NARRATIVE REPORT

Group 2 : Caducio, Charmaine | Dagoy, John Vincer | Lauriano, Charles Vincent | Luriz, Amelia
May Martinzo, Gelli | Martinez, Ferly | Osano, Nicolei Louielle | Salazar, Ann Mariel | Caguia,
Julius Caesar

WE CAN DO IT!
Seeing through the lens of organization, staffing is the process of hiring new workers and
selecting them based on their qualifications and experience before assigning them to
positions that best suit their needs. A data collection that tracks job activities, labor hours
required, and employee time is called a staffing model.
 TABLE OF CONTENTS
Check the following pages which contains your desired topic

Topic 1 : Changs In Human Resource Boost

CARE ---------------------------------- Pg. 1-2

---------------------------------- Pg. 2-4

Topic 2 : Strategic Human Resource
Management and ---------------------------------- Pg. 4-8

Topic 3: Major Federal Laws Governing ---------------------------------- Pg. 8-10

Employment
---------------------------------- Pg. 10-11
Topic 4 : Human Resource Planning and
Demand for Human Resource

Topic 5 : Supply for human resource and

Reconciling Demand and supply

Topic 6 : Staffing

Topic 7: Management Skills for the 21st Century

Topic 8: Development and Evaluation and

Case-in-Point

Topic 9: Compensation

Topic 10: Maintaining Effective Work-force

Relationships and Case in point

Chapter Summary

References
 TOPIC 1: CHANGES IN HUMAN RESOURCE MANAGEMENT BOOST CARE

CARE, which stands for Cooperative for Assistance and Relief Everywhere is one of the
world's largest not-for-profit, nonsectarian relief and development organizations based in
Atlanta, Georgia, it was founded after World War II to provide a means by which Americans
would send packages of food and clothing to European victims of the war. Since its founding
in 1945, CARE has touched the lives of more than 1 billion people in 125 countries. CARE
allocates 93 percent of its expenditures to emergency assistance and planning, girls'
education, agriculture, and the environment.

Challenges Revamping Job Evaluation

In 1990, CARE began to experience major challenges in the human resource management of
approximately 275 domestic employees and 300 expatriates (individuals from CARE on
assignment in other countries). In 1993, a new team was brought in to revamp CARE's human
resource management. As its first major task, the new team completed a job evaluation
project lover 3 years in the works) and corrected inaccuracies found in the pay system for
employees.

4 STRATEGIC OBJECTIVES

Launch a global staffing Enhance people management Reengineer total pay and Provide better global
plan strategies through such information processes service to internal and
means as training and and systems to maximize external clients.
development programs, time and cost efficiencies

Human resource management (HRM) is the management of various activities designed to

enhance the effectiveness of an organization's workforce in the human resource
management process and consider its strategic importance.

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 TOPIC 2: STRATEGIC HUMAN RESOURCE MANAGEMENT

Human resource management encompasses a number of important activities. One critical

aspect of the process is human resource planning. This involves assessing the human
resource needs associated with an organization's strategic plan and developing plans to
meet those needs.

The Staffing component includes:

● Directing and selecting individuals for appropriate positions. Once individuals become
part of the organization, their ability to contribute effectively is usually enhanced by
various dévelopment and erala-tion efforts, such as training and periodic performance
evaluations.

● Compensating employees is another important factor in the HRM process, because

Quate rewards are critical not only to attracting but also to motivating and retaining
valuable employees.

● Finally, managers must respond to rarousted that influence workforce perceptions of

the organization and its treatment of employees.

Human resource professionals operating within human resource departments typically play a
major role in Designing the elements in the HRM process and in supporting their use by line
managers. Nevertheless, line managers are ultimately responsible for the effective
utilization of human resources with their units. Thus line managers carry out many aspects of
the HRM process.

THE STRATEGIC IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

Understanding the strategic potential of human resource management in organizations is a
relatively recent phenomenon, one that has evolved through three main stages.

File Maintenance Stage (Early 20th Century - Mid 1960s): During this stage, HRM activities
were primarily focused on administrative functions. From early in this century until the mid-
19605, HRM activities were in the file maintenance stage, with emphasis on

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processing personnel-related paperwork and planning company social functions (such as the
company picnic.)

Government Accountability Stage (Mid 1960s - Ongoing): The second stage, government
accountability, began when the mid-1960s ushered in an era of accelerated governmental
regulation of employment issues, which continues to a large degree today. Government
accountability remains a significant aspect of HRM, as regulations continue to evolve.

Competitive Advantage Stage (Late 1970s - Early 1980s and Ongoing): The competitive
advantage stage represents a shift in HRM's role from purely administrative and compliance-
focused functions to becoming a strategic partner within organizations. In this stage, HRM
recognizes the potential of human capital as a source of competitive advantage.

