1

Republic of the Philippines

ZAMBOANGA PENINSULA POYTEXHNIC STATE UNIVERSITY
Region IX, Lim Blvd.,Zamboanga City
Tel. No. (062)-993-023

COLLEGE OF ENGINEERING AND TECHNOLOGY

(AACCUP Re- Accredited, Level III)

Vision: ZCSPC

LEARNING PLAN:

Course Content Learning Outcome Time Frame Methodology Assessment

Introduction to  Define Human
Human Resource Resource
Management HRM Management,
A. Definition its nature and
and scope of scope
Human  Synthesize
Resource historical
Management milestone in Week 1-2
human
resource
management
development
 Describe the
importance of
studying
human
resource
management

 Define
B. Equal employment
Employment discrimination
Opportunity and describe
EEO and the its various
law forms
 Cite various Week 3-4
discriminatory
HRM issues
that an impact
an
organization’s
HR practices
 Identify Equal
Employment
Opportunity
(EEO) laws in
the
Philippines
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Stage of the Employment  Comprehensively

cycle describe the pre-
hiring, hiring and
Pre –hiring and Post- post-hiring stages of
hiring the employment
cycle.
 Discuss
contemporary issues
in human resource Week 5
management and
 Enumerate and
explain the
traditional and new
areas of human
resource
management
The Pre-Hiring Stages:  Define human
Human Resource resource planning
Planning and Job Analysis and its relationship
to tragic planning Week 6-7
 Discuss the step-by-
step process of HR
A. Human resource planning
planning

 Define and describe

job analysis
 Identify and discuss
B. Job Analysis methods of
gathering job Week 8-9
analysis information
m
 Describe the
components of job
analysis
The Hiring Stage:  Define recruitment
Recruitment and describe and discuss
Employee Selection the different
A. Recruitment recruitment sources
and the
effectiveness of each
 Cite advantages and
disadvantages of
filling job opening
from internal and
external sources
 Discuss methods for Week 10-11
identifying qualified
internal and external
job candidates
 Describe the steps in
recruitment

B. Employee  Define employee

Selection selection and the
steps in the selection
process
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 Cite various Week 12-13

employment test
and their relevance
and usefulness to
employee selection
 Compare major type
of employment
interviews
 Discuss the Do’s and
Don’ts during
interview
 Cite the 5 bigger
mistakes candidates
make during job
interview
 Describe the criteria
for obtaining reliable
and valid
information about
job candidates
 Identify and discuss
the various
appropriate and
inappropriate
interview questions

The Post-Hiring Stage:

Training and  Cite the difference
Development, appraising between just cause
and managing and authorized
Performance cause of Termination Week 14
Level ,Compensation and  Describe Due
Benefits Employee and Process in the
Health Separation and context of
Termination termination of
employment
 Discuss and explain
A. Training and the provisions of the
Development Labor Code of the
Philippines Week 15
Termination of
Employment

B. Appraising and
Managing
Performance  Define and discuss
performance
appraisal and its
purpose
 Describe the basic
considerations in
creating
performance criteria
 List ,describe and
compare the various
performance
appraisal method Week 16
 Compare and
describe the positive
and negative points
of the appraisal
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methods
 Differentiate and
discuss the various
performance
evaluation errors;
and
 Summarize the
positive and negative
points of various
appraisal methods

C. Compensation
and Benefits

 Define
compensation and
benefits
 Differentiate
incentive programs
comparable worth
and benefits
program
 Describe, discuss and
explain the laws on
wages and working
D. Promoting hours in the
Employee Safety Philippines
and Health  Demonstrate how to
compute overtime
pav,

 Define and
differentiate safety
and health
 Identify causes of
work-related
accidents and
injuries in the work
place
 Describe discuss and
explain the legal
provisions of safety
E. Separation and and health in the
Termination of areas of medical,
Employee dental and
occupational safety
and health

 Cite the difference

between causes and
authorized causes of
termination
 Describe due process
in the context of
termination of
employment
 Discuss and explain
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the provisions of the

Labor Code of the
Philippines on
termination of
Employment and
retirement from
Service

GENERAL REFERENCES

COURSE POLICIES

COURSE REQUIREMENTS : 1. Read all courses readings and answer the pre assessment quizzes self
assessment activities and reflection questions
2. Answer the print-based discussion activities
3. Submit four assignments and two graded quizzes for midterms and finals
4. Submit the final project (portfolio)
5. Do the midterm and finals

GRADING SYSTEM : Submission of Portfolio 50

Learning Outcome validation 20
Summative Assessment 30
Total 100%
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MODULE 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

UNIT 1

TITLE: DEFINITION AND SCOPE OF HUMAN RESOURCE MANAGEMENT

INTENDED LEARNING OUTCOMES

After studying this module you are expected to :

 Define Human Resource Management, its nature and scope

 Synthesize historical milestones in human resources management Development
 Describe the importance of studying human resources management

INTRODUCTION

Human Resource Management of HRM is the organizational function of managing and handling one of the most
valuable assets of the organization its employees. It tackles various undertakings performed by a business firm to make
certain that workers are handled and managed as human beings worthy of respect and compassion throughout their
employment life (i,e., from entry to separation) HRM is composed of human resource (HR) Practices that aid the firm in
leading its people successfully and reasonably throughout their journey during the three stages of the employment
cycle: the pre-hiring, hiring and post-hiring :

ACTIVITY

Interview and entrepreneur and ask his opinion about the importance of studying and understanding Human
Resource Management to the success of his business. Document the entrepreneur response and submit your findings
through written report. Use blue ink pen.

ANAYSIS

1. What do you think is the most significant role that human resource managers play?

2. Why is the study of human resource management important even to non- HR people ?
Discuss comprehensively.
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ABSTRACTION

In the pre-hiring stage organizations determining the right number and type of people needed to up positions in
the organization along with their required qualifications. It includes activities performed prior to hiring, such as human
resource planning and job analysis. In the three stage companies establish policies that will help manager fulfil the
stating needs of the company. Eventually leading to recruiting and selecting In the post- hiring stage companies carry out
certain HRM practices and other productivity programs that enhance employees performance level such as training and
development performance appraisal , compensation and benefits administration, employee health and safety and
separation .

Frederick Taylor introduced people management through his book “ THE SHOP MANAGEMENT” which featured the
proper selection and training of employees in a scientific way. Later he pioneered the study of scientific management
and eventually became known as the father of scientific management, his work played a very important role in the
advancement of the people function in the early 1900s. He also addressed critical issues on the incentives that
encouraged the compensation of the workers for meeting and surpassing performance criteria. These events laid the
basic foundation for late HRM development. Table 1 on the next page identifies the significant breakthroughs in HRM
development.

HRM Historical Background

YEAR EVENTS
1890 – 1910 Frederick Taylor introduced a management approach known as scientific
management that focuses on their capabilities. This system provides that
workers will be paid additional compensation when they exceeded the standard
level of output for a given job, with the aim of motivating them.
1910-1930 Most companies started to develop departmental units focused on maintaining
the well- being of employees. The field industrial psychology together with the
beginning of world war I, led to the development of employment test and
selection techniques.
1930-1945 During this period, the Hawthorne studies started to have tremendous effect on
management studies and principles such as that much attention was given to the
personal and social interactions in the work-place that affect and influence
worker productivity and level of performance.
1945-1965 This period marked the birth of the union membership that gave considerable
importance to employee-employer relationships. It was also during this period
that pay and benefits programs slid in a very notable value as organized unions
bargained for paid work leaves health and welfare coverage.

1965-1985 The Civil Rights Act of 19u64 reach its highest point, when prohibited
discriminatory practices based on an individual age, sex, color, religious,
affiliation, race and physical or mental disabilities. Employers were advised to
adhered equal employment opportunity provisions and take affirmative steps to
avoid workplace discrimination.
1985- Present Diverse Labor code force, globalization and Strategic HRM functions were three
pressing concerns during this period. Employers, primary aim is to effectively
cope with the intense demands and effects of change competition and job
efficiency.
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As Taylor was starting with his concept about scientific management other proponents were also employing related
principles of psychology in recruiting, selecting, training and developing workers. The growth of the field of industrial
psychology and its utilization in the work place came to realization during the World War I as preliminary technical and
job related test were used to appoint military hires to the right tasks.

The Hawthorne studies were a series of studies done between 1920s and 1930. This period sparked an increased in the
importance of the social and psychological relationship the workplace. Evaluations of the studies led researchers to
believe that ‘human relationship’ greatly influence workers ‘level’ of satisfaction and productivity.

