HRS Manual

Human Resource and Security
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
The New Human Resource Management Process
Intended Learning Objective : Developed awareness on the importance of Human

Resource Management in any organizations in today’s environment
Specific Objectives: At the end of the lesson, each cadet would be able to
1) distinguish the difference between the traditional view of HRM and the present
view
2) describe the four critical dependent variables that managers must control in order
to compete in a 21st century organization
Human resource management describes the wide variety of activities involved in

attracting, developing, and maintaining a quality organizational workforce. As such,
human resource management is an integral part of a manager’s responsibilities. Indeed,
the activities of finding, hiring, orienting, training, developing, evaluating, compensating,
and retaining the right people to perform the organization’s work are all critical to high
performance.
I. Why Study Human Resource Management Process?
Success in our professional and personal lives is about creating relationships, and students
generally understand the importance of relationships. The better you can work with
people, the more successful you will be in your personal and professional lives—whether
as an employee, a line manager, or a human resource manager.
Human resource issues are emerging as some of the most prominent concerns for
managers. Human resource managers as well as operational managers have been forced to
think in more strategic terms about how their organization can achieve their mission and
vision and win against their opponents by utilizing their human resources.
One simple fact is that in the 21st century organization, human resources (HR)—the
people within an organization—are one of the primary means of creating a competitive
advantage for the organization, because management of human resources affects
company performance. This is because most organizations of comparable size and scope
within the same industry generally have access to the same material and facilities-based
resources that any other organization within the industry may have. This being the case,
it’s very difficult to create a competitive advantage based on material, facility, or other
tangible or economic resources. What this frequently leaves is people as the
organization’s most valuable asset. If the organization can manage its human resources
more successfully, if it can get its employees involved in working toward the day-to-day
success of the organization, and if it can get them to stay with the organization, then it has
a much greater chance of being successful. Managers are responsible for getting the job
done through employees, so the organization’s human resources are nearly always its
most valuable resource. If we can get our employees fully engaged, we can make better
decisions, increase employee trust and loyalty, and improve productivity.
Reflection
How can this course help you in your personal and professional lives? What are your
goals, or what do you want to get out of this course?
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What is HRM?
Human resource management (HRM) is the process of employing people, training them,
compensating them, developing policies relating to them, and developing strategies to
retain them. As a field, HRM has undergone many changes over the last twenty years,
giving it an even more important role in today’s organizations. In the past, HRM meant
processing payroll, sending birthday gifts to employees, arranging company outings, and
making sure forms were filled out correctly—in other words, more of an administrative
role rather than a strategic role crucial to the success of the organization.
Jack Welch, former CEO of General Electric and management guru, sums up the new role
of HRM: “Get out of the parties and birthdays and enrollment forms.… Remember, HR is
important in good times, HR is defined in hard times.”
Why is HRM Important?
a) As a significant source of competitive advantage

 People-oriented HR creates superior shareholder value
b) As an important strategic tool
 Achieve competitive success through people by treating employees as partners
c) To improve organizational performance
 High performance work practices lead to both high individual and high
organizational performance
d) High-performance work practices - work practices that lead to both high
individual and high organizational performance
II. HRM Past and Present
Management of the organization’s human resources has probably changed more in the
past 15–20 years than in the entire history of organized companies. Technology and the
ability to analyze large data sets have disrupted every industry and the way every
company does, or should do, things—from operating processes to marketing to human
resources.
HRM in the Past
Back in the dark ages, around the mid-1970s—when there weren’t even any computers
available to most managers!—the human resource manager (we usually called them
personnel managers then) was considered to be an easy management job. HR managers
were expected to be only paper pushers who could keep all of the personnel files straight.
They maintained organizational records, but they had very little to do with the
management of the organization’s processes. In this environment, most HR departments
provided limited services to the organization—keeping track of job applicants,
maintaining employee paperwork, and filing annual performance evaluations.
In these organizations, the HR department was considered to be a cost center, a division

or department within the organization that brings in no revenue or profit for the
organization. It only costs money for the organization to run this function. As you can
easily see, we don’t want many (or any) cost centers in an organization if we can help it.
Present View of HRM
The old workplace in which managers simply told employees what to do is gone. In
today’s organization, you will most likely work in a team; perform lots of quantitative
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analysis on organization’s data, and share in decision making and other management
tasks. Modern organizations also expect significantly greater productivity than occurred
in their historical counterparts.
Today’s HR managers are no longer running an organizational cost center. Their function,
along with that of all other managers within the organization, is to improve organizational
performance. They do it by enhancing the productivity of the people within the
organization.
New HRM Challenges Today
The three biggest challenges according to HR executives:

1. Maintaining high levels of employee engagement
2. Developing next generation organization leaders
3. Maintaining competitive compensation and benefits offerings
The biggest challenges according to non-HR executives were very similar:

1. Developing next generation organizational leaders
2. Managing the loss of key workers and their skill sets
3. Maintaining competitive benefits and compensation offerings
The HR competencies that will be the most critical:

1. Organization’s acumen: ability to understand and apply information to contribute to
the organization’s strategic plan
2. Organizational leadership and navigation: ability to direct and contribute to initiatives
and processes within the organization
3. Critical evaluation: ability to interpret information to make decisions and
recommendations
4. HR expertise: ability to apply the principles and practices of HRM to contribute to
the success of the organization.
Reviewing these challenges, HRM has been reasonably good at identifying and meeting
some of them, while others have gone without significant attention to date in most
companies. Better selection and retention strategies for a number of years have been
pursued and have recently become much better at identifying future leaders and managing
organizational relationships, culture, and structure.
Enhancement
What are possible challenges a personnel officer may encounter in an infantry division or
any military unit?
III. Understanding HR’s Critical Factors
While there are many factors in successfully managing the organization’s human
resources, a few stand out in today’s environment. Management of people is necessarily
different from managing money or other material resources because people have free will
and can do things in any way they see fit. So HR managers and all other leaders in
organizations need to learn how to indirectly control their human resources, where to lead
the people resources of the company, and what tools are becoming more important in
creating advantage for one institution over another.
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Critical Dependent Variables
Some of the things that managers tell us they must control to compete in today’s
environment, but that they can’t directly manipulate because people have free will. These
items are called dependent variables because they can be affected only through indirect
means. We don’t have the ability to directly manipulate them. We have to control some
other variable—called an independent variable because we can independently (directly)
control it—to affect these items in any meaningful way.
Every time that we survey managers in any industry or any department about managing
others, they bring up the following issues as being among the most important and most
difficult things that they deal with:
1. Productivity—the amount of output that an organization gets per unit of input, with
human input usually expressed in terms of units of time.
2. Employee engagement—a combination of job satisfaction, ability, and a willingness to

perform for the organization at a high level and over an extended period of time
3. Turnover—permanent loss of workers from the organization. When people quit, it is

considered voluntary turnover, while when people are fired, it is involuntary
turnover.
4. Absenteeism—temporary absence of employees from the workplace
Note that all of these issues deal with people—not computers, not buildings, not finances.
Also, managers have no direct control over these things. They only affect these items
through indirect actions. In other words, an employee can’t be force to come to work and
thus avoid absenteeism, nor an employee can be force to be happy with their work. We
have to create conditions in which the employee is willing to or even wants to come to
work and in which they can enjoy their job. We can and should do this through
employment practices that the employee perceives as fair and reasonable, such as
providing acceptable pay for the tasks performed by the employee.
Note that our four dependent variables are interrelated. Absenteeism is costly, is often due
to a lack of employee engagement, and leads to lower productivity. People tend to leave
their jobs (turnover) when they aren’t engaged with their work; and while they are being
replaced and sometimes after, productivity goes down.
So now we can see the importance of these four big issues that managers can’t directly
control.
The bottom line is this: As managers, we always need to be doing things that will
improve productivity and employee engagement and that will reduce absenteeism and
turnover. These items are critical. Everything in HRM revolves around these four things.
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Human Resource Management Skills and Process
Intended Learning Objective : Developed awareness on the importance of Human

1) explain the importance of Human Resource Management Process.

2) discover the four major HRM skills and responsibilities within HRM
Human Resource Management Process
In order to ensure that the organization has qualified people to perform the work that
needs to be done, the figure below shows the eight activities in this process;
Source: Management 11th ed, by Robbins, Stephen P. And Coutler, Mary
Human resource management (HRM) involves attracting, developing, and

maintaining a talented and energetic organizational workforce.
A strong relationship exists between how organizations manage their people and the
economic results the organizations achieve  organizations perform better when they
treat their employees better.
The major responsibilities of the human resource management process include:
 Attracting a quality workforce, which involves human resource planning,

recruitment, and selection.
 Developing a quality workforce, which involves employee orientation, training
and development, and performance appraisal.
 Maintaining a quality workforce, which involves career development, work-life
balance, compensation and benefits, retention and turnover, and labor-
management relations.
Strategic human resource management refers to mobilizing human capital through the
HRM process to best implement organizational strategies
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Human Resource Management Skills
One of the major factors of a successful manager or human resource (HR) manager is
an array of skills to deal with a variety of situations. It simply isn’t enough to have
knowledge of HR, such as knowing which forms need to be filled out. It takes multiple
skills to create and manage people, as well as a cutting-edge human resource
department.
What skill sets will an HR manager need in order to succeed in their job? All managers
require a mix of technical, interpersonal, conceptual and design, and business skills in
order to successfully carry out their jobs. HR managers are no different, so all leaders
need management skills to improve organizational performance. The set of necessary HR
skills is similar to the skills needed by other managers; but, of course, it emphasizes
people skills more than some other management positions do.
A. Technical Skills
The first skill set that an HR manager must develop to be successful, and also the easiest
one to develop is the technical skill set. Technical skills are defined as the ability to use
methods and techniques to perform a task. Being successful as an HR manager requires
many skills, including comprehensive knowledge of laws, rules, and regulations relating
to HR; computer skills (because everything in HR is now computerized); interviewing
skills; training knowledge and skills; understanding of performance appraisal processes;
cultural knowledge (so we don’t make culture-related mistakes); and many others.
B. Interpersonal Skills
The second major skill set is interpersonal skills, which comprise the ability to
understand, communicate, and work well with individuals and groups through developing
effective relationships. The resources you need to get the job done are made available
through relationships with people both inside the organization (i.e., coworkers and
supervisors) and outside the organization (i.e., customers, suppliers, and others).
HR managers must have strong people skills. This does not mean that HR managers
always have to be gullible or sympathetic to every sob story, but it does mean that they
have to be empathetic. Empathy is simply being able to put yourself in another person’s
place—to understand not only what he or she is saying but why he or she is
communicating that information to you. Empathy involves the ability to consider what the
individual is feeling while remaining emotionally detached from the situation.
Interpersonal skills also involve the ability to work well with others in teams; to persuade
others; to mediate and resolve conflicts; to gather information from others; and to jointly
analyze, negotiate, and come to a collective decision.
C. Conceptual and Design Skills
Conceptual and design skills are another skill set required in a successful HR manager.
Such skills help in decision making. Clearly, the decisions you have made over your
lifetime have affected you today. Likewise, leaders’ decisions determine the success or
failure of the organization. So organizations are training their people to improve their
decision-making skills. Conceptual and design skills include the ability to evaluate a
situation, identify alternatives, select a reasonable alternative, and make a decision to
implement a solution to a problem. This skill set is a critical part of creating and
maintaining the ability to lead in an organization.
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The conceptual part of this skill set is an ability to understand what is going on in our
business processes—the ability to “see the bigger picture” concerning how our
department or division and the overall organization operates. It also includes the ability to
see if we are getting outside expected process parameters. In other words, are we doing
things that we shouldn’t be, or are we not successfully doing things that are necessary for
maintaining a high level of productivity?
Design skills are the other part of the equation. This is the skill set that allows us to figure
out novel or innovative solutions to problems that we have identified through the use of
our conceptual skills. So, one part of this skill set is identification of any problems that
exist, and the second part is decision making to solve problems and carrying out (leading)
the solution.
D. Organizational Skills
Finally, organization-oriented proficiency competency is a mandatory HRM skill. Like

technical skills, organizational skills are easier to develop than human relations and
conceptual and design skills. Organization skills are the analytical and quantitative skills
—including in-depth knowledge of how the organization works and its budgeting and
strategic-planning processes—that are necessary for a manager to understand and
contribute to the productivity of the organization.
HR professionals must have knowledge of the organization and its strategies if they are to
contribute strategically. This also means that they must have understanding of the
financial, technological, and other facets of the industry and the organization and be able
to manipulate large amounts of data using data analytics programs and HR metrics.
Organizational Skills
Conceptual and Design Skills
Source : Human Resource Management Functions, Applications and Skill Development, 3rd edition by
Lussier Robert N. & Hendon, John R. (modified)
Other Relevant Skills Crucial to Human Resource Management
1) being able to organize and multitask is necessary. In this job, files must be
managed, and an HR manager is constantly working in different areas of the
organization.
2) Communication skills are necessary in HRM as well. The ability to present good
and bad news, work with a variety of personalities, and coach employees is
important in HRM.
3) Specific job skills, such as computer skills, knowledge of employment law,
writing and developing strategic plans, and general critical-thinking skills are
important in any type of management, but especially in human resource
management.
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4) A sense of fairness and strong ethics will make for the best HR manager. Because
HR works with a variety of departments to manage conflict and negotiate
contracts and salary, the HR professional needs ethics skills and the ability to
maintain confidentiality.
5) Since one of the major responsibilities of an HR department is to align the HR
strategic plan with the business strategic plan, critical and creative thinking, as
well as writing, are skills that will benefit the HR manager as well.
How would you handle this?
Cyberloafing, a term used to describe lost productivity as a result of an employee

using a work computer for personal reasons, is another concern created by
technology. One study performed by Nucleus Research found that the average
worker uses Facebook for fifteen minutes per day, which results in an average loss
of 1.5 percent of productivity. Some workers, in fact, use Facebook over two hours
per day during working hours. Restricting or blocking access to the Internet,
however, can result in angry employees and impact motivation at work.
Motivational factors in technology can create additional stress for workers.
Increased job demands, constant change, constant e-mailing and texting, and the
physical aspects of sitting in front of a computer can be not only stressful but also
physically harmful to employees.
Human Resource Management vs Personnel Management
Intended Learning Objective: Developed awareness on the importance of Human

1) explain the differences been HRM and personnel management

2) synthesize the four aspects in creating a good HRM strategic plan
3) specify the order of the Lifecycle Stages of HRM and determine its corresponding
strategies
4) analyze the major challenges, trends, issues that HR managers face in a modern
organization
HRM vs Personnel Management
In the past, human resource management (HRM) was called the personnel department. In
the past, the personnel department hired people and dealt with the hiring paperwork and
processes. More recently, however, the personnel department has divided into human
resource management and human resource development, as these functions have evolved
over the century. HRM is not only crucial to an organization’s success, but it should be
part of the overall company’s strategic plan, because so many organizations today depend
on people to be productive. Strategic planning plays an important role in how productive
the organization is.
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Examples of Differences between Personnel Management and HRM
Personnel Management Focus HRM Focus

Administering of Helping to achieve strategic goals
policies through people
Stand-alone programs, HRM training programs that are
such as training integrated with company’s mission
and values
Personnel department Line managers share joint
responsible for responsibility in all areas of people
managing people hiring and management
Creates a cost within Contributes to the productivity of the
an organization organization
Human resource strategy is an elaborate and systematic plan of action developed by a

human resource department. HR strategy includes detailed pathways to implement HRM
strategic plans and HR plans. Think of the HRM strategic plan as the major objectives the
organization wants to achieve, and the HR plan as the specific activities carried out to
achieve the strategic plan. In other words, the strategic plan may include long-term goals,
while the HR plan may include short-term objectives that are tied to the overall strategic
plan.
As mentioned earlier, human resource departments in the past were called personnel
departments. This term implies that the department provided “support” for the rest of the
organization. Companies now understand that the human side of the organization is the
most important asset (especially in this global economy), and therefore HR has much
more importance than it did twenty years ago. While personnel management mostly
involved activities surrounding the hiring process and legal compliance, human resources
involves much more, including strategic planning.
The Ulrich HR model, a common way to look at HRM strategic planning, provides an
overall view of the role of HRM in the organization. His model is said to have started the
movement that changed the view of HR; no longer merely a functional area, HR became
more of a partnership within the organization. While his model has changed over the
years, the current model looks at alignment of HR activities with the overall global
company strategy to form a strategic partnership. His newly revised model looks at five
main areas of HR:
1. Strategic partner. Partnership with the entire organization to ensure alignment of

the HR function with the needs of the organization.
2. Change agent. The skill to anticipate and respond to change within the HR
function, but as a company as a whole.
3. Administrative expert and functional expert. The ability to understand and
implement policies, procedures, and processes that relate to the HR strategic plan.
4. Human capital developer. Means to develop talent that is projected to be needed
in the future.
5. Employee advocate. Works for employees currently within the organization.
According to Ulrich, implementation of this model must happen with an understanding of

the overall company objectives, problems, challenges, and opportunities. For example,
the HR professional must understand the dynamic nature of the HRM environment, such
as changes in labor markets, company culture and values, clients, shareholders, and the
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economy. Once this occurs, HR can determine how best to meet the needs of the
organization within these five main areas.
Source : Human Resource Management Functions, Applications and Skill Development, 3rd edition by
Lussier Robert N. & Hendon, John R. (modified)
To be successful in writing an HRM strategic plan, one must understand the dynamic
external environment.
HRM as a Strategic Component of the Organization
Keeping the Ulrich model in mind, consider these four aspects when creating a good
HRM strategic plan:
1. Make it applicable.
Often people spend an inordinate amount of time developing plans, but the plans
sit in a file somewhere and are never actually used. A good strategic plan should
be the guiding principles for the HRM function. It should be reviewed and
changed as aspects of the company’s change. Involvement of all members in the
HR department (if it’s a larger department) and communication among everyone
within the department will make the plan better.
2. Be a strategic partner.
Alignment of corporate values in the HRM strategic plan should be a major
objective of the plan. In addition, the HRM strategic plan should be aligned with
the mission and objectives of the organization as a whole. For example, if the
mission of the organization is to promote social responsibility, then the HRM
strategic plan should address this in the hiring criteria.
3. Involve people.
An HRM strategic plan cannot be written alone. The plan should involve everyone
in the organization. For example, as the plan develops, the HR manager should
meet with various people in departments and find out what skills the best
employees have. Then the HR manager can make sure the people recruited and
interviewed have similar qualities as the best people already doing the job.
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In addition, the HR manager will likely want to meet with the financial
department and executives who do the budgeting, so they can determine human
resource needs and recruit the right number of people at the right times. In
addition, once the HR department determines what is needed, communicating a
plan can gain positive feedback that ensures the plan is aligned with the
company’s objectives.
4. Understand how technology can be used.

Organizations often times do not have the money or the inclination to research
software and find budget-friendly options for implementation. People are
sometimes nervous about new technology. However, the best organizations are
those that embrace technology and find the right technology uses for their
organization. There are thousands of HRM software options that can make the
HRM processes faster, easier, and more effective. Good strategic plans address
this aspect.
Lifecycle Stages and HRM Strategy
Life Cycle Staffing Compensation Training and Employee

Stage Development Relations
Attract best Meet or exceed Define future skill Set basic
Introduction technical and labor market rates requirements and employee-
professional talent to attract needed begin establishing relations
talent career ladders philosophy of
organization
Recruit adequate Meet external Mold effective Maintain labor
numbers and mix of market but management team peace, employee
Growth qualifying workers. consider internal through motivation, and
Plan management equity effects. management morale
succession. Manage Establish formal development and
rapid internal labor compensation organizational
market movements. structures. development.
Encourage Control Maintain Control labor
sufficient turnover compensation flexibility and costs and
Maturity to minimize layoffs costs. skills of an aging maintain labor
and provide new workforce. peace. Improve
openings. productivity
Encourage mobility
as reorganizations
shift jobs around.
Plan and implement Implement tighter Implement Improve

Decline workforce cost control. retraining and productivity and
reductions and career consulting achieve
reallocations; services. flexibility in
downsizing and work rules.
outplacement may Negotiate job
occur during this security and
stage. employment-
adjustment
policies
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Trends and Issues in HRM
1. Employee Engagement Improves Productivity
Remember that employee engagement is defined as a combination of job satisfaction,

ability, and a willingness to perform for the organization at a high level and over an
extended period of time. This combination of satisfaction, ability, and willingness is a
more critical predictor of company performance today than ever before. Many of our
global employees are highly talented and extremely difficult to replace, but lots of them
just aren’t being made an integral part of the organization through the use of management
techniques that would cause them to become more interested in both their work and the
work of the organization overall.
Many managers and employees think that compensation is the most important item in
employee engagement, but that is simply not the case—at least in most organizations.
Engaging employees is not an easy task, but we do have some evidence of things that
work —at least in some cases. Overall compensation and benefits matter, but they are not
enough. So how do we improve engagement? Take a look at the following tips.
Increasing engagement:
1. Give them the right tools—Mobile, social, digital tools that provide immediate
information and feedback.
2. Create trust—“walk the talk,” as Jack Welch says.
3. Listen—and then act on the information received. “Not only does a comprehensive
approach to listening help an organization pinpoint and quickly address problems, it
makes people feel valued.”
4. Employees are more important than clients/customers. Manage and lead the individual
employee—they are individuals!
5. Treat all employees with respect. This was the number one factor in job satisfaction,
and therefore in employee engagement.
2. HRM and Organizational Agility

