4) JD and
Description one (1) JS for two (2) JS for and three (3) four (4) JS for
(JD) and job the three (3) the three (3) JS for the three the three (3)
specification jobs selected. jobs selected. (3) jobs jobs selected.
(JS) for each selected.
job
(30%)
Relevance of Job Job Job Job

the answer descriptions descriptions descriptions descriptions
and job and job and job and job
(40%) specifications specifications specifications specifications
given are not given are quite given are given are all
relevant to the relevant to the somewhat relevant to the
jobs. jobs. relevant to the jobs.
jobs.
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Grammar and more than 6 3-6 3 or fewer No grammatical

structure errors. errors. errors.
(10%)
AVI 2020
case

(15%)

been
(15%) to the case
described

(20%) solve the
problem

of advantages and and the advantages advantages and
and disadvantages disadvantages and disadvantages
disadvantages of the options have been disadvantages with description
of the options have not been given but are of the options
(15%) the case
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(15%)

(10%)
AVI 2020

Good)
reader. the paper.
supported
by detailed
information.
(20%) are typically relevant, but relevant, but details give
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obvious or
predictable.

with a
feeling that
they
understand
what the
writer is
“getting at”.
AVI 2020
REFERENCES
Ali, H., & Aroosiya, M. (2012). Impact of job design on employees’

performance. Retrieved from
http://www.kln.ac.lk/fcms/ICBI2012/images/ICBM/dccs/Microsoft%20Word%20-
%20HRM013.pdf 2.
Allwood, J.M., & Lee, W.L. (2004). The impact of job rotation on problem solving
skills. International Journal of Production Research, 42:5, 865-881.
Andrews, Sudhir (2010). Human Resource Management, McGraw-Hill
International Edition.
Belias, Dimitrios & Sklikas, Dimitrios. (2013). ASPECTS OF JOB DESIGN.

International Journal of Human Resource Management and Research (IJHRMR).
3. 85-94.
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Bhadury, J., & Radovilsky, Z. (2006). Job rotation using the multi-period
assignment model. International Journal of Production Research, 44:20, 4431-
4444.
Blanchard, Ken (2005). “Go Team! Take your team to the Next Level”, Berret-
Koehler Publishing Inc., San Francisco, CA.
Carnahan, B.J., Redfern, M.S., & Norman, B. (2000). Designing safe job rotation
schedules using optimization and heuristic search. Ergonomics, 43:4, 543-560.
Ceasar Douglas and William L. Gardner (2004). “Transition to Self Directed Work
Teams,” Journal of Organizational Behavior, 25.
Flippo, Edwin B. (1980). Personnel Management, Tata McGraw-Hill Publishing

Company Limited, New Delhi, p. 258.
Heneman, Herbert G III and Timothy A Judge (2010). Staffing Organizations, Six
Edition, McGraw-Hill International Edition.
Inarda, Analyn V (2020). Human Resource Management: Theories, Definitions and

Cases (A Modular Approach), University of Rizal System Morong Rizal.
International Labor Organization (ILO), Job evaluation – Studies and Reports, New
Series, No.56, Geneva, 1960, p.8.
James O’Toole and Edward E. Lawler III, “A Piece of Work,” Fast Company, June
2006, 87– 89.
Jorgensen, M., Davis, K., Kotowski, S., Aedla, P., & Dunning, K. (2005).
Characteristics of job rotation in the Midwest US manufacturing sector.
Ergonomics, 48:15, 1721-1733.
Marquez, Jessica, “Virtual Workspaces,” Workforce Management, May 22, 2006,

38; and Carla Joinson, “Managing Virtual Teams,” HR Magazine, June 2002, 69–
73.
Martires, Concepcion Rodil (2008). Human Resources Management-Principles

and Practices, Third Edition, National Bookstore.
Mathis, Robert L and John H Jackson (2008). Human Resource Management,
Twelfth Edition, Thomson South-Western.
Noe, Raymond A, John R Hollenbeck, Barry Gerhart and Patrick M Wright. (2010).
Human Resource Management: Gaining A Competitive Advantage, McGraw Hill.
Pethari, A (n.d.) Job Analysis Methods, retrieved from

https://www.economicsdiscussion.net/human-resource-management/job-
analysis-methods/31701.
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Sison, Perfecto S(revised by Payos and Zorilla) (2003). Personnel Management in

the 21st century, Rex Bookstore.
Wayne F. Cascio (2003). Managing Human Resources – Productivity,
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Module 4. Acquisition or Procurement of Human Resources

(Author: Prof Corazon DJ Pasia)
Objectives
1. To know the importance of Human Resource Planning in HRM.

2. To determine the systematic approach of recruitment and selection.
3. To determine ethical issues in recruitment and selection.
4. To emphasize the importance of employment test in human resource
acquisition.
Introduction
This module includes the acquisition or procurements of human resources.

The emphasis on human resource planning, recruitment and selection will be
elaborated.
I. Human Resource Planning (HRP)
It is the continuous process of systematic planning ahead to achieve

optimum use of an organization's most valuable asset—quality employees. Human
resources planning ensures the best fit between employees and jobs while
avoiding manpower shortages or surpluses.
There are four key steps to the Human Resource Planning process.
1. Analyzing present labor supply,

2. Forecasting labor demand,
3. Balancing projected labor demand with supply and supporting
organizational goals.
4. Developing and Implementing a Plan.
1. Analyzing Labor Supply
The first step of human resource planning is to identify the company's

current workforce. In this step, the HR department studies the strength of the
organization based on the number of employees, their skills, qualifications,
positions, benefits, and performance levels.
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2. Forecasting Labor Demand
The second step requires the company to outline the future of its workforce.
Here, the HR department can consider certain issues like promotions, retirements,
layoffs, and transfers—anything that factors into the future needs of a company.
The HR department can also look at external conditions impacting labor demand,
such as new technology that might increase or decrease the need for workers.
3. Balancing Labor Demand With Supply
The third step in the HRP process is forecasting the employment demand.
HR creates a gap analysis that lays out specific needs to narrow the supply of the
company's labor versus future demand. This analysis will often generate a series
of questions, such as:
1. Should employees learn new skills?

2. Does the company need more managers?
3. Do all employees play to their strengths in their current roles?
4. Developing and Implementing a Plan
The answers to questions from the gap analysis help HR determine how to
proceed, which is the final phase of the HRP process. HR must now take practical
steps to integrate its plan with the rest of the company. The department needs
a budget, the ability to implement the plan, and a collaborative effort with all
departments to execute that plan.
Handle a Labor Surplus
Company has several ways to handle labor surplus:
1. Implement a hiring freeze. All companies can expect a bit of churn

on their labor force simply because of their employees’ life situations, with workers
leaving for other positions or retiring. By not filling the positions left by these
departures, managers can let workforce attrition balance labor surpluses without
having to resort to layoffs.
2. End outsourcing contracts. In many cases, it may be as cost-effective

to shift work responsibilities back to staff employees. While this creates corporate
self-reliance, the rise in on-site responsibilities can be absorbed by your excess
workforce. This strategy is only viable when there are in-house workers of the
same skill level and pay rate as those employed by the outsourcing company.
3. Begin a mandatory furlough system. By requiring all employees to

schedule an unpaid week into their upcoming long-range schedule, you reduce the
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burden of labor costs while providing employees with a tangible benefit – time off
– which has a smaller impact on morale than across-the-board pay reductions.
4. Offer early retirement or buyout plans for workers with seniority.

These offers not only help to eliminate excess employees when workers take
advantage of the offer, they tend to eliminate workers with the highest salaries,
which has a combined cost-cutting effect.
5. Reduce workers’ hours or pay across the board. While these

strategies typically negatively impact worker morale, these reductions directly
impact the primary problem of cost containment associated with excess labor.
6. Layoff excess employees. Layoff strategies may be determined by

seniority status, individual or collective employment contracts or on a case-by-case
basis.
Managing a Shortage of Employees
There are several ways to address to labor shortage.
1. Train existing employees. Many companies offer onsite training for

their existing employees, in order to tailor the current gaps. They also offer
incentive in a form of scholarship to those deserving employees to undergo further
training and gain more knowledge through attending in a formal education.
2. Adaptability. Orient employees in a flexible work environment to

lessen problem when labor shortage occurs.
3. Re-evaluate your recruiting practices. Reexamine recruitment

policies, for instant a company can hire applicants with 80 percent of the right
requirements and help them grow into the role or try hiring applicants with all the
right skills and requirement but less experience.
4. Partner with nearby educational facilities. Company can be a host

training establishment of several school. Train and educate students in
accordance to company policy and culture.
5. Use contingent workers. one of the easiest ways to fill a skills

shortage is by hiring contingent workers. With freelancers, consultants, contractors
and more, you can fill massive gaps in your operation quickly and in a cost-effective
manner. Contingent workers are becoming an incredibly popular option for many
companies.
6. Overtime work. This is additional cost on the part of the company,

but it may help in avoiding work backlogs on a temporary basis.
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II. Recruitment
The recruitment function starts with the management decision to recruit
based on the findings taken from HR planning sessions.
Recruitment processes depend largely on an organization's recruitment

policies. Rules and regulations are set according to the demands of the recruitment
situation. There may be different policies for unique recruitment situations. Job
types and descriptions play a major role in determining related policies.
Organization policies for recruiting employees include terms and conditions that
legally bind them to the company. These terms and conditions should be explained
while recruiting a new employee.
A recruitment policy is a statement on how you hire. It outlines your

company’s preferred hiring practices and promotes consistency within your
employee recruiting process.
Adopting a Recruitment Policy
It is important to adopt a Recruitment Policy that encompasses your firm’s

code of conduct in attracting the best qualified candidate, the rules to be followed
and the standards to be reached. The policy should be directed to the following
objectives:
1. Hire the right person;

2. Conduct a wide and extensive search of the potential position candidates
3. Recruit staff who are compatible with the style of management and the
culture of your company.
4. Handle applications with due diligence, speed and courtesy.
5. Hire from within and develop existing employees to qualify them for
consideration for promotion;
6. Make sure that no false or exaggerated claims are made in recruitment
announcements or help wanted advertisements: and
7. Place individuals in positions with responsibilities and train them to enhance
their career and personal development.
The following are steps in Recruitment:
1. Planning and Approval based on HR Planning.

2. Posting Announcement/Job posting
3. Recruitment Strategies
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Company employed several techniques in terms of acquiring new talents:

Internal Sources of Recruitment. It means hiring people from within the
organization it is consider as employees promotion, this technique boost employee
engagement and gain positive outcome.
The following are the most common internal sources of recruitment:
1. Transfer: It is also called lateral transfer, shifting an employee from one

job to another with similar in nature, without any change in his rank, responsibility
and salary rate. The purpose of an employee transfer is to enable him to get well-
versed with the broad-based view of the organization which is essential for the
promotions in future.
2. Promotion: Promotions are the most common form of internal

recruitment wherein the employees are moved to the upper levels of the
organization with more responsibility and prestige. Here are some reasons why
many companies prefer to get from within.
3. Employee Referrals: The present employees can refer their friends and
family to the job. They are well aware of the organizational culture, working
conditions and job requirements. If they find their friends or family suitable for such
position can recommend their names to the management for recruitment.
The organizations encourage employee referrals as the cost and time could
be saved than from hiring people from the external sources. Some organizations,
in order to motivate employees to pay “finders fees” in the form of incentives for
each successful hire.
Note: The former employees are also considered as an internal source of

recruitment. These are the persons who have left the job and wants to come back
to work on a part-time or full-time basis.
Advantages of Internal Sources of Recruitment
1. Selecting and transferring existing employees is a simpler process.

2. The managers are aware of the talents and abilities of already existing
employees.
3. Internal recruitment serves as a tool to boost the morale of employees as
internal hiring creates job and promotion opportunities for existing
employees.
4. Internal hiring promotes a feeling of loyalty amongst the employees.
5. Existing employees are already aware of the company’s working methods
and don’t take a long time to adjust to new positions.
6. Less cost is incurred as compared to hiring the person from the external
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sources.
External recruitment is the evaluation of open pool of job candidates, other

than existing staff, to check whether there are any enough talented or able to fill
requirements and perform existing employment opportunities.
External Sources:
1. Advertisement
2. Internet
3. Manpower Agency
4. Executive search Firms or Headhunters
5. Walk-ins
6. Referrals
7. Job fairs
8. Campus recruitment
Following mentioned are a few advantages of the recruitment process:
1. Increased chances: the company receives a variety and number of

candidates who owns knowledge and ability to handle that job.
2. Fresher skill and input: When a company goes with an external
recruitment method, there is a quite better possibility of finding and
identifying a fresher candidate who is capable of delivering new skills and
inputs for the betterment of the company.
3. Better competition: In the external recruitment process, there will be a
chance of facing better competition in terms of hiring new talent. Most of
the time some of the company looks for candidates who are capable of
handling a certain skilled job and some of them search those candidates
who are better with their risk-taking ability.
4. Lesser internal politics: In the external recruitment process, there is a
very less possibility that the candidate might face internal politics of existing
candidates. And these lesser internal politics avoids a number of internal
issues and requests of the existing employees of the company.
5. Being fair: External recruitment paves way for a fair means of recruitment.
Since the competition is open and wide, there is more opportunity for
candidates where they can apply for vacant positions in organizations. The
recruitment is done in a fair manner equally for all candidates where
internal politics is avoided.
6. Ideas from other industries: Another smart factor that can be observed
from candidates recruited from external recruitment is that they offer unique
and new ways that are followed in the competitor or other companies they
worked for.
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Disadvantages of External Recruitment Process:
1. A limited understanding of the company

2. Time-consuming
3. High Cost
4. Issues of Maladjustment
5. Adjust to the new environment
6. Agencies are not trusted
7. Invites unsuitable applicants
Phases in a Recruitment Process
1. Identifying the Hiring Needs. Recruitment process should start with

identifying the vacancies that exist followed by analyzing the job
specifications including the knowledge, skills and experience needed for the
role.
2. Preparing the Job Description. Preparing a comprehensive job

description will help you know what your potential employees must have in
order to meet the demands of the role.
3. Talent Search. Identifying the right talent, attracting them and motivating
them to apply are the most important aspects of the recruitment process.
The job listing should be advertised internally to generate referrals as well
as externally on popular social networking sites and preferred job boards.
Recruiters can also conduct job fairs and promote openings in leading
industry publications to cast a wider net. Broadly, there are two sources of
recruitment that can be tapped for a talent search.
4. Screening and Shortlisting. In order to move forward with the

recruitment process, you need to screen and shortlist applicants efficiently
and accurately. This is where the recruitment process gets difficult and
challenging. You can resolve this recruitment bottleneck by following these
steps:
1. Screen applications on the basis of minimum qualifications.
2. sort resumes that have the preferred credentials by looking at their
certifications, relevant experience, domain expertise, technical
competencies and other specific skills that are required for the role.
3. shortlist candidates who have both the preferred credentials and
the minimum qualifications.
4. any concerns or queries in the resume so they can be clarified
during the interview.
5. Interviewing. The shortlisted applications will now move through the

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interview process prior to receiving an offer letter or a rejection note.

