CHAPTER I
✓ Indirect Financial Compensation
Human Resource Management
- use of individuals to achieve organizational
objectives (Monde)
- process of employing people, training and
compensating them, developing policies and
strategies to retain them (Corpus)
FUNCTIONS
1. STAFFING
-organization ensures that it always has the
proper number of employees
o Job Analysis- determining the skills,
duties and knowledge required for
performing jobs
o Human Resource Planning -matching
the internal and external supply of
people
o Recruitment- attracting individuals
o Selection- choosing the individual best
suited for particular position
2. PERFORMANCE MANAGEMENT
-goal oriented process; ensuring that
organizational processes are in place
✓Performance Appraisal - review and
evaluation of individual or team performance
3. HUMAN RESOURCE DEVELOPMENT
-major HRM function; career planning
and development activities
✓Training- provide learners with the knowledge
and skills needed for the job
✓Development- learning that goes beyond
today's job
✓Organization Development- attempts to
change the organization or corporate culture
✓Career planning- ongoing process whereby
individual sets career goals
✓Career Development - formal approach to
ensure that people with proper qualifications and
experiences are available when needed
4. COMPENSATION
-provide employees with adequate and
equitable rewards for their contributions to
meeting organizational goals
✓ Direct Financial Compensation (Core
Compensation) - wages, salaries, commissions
and bonuses
(employee benefits)- paid vacations, sick leave,
holidays, medical insurance
✓ Nonfinancial Compensation - satisfaction
that a person receives from the job.
5. EMPLOYEE AND LABOR RELATIONS
- preventing and resolving problems
6. SAFETY AND HEALTH
✓SAFETY- protecting employees from injuries
✓ HEALTH- freedom from physical or emotional
illness
✓ OCCUPATIONAL SAFETY AND HEALTH
(OSH)- all aspects of health and safety in the
workplace
FACTORS AFFECTING HRM PRACTICE
1. LEGAL CONSIDERATIONS
- federal, state, and local legislation
2. LABOR MARKET
- Potential employees located within the
geographic area
3. SOCIETY
- General public
4. POLITICAL PARTIES
5. UNIONS
- Employees who have joined together for the
purpose of negotiating terms of employment
6. SHAREHOLDERS
- Owners of a corporation
Stockholders- wielding increasing influence
7. COMPETITION
8. CONSUMERS
9. HR TECHNOLOGY
- Human resource information system (HRIS)-
obtaining relevant and timely info on which to
base HR decisions.
10. ECONOMY
11. UNANTICIPATED EVENTS
-human-made or natural disaster
CORPORATE CULTURE AND HUMAN RESOURCE
MANAGEMENT
 CORPORATE CULTURE
- System of shared values, beliefs and habits
✓Employer Branding- created to attract and retain
the type of employees the firm is seeking; it is the
company stands for in the public eye.
✓Corporate culture- driving force
✓Diversity management- pursuing an inclusive
corporate culture
✓Organizational fit- management's perception
✓New hire orientation - firm's corporate culture by
showing in effect
✓Talent management- strategic endeavor that
enables an organization to drive short and long term
results
HUMAN RESOURCE MANAGEMENT
PROFESSION
1. Executive- top-level manager
2. Generalist- executive who performs task in a
variety of HR-related areas
3. Specialist- may be an HR executive, manager,
or no manager that is concerned with only one of
the six functional areas of HRM
CHAPTER II
BUSINESS ETHICS AND CORPORATE SOCIAL
RESPONSIBILITY
 ETHICS
-Discipline dealing with what is good and
bad, right or wrong
 CORPORATE SOCIAL RESPONSIBILITY
-enforced, or felt obligation of managers,
acting in their official capacity to serve or protect
the interests of groups other than themselves.
 CORPORATE SUSTAINABILITY
- focuses on the possible future impact (long
term goal) of an organization on society,
including social welfare, the economy, and the
environment.
 Ethics focus on individual decision making and
behavior and the impact of ethical choices on
employee welfare.