One of the words being used to describe successful organizations in today’s environment
is agile. The agile organization not only accepts change and disruption but also thrives in
such environments. Because nearly every industry is being disrupted by technology,
agility is becoming a requirement in order to become, or remain, an industry leader.
How can HRM help the organization become agile?
• Create a digital culture. To do this, HR and line managers must become comfortable
with mobile and on-demand technology that allows the organization to be more agile
and to respond more quickly to outside forces. Introduce HR technology to manage
and inform the workforce; make it part of daily operations, and have leadership
endorse its use. Digital technology can be used in nearly every area of HRM,
including recruiting, selection, organizational safety, training and development,
performance management and appraisal, and tracking individual compensation. We
can design characteristics into the culture that will enhance the ability of all of our
employees to adopt, and adapt to, new technology easily and quickly.
• Develop the ability not only to survive, but to thrive on change. Along with creating a
culture that is comfortable with digital technology and tools, the business needs to pay
close attention to making people at all levels comfortable with immediate and
continuing change.
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• Explore the value of “on-demand” workers. The historical stable, large employee
workforce is not always going to be the most valuable option in an agile organization.
Working with all types of individual contributors will need to become the norm. Full-
time employees need to work seamlessly with consultants, temporary workers, part-
timers, and partner organization employees. They will need to be able to create and
maintain these relationships as long as necessary, modify them when needed, and cut
off their interaction when the relationship no longer adds value.
• Review legacy processes and structures for adaptability to the agile workplace. Many
companies have internal structures and processes that were designed to improve
efficiency, but at the expense of adaptability. When we design standard ways to do
work and train people on those procedures, they become ingrained into the company—
they are “the way we do things.” Unfortunately, along with being very efficient, they
can prevent employees from seeing the value in doing something in a new way using
new tools. If the organization is going to be able to become agile, we have to review
the company structure and processes to see what can be kept without significant effect
on the ability to adapt to new environments and what has to be modified.
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ATTRACTING HUMAN RESOURCES
Human Resource Planning
Intended Learning Objective: Prescribe ways to attract a quality workforce
1) Define HR Planning and outline HR planning process

2) Describe the means for assessing the external and internal environments of HR
management
Human resource planning is the process of analyzing and identifying the need for and
availability of human resources so that the organization can meet its objectives. The focus
of HR planning is to ensure the organization has the right number of human resources,
with the right capabilities, at the right times, and in the right places. In HR planning, an
organization must consider the availability of and allocation of people to jobs over long
periods of time, not just for the next month or even the next year.
This level of planning requires knowledge of expansions or reductions in operations and

any technological changes that may affect the organization. HR planning must identify
the knowledge, skills, abilities, experience, and other characteristics affecting the
capabilities of employees for current and future jobs.
Additionally, as part of the analyses, HR plans can be made for shifting employees within
the organization, laying off employees or otherwise cutting back the number of
employees, retraining present employees, or increasing the number of employees in
certain areas. Factors to consider include the current employees’ knowledge, skills, and
abilities in the organization and the expected vacancies resulting from retirements,
promotions, transfers, and discharges.
I. Human Resource Planning Responsibilities
Typical Division of HR Responsibilities: HR Planning
Source : Human Resource Management, 12th ed by Mathis, Robert L. and Jackson, John J.
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In most organizations that do HR planning, the top HR executive and subordinate staff
specialists have most of the responsibilities for this planning. However, other managers
must provide information for the HR specialists to analyze. In turn, those other managers
need to receive data from the HR unit. Because top managers are responsible for overall
strategic planning, they usually ask the HR unit to project the human resources needed to
implement overall organizational goals.
II. HR Planning Process
The steps in the HR planning process are shown in the figure below. Notice that the HR
planning process begins with (1) considering the organizational objectives and strategies.
(2) Then HR needs and supply sources must be analyzed both externally and internally
and forecasts must be developed. Key to (3) assessing internal human resources is having
solid information accessible through a human resource management system. Once the
assessments are complete, (4) forecasts must be developed to identify the relationship
between (5) supply and (6) demand for human resources. (7) Management then
formulates HR strategies and plans to address imbalances, both short-term and long-term.
Specific strategies may be developed to fill vacancies or deal with surplus employees. For
example, a strategy might be to fill 50% of expected vacancies by training good lower
level employees and promoting them into anticipated needed openings— a promotion
from within strategy. Finally, specific HR plans are developed to provide more specific
direction for the management of HR activities. The most telling evidence of successful
HR planning is a consistent alignment of the availabilities and capabilities of human
resources with the needs of the organization over a period of time.
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III. Scanning the External Environment
At the heart of strategic planning is environmental scanning, a process of studying the

environment of the organization to pinpoint opportunities and threats. The external
environment affects HR planning in particular because each organization must draw from
the same labor market that supplies all other organizations, including competitors. Indeed,
one measure of organizational effectiveness is the ability of an organization to compete
for a sufficient supply of human resources with the appropriate capabilities. All elements
of the external environment— government influences, economic conditions, geographic
and competition issues, and workforce changes— must be part of the scanning process.
A. Government Influences
An expanding and often bewildering array of government regulations affects the labor
supply and therefore HR planning. As a result, HR planning must be done by individuals
who understand the legal requirements of various government regulations. An
organization must consider a wide variety of government policies, regulations, and laws
during the HR planning process.
B. Economic Conditions
The general business cycle of economic recessions and economic booms also affects HR
planning. Factors such as interest rates, inflation, and economic growth affect the
availability of workers and should figure into organizational and HR plans and objectives.
As the unemployment rate rises, the number of qualified people looking for work
increases, making it easier to fill jobs.
C. Geographic and Competition Concerns

In making HR plans, employers must consider a number of geographic and competition
concerns. The net migration into a particular region is important.
Direct competitors are another important external force in HR planning. Failure to

consider the competitive labor market and to offer pay scales and benefits competitive
with those of organizations in the same general industry and geographic location may cost
a company dearly in the long run.
Finally, the impact of international competition must be considered as part of
environmental scanning. Global competition for labor intensifies as global competitors
shift jobs and workers around the world, as illustrated by the outsourcing of jobs from
other countries with cheaper labor.
D. Workforce Composition
Changes in the composition of the workforce, combined with the use of different work
patterns, have created workplaces and organizations that are notably different from those
of a decade ago. Many organizations face major concerns about having sufficient workers
with the necessary capabilities. When scanning the workforce, it is important to consider
a number of variables, including these:
• Aging of the workforce
• Growing diversity of workers
• Women workers and work/life balancing concerns
• Availability of “contingent workers”
• Outsourcing possibilities
When considering these factors, it is important to analyze how they affect the current and
future availability of workers with specific capabilities and experience.
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IV. Assessing the Internal Workforce
Analyzing the jobs that will need to be done and the skills of people who are currently
available in the organization to do them is the next part of HR planning. The needs of the
organization must be compared against the labor supply available inside the organization.
A. Jobs and Skills Audit

The starting point for evaluating internal strengths and weaknesses is an audit of the jobs
being done in the organization. A comprehensive analysis of all current jobs provides a
basis for forecasting what jobs will need to be done in the future. Much of the data to
answer the questions in the audit should be available from existing staffing and
organizational databases.
The following questions are addressed during the internal assessment:

- What jobs exist now? - How many individuals are performing each job?
- How essential is each job? - What are the reporting relationships of jobs?
- What jobs will be needed to implement future organizational strategies?
- What are the characteristics of anticipated jobs?
B. Organizational Capabilities Inventory

As HR planners gain an understanding of the current and future jobs that will be
necessary to carry out organizational plans, they can conduct a detailed audit of current
employees and their capabilities. The basic source of data on employees is the HR records
in the organization. Different HR information databases can be used to identify the
knowledge, skills, and abilities (KSAs) of employees. Planners can use KSA inventories
to determine future needs for recruiting, selection, and HR development.
The information in those inventories can also provide a basis for determining what
additional capabilities will be needed in the future workforce.
C. Using a Skills Database

An inventory of organizational skills and capabilities may consider a number of elements.
The following ones are important:
• Individual employee demographics (age, length of service in the organization,
time in present job)
• Individual career progression (jobs held, time in each job, promotions or other job
changes, pay rates)
• Individual performance data (work accomplishment, growth in skills)
All the details on an individual employee’s skills that go into a databank may affect the
employee’s career. Therefore, the data and their use must meet the same standards of job
relatedness and non-discrimination as when the employee was initially hired.
Furthermore, security measures must ensure that sensitive information is available only to
those who have a specific use for it.
Managers and HR staff members can gather data on individual employees and aggregate
details into a profile of the current organizational workforce. This profile may reveal
many of the current strengths and deficiencies of the organization. If some specialized
expertise, such as advanced computer skills, is absent, the organization may find it
difficult to take advantage of new technological developments. Or if a large group of
experienced employees are all in the same age bracket, their eventual retirements about
the same time might lead to future “gaps” in the organization.
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Job Analysis
1) recognize the reason for job analysis and

2) identify the five major options available and expected outcomes of the process
In order for an organization to maximize productivity, we must match the right people
with the right jobs. Why? Because mismatched workers tend to have low job satisfaction,
leading to absenteeism, higher turnover, and lower levels of productivity than those who
are matched effectively.
The first step to matching people to the right jobs is to determine what jobs we need to
have performed and the qualifications needed to do the jobs (the job description and
specifications). Then we can match employees to those jobs.
We need to start by showing how we design the flow of work and subsequently the jobs
in our organizations. Workflows create the need for certain types of tasks to be performed
within each part of the organization. Once we have identified those tasks, we determine
how to connect those tasks into jobs—and we then design the resulting jobs in certain
specific ways, depending on what our priorities are as an organization.
Workflow analysis is the tool that we use to identify what has to be done within the
organization to produce a product or service. Workflow analysis is the study of the way
work moves through an organization. Usually, it begins with an examination of the
quantity and quality of the desired and actual outputs (goods and services). Then, the
activities (tasks and jobs) that lead to the outputs are evaluated to see if they are achieving
the desired outputs. Finally, the inputs (people, material, information, data, equipment,
etc.) must be assessed to determine if they make the outputs and activities more efficient
and better.
Job analysis is the process used to identify the work performed and the working
conditions for each of the jobs within our organizations. Job analysis analyzes one small
part of the workflow; and the results of the analysis will include duties, responsibilities,
skills, knowledge required, outcomes, conditions under which the worker must operate,
and possibly other factors.
The two primary outcomes for most job analysis projects are the job description and the
job specification. The job description identifies the major tasks, duties, and
responsibilities that are components of a job, while the job specification identifies the
qualifications of a person who should be capable of doing the job tasks noted in the job
description.
Job Analysis in Perspective
I. Why Do We Need to Analyze Jobs?
Job analysis is at the core of HRM. It is the basis of just about everything that HR does. If
you think about it, you will quickly realize that we need to identify and correctly analyze
the jobs in the organization in order to perform any of the following functions:
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1. Human resource planning

Job analysis helps us design jobs better to get the results that we need.
2. Job evaluation for compensation
If we don’t know what the job consists of, how can we determine how much the
job is worth to the organization so we know how much to pay the person?
3. Staffing (recruiting and selection)
If we don’t know what an employee is going to do and how much we will pay that
employee, then how do we know whom to recruit and hire?
4. Training
If we don’t know what the job consists of, how can we teach people to do the job?
5. Performance management
How can we evaluate performance if we don’t know what the worker’s job
consists of?
6. Maintain a safe work environment
Job analysis will help us identify hazards that the job incumbent will need to
understand, as well as any required personal protective equipment and training the
person will need to safely carry out the job.
Other things that can be affected by job analysis include individual career planning and
development, organizational strategy and structure, employee relations and legal
compliance, and many other HRM tasks.
So job analysis is important to the HR department, but how does it affect other managers?
Think about the following issues that any organizational manager may face on a routine
basis:
1. Managers must have detailed information about all the jobs in their work groups so that
they can manage the workflow processes.
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2. Managers need to understand job requirements in their work groups so that they can
make intelligent hiring, training, and promotion decisions.
3. Every manager is responsible for conducting performance evaluation in some form,
whether on an annual or a rolling basis, to ensure that all employees are performing
their jobs satisfactorily.
So we can see that job analysis is very important to both HR managers and line managers
in the organization. But how do you analyze a job?
Six categories within occupational classification structure:

a) Worker characteristics (enduring traits that influence a person’s performance on
the job)—abilities, interests, work styles, and work values
b) Worker requirements (attributes acquired through experience and/or education)—
knowledge, and skills
c) Experience requirements (training and experience needed)—job zone, education,
training, and experience
d) Occupational requirements (actual work performed on the job)—work activities
e) Workforce characteristics (labor market–related information)—wages and
employment
f) Occupation-specific information (detailed elements of specific jobs)—tasks
Using the above information, HR managers can create custom reports. They can then use
that information to design or redesign job characteristics, leading to high-quality job
descriptions and specifications from which they can then go out and recruit new
employees with the required skill sets for each job. In addition, the characteristics help in
pricing each job in the organization to provide a competitive compensation system and
lower voluntary turnover in the company.
II. Task or Competency Based?
As we go through the process of analyzing jobs, we have to decide whether our job
analysis will be task based or competency based. What’s the difference?
 task-based job analysis - describes the job as a function of the tasks performed
within the job,
Task-based job analysis is the most common form and focuses on the tasks,
duties, and responsibilities performed in a job. A task is a distinct, identifiable
work activity composed of motions, whereas a duty is a larger work segment
composed of several tasks that are performed by an individual. Because both tasks
and duties describe activities, it is not always easy or necessary to distinguish
between the two. For example, if one of the employment supervisor’s duties is to
interview applicants, one task associated with that duty would be asking
questions. Responsibilities are obligations to perform certain tasks and duties.
 competency-based job analysis - looks at the capabilities that an individual would

need to have to succeed in the job. Competencies include such things as
teamwork, leadership, interpersonal communication, and critical thinking.
The competency approach considers how the knowledge and skills are used.
Competencies are individual capabilities that can be linked to enhanced
performance by individuals or teams. Some organizations use some facets of
competency analysis in various HR activities.
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Organizations cite three primary reasons for using a competency approach:

(1) to communicate valued behaviors within the organization;
(2) to raise competency levels throughout the organization; and
(3) to emphasize people’s capabilities for enhancing the competitive advantage of
the organization.
For HR experts, competencies are more important in determining qualification

than are ability to do particular tasks. Task-based job analysis tends to be simpler in form
and execution, while competency-based job analysis is more complex due to the fact that
we have to think about a broader set of skills and abilities as opposed to the ability to do a
set task. So, which is better? Again, it depends on what the organization is doing as its
primary function. In more stable, traditional, and bureaucratic organizations, task-based
job analysis is usually the norm. We would use competency-based job analysis in
organizations that are less structured and less stable in the work that they accomplish. For
example, we would probably choose competency-based job analysis for an advertising
agency or a research and development laboratory, while we would use task-based job
analysis for a manufacturer of office furniture.
Application 1
Graduates are commissioned as second lieutenants in the Philippine Army and Philippine
Air Force and as ensigns in the Philippine Navy. Both task- and competency-based are
important. Which among these two is more dominant or should be given more weight
when analyzing your job as a military officer? Explain your answer.
III. Outcomes: Job Description and Job Specification
So, you now know that job analysis is the process of determining what a position entails
and the qualifications needed to staff that position. The primary outcomes that we are
looking for in any job analysis are the creation of a job description and a job
specification.
These two outcomes are routinely written into one document. As we noted earlier, the job
description identifies the tasks and responsibilities of a position. Simply put, it describes
the job itself, not the person who will do the job. A job specification, our other job
analysis outcome, identifies the qualifications needed by the person who is to fill a
position. In other words, the job specification tells us what kind of person we need to
successfully do the job. We will use the job specification to go out and recruit when we
have an opening for the job. The trend today is to describe jobs more broadly, many times
based on competencies, in order to design enriched jobs and to allow more flexibility in
the work that is assigned.
Application 2
1. After experiencing plebehood, list the appropriate description and specification for
cadetship.
2. A year from now, you will soon be squad leaders. Complete a job analysis of a
squad leader; write a brief job description and job specifications.
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Job Design
Intended Learning Objective : Prescribe ways to attract a quality workforce
1) Differentiate the four major approaches to job design

2) Describe the four major tools for motivational job design
Tasks to be performed in organizations are grouped, usually into functional departments,

and the tasks are further grouped into jobs for each employee, providing structures and
processes. Job design is the process of identifying tasks that each employee is responsible
for completing, as well as identifying how those tasks will be accomplished. Job design is
crucial because it affects job satisfaction and productivity, along with a large number of
other functions in HRM.
Currently, job design is receiving greater attention for three major reasons:
• Job design can infl uence performance in certain jobs, especially those where
employee motivation can make a substantial difference. Lower costs resulting
from reduced turnover and absenteeism also are related to the effective design of
jobs.
• Job design can affect job satisfaction. Because people are more satisfied with
certain job confi gurations than with others, identifying what makes a “good” job
becomes critical.
• Job design can affect both physical and mental health. Problems such as hearing
loss, backache, and leg pain sometimes can be traced directly to job design, as can
stress, high blood pressure, and heart disease.
The person/job fit is a simple but important concept of matching characteristics of

people with characteristics of jobs. If a person does not fit a job, theoretically either the
person can be changed or replaced or the job can be altered. For instance, an employer
can try to make the “round” person fit the “square” job, but it is hard to successfully
reshape people. By re-designing jobs, the person/job fit may be improved more easily.
Improving the person/job fit may affect individual responses to jobs because a job may be
motivating to one person but not to someone else. Also, depending on how jobs are
designed, they may provide more or less opportunity for employees to satisfy their job-
related needs. For example, teachers talk to students all throughout during their class
hours; an individual who would rather not talk to others all day may be better in a job
that does not require so much interaction because that part of the teacher job probably
cannot be changed.
Some of the elements in each job would appeal to some people but not to others. Some
aspects in each job could be changed but many others could not. For example, the job
content and working conditions are quite different. The final configuration of all these
elements is the design for a particular job.
Job redesign refers to changing the tasks or the way work is performed in an existing job.
Re-design involves changing some of the elements. The nature of work has dramatically
changed over the last decade. Many organizations are asking employees to suggest ways
to redesign their work. It refers to organizing tasks, duties, responsibilities, and other
Page 22
elements into a productive unit of work. Job design, which includes redesign, is about
working smarter, not harder, to find new ways of doing things that boost productivity. It
addresses the content of jobs and the effect of jobs on employees. Identifying the
components of a given job is an integral part of job design.
Possible “Levers” for Job Design
I. Approaches to Job Design and Redesign
Job design/redesign can take several forms, depending on what we are trying to
accomplish in the organization. There are four primary approaches to job design:
mechanistic, biological, perceptual-motor, and motivational.
A. Mechanistic (vs. organic) job design focuses on designing jobs around the
concepts of task specialization, skill simplification, and repetition.
In other words, if we are going to design a mechanistic job, we will try to make the job
simple and repetitive so that the worker can get very good and very fast at doing it. This
approach is based on the old (early 1900s) concept of scientific management developed
by Frederick Taylor. Here we are designing jobs to fit into a mechanistic organizational
structure, rather than the opposite end of the continuum: an organic structure. Many firms
design jobs that are in between the two extremes of mechanistic and organic. The biggest
problem in mechanistic job design is that we might over specialize the work to the point
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that it becomes too repetitive and thus very boring. This is not the way to get the best
performance from your workforce.
Self-Assessment
Organizational Structure and Job Design Preference

Individuals differ in the type of organizations and job designs in which they prefer to
work. To determine your preference, evaluate each of the following 10 statements, using
the scale below.
Assign each statement a number from 1 to 5, representing your level of agreement with
the statement (5 = strong agreement, 3 = not sure, 1 = strong disagreement).
____ 1. I prefer having just one boss telling me what to do, rather than multiple people.
____ 2. I prefer to just perform my job, rather than being concerned about organizational
objectives and being involved in setting them.
____ 3. I prefer knowing the reporting relationship, knowing who is whose boss, and
working through proper channels, rather than just working directly with a variety of
people based on the situation.
____ 4. I prefer having a clear job description so I know just what I need to do at work,
rather than having the ambiguity of not being sure and doing whatever needs to be done.
____ 5. I prefer being a specialist doing one job really well, rather than being a generalist
doing several things not as well.
____ 6. I prefer doing my own thing that contributes to the organization, rather than
coordinating the work I do with that of others in teams.
____ 7. I prefer slow change, rather than regular fast changes.
____ 8. I prefer routine at work, rather than being delegated new tasks to perform.
____ 9. I prefer doing more simple tasks, rather than more complex tasks that take more
time and effort.
____ 10. I prefer that people get promoted based primarily on seniority, rather than based
on performance.
_______ Total
Scoring: To determine your preference, add up the numbers you assigned to the
statements (the total will be between 10 and 50) and place your total score on the
continuum below:
10 15 20 25 30 35 40 45 50
Organic Mechanistic
Recall our discussion of mechanistic and organic structures. The higher your score, the
more you prefer to work in a more traditional, mechanistic, stable structure and job
design. The lower your score, the more you prefer to work in a more contemporary,
organic, changing structure and job design.
Review your answers, knowing that the opening statement applies to mechanistic and the
opposite statement (after “rather than”) applies to organic organizational structure and job
design. Most firms and people prefer organizations somewhere between the two
extremes.
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B. Biological job design focuses on minimizing the physical strain on the worker by
structuring the physical work environment around the way the body works.
Here we are trying to make the job physically easier so that workers can be more efficient
and so that it is less likely that they will be injured and have to miss work when they are
needed. An example of biological job design would involve installing a conveyor belt that
first lifts a vacuum cleaner up to eye level so that a worker can attach wheels to the
vacuum cleaner’s base and then drops the vacuum cleaner down to about waist level so
that another worker can attach the bag to the vacuum cleaner. This allows the workers to
do their jobs with minimal physical strain. Again, though, this approach does little to
make workers more motivated or satisfied with their work.
C. Perceptual-motor job design focuses on designing jobs with tasks that remain
within the worker’s normal mental capabilities and limitations.
Instead of trying to minimize the physical strain on the workforce, the goal is to design
jobs in a way that ensures they moderate the mental strain on a worker. For example, we
might use the perceptual-motor approach to break down an executive assistant’s job into a
report writer and a scheduler job, because the sets of skills needed in these two areas are
significantly different. Here again, though, we may create jobs that are not very
motivating. If you want to know why, look at the two-factor motivation theory developed
by Fredrick Herzberg.
D. Motivational job design focuses on the job characteristics that affect the
psychological meaning and motivational potential of the job, and it views
attitudinal variables as the most important outcomes of job design.
The theory is that if workers are more motivated, they will produce more work. It is to
this last approach to job design that we can apply the Classic Approaches to Job Design.
which will be discuss next.
Application 1
Which of the four approaches to job design/redesign do you think will best describe your
future job as a junior officer of the Army, Navy, or Air Force? Explain how the job will
incorporate the features of the approach.
II. Designing Motivational Jobs (Classic Approaches to Job Design)
One approach for designing or re-designing jobs is to simplify the job tasks and
responsibilities. Job simplification may be appropriate for jobs that are to be staffed with
entry-level employees. However, making jobs too simple may result in boring jobs that
appeal to few people, causing high turnover. Several different approaches have been used
as part of job design.
Job Enlargement and Job Enrichment
Attempts to alleviate some of the problems encountered in excessive job simplification