IMPORTANCE OF STUDYING HUMAN RESOURCE MANAGEMENT

ENTREPRENUER

The qualities that marked an entrepreneur are numerous. Motivation and persistence are wrong them. However
just an being an entrepreneur has it rewards, it also has its demand. Entrepreneur have to meet a lot of challenges in
handling and managing their workers , especially in training , designing a compensation structure or building a friendly
company culture. Thus, the study of human resource management will give these enterprising individuals useful insights
and through understanding of an employment cycle, and a border idea about various human resource practices in order
to meet present and future challenges head on.

EMPLOYEES

It is important to know that people will always be one of the company valuable assets, hence it’s essential for the
employees to understand HR management so they may gain a better understanding of their rights and privileges as
thinking, feeling and doing individuals in an organization.

SUPERVISONS AND LEADERS

Human resource management involve designing various productivity improvement programs that could provide
learning and enhancement, in the quality of life and level of performance of employees, hence a good boss should
always bear in mind that every HR decision they make and policies they formulate should be anchored to what the job
requires and not on certain biases. Thus studying HR management can provide supervisions and leaders a competitive
edge especially in the aspect of recruitment.

BEST FEATURES OF HUMAN RESOURCE MANAGEMENT

Human resource management is a continuing process of managing people and their activities at work while squeezing
out the best potential from them so they become productive individuals. It has the following features.
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PERSONNEL MANAGEMENT (PM) HUMAN RESOURCE MANAGEMENT (HRM)

Personnel refer to the people managing the organization.
Managing the organization. Managing referred to as
personnel management.
PM is conventional and concentrates on supervisory
administration of people.
PM is a separate purpose with separate sub-function
HRM is the effective supervision and management of
employee’s capabilities and other attributes.
HRM is a non-stop function directed at developing the
knowledge and skills of the employee’s
HRM is an indispensible part of the entire organization

PM is seen as a supplementary activity
PM reacts to adverse situation as they arise
PM takes complete authority in people management
PM has a limited range as it only focuses on administration
of people
HRM anticipates and effectively handles adverse situation
even before they arise
HRM sees the organization as one that embodies a
dynamic personality
HRM sees to it that both personal and professional needs
of employee’s are addressed correctly in order to achieve
work-life balanced.
Motivational activities and team-building activities are top
priorities for HRM.

PM is particularly involved with recruitment selection, and In HRM, a fulfilling job is the antecedent and job
administration of the workforce. satisfaction is the outcome.

Primarily stimuli in PM are monetary and non-monetary In HRM there is a great relationship between productivity
rewards and satisfaction and social well-being.

In PM a high level of contentment means better HRM considers people as valuable assets.
performance

PM regards employee’s as tools for the organization to
make more profit
PM treats employee’s as commodities that can bought in
exchange for money
PM treats people as an expense, thus employers have the
power to manage the cost
HRM regards employers as an exchanged contributor to
the organization wellness and thus acknowledge their
contribution through growth and advancement
opportunities.
HRM sees to it there is a constant healthy relationship
between the organizations and its employee’s which
extends to the family members of the employees
Encouraging all forms of communication is the driving
force in HRM.

Differences between Human Resource Management (HRM) and Human Resource Development (HRD)

HUMAN RESOURCE MANAGEMENT

1. HRM focuses on enhancement of employees, potential from a long-term perspective.

2. HRM gives attention to the effective utilization of employees and their capabilities.
3. HRM takes decisions of HRD plans
4. HRM at its centred has HRD.
5. HRM attends to every employee demand resulting in increased satisfaction and productivity.

HUMAN RESOURCE DEVELOPMENT

1. HRD is concerned with enhancing the capabilities of employees that will result in positive behaviour.
2. HRD sees to it that there is continuing opportunities for growth and development
3. HRD depends on the decisions of HRM,
4. The goal of HRD anchored to the that of HRM which boils which boils down the benefit of the workers
5. HRD promotes up calling of skills and knowledge resulting in outstanding performance
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APPLICATION
1. Interview a resource manager at a local company and ask about their best human resource
management practices.

2. Interview an entrepreneur and ask his opinion about the importance of studying and understanding
Human Resource Management to the success of his or her business. Document the entrepreneur’s
responses
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MODULE 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

UNIT 2
EQUAL EMPLOYMENT OPPORTUNITY

INTENDED LEARNING OUTCOMES

After studying this module, you are expected to:

 Define employment discrimination and describe its various forms.

 Cite various discriminatory HRM issues that impact an organizations HR practices.
 Identify Equal Employment Opportunity (EEO) laws in the Philippines:
 And identify and discuss the various Equal Employment Opportunity (EEO) laws in the
Philippines.

INTRODUCTION

Legal issues pervade almost all aspects of employment from the recruitment and selection of applicants to their
separation from employment. Several HRM laws tackle a variety of legal issues. Some may be related to specific
employment practices while others cover extensive HR concerns such as employment discrimination in the areas of age,
sex, race and other factors. However, the topic of discrimination is so pervasive and the interpretation of anti-
discrimination law is so complex that we must have to study ‘’basic’’

ACTIVITY

Read the case study and answer the guide questions on the analysis selection

A ‘Bad Hair Day ’or religious custom ?

Situation: vision electronics strive to be a customer friendly organization. Management has continually emphasized to
employees the need to be pleasing in attitude and conservative in all manners of language, appearance and dress. Vision
electronics has a well- published dress code, which states in part that employees working directly with customers can
only wear headwear officially approved by the company ‘ Nadia El- Saher is employed by vision electronics and has
worked two months as a customer service adviser with direct customer contact. Nadia is a Muslim and stated that her
religious custom requires that she cover her head. She asked that she be allowed to wear a scarf in order to comply with
her religious her religious requirements. When asked specifically what the rule is on wearing a scarf she responded, “
You are supposed to keep your head covered all the time” since her employment, Nadia has worn a scarf only
occasionally, in the past two weeks her supervisor has observed her wearing a scarf only four times. Her supervisor
comments that the scarf is more of a bad-hair day-scarf when asked why she doesn’t wear a scarf on a daily basis, she
replied that someday “she just doesn’t consequently, Nadia has been told that she cannot wear the requested head
covering. She has challenged management’s position, claiming that her religious custom must be accommodated.

ANALYSIS

1. If you had to describe this case for the EEOC, how would you settle the charge? What is the basis of your
decision?

2. Should vision electronics be required to accommodate Nadia’s request? Explain?

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3. Does the fact that Nadia wears a scarf only occasionally affect your decision?

4. Should management be allowed to ask Nadia when she must keep her head covered and what is permissible
headwear?

ABSTRACTION
Employment discrimination is the unjust or prejudicial treatment of different categories of people or thing
specifically on the basis of their age, race, gender, and religious beliefs during recruitment, firms should be
cautions not to infringe anti-discrimination laws. The goal of this laws is to make certain that an individual who
seeks employment is equal to chances to vie for it. These situations are clear-cut but many other are not. For
example, is it discriminatory to refuse to hire women in a job that requires carrying objects that weight of more
than 50 kilograms? Uncertainties over whether there is discrimination may be avoided by applying the concept
of “bona fide occupational requirements “ which means that the company must be able to prove that the
requirement is indeed essential. If a fitness centre wants to hire only women to supervise its women locker
room and sauna, it can do so without being discriminatory because it establish a bona fide occupational
requirement.
However, even after referring to bona fide occupational requirements, other uncertainties remain. Consider
these three cases: would an advertising agency be discriminating if it advertise for male model about 60 years
old for an advertisement that is to appeal to older men? would a business firm be discriminating if it refused to
hire someone as a receptionist because the applicant is overweight? Would a bank be discriminating because it
refused to hire applicant whom the human resource manager believes would net fit in because of the persons
appearance?

Two Categories of people protected by equal opportunity (EE) laws

PROTECTED CLASSIFICATION- categories or people who are lawfully protected against employment discrimination
based on their age,gender,skin color, ethnicity physical or mental disability.

PROTECTED GROUPS- sub categories or people within each protected classification. EX: white, black,and brown are
protected group under the protected classification

To determine non compliance or violation or EEO law a person should know how:

Intentional Discrimination or Disparate treatment- Is a kind of an unlawful discrimination wherein the employer makes
a gesture that intentionally treats an individual.

Unintentional Discrimination or Disparate Impact- An indirect type of discrimination whereby a policy or standards that
is work related gives unequal chances to individual differently on the basis or some form of criteria.