 CSR and CS consider the broader impact of
corporate activities in society
 BUSINESS ETHICS
 BUSINESS ETHICS
-ascertain social, cultural, legal, and
other economic limitations and safeguard the
interest of parties involved.
-it emphasizes moral and social values like
consumer protection, welfare, fair business
practices, and service to society.
o Being transparent
o Prioritized customer's need
o Workplace Diversity
o Respecting Customer Information
TYPES OF BUSINESS ETHICS
1. CORPORATE RESPONSIBILTY
- organization works as a separate legal entity
with certain moral and ethical obligations.
2. SOCIAL RESPONSIBILITY
- making profits should not be at the cost of
society.
3. PERSONAL RESPONSIBILITY
- Employees are expected to act responsibly
4. TECHNOLOGY ETHICS
- customer privacy, personal information,
intellectual property fair practices
5. FAIRNESS
- the firm has to ensure fair chances of growth
and promotion for all.
6. TRUSTWORTHINESS AND TRANSPARENCY
- businesses should maintain transparency in
business practices and financial reports.
CARROL’S PYRAMID OF CORPORATE SOCIAL
RESPONSIBILITY
1. ECONOMIC RESPONSIBILITIES
- deliver an acceptable return for shareholders
2.LEGAL RESPONSIBILITIES
- organizations must abide/operate within the law
3. ETHICAL RESPONSIBILITIES
- consider social and environmental impacts of their
operation
-lessen the harm to the people/environment
4. DISCRETIONARY RESPONSIBILITIES
- proactively seek opportunities to make a positive
contribution to society
CHAPTER III
•EQUAL EMPLOYMENT OPPORTUNITY
-set of laws and policies
✓AFFIRMATIVE ACTION (expectation and program
requirements, policies)
✓BONAFIDE OCCUPATIONAL QUALIFICATION
- sa kanila pinapasa yung certain requirements na
kailangan sa job
o RA 10911- ANTI-AGE DISCRIMINATION IN
EMPLOYMENT ACT
- promote with the basis of abilities, knowledge,
skills and qualifications
- prohibit arbitrary age limitations
- promote the right regardless of age
o RA 6725
- prohibits discrimination solely on the BASIS OF
SEX
o RA 7277
- welfare of PWD in terms of recruitment
o EXECUTIVE ORDER NO. 247, s. 1987
- welfare of OFW's in terms of recruitment and
placement practice
o RA 8042
- illegal recruitment promising ; 100,000/remove
the license to operate
o RA 6713
- act na nag eestablish ng code/norms of conduct
and ethical standards ng public officials and
employees
o Sec. 4. Norms of Conduct of Public Officials
and Employees
a. Commitment to public interest- uphold public
interest over and above personal interest.
b. Professionalism- enter public service with
utmost devotion and dedication to duty.
c. Justness and sincerity- remain true; respect
the rights; refrain contrary to law
d. Political neutrality- provide service without
unfair discrimination and regardless of party
affiliation
e. Responsiveness to the public- provide
adequate service to the public
f. Nationalism and patriotism- be loyal to the
Republic and to the Filipino people
g. Commitment to democracy - commit to the
democratic way of life and values
h. Simple living- lead modest lives appropriate to
their positions and income
CHAPTER IV
STRATEGIC PLANNING, HUMAN RESOURCE
PLANNING & JOB ANALYSIS
 STRATEGIC PLANNING
- top management determines OVERALL
organizational purposes, objectives, and how
they are achieved.
 RECESSION
- related to supply
- decline in economic activity
4 STEPS
1. DETERMINATION of the organizational MISSION.
(Mission Determination)
2. ASSESSMENT of the organization and its
environment. (Environmental Assessment)
3. SETTING specific objectives or direction (Objective
Setting)
4. DETERMINATION of STRATEGIES to accomplish
the objectives. (Strategy Implementation)
 ENVIRONMENTAL ASSESSMENT
- -assess strengths and weaknesses in the
internal environment and the threats and
opportunities from the external environment.