fall under the general headings of job enlargement and job enrichment.
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 Job enlargement involves broadening the scope of a job by expanding the number
of different tasks to be performed.
 Job enrichment is increasing the depth of a job by adding responsibility for
planning, organizing, controlling, or evaluating the job.
A manager might enrich a job by promoting variety, requiring more skill and
responsibility, providing more autonomy, and adding opportunities for personal
growth. Giving an employee more responsibility for planning and controlling the
tasks to be done also enriches a job. However, simply adding more similar tasks
does not enrich a job.
Some examples of job enrichment are:

a) Giving the employee an entire job rather than just a piece of the work
b) Providing the employee more freedom and authority to perform the job as
necessary
c) Increasing the employee’s accountability for work by reducing external control
d) Expanding assignments so that the employee can learn to do new tasks and
develop new areas of expertise
e) Directing feedback reports to the employee rather than only to management
Job Rotation
One technique that can break the monotony of an otherwise simple, routine job is job
rotation, which is the process of shifting a person from job to job. Some argue that job
rotation does little in the long run— that although rotating a person from one boring job
to another may help somewhat initially, the jobs are still perceived as boring. The
advantage of job rotation is that it develops an employee’s capabilities for doing several
different jobs.
Job Simplification
Job simplification is the process of eliminating or combining tasks and/or changing the
work sequence to improve performance. Job simplification makes jobs more specialized.
It is based on the organizing principle of division of labor plus Frederick Taylor’s
principles of scientific management. It’s not about hustling to get more done; it’s about
using our brains.
Job simplification breaks a job down into steps using a flowchart, and then employees
analyze the steps to see if they can do the following:
Eliminate. Does the task, or do parts of it, have to be done at all? If not, don’t waste
time on it or them.
Combine. Doing similar things together often saves time. e.g. As a supply custodian,
make one trip to the stock room at the start of the day or end of the day instead of several
throughout the day.
Change sequence. Often, a change in the order of doing things, or designing new systems,
results in a lower total time spent on tasks.
Application 2
Give one example of how your duty as a student could be simplified. Explain how one
could eliminate, combine, or change the sequence of tasks.
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If an individual is overwhelmed by a job, work simplification allows that person to

understand the job better, and the job therefore becomes more motivational. We may
make the job less motivational if we simplify the work to the point where the worker
becomes bored with the job. So we have to strike the right balance
Work Teams
The traditional approach to job design has been to focus on individual jobs, but today,
work teams are the rage—or, to be more accurate, teams are redesigning members’ jobs.
The purpose of team-based job design is to give the team an entire piece of work. When
we provide the team with an entire piece of work, it is a form of job enrichment. Teams
develop innovative routines that get passed on to other teams.
Flexible Job Design with Work-Schedule Alternatives
In addition to the primary tools for designing and redesigning specific jobs above, there is
another set of tools that can be used in the workplace to improve motivation in entire
groups of jobs or maybe even the entire workforce. Flexible job design has become
necessary in today’s workforce, where most of our employees are filling many more roles
outside of work than in past years. Because they fill more roles, they face time constraints
that were historically not as severe.
Flexible work arrangements mean that we can target people with these time constraints
and, as a result, have more and better pools of applicants to choose from when we need
new workers. Flexible scheduling allows management to relax some of the traditional
“time clock” control of employees, while still covering workloads. Also, many employees
have increasing control over their work schedules to balance work/life concerns
productivity. These tools include flextime, job sharing, telecommuting, and compressed
workweeks.
1. Flextime allows us to provide workers with a flexible set of work hours. We

usually create a set of core hours where everyone is at work, bandwidth or work
hours available, and then a set of flex hours when people can be at work or can
take time off. Employees work a set number of hours a day but vary starting and
ending times.
In another variation, employees work 30 minutes longer Monday through Thursday, take
short lunch breaks, and leave work at 1 p.m. or 2 p.m. on Friday. Some firms allow
employees to work reduced schedules and receive proportionally reduced wages/salaries.
Certain levels of hours are worked weekly or monthly. Individuals have the opportunity
to modify their schedule within the work hours as long as they complete a set number of
hours per day or week at work. Flextime has the potential to motivate workers because it
allows them much greater autonomy with regard to their schedule.
However, not every organization can utilize flextime because of customer requirements or
production problems that would occur if everyone isn’t together to do the work.
2. Job sharing (also called work sharing) we allow two (or more) people to share
one whole job, including the workload and any benefits that are associated with
that job. For instance, PMASH allows two radiological technicians to fill one job,
whereby each individual works every other week. Such arrangements are
beneficial for employees who may not want to or be able to work full-time
because of family, school, or other reasons. Job sharing also can be effective
because each person can substitute for the other when illness, vacation, or other
circumstances occur. The keys to successful job sharing are that both “job
Page 27
sharers” must work effectively together and each must be competent in meeting
the job requirements. Job sharing again allows greater autonomy in the
individual’s job.
3. Telecommuting allows workers to work from a location other than the corporate
office,usually from home. The developments in information and communications
technology mean that employees can work anywhere and anytime. As a result, a
growing number of employers are allowing employees to work from widely
varied locations.
Some employees work partly at home and partly at an office while others share office
space with other “offi ce nomads.” Many teleworkers are self-employed individuals who
have their own work as independent contractors or contingent workers. Some employees
telecommute, which means they work via electronic computing and telecommunications
equipment.
Telecommuting also saves the company money because they don’t have to have office
space for all of their employees. It provides another form of autonomy, but we need to
make sure that telecommuters get opportunities to engage with coworkers and receive
feedback concerning their work, since an absence of these opportunities are two of the
major drawbacks to telecommuting.
4. Compressed workweek, in which a full week’s work is accomplished in fewer

than five 8-hour days. A compressed workweek means that we take the normal 5-
day, 40-hour workweek and compress it down to fewer than 5 days. Compression
simply alters the number of hours an employee works each day, usually resulting
in more work hours each day and fewer workdays each week. One common
example would be a 4-day, 10- hour per day workweek. The use of the
compressed workweek illustrates how greater flexibility in work schedules is
occurring.
Each of these tools allows us to design greater flexibility into our organization in one way
or another. As a result, in many cases, we can improve both productivity and job
satisfaction and, in turn, lower rates of absenteeism and turnover—a win-win for the
organization and the employee within it.
Page 28
HR Forecasting
1) Explore ways of managing a surplus and a shortage of human resources

2) Identify the major options when the organization is faced with a labor surplus or
shortage
The information gathered from scanning the external environment and assessing internal
strengths and weaknesses is used to predict HR supply and demand in light of
organizational objectives and strategies.
Forecasting uses information from the past and the present to identify expected future
conditions. Projections for the future are, of course, subject to error. Fortunately,
experienced people usually are able to forecast with enough accuracy to benefit long-
range organizational planning.
Forecasting methods may be either judgmental or mathematical. Methods for forecasting

human resources range from a manager’s best guess to a rigorous and complex computer
simulation. Despite the availability of sophisticated mathematical models and techniques,
forecasting is still a combination of quantitative methods and subjective judgment. The
facts must be evaluated and weighed by knowledgeable individuals, such as managers or
planners, who use the mathematical models as tools and make judgments to arrive at
decisions.
HR forecasting should be done over three planning periods: short range, intermediate
range, and long range. The most commonly used planning period of six months to one
year focuses on short-range forecasts for the immediate HR needs of an organization.
Intermediate- and long-range forecasting are much more difficult processes.
Intermediate-range plans usually project one to three years into the future, and long-
range plans extend beyond three years.
I. Forecasting the Demand for Human Resources
Demand for human resources can be forecast by considering specific openings that are
likely to occur. The openings (or demands) are created when new jobs are being created
or current jobs are being reduced. Additionally, forecasts must consider when employees
leave positions because of promotions, transfers, turnovers, and terminations.
An analysis is used to develop decision rules (or “fill rates”) for each job or level. For
example, a decision rule for our organization might state that 50% of unfilled-up positions
will be filled through promotions from administrative Clerks, 25% through promotions
from supervisors, and 25% from new hires. Forecasters must be aware of chain effects
throughout the organization, because as people are promoted from within, their previous
positions become available. Continuing our example, forecasts for the need for
administrative clerks and supervisors would also have to be developed.
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The overall purpose of the forecast is to identify the needs for human resources by
number and type for the forecasting period.
II. Forecasting the Supply of Human Resources
HR forecasting and labor requirements planning are at the core of our ability to analyze
future employment needs for our organizations. Through the process of forecasting future
labor requirements, we make determinations—based on both quantitative and qualitative
information—of what types of jobs and how many of each type we will need to fill over a
particular period of time. If we fail to get it right, we won’t get the right people in place at
the right time when they are needed and will always be chasing the organizational losses
created by voluntary and involuntary turnover, which causes lower organizational
productivity.
HR forecasting identifies the estimated supply and demand for the different types
of human resources in the organization over some future period, based on analysis of past
and present demand.
Once human resources needs have been forecast, then availability of human resources
must be identified. Forecasting the availability considers both external and internal
supplies. Although the internal supply may be somewhat easier to calculate, it is
important to calculate the external supply as accurately as possible.
External Supply
The external supply of potential employees available to the organization needs to be

identified. Extensive use of government estimates of labor force populations, trends in the
industry, and many more complex and interrelated factors must be considered. Such
information includes the following items:
• Net migration into and out of the area

• Individuals entering and leaving the workforce
• Individuals graduating from schools and colleges
• Changing workforce composition and patterns
• Economic forecasts for the next few years
• Technological developments and shifts
• Actions of competing employers
• Government regulations and pressures
• Circumstances affecting persons entering and leaving the workforce
Internal Supply
Figure below shows in general terms how the internal supply can be calculated for a
specific employer. Estimating internal supply considers the number of external hires and
the employees who move from their current jobs into others through promotions, lateral
moves, and terminations. It also considers that the internal supply is influenced by
training and development programs, transfer and promotion policies, and retirement
policies, among other factors.
In forecasting the internal supply, data from the replacement charts and succession
planning efforts are used to project potential personnel changes, identify possible backup
candidates, and keep track of attrition (resignations, retirements, etc.) for each department
in an organization.
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Estimating Internal Labor Supply for a Given Unit
III. Workforce Realignment
With all the data collected and forecasts done, an organizational plan can be developed.
Such a plan can be extremely sophisticated or rather rudimentary. Regardless of the
degree of complexity, the ultimate purpose of the plan is to enable managers in the
organization to match the available supply of labor with the demand that is expected
given the strategies of the organization. If the necessary skill levels do not exist in the
present workforce, the organization can train employees in the new skills or undertake
outside recruiting. If the plan reveals that the firm employs too many people for its needs,
a human resource surplus exists; if too few, an HR shortage.
Application
Identify the major options when the organization is faced with a labor surplus or shortage.
We have to figure out how to make supply match up with our expected demand. A
number of organizations are experiencing a shortage of qualified people who are able to
fill our jobs. However, in other areas, are experiencing a large surplus of available
workers. Most of these jobs tend to require fewer skills, and many are being replaced by
computer-guided equipment, robotics, or other time-saving and labor-saving tools.
Regardless of whether we have a shortage or a surplus of people, we have to make an
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attempt to get the right numbers of people with the right skills sets into our organization
at the right time. Doing otherwise is just too expensive for the organization.
Managing a Human Resources Surplus
HR planning is of little value if no subsequent action is taken. The action taken depends
on the likelihood of a human resources surplus or shortage. A surplus of workers can be
managed within an HR plan in a variety of ways.
Regardless of the means, the actions are difficult because workforce reductions often are
ultimately necessary.
1. Workforce Downsizing
It has been given many names, including downsizing, rightsizing, and reduction in force
(RIF), but it almost always means cutting employees. Focusing on trimming under
performing units or employees as part of a plan that is based on sound organizational
strategies may make sense.
After a decade of many examples and studies, it is clear that downsizing has worked for
some firms. However, it usually does not generate additional revenue, and it only
generates lower costs in the short term. When companies cannibalize the human resources
needed to change, restructure, or innovate, disruption follows for some time. Also,
downsizing can hurt productivity by leaving “surviving” employees overburdened and
demoralized.
Several different methods can be used when downsizing must occur: attrition, early
retirement buyouts, and layoffs are the most common.
1.1 Attrition and Hiring Freezes
Attrition occurs when individuals quit, die, or retire and are not replaced. By use of
attrition, no one is cut out of a job, but those who remain must handle the same workload
with fewer people. Unless turnover is high, attrition will eliminate only a relatively small
number of employees in the short run, but it can be a viable alternative over a longer
period of time. Therefore, employers may combine attrition with a freeze on hiring.
Employees usually understand this approach better than they do other downsizing
methods.
1.2 Voluntary Separation Programs
Organizations can downsize while also reducing legal liabilities if employees volunteer to
leave. Often firms entice employees to volunteer by offering them additional severance
and benefit payments.
Early retirement buyouts are widely used to encourage more senior workers to leave
organizations early. As an incentive, employers make additional payments to employees
so that they will not be penalized as much economically until their pensions and Social
Security benefits take effect. These buyouts are widely viewed as ways to accomplish
workforce reductions without resorting to layoffs and individual firings. Some plans offer
eligible employees expanded health coverage and pension benefits to entice them to take
early retirement.
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Volunteer separation programs appeal to employers because they can reduce payroll costs
significantly over time. Although the organization faces some up-front costs, it does not
incur as many continuing payroll costs. Using such programs is also viewed as a more
humane way to reduce staff than terminating long-service, loyal employees. In addition,
as long as buyouts are truly voluntary, the organization offering them is less exposed to
age discrimination suits.
1.3 Layoffs
A layoff is a process of terminating a group of employees, usually due to some

organization downturn or perhaps a technological change, with intent to improve
organizational efficiency and effectiveness. We are terminating the employment of a
relatively large number of people. Layoffs don’t occur person by person. If you are
terminating one person, that is typically a disciplinary process, and you should go through
the required due process steps in to justify that termination. In a layoff, however, we are
generally allowed to terminate the employment of a group of individuals with very little
advance warning, and we usually don’t have to provide any disciplinary or other
justification for what we are doing.
Layoffs occur when employees are put on unpaid leaves of absence. If organizations
financially improves, then employees can be called back to work. Layoffs may be an
appropriate downsizing strategy during a temporary economic downturn in an industry.
Nevertheless, careful planning of layoffs is essential.
Companies have no legal obligation to provide a financial cushion to laidoff employees;

however, many do. When firms do provide severance pay, the most common formula is
one week of pay for every year of employment.
In a surplus situation, we start with things like early retirements and attrition, because
they are the least disruptive to the workforce. Also, they allow us to maintain motivation
and job satisfaction levels much better than do things like layoffs and pay reductions.
Managing a Shortage of Employees
Managing a shortage of employees seems simple enough— simply hire more people.
However, there are consequences to hiring full-time employees in terms of costs, benefits,
and other factos. Other options are available that should be considered before recruiting
and hiring to fill a shortage:
• Use overtime
A very quick method of resolving an employee shortage—we can do it immediately.
Overtime is our first and best option until we get to the point where we are starting to
stress our people too much because the overtime becomes excessive. When stress levels
get too high, the employee’s work will suffer and poor work quality will ensue. So, if we
start to see too much stress among our workforce, we need to do something else to relieve
our personnel shortage.
• Add contingent workers

We can frequently use temporary or contract workers to overcome a short-term shortage,
but we probably don’t want to use temporary employees for more than a year at most.
However, there are some common problems with temporary workers. First, they have
little or no loyalty to you and your organization. Temporary workers also may not know
the specific jobs in your company, and they generally don’t know the company as well as
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do your permanent workers. They are frequently not very motivated to give their best
effort to you because they know that they aren’t staying.
• Bring back recent retirees

Recent retirees were the trained workers. Bringing retires back to work are considered
retrained employees. The advantage is that the retrained employees know the company
and know the work procedures better than someone off the street, so retraining can be a
good option in some cases. It is also moderately fast, because the workers are still trained
to do their old job.
• Outsource work
We can outsource to an outside organization a whole function that we currently do in-
house. For instance, we might outsource all of our computer-programming jobs to an
outsourcing company that specializes in computer programming. This option is
moderately fast, but it is not extremely fast because we have to find a company that can
do the job, research the company, negotiate with it, come up with a contract, and then
finally get it to do the work.
• Reduce turnover
An organization can reduce turnover by improving working conditions or do other things
that may cause our workforce to become more satisfied. We can also shorten work hours
(minimally), make benefits packages better, and maybe make work schedules a little
better. Any of these things might cause turnover to go down.
Recruitment and Decruitment
1) Identify the primary goal of the recruiting process and the major external forces
acting on recruiting
2) Discuss advantages and disadvantages of internal and external recruiting.
3) Identify the methods of internal recruitment
4) Specify internal and external sources for recruiting
5) List the different decruitment options
After HR managers have determined our hiring needs through the forecasting process,
and after we have done job analyses (providing job descriptions and job specifications),
we begin the talent acquisition process: we will need to recruit the correct numbers and
types of people to fill our job openings, and then select from the recruit pool. The staffing
process matches people with jobs through recruiting and selection. So the actual first step
in matching employees to jobs is recruiting.
If the number of available candidates equals the number of people to be hired, no real
selection is required— the choice has already been made. The organization must either
leave some openings unfilled or take all the candidates. Recruiting is about finding
qualified applicants, and doing that often requires much more than just running an ad in a
newspaper.
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But what are we attempting to do when we begin recruiting? We are either trying to get
people inside the company to apply for different job openings, or we are trying to get
outsiders to join the company.
So what is the main goal of recruiting? Do we want to reach a huge pool of potential
applicants on the Internet who want to join the organization, or do we want to find just a
couple of skilled people who can do the job? Well, it varies. You will see that if you find
too many applicants, it costs the organization too much to go through the selection
process. On the other hand, if you find too few, there is no selection process, and you
don’t have the option to find the individual who best fits in the position and the
organization.
I. Defining the Process
Recruiting is the process of creating a reasonable pool of qualified candidates for a job
opening. Notice that this definition identifies the fact that we need qualified applicants.
Recruiting does us no good if the candidates whom we attract are not qualified to do the
work. One of the most critical things that you have to do in the recruiting process is to
determine very early on whether the individuals who are recruited are qualified. Thus, a
good job analysis, including an up-to-date job description and specification, is helpful to
the company and to the people looking for jobs because it helps everyone involved to
know whether a given candidate is a match for a given job opening.
Typical Division of HR Responsibilities: Recruiting
II. External Forces Acting on Recruiting Efforts
First, though, we want to identify the forces that affect our ability to successfully recruit
new employees. A series of external forces affect our ability to recruit individuals into our
organization at a particular point in time. 9 One factor is the general shape of national and
world economies.
Think about what is happening around you right now. Is the unemployment rate high or
low? Are there government incentives to increase hiring of the unemployed, or is
government doing very little to increase employment? Is the available supply of people
with advanced skills very large, or are there not enough people with high-level skill sets
available to companies? All of these things affect your ability to recruit new workers into
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your company. Generally, the external forces acting on recruiting fall into two large
categories: the available labor market and the social and legal environment.
A. The Labor Market
The availability of talent to fill our needs depends on several items in the labor market.
The labor market is the external pool of candidates from which we draw our recruits.
Labor Market Components
B. Supply and demand and the unemployment rate
This issue of supply and demand usually ties in directly with the unemployment rate in
an area. Every organization recruits primarily from an identifiable geographic area.
Some will recruit locally (perhaps within a metropolitan area or a single city). Others
will recruit regionally or nationally, while still others may recruit internationally. We
need to identify our recruiting area and then determine what the unemployment rate is
in that area. If unemployment is high, the job of recruiting is generally easier than if
unemployment is very low.
III. Internal and External Recruiting
What is our policy going to be concerning recruitment from our current pool of
employees? We can very rarely just say that we will “promote from within” and stick to
that policy. So we have to create policies concerning when and how we will recruit from
our current employee pool and when we will go outside the organization. Why? Probably
the biggest reason is so that our employees perceive fairness in our recruiting policies
Internal Recruiting
Internal recruiting involves filling job openings with current employees or people the
employees know. Here we will discuss internal recruiting sources, promotability ratings
and managerial sponsorship, and the advantages and disadvantages of internal recruiting.
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A. Internal Recruiting Sources
There are two common types of internal recruiting:
1. Promotions from within
Many organizations post job openings on physical or electronic bulletin boards, in

company newsletters, and so on. Current employees may apply or bid for the open
positions. Moves today are frequently lateral rather than in the form of promotions.
Open, Targeted, or Closed Recruiting?
When it comes to promotion from within as an internal recruiting method, the

organization has several options. We can use open, targeted, or closed recruiting methods.
Open recruiting consists of advertising the job openly within the organization, and
anyone who meets the qualifications can apply for the job opening.
Targeted recruiting is pretty much what it sounds like. We do not openly advertise the
position internally. Instead, we ask managers to privately nominate workers who they feel
would be able to do the job that needs to be filled. HR will then evaluate the candidates
put forward by the managers and then forward the list of the best candidates to the hiring
manager. We have to be more careful with targeted recruiting because it can allow or
appear to allow bias in the recruiting and selection process.
Finally, closed recruiting occurs when hiring managers have a need to fill a position and
they communicate that need to HR. HR recruiters will then search the organization’s files
for people who have the requisite skills and qualifications and send a list of such
individuals to the hiring manager. The hiring manager can then select from the applicants
identified by the HR department.
2. Employee referrals
Employees may be encouraged to refer friends and relatives for positions. For hard-to-
recruit-for jobs, some firms pay a bonus to employees when their referred applicant is
hired
One of the difficult issues the organization may run into if it chooses an internal
recruiting option is the presence of a bona fide seniority system, meaning a system that
gives preference to individuals with longer tenure in the organization. If we have such a
system, we may have to allow people with more seniority to apply for any internal job
openings, which would limit our ability to use targeted or closed recruiting.
B. Promotability Ratings and Managerial Sponsorship
As part of our annual appraisal process, a “promotability rating” for each member of the
organization can be included. This rating evaluates the individual for fitness for higher-
level jobs in the organization. If we do it as part of our normal appraisal process, it adds
very little to the workload of the managers in the company.
We may use some other tools to assess promotability in our efforts to find the best
qualified individuals within the organization.
• We can have each of our employees complete a self assessment, and we can also
ask peers to assess their coworkers for promotability.
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• We can also have people who desire to be considered for promotion put
themselves before an organizational review board that will judge their
qualifications and readiness for such promotion opportunities.
Each of these options strengthens the ability of the organization to get the best possible
candidates for internal promotion opportunities.
Managerial sponsorship for a person is also considered for job opportunities through
internal recruiting. In this case, managers will provide their sponsorship for an individual
before that person would be considered for a promotion through the internal recruiting
process. This sponsorship information would then be used in our internal recruiting
efforts. This is a type of mentoring.
Source : Human Resource Management Functions, Applications and Skill Development, 3 rd

edition by Lussier Robert N. & Hendon, John R.
Advantages and Disadvantages of Internal Recruiting
Recruiting strategy and policy decisions entail identifying where to recruit, whom to
recruit, and how to recruit. One of the first decisions determines the extent to which
internal or external sources and methods will be used. Both promoting from within the
organization (internal recruitment) and hiring from outside the organization (external
recruitment) come with advantages and disadvantages.
Advantages include the following:
• Possible increases in organizational commitment and job satisfaction based on the

opportunity to advance in the organization with commensurate increases in pay.
• The internal recruit will be able to learn more about the “big picture” in the
company and become more valuable.
• The individual also has shown at least some interest in the organization, has
knowledge of our operations and processes, and feels comfortable continuing
employment within the company.
• The company has existing knowledge of the applicant and a record of that
person’s previous work.
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• The organization can save money by recruiting internally, because of both lower
advertisement costs and lower training costs.
• Internal recruiting is usually faster than external recruiting.
Disadvantages include the following:

• The pool of applicants is significantly smaller in internal recruiting.
There will still be a job to fill—the employee will move from somewhere else in
the organization into the new job, so that employee’s old job will need to be filled
as well.
• Success in one job doesn’t necessarily mean success in a significantly different
job, especially if the employee is promoted to supervise former coworkers.
• An external candidate may have better qualifications for the job opening.
• Current employees may feel that they are entitled to the job whether they are
capable and qualified or not, especially if we have a strong policy of preferring
internal candidates.
• And the biggest threat to the company: We may create or perpetuate a strong
resistance to change or stifle creativity and innovation because everyone in the
organization, even the “new hires,” are part of the old organizational culture.
External Recruiting
External recruiting is the process of engaging individuals from the labor market outside
the firm to apply for a job. The external supply pool from which employers attract
employees are the Labor Markets. Employees who are changing jobs influence
organizational performance, and companies commonly recruit people from other firms to
satisfy their HR needs.
External recruiting can also be accomplished in either an open or targeted manner, in

much the same way as internal recruiting can. If we have an open recruiting effort, we
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will provide the job information for anyone who wishes to apply. If, however, we are
using targeted recruiting we would seek out specific individuals with the necessary skills
and invite them to apply for the job opening.
A. Advantages and Disadvantages of External Recruiting
Advantages include the following:

• The first and biggest advantage is the mirror image of the biggest disadvantage in
internal recruiting—we avoid creating or perpetuating resistance to change,
allowing a foothold for innovative new ways of operating.
• We may be able to find individuals with complex skill sets who are not available
internally.
• We can lower training costs for skilled positions by externally hiring someone
with the requisite skills.
• External hires will frequently increase organizational diversity.
Disadvantages
There are certainly potential problems in bringing outsiders into the company:
• Disruption of the work team due to introducing significantly different ways of
Operating
• External recruiting takes much longer, which means it costs more
• Might adversely affect current employees’ motivation and satisfaction due to the
perceived inability to move up in the organization
• Likely will incur higher orientation and training costs than internal recruiting
• The candidate may look great on paper, but we have no organizational history on
the individual
Decruitment
The other approach to controlling labor supply is decruitment, which is not a pleasant
task for any manager. Although employees can be fired, other choices may be better.
However, no matter how you do it, it’s never easy to reduce an organization’s workforce.
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Selection
1) Describe the steps in the selection process and why is it so important to the
organization
2) Identify the three main types of “fit” in the selection process
3) Relate the major points in the Uniform Guidelines on Employee Selection
Procedures and Tools
The Selection Process
We learned how to go through the recruiting process to get our “reasonable pool” of job
candidates. Now we need to select one person from the pool to fill our job opening.
Selection is important because bad hires can be costly. Firms should always seek to hire
the most highly skilled employees to maximize their output; but there is often a mismatch
when the job and person don’t fit together, and productivity suffers as a result. Thus,
managers focus on hiring as one of their critical tasks. Remember, too, that in most
organizations today, at least one of our competitive advantages will be our employees. If
we put the wrong people into the wrong jobs, we can have great difficulty in carrying out
our strategic plans. So we need to focus on fit.
I. The Importance of the Selection Process
Selection is the process of choosing the best-qualified applicant who was recruited for a
given job. Selection is a critical management task, but why is it so critical to the
organization? The reasons have to do with the negative consequences of bad hiring
decisions, which are essentially the results of mismatches between jobs and employees.
Here are three of those reasons.
a. Bad Hires Cost Time and Money
First and probably most notably, while it is often important to fill jobs quickly, hurrying
can result in a mismatch—or as the old saying goes, haste makes waste. If we hire
someone who is not willing or able to do the job successfully, we will most likely have to
go through the whole process again in a very short time. This will cost us more time and
money for the new recruiting and selection process, so it is something that we must work
very hard to avoid.
b. Bad Hires Result in Lower Productivity
Think about your experiences in the past. Have you ever seen (or been a part of) an
organization with employees who did the minimum amount of work possible, who didn’t
ever go out of their way to help clients in any situation, and who didn’t cooperate with
others in the organization? Do you think that organization started out that way, or did
Page 41
people start out working hard and paying attention? In such an organization, what kind of
overall productivity are you going to have?
It is easier than you think to get into this type of situation. Just a few new hires who show
this lack of concern for both the organization and its clients can be highly contagious.
Pretty soon, others in the organization may decide, “If they can do the absolute minimum
and still get paid what I get paid, then why should I work so hard?” Once this occurs,
morale, job satisfaction, and organizational commitment can drop very quickly. You
don’t want to put your organization in such a position, so you absolutely must give your
full attention to the selection process to make sure you hire only people who fit the jobs.
c. Bad Hires Can Be Negligent Hires
Another issue that makes selection critical is the potential for negligent hires. A negligent
hire is a legal concept that says if the organization hires someone who may pose a danger
to coworkers, clients, suppliers, or other third parties, and if that person then harms
someone else in the course of working for the company, then the company can be held
liable for the individual’s actions.
II. Steps in the Selection Process
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Source: Human Resource Management Functions, Applications and Skill Development, 3rd
edition by Lussier Robert N. & Hendon, John R.
The selection process follows a series of steps. Note that this is a general guide and that
one may skip some steps in the process or perhaps not follow them in the exact sequence
shown. For example, there may not be any preliminary testing or initial interviewing, and
there may not be any drug testing or physical exams.
There are many tools at our disposal during the selection process. There are interviews,
written tests, physical tests, personality tests, honesty tests, drug testing, background
checks of various types, and more. Which tools should we use in which circumstances?
Almost all of our selection devices are discretionary, or optional.
The steps do, however, make logical sense. People apply for jobs, and the firm screens
the job candidates to narrow down the selection. This screening can include a test of some
type and an initial interview for the top candidates. For lower-level jobs, it is not
uncommon for the HR department to do the screening, conduct any testing and
background checks, and send the best applicants to the manager the candidate will
actually work for. The manager commonly conducts interviews and makes a conditional
job offer that may include drug screening and/or a physical exam. The final step occurs
when the applicant is hired.
Application 1
Recall when you went through the recruitment process for cadetship, list each step in the
selection process, and state if it was or was not used to hire you.
III. Types of Selection Devices
Managers can select employees using numerous and varied selection devices.
1. The application form is used for job candidates by almost all organizations.
2. Written tests can include tests of intelligence, aptitude, ability, and interest.
3. Performance-simulation tests involve having job applicants simulate job activities.
Two well-known examples of performance-simulation tests are described below:

a. Work sampling is a type of job tryout in which applicants perform a task or set of
tasks that are central to that job.
b. Assessment centers are used to evaluate managerial potential through job
simulation activities.
4. Interviews are a widely used selection device, although many concerns have been
voiced about their reliability and validity.
5. Background investigations can be done through the verification of application data
and/or reference checks.
6. Physical examinations are useful for jobs that have particular physical
requirements, but are most often used by the company for insurance purposes to
ensure that new hires will not submit claims for conditions that existed before the
date of hire.
7. A realistic job preview is a preview of a job that provides both positive and
negative information about the job and the company. Including an RJP can
increase job satisfaction among employees and reduce turnover.
Interview
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The interview is usually the most heavily weighted and one of the last steps in the
selection process, even though it has low predictive validity..
The interview gives the manager a chance to make a face-to-face assessment of the
candidate, including the person’s ability to communicate, plus personality, appearance,
and motivation. It also gives the candidate a chance to learn about the job and the
organization. Many candidates lie during a job interview though, so the interview is also
used to check the accuracy of the application/résumé to make sure candidates did not
embellish or outright lie.
The three primary types of interviews are the unstructured interview, in which the
interviewer has no preplanned questions or topics; the semi-structured interview, where
the interviewer may ask both planned and unplanned questions; and the structured
interview, where all candidates are asked the same set of questions.
An important focus of the interview is to attempt to assess the applicant’s personality-job

fit, ability-job fit, and person-organization fit. More than half of HR professionals ranked
culture fit as the most important criterion at the interview stage.
Types of Interview Questions
1. Closed-ended questions - which require a limited response, often a yes or no answer,

and are appropriate for dealing with fixed aspects of the job. Examples include, “Do you
have a covid-19 vaccination card?” and “Can you produce it if hired?”
2. Open-ended questions - which require detailed responses and are appropriate for
determining candidate abilities and motivation. Examples include, “Why do you want to
be a computer programmer for our company?” and “What do you see as a major strength
you can bring to our company?”
3. Hypothetical questions - which require candidates to describe what they would do and
say in a given situation. These questions are appropriate for assessing capabilities. An
example would be, “What would the problem be if an upper-class abuse you?”
4. Probing questions - which require a clarification response and are appropriate for
improving the interviewer’s understanding. Probing questions are not planned. They are
used to clarify the candidate’s response to an open-ended or hypothetical question.
Examples include, “What do you mean by ‘it is ok sir’?”
Self Assessment
Interview Readiness
Select a professional job you would like to apply for. On a scale of 1 to 7 (1 = not
confident, 7 = totally confident), indicate for each question how confident you are that
you can give an answer that would make a positive impression on an interviewer.
I am confident that I have an answer I am not confident that I have an answer

7654321
_____ 1. Why did you choose the job for which you are applying?
_____ 2. What are your long-range career goals over the next 5 to 10 years?
Page 44
_____ 3. What are your short-range goals and objectives for the next 1 to 2 years?
_____ 4. How do you plan to achieve your career goals?
_____ 5. What are your strengths and weaknesses?
_____ 6. What motivates you to put forth your greatest effort? Describe a situation in
which you did so.
_____ 7. What two or three accomplishments have given you the most satisfaction? Why?
_____ 8. Why do you want this job?
_____ 9. In what kind of an organizational culture do you want to work?
_____ 10. Why did you decide to apply for a position with our organization?
_____ 11. What do you know about our organization?
_____ 12. In what ways do you think you can make a contribution to our organization?
_____ 13. What two or three things would be most important to you in your job?
_____ 14. Are you willing to relocate for the job? Do you have any constraints on
relocation?
_____ 15. Describe a situation in which you had to work with a difficult person (another
student, a coworker, a customer, a supervisor, etc.). How did you handle the
situation?
_____ Total. Add up the numbers you assigned to each question and place the total on
this line and on the continuum below.
105 95 85 75 65 55 45 35 25 15
Ready for the job interview Not ready for the job interview
These are common interview questions, so you should be prepared to give a good,
confident answer to each of them. Your career services office may offer mock interviews
to help you with your interview skills to help you get the job you are looking for.
Application 2
When you were interviewed at V-Luna prior to entering PMA, recall and identify the type
of interview questions you were asked. For each type of question, state some of the
questions you were actually asked during the interview.
IV. Looking for “Fit”
“We hold these truths to be self-evident, that all men are created equal.” Is this a true
statement? However, we all know that people are not equal. We also know that as
managers, if we treat people equally (the exact same way), then we really aren’t doing our
job. Managers are supposed to get the best productivity out of their workforce, but not
everyone can do everything equally well. So we have to treat people differently but fairly
in order to be successful in our jobs. What do we need to look for in the selection process
in order to put the right person in the right job? We need to attempt to assess three things:
personality-job fit, ability-job fit, and person-organization fit.
a. Personality-Job Fit
We all have unique personalities. Our personality defines to a great extent who we are
and how we act and react in certain situations. Some of us are strongly extroverted and
enjoy “working the crowd” in a social setting, while others may be fairly introverted and
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feel extremely uncomfortable in such an environment. Some of us desire to try new things
constantly, while others are more comfortable with things that they know well. There are
many traits that help define our personalities, but the fact remains that each of us is
different.
Should you as a manager try to change the basic personality of your employees? Of
course not! However, does their personality affect the things they enjoy doing and even
affect the way that they work? Yes, it does. So you can’t change their personality, but it
affects how they work. As a result, you have to make an attempt to identify their
personality types and then put them in positions that will be enhanced by their particular
personality traits. This is called personality-job fit.
b. Ability-Job Fit
In addition to personality-job fit, we want to determine ability-job fit. Every individual
has a certain set of physical and intellectual skills, and no two people are exactly alike.
Some people are very capable at working with computers, while others are more capable
at physical work. Still others may be able to successfully perform both physical and
computer-based tasks, but they may have difficulty with analyzing quantitative
information. Each of us is more skilled at some things than others.
Managers have to analyze the set of abilities in each subordinate or new hire and
understand that person’s individual limitations. Using this information, the manager must
hire the right people and then assign them to the types of jobs for which they are best
suited. Here again, if we assign the wrong person to a job, we can easily frustrate that
employee. As a result, we can cause motivation and job satisfaction to drop, which in turn
will likely cause losses in productivity and possibly early turnover. So we have to pay
attention to ability-job fit.
c. Person-Organization Fit
Finally, we have to be aware of person-organization fit when deciding on which candidate
to hire. There are plenty of potential employees out there who have the required skills to
do the jobs that we need them to do, and they may even have the right type of personality
to be comfortable in such a job. However, they just may not fit well within the
organization itself. Person-organization fit deals with the cultural and structural
characteristics of the organization and how well the candidate will fit within that structure
and culture.
If a candidate works best in a decentralized organization with strong individual reward

systems, and if we are hiring people to work in a tightly controlled and centralized team-
based division, then it is unlikely that the candidate will be able or willing to conform to
the requirements of the company structure and culture.
As a result, such candidates will likely be unhappy in this situation and will be more
likely to leave as soon as they can find another opportunity that more closely matches
their desires for a specific type of work environment.
The fact is that most evaluators ranked cultural fit as the most important item in a job
interview—even above analytical thinking. However, one of the major problems in using
cultural fit as the primary criterion in selection is that we end up not getting the best
person for a particular job. Certainly, we need to analyze cultural fit as part of the
selection process because the better the fit, the more likely the individual will stay on in
the job for a longer period of time. However, we can’t use it as the sole criterion in
selection.
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You can see now that in each of the situations of personality-job fit, ability-job fit, and
person-organization fit, we have the potential to lower productivity and job satisfaction
while increasing the likelihood of absenteeism and early turnover—the exact opposite of
what we want as a manager. So we have to get this right. There is one caveat here though
— we are not looking for people just like us, people who we would maybe want as
friends. That is not what it means to have “fit.” This type of hiring can harm the company.
Research consistently shows the value of diversity in an organization setting, so we don’t
want to hire all the same type of person.
DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT
Providing Employees with Needed Skills and Knowledge
Intended Learning Objective : Determine how organizations developed a quality

workforce.
1) Describe their orientation experience

2) Define training
3) Outline training categories
4) Recognize why a strategic approach is important
The competitive pressures facing organizations today require that staff members’
knowledge and ideas be current and that they have skills and abilities that can deliver
results. As organizations compete and change to increase organizational performance,
training of employees and managers becomes even more critical than before. Employees
who must adapt to the many changes facing organizations must be trained continually in
order to maintain and update their capabilities. Also, managers must have training and
development to enhance their managerial and leadership skills and abilities.
Consequently, effective training is a crucial component of HR management.
When people join an organization, they must “learn and the ropes” and become familiar
with “the way things are done.” It is important to help newcomers fit into the work
environment in a way that furthers their development and performance potential.
Socialization is the process of influencing the expectations, behavior, and attitudes of a
new employee in a desirable way.
I. Employee Orientation
The first step in training is an employee orientation. Employee orientation is the process
used for welcoming a new employee into the organization. To familiarize new employees
with the job, the work unit, and the organization. The importance of employee orientation
is two-fold. First, the goal is for employees to gain an understanding of the company
policies and learn how their specific job fits into the big picture
Socialization of newcomers begins with orientation  a set of activities designed to

familiarize new employees with their jobs, coworkers, and key aspects of the organization
as a whole.
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The first six months of employment are often crucial in determining how well someone is
going to fit in and perform over the long run. Good orientation sets the stage for high
performance, job satisfaction, and work enthusiasm
.
ENHANCEMENT
Describe the orientation process that they experienced. What was helpful about the
orientation process? What was not helpful?
There are two types of orientation :
1. Work unit orientation familiarizes the employee with the goals of the work unit,
clarifies how his/her job contributes to the unit’s goals, and includes an introduction to
his or her coworkers.
2. Organization orientation informs the new employee about the organization’s

objectives, history, philosophy, procedures, and rules.
The goals of an orientation are as follows:
1. To reduce start-up costs. If an orientation is done right, it can help get the employee
up to speed on various policies and procedures, so the employee can start working
right away. It can also be a way to ensure all hiring paperwork is filled out correctly,
so the employee is paid on time.
2. To reduce anxiety. Starting a new job can be stressful. One goal of an orientation is to
reduce the stress and anxiety people feel when going into an unknown situation.
3. To reduce employee turnover. Employee turnover tends to be higher when employees
don’t feel valued or are not given the tools to perform. An employee orientation can
show that the organization values the employee and provides tools necessary for a
successful entry.
4. To save time for the supervisor and coworkers. A well-done orientation makes for a
better prepared employee, which means less time having to teach the employee.
5. To set expectations and attitudes. If employees know from the start what the
expectations are, they tend to perform better. Likewise, if employees learn the values
and attitudes of the organization from the beginning, there is a higher chance of a
successful tenure at the company.
Formal orientation programs are prevalent in many organizations, particularly in large

ones. Managers have an obligation to new employees to ensure that their integration into
the organization is as smooth and as comfortable as possible.
Effective orientation achieves several key purposes:

 Establishes a favorable employee impression of the organization and the job.
 Provides organization and job information.
 Enhances interpersonal acceptance by co-workers.
 Accelerates socialization and integration of the new employee into the
organization.
 Ensures that employee performance and productivity begin more quickly.
II. Nature of Training
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Training is the process whereby people acquire capabilities to perform jobs. It is a set of
activities that provides the opportunity to acquire and improve job-related skills. Training
provides employees with specific, identifiable knowledge and skills for use in their
present jobs. Organizational usage of training may include “hard” skills such as teaching
faculty how to use intranet resources, a finance manager how to review an financial
statements, or a fourth class cadet how to assemble riffle. “Soft” skills are critical in many
instances and can be taught as well. They may include communicating, mentoring,
managing a meeting, and working as part of a team.
III. Training Categories
Training can be designed to meet a number of objectives and can be classified in various
ways. Some common groupings include the following:
■ Required and regular training: Complies with various mandated legal requirements
and is given to all employees (e.g. new employee orientation).
■ Job/technical training: Enables employees to perform their jobs well (e.g., product
knowledge, technical processes and procedures, and customer relations).
■ Interpersonal and problem-solving training: Addresses both operational and
interpersonal problems and seeks to improve organizational working relationships (e.g.,
interpersonal communication, managerial/supervisory skills, and conflict resolution).
■ Developmental and career training: Provides longer-term focus to enhance individual
and organizational capabilities for the future (e.g., business practices, executive
development, organizational change, leadership).
It is common for a distinction to be drawn between training and development, with

development being broader in scope and focusing on individuals’ gaining new
capabilities useful for both present and future jobs.
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IV. Training and Organizational Strategy
Training represents a significant HR expenditure for most employers. But it is too often
viewed tactically rather than strategically, which means that training is seen as a short-
term activity rather than one that has longer-term effects on organizational success.
Fortunately, more and more employers have recognized that training must be increased.
One survey found that about half of the fi rms surveyed planned to increase their yearly
training budgets.
a. Strategic Training
Strategic training is linked to how the organization accomplishes its organizational goals.
It can have numerous organizational benefits. First, strategic training enables HR and
training professionals to get intimately involved with the operating managers to help
solve their problems, and make significant contributions to organizational results.
Additionally, a strategic training mind-set reduces the likelihood of thinking that training
alone can solve most employee or organizational problems. It is not uncommon for
operating managers and trainers to react to most important performance problems by
saying “I need a training program on X.” With a strategic training focus, the
organization is more likely to assess such requests to determine what training and/or non-
training approaches might address the most important performance issues.
Linking Organizational Strategies and Training
.
ENHANCEMENT
The mission of PMA is “to instruct, train, develop and inspire the cadets so that each
graduate shall possess the character, the broad and basic military skills, and the education
essential to the successful pursuit of a progressive military career”.
Identify your perceived PMA strategies to achieve its mission and specific training
activities to accomplish PMA strategies.
b. Integration of Performance and Training
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Job performance, training, and employee learning must be integrated to be effective, and
HR plays a crucial role in this integration. Organizations are seeking more authentic (and
hence more effective) training experiences for their employees by using real business
problems to advance employee learning. Rather than separating the training experience
from the context of actual job performance, trainers incorporate everyday business issues
as learning examples, thus increasing the realism of training exercises and scenarios.
V. Training Components
Training plans allow organizations to identify what is needed for employee performance
before training begins. It is at this stage that fit with strategic issues is ensured. Effective
training efforts consider the following questions:
 Is there really a need for the training?
 Who needs to be trained?
 Who will do the training?
 What form will the training take?
 How will knowledge be transferred to the job?
 How will the training be evaluated?
How Would You Handle This?