Depending on the size of the hiring team and their unique recruitment needs,
several interviews may be scheduled for every candidate.
6. Evaluation and Offer of Employment. Assess candidates in

accordance with the company criteria.
7. Employee orientation. When applicants accept the job offer, then

company will conduct a short orientation to all new employees. Here are
orientation objectives:
1. gain employee commitment

2. reduce his or her anxiety
3. help him or her understand organization's expectations, and
4. convey what he or she can expect from the job and the organization.
It is commonly followed by training tailored to specific job positions.
III. Selection Methods
1. Receiving Applications. Application forms/curriculum vitae (CV)

collection, analysis and comparison of biographical information.
2. Interview. Main means of assessing applicant suitability for a job,

it can be conducted in several ways:
1. Individual or panel
2. Structured or Unstructured format
3. Online interview or face to face
3. Psychometric testing. are a standard and scientific method used to

measure individuals' mental capabilities and behavioral style. Psychometric tests
are designed to measure candidates' suitability for a role based on the required
personality characteristics and aptitude (or cognitive abilities).
3.1 Personality tests measure behavioral style, opinions and

motivators— for example, whether a person prefer working in a
group or independently, prefer taking charge over situations or
following others. Personality tests also measure personal
attributes such as temperament, career interests and personal
values.
3.2 Cognitive Ability Test. The Revelian Cognitive Ability Test

(RCAT) asks you to complete a series of questions that relate to
verbal, numerical and abstract reasoning, to measure your critical
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thinking and reasoning ability.
Three components about your cognitive abilities:
3.2.1Problem Solving: In problem solving the test assesses

your ability to quickly learn, adapt and solve problems. This
measures your ‘fluid intelligence:’ the ability to see a problem for the
first time and find out how to solve it without any prior knowledge.
3.2.2 Numerical Reasoning: In numerical reasoning the

test assesses your ability to understand numerical concepts,
work with numbers and use formulas to solve problems.
3.2.3 Verbal Knowledge In verbal knowledge the test measures
your knowledge of the English language – focusing on spelling,
grammar and identification of errors in text.
3.3. Personality Test: This is measure of patterns of behavior such

as cooperation, initiative, dependability, responsibility, and
sociability. These tests are not time-pressured unlike the mental
ability and aptitude test. Personality test have no right and wrong
answers but can detect the consistency of the answer through
repetitive statements found within the test.
3.4. Aptitude test: This is a measure of specific abilities and a test

of the applicant’s inclination to succeed in a particular field. It includes
clerical, mechanical, sales and dexterity tests, among other items
which determine specific abilities that are required in certain fields of
specialization.
4. Shortlist. Contains the names of qualified applicants who pass the

preliminary interview, psychological tests, and application screening. Shortlisted
candidates are interviewed by the department head, manager or supervisor who
made the request.
5. Background check. The HR conducts a background check to be

assured about the authenticity of the document submitted by shortlisted applicants
as well as the accuracy of his/her educational background, job experiences and
references, generally involves contacting applicants' former employers,
supervisors, co-workers and educators to verify previous employment and to
obtain information about the individual's knowledge, skills, abilities and character.
6. Job offer. the HR department offers the job to the chosen candidate.
If he/she accepts the offer, the new hire will be accorded the position title, a
summary of the job responsibilities, and a starting salary.
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IV. Placement
It is putting the candidate in the position he/she is applying for. Placement
is the last part of the hiring process. Under adjustment, the company makes sure
that the newly hired employee is placed in the department where he/she is fitted.
The functions and responsibilities are written on the job description where
his/her position title is indicated.
1. Post-selection consideration. the HR department prepares the

pre-employment requirements. Usually, there are documents that need to be
submitted by the candidate such as the academic transcript of records, diploma,
clearances, etc. Medical exam results such as X-ray, complete blood count,
urinalysis, fecalysis, and drug test are also required. Big companies send the
candidates to their accredited clinics and shoulder the expenses of the prescribed
medical exams.
2. Hiring. After the job offer and the submission of pre-employment

requirements and medical results, the chosen candidates is hired and given a
particular date to report for work.
3. Signing of employment contract. An employment contract

contains the position title, date employed, conditions of employment, starting
salary and a summary of job responsibilities. It is also important to note the status
of employment.
Another contract which is actually unwritten is called a psychological

contract. The psychological contact is a non-written utterance of expectations of
the newly hired employee as well as the employer’ expectations of the employee.
More importantly, the employee lays down all his/her expectations such as his/her
career path, employment benefits, security of tenure, and the company’s plans for
his/her career.
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LINKS TO LEARN
To learn more about Acquisition and Procurement of Human Resources, click
the links below.
1. https://www.philstar.com/business/2013/08/07/1060051/phil
ippine-labor-surplus-story
2. http://www.psa.gov.ph/content/occupational-shortages-and-
surpluses-2015-2016%E2%80%A6statistics-job-vacancies-
second-series
3. https://www.brighthr.com/articles/hiring/recruitment/external
-recruitment-methods/
4. https://www.indeed.com/career-advice/interviewing/online-
interview-tips
5. https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/conductingbackgroundinvestigation
s.aspx
Simple Recall: Read the sentence carefully and write your answer on the
space on the space provided. 1 point each
1. Is an action by an employer to terminate employees

because of redundancy or technological
innovations?
2. Insufficiency of qualified candidates for
employment.
3. A statement on how a company hire a new

employee.
4. shifting an employee from one job to another with
similar in nature, without any change in his rank,
responsibility and salary rate.
5. is the continuous process of systematic planning
ahead to achieve optimum use of an organization's
most valuable asset—quality employees.
6. The advancement of an employee’s position with
corresponding responsibility and monetary value.
7. is a detailed personal information highlighting your
professional and academic history.
8. It consists of general questions on linguistic and
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numerical abilities and abstract reasoning.

9. Applicants who hop from one company to another
to submit their application letter with curriculum vitae
or resume.
10. Are set of 'promises' or 'expectations' that are
exchanged between the parties in an employment
relationship.
List the Phases in a Recruitment Process
ST ART HERE
1. Layoff
2. Labor Shortage
3. Recruitment Policy
4. Transfer/Lateral Transfer
5. Human Resource Planning
6. Promotion
7. Curriculum Vitae
8. Cognitive Ability Test
9. Walk in Applicants
10. Psychological contract
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Employee orientation
Ev aluation and Off er of

Employment
Interviewing
Screening and Shortlisting
Talent Search
Preparing the Job Description
ST ART HERE Identif ying the Hiring Needs
Activity 1. Human Resource Planning
Answer the following review questions:
1. Importance of Human Resource Planning in achieving company’s goal

and objectives?
2. How to manage human resource surplus?
3. Which is more difficult to handle human resource surplus or shortage?
Give your explanation.
Activity 2. Recruitment
The purpose of this activity is to prepare the students in actual job interview
in the future, he/she must prepare exactly the same way as if he/she is going to an
interview. Prepare a simulation of Job interview using digital platforms.
Activity 3. Selection and Placement
Survey: conduct a short survey on how graduates land to their first job?
Requirements:
Write simple interview guide questions
Use digital platforms in conducting an interview
20 respondents
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5 points 4 points 3 points 2 points 1 point

Outstanding Very Good Good Fair Poor
Provide There is a Some key Ideas are not Inadequate
thorough substantial points are presented explanation
explanation idea but not missing. properly.
with strong delivered
support from properly.
the topic
discussed
and other
references.
Spelling, spelling, There are few Spelling, Typographical

capitalization capitalization errors in Capitalization error/spelling
and and spelling, and used of and
punctuations punctuations capitalization punctuations punctuations
are properly are generally and are not gives wrong
observed. correct, with punctuations. properly information.
1-2 errors observed.
Criteria Excellent Very good Fair Poor

20 points 15 points 10 points 5 points
Preparation The student Student wear Student wears Students are
dressed proper attire Inappropriate not properly
prof essionally f or job clothes f or job dressed and
and interview but interview. lack of
appropriately lack of enthusiasm
with complete presentation
interview props.
presentation
props.
Presentation Demonstrate speaks clearly Employs few or
good and accurately. limited techniques
communication to enhance the
skills. Shows high oral presentation.
degree of show
Uses positiv e enthusiasm Lack of unwillingness
body confidence. and
language. Uses disapprov al.
inappropriate
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body
Properly language.
observ e job
interview
etiquette
Shows high
degree of
enthusiasm
Criteria Percentage
Accuracy and validity of data 80%
Format 20%
REFERENCES
Anderson, Somer (2020) Human Resource Planning, Retrieved July 7, 2020

https://www.investopedia.com/terms/h/human-resource-planning.asp#
Bika, Nikoleta, Recruitment Policy, Retrieved July 19, 2020

https://resources.workable.com/tutorial/recruitment-policy#:
Business Jargons, How to Write a recruitment policy, Retrieved July 19, 2020
https://businessjargons.com/internal-sources-recruitment.html
Business Dictionary, Orientation, Retrieved July 20, 2020

http://www.businessdictionary.com/definition/orientation.html
Cognitive Ability Assessment: A traditional cognitive ability assessment, Retrieved

July 20, 2020
https://www.revelian.com/jobseeker/product/cognitive-ability-test/
Human Resource Management, Selection Process, Retrieved July 20, 2020

https://www.toppr.com/guides/business-management-and-
entrepreneurship/human-resource-management/selection-process/#:
Institute of Pyschometric coaching, Psychometric guide, Retrieved July 20, 2020

https://www.psychometricinstitute.com.au/psychometric-
guide/introduction_to_psychometric_tests.html
Phases in a Recruitment Process, Retrieved July 20, 2020
https://www.jobsoid.com/recruitment-process/
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Recruiter, Recruitment Policy, Retrieved July 19, 2020

https://www.recruiter.com/recruitment-policy.html
Recruitment Process, Retrieved July 19, 2020

https://www.toppr.com/guides/business-management-and-
entrpreneurship/human-resource-management/recruitment-process/
Schnotz, Wilhelm, How to Handle a Labor Surplus, Retrieved July 19, 2020
https://smallbusiness.chron.com/handle-labor-surplus-33192.html
Shpak, Scott, (2018) How to handle a Labor Surplus, Retrieved July 19, 2020
https://yourbusiness.azcentral.com/handle-labor-surplus-13844.html
SHRM Conducting Background Investigations and Reference Checks, Retrieved

July 20, 2020
https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/conductingbackgroundinvestigations.aspx
Wilton Nick, (2013), An Introducti on to Human Resource Management,

First Edition, Mathura Road, New Delhi
Wisestep, Advantages and Disadvantages of External Recruitment, Retrieved July

20, 2020
https://content.wisestep.com/advantages-disadvantages-external-
recruitment/#:~
Zarate, Cynthia A (2014), Human Resource Management, South Triangle

Quezon City.
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Module 5- Maintenance of Human Resources

(Author: Prof Helen B Libao)
Objectives
1. Identify different approaches in maintaining of human resources.

2. Explain the concepts of employee orientation.
3. Make a simple orientation program of former and newly hired
employees.
4 Be familiarize with the physical working condition and stresses in the
workplace.
5. Present a video activity on how to eliminate stress in the workplace.
6. Discuss the methods of appraising performance.
7. Have an idea on the various drivers of performance appraisal.
Introduction
The module will give the students the ideas of the different human resource
management functions like conducting employee orientation, learning the concept
of physical working condition where occupational and safety act in the Philippines
is one of the major concerns. Another topic that will enhance the students is to let
them inform about the performance appraisal. Maintenance function of human
resource management is concerned with protecting and promoting the physical
and mental health of employees.
I. Definition of Employee Orientation
Employee Orientation is the planned introduction of new employees to

their jobs, coworkers, and the organization Orienting employees to their
workplaces and their jobs is one of the most neglected functions in many
organizations so employees especially the new ones are sometimes misdirected
about the very purpose why they were in that organization.
The very purpose of employee orientation is that employers have to realize

that orientation isn't just a nice gesture put on by the organization. It serves as an
important element of the new employee welcome and organization integration.
1. Types of Employee Orientation

a. Realistic Orientation
These people are attracted to occupations that involve physical activities
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requiring skill, strength, and cooperation. Examples include forestry, farming, and
agriculture.
b. Investigative Orientation
Investigative people are attracted to careers that involve cognitive activities