- SWOT Analysis (Strength, Weakness,
Opportunity, Threats)
- External- threats and opportunities
- Internal- competencies, strengths, weaknesses
within the organization
 OBJECTIVE SETTING
- desired end results of any activity
4 basic characteristics
1. should be expressed in WRITING
(Documented/Written)
2. should be MEASUREABLE
3. should be SPECIFIC as to me (Time specific)
4. should be CHALLENGING but ATTAINABLE
 requirements, ultimately providing an aggregate
forecast of employees needed.
 STRATEGY SETTING  RELATIONSHIP BETWEEN VOLUME OF
- -SPECIFYING and DOCUMENTING corporate- SALES AND NUMBER OF WORKERS
level strategies and planning REQUIRED.
- Lowest-Cost Strategy - The most useful predictors of employment levels
-focus on GAINING competitive advantage by is SALES VOLUME. The relationship between
being the lowest cost producer or service demand and the number of employees needed
-require aggressive construction of efficient- is a positive one.
scale facilities and vigorous pursuit of cost
minimization  AVAILABILITY FORECAST
-offering product by low price Determination of:
- Differentation Strategies - Whether firm will be ABLE TO SECURE
-focus on DEVELOPING products or services EMPLOYEES with necessary skills.
that are UNIQUE from those of their competitors - Sources from which to OBTAIN EMPLOYEES.
-Forms: Design or brand image, technology,
features, customer service and price.  Shortage of Workers Forecasted
➢ Innovative Recruiting
 STRATEGY IMPLEMENTATION ➢ Compensation incentives
- Leaders
➢ Training Programs
- Organizational Structure
- Information and Control Systems ➢ Modified Selection standard
- Technology
- Human Resource  SURPLUS OF EMPLOYEES
- When a comparison of requirements and
 HUMAN RESOURCE PLANNING availability indicates a worker surplus will result,
(WORKFORCE PLANNING) most companies look to alternatives to layoffs,
- MATCHING the internal and external supply of but downsizing may ultimately be required.
the candidates
 ALTERNATIVE TO LAYOFFS
 REQUIREMENTS FORECAST -Although layoffs can be necessary cost cutting
Determining: measure, alternatives include:
- Number ➢ Restricted Hiring Policy- hiring position ay
- Skills ihohold muna
- Location of Employees ➢ Early Retirement- give compensation
-the organization will need at future dates ➢ Encourage workers to use vacation
in order to meet goals. time/leave
➢ Swapping employees
➢ Moving employees from full time to 30hrs
TECHNIQUES FOR FORECASTING HUMAN without reducing health benefits
RESOURCE REQUIREMENTS
 SUCCESSION PLANNING
1. ZERO BASE FORECAST ➢ The process of ensuring that QUALIFIED
PERSONS are AVAILABLE to assume key
2. BOTTOM-UP FORECAST managerial positions once the positions are
vacant.
3. RELATIONSHIP BETWEEN VOLUME OF -transition/ turn over sa higher position
SALES AND NUMBER OF WORKERS ➢ Goal is to help ensure a SMOOTH
REQUIRED TRANSITION and OPERATIONAL
EFFICIENCY.
 ZERO BASE FORECAST
- Uses current level of staffing as starting point for
determining future staffing needs.
 JOB ANALYSIS
-Systematic process of determining: KSAO
 BOTTOM-UP FORECAST (knowledge, skills, ability, other characteristics)
- each SUCCESSIVE level in the organization,
➢ Skills
starting with the lowest, forecasts its
 ➢ Abilities
➢ Duties
➢ Knowledge -required for performing jobs in an
organization
 JOB DESCRIPTION: Provides information
regarding the essential tasks, duties, and
responsibilities of the job.
 JOB SPECIFICATION: Minimum acceptable
qualifications a person needs to perform a
particular job.