EQUAL EMPLOYMENT OPPORTUNITY VS AFFIRMATIVE ACTION

Every employment opportunity seeks to guarantee that anyone, despite his age, color disability, sex, religion, national
origin or race has an equal chance of employment based on his or her qualification inventory .Affirmative Action goes
beyond equal employment opportunity by compelling employers to take certain steps to provide those in the protected
group fair chances for employment. This done to eliminate the adverse effects of past discriminatory practices on the
current workplace practices in terms of recruitment and selection.
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EQUAL EMPLOYMENT OPPORTUNITY LEGISLATION –IN THE PHILIPPINES

REPUBLIC ACT NO . 7277- AN ACT PROVIDES FOR THE REHABILITATION, SELF DEVELOPMENY AND SELF- RELIANCE OF
DISABLED PERSONS AND THEIR INTEGRATION INTO THE MAINSTREAM OF THE SOCIETY AND FOR THE PURPOSES.

TITLE 11

RIGHTS AND PRIVILEGES OF DISABLED PERSONS

CHAPTER 1

EMPLOYMENT

Disabled persons are those suffering from restrictions or different abilities as a results of a mental and physical or
sensory impairment, which render them unable to perform an activity in the manner or within the range considered
normal for a human being.

SECTION 5.Equal Opportunity for Employment. - No disabled person shall be denied access to opportunities for suitable
employment. A qualified disabled employee shall be subject to the same terms and conditions of employment and the
same compensation, privileges, benefits, fringe benefits, incentives or allowances as a qualified able bodied person.

Five percent (5%) of all casual, emergency and contractual positions in the Departments of Social Welfare and
Development; Health; Education, Culture and Sports; and other government agencies, offices or corporations engaged in
social development shall be reserved for disabled persons.

SECTION 6.Sheltered Employment. - If suitable employment for disabled persons cannot be found through open
employment as provided in the immediately preceding Section, the State shall endeavor to provide it by means of
sheltered employment. In the placement of disabled persons in sheltered employment, it shall accord due regard to the
individual qualities, vocational goals and inclinations to ensure a good working atmosphere and efficient production.

SECTION 7.Apprenticeship. - Subject to the provisions of the Labor Code as amended, disabled persons shall be eligible
as apprentices or learners: Provided, That their handicap is not much as to effectively impede the performance of job
operations in the particular occupation for which they are hired: Provided, further, That after the lapse of the period of
apprenticeship if found satisfactory in the job performance, they shall be eligible for employment.

SECTION 8.Incentives for Employers. -

(a) To encourage the active participation of the private sector in promoting the welfare of disabled persons and to
ensure gainful employment for qualified disabled persons, adequate incentives shall be provided to private
entities which employ disabled persons.
(b) Private entities that employ disabled persons who meet the required skills or qualifications, either as regular
employee, apprentice or learner, shall be entitled to an additional deduction, from their gross income,
equivalent to twenty-five percent (25%) of the total amount paid as salaries and wages to disabled persons:
Provided, however, That such entities present proof as certified by the Department of Labor and Employment
that disabled persons are under their employ. Provided, further, That the disabled employee is accredited with
the Department of Labor and Employment and the Department of Health as to his disability, skills and
qualifications.
(c) Private entities that improve or modify their physical facilities in order to provide reasonable accommodation for
disabled persons shall also be entitled to an additional deduction from their net taxable income, equivalent to
fifty percent (50%) of the direct costs of the improvements or modifications. This section, however, does not
apply to improvements or modifications of facilities required under Batas Pambansa Bilang 344.( Chan Robles
virtual law library)

SECTION 9.Vocational Rehabilitation. - Consistent with the principle of equal opportunity for disabled workers and
workers in general, the State shall take appropriate vocational rehabilitation measures that shall serve to develop the
skills and potentials of disabled persons and enable them to compete favorably for available productive and
remunerative employment opportunities in the labor market.

The State shall also take measures to ensure the provision of vocational rehabilitation and livelihood services for
disabled persons in the rural areas. In addition, it shall promote cooperation and coordination between the government
and nongovernmental organizations and other private entities engaged in vocational rehabilitation activities final
resources.
14

The Department of Social Welfare and Development shall design and implement training programs that will provide
disabled persons with vocational skills to enable them to engage in livelihood activities or obtain gainful employment.
The Department of Labor and Employment shall likewise design and conduct training programs geared towards
providing disabled persons with skills for livelihood.

SECTION 10.Vocational Guidance and Counseling. - The Department of Social Welfare and Development shall implement
measures providing and evaluating vocational guidance and counseling to enable disabled persons to secure, retain and
advance in employment. It shall ensure the availability and training of counselors and other suitably qualified staff
responsible for the vocational guidance and counseling of disabled persons.

SECTION 11.Implementing Rules and Regulations. - The Department of Labor and Employment shall in coordination with
the Department of Social Welfare and Development (DSWD) and National Council for the Welfare of Disabled Persons
(NCWDP) shall promulgate the rules and regulations necessary to implement the provisions under this Chapter.

Anti-Sexual Harassment Act. 1995 (Philippines)

All forms of Sexual harassment in employment, education or training environment are declared unlawful (Sec 2.) Sec 3.
defines sexual harassment as a request for sexual favor accepted or not from employer, manager, teacher, instructor,
coach, or other person’s who have authority, influence or moral ascendency over another sexual harassment is
committed when such a favor is demanded in return for employment or promotion if the refusal to grant such a favor
results in the impairment of an employee rights. Privileges or employment opportunities

Any person who include another to commit or who cooperates in the commission of sexual harassment
Is also held liable . The employer or the head of the office has the duty to prevent and deter the commission of sexual
harassment and to provide procedures for the investigation, resolution, settlement or prosecution of acts of sexual
harassment, notably through the creation of committee on decorum and Investigation (section 4) this does not bar
prosecutions in proper courts. The liability of the employer head of office, educational of training institute ons arises
when upon being informed of acts of sexual harassment no immediate action is taken.
The two types of sexual Harassment
The first Quid pro quo sexual harassment, happens when a manager demand sexual intimacy from a subordinate or a
possible hire in exchange for employment. a manager or supervisor who has the power to employ or terminate can carry
but quid pro quo sexual harassment and that behavior is completely illegal .
The second type,Hostile environment Can take place when unsolicited criticisms and actions interfere whit the
employees performance and well being or has created a disrespectful or insulting work environment fot the harassed
employee other than the employee who is the target of harassment are also considered victims and may likewise view
the workplace as very unfriendly which could negatively impact their productivity thus,vulgar words,nude
pictures,swearing and other offensive statement constitute a hustle environment.

Wage Rationalization Act,1989-Philippines

The question of wages in the Philippines is regulated by this Act. It aims to promotes the objective appraisal of jobs on
the basic of the work to be performed and the cooperation of the employers and workers organizations concerned. It
spells out the manner for the determining the rates of remuneration. This is limited to the determination of minimum
wage rates for workers in general regardless of sex. Collective bargaining Is to be promoted by the state as the primary
mode of setting wages and other terms and conditions of employment (section 2)

Women in development and nation Building Act ,1992-Philippines

The intent of the Act is to promote the integration of women as full and equal partners with men in development and
nation building. The state must ensure fundamental equality before the law and provide women with rights and
opportunities equal to that of men. Gender biases must be removed and a substantial part of foreign assistance tends
are utilized to support programs and activities for womenWomen in development and nation Building Act ,1992-
Philippines The intent of the Act is to promote the integration of women as full and equal partners with men in
development and nation building. The state must ensure fundamental equality before the law and provide women with
rights and opportunities equal to that of men. Gender biases must be removed and a substantial part of foreign
assistance tends are utilized to support programs and activities for women. The National Economic and Development
Authority is given the primary responsibility for carrying out the goals of the Act (section 3 and 4)
15

LABOR CODE OF THE PHILIPPINES 1974

The labor code of the Philippines, which has been amended several times since 1974. Prohibits women’s night work
(art.130) which some exceptions (art .131) according art 12, the secretary of labor must establish standard that will
ensure the safety and health of women employees . Notably in relation to seats, separate toilet rooms and lavatories ,
nurseries, minimum age , and other standards for retirement

Art.135 strengthens the prohibition of discrimination against women with respect to terms and condition of
employment. It defines discrimination as playing lower compensation to a women for work of equal value and favoring a
male employee with respect to promotion, training opportunities ,and study or scholarship grants.