(thinking, organizing, and understanding) rather than affecting activities (feeling,
acting or interpersonal and emotional tasks). Examples include biologist, chemist
and college professor.
c. Social Orientation
These people are attracted to careers that involve interpersonal rather than
intellectual or physical activities. Examples include clinical psychology, foreign
Service and social work.
d. Conventional Orientation
A conventional orientation favors careers that involve structured, rule-

regulated activities as well as careers in which it is expected that the employee
subordinates his or her personal needs to those of the organization. Examples
include accountants and bankers.
e. Enterprising Orientation
Verbal activities aimed at influencing others characterize enterprising

personalities. Examples include managers, lawyers, and public relations
executives.
f. Artistic Orientation
People here are attracted to careers that involve self-expression, artistic

creation, expression of emotions and individualistic activities. Examples include
artists, advertising executives, and musicians.
2. Characteristics of Effective Employee Orientation Program
a. Indoctrination into the culture. It’s important that new employees get a
feel for the culture and their place in it. Ideally, employees would review culture
with prospects before they take a position with the company, ensuring the proper
fit.
b. Formal learning. Many companies offer no formal learning

opportunities and depending on the industry and organizational culture, this may
be ok. In larger organizations and those in regulated industries, for example, formal
training may be necessary. But even those industries recognize that formal training
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is only about 20 percent of the training an employee needs to be successful. Social

learning is far more important and longer lasting.
c. Social learning. For many, social learning is the key to employee

satisfaction in most successful organizations.
d. Clear expectations. Each employee must have an understanding of

what is expected and what they need to achieve in a given timeframe.
e. Strong communication. The more employees can communicate and

collaborate, the more likely they will be to excel. Tools can support this, but
company culture needs to foster collaboration as well.
II. Physical Working Condition
Physical Working Condition refers to the space allocation in the office,

physical layout, temperature of the workplace, and safety of the surroundings.
Space allocation and physical layout will help in the adjustment period of the new
employee. Enough space to work in can make the employee comfortable.
A cool temperature on a workplace may also be a good beginning for the

employee to be productive on the job. A hot and stuffy place could reduce worker
efficiency.
Safe surroundings will be reassuring to a new employee. Anxiety and

feelings of insecurity will be reduced if the new employee feels safe in the work
environment.
Occupational and Healthy Safe Act in the Philippines. The World Health
Organization (WHO) congratulates the Philippine government for passing the
Occupational Safety and Health Standards Act or the Republic Act (RA) 11058.
Once implemented, this significant legislation will help curb the increasing cases
of diseases and injuries in the work environment that confront the country.
With the RA 11058, employers are now required to comply with

occupational safety and health standards including informing workers on all types
of hazards in the workplace and having the right to refuse unsafe work, as well as
providing facilities and personal protective equipment for the workers, among
others.
With this law, the Philippines comes closer to achieving the Sustainable
Development Goal 8.8 to protect the labor rights and promote safe and secure
working environments for all workers. It also boosts the implementation of the
WHO-supported Occupational Health and Safety Sector Plan under the National
Environmental Health Action Plan (2017-2022).
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Stress in the Workplace
Research results: Over 42 percent of Filipino workers reported that

their stress levels have risen over the past few years, said a Regus International
survey. Meanwhile, the Grant Thornton International survey said 76 percent
of Filipino business owners are highly stressed, pointing to heavy workload as the
most significant driver 25, 2015.
The inability to balance work and life may increase stress, reducing the
quality of Filipino workers’ output and making them more prone to hypertension
and heart disease.
Work-related stress adversely affects employers and employees alike.

“Stress physically wears out the body,” said Department of Health-National Capital
Region director Eduardo Janairo. It puts people at risk to a lot of illnesses, from
the common cold to hypertension and severe heart disease.
Ways to Eliminate Stress at Work (Jenna Goudreau)
1. Act Rather Than React
"We experience stress when we feel that situations are out of our control,"
says Melnick. It activates the stress hormone and, if chronic, wears down
confidence, concentration and well-being. She advises that you identify the
aspects of the situation you can control and aspects you can't. Typically, you're in
control of your actions and responses, but not in control of macro forces or
someone else's tone, for example. "Be impeccable for your 50%," she advises.
And try to let go of the rest.
2. Take A Deep Breath
If you're feeling overwhelmed or are coming out of a tense meeting and

need to clear your head, a few minutes of deep breathing will restore balance, says
Melnick. Simply inhale for five seconds, hold and exhale in equal counts through
the nose. "It's like getting the calm and focus of a 90-minute yoga class in three
minutes or less at your desk," she says.
3. Eliminate Interruptions
"Most of us are bombarded during the day," says Melnick. Emails, phone
calls, pop ins, instant messages and sudden, urgent deadlines conspire to make
today's workers more distracted than ever. While you may not have control over
the interrupters, you can control your response. Melnick advises responding in one
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of three ways: Accept the interruption, cut it off, or diagnosis its importance and
make a plan. Many interruptions are recurring and can be anticipated. "You want
to have preset criteria for which response you want to make," she says. You can
also train those around you by answering email during certain windows, setting up
office hours to talk in person or closing the door when you need to focus .
4. Schedule Your Day for Energy and Focus
Most of us go through the day using a "push, push, push" approach, thinking
if we work the full eight to 10 hours, we'll get more done. Instead, productivity goes
down, stress levels go up and you have very little energy left over for your family,
Melnick says. She advises scheduling breaks throughout the day to walk, stretch
at your desk or do a breathing exercise. "Tony Schwartz of the Energy Project has
shown that if we have intense concentration for about 90 minutes, followed by a
brief period of recovery, we can clear the buildup of stress and rejuvenate
ourselves," she says.
5. Eat Right and Sleep Well
"Eating badly will stress your system," says Melnick, who advises eating a
low-sugar, high-protein diet. "And when you're not sleeping well, you're not getting
the rejuvenating effects." According to the CDC, an estimated 60 million Americans
do not get sufficient sleep, which is a critical recovery period for the body. If racing
thoughts keep you from falling asleep or you wake up in the night and can't get
back to sleep, Melnick suggests a simple breathing trick that will knock you out
fast: Cover your right nostril and breathe through your left for three to five minutes.
6. Change Your Story
Your perspective of stressful office events is typically a subjective

interpretation of the facts, often seen through the filter of your own self-doubt, says
Melnick. However, if you can step back and take a more objective view, you'll be
more effective and less likely to take things personally. She recalls one client who
sent a request to human resources for more people on an important project. When
she was denied, she immediately got angry and defensive, thinking they didn’t trust
her to know what she needed. Yet she never stopped to even consider there might
be budgetary issues on their end. Once she was able to remove herself from the
situation, she called the HR director and said: Tell me where you're coming from,
I'll tell you where I'm coming from and then let's see if we can find a solution.
Ultimately, it worked
7. Cool Down Quickly
"When you feel frustrated or angry, it's a heated feeling in your body that
can cause you to react," says Melnick. Instead of immediately reacting—and likely
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overreacting—she suggests trying a "cooling breath" technique: Breathe in through

your mouth as if you are sipping through a straw, and then breathe out normally
through your nose. Done right, you'll feel a cooling, drying sensation over the top
of your tongue. It's like hitting the "pause" button, giving you time to think about
your response. She says, "It's so powerful it will even calm the other person down."
8. Identify Self-Imposed Stress
"Learn to stop self-imposing stress by building your own self-confidence

rather than seeking other's approval," says Melnick. If you're too caught up in
others' perceptions of you, which you can't control, you become stressed out by
the minutia or participate in avoidance behaviors like procrastination. Ironically,
once you shift your focus from others' perception of your work to the work itself,
you're more likely to impress them.
9. Prioritize Your Priorities
With competing deadlines and fast-changing priorities, it's critical to define

what's truly important and why. That requires clarity, says Melnick. It's important to
understand your role in the organization, the company's strategic priorities, and
your personal goals and strengths. Cull your to-do list by focusing on those projects
that will have the most impact and are best aligned with your goals.
10. Reset the Panic Button
For those who become panic-y and short of breath before a presentation,
Melnick says you can quickly reduce your anxiety with the right acupressure point.
Positioning your thumb on the side of your middle finger and applying pressure
instantly helps regulate your blood pressure.
11. Influence Others
Even if you're responsible for your behavior and outlook, you're still left
dealing with other people's stressful behavior, Melnick notes. She advises
confronting a problem coworker or employee by stating the bad behavior in a
respectful tone, describing the impact on the team and the individual, and
requesting a change. For example, constant negativity might be addressed in this
way: "When you speak in a critical tone, it makes others uncomfortable and less
likely to see you as a leader. I understand your frustration but request that you
bring concerns directly to me, so we can talk them through." By transferring the
ownership of the problem, you're more likely to resolve it.
12. Be Your Own Best Critic
Some 60,000 thoughts stream through your mind each day, Melnick says,
and internal negativity is just as likely to stress you out as an external event. The
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fix? Instead of being harsh and critical of yourself, try pumping yourself up.
Encouraging thoughts will help motivate you to achieve and ultimately train you to
inspire others.
III. Performance Appraisal
It is the systematic evaluation of the performance of employees and to

understand the abilities of a person for further growth and development.
Performance appraisal, on the other hand, is the ongoing process of evaluating
employee performance. Performance appraisals are reviews of employee
performance over time3, so appraisal is just one piece of performance
management.
Methods of Appraisal
Six modern performance appraisal methods
1. Management by Objectives (MBO) is the appraisal method where

managers and employees together identify, plan, organize, and communicate
objectives to focus on during a specific appraisal period. This performance
appraisal method is used to match the overarching organizational goals with
objectives of employees effectively while validating objectives using the SMART
method to see if the set objective is specific, measurable, achievable, realistic, and
time-sensitive.
2. 360-Degree Feedback. 360-degree feedback is a multidimensional

performance appraisal method that evaluates an employee using feedback
collected from the employee’s circle of influence namely managers, peers,
customers, and direct reports.
This appraisal method has five integral components like:
1. Self-appraisals offer employees a chance to look back at their

performance and understand their strengths and weaknesses. However, if self-
appraisals are performed without structured forms or formal procedures, it can
become lenient, fickle, and biased.
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Figure 3. Management by Objectives
2. Managerial reviews. Performance reviews done by managers are a part

of the traditional and basic form of appraisals. These reviews must include
individual employee ratings awarded by supervisors as well as the evaluation of a
team or program done by senior managers.
3. Assessment Centre Method. The concept of assessment center was

introduced way back in 1930 by the German Army but it has been polished and
tailored to fit today’s environment. The assessment center method enables
employees to get a clear picture of how others observe them and the impact it has
on their performance.
4. Subordinates Appraising manager (SAM). As hierarchies move out of the

organizational picture, coworkers get a unique perspective on the employee’s
performance making them the most relevant evaluator. These reviews help
determine an employee’s ability to work well with the team, take up initiatives, and
be a reliable contributor. However, friendship or animosity between peers may end
up distorting the final evaluation results.
5. Customer or client reviews. The client component of this phase can

include either internal customers such as users of product within the organization
or external customers who are not a part of the company but interact with this
specific employee on a regular basis. Customer reviews can evaluate the output
of an employee better
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Figure 4. Stages in Assessment
3. Assessment Centre Method. The concept of assessment center was

introduced way back in 1930 by the German Army but it has been polished and
tailored to fit today’s environment. The assessment center method enables
employees to get a clear picture of how others observe them and the impact it has
on their performance. The main advantage of this method is that it will not only
assess the existing performance of an individual but also predict future job
performance.
4. Behaviorally Anchored Rating Scale (BARS). Behaviorally anchored

rating scales (BARS) bring out both the qualitative and quantitative benefits in a
performance appraisal process. BARS compare employee performance with
specific behavioral examples that are anchored to numerical ratings.
Each performance level on a BAR scale is anchored by multiple BARS

statements which describe common behaviors that an employee routinely exhibits.
These statements act as a yardstick to measure an individual’s performance
against predetermined standards that are applicable to their role and job level.
5. Psychological Appraisals. Psychological appraisals come in handy to

determine the hidden potential of employees. This method focuses on analyzing
an employee’s future performance rather than their past work.
6. Human-Resource (Cost) Accounting Method analyses an employee’s

performance through the monetary benefits he/she yields to the company. It is
obtained by comparing the cost of retaining an employee (cost to company) and
the monetary benefits (contributions) an organization has ascertained from that
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specific employee.
These appraisals are used to analyze seven major components of an

employee’s performance such as interpersonal skills, cognitive abilities, intellectual
traits, leadership skills, personality traits, emotional quotient, and other related
skills. When an employee’s performance is evaluated based on cost accounting
methods, factors like unit-wise average service value, quality, overhead cost,
interpersonal relationships, and more are taken into account. Its high dependency
on the cost and benefit analysis and the memory power of the reviewer is the
drawback of human resources accounting method.
Rater Error. Rater errors are errors in judgment that occur in a systematic
manner when an individual observes and evaluates another.
Types of Rater Error
1. Halo Effect – The tendency to make inappropriate generalizations from

one aspect of a person’s job performance. This is due to being influenced by one
or more outstanding characteristics, either positive or negative.
2. Leniency – The tendency to evaluate all people as outstanding and to

give inflated ratings rather than true assessments of performance.
3. Central Tendency – The tendency to evaluate every person as average

regardless of performance.
4. Strictness – The tendency to rate all people at the low end of the
scale and be overly critical of performance.
5. Contrast Effect – The tendency for a rater to evaluate a person
relative to other individuals rather than on-the-job requirements.
6. First Impression Error – The tendency for a manger to make an initial

favorable or unfavorable judgment about someone, and then ignore subsequent
information that does not support this impression.
7. Similar-to-Me Effect – The tendency to more favorably judge those

people perceived as similar to the leader. Diversity of talent, style, ability,
perspective, background, and opinion are important characteristics of an effective
team. This may be the most important rater error to avoid!
Who should rate the performance?
Supervisor are frequently one of the best and most commonly used options
to choose as evaluators for the employees under their control. Peers or coworkers
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also often know the job of the individual employee better than the supervisor does,
and they are more directly affected by the employee’s actions, either positive or
negative
Driver Performance Appraisal and Review. Driver appraisals should be

carried out at regular intervals, at least annually, and are an essential tool in the
management of both drivers and fleet safety. The appraisal process should identify
a driver’s training needs, and also enable the organization to gain an appreciation
of how well a driver is performing and meeting the requirements of their
employment, including:
• Compliance with policies, procedures and standards

• Accident record
• Any health issues
• Eyesight has not deteriorated
It is important to continually monitor a driver’s general health to ensure that
they continue to be sufficiently healthy and able to undertake their duties. The
collected data can also help an organization identify any deterioration in health and
allow the organization to help the driver where appropriate, for example
recommending the purchase of spectacles.
Four steps to drive performance management in your organization:

1. Raise Individual Performance
Even with the evolution of performance reviews, 26% of companies see

heavy challenges in changing their current ideology behind the performance
appraisal from purely evaluative to developmental. Allowing employees to see the
input of the work they’re doing now and the value of their future work increases
employee involvement during performance reviews.
Gallup estimates that at least 70% of the variance in employee

engagement is due to poor management skills from their supervisors. So, if you
dedicate some training to helping managers develop their leadership skills early
on, your employee engagement will increase, and subsequently, so will your
employee performance.
2. Link Performance to Company Goals
Helping employees see the connection between their individual

responsibilities and the company’s objectives isn’t only a key driver of
performance. When managers link the work of employees to company goals, they
also drive organizational success. Joel Trammell (@TheAmericanCEO), CEO of
Khorus, said:
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“Leaders are judged on ‘performance,’ meaning their ability to promote

positive results for their organization. One way to promote performance is
to connect a big-picture strategy with individual tasks that employees can
carry out on a regular basis. If the management team fails to do this, then
the organization will become highly inefficient. Each individual or
department will begin to act according to its own instincts, detached from
the direction the executive is trying to establish.”
3. Train Managers to Coach Their Teams
We’ve all had the performance appraisal that told us everything we did right.
Fluff employee feathers enough, however, and when they make mistakes on the
job, they will question their performance as a whole. This is not how managers
should monitor or regulate employee performance.
Of course, even the best performance management system can’t help a

poor manager effectively guide their team. In this sense, it’s not changing or
removing the performance management system that’s in place that will help the
team. Unfortunately, there are occasions when there just needs to be a change in
management to better the performance management system.
One of the biggest challenges in performance management is training

supervisors in the art of performance management. Developing managers to
become successful performance coaches proves to be a top issue for 64% of
companies.
4. Ask Good Questions
You can’t expect to understand your employees enough to drive

performance if you don’t ask the right questions from the beginning. Precise
questions can help managers analyze cultural and employee missteps so they can
solve them in the future. When you begin to change your performance
management system, ask yourself these questions:
1. Why do employees stay with or leave the company?

