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Tricia Lynn B. Cuaton, RN
HUMAN RESOURCE MANAGEMENT • The art and science of acquiring, motivating, and developing people in their jobs in light of their personal, professional, and technical knowledge, skills, potentialities, needs, and values in synchronization with the achievement of individual, organization, and society’s goals • • It covers all activities dealing with
and market resources which may be exhaustible are dependent upon human resources • • Unlike material and financial assets. the other M’s are acquired and utilized • • The accomplishment of the goals of an organization depends upon the availability and utilization of all M’s. utilization.IMPORTANCE OF HRM • Though and by men. human . and development of financial. material. technological. the interaction of which are people-based • • The acquisition.
Personnel / Human Resource Planning . Selection and Placement 6 . Labor Relations EFFECTIVE HUMAN RESOURCE MANAGEMENT OR PERSONNEL MANAGEMENT 5 . Maintenance 2 .HUMAN RESOURCE/PERSONNEL OPERATIVE FUNCTIONS 1. Compensation .manc Rating 4 . Recruitment . Perfor . Trainin Dev ’ t 3.
screening of qualified job applicants. selection. • • Selection is the process of determining the most qualified job applicant or employee for a given position in an organization. recruitment strategy formulation. and maintaining a waiting list of qualified job applicants. • • Placement is the process of making an employee adjusted and . job applicants search. • Recruitment is the process of encouraging job applicants from outside an organization to seek employment in the organization. and placement. • Human resource planning is a study of the labor supply of jobs which are compared with the demand of employees in those jobs within an organization to determine future requirements which either increase or decrease.Personnel human resource planning. It consists of developing a recruitment plan. recruitment.
• • . knowledge.Training and development. skill or behavior pattern of an employee for an adequate performance of a given job. • This refers to any method used to improve the attitude.
• . • This refers to the evaluation of traits. and effectiveness of an employee on the job as determined by established work standards. behavior.Employee performance rating.
• • Incentive or variable compensation refer to compensation plans that pay employees at different scales or levels of pay based on performance or productivity • • Supplementary compensation represents added benefits or pay given to employees usually as a result of organizational membership. bonuses. .Compensation • It is the pay received by an employee in the form of wages or salaries. • • Basic compensation or base pay represents that portion of the wages or salaries that all employees occupying a particular job would receive. and commissions.
• . It is aimed to provide employees with the best work environment possible.Maintenance • This covers all activities intended to provide an acceptable working environment for employees.
Labor relations • This refers to the relationship existing between the management of an organization and its employees and the labor union representing the employees. . It refers to efforts of satisfactory accommodations between both employees and the management to settle disagreements. if the organization is unionized.
wage and salary administration. To assist managers in the field of employee relations: collective bargaining. promotions. screen and refer qualified job applicants to line managers who will decide whom to hire. . morale. training and development. disciplinary action. layoffs.FUNCTIONS OF THE HUMAN RESOURCE / PERSONNEL DEPARTMENT To recruit. complaints and grievances. safety engineering. accident prevention and investigation. To assist line managers on safety matters: maintenance of safety records and statistics. and separation from employment of personnel. To assist line managers implement transfers. and providing safety standards. demotions.
insurance. To conduct employee research and standards for job analysis. job description. profitsharing. job evaluation. organizational planning and development. preparation of employee manuals. human resource development program and personnel audit. . wage analysis. job grading. labor market survey. medical. pension. and dental.FUNCTIONS OF THE HUMAN RESOURCE / PERSONNEL DEPARTMENT To provide employee services such as recreational.
REALTIONSHIP OF PERSONNEL DEPARTMENT WITH OTHER ORGANIZATIONAL UNITS •The Human Resource Manager (HRM) provides advice. Services on these specialized personnel staff functions are also provided as needed. inform and recommend steps to be taken on personnel matters to other managers within the organization. . In some organizations. Performing a staff function in relation to other managers. jobs. •The CEO (President) is usually responsible to design a workable organizational structure to transform the inputs of people and resources into specified outputs. the HRM in a staff capacity assists the President (CEO) design the structure of relationships among employees. •Planning for human resource/personnel can be made the responsibility of the HRM only if he is a top level executive of the organization as plans cannot be made without being privy to the long-range plans of other functional organizational units. The major human resource or personnel plan prepared by the HRM in a staff capacity may then be translated into departmental unit plans by department managers who would involve supervisors and rankand-file employees in the planning process. the human resource manager cannot order other managers to follow the advice or recommendations he may have given. and physical factors.