In addition to penalties provided under the code ( willful violations of art. 135 entall criminal ability ), the aggrieved
employee may file an entirely separate claim for monetary damages and affirmative relief. An amendment to art.135 of
the labor code was propost in august 1999 in order to improve its conformity with ILO convention no 100 Art 136.
Among acts of discrimination paragraph (a) reads as follows “payment lesser Compensation including wage, salary, or
other form of remuneration and fringe benefits a female employee as a against male employee for work of equal value
whether the work or task are the same of a different nature.”

Art 136. states that it is unlawful for an employer to require, as a condition of employment or continuation of
employment, that the women employee not marry, or to stipulate expressly or tacitly that upon getting marrried a
woman employee shall be deemed to have resigned or separated , or to actually dismiss, discharge discriminate against
or otherwise prejudice a woman employee merely by reason of her marriage .

According to art.137 it is prohibited to discharge a woman on account of her pregnancy , of while on leave or in
confinement due her pregnancy. It is also prohibited to discharge or refuse the admission of a woman upon returning to
her work for fear that she may again be pregnant.

Under republic act no. 7655 ( act increasing the minimum wage of house helper ), house helper who ate receiving atleast
one thousand (p1000) must be covered by the social security system (SSS) and are entitled to all the benefits provided
thereunder.

Finally , book for title of the code deals with medical , dental , and occupational safety. Every employee regardless of
gender considerations, are covered in the same way by the state insurance fund.

Sexual cases in the workplace are common within the organization. Sensual fondness has been part of the social
interaction, among and between employees such that certain kind of feelings envolve in that e process .sadly, this
interactions are often displeasing and unwanted as evidenced by several reported cases of sexual harassment.

APPLICATION

1. Suppose you are an HR manager. You were requested by the company CEO to write a policy manual on
sexual harassment. What provisions will you include? How should they be executed?
2. Identify and comprehensively describe the primary discrimination laws in the Philippines
16

MODULE 2: STAGES OF THE EMPLOYMENT CYCLE

UNIT 3

PRE- HIRING, HIRING AND POST- HIRING

INTENDED LEARNING OUTCOMES

After Studying this Module, you are expected to:

 Comprehensively describe the pre-hiring, hiring, post-hiring Stages of the

employment cycle
 Discuss contemporary issues in human resource management and
 Enumerate and explain the traditional and new areas of human resource
management

INTRODUCTION

Similar to people who follow a course known as the life cycle- birth, childhood, adolescents, adulthood, late -life and
death. The employment relationship follows a similar course beginning with recruitment then to selection, induction,
training and finally termination. For each individual employee the cycle accounts for the different stages in their chosen
career; and for the organization, the cycle is repeated as employees join, move through and leave.

ACTIVITY

Read the case study and answer the guide questions on the analysis section.

“ AN ETHICAL DILEMMA”

Sharon was a clerk in the accounting Department. She and her boss, Jim started dating, because he was her supervisor,
they agreed not to tell anyone. Eventually the relationship ended. Jim felt uncomfortable working with Sharon so he had
to transfer to another department despite her objections.

ANALYSIS

1. Did Jim do the right thing? Why or why not? Defend your answer

ABSTRACTION

The stage includes two important HRM practices, namely human resources Human resource planning helps manager
identify the right number and type of people they need to successfully execute their overall plan within a predetermined
period of time his is done to make sure that there is match between the qualifications of potential hires and the
requirements of the job avoid workforce shortage or surplus. Suppose that a company's HHR plan estimates that 10
additional information technology experts will be needed by next year. Normally the firm will hire new information
technology graduates to fill the need .since these experts are in high demand, the firm will then decide to start its
recruitment at start of the academic year.

THE HIRING STAGE

This comprises recruitment and selection practices. It deals with policies and procedures used by organizations to fill an
open position due to resignation, retirement, job, abandonment, promotion or transfer. Recruitment serves as a tool to
17

locate and entire job seekers who are eligible for the job. Recruitment sources could be internal or external. Selection is
choosing the best and the most qualified candidate from the pool of applicants, selection to be effective should abide by
legal laws and should tight full match employees skills with the job requirements.

THE POST HRING STAGE

The aim of this stage is to implement HRM practices that will improve and sustain employee work performance level.
This includes training and development, appraisal and managing, performance, compensation and benefits employee
safety and health and separation.

Training and development are both learning experiences designed to enhance workers capabilities. Training provides
employees the opportunity to learn and acquired additional skills and abilities intended for the betterment of what they
are currently doing. Development on the other hand, is more extensive because it prepares employees for a possible
upward step to the corporate ladder via intensive management development programs that will squeeze their potential
and skill levels, thus improving the overall organizational performance. For a training needs of its employees through a
training needs assessment instrument, then creating an appropriate instructional design and training method that will
fulfill, trainees needs of its employees through a training needs assessment instrument then creating an appropriate
instructional design and training method that will fulfill, trainees needs. Once the training and development program has
been delivered, the firm should conduct an evaluation and follow up the results to make sure that workers brought “
back to the floor” what they learned from the training session.

Appraising and managing performance involve assessing employees past and present performance level relative to
certain performance conforms or deviates from organizational standards. Employees whose performance corresponds
to prevailing standards should be encourage to continue with the appropriate behavior, while those whose performance
deviates from the standards should be accorded with the proper corrective measures in a respectful and motivating
manner. Providing feedback on performance evaluation results should be communicated immediately to the concerned
employees so he or she will know his or her strong and weak points and make necessary adjustment toward overall
organizational improvement and success.

Compensation consist of the pay and benefits received employees from their employers in return for their services pay
comes in the form either a wage of salary .benefits on the other hand ,could be either monetary and non- monetary
form of compensation granted to employees over and above their pay. Benefits are classified as those mandated by the
law and those coming from the generosity of the company. The goal of the compensation scheme is to motivated and
retain the most qualified and competent workers before they are taken away by the competition.

Enforcing safety and health measures is not only the responsibility of the human resource department, but that of the
entire workforce as well. It is given fact that a staggering number of workplace accidents and injuries are common and
avoidable within a organization, thus to protect the organization and its employees from danger and illness, a company
through the initiatives of its human resource management office should create and strictly impose health and safety
policies to guarantee that every employee is aware of his or her responsibilities in preventing (if not totally eliminating )
and fostering a safe and healthy work environment.

Terminating an employee in the Philippines is a sensitive and serious personnel issue. It can be complicated process
especially after the employee gains a regular permanent employment status the Philippine constitution say no
involuntary servitude in any form shall exist except as punishment for a crime whereof the party shall have been duly
convicted (Philippines labor code).

CURRENT TRENDS IN HUMAN RESOURCE MANAGEMENT

Human resources Management is not just about recruitment, selection and compensation situations and other
consequences outside the control of an organization could have widespread influence an various HRM practices. Take
into account for example same effect and negative effects of anti-discrimination laws of company recruitment and
selection practices. Prior to the passage of legislative laws and companies to the court. Therefore it is expected that they
should abide by what is legally mandated legislative bodies. This clearly implies that companies should set a sound and
objective selection standards and method that will accurately measure individual qualifications.
18

Here are some factors that may have greater influence in HRM practices

An increasing workplace cultural diversity

- this happens once a company employs workers with different backgrounds

An emphasis on work and family issues

- several firms are responding to the needs of families by providing managed care programs ,flexible time and
telecommuting.

The tremendous growth of part time and temporary employees

- the use of contingent workers is now expanding rapidly. It has extended between industries from manufacturing to
services and other occupations.
The dynamic upgrading of technology
- technological advancement can have an enormous influence on HR practices. It allows the company to improve its
internal operations and core competencies. In the present time each part of HR is affected by the power of technologies
that further improved people management and workers competencies. Thus it's essential for an HR person to up-to-date
with technological developments that greatly impact the type of people who managed business. This development will
help identify and involve the right kind of employees that provide better competitive advantage to any industry.

HR: GENERALIST VS. SPECIALIST

Anybody who aspires to join the field of HRM may opt to either be a generalist or specialist. An HR generalist job is
commonly found in small or medium-sized organizations. They perform all HRM activities such as human resources
planning, preparation of job analysis including job description and specification, recruitment and selection among
others. However because of their overwhelming responsibilities most HRM generalist are compelled to hire external
consultants to help them with their many functions. For instance, the organization may be hired the service of a
consultant to design its performance appraisal tool or its compensation package. On the other hand and HR specialist
job is more focused on a specific HRM task. This is especially true in larger companies. For example an individual may
assume the task of training and development specialist or a recruitment officer, a payroll head or a job analyst.