2. Are there firm retention plans to keep HiPo talent?
3. Is there a solid succession plan ready?
4. Are managers ready to coach their employees?
If you ask questions that give you true insight into the performance workings
of your organization, you’ll find ways to help managers become better performance
coaches. The balance between organizational and individual goals relies on finding
the link between the two, as well as the training managers to help employees see
this. So, if you train your managers to be better coaches, ask the right workforce
questions, link company objectives with employee goals, you’ll see a rise in
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individual employee performance and reinvent your performance management

system.
Directions: Identify the answer to the questions given by writing on the

space provided.
______________ 1. It provides information about the company and as well as the

job to both new and old employees
______________2. These people are attracted to occupations that involve
physical activities requiring skill, strength, and cooperation.
______________3. People are attracted to careers that involve cognitive activities
(thinking, organizing, and understanding) rather than affecting activities (feeling,
acting or interpersonal and emotional tasks
______________4. These people are attracted to careers that involve
interpersonal rather than intellectual or physical activities.
______________5. It favors careers that involve structured, rule-regulated
activities as well as careers in which it is expected that the employee subordinates
his or her personal needs to those of the organization.
______________6. Verbal activities aimed at influencing others characterize
enterprising personalities.
______________7. People here are attracted to careers that involve self-
expression, artistic creation, expression of emotions and individualistic activities.
______________8. New employees get a feel for the culture and their place in it.
______________9. A larger organization and those in regulated industries offer
this kind of activity to allow the employee to gain more knowledge on the job for
quite a period of time.
______________10. This is the key to employee satisfaction in most successful
organizations.
________1. Take a deep breath, if you're feeling overwhelmed or are coming out
of a tense meeting and need to clear your head
________2. Never allow yourself to be bombarded with interruptions by dealing
with
instant messages, and sudden, urgent deadlines.
________3. Schedule your day for energy and focus on the job to rejuvenate
yourselves in the workplace.
________4. Eat enough and sleep well to get sufficient energy for the next day
duty.
________5. Subjectivism increases the level of productivity of an employee in an
organization.
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________6. When you feel frustrated or angry, it's a heated feeling in your body
that can cause you to react.
________7. Learn to stop self-imposing stress by building your own self-
confidence rather than seeking other's approval.
________8. With competing deadlines and fast-changing priorities, it's critical to
define what's truly important and why.
________9. Positioning your thumb on the side of your index finger and applying
pressure instantly helps regulate your blood pressure.
________10. Even if you're responsible for your behavior and outlook, you're still
left dealing with other people's stressful behavior.
1. employees’ orientation
2. realistic orientation
3. investigative orientation
4. social orientation
5. conventional orientation
6. enterprising orientation
7. artistic orientation
8. indoctrination into the culture
9. formal learning
10. social learning
1. True
2. True
3. True
4. False
5. False
6. True
7. True
8. True
9. False
10. True
Activity 1. Make a simple orientation program of former and newly hired

employees.
Activity 2. Present a video activity on how to eliminate stress in the

workplace.
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Design 30 points
Content 10 points
Relevance to the Team 10 points
Virtually visible 50 points

Clear sounds 50points
REFERENCES
Concepcion Martires (1988), Human Resources Management Principles and

Practices, Chapter 8, pp. 147-152.
Richard Peterson and Lane Tracy, Systematic Management of Human Resources,

pp. 114-127
R. Wayne Mondy and Robert Noe, Human Resource Management, Chapter 8, pp.
238-242.
Wendell French (1990), Human Resources Management, Chapter 10, pp. 286-
293.
https://www.slideshare.net/jobitonio/orientation-and-physical-working-conditions-
81445799#:~:text=Working%20conditions%20refer%20to%20the,can%20make
%20the%20employee%20comfortable.
https://www.who.int/philippines/news/detail/23-08-2018-the-occupational-safety-
and-health-standards-act-will-protect-the-health-of-workers-in-the-
philippines#:~:text=With%20the%20RA%2011058%2C%20employers,for%20the
%20workers%2C%20among%20others.
https://business.inquirer.net/195891/work-related-stress-affects-ones-life-
dealing-with-it-essential#ixzz6SWjb02Oi
Follow us: @inquirerdotnet on Twitter | inquirerdotnet on Facebook
https://business.inquirer.net/195891/work-related-stress-affects-ones-life-dealing-
with-it-essential#ixzz6SWitIiaL
https://business.inquirer.net/195891/work-related-stress-affects-ones-life-
dealing-with-it-essential#ixzz6SWkHZ693
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http://www.fleetsafe.org/driver/appraisal.aspx
https://talentculture.com/4-steps-to-drive-performance-management/
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Module 6- Development of Human Resources

(Author: Dr Hermy D Estrabo)
Objectives
1. Differentiate training from development;

2. Identify the importance of training and development;
3. Discuss how to perform needs assessment;
4. Explain the steps in the training process;
5. Analyze sample case related to training and development;
6. Discuss the principles and basic protocols of career planning.
Introduction
The goals and objectives of an organization will be realized if it has a very

strong human resources who are resilient and responsive on the different
challenges and opportunities of its operation. To realize to this concern, the basic
function Human Resource Management which is the development of human
resources should be carefully and objectively implemented in all organizations.
With this premise leader-manager should internalize and apply the basic function
of management and motivation to facilitate a functional Training and Development
(T&D) program.
I. Difference of Training and Development
Training It is a formal and systematic modification of behavior through

learning which occurs as a result of education, instruction, development and
planned experiences.
Development These are learning activities which are directed towards

future needs of the organization, rather than the immediate performance. It helps
individual to handle future responsibilities.
What are the importance and benefits of Training and Development?
1. Helps employees develop specific skills to succeed in their jobs in the

future;
2. Assists employees to develop skills to work effectively in a team;
3. Supports the company strategies in delivering business results.
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Training gives benefits to the company but there are some problems
associated on its implementation. They are the following:
1. Training requires resources such as financial support fund to

trainers, formal training in college or university, and logistics
needed during the actual training sessions.
2. Training program can be time-consuming to implement.
3. Impact of training is difficult to link to the attainment of business
The above-mentioned problems should be proactively anticipated and
considered of the leader-manager in the strategic planning activities of the
organization before implementing the training process. With this situation, the
leader-manager is also challenged on creativity and resourcefulness in managing
resources in the event that logistics will be the source of problems in the conduct
of the needed training.
Everyone is required to internalize the mechanics and contents of the

training process. Below are the basic information for your information and
guidance:
II. The Training Process
The training process includes training needs assessment, identification of

training objectives, development of the training program, implementation of the
training program and evaluation program’s effectiveness.
1. Training Needs Analysis

The first step of the training process is the training needs analysis. It
ensures that the training investment of the organization will address the gaps and
problems affecting the performance of the organization. To facilitate this task,
needs assessment is necessary. Meanwhile, what is Needs Assessment?
Needs Assessment is the process used to determine whether training is

necessary or the solution to closing the performance gaps of the organization. It
is the process which involves analysis of the needs of the organization, tasks and
the person.
In organizational analysis, it involves examining the company’s mission,

long and short -term business objectives and determining the appropriate training
programs to achieve these goals.
Concerning task analysis, it involves a detailed study of a jobs in the

organization to identify the skills and behavior needed to these jobs.
Focusing on person analysis, it is a process to identify who needs training

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and the employees’ readiness level. This step involves identification of

performance deficiencies due to lack of knowledge, skills and abilities. It will also
identify the specific employee who needs to be prioritized for training.
2. Training Objectives and Design

After analyzing the result of the training needs assessment, the next step is
to determine the objectives and the instructional design of a training program to
address the identified gaps and problems of the organization, tasks or the persons
concerned in the company. This step also includes the listing of specific training
objectives for each program. These objectives are very important in evaluating the
results of the totality of the training program.
3. Development of the Training Program
Developing the training program allows the execution of the training design
that has been planned for. In this step, the following have to be clearly identified:
(a) program objectives, (b) program content, (c) duration of the training, (d)
delivery mode of the training, (e) the trainers, (f) what skills to be assessed
after the training, and (g) assessment tools that will be used.
The program objectives enumerate the overall scope of the training

activity such as skills and behaviors that will be learned and expected learning
outcomes at the end of the training program.
The program content lists the topics that will be covered in the training
course. The training contents are being validated by the experts in the department
to check if the contents is responding to the identified training needs. The key
consideration in this step is the clarification and closing of skills gap as well as
alignment of training for the attainment of organizational goals. In addition, the
organization may decide to develop their own training program or outsourced its
development or buy packaged training package or module.
The Duration of the Training Program must be planned to determine if enough

time is given for skill training , delivery and assessment. This will also a basis for
deciding if the training program can be done during office hours or off-site.
4. Implementation of the Training Program
After the development of the training program, determination of an training

methodology is a must. In addition, the developed training program should be
validated through a pilot testing from among selected employees and heads of the
organization. Adjustment shall be made in the training program after hearing the
comments and suggestions from the different participants who attended the pilot
training. Comments may be derived through focused group discussion, interviews
and surveys.
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5. Evaluation of Training
The final stage of the training process is the evaluation of the training
program. This step requires the preparation of appropriate training assessment
tools that will be used to after the training is completed. It also prepares the
trainees to pay close attention to learning outcomes expected during the training.
Assessing the training program involves a systematic process of

measurement and evaluation. Assessment outlines the evaluation criteria and the
means for evaluating and measuring the results. This is the most critical step of
the process in which the actual skills and behavior iof the trainees are tested.
Trainers are not only accountable on the what the trainees learn during the training,
but the most important is the impact of the training program on the organizational
performance.
Now, that you have gather the basic information about the training process,
you will be requested to view related video to enhance your learning experiences.
Pls click the link below:
1. https://www.youtube.com/watch?v=CNFLmu4-pXw
2. https://www.youtube.com/watch?v=BCJY_r7NJc0&t=26s
3. https://youtu.be/4YhNTy-o198
4.
Another important content of this module is the information related to career
planning and development. It will give you the opportunity to explore the
parameters of career planning and how it will help you and your future manpower
to develop their career.
II. Career Planning
Career Planning is the process by which one selects career goals and the
path to these goals. The major focus of career planning is on assisting employees
achieve a better match between personal goals and the opportunities that are
realistically available in the organizations. It is also a continuous process of
developing human resources for achieving opportunities results. Hence, it is the
responsibility of the organization to help the employees in career planning, so that
both can satisfy each other’s needs.
Specifically, career planning can be explained by the figure below showing

the parameters for a successful career planning. It explains that career planning
encourages employees to perform exploration of their career, make sound
decisions, take dynamic action and finally self- exploration for a self-reflection or
Module
assessment if the target goals of the career is attained.
Figure 5. Career Planning Model
In order to enhance further your knowledge in career planning , you are

requested to view the related videos on the following links below:
1. https://www.youtube.com/watch?v=B9_u3hO7TAA
2. https://www.youtube.com/watch?v=ABVpi3V8_Hw&t=176s
3. https://www.youtube.com/watch?v=B9_u3hO7TAA
4. https://www.youtube.com/watch?v=mZIn8m_wcKo
Identification: Identify the correct answer based on the description below:

__________1. Activity directed towards future needs of the organization and
individual.
__________2. Formal and systematic modification of behavior through learning
and other development experiences.
__________3. The first step to be done before doing a training.
__________4. Process involving the detailed study of jobs, skills, and behavioral
of employee affecting company performance.
__________5. Process of identifying the deficiencies, readiness level, knowledge,
skill and abilities of employees.
__________ 6. Process involving the examination of company’s mission long and
short-term objectives.
__________ 7. It is the continuous process of developing human resources for
achieving opportunities and results.
__________ 8. The final stage of the training process which requires appropriate
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assessment tools.
___________ 9. It includes the list of topics that will be covered by the training
programs.
___________10. It covers the scope of the training activity and expected learning
outcomes of the training program.
Illustration: Based on the lessons presented, illustrate the major

components of a training process.
Enumeration: To develop a training program there are basic consideration

and contents to be included. Enumerate them all.
1. Development
2. Training
3. Training Needs Assessment
4. Task Analysis
5. Person Analysis
6. Organizational Analysis
7. Career Planning
8. Evaluation of the Training Program
9. Program Contents
10. Program Objectives
TRAINING NEEDS ASSESSMENT
TRAINING OBJECTIVES/DESIGN
DEVELOPMENT OF THE TRAINING PROGRAM
IMPLEMENTATION OF THE TRAINING PROGRAM
EVALUATION OF THE TRAINING PROGRAM
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1. Program Objective
2. Program Contents
3. Duration
4. Delivery Mode/ Strategy
5. Trainers
6. Skills to Assessed
7. Assessment Tools
Activity 1.
Case Analysis on the Operation of Don Quixote Company

By: HD Estrabo
Don Quoxote Machine Industry is considered a high performing company

in Palawan for the last ten years. Mr Ching, the owner has invested a lot in the
operation of the company in terms of tools, equipment and machineries. Most
especially, Mr. Chan allocated much funds in human resource development. The
company is considered the top producers of industrial machine parts in the
country. Their lathe and milling machines used to produce parts are working well.
It is operated only by the senior skilled technicians who are trained to operate the
machines.
Since they have a very strong manpower, they passed the export quality
standards of the foreign market. Hence, the company increased its income and
deliver quality benefits to all employees. The company operates smoothly,
however, an incident happened in the industry when machines failed and created
an accident affecting three (3) Senior Technicians. The company physician
confirmed that the affected technicians cannot perform anymore the technical
tasks. The affected technicians will be on sick leave and estimated to recover in
three months.
With this situation, Mr. Bu King, the company human resource

management officer was called by the owner. He was requested to assign for
an alternate skilled technicians to operate the machines. It is due to an urgent
foreign contract order to be accomplished within three weeks. Unfortunately, the
HRMO revealed that there is no available skilled technicians in the company with
the same qualifications of the technicians on sick leave who can operate the
sophisticated machines.
In reality, a big amount of training fund is allocated in the training and

development program of the company. However, it was discovered that the human
resource development plan is not yet operational and limited fund is disbursed.
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Guide Questions:
1. What is the main source of the problem?