 JOB ANALYSIS METHODS
1. Questionnaire
2. Observation
3. Interviews
4. Employee Recording
5. Combination of Methods
1. QUESTIONNAIRES
❖ Structured questionnaires given to
employees.
❖ Typically, quick and economical.
2. OBSERVATION
❖ Analyst WATCHES workers perform jobs
tasks and records observation.
❖ Used primarily to GATHER INFORMATION
emphasizing manual skills
3. INTERVIEWS
❖ Interview both employee and
supervisor.
❖ Interview employee first, helping him
or her described duties performed
4. EMPLOYEE RECORDING
❖ Employees describe daily work
activities in daily work activities in diary or log
❖ Valuable in understanding highly
specialized jobs
5. COMBINATION OF METHOD
❖ Analysts usually use more than one
method
❖ Clerical and administrative job: Questionnaire
supported by interviews and limited observation
Production jobs: Interviews supplemented by
extensive work observation.
✓ People who participate in job analysis
should include at a minimum:
-Employee
-Employee’s Immediate Supervisor
CHAPTER V
•RECRUITMENT
-process of attracting individuals- on timely basis, in
sufficient numbers, with appropriate qualifications to
apply for jobs with an organization.
RECRUITMENT PROCESS
1. Employee Requisition - document that specifies job
title, department, the date the employee is needed for
work, and other details.
2. Determine whether qualified employees are available
within the firm(the internal source) or if it is necessary to
look to external sources (colleges, universities, other
organizations)
3. Recruitment sources- where qualified candidates are
located (colleges or competitors)
4. Recruitment methods- specific means used to attract
potential employees to the firm (online recruiting)
 Internal Recruitment
•Human Resource Database- permit org to
determine whether current employees possess
the qualifications for filling open positions
•Job Posting- procedure for informing
employees that job openings exist (announce
and inform)
•Job bidding- permits employees who believe
that they possess the required qualifications to
apply for a posted position
•Employee referral- employee of the company
recommends a friend or associate as a possible
member of the company
 External Recruitment
needed to:
1. fill entry-level jobs
2. acquire skills not possessed by current
employees
3. obtain employees with different backgrounds
to provide a diversity of ideas
❖High School and Vocational Schools
❖Community Colleges
❖Colleges and Universities
❖Competitors in the Labor Market
•Poaching – Actively recruiting employees from
competitors.
❖Former employers
❖Unemployed
❖Military Personnel
❖Self employed Workers
❖Ex - Offenders
RECRUITING TECHNOLOGY
•Mobile Recruiter
❖Recruiters use mobile apps to post jobs, run
text message– based recruiting campaigns,
create online communities for
potential new hires to learn about their
companies, monitor social networks for news
about industries they hire for, and
keep in touch with staff and outside agencies.
•Internet Recruiter
❖also called a CYBER RECRUITER, is a
person whose primary responsibility is to use the
Internet in the recruitment process.
•Virtual Job Fair
❖They are designed to be a first step in the
recruitment process.
❖At virtual job fairs, recruiters prescreen
résumés, contact candidates who are a potential
fit, and store e-mail addresses.
•Corporate career Web sites
❖Job sites accessible from a company home
page that list the company positions available
and provide a way for applicants
to apply for specific jobs.
❖Career Web site should be relevant and
engaging, informing the reader about the
company and the specific position being
advertised.
❖It should be used as a selling device that
promotes the company to prospective job
candidates.
•General Purpose Job Boards
❖Job seekers can search for jobs by:
- Category
- Experience
- Education
- Location
❖Monster.com
❖Career builder.com
•Weblogs (Blogs for Short)
❖All a person has to do is type in a key phrase
like marketing jobs. The blogs themselves make
it pretty easy to find, with names like
HRJobs.com, AttorneyJobs.com, and
SalesJobs.com
•NACELINK NETWORK
❖Alliance among National Association of
Colleges and Employers Direct Employers
Association and Simplicity Corporation.
❖National recruiting Network
❖Suite of web-based recruiting and career
services.