The human resources department of the 21st century will prefer specialization over a generalized and typical one - size-
fits all approach to the people management means that the task and accountability that fall into the platter of the
human resource director and his or her team will now be dispersed over a functional group of individuals. Nonetheless
regardless of the designation or specialization, HR managers will forever serve as an essential bond between employees
and employers.

The human and new specialty areas in HRM are depicted in Table 3 below:

Table 3 HRM traditional and new specialty Areas

TRADITIONAL SPECIALTY AREAS NEW SPECIALTY AREAS

Prepares training needs
assessment creates
Training and Dev’t instructional Programs
Validates, Implement
And evaluates the training
Programs and assess results
Developments and
work and family life Implements family and program
work life balance such
as flexible time , compressed
work week, child care
and other programs that
promote work and family
life.
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ANALYSIS

1. In formulating strategies, which method wills you the qualifications on the quantitative? Explain your answer

ABSTRACTION

HUMAN RESOURCE PLANNING (HRP) AND STRATEGIC PLANNING

Human resource planning is also defined as an HR undertaking that ascertained the company present and subsequent
HR needs. It serves as a link between human resources Management and the entire strategic plan of the organization.
Strategic and accessing their effects on the internal and external environment of the firm . The main objective of this
relationship is to make sure that Human resource management activities are taken into consideration prior to
formulating the corporate plan. The list on the next page shows there activities that serve as the link between human
resource planning and the company 's strategic plan.

CORPRATE STARTEGIC PLAN

* know the purpose of your existence

* specify long term goals
* define your values and principles
* opportunities and threats environmental scanning
* industry competitors analysis
* strength and weaknesses
* forecasts demand for employees
*resources people, process, system
* competitive Strategy
* action plan
* Strategy alignment
* design, structure and system
* allocate resources
* leadership communications change
*Assembly goals
* Alignment of strategies goals

HUMAN RESOURCE PLANNING

* formulate management philosophy

* create healthy company culture
* Outline code if conduct
* demographic trends
* Outside supply of labor
* competitor benchmarking
* personality and competencies
* predict HR demands
* predict HR availability and suitability
* effectiveness and efficiency
* productivity improvement programs
* External fit
* analyze demand and supply gab
* Termination and separation
* enhancement program
* measure effectiveness of initiatives
* keeping track of activities
20

Companies do not take off by themselves. Practically every strategic planning decision has to take into consideration the
people issues related to it. In other words since the company has formulated its strategies top-level management should
make decisions as to number and type of people who will implement the strategy obviously then, strategic planning and
human resource planning jointly sets objectives in relation to the firms process and human resource.

THE PROCESS OF HUMAN RESOURCE PLANNING

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MODULE 3: THE PRE-HIRING STAGE: HR PLANNING AND JOB ANALYSIS

UNIT 4

HUMAN RESOURCE PLANNING

INTENDED LEARNING OUTCOMES

After studying this module, you are expected to;

 Define human resource planning and its relationship to Strategic planning

 Discuss the step-by-step process of HR planning
 Explain the factors that affect the HR demand and supply ;
 Differentiate quantitative and qualitative approaches to forecasting and cite
examples; an
 Describe how to deal with undersupply of human resource And cite alternative
courses of action to help organizations deal with it

INTR0DUCTI0N

Just as planning for financial plant and equipment needs. Human resources planning or HRP is an HRM practice that
helps managers in predicting the various HR needs relating to acquiring, positioning and utilizing employees. Overall the
aim of HRP is to aid managers in placing employees where they fit qualifications wise, so as to help the company achieve
its goals. Further estimate the number and the type of workers to successfully implement the overall plan of the
organization.

Employee Writes job description Cross cultural

compensation and and job specification
benefits design job evaluation
instruments: conduct
market surveys for
compensation,
packages, constructs
pay structure and
develop benefits
program.
Employee well- being Creates committee for Managed health care Health care expenses
employee health and program continue to affect
safety designs health company financial
and safety programs status. In this regard
establishes a safe and most companies seek
healthy work the assistance of
environment policies on experts or managed
health and safety. health care to plan for
the better option for its
employees.
Recruitment and Determine job Diversity management Develops guidelines for
selection vacancies: locates and ensuring that
attract qualified job discriminatory practices
candidates, decided are prevented and that
recruitment method to individuals are given
be used, notifies job equal chances to
candidates meet with employment regardless
job candidate: studies of age, sex race, and
curriculum, vitae, other factors.
22

prepares for interview

sessions administer
employment test and
makes hiring decisions.

ORGANIZATINAL ETHICS

Workplace ethics are statement or rules that determine right or wrong conduct in the workplace. It is at the core of
every professional hence, HR practitioner need to express strong belief if integrity in order to build a work environment
characterized by confidence and credibility, like many other business people, HR professional must serve with ethical
integrity. For example in recruiting, selecting, training and terminating employees, HR professionals are encouraged to
stick to ethical codes of conduct to direct their manner of handling people.

HR professionals and practitioners should be the main players and models of ethical behavior. In today’s highly
electronic world, the job if the HR professional/ practitioners in matters of ethics has become even tougher, especially
because technology has invaded the world wide business organizations and the chances are high that ethical ‘red flags’
will be raised.

Notwithstanding the passage of numerous legislation prohibiting unethical practices in the workplace, a good number of
employees are still unjustified treated by their employers and even by their co- employees.

In this regard HR professionals and practitioners must take a firm stand to defend the employees even if it will mean the
loss if their job. Above all HR professionals and practitioners should behave ethically themselves. Should they opt not to
do so, they could be the source of the problem and receive much of the blame.

APPLICATION

 Using online resources identify more news HR specifically areas and their effects on HRM practices. Write your
result in yellow pad paper.

1. Regression analysis- is a powerful statistical method that allows you to examine the relationship between two
or more variables of interest. While there are many types of regression analysis, at their core they all examine
the influence of one or more independent variables on a dependent variable
2. Qualitative approaches- Qualitative research is a type of research that aims to gather and analyse non-
numerical data in order to gain an understanding of individuals' social reality, including understanding their
attitudes, beliefs, and motivation

Preferably companies should use both quantitative and qualitative method. These two complement each other
and no doubt will result as more accurate forecast at man power need.

PREDICTING THE SUPPLY OF EMPLOYEES

If the demand projection has been made the company gets a better picture of the number and type of
positions it will need to execute the work at a specific time. Decisions will then be finalized on which positions
will be filled on a certain future time this process as known as supply forecasting.
First the organization forms a cluster showing the line of positions from which employees can anticipate
growth. The cluster may include job, title, function and degree of autonomy. For example the marketing group
may include job, title such as marketing manager, advertising head and sales and promo officer. The
information technology (IT)
Group maybe clustered as creative and animation officer software and network engineer and web analytics
engineer.
23

Second, within each work group, state which of the incumbents will stay in their current ,position how
many are listed for possible transfer, promotion and retirement. Above all the organization should also pay
attention to possible merges , buy-outs and acquisition .

OUTCOME OF THE HR PLANNING PROCESS

Once the HR planning activity is accomplished, the company should and carry out HRM practices that
will aid the managers in handling the possibility of occurrence of either and undersupply and oversupply of
personnel.

DEALING WITH WORKFORCE OVERSUPPLY

If there are more workers than jobs, the first action is to downside which typically refers to lay off,
however due to undesirable effects of lay-offs, managers may consider option such as:
 Suspended hiring
 Reduce pay
 Set limits to overtime
 Job sharing
 Avoid contingent workers
 Offer career breaks like study leave
 Early retirement
 Knowledge the intelligence and understanding of specialized discipline acquired
through a formal education and actual experience
 Skill potential capability of a worker to carry out particular job, such as decision
making skill, people skill, and cognitive skill.
 Ability and capacity or competence that allows an individual to do specific kind of
work, some examples are ability to work under pressure and ability to manage time.
 Personal characteristic although skill is necessary most employees will choose an
individual who possess good personal qualities such as reliability trustworthiness and
flexibility.
 Credentials- pieces of evidence that will prove a person identity or background that
will indicate his fitness for the job like scholastic records, employment certification
and other relevant documents.

CHANGES IN WORK SCHEDULES

Company supervisors and manager may deviate from the standard or regular working time in
their aim to promote friendly work environment and increase self- esteem of employees by allowing them greater
autonomy in changing their work schedules, which include (a) a compressed work week (b) flexible time (c) job sharing
and (d) telecommunicating.