2. What will be the impact of this problem to the status of income
and benefits of the company?
3. What alternative solution/s will you offer to address the problem?
4. Applying the principles learned in this module, what proactive
ideas/activity will you recommend to ensure a sustainable
operation of the company?
Activity 2. Career Plan.
Design your own career plan five (5) or ten (10) years from now. Consider
the following aspects.
1. Define who are you now.
2. Personal preferences, values and limitations
3. Current competencies, skills, knowledge and experiences
4. Your future goals 5 years and ten years from now.
5. Development needs require to achieve future goals.
Rubrics Activity No. 1

Aspects of Poor Fair Good Very Good
Evaluation 1 2 3 4
Problem No Problem Incorrect Main problem Main problem

identification identified problem is is partially correctly
20% identified identified identified
Impact of the No impact Fairly Minimal Great impact
problem mentioned presented impact presented
To the impact presented with
organization justification
30%
Alternative No alternative Limited Minimal Great
Solution solution alternative alternative alternative
(20%) presented solution solution solution
presented presented presented
and justified
Generation of No idea Limited idea Minimal ideas More than 3
ideas generated generated generated doable ideas
(30%) generated
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Rubrics Activity No. 2
Trait 1(Poor) 2 (Fair) 3(Good) 4(Very Points

Good)
clear introduction
introduction introduction
(20 %) introduction states the
clearly is inviting,
of the main main topic of
states the states the
topic, position but
main topic main topic
position or does not
and position and position
structure of adequately and and
the paper. preview thepreviews the previews the
structure of
structure of structure of
the paper
the paper the paper.
nor is it but is not
particularly
particularly
inviting to
inviting to
the reader.the reader.
Identification Is unclear of Can identify
Can at least Can at least
of personal on at least three
five (5) seven (7)
preferences, identifying (3) personal
personal personal
skills, personal preferences,
preferences, preferences,
limitations a preferences, skills, skills, skills,
and skills, limitationslimitations limitations
experiences limitations and and and
and experiences.
experiences experiences
(40 %) experiences. with with
supporting supporting
ideas. ideas.
Career goals Is unclear of Career goals Career Career
five and ten the career five and ten goals five goals five
years. goals five years have and ten and ten
and ten been years have years have
(40 %) years from identified. been been
now. identified identified
with with
supporting supporting
ideas. ideas and
means of
achieving
them.
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REFERENCES
Berba Jr., F. (2015). Leadership For Extradorinary Results. (n.p.)
Diamante M. & Tan-Ledesma, G. (2015). Managing Human Resources. 839

EDSA, South Triangle, Quezon City: C & E Publishing, Inc.
Greg Learning. (2018). Organization Centered Career planning. Retrieved from

Https://www.youtube.com/watch?V=B9_u3ho7taa
UCSF MIND. (2018). The Fantasy, The Ideal, and The Reality of Career
exploration.
Retrieved from https://www.youtube.com/watch?V=d-dongtfncc
Robert Tearle. (2013). Executive Career Planning & Performance Development.

Retrieved from https://www.youtube.com/watch?V=mzin8m_wcko
Tedx Talks. (2013). Say goodbye to career planning: Tim Clark at tedxplainpalais.
Retrieved from https://www.youtube.com/watch?V=jjsuwb3lq_o
NURUL AWATIF FAZIRA MARSEH NIMAH. (2015). Case Study on Training and
Development. Retrieved from https://www.youtube.com/watch?V=4yhnty-
o198&feature=youtu.be
Greg Learning. (2019). HR Basics: ADDIE model. Retrieved from

https://www.youtube.com/watch?V=cnflmu4-pxw
Christia Bowden. (2015). What is the ADDIE model/process. Retrieved from

https://www.youtube.com/watch?V=BCJY_r7njc0&t=26s
Module
Module 7- Research in Human Resource Management

(Author: Prof Carmina G Taule)
Objectives
1. Gain an understanding about the needed skills in the conduct of research

2. Learn how to identify and integrate one’s own characteristics in making
report write up.
3. Choose and apply a research method in human resource management.
4. Critique a journal article in human resource management.
Introduction
Research is also used to evaluate Human Resource Management practices

and performance. Research is a systematic and scientific process of collecting
information, analyzing the information and drawing conclusions for decision-
making. At times the research may be advanced, relying on sophisticated designs
and statistics. But whether information is rigorous or not, research seeks to
improve the performance.
It can be a process of collecting and documenting information and recording

that information in a factual and objective manner. Others failed in its conduct due
to lack of training, handling too many cases, some could be due to laziness while
others are having rusty writing skills. Since research or report writing is an ongoing
process, everyone needs a refresher course or a review from time to time. In doing
this, using a good grammar will do so and one must exercise objectivity in doing
the report. Information given should always be supported by facts.
I. Skills Needed in Report Writing
Several skills are necessary in the conduct or coming up with a good report
such as the following:
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a. Human relation This entail the your capability in dealing with people
skills around you. How you are perceived by the public
matters so well
b. Listening skills Your capability to listen specially with the simplest detail
is important. One should not just be pretending while
listen. Always remember that hearing is different from
listening. One should do it with utmost sincerity in order
to gather search for facts
3. Interviewing skills This skill is a must in order to gather firsthand data from
the right resource. One should be capable of outlining
the sets of questions to search on either in a structured
or unstructured manner.
4. Note taking skills Ability to write what possible information transcribe
during data gathering or procedure is certainly
necessary
5. Factual report All evidences should always use documented facts or
writing Skills what transcribe in a reality-based result
A good report relies on the best ability of the writer in presenting details of
the gathered data. Lack of presentation creativity may tend to lose one’s
enthusiasm in reading the outputs thou it may be having the best results. One
should be able to maintain the accuracy, logic, clarity, conciseness and
completeness of the report. Ensuring that biases and discrimination are eliminated.
According to 2011 article in the Washington Post, when asked about writing
skills, executives, consultants and business leaders from various disciplines
emphasized the importance of good writing skills thru the years. It is important that
in research conduct, it is imperative that one should be able to write succinctly and
well.
II. Personal Qualities needed in Research
Being good according to the Oxford English Dictionary can be aligned with
a multitude of properties such as “high quality”, “competent” and “skillful”. These
are amongst those listed to name a few. In this part, we can see that the qualities
required to be good researcher can be broken down into more specific core
competencies such as listed below:
1. An analytical mind
As a researcher you are constantly analyzing a variety of factors. Inclusion

of several questions maybe at hand. Listed are some sample of investigative
queries.
Why does the ultimately reason why one want to do such research?
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What is the appropriate methodology?

When should this research take place?
What are the appropriate questions to ask and how?
Why did the respondent say that?
What are the findings telling us?
Why are they telling us that?
How do I best communicate the findings? etc.
On a daily basis researcher must be able to take a step back and analyze
the situation presented to them. We should always have in mind that the obvious
answer is not necessarily the right one (Gareth Hodgson). Researcher should be
able to see the bigger picture as well as the detail. People often find it easier to do
one or the other- it is a skilled researcher that can do both simultaneously (Richard
Walker).
2. A people person
This is important for those who are involve in the conduct of research either
researchers or respondents to get the best results possible (Richard Walker).
3. The ability to stay calm
It can be really stressful as a researcher sometimes, especially when you

have pressing deadlines or are experiencing problems with a data set, for example.
When these situations occur, you just have to keep focused and think logically –
there will always be an end point, even if it doesn’t goes along with what you
wanted (Bethan Turner)
4. Intelligence
Research requires critical analysis and most of all, common sense. Thou,
reality shows that common sense is not really common to everybody (Liz Brierley)
5. Curiosity
One may have the necessary intelligence but if you are not curious enough
then you won’t be passionate about delving deeper to unearth more insight
(Anthony Shephard). At the end of the day, the role of researcher is to find out
about other people’s business and tell it to other people. To be a researcher you
have to have an inherent interest in what other people think (potentially about
absolutely anything!), and the nosier you are, the greater depth of information you
can extract (Gareth Hodgson)
6. Quick thinker
As things don’t usually always go to plan so you need to be able to think

Module
fast to come up with the better strategy and find results (Anthony Shephard).
7. Commitment
One should exercise improving one’s will to do something. Though it may

be a tough job and the hours can be long while the deadlines are short, we have
to keep going no matter what it takes. Making ourselves focused and accountable
with what we do (Richard Walker).
8. Excellent written and verbal communication skills
Different audiences can clearly understand the findings of the research and
what it means for them (Jo Iaconianni). An excellent written communication is a
necessity. Nothing is wrong if you make yourself fluent in the language of business
more so, in human resource management (Richard Walker).
9. Sympathetic
Exercising the use of a sympathetic ear when listening to some

respondents’ moans and groans is always a good skill to have (Liz Brierley)
10. Systematic
The concept of being consistent with everything is a requirement. Check,

check and check again. It sounds simple but a continuous step by step process
always give the best result. This can be applied to all parts of the research process”
(Bethan Turner) Attention to detail and the ability to ensure that data is accurately
presented and reported is always a must. (Anthony Shephard)
III. Kinds of Applied Research in Human Resource Management
Increasingly, science and research inform public life thru their approaches
and results. They help to provide a basis for decision making. Here, we will clarify
the two distinctive type of research and will look into its application.
a. Academic research - seeks answers to contribute to the existing body

of knowledge.
b. Applied Resesearch or Applicationn - oriented research efforts – used

for evaluating the human resource performance.
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FIVE KINDS OF APPLIED RESEARCH IN HUMAN RESOURCE

MANAGEMENT
1. Comparative Approach In this approach, the research team compares its

organisation (or division) with another organisation (or division) to uncover areas
of poor performance. This approach is used commonly, to compare the results
of specific activities or programs. It helps detect areas of needed improvement.
2. Outside Authority Approach The research team relies on the expertise of a

consultant or published research findings as a standard against which activities
or programs are evaluated. The consultant or research findings may help
diagnose the causes of problems.
3. Statistical Approach From existing records, the research team generates
statistical standards against which activities and programs are evaluated. With
these mathematical standards, the team may uncover errors while they are still
minor.
4 Compliance Approach By sampling elements of the human resource

information system, the research team looks for deviations from laws and
company policies or procedures. Through its fact – finding efforts, the team can
determine whether there is compliance with company policies and legal
regulations.
5. MBO Approach When an MBO approach is applied to the human resources

area, the research team can compare actual results with stated objectives. Areas
of poor performance can be detected and reported.
IV. Research Method in Human Resource Management
A number of research methods are available that can be chosen to suit the
research objectives. However, most research is conducted by using one or more
of the following methods.
a) Interviews: Interview though time consuming provide very valuable
information. It refers to a face-to-face discussion with managers and other
employees to get information on a particular issue. Interview has several
advantages.
1. It provides an opportunity to verify information
2. Information relating to motivation and commitment can best be
sought by interview.
3. It provides an opportunity to explain.
4. It is a two-way interaction and hence provides one opportunity to
get in-depth information.
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Interviews of employees and managers offer research teams a powerful tool

for collecting information about HR activities and identifying areas that need
improvement. Criticisms and comments from interviews can help pinpoint
perceptions and causes that can form the basis for departmental action. Likewise,
suggestions by managers may reveal ways to provide them with better service.
When the criticisms are valid, changes should be made. But when the HR
department is correct, it may have to educate others in the organization by
explaining the procedures that are being researched.
b) Questionnaires: Since interviews are time –consuming and costly
and often are limited to only a few people, many HR departments use
questionnaires to broaden the scope of their research. Also, questionnaires may
lead to more candid answers than do face-to-face interviews. Besides being less
costly questionnaires provide an opportunity to collect large amount of data in a
short period of time as they could be administered to a group. Questionnaires
generally consist of a list of statement / items to which respondent responds by
either saying yes or no or showing varying degrees of agreement/disagreement.
However, one major disadvantage of questionnaire is that it assumes that
respondents can read and write in language used in the questionnaire. Hence,
they can be given to only literate people.
c) Secondary Source of Data: Both interviews and questionnaires

require human beings to provide information. If the focus of research is to collect
historical data perhaps the best source could be what is called as secondary
source. Where data is available in published documents, government reports,
journals and magazines, house magazines, minutes of the meetings and achieves
etc. Such data can be extremely useful to examine trends in terms of growth or
otherwise. Needless to say, secondary source of data can be very handy method
to collect specific information (HR Research, n.d.).
LINKS TO LEARN
To learn more about Human Resource Management Research, click the links
below.
1. https://www.youtube.com/watch?v=gIZwSNKtJ5o
https://www.youtube.com/watch?v=PMu6ldUZoU0
Activity 1. Essay. Answer the questions below comprehensively.
1. Imagine or assume that you are a Human Resource Officer in an

organization, identify or write at least 3 possible problems you wanted to search
on.
Module
2. Write the possible method you wanted to use in order to establish or come
up with the data.
3. Justify as to why it should be the method you will apply in the conduct of
your study.
Activity 2. Journal Article. A journal article will be assigned to students to
review and critique. The following points must be covered:
1. Research problem the article concerned describes or explain.

