1.
4 ORGANIZING A HR DEPT The functions of the HRD are grouped into separate units such as: employment;
1. Top Mgt understanding and support
Decision to establish HRD, define its functions, responsibilities and authority and
provide a favorable climate so that it can perform its functions efficiently.
The HR Mgr is sometimes regarded as a glorified clerk with the result that the line
mgt may not even give the respect and recognition that is due to him.
Mgt can avoid this problem by giving the HRD full recognition by assigning to it
a place in the organizational set-up.
2. Selection of HR Manager
Consider the Selection of HR Mgr with the proper background, training,
experience, and ability to implement personnel programs and policies.
Mgt must realize that the success of its personnel program depends upon the
ability of the man who will administer and the support of the management.
3. Policy and Programs Formulation – Shifting of Powers and Functions
Mgt must realize that the HRD can best take care of essential functions for the
maintenance and promotion of good employer-employee relations.
Such as a recognition is reflected in the formulation of personnel policies and
procedures which will spell out the thinking of employer regarding the
employees and its attitude toward them.
4. Top Management Backing
No staff specialist, can be really effective without full support from top mgt. He
needs the confidence backing of President/GM not only in policy formulation
but also in the administration of policy by the line org.
Since his activities involve the entire org, the HR Mgr should report directly to the
chief executive of the org.
5. Communicating the establishment of the HR Department
The objective to be accomplished by HRD in relation to the org -wide aim and
goals must be clearly stated and communicated to all employees.
6. Determination of Objectives and Functions
The objectives of the HRD must be clearly defined and the functions necessary
to achieve the objectives.
employee benefits & services; training and dev.; salary admin.; labor relations;
etc.
7. Writing Job Descriptions and Specification on each title under HRD
For each unit or group of functions, the task and responsibilities are clearly
defined and the corresponding title to each position indicated in the job
description.
For each job the qualification of the people to be assigned. These qualifications
are then listed in the job specification.
8. Selection of Qualified Employees
The HR Manager must be allowed to select his staff. The person to occupy in
the positions are chosen on the basis of their qualifications in accordance with
the requirements of the job as indicated in Job Description and Job
Specification.
9. Training and Developing the Human Resources
After selection and hiring HR personnel they are introduce to the organization
and their jobs. This includes orientation on dept policies and rules; familiarization
and training in their duties and responsibilities; info about rules, procedures and
forms related to dept operations.
10. Administering the Personnel Policies and Programs
The HR Manager must initially exercise close supervision over his staff members
to ensure that they strictly follow the established methods and procedures in
implementing personnel programs.
11. Performance Evaluation
After a reasonable period of operation, say 6 months, the dept performance
should be evaluated to find out the areas for improvement.
Writing an annual report on the achievement of the dept will give top mgt good
idea of its accomplishment.
12. Records and Files (201 Files)
Records are important working tools of mgt. They provide information on past
actions taken regarding individual employees. They must therefore be kept and
maintained efficiently.
The operational efficiency of the system should be likewise reexamined from
time to time. Certain changes in procedures can speed up the handling of
functions. Forms can often be redesigned, and functions redistributed or Managing people, in a broader context, is every manager’s business and
regrouped for better efficiency. successful organizations generally combine the experience of line managers
with the experience of HR specialists while utilizing the talents of employees to
their greatest potential.
1.5 HUMAN RESOURCE MANAGER HR managers have to win the hearts of employees working together with line
managers and cost-effectively deliver results.

HR managers, as indicated earlier, are assuming a greater role in top

management planning and decision making.

HR MISSION

“Our Human Resources Department works in partnership with managers and

their teams, with individual employees, and with other groups to provide
programs and services that create a work environment of employee
empowerment and involvement in the business. Our corporate values of
customer orientation, continuous improvement, teamwork, and achieving
results are woven into every aspect of human resource management.”

By PQ Corporation

In a sense, all managers are HR managers as they all get involved in selecting,
training, and compensating employees.

Yet most firms, nowadays, have the HR department headed by a person with
requisite qualifications in behavioral sciences.

How do the duties of this HR manager relate to the line managers’ HR duties? It
would be an interesting question to answer.

Line managers have the final responsibility for achieving the organization’s
goals. They also have the authority to direct the work of subordinates.

Staff managers usually help and advice line managers in achieving

organizational goals.

HR managers are staff experts. They assist line managers in areas like recruiting,
selecting, training, and compensating.
FUNCTIONS OF HRM
HUMAN RESOURCE PLANNING
Job analysis - Systematic process of determining skills, duties, and knowledge
required for performing jobs in organization
Job - Consists of group of tasks that must be performed for organization to
achieve its goals
Position - Collection of tasks and responsibilities performed by one person; there
is a position for every individual in organization
PRSP
Planning Recruitment Selection and Placement is a dynamic process of
ensuring that at all times a company or its units has in its employ the right
number of people with the right skills, assigned to the right jobs where they can
contribute most effectively to the productivity and profitability of the company.
TRAINING AND DEVELOPMENT
Planned and handled effort of management through competent instructors, to
impact “know how” and to develop or improve certain phases of an individual
skills, discipline, behavior, or knowledge to make him more effective on his
present job or better for qualified job.
LABOR-MANAGEMENT RELATIONS
The relationship between the employees on the one hand and the
management on the other hand.
Administration and application of personnel policies and program
The solution to day-to-day problems that arise in connection with labor and
social legislation and govt. rules relative to employee-employer relations.

COMPENSATION AND BENEFITS

Guaranteed Cash – Regular Salary or Basic Pay

Variable or Discretionary compensation – commission, profit share,

performance bonus

Benefits – mandated SSS (private) GSIS (public), PhilHealth, Pag-Ibig, Retirement

Life and Health Insurance, Educational benefit etc.