1. Compressed work week- this is an alternative work schedule where the standards five-day work week is
reduced to a lesser number of days but with longer working hours. The regular work hours are eight hours a day
on a five-day workweek. In compressed workweek employees may opt to work on a four day, ten hour schedule
also referred to as 4/10 or 4/40. Both employers and employees may decide to choose another option as long as
the employee renders a total forty hours in a week.
2. Flexible time- flexible time also called flextime gives worker leeway in selecting their daily time in and time-out
schedule on condition that they work I definite number of hours in a day or in a week. In flextime the total
numbers of hours employees are obligated to work as similar as that under the regular work time. Flexible time
24

gives employers and employees various benefits. By permitting employees more freedom in choosing their work
time, employers can minimize tardiness and absenteeism and increase employee loyalty on other hand,
employees can best accommodate both their family and personal needs, thus they become more productive.
3. Job sharing – this is a job arrangement where two employers with temporary or part time status perform a job
that otherwise can be done by a full- time employee. Since a job position is shared, compensation is divided
between the two employees thus reducing their income. Job sharing is suitable in a situation where one of both
spouses wishes to work only part time. It is more convenient for older workers who are retiring as they will have
more time to rest.
4. Telecommuting- globalization and technology are drastically changing the future work, that is , how we do our
jobs and where in telecommuting employees connect with employers CO-workers and customers via electronic
gadgets and other telecommunication channels. Another form of telecommuting is mobile telecommuting
where employees whose job required them to be in other places, can use cell phones and broadband
connection to be in contact with their home company.

APPLICATION
 Gather three job descriptions from three different companies compare the job description and
distinguish similarities and differences.
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Module 3: Pre- hiring stage, HR planning & Job Analysis

UNIT 5

JOB ANALYSIS

INTENDED LEARNING OUTCOMES

After Studying this module, you are expected to:

 Define and describe job analysis

 Identify and discuss methods of gathering job analysis information
 Describe the components of a job analysis, cite example
 Identify and describe the outcomes of a job analysis
 List and explain the various types of changes in the work schedule and
 Prepare a job analysis, job description and jib specification report

INTRODUCTION

Job or task analysis is an HRM procedure that analyzes the requirements of the job and not the person. It is an
HRM practice that involves collecting the data about the details of the job relating to duties, the job requisites necessary
to carry out those duties and the traits and attributes of the person needed to accomplish the work favorably.

ACTIVITY

 Select a job currently held by a close friend or relative, create the duties and responsibilities for the job.

ANALYSIS

1. Suppose you are the senior executive at the Marketing department. How do job content and job context give
you competitive edge?

ABSTRACTION

Data gathered from the job analysis will serve as bases in developing these two important job analysis
outcomes.

 Job description a job related document that shows the duties and responsibilities attached to
job position. It further indicates how the worker will do the job and the jobs working condition.
 Job specification shows the specific qualification and individual characteristic expected to match
the job requirements. Figure 2 shows a sample job description and job specification.

Job Title: Accounting clerk Reports to: Chief Accountant

Department: Accounting Department Job Code: 11-17
Job Analysis: Virginia Sasaki Date Verified: Dec, 3 2018
Date Analyzed: Dec,3 2018

Summary: assist in the overall administrative and clerical functions in Accounting Department
Specific duties and responsibilities
1. Records accurately daily transaction in the general ledger.
2. Balances ledger and journal accounts
3. Reconciles bank and book records.
4. Prepares financial report for audit purposes.
26

Module 4: The Hiring Stage: Recruitment & Employee Schedule

UNIT 6

RECRUITMENT

INTENDED LEARNING OUTCOMES

After studying this module, you are expected to:

 Define recruitment
 Describe and discuss the different recruitment sources and the effectiveness of each:
 Cite advantages and disadvantages finding job openings from internal and external
sources.
 Discuss methods of identifying qualified internal and external job candidates and
 Describe the steps in recruitment

INTRODUCTION

Now that human resource planning and job analysis have been performed, the company’s next move is to find
applicants for possible employment. This is referred to recruitment. It is an HRM practice of tracing and enticing
probable hires from pool job- seekers. The company starts by notifying job seekers about the qualifications need to
match the particular job and the personal and professional advancement they offer. Decisions whether to recruit from
within or externally depends on the company culture and recruitment objectives. In the event that managers wish to
cut the work force size, any job operating is an indication that a replacement from outside must be found replace a
departing employee.

ACTIVITY

 Search online and look for the best recruitment practices of top local and international companies.
Write your findings.

ANALYSIS

1. Identify the pros and cons of internal and external recruitment.

2. Explain the different steps in recruitment.

3. Describe the different source of applicant.

27

ABSTRACTION

Sources of locating and attracting candidates

1. OUTSIDE SOURCES
 Advertising- usual matter of locating potential hires is through advertising. Although television ads,
radio, direct mail and print ads are effective for of reaching job seekers, the World Wide Web should not
be ignored as an advertising option. In fact, it is becoming a trend among the current. Preparing for
recruitment activities require a lot of effort and time, the firm should careful about the contents and
design of the advertisement.
 Walk- Ins - A walk-in applicant is someone who does not apply online or through mail, but instead
comes into an office in order to apply for a job. They literally "walk in" to the office or HR department to
apply for the desired job.

Good public relations dictate that any person contacting an organization for a job be treated with
courtesy and respect. If there is no present or future possibility of employment in the organization, the
applicant should tactfully and be informed as such. Telling an applicant to “fill” not an application and
we will keep it on file” when there is no hope for his or her employment is not fair to the applicant.
 Internet Recruiting – the internet is one of the most popular ways of locating and attracting job
applicants. Companies find this recruitment format less costly because it will reduce expenses
incurred for filled record. On the other hand applicants will also benefit from this strategy in the sense
that there will be less expenditure on printing, mailing and re- copying requisites because everything
is done online.
 Employee Referral Program – this is a type of recruitment approach used by organizations to find
applicants through the help of their existing employees his method assures the company that their
current employees will only refer suitable candidates for the vacancy. The referrals may come from
their respective social connections. As a form of motivation, most employers reward the referring
employee with incentives and bonuses.

There are several ways to increase to increase the effectiveness of employee referral programs
that can be conveyed online or via word-of- mouth.
 Up the Ant - companies pay high commission to employment agencies and search firms. So why not do the
same thing with employees when they provide a good referral? Other recruitment incentives used by
organization may include complementary dinners, discounts on merchandisers, all expenses paid- tips and tree
insurance. When employers pay high bonuses for the right skills employees are more likely to focus on the
people they know in that area.
 Pay for Performance – same firms save part of the referral bonus until the new hire has stayed for six months.
This encourages referring employees to help the new hires succeed.
 Tailor the Program – companies typically need more of certain types of skills than others, but the referral
programs do not always reflect this part of a good referral of program is guiding their workforce regarding the
types of people organization need to take in this includes communicating the skills required and a reaffirmation
of the values and ethics sought in applicants.
 Increase in Visibility- one of the best ways to promote a referral program is to publicity recognizes employees
who referred the right candidate. Some companies use new and unique strategies such a “dinner with the CEO”
or “pick your own prize from the list” the trick is to make certain that employees see the benefits they will get
from the referral program.
 Keep the Data- even if a referral does not get the job, it might be a good idea to store the application letter and
curriculum vitae just in case another operating arises.
 Widen the Boundary of your Strategy- just as it make sense for consider hiring former employees, it may also
make sense to ask them for referrals even if they are not candidates for the job themselves. A number of
companies have mailing list of “corporate friends” that can be used to seek out potential candidates.
28

 Measure Outcomes- no surprises here. After the program is implanted, managers need to take careful look at
the volume of referrals, qualifications of candidates and success of the new hires on the Job. The purpose is to
fine- tune the program.

Employee referral is now becoming common in most companies. However, there are some potential tradeoffs such
as resentment and employee.