To Train or Not to Train
Mr Sam is a computer technician of an IT Department at a secondary academic

institution. Sam is well-versed in IT and accommodates students and colleagues
everytime they ask for help or assistance. Sam is an invaluable member of the team. Last
year, he was awarded for an outstanding work-performance and provided contributions to
achieve the goal of the academy
.
Everybody likes Sam: he is friendly, competent, and professional. Training is an
important part of the company, and an e-mail was sent last month that said “if employees
do not complete the required safety training by July 1, they would be let go”. It is July 15,
and it has just come to the Department Head’s attention that Sam has not completed the
online safety training that is required for his job. When the Department Head approaches
Mr Sam about it, he says, “I am the best computer technician here; I can’t waste time
doing training. I already know all the safety rules anyway.”
Would you let Mr Sam go, as stated in the e-mail? How would you handle this?
Systematic Training Process

workforce.
1) Characterize the four phases of training process and the three types of analyses
used to determine training needs
2) Examine training design and the means of training delivery
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3) Summarize the four levels of training evaluation

4) Relate an example of each of the types of training
I. Training Process
The way firms organize and structure their training affects the way employees experience
the training, which in turn influences the effectiveness of the training. Effective training
requires the use of a systematic training process. The figure below shows the four phases
of such a process: assessment, design, delivery, and evaluation. Using such a process
reduces the likelihood that unplanned, uncoordinated, and haphazard training efforts will
occur.
A. Training Needs Assessment
Assessing organizational training needs represents the diagnostic phase of a training plan.
This assessment considers issues of employee and organizational performance to
determine if training can help. Needs assessment measures the competencies of a
company, a group, or an individual as they relate to what is required in the strategic plan.
It is necessary to find out what is happening and what should be happening before
deciding if training will help, and if it will help, what kind is needed.
For instance, suppose that in looking at the performance of admin clerks in finance
department, a manager identifies problems that employees have with their data-entry and
keyboarding abilities, and she decides that they would benefit from instruction in these
areas. As part of assessing the training needs, the manager has the clerks take a data-entry
test to measure their current keyboarding skills. Then the manager establishes an
objective of increasing the clerks’ keyboarding speed to 60 words per minute without
errors. The number of words per minute without errors is the criterion against which
training success can be measured, and it represents the way in which the objective is
made specific.
1. Analysis of Training Needs
The fi rst step in training needs assessment is analyzing what training is needed.
Three sources used to analyze training needs.:
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1.1 Organizational Analyses

Training needs can be diagnosed by analyzing organizational outcomes and looking at
future organizational needs. A part of planning for training is the identification of the
KSAs that will be needed now and in the future as both jobs and the organization change.
Both internal and external forces will influence training and must be considered when
doing organizational analyses.
1.2 Job/Task Analyses

The second way of doing training needs analysis is to review the jobs involved and the
tasks performed in those jobs. By comparing the requirements of jobs with the KSAs of
employees, training needs can be identified. Current job specifications can be a source for
such an analysis.
1.3 Individual Analyses

The third means of diagnosing training needs focuses on individuals and how they
perform their jobs. The following sources are examples that are useful for individual
analyses:
 Performance appraisals
 Skill tests
 Individual assessment tests
 Records of critical incidents
 Assessment center exercises
 Questionnaires and surveys
 Job knowledge tools
 Internet input
The most common approach for making these individual analyses is to use performance
appraisal data. In some instances, a good HR information system can be used to identify
individuals who require training in specific areas in order to be eligible for promotion. To
assess training needs through the performance appraisal process, the organization first
determines an employee’s performance strengths and inadequacies in a formal review.
Then, it can design some type of training to help the employee overcome the weaknesses
and enhance the strengths.
Another way of assessing individual training needs is to use both managerial and non-
managerial input about what training is needed. Obtaining such input can also be useful in
building support from those who will be trained who have provided input for identifying
training needs. A training needs survey can take the form of questionnaires or interviews
with supervisors and employees individually or in groups. The growth of the Internet has
resulted in firms using web-based surveys, requests, and other inputs from managers and
employees to identify training needs.
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2. Establishing Training Objectives and Priorities
Once training requirements have been identified using appropriate needs analyses, then
training objectives and priorities can be established by a “gap analysis,” which indicates
the distance between where an organization is with its employee capabilities and where it
needs to be. Training objectives and priorities are then determined to close the gap. Three
types of training objectives can be set:
2.1 Knowledge: Impart cognitive information and details to trainees.

2.2 Skill: Develop behavior changes in how jobs and various task requirements are
performed.
2.3 Attitude: Create interest in and awareness of the importance of training.
The success of training should be measured in terms of the objectives set. Useful
objectives are measurable.
Because training seldom is an unlimited budget item and because organizations have
multiple training needs, prioritization is necessary. Ideally, management looks at training
needs in relation to strategic organizational plans and as part of the organizational change
process. Then the training needs can be prioritized based on organizational objectives.
Conducting the training most needed to improve the performance of the organization will
produce visible results more quickly.
B. Training Design
Once training objectives have been determined, training design can start. Whether job
specific or broader in nature, training must be designed to address the assessed specific
needs. Effective training design considers learning concepts and a wide range of different
approaches to training. Working in organizations should be a continual learning process,
and learning is the focus of all training activities. Different approaches are possible
because learning is a complex psychological process. There are three primary
considerations when designing training:
Elements of Training Design
(1) determining learner readiness

For training to be successful, learners must be ready to learn. Learner readiness
means individuals having the ability to learn, which many people have. However,
if effective learning is to occur, individuals must also have the motivation to learn
and self-efficacy
 ability to learn - learners must possess basic skills, such as fundamental
reading and math proficiency, and sufficient cognitive abilities.
 motivation to learn - a person’s desire to learn training content is referred
to as “motivation to learn” and is influenced by multiple factors. For
example, differences in gender and ethnicity and the resulting experiences
may affect the motivation of adult learners.
 self-efficacy - Learners must also possess self-efficacy, which refers to a
person’s belief that he or she can successfully learn the training program
content. For learners to be ready for and receptive to the training content,
they must feel that it is possible for them to learn it.
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(2) understanding different learning styles
In designing training interventions, trainers also should consider individual
learning styles.
 Auditory learners learn best by listening to someone else tell them about
the training content.
 Tactile learners must “get their hands on” the training resources and use
them.
 Visual learners think in pictures and figures and need to see the purpose
and process of the training.
Trainers who address all these styles by using multiple training methods can
design more effective training.
(3) designing training for transfer.

Finally, trainers should design training for the highest possible transfer from the
class to the job. Transfer occurs when trainees actually use on the job what
knowledge and information they learned in training. Certain variables affect the
continuation of training transfer, depending on the nature and type of training.
Verifying the effectiveness of training transfer is part of training. Effective
transfer of training meets two conditions:
 the trainees can take the material learned in training and apply it to the job
context in which they work.
 employees maintain their use of the learned material over time.
Each of these elements must be considered for the training design to mesh and produce
effective learning.
C. Training Delivery
Once training has been designed, then the actual delivery of training can begin.
Regardless of the type of training done, a number of approaches and methods
can be used to deliver it. The growth of training technology continues to expand
the available choices..
Whatever the approach used, a variety of considerations must be balanced
when selecting training delivery methods.
Page 55
The common variables considered are:

- Nature of training - Subject matter
- Number of trainees - Individual vs. team
- Self-paced vs. guided - Training resources/costs
- E-learning vs. traditional learning - Geographic locations
- Time allotted - Completion timeline
1. Internal Training
Internal training generally applies very specifi cally to the organization and its jobs. It is
popular because it saves the cost of sending employees away for training and often avoids
the cost of outside trainers. Skills-based technical training is conducted inside
organizations. Due to rapid changes in technology, the building and updating of technical
skills may become crucial training needs.
1.1 Informal Training

One internal source of training is informal training, which occurs through
interactions and feedback among employees. Much of what the employees know
about their jobs they learn informally from asking questions and getting advice
from other employees and their supervisors, rather than from formal training
programs.
1.2 On-the-Job Training

The most common type of training at all levels in an organization is on-the-job
training (OJT) because it is flexible and relevant to what employees do. In
contrast with informal training, which often occurs spontaneously, OJT should be
planned. The supervisor or manager conducting the training must be able to both
teach and show the employees what to do.
1.3 Cross Training

A variety of on-the-job training is cross training, which occurs when people are
trained to do more than one job— theirs and someone else’s. For the employer,
the advantages of cross training are flexibility and development. However,
although cross training is attractive to the employer, it is not always appreciated
by employees, who often feel that it requires them to do more work for the same
pay. To counteract such responses, learning “bonuses” can be awarded for
successfully completing cross training to make it more appealing to employees.
2. External Training
External training, or training that takes place outside the employing organization, is used
extensively by organizations of all sizes. Large organizations use external training if they
lack the capability to train people internally or when many people need to be trained
quickly. External training may be the best option for training in smaller firms due to
limitations in the size of their HR staffs and in the number of employees who need
various types of specialized training. Whatever the size of the organization, external
training occurs for several reasons:
 It may be less expensive for an employer to have an outside trainer conduct

training in areas where internal training resources are limited.
 The organization may have insufficient time to develop internal training materials.
Page 56
 The HR staff may not have the necessary level of expertise for the subject matter
in which training is needed.
 There are advantages to having employees interact with managers and peers in
other companies in training programs held externally.
Examples of External Training:
2.1 Outsourcing of Training

Many employers of all sizes outsource training to external training firms,
consultants, and other entities.
2.2 Government-Supported Job Training

At national and local levels, employers who add to their workforces can take
advantage of a number of programs that provide funding assistance to offset
training costs.
2.3 Educational Assistance Programs

Some employers pay for additional education for their employees. Typically, the
employee pays for courses that apply to a college degree and is reimbursed upon
successful completion of a course.
D. Training Evaluation
Evaluation of training compares the post-training results to the pre-training objectives of

managers, trainers, and trainees. Too often, training is conducted with little thought of
measuring and evaluating it later to see how well it worked. Because training is both time
consuming and costly, it should be evaluated.
Levels of Evaluation
It is best to consider how training is to be evaluated before it begins. Donald L

Kirkpatrick identified four levels at which training can be evaluated. The evaluation of
training becomes successively more difficult as it moves from measuring reaction to
measuring learning to measuring behavior and then to measuring results. But the training
that affects behavior and results versus reaction and learning provides greater value in
viewing training as a strategic performance contributor.
Levels of Training Evaluation
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1. Reaction - organizations evaluate the reaction levels of trainees by conducting

interviews with or administering questionnaires to the trainees.
2. Learning - learning levels can be evaluated by measuring how well trainees have
learned facts, ideas, concepts, theories, and attitudes. Tests on the training material are
commonly used for evaluating learning, and they can be given both before and after
training to provide scores that can be compared.
3. Behavior - evaluating training at the behavioral level means: (1) measuring the
effect of training on job performance through interviews of trainees and their co-
workers, and (2) observing job performance. But the evaluation should be broadly
based and consider performance management improvements, not just be on the
training events.
4. Results - employers evaluate results by measuring the effect of training on the
achievement of organizational objectives. Because results such as productivity,
turnover, quality, time, sales, and costs are relatively concrete, this type of evaluation
can be done by comparing records before and after training. The difficulty with
measuring results is pinpointing whether changes were actually the result of training
or of other major factors.
II. Types of Training
There are a number of different types of training we can use to engage an employee. The
training utilized depends on the amount of resources available for training, the type of
company, and the priority the company places on training.
1. Traditional Training methods
On-the-job training is very common, and it may involve job rotation. Job rotation is on-
the-job training that involves lateral transfers to enable employees who work on the same
level of the organization to work in different jobs, thereby expanding their capabilities.
On-the-job training can also involve mentoring, coaching, experiential exercises, and
classroom training.
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 Coaching occurs when an experienced person provides performance advice to

someone else.
 Mentoring is a form of coaching wherein early-career employees are formally
assigned as protégés to senior persons, who provide advice on developing skills and
becoming better informed about the organization.
 Modeling is an informal form of coaching wherein someone demonstrates through
day-to-day personal behavior what is expected of others.
2. Technical or Technology Training
Depending on the type of job, technical training will be required. Technical training is a
type of training meant to teach the new employee the technological aspects of the job. For
instance, new version of Cadet Information System (CIS) require some technical training
for the members of faculty of PMA to ensure everyone uses the technology effectively.
Technical training is often performed in-house, but it can also be administered externally.
3. Quality Training
Quality training refers to familiarizing employees with the means of preventing,

detecting, and eliminating nonquality system, process, procedures. Quality training is
extremely important in all organizations that should produce quality products and
services.
Training employees on quality standards, including ISO standards, can give them a
competitive advantage. It can result in cost savings as well as provide an edge in quality-
controlled products and services. Some quality training can happen in-house, but
organizations such as ISO also perform external training. ISO has developed quality
standards for almost every field imaginable, not only considering product quality but also
certifying companies in environmental management quality.
4. Skills Training
Skills training, the third type of training, includes proficiencies needed to actually
perform the job. Most of the time, skills training is given in house and can include the use
of a mentor.
5. Soft Skills
Our fourth type of training is called soft skills training. Soft skills refer to personality
traits, social graces, communication, and personal habits that are used to characterize
relationships with other people. In some jobs, necessary soft skills might include how to
motivate others, maintain small talk, and establish rapport.
6. Professional Training
In some jobs, professional training must be done on an ongoing basis. Professional

training is a type of training required to be up to date in one’s own professional field.
For example, tax laws change often, and as a result, an accountant must receive yearly
professional training on new tax codes. Lawyers need professional training as laws
change. A personal fitness trainer will undergo yearly certifications to stay up to date in
new fitness and nutrition information.
7. Team Training
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Do you know the exercise in which a person is asked to close his or her eyes and fall
back, and then supposedly the team members will catch that person? As a teambuilding
exercise (and a scary one at that), this is an example of team training.
The goal of team training is to develop cohesiveness among team members, allowing
them to get to know each other and facilitate relationship building. We can define team
training as a process that empowers teams to improve decision making, problem solving,
and team-development skills to achieve business results. Often this type of training can
occur after an organization has been restructured and new people are working together or
perhaps after a job-rotation. Some reasons for team training include the following:
• Improving communication
• Making the workplace more enjoyable
• Motivating a team
• Getting to know each other
• Getting everyone “onto the same page,” including goal setting
• Teaching the team self-regulation strategies
• Helping participants to learn more about themselves (strengths and weaknesses)
• Identifying and utilizing the strengths of team members
• Improving team productivity
• Practicing effective collaboration with team members
Team training can be administered either in-house or externally. Ironically, through
the use of technology, team training no longer requires people to even be in the same
room.
Recall
What kind of team training have you participated in? What was it like? Do you think it
accomplished what it was supposed to accomplish?
8. Managerial Training
After someone has spent time with an organization, they might be identified as a
candidate for promotion. When this occurs, managerial training would occur. Topics
might include those from our soft skills section, such as how to motivate and delegate,
while others may be technical in nature.
Some managerial training might be performed in-house while other training, such as
leadership skills, might be performed externally.
9. Safety Training
Safety training is a type of training that occurs to ensure employees are protected from
injuries caused by work-related accidents. Safety training can also include first aid,
evacuation plans, fire drills, earthquake drills and workplace violence procedures.
Enhancement
Which type of training do you think is most important for you as future military
officer? Explain your answer.
Page 60
Talent Management and Development

workforce.
1) Identify the importance of talent management

2) Differentiate between organization-centered and individual centered career
planning
3) Illustrate career progressions and transitions
Traditionally, employee training and development activities have been the responsibility
of HR. However, a broader look has led to a more integrated effort labeled talent
management.
Talent management is concerned with enhancing the attraction, development, and

retention of key human resources. Over half of all HR professionals reported that their
organizations recently had established talent management initiatives. Talent management
must be linked to strategic organizational plans. Key areas that are important in talent
management as part of strategic HR planning are:
 Creating and maintaining an organizational culture that values individuals

 Identifying the future needs of the organization and how to develop individuals to fill
those needs
 Developing a pool of talented people who can supply future job needs
 Establishing ways to conduct and manage HR activities to support talent development
I. Nature of Talent Management
Talent Management Bridge
Talent management can be seen as a bridge. Talent management activities provide the
means to ensure that individuals who have been recruited and selected are retained as
well-performing human resources. Talent management activities include training,
individual career planning, and HR development efforts. Additionally, succession
planning involves identifying future workforce needs and what candidates will be
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available to fill them. Throughout the talent management process, effective performance
management activities are vital.
Scope of Talent Management
As talent management has evolved, some design issues have been identified. Each of
these issues reflects differences in how talent management is viewed and the
organizational priorities that exist.
Targeting Jobs - The first issue is to identify the types of jobs that will be the focus of
talent management.
Targeting High-Potential Individuals - Another issue associated with talent

management is how it is used with individuals in organizations. Some organizations focus
talent management efforts primarily on “highpotential” individuals, often referred to as
“high-pos.” Attracting, retaining, and developing high-pos have become emphases of
senior managers and HR efforts.
Regardless of the focus, effective talent management must be linked to HR planning. This
means having the right number of human resources, with the right capabilities, at the
right times, and in the right places, both short term and longer term.
II. Careers and Career Planning
A career is the series of work-related positions a person occupies throughout life. People
pursue careers to satisfy individual needs. Careers are an important part of talent
managment, but both individuals and organizations view careers in distinctly different
ways. Careers are different from before, and their evolution puts a premium on career
development by both the employers and the employees. Effective career planning
considers both organization-centered and individual-centered perspectives.
A. Organization-Centered Career Planning
Organization-centered career planning focuses on identifying career paths that provide

for the logical progression of people between jobs in an organization. Individuals follow
these paths as they advance in organizational units through promotions.
B. Individual-Centered Career Planning
Organizational changes have altered career plans for many people. Individuals have had
to face “career transitions”— in other words, they have had to find new jobs. These
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transitions have identified the importance of individual-centered career planning,

which focuses on an individual’s responsibility for a career rather than on organizational
needs. It is done by the employees themselves when they analyze their individual goals
and capabilities. Such efforts might consider situations both inside and outside the
organization that could expand a person’s career.
Organizational and Individual Career Planning Perspectives
C. Career Progression Considerations
The typical career of many individuals today includes more positions, transitions,
and organizations— more so than in the past, when employees were less mobile and
organizations were more stable as long-term employers. Therefore, it is useful to think
about general patterns in people’s lives and the effects on their careers.
Theorists in adult development describe the first half of life as the young adult’s quest for
competence and for a way to make a mark in the world. According to this view, a person
attains happiness during this time primarily through achievement and the acquisition of
capabilities.
Career Stage
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The second half of life is different. Once the adult starts to measure time from the
expected end of life rather than from the beginning, the need for competence and
acquisition changes to the need for integrity, values, and well-being. For many people,
internal values take precedence over external accomplishments such as wealth and job
title status. In addition, mature adults already possess certain skills, so their focus may
shift to interests other than skills acquisition. Career-ending concerns, such as life after
retirement, reflect additional shifts.
D. Career Transitions and HR
Career transitions can be stressful for individuals who change employers and jobs.Three
career transitions are of special interests to HR: organizational entry and socialization,
transfers and promotions, and job loss. Starting as a new employee can be overwhelming.
“Entry shock” is especially difficult for younger new hires who find the work world very
different from school.
Transfers and promotions offer opportunities for employees to develop. However, unlike
new hires, employees who have moved to new positions are often expected to perform
well immediately, though that may not be realistic. International transfers cause even
more difficulties than in-country transfers for many.
Job loss as a career transition has been most associated with downsizing, mergers, and
acquisitions. Losing a job is a stressful event in one’s career, frequently causing
depression, anxiety, and nervousness. The financial implications and the effects on family
can be extreme as well. Yet the potential for job loss continues to increase for many
individuals, and effectively describing their concerns should be considered in career
transition decision making.
Developing Human Resources

workforce.
1) Link Training vs Development

2) Detect management capabilities that are important to develop.
3) Categorize HR Development Approaches
Development represents efforts to improve employees’ abilities to handle a variety of

assignments and to cultivate employees’ capabilities beyond those required by the
current job. Development benefits both organizations and individuals. Employees and
managers with appropriate experiences and abilities may enhance organizational
competitiveness and the ability to adapt to a changing environment. In the development
process, individuals’ careers also may evolve and gain new or different focuses.
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Because development differs from training, in many organizations greater focus is being
placed on development rather than simply on training. However, development in areas
such as judgment, responsibility, decision making, and communication presents a
bigger challenge. These areas may or may not develop through life experiences of
individuals. As a key part of talent management, a planned system of development
experiences for all employees, not just managers, can help expand the overall level of
capabilities in an organization.
At the organizational level of analysis, executives craft the broader organizational

strategies and should establish a system for developing the people to manage and achieve
those identified strategies. Development must be tied to this strategic planning because
the firm needs to develop appropriate talents to carry out the plans. Successful HR
development focuses on employee and managerial succession on several levels and in
several different pathways as part of that development.
A. Developing Specific Capabilities/Competencies
Exactly what kind of development individuals might require to expand their capabilities
depends on both the individuals and the capabilities needed. As a result, development is
more difficult in certain areas than in others. Some important and common management
capabilities often include :
quality decision-making skills, ethical values

technical skills ability to build teams
develop subordinates direct others
deal with uncertainty
For some tech specialties (tech support, database administration, network design, etc.),
certain non-technical abilities must be developed as well, ability to:
work under pressure work independently