2. Type of data collected.
3. Major contribution of the article.
Activity 3.
given below.
Problematic Acquisition/Procurement of Personnel

(Inarda, 2020)
Ms Thalia is the HR Manager of DIY company which has 100 employees.

This company had been in the business for five years and Ms Thalia is in-charge
on matters concerning human resources. The company has a high turnover rate
recorded since its first year of operation and Ms Thalia found difficulty on
addressing this problem since they are only three in the office. Situations
happened like once vacancy occurs, the company immediately hire a replacement.
Applicants are directly hired based on their records submitted. Employment
interviews run only for 5 to 10 minutes. Orientation of new personnel is on an
intermittent basis only when the HR personnel are available. Placement of
employees has been problematic because new hires tend to deny the appointment
they received. One day, an applicant who was not hired filed a complaint against
the company and she insisted that she was humiliated during the interview to which
Ms Thalia’s assistant conducted. She narrated on the complaint that she was
asked about her personal circumstances which are not directly the concerned of
the position she is applying for particularly her marital status. The complainant
said that while the interview is being conducted, Ms Thalia’s assistant is secretly
smiling which made her unfocused on the interview. Because of this she was not
able to answer all the questions correctly. She left the company with a heavy heart
and decided to file a complaint.
Module
Rubrics for Activity 1.

Good)
reader. the paper.
supported
by detailed
information.
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Support for Supporting Supporting Relevant,

Supporting
(20%) relevant, but relevant, but details give
are typically
obvious or
predictable.
with a
feeling that
they
understand
what the
writer is
“getting at”.
AVI 2020
Rubrics for Activity 2.
Research No research Identified a Identified Identified

problem the problem research relevant relevant
article identified in the problem in the research research
concerned article reviewed article problem in the problem in the
describes or reviewed. but not reviewed article reviewed article
explain. relevant. with
justifications.
(30%)
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Type of data No type of data Identified type Identified Identified

collected. collected of data relevant type of relevant type of
identified in the collected in the data collected data collected
article reviewed article in the reviewed in the reviewed
reviewed. but not article. article with
(30%)
relevant. justifications.
Major No major Identified major Identified Identified major

contribution contribution of contribution of relevant contribution of
of the article. the article the article but contribution of the article with
identified. not relevant the article. justifications.
(30%)
Grammar and more than 6 3-6 3 or fewer No grammatical

structure errors. errors. errors.
(10%)
AVI 2020
case

(15%)

been
(15%) to the case
described
Module

(20%) solve the
problem

of advantages and and the advantages advantages
and disadvantages disadvantages and and
disadvantages of the options have been disadvantages disadvantages
of the options have not been given but are of the options with description
(15%) the case

(15%)

(10%)
AVI 2020
REFERENCES
Dessler, G. (2012). Fundamentals of Human Resource Management. Upper

Saddle River, New Jersey: Pearson Education, Inc.
Flick, U. (2015). Introducing Research Methodology. 55 City Road London: SAGE

Publications Ltd.
Inarda, Analyn V (2020). Human Resource Management: Theories, Definitions and

Cases (A Modular Approach), University of Rizal System Morong Rizal.
Noe, Raymond A. et al. (2018). Fundamentals of Human Resource Management

7th Edition. 2 Penn Plaza, New York: Mc. Graw -Hill Education.
Module
UNIT III. CURRENT TRENDS IN HUMAN RESOURCE MANAGEMENT
This unit elaborates the current practices, arguments and changes in the
field of human resource management. Business practices have been changing and
so its people. The most important asset of the organization must be managed
within the range of contemporary strategies being employed in business and
organization.
Module 8 - Contemporary Concepts in Human Resource Management
Objectives
1. Define Knowledge Management, Human Capital Management and

Competency Based HRM.
2. Identify the current changes in the field of Human Resource Management.
3. Investigate on some crucial challenges pertaining to 21st century HRM.
4. Analyze the importance of recent changes in the HRM to the development
of today’s workers.
Introduction
Noe et al. (2010) elaborated that in business world, competition is getting

worse to worst day by day and thus HRM is the sole factor that provides an
organization with competitive advantage. People are the strong forces who bring
remarkable performance, and intellectual decisions at work. Gone are the days
that managing people effectively and efficiently have been overlooked.
Contemporarily, one unit of the businesses considers the welfare and discipline of
its people. However, managing them to contribute their best effort have been
changed to suit the needs of the business society.
Many authors stated that there are three basic practices that play very
acknowledgeable role in performing any business activity.
1. “Best Practices” is a set of HR practices if implemented well, can

improve the performance of business altogether.
2. “Contingency” as a best “fit” approach is used as business strategy
which will improve the performance of business.
3. “Bundles” generate bulk of HR practices that will elevate the
effectiveness and efficiency of business (Aslam et al, 2014).
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Any explanation on the impact of HRM on organization performance is likely

to base on three propositions:
1. that HR practices can make a direct impact on employee characteristics
such as engagement, commitment, motivation and skills
2. if employees have been these characteristics it is probable that
organizational performance in terms of productivity, quality and the
delivery of high levels of customer service will improve
3. if such aspects of organization performance improve, the financial
results achieved by the organization will improve. This can be described
as HR value chain (Diploma in Huma Resource Management
Coursebook ,2017).
These propositions clearly elaborate how people can contribute their best
for the organization. However, they must be treated in a more strategic and
confident manner to stimulate them that they are important part of the organization
and their roles have significances in its operations.
Asmal et al (2014) on their study identified some crucial challenges
pertaining to 21st century HRM as follows:
1. Demographic shift: Due to the dynamic environment, there is a
challenge of demographic shift. Demographic categories include gender, race,
nationality, age, religion and physical disability. The percentage of female
employees increases to 48% by 2008 with an increase in their turnout ratio. With
the growth of urbanization, opportunities of jobs for females also got increased. In
America, five out of every six new workers are female. The workforce is aging with
10,000 “baby boomers” turning 55 every days and many organizations employed
part retirement age either for financial reasons or due to importance of their work.
In this era, organizations hire employees from different countries so there is unique
environment of organization because they have different languages and cultures.
Organizations have their own culture which makes employees feel free and
communicate with each other and also with the top management.
If the businesses try to hire foreign workers, a program in managing

workforce diversity must be in place. This will regulate the behavior of the
employees in organization regardless of their characteristics. Employees will be
reminded that everyone has differences, however, their relationships should be
regarded as significant regardless of the individualities.
2. Work arrangements: Work arrangement is another reason for change

in workforce. Due to the latest technology including high speed internet and mobile
communication, there is great variety that how and where employees do work. Now
a number of employees work in outskirts. The young and unmarried workers are
willing to work 60 hours per week for the sake of their career while married people
manage both the work and family both and need flexible work arrangement and
Module
prefer lenient job. Above mentioned are some of the challenges about diversity in
the work arrangements and demographic shift which put pressure on the
organizations to create a cohesive team with vastly different skills and knowledge
to support organizational strategies.
Contemporarily, human resource management has introduced various
work arrangements to help in maintaining work life balance of employees. Aside
from the fact that, there are situations which calls an employee to do works in
different schemes due to some circumstances. For example, the Covid 19,
people’s health is the most important, and so the World Health Organization
(WHO) ordered every country to design work arrangements which will not expose
individuals to the virus like work from home, alternative work arrangements, 4- or
3-day workweek and others.
3. Knowledge- based economy: There is need to diversify the HRM
strategies due to the knowledge-based economy and to compete with the today’s
competitors and achieve competitive advantage. The trend is shifted from industry-
based economy to knowledge based economy for providing value to the customers
as well as to the employees at the same time. In industry-based economy,
manager focuses on the efficiency of work only but now in knowledge-based
economy, the manager’s focus is on both the effectiveness and efficiency. In this
Era, there is demand of expertise, innovation, entrepreneurial skills and need of
diverse workforce.
This challenge reflects more on the intellectual and human activity the
employee can share to the organization. It also means that individual must
continue to learn to be updated on the various skills and knowledge the
organization needs in order to compete.
4. Enhancement in creativity & innovation: The well-known
organizations focus on the skills of workforce and their synergistic power to
compete with the dynamic environment. For example Apple and other companies
locate their research labs all around the world to identify the market changes
and preferences. By identifying changes, they create new and innovative product.
Businesses are surrounded by competition, in order to cope with it, the
human resources have to be trained and exposed in various innovations.
5. Gaining maximum market share: Due to diversity, there is need to
focus on the marketplace and market knowledge to know the customers’ needs
and wants and to manufacture products to gain maximum market share. Through
drawing experiences, teamwork and team skills have become more valuable for
quick response to the opportunities within new marketplace.
6. Employee-employer relationship: In the 21st century, there is also a
change in the relationship between employee and employer. Organization work
without centralization and operate in the flexible environment. Employees work
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under friendly environment. In the global competitive environment, employees are

loyal to organizations and work with full interest. They easily communicate with the
top management about new strategies and trends of global market. Through
exchange of ideas, they come to end with new innovative thing which are really
helpful for achieving organizational goal.
7. Reward & compensation system: In industrial era, employees worked
under centralized environment. Top management was responsible for decision
making and no one was involved in it. Employees worked under the instructions of
managers and there was no proper compensation system for employees.
Organization paid them daily on the number of units produced. Now there is proper
compensation system for employees and organization also give them rewards for
their efforts in completing task assigned to them. Monthly bonuses are also given
to them. Through reward system, employees work with full interest and are helpful
in achieving the organizational goal.
8. Managing the cost: Due to flexible working system, the cost of
organization is decreased because technical machines work efficiently and
effectively for production of products. Automation provides flexibility in
environment which is helpful for maintaining the cost. Chances of error in the
production process are also reduced.
Some of the major happenings in the Human Resource Management field
today are attributed to the following aspects.
I. Knowledge Management
This concept has now been part of functions of any business specifically
human resource management. It can be utilized in arriving at organizational
decisions.
During the last decade, the business world began to view and use
knowledge as a weapon for competitive advantage. It was then the concept of
knowledge management (KM) gained popularity. However, in the 21st century,
Knowledge and by extension, knowledge management has been an electromotive
force for social, economic and educational advancement to any nation (Igbinovia
& Ikenwe,2018). Knowledge management is defined as any process or practice of
creating, acquiring, capturing, sharing and using knowledge, wherever it resides,
to enhance learning and performance in organizations (Diploma in Huma
Resource Management Coursebook ,2017).
Knowledge Management Processes (KMP)
Knowledge management processes are series of activities an organization
put in place for the facilitation and use of knowledge. The management of
knowledge is a continuous process in which one form of knowledge is transformed
into the other. Knowledge management processes support the conversion of tacit
knowledge to explicit knowledge and explicit to tacit. May scholars have identified
different knowledge management processes (Igbinovia & Ikenwe,2018).
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1. Knowledge Acquisition and Generation
Acquisition in Knowledge management deals primarily with tacit

knowledge although it also acquires explicit knowledge. The tacit knowledge can
be transferred to explicit knowledge through externalization, that is, the tacit
knowledge is converted to recorded form, in documents or databases for reference
by others (Alegbeleye, 2010). However, before knowledge is acquired, it is
essential to identify the knowledge an organization has and needs to achieve its
objective which is called “knowledge identification”. Knowledge generation
focuses on knowledge creation for exploration and knowledge exploitation.
Knowledge can be generated through:
a. Writing both formal and informal.
b. Research: the whole essence of research (which is a systematic
investigation) is to generate knowledge.
c. Shared problem solving: This can be referred to as brainstorming. This
has to do with knowledgeable persons in a particulars area coming together to
share their view about a problem in order to proffer solutions.
2. Knowledge Capture
Knowledge capturing is another important aspect or component of
knowledge management in knowledge-based organizations. Knowledge capturing
involves:
a. Technology: Several technologies exist for facilitating the creation and
sharing of knowledge. Information technology is a useful instrument in knowledge
management and use for effective services in an organization.
b. Knowledge Mapping: Knowledge mapping is a method used to identify
where knowledge resides within an organization. Knowledge mapping requires
the techniques of questionnaire, interview and sometimes observations. Mutula
and Mooko (2008) described Knowledge mapping as a navigation aid to codify
information and tacit knowledge, showing the importance and the relationship
between knowledge stores.
3. Knowledge Organization
The knowledge acquired generated or created needs to be properly
organized for easy access and retrieval which is the essence of organization of
knowledge. Librarians as information practitioners organize knowledge in
documented form called information resources through cataloguing and
classification.
4. Knowledge Storage
The knowledge created and acquired needs to be properly stored and
preserved for subsequent access and use, and for the sake of posterity. Alavi and
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Leidner, (2001) pointed knowledge storage as a process in knowledge

management involves capturing, transcribing, and coding knowledge. While,
Alegbeleye (2010) asserted that the ideas of knowledge storage, which he also
called knowledge “repository” as used in knowledge management is to take
documents with knowledge embedded in them and store them so that they can be
easily retrieved in the future.
5. Knowledge Sharing
Knowledge sharing is a key component in knowledge management.
Ikenwe and Igbinovia (2015) described knowledge sharing as a fundamental
priority of knowledge management and defined it as an act through which, acquired
information, knowledge, ideas, skills, and experiences are exchanged and shared
among people, organizations and institutions. Knowledge sharing allows or
leveraging the knowledge gained by an organization (Alegbeleye, 2010), and the
main reason of sharing individual knowledge to entire organization is that
knowledge should not disappear if that employee leaves the organization
(Dhamdhere, 2015b). An organization must put certain measures (incentives) in
place to ensure knowledge is shared and to discourage knowledge hoarding.
6. Knowledge Application
Once knowledge is shared among people in the organizations, the shared
knowledge should be applied to solve a problem. According to Dhamdhere (2015b)
if the gathered, stored, created and shared knowledge will not be applied properly
the whole process would be in vain and for proper knowledge application,
knowledge management process should be communicated to users. That is,
knowledge should be put to affective and efficient utilization to fill a gap or need
(Ikenwe and Igbinovia, 2018).
On the other hand, distinctions can be made among data, information and
knowledge.
Data consists of the basic facts-the building blocks-for information and
knowledge. Information is data that have been processed in a way that is
meaningful to individuals; it is available to anyone entitled to gain access to it.
Knowledge is information used productively; it is personal and often intangible,
and it can be elusive- the task of tying down, encoding it and distributing it is tricky
(Diploma in Huma Resource Management Coursebook ,2017).
II. Competency Based HRM
CBM supports the integration of human resource planning with business
planning by allowing organizations to assess the current human resource capacity
based on their competencies against the capacity needed to achieve the vision,
mission and business goals of the organization (Tripathi & Agarwal, 2014).
Processes which are essential for competency-based management system
are defined as follows (Draganidis and Mentzas, 2006):
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1. Competency identification. The process of discovering what