TRADITIONAL EXTERNAL RECRUITMENT
METHODS
•Media
-Radio
- Newspaper
-Television
- Industry publication
•Previous experience suggest the best
approach
•Newspaper advertising has declined
because of online recruiting
•Private Employment Agencies
-Often called headhunters
- Best known for recruiting white colar
employees
❖Used for virtually every kind of position
❖Not paid until a person is placed
•Public Employment Agencies
-Operated by each state
- Received policy direction from U.S employment
service
❖Increasingly involved in matching people with
technical, professional and managerial
positions
•Job Fair
- Attract large number of applicants to one
location
- Opportunity to meet large number of
candidates in short time.
•INTERNSHIP
- Places student in a temporary job
-No Obligation
- Temporary job for summer
- Part time job during school year
-Students bridge gap from theory to practice
•EXECUTIVE SEARCH FIRM
-Locate experienced professionals and
executives
- Target ideal candidates
- Find those not actively looking for job
•PROFESSIONAL ORGANIZATION
-Recruitment and placement services.
- Society for Human Resource Management
operates job referral service
•UNSOLICITED APPLICANTS
-Organization that has reputation of being good
place to work, may be able to attract qualified
prospects even without extensive recruitment
efforts
- Go to the firm’s Web site and Walk in by
making an application online
•OPEN HOUSES
-Pair potential hires and managers in warm,
casual environment
- Encourage on the spot job offers
-Cheaper and Faster than agencies
- May attract more qualified candidates
•EVENT RECRUITING
-Opportunity to promote image of the company
- Recruiters go to events that the people firm is
seeking attend
•Sign-On Bonuses
-Uses where severe shortages highly skilled
workers exist
- Amount vary dramatically.
•Competitive Games
-Unique way to get individuals interested in
applying for technical positions
- Google makes use of recruiting games
-Top Coder creates software coding
competitions.
JOB SEARCH SCAMS
❖Attempt to steal personal information and set
up fraudulent credit card accounts.
❖Often crooks search for potential victims
through posting a high paying job on popular
job-search Websites.
TAILORING RECRUITMENT METHODS TO
SOURCES
❖Tailored to each firms needs
❖Sources and methods vary according to
position being filled.
ALTERNATIVES TO RECRUITMENT
•Outsourcing
❖Transfers responsibility to external provider.
-Offshoring (another country)
❖Migration of all or significant part of
development, maintenance and delivery of
services to vendor located in another country.
-Onshoring (cities)
❖Moving jobs not to another country but to
lower cost American Cities.
•Overtime
❖Most commonly used method of meeting short
term fluctuations in work volume.
❖ Avoids recruitment, selection and training
costs.
❖Employees benefit from increased profit
❖Potential problems
•External Environment of Recruitment
❖Labor market conditions.
❖Active or passive job seekers
❖Legal Considerations
❖Corporate Image
CHAPTER 6
•SELECTION
-process of choosing the individual best suited
for particular position and organization from a
group of applicants
✓Environmental Factors Affecting the Selection
Process
•Other HR functions
•Legal considerations- influences by legislation,
executive orders, and court decisions
•Decision-making speed- time available to make
the selection decision
•Organizational hierarchy-
•Applicant pool- no. of qualified applicants
recruited for a particular job
*Selection Ratio- no. of people hired for a
particular job
•Type of organization
*Private Sector-screen applicants
*Government civil service systems- identify
qualified applicants thru competitive examination
*Not-for-profit organizations- applicants must be
qualified and dedicated to work
•Probationary period- period that permits
evaluating an employee's ability based upon
performance
•Organizational fit- management's perception of
the degree to which the prospective employee
will fit in with the firm's culture or value system.
*Poor fit- the chemistry was just not right

✓Selection Process
•Preliminary Screening
-removes unqualified individuals
•Review of Applications
MHIEEE RAEANN SANA MAKITA MO TOOO
TINAMAD YATA AKO MAGNOTES SA PART NA
TO, IKAW NA BAHALA TENKS