solve problems quickly use past knowledge in a new situation.
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One point about development is clear: in numerous studies that asked employees what
they want out of their jobs, training and development ranked at or near the top. Because
the primary assets that individuals have are their knowledge, skills, and abilities (KSAs),
many people view the development of their KSAs as an important part of the
organizational package that affects retention and performance.
1. Lifelong Learning
Learning and development are closely linked. For most people, lifelong learning and
development are likely and desirable. For many professionals, lifelong learning may
mean meeting continuing education requirements to retain certificates (especially for
licensed professions). Learning and development may involve training to expand existing
skills and to prepare for different jobs, for promotions, or even for new jobs after
retirement.
Assistance from employers for needed lifelong development typically comes through
programs at work, including tuition reimbursement programs. However, much of lifelong
learning is voluntary, takes place outside work hours, and is not always formal. Although
it may have no immediate relevance to a person’s current job, learning often can enhance
the individual’s confidence, ideas, or enthusiasm.
2. Re-Development
Whether due to a desire for career change or because the employer needs different
capabilities, people may shift jobs in mid-life or midcareer. Re-developing people in the
capabilities they need is logical and important.
Helping employees go back to college is only one way of re-developing them. Some
companies offer re-development programs to recruit experienced workers from other
fields.
B. HR Development Approaches
The most common development approaches can be categorized under three major
headings. Investing in human intellectual capital, whether on or off the job or in learning
organizations, becomes imperative as “knowledge work,” such as research skills and
specialized technology expertise, increases for almost all employers. But identifying the
right mix and approaches for development needs for different individuals requires
analyses and planning.
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1. Job-Site Development Approaches
All too often, unplanned and perhaps useless activities pass as development on the job. To
ensure that the desired development actually occurs, managers must plan and coordinate
their development efforts. Managers can choose from various job-site development
methods, as follows:
Coaching - the oldest on-the-job development technique is coaching, which is the

training and feedback given to employees by immediate supervisors. Coaching involves a
continual process of learning by doing.
Committee Assignments - assigning promising employees to important committees

may broaden their experiences and help them understand the personalities, issues, and
processes governing the organization.
Job Rotation - the process of shifting a person from job to job is called job rotation,
which is widely used as a development technique. Job rotation through lateral transfers
may help rekindle enthusiasm and develop employees’ talents.
“Assistant-To” Positions - some firms create “assistant-to” positions, which are staff
positions immediately under a head of office or manager/. Through such jobs, trainees
can work with outstanding managers they might not otherwise have met. These
assignments provide useful experiences if they present challenging or interesting
assignments to trainees.
2. Off-Site Development Approaches
Off-the-job development techniques give individuals opportunities to get away from their
jobs and concentrate solely on what is to be learned. Moreover, contact with others who
are concerned with somewhat different problems and come from different organizations
may provide employees with new and different perspectives. Various off-site methods are
used, as follows:
Classroom Courses and Seminars - most people are familiar with classroom training,
which gives it the advantage of being widely accepted. The effectiveness of classroom
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instruction depends on multiple factors: group size, trainees’ abilities, instructors’

capabilities and styles, and subject matter.
Outdoor Development Experiences - some organizations send executives and managers

off to ordeals in the wilderness, called outdoor training or outdoor development. The
rationale for using these wilderness excursions is that such experiences can increase self-
confidence and help individuals re-evaluate personal goals and efforts.
Sabbaticals and Leaves of Absence - a sabbatical is time off the job to develop and
rejuvenate oneself. Some employers provide paid sabbaticals while others allow
employees to take unpaid sabbaticals. Popular for many years in the academic world,
sabbaticals have been adopted in the business community as well. Positive reasons for
sabbaticals are to help prevent employee burnout, offer advantages in recruiting and
retention, and boost individual employee morale.
3. Learning Organization Development Efforts
As talent management becomes more important, employers may attempt to become

learning organizations. These organizations encourage development efforts through
shared information, culture, and leadership that stresses the importance of individual
learning. This approach focuses on employees who want to develop new capabilities. A
learning mindset is probably difficult to introduce into an organization where it does not
exist. But where it does exist, it represents a significant potential for development.
Possible Means for Developing Employees in a Learning Organization
Knowledge-based organizations that deal primarily with ideas and information must have
employees who are experts at one or more conceptual tasks. These employees
continuously learn and solve problems in their areas of expertise. Developing such
employees requires an “organizational learning capacity” based on solving problems and
learning new ways not previously used.
Corporate Universities - large organizations may use corporate universities to develop
managers or other employees. Corporate universities take various forms. Sometimes
regarded as little more than fancy packaging for company training, they may not provide
a degree, accreditation, or graduation in the traditional sense. A related alternative,
partnerships between companies and traditional universities, can occur where the
universities design and teach specific courses for employers.
Career Development Centers - are often set up to coordinate in-house programs and
programs provided by suppliers. They may include assessment data for individuals, career
goals and strategies, coaching, seminars, and on-line approaches.
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E-Development - the rapid growth in technology has led to more use of e-development.
On-line development allows participation in courses previously out of reach due to
geographic or cost considerations. On-line development can take many forms, such as
video conferencing, live chat rooms, document sharing, video and audio streaming, and
Web-based courses. HR staff members can facilitate on-line development by providing a
learning portal, which is a centralized Website for news, information, course listings,
business games, simulations, and other materials.
Performance Management System

workforce.
1) Compare and contrast the difference between performance management and

performance appraisals
2) List and analyze the purposes of performance appraisal
3) Examine the options for what to evaluate in a performance appraisal
4) Differentiate between evaluative performance reviews and developmental
performance reviews
After we have recruited, selected, and trained employees, we must evaluate how well they
perform their jobs so they know how they are doing. Therefore, performance evaluation is
an important part of the jobs of managers and HRM staff. We need to figure out how to
manage employees’ performance over time to ensure that they remain productive and
hopefully become even more capable as they progress in their careers. So the primary
purpose of performance appraisal should be to help employees to continuously improve
their performance.
I. Performance Management vs Performance Appraisal
How do we manage performance within the organization? The most common part of the
process, and the one with which we are most familiar, is the performance appraisal, or
evaluation. (The terms performance evaluation, performance appraisal, and just
appraisal interchangeably.) However, the performance appraisal process is not the only
thing that’s done in performance management.
Performance management is the process of identifying, measuring, managing, and

developing the performance of the human resources in an organization.
Basically we are trying to figure out how well employees perform and then ultimately
improve that performance level. When used correctly, performance management is a
systematic analysis and measurement of worker performance that we use to improve
performance over time.
Performance appraisal, on the other hand, is the ongoing process of evaluating

employee performance.
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Notice that it is an ongoing process. Employees need regular feedback on their

performance, so we should give them routine and candid assessments. Performance
appraisals are reviews of employee performance over time, so appraisal is just one piece
of performance management.
Performance Appraisals Process
Source : Human Resource Management Functions, Applications and Skill Development, 3rded by
Lussier Robert N. & Hendon, John R.
Step 1: Job analysis
This is logically our first step because if we don’t know what a job consists of, how can
we possibly evaluate an employee’s performance in that job? We should realize that the
job must be based on the organizational mission and objectives, the department, and the
job itself.
Step 2: Develop standards and measurement methods
If we don’t have standards of acceptable behavior and methods of measuring

performance, how can we assess that performance?
Step 3: Informal performance appraisal—Coaching and disciplining
Performance appraisal should not be simply a once-or twice-a-year formal interview. As

its definition states, performance appraisal is an ongoing process. While a formal
evaluation may take place only once or twice a year, people need regular feedback on
their performance to know how they are doing.
Step 4: Prepare for and conduct the formal performance appraisal
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The common practice is to have a formal performance review with the boss once or
sometimes twice a year.
II. Why do we Conduct Performance Appraisals?
If performance appraisals are done in the correct manner, they can provide us with a
series of valuable results. However, if not done correctly, evaluating employee
performance can actually lead to lower levels of job satisfaction and productivity.
Three major reason) why performance evaluations are completed and why they are so
critical to continually improving organizational performance:
1. Communication (Informing)
The first major reason for performance appraisals is to provide an opportunity for formal
communication between management and the employees concerning how the
organization believes each employee is performing. All of us know intuitively that
successful communication requires two-way interaction between people. “Organizations
can prevent or remedy the majority of performance problems by ensuring that two-way
conversations occur between managers and employees, resulting in a complete
understanding of what is required, when it is required, and how everyone’s contribution
measures up.
Communication always requires that employees have the opportunity and ability to
provide feedback to their bosses in order to make sure that their communication is
understood. So in performance appraisals, the communication process requires that we as
managers communicate with the employee to provide them with information about how
we believe they’re doing in their job. However, the process also requires that we provide
the opportunity for the employee to speak to us concerning factors that inhibit their ability
to successfully perform to expectations.
2. Decision Making (Evaluating)
The second major purpose of performance appraisal is to allow management to make

decisions about employees within the organization. We need to make decisions based on
the information we get from our communication. Accurate information is necessary for
management decision making and is absolutely critical to allow the manager to improve
organizational productivity. We use information from annual performance appraisals to
make evaluative decisions concerning our workforce, including such things as pay raises,
promotions, demotions, training and development, and termination. When we have valid
and reliable information concerning each individual within our division or department, we
have the ability to make administrative and performance decisions that can enhance
productivity for the firm.
3. Motivation (Engaging)
The third major purpose of performance appraisals is to motivate our employees to

improve the way they work, which in turn will improve organizational productivity
overall. But what is motivation, and are performance appraisals normally motivational?
We define motivation here as the willingness to achieve organizational objectives. We
want to create this willingness to achieve the organization’s objectives, which will in turn
increase organizational productivity.
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Evaluating and Motivating = Development
An effective performance appraisal process has two parts—evaluating and motivating—

and it does both parts well. Evaluating is about assessing past performance, and
motivating is about developing employees to improve their future performance.
III. What Do We Assess?
Now that we know why we conduct performance appraisals, the next step is to figure out
what needs to be evaluated. In other words, we have to decide what aspects of the
individual and their performance we’re going to measure. Discovering the best options
for what to evaluate would come from analyzing the essential functions and qualifications
required for a particular job, or in HR terms, our job analysis. Our three primary options
for what to evaluate are traits, behaviors, and results.
A. Trait Appraisals
Traits identify the physical or psychological characteristics of a person. Traits of an

individual can be part of the performance appraisal process. There is evidence that traits
such as inquisitiveness, conscientiousness, and general cognitive ability are valuable in
jobs that require management and leadership skills. However, we must ensure that we
focus on traits that have a direct relationship to the essential functions of the job, that they
are within the control of the individual, and that they are accurate measures.
Author Ken Blanchard said that there are too many evaluation items that can’t be
objectively measured—such as attitude, initiative, and promotability. The Blanchard test
is this: Does everyone understand why they are assessed at a specific level (evaluation)
and what it takes to get a higher rating (development)? We should assess only traits that
meet the Blanchard test of having a direct and obvious objective relationship between the
trait and success in the job.
B. Behavioral Appraisals
Our second option in the assessment process is to evaluate employees based on behaviors.
You will recall that behaviors are simply the actions taken by an individual—the things
that they do and say. Behavioral appraisals measure what individuals do at work, not their
personal characteristics.
As a general rule, it is much better to use behaviors in an appraisal than it is to use traits.
While an individual supervisor or manager may make a mistake in judgment about the
traits of an employee, physical actions or behaviors can be directly observed; and as a
result, they are more likely to be a valid assessment of the individual’s performance.
Would a behavioral evaluation be directly related to the essential functions of a job? The
answer is that it would be if we made sure that we chose behaviors that were necessarily a
part of successfully accomplishing a task.
Are behaviors that measure performance more acceptable to the individual employee and
the managers than personal traits? In fact, evidence shows that most individuals are very
comfortable with the evaluation of their performance being based on “what they do,” not
“who they are.” In general, the most useful and therefore most acceptable feedback to
employees is feedback on specific job-related behaviors.
C. Results Appraisals
Our final option is to evaluate the results, or outcomes, of the work process. Results are
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simply a measure of the goals achieved through a work process. Using results as an
evaluation measure provides management with an assessment of the goals that were
achieved in a particular job over time.
Results are certainly concrete measures of performance. If we are measuring the results of
what happens in a job, we are certainly providing a measure that has job relatedness. The
measurement of results is the final organizational measure of success. The results
produced through organizational processes provide the company with its return on
investment—in this case, its investment in the people in the organization. So,
organizations really like to measure results.
Results-based evaluations, like behavior-based evaluations, are typically very acceptable

to both the employee and the manager. Employees readily accept results-based appraisals
because they feel that such appraisals are one of the fairest methods of analyzing their
performance. After all, results are the most concrete measures available—either the result
was achieved, or it wasn’t.
IV. Debriefing Appraisal
The debriefing process is where we communicate to individuals our analysis of their

performance. There are two major reasons for assessing performance: for evaluative
decisions and for development.
The Evaluative and Developmental Performance Appraisal Interview
The evaluative interview is the basis for the developmental interview, it should be
conducted first.
When preparing for an evaluative and developmental interview, follow the steps outlined
in the Model below. Evaluation should be fair (meaning ethically and legally not based
on any of the problems). If regular coaching conversations occurs with our employees,
they know where they stand. So relationship with the employee will directly affect the
outcome. Employees should also critique their own performance through a self-
assessment.
The Evaluative Performance Appraisal Interview Model
Using critical incidents will help support our assessment when employees disagree. And
don’t forget that the Blanchard test states that both you and the employee should be able
to explain and agree on the employee’s level of performance.
The Developmental Performance Appraisal Interview Model
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After the employee’s performance evaluation is completed, you should prepare for the
developmental interview based on targeting areas for improvement.
A performance appraisal can be more effective as a conversation, rather than as a single

speech about the employee’s performance. The benefit of spending time developing
employees will lead to increased performance and lower turnover in your organization
Spot the difference among the 2 models of Performance Appraisal Interview
Cadet Application
The new mode of instruction of the Academic Group to cadets is Blended Instruction,
modular and on-line lecture, but no face-to-face interaction between the cadets and
faculty members of the course.
1.Assess the applicability of the performance evaluation tool of your instructor. Be sure to
describe whether the measures were based on the duties and responsibilities of an
instructor as well as the organization’s mission and objectives.
2. Modify or design a performance evaluation tool based from your assessment.
Changes in Personnel Status

workforce.
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1) Review the different kinds of employee movement

2) Explain the concepts of promotion, separation, and transfer
3) Identify the different ways an employee may be separated from an organization
"There is nothing as constant as change" is a common expression we hear.

Changes in personnel status is imperative if we are to continue to get the best
performance out of the human resource of an organization. People have to grow and
employees have to experience changes in personnel status for them to remain motivated
and happy on the job.
As shown by the figure below, changes in personnel status may come in the form of:
promotion, transfer, demotion, and/' or separation. Separation may be due to: lay-
off, resignation, retirement, or termination.
Employee Movement
Promotion = Upward
Transfer = Same Level
Demotions = Downward
Lay-off
Resignation
Separation Retirement = Exit
Termination
A. PROMOTION
Refers to the upward or vertical movement of employees in an organization from the
lower level jobs to higher level jobs involving increases in duties and responsibilities,
higher pay and privileges.
Bases or Criteria used for Promotion
There are generally two bases for promotion of employees: competency or merit, and
seniority. When promotions are based on competency or merit, the selection of who gets
the promotion is determined by the ratings or evaluation received by employees. Usually,
in this situation, the employee who outranks the others based on performance is the one
promoted.
When promotion of employees are based on seniority, length of service in the company is
made a factor of promotions of employees. Seniority may be divided into straight
seniority or qualified seniority. In the case of straight seniority, the length of service of
an employee is the sole basis for determining who gets the promotion. That is, the
employee with the longer service will be the one promoted.
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In contrast, merit or competence is given more importance than length of service where
qualified seniority is use. When qualified seniority is used, the more competent employee
as compared to another employee with longer service will be the one promoted.
WHAT TO DO YOU THINK?
1. Is the emphasis of promotion evaluation the same from 2nd lieutenant to Colonel? ____
2. What are examples of promotion requirements from 2nd lietenant to Captain?

________________________________________________________________________
3. What are examples of promotion requirements from Major to Lieutenant Colonel
_______________________________________________________________________
_______________________________________________________________________
4. What are examples of promotion requirements from Lieutenant Colonel to Colonel?
______________________________________________________________________
________________________________________________________________________
5. Which among the two promotion criterias, mentioned above, is given more weight in
the AFP?
______________________________________________________________________
6. Which do you think SHOULD be given more weight? Why? ___________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
Unofficial Promotion Criteria:
1. Personal characteristics - personal preference in terms of appearances, age, body

built and personality
2. Nepotism- showing favoritism or patronage to relatives
3. Social factors - racial, religious, gender and work relations
4. Friendship - peer preference or peer pressure.
WHAT DO YOU THINK?
Are there any unofficial promotion criteria that may have affected the choices for the
Baron, Brigade staff, Battalion Commanders and company commanders?______ if there
are, name these criteria
______________________________________________________________________
________________________________________________________________________
________________________________________________________________________
B. DEMOTION
The movement of an employee to a less important job from a higher level job in the
organization which may not involve reduction in pay but reduction in statue and
privileges
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Bases or criteria for Demotion

1. Reorganizations, company merger or business constructions may result in fewer
jobs, forcing some employees to accept lower positions.
2. Inability of the employees to perform their jobs according to acceptable standards.
3. As a form of disciplinary action or a way to handle disciplinary problems, also
viewed as a routine form of punishment of wrongdoing
4. Employee is already a liability to the organization
WHAT DO YOU THINK?
1. Which of the four criteria is the most common basis for demotion in the military?
________________________________________________________________________
________________________________________________________________________
2. Give 1 specific example of a case that resulted into the demotion of a cadet officer in
the CCAFP. (do not mention any names)
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
C. TRANSFER
This is the assignment of an employee to a job with similar pay, status, duties, and
responsibilities. It also involves horizontal movement from one job to another.
Reasons for Transfer
1. Because personnel placement practices are not perfect, an employee-job mismatch may
have resulted.
2. An employee becoming dissatisfied with his job for one or a variety of reasons.
3. To further the development and advancement of the employee.
4. Organizational needs may require that employees be transferred due to business
expansion, retrenchment, erroneous placement, the need to meet departmental
requirements during peak season.
5. For personal enrichment / greater convenience and for more interesting jobs.
6. For employee to be better suited or adjusted to his job (remedial transfer).
WHAT DO YOU THINK?
1. From what you observed, what is the most common reason for transfer of officers to
PMA? __________________________________________________________________
________________________________________________________________________
________________________________________________________________________
2. What type of officers do you think should be assigned to PMA? ( in academics group
and in tactics group)
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ACADEMICS GROUP
________________________________________________________________________
________________________________________________________________________
TACTICS GROUP
________________________________________________________________________
________________________________________________________________________
D. LAY-OFF
The- separation of an employee initiated by the employer due to business reverses, the
introduction of labor-saving devices, or reduction in the demand for particular skills.
E. RESIGNATION
Employees voluntarily decide to end their employment with an organization
F. RETIREMENT
This is when employees having satisfied certain conditions under existing laws and/or
provisions of the collective bargaining agreements or upon reaching the age of 60 are
separated from employment with entitlement to retirement benefits. This is given either in
lump sum amount or in the form of a monthly pension for life.
G. TERMINATION/DISCHARGE OR DISMISSAL
The practice of putting an end to the employer-employee relations initiated by the

employer with prejudice to the worker. A discharge is due to some fault of the employee
such as inability to meet the company's standards of performance, incompetence,
violation of company rules, insubordination, etc.
Termination is the last resort when all other changes in personnel status have not helped
the employee to contribute to the attainment of organizational goals. Termination or
dismissal must be preceded by a due process.
WHAT DO YOU THINK?

What are the common reasons why a cadet has been discharged from PMA?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Source : Adoure Fran V Mangalus, PhD
MAINTENANCE AND PROTECTION OF HUMAN RESOURCE
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Compensation and Benefits
Intended Learning Objective: Relate the most effective tools for maintaining and
protecting a quality workforce.
Specific Objectives: At the end of the lesson, each cadet should be able to
1) Explain the goals of compensation plan

2) Relate the pay system per rank
3) Specify types of pay
4) Explore the various types of benefits
If the abilities of employees have been developed to the point where they meet or exceed
job requirements, it is now appropriate that they be maintained and equitably rewarded
for their contributions. To promote better employee-employer relationship, management
should be willing to maintain and integrate the interests and needs of its employees with
the objective of the organization.
The factors affecting the determination of equitable compensation to reward employees

are many, varied and complex, and management must come to some decisions concerning
the basic wage and salary. Organizations have also developed numerous ways of
providing supplementary compensation in the form of employee benefits and services.
Compensation
People are willing to work in exchange for the inducements or rewards they received
from working. The inducements include both financial compensation and non-financial
compensation.
The objective of the compensation is to create a system of rewards that is equitable to

the employer and employee alike. The desired outcome is an employee that is attracted to
the work and motivated to do a good job for the employer.
A compensation package is an important part of the overall strategic HRM plan, since
much of the company budget is for employee compensation. Most of us, no matter how
much we like our jobs, would not do them without a compensation package. When we
think of compensation, often we think of only our paycheck, but compensation in terms of
HRM is much broader. A compensation package can include salary, bonuses, health-care
plans, and a variety of other types of compensation
I. Goals of Compensation Plan
1. To attract people to work for your organization.

The compensation package should be positive enough to attract the best people for
the job. An organization that does not pay as well as others within the same
industry will likely not be able to attract the best candidates, resulting in a poorer
overall company performance.
2. To retain people who are already working in the organization.