competencies are necessary for exemplary or fully successful performance.
2. Competency model. A narrative description of the competencies for a
targeted job category, occupational group, division, department or other unit
of analysis.
3. Competency assessment. The process of comparing an individual’s
competencies to those of a competency model.
4. Competency-based management. Application of a set of competencies
for managing human resources so that performance contributes efficiently
and effectively to organizational results.
5. Competency standard. Identifies the essential skills and knowledge
workers must have, and defines the performance levels they must achieve,
to demonstrate competency in a specific work segment or function.
6. Competency profile. Document that describes the set of competencies
particular to a position/ job/ occupational group/functional community.
Types of Competency
1. Managerial Competency (Soft Competency) - This type of competency
relates to the ability to manage job and develop interaction with other
persons. For example: problem solving, communication, leadership etc.
2. Functional Competency (Hard Competency) - this type of capacity

relates to the functional capacity of the work. It mainly deals with the
technical aspect of the job. For example: market research, financial analysis
(Tripathi & Agarwal, 2014).
Competency Based Management have now been popular in global

business environment. Since competitions is now an ordinary thing, organizations
are considering hiring individuals who are capable enough to supply the skills and
intelligence needed. However, if high skilled and intelligent workers are hired,
strategies to retain them is another issue. Thus, organizations should have a strong
program on how to maintain their employees and give their loyalty.
II. Ethical Dimensions of HRM
Hiring competent and skilled people to gain profit is essential. Aside from
the possession of these characteristics, it is also significant to embed ethical values
among them. This will enable to them to work effectively with others and promote
goodwill in the organization.
1. Ethics of Human Resources
The ethics of human resource management (HRM) covers those ethical

issues arising from the terms and relationships that develop among the employers
and employees. The employers and employees have certain rights and duties
towards each other. In order to carry out their job duties in a well-organized
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manner, it is vital for them to implement ethics and generate information in terms
of various aspects (Kapur, 2020).
Workforce diversity cannot be avoided. The harmonious relationship of
people regardless of their personalities must be considered. Being sensitive of the
feelings of the people around you and able to respect their beliefs and aspirations
is one of the moral obligations of an employee.
2. Principles of Ethical Dimensions of Human Resource Management
The ethical values, translated into active language establishing standards

or rules describing the kind of behavior an ethical person should and should not
get engage in, are ethical principles. In other words, the principles of ethical
dimensions make provision of information to the individuals in terms of the traits
that are necessary to emerge into good human beings and generate positive
outcomes in the performance of job duties.
1. Honesty – Ethical executives are honest and truthful in all their
dealings and they do not deliberately mislead or deceive others by
misrepresentations, overstatements, partial truths, selective omissions, or any
other means. These are regarded as dishonest acts, which may even compel the
individuals to get suspended from their jobs. Within the organization, all the
members need to ensure that they are honest in their dealings. Honesty is
regarded as one of the important traits that helps the members of the organization
to maintain their image within the organization. It has to be depicted in the
implementation of job duties as well as in dealing with others.
2. Integrity – Integrity is referred to truthfulness, reliability and

uprightness. When the employees are acquiring knowledge regarding the
organization through training and development programs, they also generate
awareness in terms of integrity. One can successfully work towards the
achievement of organizational goals and objectives, when they put into practice
the trait of integrity. Ethical executives demonstrate personal integrity and the
courage of their convictions by doing what they think is right even when there is
immense pressure to do otherwise. Integrity enables the individuals to depict
honorableness and uprightness. They will struggle for their rights and will not be
deceitful or unprincipled in their tasks and functions.
3. Promise-keeping and Trustworthiness – Within the organization,

the individuals need to keep their promises and develop trustworthiness.
Especially, when they are working on research projects or when they need to deal
with customers, they need to uphold their promises and develop trustworthiness.
In some cases, when they are providing services to the customers, they may take
money in advance. Therefore, promise-keeping and trustworthiness are vital
principles of ethical dimensions of HRM. The employees are frank and forthcoming
in supplying relevant information and modifying apprehensions of fact. They make
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all kinds of efforts to fulfil the letter and spirit of their promises and commitment.
They do not interpret agreements in an unreasonably technical or legalistic manner
in order to rationalize non-compliance or create justifications for evading from their
commitments.
4. Loyalty – Ethical executives are worthy of trust, demonstrate fidelity

and loyalty to the individuals and institutions by friendship in adversity, support and
devotion to duty. They do not use or disclose information learned in confidence for
personal advantage. They safeguard the ability to make independent professional
judgments by conscientiously avoiding undue influences and conflicts of interest.
They are loyal to their organizations and members. If they make decisions
regarding acceptance of other employment, they provide reasonable notice,
respect the proprietary information of their former employer, and refuse to
participate in any activities that would compel them to take advantage of their
previous positions.
5. Fairness – It is of utmost significance for the members of the

organization to be just and fair in their dealings. They need to make provision of
equal rights and opportunities to all the members. When the individuals have made
any mistakes or encountered any flaws or inconsistencies in their performance,
they are required to accept those mistakes and bring about improvements.
Fairness enables the individuals to manifest a commitment to justice, the equal
treatment of individuals, tolerance for and acceptance of diversity, they are open-
minded and are willing to admit their mistakes. When appropriate, they bring about
changes in their positions and beliefs.
6. Concern for Others – In order to achieve the desired job outcomes,

retain jobs and incur the feelings of job satisfaction, it is vital for the members of
the organization to develop concern for others. They need to be kind, benevolent
and compassionate. When the individuals are working at the same level and are
colleagues, they need to lend a helping hand towards their colleagues, particularly
when they experience problems in the implementation of job duties. Whereas, the
individuals, who are in leadership positions, they too need to inculcate the traits of
generosity, kindness, and helpfulness. Therefore, it can be stated that
development of concern for others is one of the essential ethical principles that
need to be put into operation.
7. Respect for Others – It is apparent that all individuals need to be

treated with respect and courtesy. The employees want their employers to
communicate with them in a respectful manner. When the supervisors are
providing information to the workforce regarding the implementation of job duties,
they need to communicate in a respectful manner. Having respect for others
enables the individuals to accept others irrespective of categories and
backgrounds. Respect and courtesy are important factors that enable the
individuals to work with each other and carry out various tasks and activities in an
appropriate manner. The individuals are able to effectively work in co-ordination
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and integration with each other.
8. Formulation of Measures – In order to ensure that the functioning

of the organization takes place in an appropriate manner, it is vital to formulate
measures. When the measures are formulated, it needs to be ensured that they
promote well-being of the organization and its members. The measures formulated
have to be regarding number of aspects. These include, working hours, timings,
usage of technologies, materials and equipment, discipline and conduct,
implementation of job duties and dealing with others. Therefore, it can be stated
that to be successful in the implementation of job duties and form appropriate
working environmental conditions, it is necessary for the members of the
organization to not only formulate measures, but also follow them.
9. Commitment to Excellence – Commitment to excellence is vital for

the individuals at all levels. When the members of the organization are committed
to excellence, they are not only working towards enhancing their career prospects,
but also promoting well-being of colleagues, employers and communities as well.
In other words, when they are performing their job duties, they need to work to
their best abilities. The members of the organization are different from each other
in terms of their educational qualifications, competencies, natures, and behavioral
traits. But they are committed to excellence. In some cases, they are experienced
and well-aware of the performance of their job duties, whereas, in other cases,
they need support and assistance from others. In some cases, when job duties are
complicated, the individuals acquire training regarding pioneering methods to
render an excellent job performance. Therefore, it can be stated that commitment
to excellence is indispensable for the successful performance of job duties.
10. Leadership – Leadership is an important aspect regarding which the

individuals need to be well-aware, particularly, directors, heads, supervisors and
managers. It is their primary job duty to adequately guide, direct and lead others
in the right direction. Within the course of performance of their job duties, they
experience number of problems and challenges. In such cases, supervisors or
directors are the ones, who are approached, and they need to provide solutions to
problems of their employees. It is the job of the leaders to create a pleasant and
amiable environmental condition, in which the employees feel comfortable and are
able to carry out their job duties in a well-organized manner.
11. Reputation and Morale – Reputation of the organization and morale

of the employees are important aspects that need to be protected. The members
of the organization have the primary aim of carrying out the tasks and functions
within the organization in such a manner that would render a significant
contribution in enhancing its reputation. On the other hand, the morale of the
employees too has to be augmented by making provision of rights and
opportunities to them. It is comprehensively believed that employees need to be
diligent, conscientious and loyal towards the organization. On the other hand, the
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organization also has to form the environment and provide them chances to
enhance their career prospects and incur the feelings of job satisfaction.
12. Accountability – Decision making is an integral part of the

organization and individuals, who are in leadership positions are vested with the
rights to make decisions. They are accountable for their decisions. The
accountability principle of ethical dimension highlights that members of the
organization are accountable for their job duties. When the individuals are working
in groups, then too they are assigned certain job duties, for which they are
accountable. Therefore, it is vital for the individuals to possess the essential
knowledge and competencies, which may enable them to carry out their job duties
in a well-organized manner and meet the expectations of their employers (Kapur,
2020).
The many traits discuss portray an ethical human resource. The

organization may establish a plan to inculcate these values to employees and
practice its principles. If employees lack skills in their work, they can be easily
taught however, if employees lack the moral obligation towards their co-workers,
they are hard to deal with and may worsen the relationship among others.
IV. Human Capital Management
Human resource management (HRM) has shifted importance of a person

in the organization as the most company resource, not only as a component in
personnel records. Therefore, it puts emphasis on management and strategic
activities. Management of human potential stresses the importance of the human
factor for the future of organizations. Human capital management is a strategic
and planned approach to managing the most valuable of the organization,
workforce. However, the concept of human capital management (HCM) puts more
emphasis on current knowledge of man, their meaning and use for the organization
and their systematic development and strengthening. HCM is an organization's
ability to maximize the use and share the potential of people, both for the everyday
work and innovation and includes a variety of processes and different management
methods to work with people and their development in the organization
(Kucharčíková et al, 2015).
1. Human capital management and efficiency
An organization that realizes human capital management helps its

employees clearly to define and consistently communicate their expected
performance. Managers are responsible for valuation, rewarding, and holding
employees accountable for achieving specific business goals, creating innovation
and supporting their continuous improvement. HCM objective is that the
organization was able to build and maintain effective employment relationships so
that the knowledge contingent workers bring is shared with those working for the
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organization, while ensuring that the organization’s values and purpose are not
diluted. Equally it is important that employment relationships are managed to
ensure legal compliance and that knowledge key to the organization’s success is
protected. To achieve this, it is necessary:
1. Protect and preserve for future use knowledge of organization;
2. Identify individuals from inside, who are key to the success of the
organization;
3. Identify individuals from outside the organization who are key to the
success of the organization.
Human capital management plays an important role in increasing the
efficiency of employees. Individuals are in a position to contribute more towards
the system, eventually increasing the overall productivity of the organization.
Human capital management includes:
1. Hiring the right talent.
2. Orienting employee to the organization.
3. making a new employee feel comfortable.
4. Training employees in order to constantly upgrade their skills.
5. Retaining employees.
6. Making employees self-sufficient and prepare them for adverse
conditions(Kucharčíková et al, 2015).
2. Benefits of Human Capital Management
Human Capital Management can help business to grow with the help of its
competent workers. Specifically, the following are the benefits of HCM.
1. Human capital management helps in extracting the best out of employees.
It also plays an instrumental role in increasing the efficiency of employees,
making them an indispensable resource for the organization.
2. Human Capital Management enables the human resource professionals to

hire the right candidate for the right role. Talent Acquisition is one of the
most crucial functions of an individual representing human resource vertical.
3. Human Capital management enables free flow of information between

superiors and subordinates. Employees have an easy access to the senior
management and hence there is no room for confusion or
misunderstandings. Half of the problems evaporate when colleagues
discuss matters amongst themselves.
4. Trainings and skill development activities are essential for upgrading the
existing knowledge of employees. Training program increases the efficiency
of employees and eventually increases the overall productivity of
organization. It is essential for every employee to keep himself/herself
abreast with the latest developments in his/her field. Human Capital
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management makes an employee self-sufficient. It enables employees to

adapt to changing situations easily. A well-trained employee can bring
better productivity than someone who is not trained.
5. Human Capital Management highlights the importance of soft skills and

personality development for employees. An employee who can speak well
is always considered as a trouble shooter by his fellow workers. Do not hire
someone who has poor communication skills. Someone with average
communication skills can still be considered.
6. Human Capital management helps the employees to improve in areas

where they feel they are lacking. It not only benefits the employees but also
the entire organization (Juneja, n.d.).
Ways to Improve Human Capital Management
Once you have pool of human resources who could help the organization
to develop, one can still evolved on how they can enhance their possess skills and
knowledge. This can be done through the following:
1. Build Employee Profiles
Employee profiles are a quick and easy way to attach a name to a face.
Now managers, new hires, or transfers are free of the stress and pressure involved
with getting to know their coworkers. In addition to connecting employees, these
profiles are useful for your human capital management. Managers and supervisors
can now gather and store employee data (such as performance reviews,
disciplinary actions, customer response surveys, etc.) in one central place.
Consequently, having a central storage location makes accessing this data quicker
and ensures that no relevant information is lost in communication between different
employees and managers.
2. Performance Reviews
Having reliable and consistent performance appraisals is key to your