 Head Hunters - A headhunter is a company or individual that provides employment recruiting services on
behalf of the employer. Headhunters are hired by firms to find talent and to locate individuals who meet
specific job requirements.
 Campus Recruiting- is a strategy for sourcing, engaging and hiring young talent for internship and entry-level
positions. College recruiting is typically a tactic for medium- to large-sized companies with high-volume
recruiting needs, but can range from small efforts (like working with university career centers to source
potential candidates) to large-scale operations (like visiting a wide array of colleges and attending recruiting
events throughout the spring and fall semester). Campus recruitment often involves working with university
career services centers and attending career fairs to meet in-person with college students and recent
graduates. Some industries participate in campus recruiting more than others; finance, technology, business
consulting, manufacturing and engineering are a few of the most popular.
 Employment Agencies- An employment agency is a company contracted to hire and staff employees for
other companies. An agency may be public, operating on a federal, state or local level, or it may be a
privately owned organization. The positions offered are often temporary, contact-based, part-time or temp-
to-hire, and the agency will typically keep a file for each employee noting their skills and work history. This
helps them match employees to new assignments. Many sectors outsource their recruiting to employment
agencies, and it can help companies simplify the hiring process for entry-level and mid-level jobs. They also
offer both the employers and employees flexibility that more permanent work arrangements do not.
2. RECRUITMENT FROM WITHIN
While employers normally think that recruiting focuses on attracting potential employees from outside
the organization, several middle level managers try to abide by the policy of fitting job openings via job
promotions and job transfer. Table 5 shows some indicators that the firm should be more aggressive in
developing internal talents.

1. Key jobs are not filled immediately

2. Key roles can only be early filled by an internal candidate
3. Not every current employee turns out to be the right one for the job.
4. Preferential treatment is the basis of advancement.

Advantages and Limitations of Recruiting from Within

Promoting from within could make perfect sense due to the fact that the potential candidate is already a
member of the work team, and managers already know their performance level as well as their good and bad qualities.
Above all internal recruiting lessons recruitment and hiring cost. However, before employers consider internal
recruitment, its vital for them to contemplate on some constraints such as limiting the number of skilled workers to
choose from, and those not chosen becoming frustrated and undermined the one that was picked.

Methods for identifying Qualified Internal Candidates

The proper use of internal recruitment demands on effective internal process for tracing the most
qualified job seekers and motivating those who see themselves qualified to apply for the job opening. These internal
sources can be traced using a number of methods.

 Inventorying Management Talent – more firms are electronically capturing qualifications of each of their
employees using some information to property spot the skills are capabilities of their existing employees. This
information system allows the organization to quickly review the workforce pool to find the most qualified
internal candidate to fill the vacant position.
29

 Job posting and Job bidding- organization communicate information about job openings through a process
referred to as job posting and job bidding. The jobs are normally published on a firm’s data base or on company
bulletin boards easily visible to the employees. It can also be made known through the company newsletter
internal vacancy notification memo, electronic mail, or via public address system. As the position becomes
known, the records of employees interested in applying for the position are meticulously studied and potential
candidate is eventually selected for screening. Job bidding is seen to be more effective it is for career groeth and
advancement.
30

MODULE 4: The Hiring Stage: Recruitment & Employee Selection

UNIT 7

EMPLOYEE SELECTION

INTENDED LEARNING OUTCOMES

After studying this module you are expected to;

 Define employee selection;

 Describe the steps in the selection process,
 Cite various employment test and their relevance and usefulness to employee selection.
 Compare the major types of employment interview;
 Cite the top 5 biggest mistakes candidates make during job interviews
 Describe the criteria for obtaining reliable and valid information about job candidate; and
 Identify and discuss the various appropriate and inappropriate interview question .

INTRODUCTION

Employee selection refers the particular HRM process of selecting the right person for the right job
based on certain specified criteria, such as competencies this experience and abilities. That is to say, employee selection
is ruling out unqualified job seekers and choosing only those possessing the relevant qualifications inventory. A major
explanation why a company should develop a well- organized selection policy is to maximize hiring effectiveness.

A wrong hire maybe unavoidable, our nevertheless it could create critical problems for organization. It could
cost companies a fortune because of the need to seek for a replacement, not to mention the compensation you are
paying to somebody who may not even be performing satisfactorily. Effective selection, therefore requires a careful
study of the suitability of the applicant for the job.

ANALYSIS

1. What is the problem that an employee may encounter when checking reference furnished by
job applicants? Are there any solution to these problem .

ABSTRACTION

THE SELECTION PROCESS

For most organizations, choosing someone for the job is an ongoing task. Selection is rather extensive and
complicated because comprises a set of steps prior to making a final hiring decision.

The series of steps may be differs among organization as well as the kind extent of the vacancy to be filled. Thus, every
step should be assessed or evaluated as to its worth to the organization. Whatever method a particular company wants
to use, it should adhere to the rules of ethics with reference to what is mandated by law. Take note that not all
applicants should successfully go through all these steps. Some may be turned down after the initial screening, while
others may not pass the employment test.

STEP -1 COMPLETION OF APPLICATION

31

The application form plays a primarily role in the hiring decision because it introduces a job seeker to the
company a while giving the employer preliminary facts about the job applicant. When writing the application form,
include information that are jib related such as work history , academic background and other specifications, this
information are the bases for asking questions during the job interview. Take note that satisfying information and data
in the application form could put the applicant in hot water. For example indicating in your curriculum vitae that you
earned a master degree in business administration from a university, but you never enrolled in that university and had
never taken any academic units 1in business administration. People even in those high positions frequently exaggerate
their qualifications on resumes and omit unflattering information.

The following are some suggestions for putting together an application form:

1. Application Date- putting a date in an application form is a must. This allows employer to mark when the form
was accomplished and gives a clue when to put the form on the.
2. Educational background-the form should show blank spaces for academic records but not the inclusive dates of
attendance since that can be connected with age.
3. Experience-virtually any question that focuses on work-related experience are allowed.
4. Arrest and criminal history-queries regarding arrest alone are unacceptable, but questions about conviction and
guilty pleadings are allowed. However the application must state answering “yes’’ will not necessarily disqualify
the candidate. Whether it will not depends upon whether the conviction is job-related, for example, someone
convicted for illegal drugs use could potentially disqualified for a job working in a pharmaceutical manufacturing
plant.
5. National origin-questions about national origin are not permitted, however it is per hyyyyymissible to inquire
whether the individual is legitimately prohibited from being employed in particular country. They must also
provide supporting documents proving such.
6. References – when starting names of reference, it is advisable to inform them in advance as a matter of ethics
and respect.
7. Disabilities- this is likely to be tricky area. Employers are not allowed to ask applicants questions designed to
elicit information about the type or seriousness of disability. Questions about the ability of an individual to
perform work roles however are acceptable. Employers can ask whether an applicant needs reasonable
accommodation that is if the capacity is observable and if the job aspirant voluntarily revealed the handicap.
8. Graphology- Graphology is the study of an individual's handwriting sample done in order to ascertain the
individual's personality traits or their tendency to behave in certain ways. The major use of contemporary
handwriting analysis is as a recruitment tool by organizations.
9. Physical Aptness-besides knowing a person’s traits, managers also demand the assessment of an individual
physical strength. Practice from the past note that employers put more emphasis on stamina, vigor, height and
weight as essential job requirements. This disadvantage for women and disabled persons leading to lawsuit.
After a Dial Corp, plant in Fort Madison, began using strength test in 2000, the company found itself subject to
such a lawsuit. Prior to the tests, nearby 50% of the people hired at the plant were women. Once the test is
implemented the percentage dropped dramatically. An appeal court subsequently ruled the test had a disparate
impact on women because although injuries at the plant felt, they actually began doing so after the company
institute newly safely rules, which was years before the strength test was implemented.
10. Medical- the Philippine law explicitly states that all pre-employment examinations should be rightfully relevant
to the needs of the job. The medical test should only be performed after the job offer has been made. In
addition, the examinations must be required for all candidates offered the job.
11. Drug test-drug test are randomly administrated to applicants who belong to specific occupations like
transportation, military defense and in the aviation industry. Urine, hair, saliva and sweet testing are commonly
used to detect signs of drug use. Hair drug test for instance, can detect drug used, a saliva drug test is perfect
during accidents met by employees if a urine test is not possible. Sweat drug test is effective when the
administered to employees, reporting back to work after testing positive.
12. Personality and Internet Inventories- the aim of this pre-employment test is to gauge the person’s overall
personality and behavioral traits.
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THE JOB INTERVIEW

Job interview is formal conversation between a job applicant and the employer’s representative. It could be
done either on a one –on-one style or with a panel of interviewers. The primary aim is to assess whether the applicant
should be hired or not.

Interviewing is one of the most widely used tools for selecting would be employees. It is, in fact, a very
necessary undertaking of the hiring team. It gives the employer a first -hand opportunity to find out about a job
candidate’s work history, academic qualifications, growth and advancement experiences and other personal attributes
that are seldom revealed in the resume or curriculum vitae.