Once the best employees and talent come to work for your organization, you want
the compensation to be competitive enough to motivate people to stay with your
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organization. Although we know that compensation packages are not the only
thing that motivates people, compensation is a key component.
3. Compensation is also used to motivate employees to work at their peak

performance and improve morale.
Compensation can be used to improve morale, motivation, and satisfaction among
employees. If employees are not satisfied, this can result not only in higher
turnover but also in poor quality of work for those employees who do stay.
A proper compensation plan can also increase loyalty in the organization. Pay
systems can also be used to reward individual or team performance and encourage
employees to work at their own peak performance.
Motivated employees can also save the company money indirectly, by not taking
sick days when the employee isn’t really sick, and companies with good pay
packages find fewer disability claims as well.
4. Employees who are fairly compensated tend to provide better service, which can
result in organizational growth and development.
With an appropriate pay system, companies find that performance is better
because employees are happier. In addition, having fairly compensated, motivated
employees not only adds to the bottom line of the organization but also facilitates
organizational growth and expansion.
Pay System includes the following considerations:
1. Skill-based pay
With a skill-based pay system, salary levels are based on an employee’s skills, as
opposed to job title. This method is implemented similarly to the pay grade model,
but rather than job title, a set of skills is assigned a particular pay grade.
2. Competency-based pay
Rather than looking at specific skills, the competency based approach looks at the
employee’s traits or characteristics as opposed to a specific skills set. This model
focuses more on what the employee can become as opposed to the skills he or she
already has.
3. Broadbanding
Broadbanding is similar to a pay grade system, except all jobs in a particular
category are assigned a specific pay category. For example, everyone working in
customer service, or all administrative assistants (regardless of department), are
paid within the same general band.
4. Variable pay system

This type of system provides employees with a pay basis but then links the
attainment of certain goals or achievements directly to their pay. For example, a
salesperson may receive a certain base pay but earn more if he or she meets the
sales quota.
Compensation should be:
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a. Adequate to meet the needs of the employees and to acquire and retain qualified
personnel.
b. Equitable. Each person should be paid fairly, in line with his or her effort, abilities and
training.
c. Balanced. Pay benefits and other rewards should provide a reasonable total reward
package.
d. Cost effective taking into consideration the company's ability to pay.
e. Secure. Pay should be enough to help an employee feel secure and aid him in satisfying
basic needs.
f. Incentive providing. Pay should motivate effective and productive work or reward
desired behavior
g. Acceptable to the employee. The employee should understand the pay system being
followed by the company and should feel it is reasonable for the organization and for him.
h. Comply with legal regulation
II. Two Main Components of Compensation
a. Direct financial payments include monetary rewards provided by the employer. Base
pay and variable pay are the most common forms of direct compensation.
Base pay are basic compensation that employee received as wage or salary, while
variable pay are compensation linked to individual, team, and/or organization to
performance such as bonuses, profit sharing, stock options
b. Indirect payments refer to benefits and rewards without receiving actual cash. This
covers protection programs, pay for time not work, services and perquisites. Protection
programs may come in the form of safety and security plans like insurance, tenure,
security guards, burglar alarms and the like. When a worker goes off earlier than
prescribe time for some very pressing matter, and during floods, typhoons, and snack
time, he enjoys "no salary deduction" and thus is paid for time not worked. Examples of
services and perquisites are scholarship, non-formal training programs, tuition refunds for
educational courses, bus service, car, and gasoline allowances, housing, rice and
groceries, clothes, allowances for uniform, safety gear, health and safety plans, day care
center for worker's children, credit unions, discounts for goods and services provided by
the organization, social, cultural and recreational events and club membership, counseling
services and legal services.
Benefits, programs and services have been considered maintenance factors since they are
given to everybody and are not contingent on performance.
Indirect compensation also include fringe benefits such as pay of various kinds for rest
periods, holidays, vacations, sick leaves, leaves of absence, paternity and maternity
leaves, bereavement leave, insurance for life, health, accident, workmen's compensation
coverage.
How would you handle this?
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You have been working for your organization for ten years. After lots of hard
work, you were promoted to HR Manager. One of your first tasks is to develop
goals for your department, then create a budget based on these goals. First,
you look at the salaries of all the staff to find major pay discrepancies. A few
personnel of your department are on job order employment status, who
perform equally well, are paid much lower than some of your staff on regular
employment status whom you consider to be nonperformers. As you dig
deeper, you see this is a problem throughout other departments. You are
worried this might affect motivation. How would you handle this?
III. Pay System Schedule for Government Personnel
Salary increases of Government Employees effective January 2021
In order to enhance the general welfare, commitment to service and professionalism of

the members of the Armed Forces of the Philippines (AFP), the rate of base pay of
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officers and enlisted personnel are adjusted in accordance with the following Pay
Schedule:
RANK SALARY
GRADE
General 30
Lieutenant General 29
Major General 28
Brigadier General 27
Colonel 26
Lieutenant Colonel 25
Major 24
Captain 23
First Lieutenant 22
Second Lieutenant 21
Cadet/P2LT 19
Chief Master Sergeant 18
Senior Master Sergeant 17
Master Sergeant 16
Technical Sergeant 15
Staff Sergeant 14
Sergeant 13
Corporal 12
Private First Class 11
Private 10
Candidate Soldier 7
Source : Republic act no. 9166 June 7, 2002
Mandatory Pay and Allowances to Military Personnel
1. Base Pay
2. Longevity Pay
3. Subsistence Allowance
4. Clothing and Quarters Allowances
5. Hazard Pay
6. Additional Compensation (ADCOM) P500 per month
7. Personnel Economic Relief Allowance (PERA)
8. Laundry Allowance
Other Pay And Allowances (Collateral Entitlements) for Military Personnel
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1. Combat Duty Pay

2. Flying Pay
3. Hardship Allowance
4. Hazardous Duty Pay
5. Parachutist Pay
6. Instructor Duty Pay
7. Incentive Pay (Incentive Pay for Officer of the Medical Corps, AFP)
8. Specialist Pay Rating
9. Re-enlistment Clothing Allowance (RCA)
IV. Types of Pay
After a pay system has been developed, we can begin to look at specific methods of
paying our employees. Remember that when we talk about compensation, we are
referring to not only an actual paycheck but additional types of compensation, such as
incentive plans that include bonuses and profit sharing.
Pay - is the hourly, weekly, or monthly salary an employee earns.
Incentive - often called a pay-for-performance incentive, is given for meeting certain

performance standards, such as meeting sales targets. The advantage to incentive pay is
that company goals can be linked directly to employee goals, resulting in higher pay for
the employee and goal achievement by the organization.
The following are desirable traits of incentive plans:

• Clearly communicated
• Attainable but challenging
• Easily understandable
• Tied to company goals
PAY ATTRIBUTES
Fixed compensation calculated on a weekly, biweekly, or

Salary
monthly basis. No extra pay for overtime work.
Hourly Wage Employees are paid on the basis of number of hours worked.
Employees are paid based on the number of items that are
Piecework System
produced.
TYPES OF ATTRIBUTES
INCENTIVE PLANS
An employee may or may not receive a salary but will be paid
Commission Plans
extra (e.g., a percentage for every sale made).
Extra pay for meeting or beating some goal previously
determined. Bonus plans can consist of monetary
Bonus Plans
compensation, but also other forms such as time off or gift
certificates.
Annual bonuses paid to employees based on the amount of
Profit Sharing Plans
profit the organization earned.
This can include a variety of options. Sick leave, paid vacation
Fringe Benefits
time, health club memberships, daycare services.
Most organizations provide health and dental care benefits for
Health Benefits employees. In addition, disability and life insurance benefits
are offered.
IV. Managing Employee Benefits
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An employer provides benefits to workers for being part of the organization. A benefit is
an indirect reward given to an employee or a group of employees for organizational
membership. Benefits often include retirement plans, vacations with pay, health
insurance, educational assistance, and many more programs.
A challenge for employers is how to best manage the balancing act between the growing
costs of benefits and the use of those benefits in accomplishing organizational goals. For
instance, organizations can choose to compete for or retain employees by providing
different levels of base compensation, variable pay, and benefits. That is why benefits
should be looked at as a vital part of the total rewards “package” when determining
organizational strategies.
Separation and Retirement Benefits of Military Personnel
At present, an amount equivalent to five percent (5%) of their monthly base pay is
automatically deducted from the salaries of all active officers and enlisted personnel of
the AFP. Upon a personnel’s separation or retirement from the service, he or she is
refunded in one lump sum all of his or her contributions.
PD 1638 otherwise known as the AFP Retirement Law of 1979 also provides that when
an AFP officer or enlisted personnel is retired from the AFP, he or she shall, at his or her
option, receive a gratuity equivalent to one (1) month of base and longevity pay of the
grade next higher than the permanent grade he or she last held for every year of service.
This gratuity is payable in one (1) lump sum or a monthly retirement pay.
Survivors of AFP officers and enlisted personnel also receive survivorship benefits. In
addition, Section 17 of PD 1638 provides that when the salaries of active soldiers
increase, the pension of retirees also increase. AFP pensioners are, thus, also benefiting
from the on-going implementation of the Salary Standardization Law III3.
PHILIPPINES BENEFITS SUMMARY
Employees are eligible for most benefits program on the first day of employment.
Holidays: Twelve (12) paid national regular holidays and Nine (9) national special
holidays per year as provided under Proclamation No. 986 (2021 Declared Holidays)
Vacation: Thirteen (13) vacation leave, with additional 1 day every year starting on the
3rd year of service and convertible to cash at the end of each year. Maximum vacation
leave is 18 days.
Retirement: The plan is 100% funded by the company calculated at one month’s base
salary per year of service based on the employee’s latest basic rate upon normal
retirement at age 60, death or total and permanent disability. Early retirement benefit can
be available to 10 years of service equal to 50% of normal retirement benefit.
Healthcare: The plan provides a comprehensive health care coverage for employees and
eligible dependents through Medicard’s accredited hospitals and doctors nationwide. The
annual premium for Principal/Employees is 100% shouldered by the company. The
company also maintains an onsite medical clinic manned by a company nurse per shift
and a group of company doctors who reports to the clinic six days a week on specified
time schedules providing free medical consultations, emergency medicines, minor and
first-aid treatments and health counseling. As part of preventive health care, free
multivitamins are also provided to employees while on duty and all employees are
required to undergo an annual medical, dental and eye check-up conducted onsite.
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• Dental: Free dental benefits are likewise provided with visiting dentist in the
factory rendering unlimited dental consultations, unlimited simple tooth extractions
and permanent/temporary fillings, annual oral prophylaxis, re-cementation of jacket
crown inlays and onlays, simple adjustment of dentures and emergency treatments.
• Outpatient Medicine Reimbursement: The Company reimburses expenses for

outpatient medicines for employees and dependents following the local guidelines.
Approval of reimbursement requires submission of prescription and official
receipts.
• Maternity Grant: Monetary Assistance is provided to regular female employees &

legal spouse of male employees for miscarriage, home delivery, normal delivery and
for caesarian delivery.
Other Leaves :
Sick Leave: Twelve (12) days for the first two years of service and additional 1 day every
year starting on the 3rd year. Maximum total sick leave is 15 days. All unused leave are
convertible to cash at the end of the year.
Expanded Maternity Leave: One Hundred Five (105) days of paid maternity leave.
Paternity Leave: All married male employees are eligible for 7 working days up to four
(4) child birth including miscarriage of legitimate spouse to be availed within sixty (60)
days from delivery/miscarriage.
Bereavement: Three (3) days applicable to immediate family member which includes the
employee’s children, parents, grandparents, brother, sister, spouse, and parents-in-law.
Solo Parent Leave: Seven (7) working days
Calamity Leave: Two (2) days leave for employees who were affected by flood, fire and
typhoon (must be supported by a Government proclamation or may be declared by the
Company)
Magna Carta for Women (Special Leave): Sixty (60) calendar days leave. This is given
to all female employees who underwent surgery caused by gynecological disorders and
who have rendered at least six (6) months continuous aggregate employment service for
the last twelve (12) months prior to surgery.
Leave for Victims of Violence against Women and Their Children: Ten (10) days
leave benefit shall cover the days that the woman employee has to attend to medical and
legal concerns. The usage of the ten-day leave shall be at the option of the woman
employee. In the event that the leave benefit is not availed of, it shall not be convertible
into cash and shall not be cumulative.
Disability/Life Insurance:
Employee life insurance is 100% funded by the Company, provides insurance benefits to
the employee’s designated beneficiaries in the event of disability, terminal/critical illness
and death due to illness or accident. The amount of benefits is specified below:
Life Insurance Benefit Limit - 26 x monthly base salary base on the employee’s latest
basic rate.
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Accident, Death and Disability Benefit Limit - 24 x monthly base salary based on the
employee’s latest basic rate.
Total Permanent Disability Benefit Limit - 26 x monthly base salary based on the
employee’s latest basic rate.
Terminal Illness Benefit Limit – 50% of Life, maximum of Php 3.5M
Critical Illness Benefit – 60% of Life, maximum of Php 1M
Burial Benefit - 7.5% of Life (max of 100k)
Other Benefits:
13th month: The Company grants a 13th month pay equivalent to one (1) month’s pay to
all eligible employees provided that they worked for at least one (1) month during a
calendar year.
Mid-year Bonus: The company grants bonus equivalent to a maximum of half month
base pay to all probationary and regular employees.
Rice Allowance: The Company provides rice subsidy to all regular and probationary
employees and credited to their payroll account every 30th of the month
Meal Subsidy: The Company provides its employees with a meal allowance to partially
cover daily meals expenses. An employee must have rendered the minimum number of
hours per day to get a full or half-meal credit.
Tuition Fee Subsidy: Given to regular and probationary employees every April.
Global Educational Opportunities Program: Provides reimbursement of duly approved
educational expenses upon satisfactory completion of the course provided that the degree
or course taken is relevant to the employee’s present or prospective job assignment.
Maximum reimbursement per term is P 10,000. All regular employees are eligible to this
benefit.
Attendance Bonus: A monetary incentive given to all Regular and Probationary
Employees who are Job Grade 8 & below, and all Technicians. Associates must have
perfect attendance in one (1) month with no tardiness, undertime or unexcused absence.
Prolong Sickness (PSL) Benefits: Benefit afforded to employees who are suffering from
certain medical or surgical conditions warranting a recuperation period of additional 60
days maximum after the 120 SSS Sickness Benefit. The condition may include but not
limited to;
 Chronic ailments requiring at least one month of treatment whether through

hospitalization or outpatient basis.
 Major Operative procedures such as, but not limited to, general and specialized
surgeries, and major gynecological operation. Obstetrical surgical procedures such
as caesarian section are not included under this benefit.
 Post-injury conditions which warrant long recuperation period.
Loyalty Token – Employees are recognized for their loyal and dedicated service to the
company for every five years of continuous service by the way of gift check or token,
plus plaque of appreciation during the service award ceremony.
Employee Discipline
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Intended Learning Objective : Analyze one way of enforcing organization rules in

maintaining a quality workforce.
1) Classify the different approaches to discipline
2) Differentiate between the positive approach and progressive
approach to discipline.
3) Determine reasons why the managers refuse to apply disciplinary measures
Employee rights provides an appropriate introduction to the topic of employee discipline,

because employee rights often are a key issue in disciplinary cases. Discipline is a form
of training that enforces organizational rules. Those most often affected by the discipline
systems are problem employees. Fortunately, problem employees comprise a small
number of employees. If employers fail to deal with problem employees, negative effects
on other employees and work groups often result. Common disciplinary issues caused by
problem employees include absenteeism, tardiness, productivity def ciencies, alcoholism,
and insubordination.
Approaches to Discipline
The disciplinary system can be viewed as an application of behavior modification to a

problem or unproductive employee. The best discipline is clearly self-discipline. Most
people can usually be counted on to do their jobs effectively when they understand what
is required at work. Yet some find that the prospect of external discipline helps their self-
discipline. One approach is positive discipline.
Positive Discipline Approach

The positive discipline approach builds on the philosophy that violations are actions that
can usually be corrected constructively without penalty. In this approach, managers focus
on using fact-finding and guidance to encourage desirable behaviors, rather than using
penalties to discourage undesirable behaviors. The four steps to positive discipline are as
follows:
1. Counseling: The goal of this phase is to heighten employee awareness of

organizational policies and rules. Often, people simply need to be made aware of rules,
and knowledge of possible disciplinary actions may prevent violations.
2. Written documentation: If the employee fails to correct her or his behavior, then a
second conference becomes necessary. Whereas the first stage took place as a
conversation between supervisor and employee, this stage is documented in written form,
and written solutions are identified to prevent further problems from occurring.
3. Final warning: If the employee does not follow the written solutions noted in the
second step, a final warning conference is held. In that conference, the supervisor
emphasizes to the employee the importance of correcting the inappropriate actions.
4. Discharge: If the employee fails to follow the action plan that was developed, and
further problems exist, then the supervisor can discharge the employee.
The advantage of this positive approach to discipline is that it focuses on problem
solving. The greatest difficulty with the positive approach to discipline is the extensive
amount of training required for supervisors and managers to become effective counselors,
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and the need for more supervisory time with this approach than with the progressive
discipline approach.
Source : Human Resource Management 12rded by Mathis, Robert L. and Jackson, John J.
Progressive Discipline Approach
Progressive discipline incorporates steps that become progressively more stringent and
are designed to change the employee’s inappropriate behavior. Figure above shows a
typical progressive discipline process; most progressive discipline procedures use verbal
and written reprimands and suspension before resorting to dismissal.
In some organizations, an employee’s failure to call in when he or she will be absent from
work may lead to a suspension after the third offense in a year. Suspension sends the
employees a strong message that undesirable job behaviors must change or termination is
likely to follow.
Although appearing similar to positive discipline, progressive discipline is more

administrative and process oriented. Following the progressive sequence ensures that both
the nature and the seriousness of the problem are clearly communicated to the employee.
Not all steps in the progressive discipline procedure are followed in every case. Certain
serious offenses are exempted from the progressive procedure and may result in
immediate termination. Typical offenses leading to immediate termination include
intoxication at work, alcohol or drug use at work, fighting, and theft. However, if a firm
has a progressive discipline policy, it should be followed. Several court decisions have
ruled that failure to follow written policies for progressive discipline can invalidate an
employee’s dismissal.
Reasons Why Discipline Might Not Be Used
For a number of reasons, managers may be reluctant to use discipline. Some of the main
ones include the following:
■ Organizational culture of avoiding discipline: If the organizational “norm” is to avoid
penalizing problem employees, then managers are less likely to use discipline or to
dismiss problem employees.
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■ Lack of support: Many managers do not want to use discipline because they fear that
their decisions will not be supported by higher management. The degree of support is also
a function of the organizational culture.
■ Guilt: Some managers realize that before they became managers, they committed the
same violations as their employees, and feel that they cannot discipline others for doing
something they used to do.
■ Fear of loss of friendship: Managers may fear losing friendships or damaging personal
relationships if they discipline employees.
■ Avoidance of time loss: When applied properly, discipline requires considerable time
and effort. Sometimes, it is easier for managers to avoid taking the time required for
disciplining, especially if their actions may be overturned on review by higher
management.
■ Fear of lawsuits: Managers are increasingly concerned about being sued for
disciplining someone, particularly for taking the ultimate disciplinary step of termination.
Effective Discipline
Because of legal concerns, managers must understand discipline and know how to
administer it properly. Effective discipline should be aimed at the problem behaviors, not
at the employee personally, because the reason for discipline is to improve performance.
Distributive and procedural justice suggest that if a manager tolerates unacceptable
behavior, other employees may resent the unfairness of that tolerance.
Training of Supervisors
Training supervisors and managers on when and how discipline should be used is crucial.
Employees see disciplinary action given by trained supervisors who base their responses
on procedural justice as more fair than discipline done by untrained supervisors.
Regardless of the disciplinary approach used, training in counseling and in
communications skills provides supervisors and managers with the tools necessary to deal
with employee performance problems.
Discharge: The Final Disciplinary Step
The final stage in the disciplinary process is termination. Both the positive and the
progressive approaches to discipline clearly provide employees with warnings about the
seriousness of their performance problems before dismissal occurs. Terminating workers
because they do not keep their own promises is more likely to appear equitable and
defensible to a jury. One difficult phase of employee termination is removal of ex-
employees and their personal possessions from the company facilities.
Retention of Human Resources
Intended Learning Objective : Relate the most effective tools for maintaining and
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1) List the five major drivers of retention and activities related to them.
2) Describe different types of absenteeism and turnover.
3) Explain different approaches how to control voluntary absenteeism
4) Outline the common reasons of employee turnover
Conventional wisdom says that employees leave if they are dissatisfied, and that money
will make them stay. That greatly oversimplifies the issue. People often leave jobs for
reasons that have nothing to do with the jobs themselves.
Unsolicited job offers, family responsibilities, a spouse’s relocation, a poor performance

appraisal, and administrative changes are all “shocks” that can bring on serious thoughts
of leaving, even when people are not dissatisfied with their jobs. Further, people
sometimes stay with jobs for non-work reasons.
Some factors that limit individuals’ willingness to leave the jobs are links between
themselves and others; compatibility or fit with the job/organization/ community; and
potential sacrifice, or what they would have to give up if they left the job.
I. Drivers of Retention
Those characteristics of the “stay or go” decision are personal and not entirely within the
control of an employer. However, there are factors related to those individual decisions
that an employer can control. Figure below shows those factors, and also indicates that
they are “drivers” of retention, or forces that an employer can manage to improve
retention.
Source : Human Resource Management, 12th ed by Mathis, Robert L. and Jackson, John
Cadet Application
Group work with 4 members per group
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Think of situations or observations why cadets leave the Academy. Propose specific
solutions or examples what the academy can do to limit number of cadets leaving the
academy or to decrease attrition rate. Among the 5 categories of drivers of retention, give
one specific example that applies to any activities that belong under each category. Please
be guided by the figure above.
Provide a solution or specific example of each category as follows:

1. characteristics of the employer
2. job design and work
3. career opportunities
4. rewards
5. employee relationships
II. Employee Absenteeism

Absenteeism is any failure to report for work as scheduled or to stay at work when
scheduled. The cause does not matter when counting someone absent. Absenteeism is
expensive. Being absent from work may seem like a small matter to an employee. But if a
manager needs 12 people in a unit to get the work done, and 4 of the 12 are absent most
of the time, the work of the unit will decrease some or additional workers will have to be
hired to provide results.
Though some absences are justified, many are of the “threeday weekend” or “mental
health days” variety. Many employees feel that such absences are acceptable. One study
suggested that companies spend 15% of their payrolls on absenteeism each year.
Most common reasons for unscheduled absences:
Source : Human Resource Management, 12th ed by Mathis, Robert and Jackson, John
A. Types of Absenteeism
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Employees can be absent from work for several reasons. Clearly, some absenteeism
is inevitable because illness, death in the family, and other personal reasons. Such
absences are unavoidable and understandable. Many employers have sick leave policies
that allow employees a certain number of paid days each year for those types of
involuntary absences.
However, much absenteeism is avoidable, or voluntary. Often, a relatively small number

of individuals are responsible for a disproportionate share of the total absenteeism in an
organization. One problem is that a number of employees see no real concern about being
absent or late to work because they feel that they are “entitled” to some absenteeism.
B. Controlling Absenteeism
Voluntary absenteeism is better controlled if managers understand its causes clearly.