RECRUITMENT AND SELECTION Recruitment refers to the practices of organizations to persuade people to apply for employment in the company Selection is the process of determining who from among the job applicants should get the job .
FLOW CART OF STEPS IN RESOURCE RECRUITMENT AND SELECTION PROCESS Preparation of Human Resource Requisition Form by Line Manager or Supervisor Human Resource Requisition Form duly accomplished is sent by the Line Manager or Supervisor to Personnel Manager/Personnel Department Reception of Job applicants in person or in writing Preliminary Interview in Personnel Department Posting and/or advertising job vacancies Employment Tests Investigation of job applicant’s background Interview with line manager or line supervisor Placement of new employee Interview with Human Resource Manager Line manager or line supervisor makes decision—prepares preference list Medical examination of job applicant .
companies advertise job vacancies in a newspaper of wide circulation. The commonly used external sources are: Educational Institutions Employment agencies Recommendations of present staff Walk-in applicants Leasing Labor Unions Employer’s families Management consulting firms Executive and technical recruiters Professional association meetings and conferences Other companies especially competitors General public Office files of past applicants . When no employee has submitted his intent or desire to occupy the vacant job or position and no one within the organization is qualified.Posting and/or advertising job vacancies Internal . Job vacancies are as a matter of practice posted in bulletin boards and department managers usually send memorandums to be circulated among subordinates in progressive organizations External .
EXTERNAL HIRING PROMOTION FROM WITHIN ADVANTAGES Provides greater motivation for good performance Provides greater promotion opportunities for present employees Improves morale and organization loyalty EXTERNAL HIRING DISADVANTAGES Promotes inbreeding (narrowing of thinking and stale ideas) Creates political infighting and pressure to compete Requires a strong management development program Creates a homogenous workforce DISADVANTAGES Enables employees to perform the new ADVANTAGES job with little loss of insights time Provides new ideas and Loss of time due to adjustment Familiar with the organization and how Allows employees to make changes Destroys incentive of present employees it operates without having to please constituent to strive for promotions No information is available if he can groups Does not change the present blend with the rest of the group organizational hierarchy .COMPARISON OF PROMOTION FROM WITHIN VS .
4 . The boy wears a helmet . 2. The boy plays football . It predicts general capacity to learn or solve problems Ex . What number comes next?8 . Is the final statement : True? False? Not Certain .ntelligence Tests used to measure mental ability or general learning ability. 1/4 ? 4 1/2 1/8 1/4 1 Assume the first two statements are true . Wonderlic Personnel Test Look at the row of numbers below . 1/2. 1. All football players wear helmets .
Aptitude Tests measure the capacity of a person to learn a job with adequate training. Bennett Test of Mechanical Comprehension When using a wheel barrel on uneven ground. Ex . These tests are commonly used to measure mechanical and clerical aptitudes. is it better to have a larger wheel in the front of the wheel barrel or a smaller wheel? .
the interest of the person is evaluated to see if there is a match with the job requirements .Interest Tests are used to predict success on the job. Considering both hereditary and environmental factors.
to be objective.Personality Tests are used for supervisory or managerial positions to measure emotional maturity to overcome stress and strain. Rorschach Test . and to win the cooperation and respect of others Ex .
oficiency or Achievement Tests measure knowledge for a given job. It requires the job applicant to do a task that is actually done on the job .
.TYPES OF EMPLOYEES Regular employee An employee who has been employed to perform necessary or desirable activities in the business or trade of the employer who is employed beyond the probationary period Probationary employee •Where work is learnable or apprenticeable. Beyond the six-month period. •If not hired as a learner or apprentice. the probationary employee becomes a regular employee •The probationary employee can only be terminated when there is a just cause or is authorized by existing laws or when he fails to qualify with reasonable standards prescribed by the employer which have been made known to him. the probationary period is a maximum of six months from the date of employment. the probationary period is limited to the authorized learnership or apprenticeship period.
.TYPES OF EMPLOYEES… Contractual employee An employee hired with a fixed employment period such as a specific project or undertaking the completion of which has been made clear to the employee as the end of his employment Casual or seasonal employee •An employee hired to perform work or service that is seasonal in nature and the employment is for the duration of the season.
HANDLING EMPLOYEE GRIEVANCE A grievance … is defined as any real or imagined feeling of personal injustice that an employee has about the employment relationship refers to a formal complaint by employees who believe they have been short .changed and thus deserve to be heard a feeling that arises from imaginary conditions or from incorrect reasoning is still a grievance if it causes a feeling of injustice refers to any complaint regarding the terms and conditions of employment or a formal dispute that is brought to the attention of either the management or the labor union for settlement in a unionized organization .
to “get off his chest” whatever is bothering him . with their supervisors and coworkers The way in which policies and practices are understood may differ from what manager intends due to differences in individual backgrounds\an aggrieved employee should be encouraged to air his gripes to unburden himself.NATURE OF GRIEVANCES ndividual Differences Individual differences include attitude. reaction to events in their day-to-day relations at their jobs.