TOPIC 3: MAJOR FEDERAL LAWS GOVERNING EMPLOYMENT

EQUAL EMPLOYMENT OPPORTUNITY

1. Title VIl of the Civil Rights Act of 1964 (amended by the Equal Employment Opportunity
Act of 1972) prohibits discrimination based on race, color, religion, sex, or national
origin.

2. Age Discrimination in Employment Act of 1967 (amended in 1978 and 1986) prohibits
discriminating against employees over 40 years old.

3. Americans With Disabilities Act (1990) prohibits discrimination against disabled

persons and dictates that organizations make reasonable accommodation for
disabled persons to perform their job duties.

4. Vietnam Era Readjustment Act of 1974, Executive Order 11701 (1973) prohibits the
federal government and federal contractors from discriminating against disabled
veterans and Vietnam era veterans, and requires affirmative action.

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COMPENSATION AND BENEFITS

1. Fair Labor Standards Act (1938), sets minimum wage and overtime rates, child labor
laws,and reporting requirements.

2. The Equal Pay Act (1963), requires the same pay for women as for men doing similar
work under similar working conditions.

3. Employee Retirement Income Security Act (1974), specifies how pension plans are
managed.

4. The Comprehensive Omnibus Budget Reconciliation Act (1986), requires an extension

of insurance benefits after specified changes in employment or dependency status.

5. Family Medical Leave Act (1993), requires employers to provide up to 12 months unpaid
leave or medical purposes– to include pregnancy.

LABOR RELATIONS

1. The National Labor Relations Act (1935), provides the guidance for establishing unions
and includes the requirement for collectively bargaining with unions.

2. Taft Hartley Act (1947), permits states to pass right-to-work laws, promotes free
choice in accepting or rejecting union membership.

3. Labor Management Reporting and Disclosure Act (1959), gives employees more rights
against union leaders, eliminates sweetheart contracts, and requires disclosure of
union financial affairs.

4. Worker Adjustment and Retraining Notification Act (1998), requires employers with
100 or more employees in plant closings or mass layoffs.

The Labor Code of the Philippines, also known as Presidential Decree No. 442, is a
comprehensive piece of legislation that governs labor and employment practices in the
Philippines. It serves as the primary labor law in the country and provides the legal framework
for various employment-related matters, workers' rights, and labor relations.

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 TOPIC 4: HUMAN RESOURCE PLANNING AND DEMAND FOR HUMAN RESOURCE

HUMAN RESOURCE PLANNING

Human resource planning (HRP), often called workforce planning, is a dynamic process vital
for efficient human resource management. It involves identifying, attracting, developing, and
strategically utilizing an organization's human resources to achieve both short-term and
long-term objectives. Additionally, it is a crucial component of human resource management,
enabling organizations to match their personnel with strategic objectives and foresee and
adapt to change.

JOB ANALYSIS

Job analysis is the foundation of effective human resource management and plays a central
role in ensuring organizations operate efficiently, fairly and in compliance with legal
requirements. It is a systematic process of collecting and recording comprehensive
information about a job, including duties, responsibilities, qualifications, and working
conditions. Job analysis is an essential method for understanding, structuring and optimizing
the workforce, as it forms the foundation for various HR functions, such as recruitment,
selection, training, performance appraisals, pay and respect for labor laws.

WHY IS JOB ANALYSIS IS IMPORTANT IN HUMAN RESOURCE PLANNING?

Job analysis is pivotal to human resource planning. It ensures accuracy, efficiency, and
alignment with strategic goals. It provides a deep understanding of job roles, covering
recruitment, selection, performance, training, compensation, legal compliance, and
competency.

WHY HR DEMAND ASSESSMENT MATTERS IN HR PLANNING

Assessing HR needs within HR planning is crucial for several reasons:

1. Strategic Alignment - Ensures the workforce aligns with the organization's

objectives, contributing directly to goal achievement.
2. Resource Efficiency - Prevents costly overstaffing or productivity-hampering
understaffing.

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 3. Talent Acquisition - Guides recruitment and selection strategies to attract qualified
candidates.
4. Productivity Improvement - Proper staffing enhances workforce productivity,
reducing burnout and improving efficiency.
5. Adaptability - Supports workforce flexibility in a dynamic business environment.
6. Cost Control - Facilitates cost management, labor cost control, and profitability.
7. Talent Development - Reduces the need for external recruitment by focusing on
internal development.
8. Compliance and Succession - Ensures alignment with legal requirements and
succession planning.
9. Employee Satisfaction - Meeting staffing needs positively impacts on employee
satisfaction and retention.
10. Competitive Advantage - Effective needs assessment provides a competitive edge
for swift responses to market changes, superior customer service, and innovation.