Once they do, they can use a variety of approaches to reduce it. Organizational policies
on absenteeism should be stated clearly in an employee handbook and stressed by
supervisors and managers.
Approaches to control absenteeism fall into several categories:
Disciplinary approach: Many employers use a disciplinary approach. People

who are absent the first time receive an oral warning, and subsequent absences bring
written warnings, suspension, and finally dismissal.
Positive reinforcement: Positive reinforcement includes such methods as giving

employees cash, recognition, time off, or other rewards for meeting attendance standards.
Combination approach: A combination approach ideally rewards desired behaviors and

punishes undesired behaviors. This “carrot and stick” approach uses policies to punish
offenders and various programs and rewards to recognize employees with outstanding
attendance. (e.g. employees with perfect attendance receive incentives of travel and other
rewards)
“No fault” policy: With a “no fault” policy, the reasons for absences do not matter, and
the employees must manage their own attendance unless they abuse that freedom. Once
absenteeism exceeds normal limits, then disciplinary action up to and including
termination of employment can occur.
Paid-time-off (PTO) programs: Some employers have paid-time-off programs, in which

vacation time, holidays, and sick leave for each employee are combined into a PTO
account. Employees use days from their accounts at their discretion for illness, personal
time, or vacation. If employees run out of days in their accounts, they are not paid for any
additional days missed. PTO programs generally have reduced absenteeism, particularly
one-day absences, but they often increase overall time away from work because
employees use all of “their” time off by taking unused days as vacation days.
The disciplinary approach is the most widely used means for controlling absenteeism,
with most employers using policies and punitive practices.
III. Employee Turnover
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Some people contend that turnover and absenteeism are different reactions to the same
problems. That may be true— both can be classified as organizational withdrawal.
Absenteeism is temporary withdrawal and turnover is permanent withdrawal. Like
absenteeism, turnover is related to job satisfaction and organizational commitment.
Turnover is the process in which employees leave an organization and have to be

replaced.
A. Types of Employee Turnover
Turnover is classified in a number of ways. Each of the following classifications can be

used, and the various types are not mutually exclusive:
 Involuntary Turnover - employees are terminated for poor performance or work rule
violations
Involuntary turnover is triggered by organizational policies, work rules, and
performance standards that are not met by employees.
 Voluntary Turnover - employees leave by choice.

Voluntary turnover can be caused by many factors, including career opportunities,
pay, supervision, geography, and personal/family reasons. Voluntary turnover also
appears to increase with the size of the organization, most likely because larger firms
are less personal, are permeated by an “organizational bureaucracy,” and have more
employees who are inclined to move.
 Functional Turnover - lower-performing or disruptive employees leave

Not all turnovers are negative for organizations; on the contrary, some workforce
losses are desirable, especially if those who leave are lower-performing, less reliable
individuals, or disruptive co-workers
 Dysfunctional Turnover - key individuals and high performers leave at critical times
Unfortunately for organizations, dysfunctional turnover does occur. That happens
when key individuals leave, often at crucial work times. For example, an instructor
handling 5 sections left in the middle of the semester in order to take a better
opportunity at another firm in the city. Her departure caused other instructors to have
an overload of sections to handle until such time when replacement is available.
 Uncontrollable Turnover - employees leave for reasons outside the control of the
employer
Employees quit for many reasons that cannot be controlled by the organization.
These reasons include: (1) the employee moves out of the geographic
area, (2) the employee decides to stay home with young children or elder relatives,
(3) the employee’s spouse is transferred, and (4) the employee is a student
worker who graduates from college.
 Controllable Turnover - employees leave for reasons that could be influenced by the
employer.
Even though some turnover is inevitable, many employers today recognize that
reducing turnover is crucial. Therefore, they must address turnover that is
controllable. Organizations are better able to retain employees if they deal with the
concerns of employees that are leading to this type of turnover.
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Retaining employees is an important component to a healthy organization. Losing an

employee is called turnover. Turnover can be very expensive to an organization, which is
why it is important to develop retention plans to manage turnover.
Retaining employees is an important component to a healthy organization. Losing an

employee is called turnover. Turnover can be very expensive to an organization, which is
why it is important to develop retention plans to manage turnover.
Common Reasons for Employee Turnover
Source : Human Resource Management, Open University of Hongkong
Page 95
Workplace Safety, Health and Security
1) Recognize the OSH Law
2) Distinguish workplace safety, employee health and workplace security
3) Identify the top concerns for security in the workplace and what can be done to
make the workplace more secure
I. The Occupational Safety and Health Act (OSH Act)
Workplace safety is a concern for all companies, but especially in more dangerous
industries with higher death rates ranked as construction; transportation and warehousing;
agriculture, forestry, fishing, and hunting; professional and business services; and
manufacturing. Some accidents in the workplace are caused by human error. To help
protect employees, the Occupational Safety and Health Act (OSH Act) of 1970 requires
employers to pursue workplace safety.
Workplace safety deals with the physical protection of people from injury or illness while
on the job. Employers must meet all Occupational Safety and Health Administration
(OSHA) safety standards, maintain records of injuries and deaths due to workplace
accidents, and submit to on-site inspections when notified. Those who do not comply are
subject to citations and penalties, usually in the form of fines.
Workplace safety The physical protection of people from injury or illness while on the
job.
OSHA is the division within the Department of Labor that is charged with overseeing the
OSH Act. It was created to “assure safe and healthful working conditions for working
men and women by setting and enforcing standards and by providing training, outreach,
education and assistance.” OSHA has broad authority to investigate complaints and
impose citations and penalties on employers who violate the OSH Act.
Today, the HR department commonly has responsibility for ensuring the health and safety
of employees. HRM works closely with other departments and maintains health and
safety records along with managing safety training programs. As an HR manager, it will
be absolutely critical that you know the safety rules, be sure your employees know them,
and that you and other managers enforce them to prevent accidents.
In addition to many specific requirements in the act, the general duties clause in the OSH
Act that covers all employers states that each employer :
1. shall furnish a place of employment that is free from recognized hazards that are
causing or are likely to cause death or serious physical harm to employees;
2. shall comply with occupational safety and health standards and all rules, regulations,
and orders issued pursuant to this Act which are applicable to his own actions and
conduct.
The general duties clause also states that each employee has a duty to comply with
occupational safety standards, rules, and regulations.
II. Employee Health
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Meeting OSHA requirements is necessary, but there are many other aspects to
maintaining good employee health. Employee health is the state of physical and
psychological wellness in the workforce. We have to consider both physical and
psychological health in order to have a strong workforce. We need to provide our
employees with the ability to maintain both.
Employee health The state of physical and psychological wellness in the workforce
A. Work–Life Balance
In analyzing the needs of the workforce, work–life balance is high on the list of issues
facing both employers and employees. Thus, individual employees and their leaders are
seeking work–life balance.
Although more men are getting more involved in child care, and both men and women
say balancing work and family life difficulties deters them from seeking executive roles,
work–life balance is especially difficult for women because of gender family
responsibility inequity. Balance between work and home lives is sought but rarely
happens for long because of work–family conflict. This conflict is also linked with some
other bad consequences such as stress; absenteeism; burnout; and dissatisfaction with job,
family, and life—all of which can lead to excessive job turnover and the breakup of
families.
To help employees maintain a better work–life balance, the trend is for firms to offer
morework–family benefits, commonly called family-friendly practices. For example,
employers are offering flexible work schedules so that employees can start and end work
around the times that help them balance work and family, and they also allow their people
flexible time off to attend family activities such as parent–teacher meetings and sporting
events. Many more firms are offering child care and elder care at or near their place of
work than in the past, and they are providing the flexibility for their employees to select
this as a standard benefit, as on-site child-care relates to lower absenteeism. Family-
friendly practices also include individual and family counseling benefits to help improve
family life so that it doesn’t have a negative impact on work.
III. Workplace Security
Workplace security The management of personnel, equipment, and facilities in order to

protect them
Workplace security is the management of personnel, equipment, and facilities in order to

protect them. While workplace safety deals with the issue of minimizing occupational
illness and injury, workplace security covers topics such as violence in the workplace
(including bullying), bomb threats, management of natural and man-made disasters, risk
to company computer systems and intranets, and many other issues. Workplace security is
concerned with mitigating these risks to the organization and its members.
Page 97
Group yourselves with 4 members per group and answer

the requirement below.
Task required:
Workplace security, specifically the management of personnel, is
the major concern of all organizations. Identify the top concerns
for security in the academy today and what can be done to
mitigate lapses, if any, in order to make the workplace more
secure.
Human Security
Specific Objectives: At the end of the lesson, each cadet should be able to discuss seven
(7) areas of Human Security
The Human Development Report 1994 introduces a new concept of human security,
which equates security with people rather than territories, with development rather
than arms. It examines both the national and the global concerns of human security.
The report seeks to deal with these concerns through a new paradigm of sustainable
human development, capturing the potential peace dividend, a new form of development
co-operation and a restructured system of global institutions.
Increasing human security entails:

 Investing in human development, not in arms;
 Engaging policy makers to address the emerging peace dividend;
 Giving the United Nations a clear mandate to promote and sustain development;
 Enlarging the concept of development cooperation so that it includes all flows, not
just aid;
 Agreeing that 20 percent of national budgets and 20 percent of foreign aid be used
for human development; and
 Establishing an Economic Security Council.
Human Development and Human Security: How Do They Differ?

Human development and human security are interlinked but are by no means identical.
Human development is a broad concept, aiming at enlarging people’s choices and
freedoms. Human security is about assuring priority freedoms so that ‘people can
exercise choices safely and freely’ (HDR 1994) and can be confident that
the opportunities they have are protected.
The 1994 HDR highlighted two major components of human security: ‘freedom from
fear’ and ‘freedom from want’. The 1994 HDR was more specific, listing seven essential
dimensions of human security:
• Economic • Personal
• Food • Community
• Health • Political
• Environmental
Page 98
Some of the criteria associated with economic security include insured basic income and
employment, and access to such social safety net ( against poverty ).
Food security is simply access to basic nutrition and food supply.

e.g. hunger, famine, poor distribution and lack of purchasing power, physical and
economic access to basic food by all people at all times.
Health security is more complex, and covers many different issues such as access to safe
water, living in a safe environment, access to health services, access to safe and
affordable family planning and basic support during pregnancy and delivery, prevention
of HIV/AIDS and other diseases, and to have basic knowledge to live a healthy life.
e.g. Diseases and unhealthy lifestyle, malnutrition, epidemics, pandemics,
insufficient access to health services, clean water sanitation.
Environmental security is straight forward and cover such issues as prevention of water
pollution, prevention of air pollution, prevention from deforestation, irrigated land
conservation, prevention of natural hazards such as droughts, floods, cyclones,
earthquakes etc.
e.g. natural disasters, man-made threats in nature, environmental degradation,
resource depletion, land/water/air pollution, climate change, global warming.
Personal security may include physical violence from the state or external states, violent
individuals, substance/drug abuse, domestic abuse, predatory adults, gangs, traffic
accidents.
Community security on the other hand covers conservation of traditional and cultures,
languages and commonly held values. It also includes abolishment of ethnic
discrimination, prevention of ethnic conflicts, and protection of indigenous people.
e.g. Loss of traditional (family and good neighbor) relationships & values,
sectarian and ethnic violence, inter-ethnic strife, etc
Finally political security is concerned with protection of human rights and well-being of
all people. It also includes protection against people from state repression such as
freedom of press, freedom of speech, and freedom of voting. Abolishment of political
detention, imprisonment, systematic ill treatment, and disappearance are also covered
under political security.
Application of the human security approach within the United Nations system:
a. The right of people to live in freedom and dignity, free from poverty and despair. All
individuals, in particular vulnerable people, are entitled to freedom from fear and
freedom from want, with an equal opportunity to enjoy all their rights and fully develop
their human potential;
b. Human security calls for people-centred, comprehensive, context-specific and

prevention-oriented responses that strengthen the protection and empowerment of all
people and all communities;
c. Human security recognizes the interlinkages between peace, development and human
rights, and equally considers civil, political, economic, social and cultural rights;
d. The notion of human security is distinct from the responsibility to protect and its
implementation;
Page 99
e. Human security does not entail the threat or the use of force or coercive measures.
Human security does not replace State security;
f. Human security is based on national ownership. Since the political, economic, social
and cultural conditions for human security vary significantly across and within countries,
and at different points in time, human security strengthens national solutions which are
compatible with local realities;
Governments retain the primary role and responsibility for ensuring the survival,
livelihood and dignity of their citizens. The role of the international community is to
complement and provide the necessary support to Governments, upon their request, so as
to strengthen their capacity to respond to current and emerging threats.
Human security requires greater collaboration and partnership among Governments,

international and regional organizations and civil society;
Central to the approach is the idea that people have ‘the right to live in freedom and
dignity, free from poverty and despair... with an equal opportunity to enjoy all their rights
and fully develop their human potential.
Types of Human Insecurities and Possible Root Causes:
TYPE OF ROOT CAUSES

INSECURITY
Economic insecurity Persistent poverty, unemployment, lack of access to credit and
other economic opportunities
Food insecurity Hunger, famine, sudden rise in food prices
Health insecurity Epidemics, malnutrition, poor sanitation, lack of access to basic
health care
Environmental Environmental degradation, resource depletion, natural disasters
insecurity
Personal insecurity Physical violence in all its forms, human trafficking, child
labour
Community insecurity Inter-ethnic, religious and other identity-based tensions, crime,
terrorism
Political insecurity Political repression, human rights violations, lack of rule of law
and justice
Impact of threats and their interrelation on different components of human security
MANIFESTATION IMPACT ON GROUPS IMPACT ON THE STATE

OF A THREAT ON AND AND
HUMAN SECURITY COMMUNITIES NON-STATE
COMPONENTS INSTITUTIONS
Economic security Increased poverty Need to address the
Increased poverty, Growing unemployment growing number
growing unemployment, Increased migration in of people living in poverty,
decreased aggregate search of employment need to address rising
productivity migration to urban centres
Food security Growing food insecurity Increased number of people

Skyrocketing food Increased household in need of food assistance
Page 100
prices, loss of livestock, expenditures and nutrient supply

dwindling crop on food; Growing hunger Growing need to develop
production and malnutrition and the climate-sensitive
accompanying loss of agricultural practices
productivity
Health security Increasing diseases and Increasing disease burden,
Rise in infectious illnesses; Growing pandemics and the need to
diseases, lack of access malnutrition and the improve access to health
to basic health care, accompanying loss of care and to strengthen
growing malnutrition productivity health status overall
Environmental security Loss of livestock Regional and national

Climatic changes resulting Rising competition in security concerns and
in rising droughts, search for water and pasture consequences when
environmental degradation, Emergence of conflicts over pastoralists cross national
diminishing water sources land and water borders in competition over
and grazing land land and water
Personal security Cattle rustling turning Rising tensions and
Proliferation of small deadly Injuries and killings disengagement with the
arms and light weapons, of community members State make disarmament
growing violence sometimes due to misuse programmes urgent, along
of guns with measures to improve
the rule of law, good
governance and local
leadership
Community security Increased inter-ethnic Growing need to bridge
Inter-ethnic and conflicts and community tensions
intercommunity conflicts intercommunal distrust through peacebuilding
Breakdown of traditional Weakened traditional communal efforts,
pastoral governance management for the disarmament programmes,
structures prevention and resolution rule of law, good
of conflicts further governance and improved
exacerbating local leadership
tensions
The human security approach, however, is more than an exercise in joint programming. It
has five fundamental principles that differentiate it from simply working together. These
are:
a. People-centred
b. Comprehensive
c. Context-specific
d. Prevention-oriented
e. Protection and empowerment
First and foremost, the human security approach is people-centred. It considers the broad
range of conditions that threaten the survival, livelihood and dignity of people and their
communities, particularly those who are most vulnerable.
Second, the human security approach recognizes the complexity and interconnected
nature of the challenges that confront people and their aspirations to be free from want,
fear and indignity. By being comprehensive and by drawing together all the actors
necessary to respond to a challenge, the application of human security ensures coherence,
eliminates duplication and advances integrated solutions that result in more effective and
tangible improvements in the day-to-day life of people and their communities.
Page 101
There is no “one size fits all” in addressing today’s challenges. Recognizing that risks to
the human condition vary considerably within and across countries, and at different points
in time, the human security approach recognizes context-specific variances, including the
differing capacities of people, civil society and Governments, as well as the root causes
behind ongoing and future challenges.
The human security approach goes beyond quick responses and is prevention-oriented.
By drilling down to ascertain the real causes of challenges and by building solutions that
are in themselves sustainable and resilient, human security promotes the development of
early warning mechanisms that help to mitigate the impact of current threats and, where
possible, prevent the occurrence of future challenges.
Moreover, the human security approach recognizes that there are inherent responsibilities
within each and every society. Empowering people and their communities to articulate
and respond to their needs and those of others is crucial. Likewise, top-down norms,
processes and institutions, including the establishment of early warning mechanisms,
good governance, rule of law and social protection instruments are fundamental
characteristics of the human security approach. It brings measures into a framework that
can better address complex challenges to the human condition.
The five principles making up the human security approach are mutually reinforcing and
cannot be implemented as separate objectives. Human security involves recognizing the
strengths that accrue from true partnerships where different entities combine their
strengths to create synergies that can achieve far greater impact in addressing today’s
complex and multidimensional challenges.
In summary, Human Security :
 Challenged the traditional notion of National Security (as state security;

dominance of military security
 Focused on individual rather than state
 People-centered than state centered
 Concept emerged from Post-Cold War
 Involves participation of non-state actors (e.g. NGOs, local communities)
 Freedom from want (hunger, disease, illiteracy, disaster) and freedom from fear
(violent conflict, war, genocide, terrorism)
Relationship between State Security & Human Security :
 Without human security, traditional state security cannot be attained
HS NS St S
 Without traditional state security, human security cannot be attained
Development Security
Page 102
Human security is a people-centered approach which has gained considerable attention in

recent years. Because it is founded on the fundamental principle of the centrality of the
individual, it is a concept that is likely to stay permanently in the international dialogue.
How it is defined and applied is still a matter of discussion and growing experience. But
the struggle to find the proper means and ends is a natural process which will see many
successes and failures.
As the world becomes more conscious of its interconnectedness and as human beings
recognize their responsibilities to each other in the "global village", the concept of human
security is bound to find increasing application and wider adherence.
"Not until the creation and maintenance of decent conditions of

life for all people are recognized and accepted as a common
obligation of all people and all countries -- not until then shall
we, with a certain degree of justification, be able to speak of
humankind as civilized."
— Albert Einstein, 1945
Page 103
References:
Human Resource Management Textbooks

Jackson, John H. and Mathis, Robert L. Human Resource Management, 12th Edition.
Thompson South Western.
Luissier, Robert N.and Hendon, John R. Human Resource Management:

Functions,Applications, and Skill Development. 3rd ed. Sage
Human Resource Management. Open University of Hong Kong
Management Textbooks
Bateman, Thomas S. and Snell, Scott A.(2016). Management : Leading & Collaborating
in a Competitive World. McGraw-Hill/Irwin
Daft, Richard L.(2012). New Era of Management: Concepts and Applications, 2ed.
Cengage Learning Asia Pte. Ltd.
Dubrin, Andrew J. (2013). Fundamentals of Management. Cengage Learning Asia Pte

Ltd
Griffin, Ricky W. (2016). Fundamentals of Management, 8th ed. New York: Harper
Publisher
Robbins, Stephen P. and Coulter, Mary (2013). Management 11th ed. Pearson Education
South Asia Pte Ltd.
Schermerhorn, John R. (2013). Introduction to Management. John Wiley & Sons

Singapore Pte., Ltd.
Web-based References
"UNDP. 1994. Human Development Report 1994: New Dimensions of Human Security.
http://www.hdr.undp.org/en/content/human-development-report-1994."
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Human Resource and Security

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

The New Human Resource Management Process

Intended Learning Objective : Developed awareness on the importance of Human

Human resource management describes the wide variety of activities involved in

I. Why Study Human Resource Management Process?

Why is HRM Important?

a) As a significant source of competitive advantage

II. HRM Past and Present

HRM in the Past

In these organizations, the HR department was considered to be a cost center, a division

Present View of HRM

New HRM Challenges Today

The three biggest challenges according to HR executives:

The biggest challenges according to non-HR executives were very similar:

The HR competencies that will be the most critical:

III. Understanding HR’s Critical Factors

Critical Dependent Variables

2. Employee engagement—a combination of job satisfaction, ability, and a willingness to

3. Turnover—permanent loss of workers from the organization. When people quit, it is

4. Absenteeism—temporary absence of employees from the workplace

Human Resource Management Skills and Process

Intended Learning Objective : Developed awareness on the importance of Human

1) explain the importance of Human Resource Management Process.

Human Resource Management Process

Source: Management 11th ed, by Robbins, Stephen P. And Coutler, Mary

Human resource management (HRM) involves attracting, developing, and

The major responsibilities of the human resource management process include:

 Attracting a quality workforce, which involves human resource planning,

Human Resource Management Skills

C. Conceptual and Design Skills

Finally, organization-oriented proficiency competency is a mandatory HRM skill. Like

Conceptual and Design Skills

Other Relevant Skills Crucial to Human Resource Management

How would you handle this?

Cyberloafing, a term used to describe lost productivity as a result of an employee

Human Resource Management vs Personnel Management

Intended Learning Objective: Developed awareness on the importance of Human

1) explain the differences been HRM and personnel management

HRM vs Personnel Management

Examples of Differences between Personnel Management and HRM

Personnel Management Focus HRM Focus

Human resource strategy is an elaborate and systematic plan of action developed by a

1. Strategic partner. Partnership with the entire organization to ensure alignment of

According to Ulrich, implementation of this model must happen with an understanding of

HRM as a Strategic Component of the Organization

4. Understand how technology can be used.

Lifecycle Stages and HRM Strategy

Life Cycle Staffing Compensation Training and Employee

Plan and implement Implement tighter Implement Improve

Trends and Issues in HRM

1. Employee Engagement Improves Productivity

Remember that employee engagement is defined as a combination of job satisfaction,

2. HRM and Organizational Agility

How can HRM help the organization become agile?

ATTRACTING HUMAN RESOURCES

Human Resource Planning

Intended Learning Objective: Prescribe ways to attract a quality workforce

1) Define HR Planning and outline HR planning process

This level of planning requires knowledge of expansions or reductions in operations and

I. Human Resource Planning Responsibilities

Typical Division of HR Responsibilities: HR Planning

II. HR Planning Process

III. Scanning the External Environment