NATURE OF GRIEVANCES … It is true that no supervisor can eliminate every grievance but he can reduce them to a minimum if he knows how to locate and handle it A supervisor who takes a hostile attitude towards an employee who airs a complaint or grievance is apt to discourage employees from bringing out their gripes which result in employee dissatisfaction which accumulates and lowers morale The airing of grievances should be regarded by management as an opportunity to promote understanding and improve employer-employee relations ttitude of the Supervisor .
health and/or safety 8. 5. 9. 3.CAUSES OF GRIEVANCES 1.A violation of management or the union of the labor agreement or collective bargaining agreement (CBA) 2. 7.Unfair treatment of a subordinate by the supervisor or ineffective or inadequate supervision 6.Vague provisions of the CBA that lead to its different interpretations 4.Violations of Philippine law on labor.Faulty supervision due to: Dictatorial tendencies of a supervisor Refusal to listen to employee complaint Unfair or inconsistent disciplinary actions Display of take-it-or-leave-it attitudes for subordinates Unclear and insufficient instructions Failure to inform employee of changes .
both parties are equally responsible to listen without interrupting. •Both parties have the right to be heard. . •The manager has the right to expect a certain level of productivity from the employee but has the responsibility to provide a work environment that makes this possible. but many overlap. •The employee has the right to a positive work environment but has the responsibility to communicate needs and discontent to the manager.RIGHTS AND RESPONSIBILITIES IN GRIEVANCE RESOLUTION •Employees and managers have some separate and distinct rights and responsibilities in grievance resolutions.
.RIGHTS AND RESPONSIBILITIES IN GRIEVANCE RESOLUTION… •The manager has the right to expect employees to follow rules but has responsibility to see that these rules are clearly communicated and fairly enforced •Both the manager and the employee must show good will in resolving grievances.
i An employee shall have the right to appeal decisions on . A complaint or grievance shall be considered not only in relation to its alleged object . discrimination or reprisal and of a speedy and impartial settlement of such complaint or grievance d. Complaints and / or grievance shall be resolved at the lowest possible level in the agency f. Grievance proceedings shall not be bound by formal legal rules and technicalities h. the employee shall be assured freedom from coercion . An employee / union may .PRINCIPLES IN GRIEVANCE PROCEDURE Section V of Rule XII requires that each department or agency shall establish a grievance procedure which shall conform to the following principles : a . without resorting to formal grievance procedures . but also in relation to the . c . In presenting a complaint or grievance . k . discuss informally any problem relating to his conditions of employment with his supervisor b. grievances to such competent authorities as provided for in this Rule j. g . e .
GRIEVANCE MACHINERY OR PROCEDURE 5 ARBITRATIO N Union President Top Management 4 3 Grievance Committee Personnel Manager 2 Head Steward Department Head or Plant Superintendent 1 Shop Steward Supervisor or Foreman AGGRIEVED EMPLOYEE .
• • Get the facts by investigating and handling each case as though it may eventually result in arbitration. Be sure to investigate the 5 W’s • • Carefully examine all evidence before making a decision • • Follow-up to make sure the plan of . To reduce the number if grievances that are appealed. supervisors are encouraged to follow these recommendations: • Receive and treat all complaints seriously and give the employee a full hearing.
The different steps in a grievance procedure usually involve the following: 1. 2. the employee can elevate the complaint to the next higher level to resolve the grievance 4. Presentation of employee problem/s to the foreman or supervisor who is expected to settle the problem within the specified period. If not satisfied. The problem or case may be taken to .GRIEVANCE PROCEDURE IN NONUNIONIZED FIRMS A company without any union must formulate a grievance procedure for the guidance of its supervisors and employees. 5. 3.
etc. attendance of witnesses and proof of documents and other evidences.AUTHORITY OF AN ARBITRATOR As a general rule. reopening of hearing. 3. Special power in aid of his general contractual . the authority of an arbitrator embraces or covers the following: 1. and 4. 2. fact-finding and other modes of discovery. General authority to investigate and hear the case upon notice of the parties and to render an award (decision) based on the contract and record of the case. Incidental authority to perform all acts necessary to an adequate discharge of his duties and responsibilities like setting and conduct of hearing. 5.
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