The interview also gives would be employees the chance to ask about the company’s process and expectations.
While there may be some doubts about this credibility, the interview will remain a part of the selection process.

Nonetheless, the interview may be negativity influenced by personal and subjective judgments. In this instance
the judgments of different interviews may vary dramatically, and the quality of the hire can be called into serious
question.

Here, we review the characteristic advantages and disadvantages of various types of employment interviews.
We highlight the fact the format of the interview strongly influences the success of the hiring process.

1. Unstructured Interview-also called non-directive interview, refers to an interview concept without any set
format in which questions neither are nor predetermined so the lack of structure enables the interviewer to ask
questions which come to his/her mind on the spot. This type of interview process resembles an open minded,
informal, friendly conversation
2. Structured Interview- A structured interview is a conversation in which an interviewer asks an interviewee set
questions in a standardized order. The interviewer collects the responses of the candidate and grades them
against a scoring system. Asking the same questions in the same order helps interviewers collect similar types of
information delivered in a uniform context from interviewees. A structured interview has several advantages
over an unstructured interview, including
 The interview experience is more consistent and less prone to errors.
 The interview experience is more effective as questions are formulated in advance to collect the most
important and relevant information.
 The interview experience is less likely to be biased as interviewers work from a script.
 Interview responses are easier to compare.
 Interviews and evaluations are more efficient as the interviewer asks set questions designed to collect
useful information and evaluate the same question responses for each interviewee.
3. The Panel Interview- A panel interview is when two or more people interview you at the same time. Panel members
can include potential supervisors, managers, team members, HR specialists, and other decision-makers within a
company.
4. The Computer and Virtual Interview- virtual interviews also known as a digital or video interview allow people
to conduct an interview in an authorized manner by conducting it online. The interviewers use virtual interview
as standard way or assessing the potential of the candidate.

COMMON JOB INTERVIEW QUESTIONS

A job interview is one of the most significant steps in people selection because it links both the
employers and those seeking jobs. Very importantly, it assists managers in gathering additional facts about job
candidate which may not be disclosed in the resume.
Although it is not safe to make assumptions about what questions will be asked during the pre-
employment interview, a job applicant can anticipate and prepared his or her responses to some of these most
commonly asked questions during a job interview.
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How would you describe yourself?

This is most likely the lead off questions in any interview session. This question gives the job interviewer
first-hand knowledge about you and your personal attributes. Start by showcasing yourself, your educational
background and other job related personal information most of all say “Why you think you are the perfect
match ‘’ that the company needs? In other words create an interesting first impression without appearing to be
boastful. Do not make the mistake of undervaluing yourself because it could be the fatal error.

What made you want to work with us?

When you answer remember to stick to what is true. Make it a point to always put a genuine feeling on
your responses. It is better to give the interviewer the perception that you are very determined to embrace
opportunities rather giving the idea that you’re trying to get out of a bad workplace condition. Remember never
badmouth your previous or current organization, supervisor or colleague.

If we hire you, how could you help in the achievement of the company’s goals?
The interview will ask you about your qualities and traits that will qualify you for the job. Be ready to
explain why you are the applicant that the company wanted to hire without sounding pretentious.

What are your reasons for leaving your previous job?

This is very candid interview question. Clearly the interviewer wants to know why you left your previous
job or your current position. The only way to respond to this question is to tell the truth. Additionally the
interviewer is trying to detect whether you are a loyal or reliable and sensible person.

What are your goals for the future/what is your personal vision in life?
This question is intended to find out if you will stay with company or resign as soon as you find a better
opportunity. Your job is to assure the interviewer of your commitment and that your goal is to grow with their
company.

Additional Pointers
Prior to the interview session, find time to study the company and the position you are applying for. The
more information you have the better armed and confident you will be answering the interview questions.
There is nothing better to come prepared with a ready answer. Above all, never allow your nerves to win over
you on interview day.
Make sure too that your attire has just as much impact on your success. Keep in mind that an
interviewer’s first impression is often a lasting one. So the manner in which you carry and package yourself
during a job interview is always important. Take note that whether you are a male or female, never ever wear
blue jeans as well as very loud and bright clothing.

APPLICATION

1. What will you answer if the interviewer asks you “What are your goals for the future/what is your personal
vision in life?
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Module 5: The Post-Hiring Stage

UNIT 8

TRAINING AND DEVELOPMENT

INTENDED LEARNING OUTCOMES

After studying this module, you are expected to

 Cite the differences between just cause and authorized cause of

termination
 Describe due process in the context of termination of
employment and
 Discuss and explain the provisions of Labour Code of the
Philippines on termination of employment

INTRODUCTION

Training is becoming more and more indispensable to the success of present- day times who
constantly complete just to keep ahead of their competition. It cannot be denied that training play a key role in
sustaining and reinforcing the core competencies of a firm, hence it has become a control component of the company’s
strategic management activity. Apart from this, the rate of technology advancement is so erratic that employees should
constantly upgrade their skill sets in response to the newer environmental developments. A competitive environment
makes it important for organizations all over the world together to upgrade the capabilities of their human resource to
enable them to manage and deal with challenging assignments.

ACTIVITY

State what appropriate training method you prefer to use for each of the following jobs.

Explain your choices;

 Office Secretary
 Service Crew in a Quick Service Restaurant

ANALYSIS

1. In your own opinion, does training and development increases employee commitment and loyalty toward
the organization? Why or why not?

2. Why is formal training so important? Why not just let people learn about their jobs as they do them?

ABSTRACTION

Training is planned learning experience intended to enhance the competence expertise, aptitude and
performance of an individual in his or her current job, while development is planned learning experience designed to
enhance and improve competencies of an individual for a possible future task.

Employee training and development is an indispensible part of the HR function. It aims at improving the
performance and productivity of the employees. In training the employees are imparted technical know -how related to
their present job. The main objective is to extended growth and advancement opportunities in conformity with
company goals.
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STEPS IN TRAINING

Training and development have been differentiated and the purpose of each stated. Figure 3 shows the
major steps in training and the analysis of organizational and trainee needs, which Is the heart of any training and
development program. A training and development program that does not respond to any identified need of the
trainees would not be effective and therefore become meaningless. Shown below are the detailed steps of the training
process.

Needs- Centered Training Model

ANALYZING ORGANIZTAIONAL AND TRAINEE NEEDS

At the center of the mode is the method of knowing both the trainee and organizations needs. One
technique of identifying what training needs will be formulated to help both employees and organizations accomplish
their goals is through the training needs assessment survey form. This form will help the organization identify what
trainee skills and competencies should be further enhanced. List of seminar topics are distributed to employees/
trainees requiring them to mark the topic they believe they need a great extent of training. It is only then that the
trainee/ manager can start preparing for the training session. Other than knowing the needs of employees, it is equally
necessary to take into account the needs of the organization. Does the company greatly need competent workers,
supervisions and managers? Once this known, it is time to identify what training can satisfy those needs.

1. Prepared a detailed task analysis- now that the organization and trainee need have been identified, the initial
steps to prepare a comprehensive task analysis.
2. Plan How to fill an Open Position- once it has been established that a job vacant exist, managers should decide
whether to advertise internally or externally and whether to take in core personnel or temporary workers. In
both cases, managers are expected to prepare a list of worker requirements that a job candidates must possess.
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Core employees are those who were recruited and hired and ultimately became permanent employees workers
assume temporary work status whose jobs are dependent on some job circumstances such as seasonal
employment contract or through the services of an employment agency.
3. Identify the target segment – at this point, firms should be able to pinpoint who they want to hire. A
comprehensive plan is essential to help companies and managers form perceptions about their target segment.
Print radio, television, and online advertising are recruitment methods that will help the company identify their
target segment.
4. Reaching Out to Target Segment –after identifying the segment, companies must set a preferred way to reach
out to their target talent. Some common recruitment techniques include posting jobs online, job fairs , campus,
recruitment, etc.
5. Meet –up with job Candidates- a cardinal role of the recruitment and hiring team is to make sure that job
candidates have sufficient knowledge of why they are meeting up with them. During this step, recruiters
conduct an initial screening to ensure that job seekers meet the job specifications. This would help them in
judging the overall background of job seekers before they render a hiring decision.

APPLICATION

 Assuming you are a Human Resource Manager and your company is in need of office receptionist. How will
you recruit, what methods are you going to practice?
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