company’s human capital management. Any performance review system should
include multiple forms of feedback including self-ratings, peer reviews, and
manager assessments. There are two keys to ensuring that your performance
reviews are effective. The first key is that the reviews are timely. Performance
appraisals should occur on, at least, a quarterly basis. The more timely the
feedback is, the more impact it has. The second key is that reviews have to contain
valuable information. Seems pretty straightforward, right? Unfortunately, many
organizations still complete their performance appraisals with an emphasis on
what an employee’s weaknesses are.
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3. Make Management Mobile
There are now over 2 billion smartphone users worldwide. And, this number
will only grow, there will be an estimated 6.1 billion smartphone users by 2020. So,
if you want your human capital management system to connect with your
employees, it will benefit you to account for this increased mobility. Allow
employees to work from home and give them the option for a flexible schedule.
This flexibility can improve staff productivity and performance. Mobile tools also
allow your workers to have access to human capital information such as customer
feedback or previous performance reviews whenever they choose. As a result,
your staff can now use or review this information anywhere. These tools remove
potential barriers to access such as time and location.
4. Unite Human Capital Benefits with Your Overall Business Strategy
One of the most important things your company can do to promote its
human capital goals is to join them with your overall business strategy. Your human
capital objectives have to match the goals you have laid out for your business. You
want your human capital management to solve specific business problems or
questions. The answers to questions such as: How can we improve productivity?
How can we increase our sales despite an uneven economy? How do we align our
company’s and employees’ values? Align your human capital management and
business goals to be as successful as possible. This alignment will not only
increase your HCM program’s effectiveness but will also drive executive support.
5. Train Leaders to Recognize Differences in Employee’s Performance
To properly manage your human capital, it’s vital that your leadership team
understands how to identify and measure differences in employees’ performance.
Managers in your company need to know how to observe and record this
information. Every manager should know what criteria to use when assessing
performance. Additionally, there has to be a system in place that allows
performance to be objectively quantified. The quantification of performance
information gives your company data that can be used to demonstrate your human
capital management system’s effectiveness. Again, this data can be used to show
executives your system’s value and garner support. A proper human capital
management system helps to ensure that one manager’s bias or limited
interactions with a certain employee do not distort that employee’s evaluation,
growth, or future opportunities.
6. Individualize Management
Every person is different. It is a phrase we learn in grade school, yet it rings
true your whole life. So, make sure that your leaders acknowledge this difference
by managing different employees on a case-by-case basis. Similarly, guarantee
that every employee has a development plan tailored specifically to that employee.
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A one-size-fits-all approach to human capital management will minimize your

company’s efforts, and it will not resonate with employees. To maximize the
engagement in and effectiveness of your human capital development, your system
should be able to adapt to any employee.
7. Communicate Better
As your business learns to communicate better, your human capital

management will improve as well. Enhanced communication works to improve
both employee engagement in and understanding of your human capital
management processes. When communication regarding your human capital
management is better, your staff can better understand the system’s processes.
Employees can figure out what is expected of them and what they can expect from
your organization in return. From this, employees become more engaged with the
human capital management system and ultimately their job. Today’s workforce,
especially millennials, want the opportunity to develop their careers, and your
company’s human capital management is pivotal in this process. Additionally, the
more engaged your employees are, the more likely your business is going to find
success. That’s why improved communication is key for your human capital
system (Jeanetta, 2017).
Human capital management explain that people should not be stored inside
the box. Let them explore and support their endeavors to develop themselves.
Moreover, each employee should be recognized specifically their strong potentials
to progress, because later this will uplift the organization and endures the
competition because they will have competent people to man their strategic
operations.
LINKS TO LEARN
To learn more about current trends in Human Resource Management, click
the links below.
1. https://www.slideshare.net/nusantara99/competency-based-
hr-management-50378908
2. https://www.slideshare.net/nusantara99/presentation-skills-
for-hr-managers-50379834
3. https://www.slideshare.net/nusantara99/creative-thinking-
skills-for-hr-managers
4. https://www.youtube.com/watch?v=tMpTE3Cn2Zs
5. https://www.youtube.com/watch?v=ukmC6F0JvQw&list=PL7
dHs2bVsfLKxEYxWm8cp1opW2KO2Oxrw
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Direction: Identify the answer on the questions given based on what you
have learned in this module.
_________________1. This generates bulk of HR practices that will elevate the
effectiveness and efficiency of business.
_________________2. This type of competency relates to the ability to manage
job and develop interaction with other persons.
_________________3. Identifies the essential skills and knowledge workers must
have, and defines the performance levels they must achieve, to demonstrate
competency in a specific work segment or function.
_________________4. This supports the integration of human resource planning
with business planning by allowing organizations to assess the current human
resource capacity based on their competencies against the capacity needed to
achieve the vision, mission and business goals of the organization
_________________5. This is a process in knowledge management that involves
capturing, transcribing, and coding knowledge.
_________________6. This aspect focuses on knowledge creation for exploration
and knowledge exploitation.
_________________7. This idea is defined as any process or practice of creating,
acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance
learning and performance in organizations.
_________________8. A data that have been processed in a way that is
meaningful to individuals; it is available to anyone entitled to gain access to it.
_________________ 9. This is consisting of the basic facts-the building blocks-for
information and knowledge.
_________________10. The process of discovering what competencies are
necessary for exemplary or fully successful performance.
Direction: Analyze what ethical principle in Human Resource Management
is being defined by the situations.
_________________1. Issuing untruthful data regarding an employee to get
him fired in the job.
_________________2. Use or disclose information learned in confidence for
personal advantage.
_________________3. Two employees commit the same mistakes, but only
one has been sanctioned.
_________________4. A supervisor telling his employees about the new
rules of the organization in a nice manner.
_________________5. An employee fulfills his pledge to her client by giving
discounts on purchases made.
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_________________6. He has seen one of his office mates in pain, he

assisted her and bring her to the clinic.
_________________7. Company policies are written and published to inform
employees and practice it.
_________________8. Employees are not only working towards enhancing
their career prospects, but also promoting the well-being of colleagues,
employers and communities as well.
_________________9. When problems arise in the organization supervisors
or directors are the ones, who are approached, and they need to provide
solutions to problems of their employees.
_________________10. The decisions made by the superior failed, but he is
admissible to that matter and promise to be better next time.
Answer to Self-Assessment Question 1.
1. Bundles
2. Managerial Competency (Soft Competency)
3. Competency standard
4. Competence Based Management
5. Knowledge Storage
6. Knowledge generation
7. Knowledge management
8. Information
9. Data
10. Competency identification

1. Honesty
2. Loyalty
3. Fairness
4. Respect for others.
5. Promise-keeping and Trustworthiness
6. Concern for other.
7. Formation of measures.
8. Commitment to excellence
9. Leadership
10. Accountability
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Activity 1. Essay
Explain comprehensively what the contribution of Knowledge Management
to the growth of human resource management could possibly be.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
Activity 2. Research
Look for an article containing a current dilemma or situations of organization
(public or private). Study and identify some of the crucial challenges pertaining to
21st century HRM they experienced and explain why you considered it so.

Good)
reader. the paper.
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supported
by detailed
information.

Topic details and details and telling,
details and
(20%) relevant, but relevant, but details give
are typically
obvious or
predictable.
with a
feeling that
they
understand
what the
writer is
“getting at”.
AVI 2020

Good)
(20%) introduction states the clearly states is inviting,
of the main main topic of the main topic states the
topic, position but and position main topic
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position or does not and previews and

structure of adequately the structure position
the paper. preview the of the paper and
structure of but is not previews
the paper nor particularly the
is it inviting to the structure of
particularly reader. the paper.
inviting to the
reader.
Focus on The main Main idea is Main idea is There is
Topic idea is not somewhat clear, but the one clear,
clear. There clear but there supporting well
(20%) is a is a need for information is focused
seemingly more general. topic. Main
random supporting idea stands
collection of information. out and is
information. supported
by detailed
information.
Relevance of There are no There are There are There are
the argument challenges challenges relevant relevant
identified. identified but challenges challenges
(20%) are not identified but identified
relevant and unsupported. and
unsupported. supported
with ideas.
Conclusion There is no The The The
clear conclusion is conclusion is conclusion
(20%) conclusion, recognizable recognizable is strong
the paper but does not and ties up and leaves
just ends. tie up several almost all the the reader
loose ends. loose ends. with a
feeling that
they
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what the
writer is
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Grammar and Writer Writer makes Writer makes Writer
Spelling makes more 3-4 errors in 1-2 errors in makes no
than 4 errors grammar or grammar or errors in
(20%) in grammar spelling that spelling that grammar or
or spelling distract the distract the spelling
that distract reader from reader from that distract
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Module
AVI 2020
REFERENCES
Alavi, M. & Leidner, D.E. (2001). Knowledge Management and Knowledge
Management Systems: Conceptual Foundations and Research Issues. MIS
Quarterly, 25(1):107-136.
Alegbeleye, B. (2010). Old wine in new bottle: A critical analysis of the relationship
between knowledge and library and information science. Paper presented at the
48th National Conference of the Nigeria Library Association, Abuja, 2010.
Aslam, Hassan & Aslam, Mehmood & Ali, Naeem & Habib, Muhammad. (2014).
Importance of Human Resource Management in 21st Century: A Theoretical
Perspective. International Journal of Human Resource Studies.
Dhamdhere, S.N. (2015a). Importance of knowledge management in the higher
educational institutes. Turkish Online Journal of Distance Education-TOJDE,
16(1):162-183.
Dhamdhere, S.N. (2015b). Knowledge Management Strategies and Process in
Traditional Colleges: A Study. International Journal of Information Library and
Society, 4(1)34-42.
Diploma in Huma Resource Management Coursebook (2017). International
Qualifications Network.
Draganidis, Mentzas. Competency Based Management; a review of Systems
and approaches. Information Management & Computer Security 2006;
14(1):51- 64.
Henson, R. (2007). Looming Talent Shortage Rattles HR Departments. Retrieved
on May 23, 2007.
Igbinovia, Magnus & Ikenwe, Iguehi. (2018). Knowledge management: processes
and systems. Information Impact: Journal of Information and Knowledge
Management.
Jeanetta, Tony (2017). How to Improve Your Human Capital Management,
retrieved from https://theolsongroup.com/improve-human-capital-management/.
Juneja, Prachi (n.d.) Management Study Guide retrieved
from https://www.managementstudyguide.com/human-capital-management.htm
Kapur, Radhika. (2020). The Ethical Dimension of Human Resource Management.
Module
Kucharčíková, Alžbeta & Tokarčíková, Emese & Blašková, Martina. (2015).

Human Capital Management – Aspect of the Human Capital Efficiency in
University Education. Procedia - Social and Behavioral Sciences. 177.
10.1016/j.sbspro.2015.02.332.
Mutula & Mooko(2008). Knowledge Management. In Aina, L.O,Mutula, S.M &
Tiamiyu, M.A.. Information and Knowledge management in the digital
age.Concepts, technologies & African perspectives.
Noe, Raymond, Hollenbeck j., Gerhart, B, and Wright p (2019). Human Resource
Management 11th Edition, Mc Graw Hill.
Taylor, I. (2001, October). Management. Graduates with Attitude. P. 38.
Tripathi, Kaushiki & Agarwal, Manisha. (2014). Competency Based Management

In Organizational Context: A Literature Review. Global Journal of Finance and
management. 6. 349-356.
Module
Module
Module
Module
Module

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BA 1 – Human Resource Management

Kindly click the link for the course introduction

I. COURSE TITLE : BA 1-Human Resource Management

II. COURSE DESCRIPTION:

This course deals with operative functions of human resource management.

III. COURSE OBJECTIVES:

General Objectives: Understand and apply the concepts of Human

IV. COURSE STRUCTURE

The course BA 1- Human Resource Management includes three (3)

Module 1 -The Evolution of Human Resource

Module 8 – Contemporary Concepts in Human

Registration -------------------------------------------------------------- August 24, 2020

Study Session 1--------------------------------------------------------- September 2, 2020

Study Session 2 -------------------------------------------------------- September 9, 2020

Reporting of Assigned Topic-Module 2

Study Session 3-------------------------------------------------------- September 16, 2020

Reporting of Assigned Topic-Module 3

Study Session 4-------------------------------------------------------- September 23, 2020

PRELIMINARY EXAMINATION -------------------------------- September 28, 2020

Study Session 5-------------------------------------------------------- October 7, 2020

Reporting of Assigned Topic-Module 4

Study Session 6-------------------------------------------------------- October 14, 2020

Reporting of Assigned Topic-Module 5

Study Session 7-------------------------------------------------------- October 21, 2020

Reporting of Assigned Topic-Module 6

Study Session 8-------------------------------------------------------- October 28, 2020

Presentation of output: Issues on Employees’ Maintenance

MIDTERM EXAMINATION ----------------------------------------- November 4, 2020

Study Session 8-------------------------------------------------------- November 11, 2020

Presentation of output: Career Plan

Study Session 9----------------------------------------------------- November 18, 2020

Study Session 10 ----------------------------------------------------- November 25, 2020

Reporting of Assigned Topic- Module 8

Study Session 11 ----------------------------------------------------- December 2, 2020

Presentation of output: Journal article review

FINAL EXAMINATION -------------------------------------------------- December 9, 2020

VI. COURSE REQUIREMENT

The following are the major course requirements:

3.1 Define who you are now.

4. Journal Article. A journal article will be assigned to students to review and

4.1 Research problem the article concerned describes or explain.

VII. GRADING SYSTEM

Students’ will be graded based on the following:

1. Activities and Assignments 10%

VIII. ACADEMIC INTEGRITY

IX. ABOUT THE AUTHORS

Analyn Valencia-Inarda, is an Associate Professor V of University of Rizal

Hermy D Estrabo, is a Professor of University of Rizal System. He holds a

Corazon DJ Pasia, is an Associate Professor I from the College of

Carmina Gigante-Taule, is an Associate Professor III from University of

Helen Libao, is an Associate Professor II from University of Rizal System

UNIT I. HISTORY AND OVERVIEW OF HUMAN RESOURCE MANAGEMENT

1. Understand the history of human resource management.

Human beings began contributing to enterprise when early tribes and

Artisans or craftsmen had skills in converting raw materials to finished

IV. Industrial Revolution and Labor Relations

The industrial revolution changed the perspective towards industry and

working conditions in factories. Because of this mistreatment, qualified workers

With a large workforce and several layers of management, the owner

The whole management objective was to exercise control and discipline.

Table 1. The Development of Personnel Administration and Personnel

functions and objectives of by consideration of the contributions under

effective organization men and personnel function may be