PhD 806 Essential of Community

and Manpower Development

Understanding Human
Resource Management
The Dynamic Environment Of HRM
Leybeme C. Estampa
 Human Resource Environment is
a part of social environment which
includes the concept, viewpoints,
work culture, attitudes, efficiency,
skills, productivity, nature and
behaviour of HR, employees’
demand and supply, motivational
aspects, compensation methods and
industrial relation concerning of HR
practices.
About Us

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 The Internal and External Environments
The internal environment includes factors
that the organization controls. For example, the
organization's culture, product development,
mission and strategy are all part of the internal
environment. On the other hand, the external
environment includes those factors that are
outside of the organization; while management
has no control over these items, the company must
prepare for and respond to the factors. Elements
of the external environment include the economy,
changes in technology, regulation, competition,
socio-economic factors, and others.
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CULTURE

The corporate culture represents the

organization's value system.  The culture
identifies people's values and assumptions
about their willingness to work, their ethics,
and the way they should be treated.
 Culture is often reflected in the company's
HR policies and practices.  

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TECHNOLOGY

Technology within the organization is

also part of the internal
environment . Technology generally refers
to the equipment and knowledge used to
produce goods and services and may vary
greatly by industry.  

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ORGANIZATIONAL
STRUCTURE
As technology use has increased, organizational
structures have become flatter and flatter. A "flat"
structure is one that has fewer managers or a smaller
management hierarchy. While this trend is occurring for a
number of reasons, one reason is that, with technology
and computers, close supervision of employees is
unnecessary. Furthermore, technology allows work to be
performed during non-traditional hours, away from
physical manufacturing plants and offices. 

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ORGANIZATIONAL SIZE

Organizational size is also an important factor

in determining HR activities. With some
exceptions, the larger the organization, the more
developed its internal labor market is, and the less
reliant it is on the external labor market. This
means that decisions on how to pay employees,
how to evaluate them, how to classify jobs, and
how to determine career paths are less
dependent on what is going on outside the
organization or among its competitors.  

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ECONOMY
The economy is a critical element of the external
environment. Local, state, and national economic events
can have a significant impact on HR activities. A strong
economy tends to decrease unemployment, increase
wages, make recruitment more competitive, and increase
the desirability of training. On the other hand, a weak
economy tends to increase unemployment, diminish wage
demands, make recruitment less competitive, and reduce
the need for training and development of current
employees. HRM has a major role in both strong and weak
economies, although the priorities and nature of activities
and functions will change depending on the economy.

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Competencies of HR Professionals
Need in the 21stCentury

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Large image
HR managers often fill multiple roles within the
organization.  The more roles that HR professionals
engage in, the more likely it is that HR will be effective
in improving the organization's productivity, increasing
the quality of work life, and ensuring that the firm is
complying with necessary HR laws and regulations. 

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LargeThe
imageeffectiveness
of an organization's human
resource management function depends in large
part upon the quality of the people within the HR
department and the rest of the organization.
Given recent changes in the work environment
and the emerging roles of HR professionals, the
ideal characteristics of HR professionals should
include those listed.

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Competencies Insert or Drag and Drop
your Photo Here

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Characteristics
Knowledge of the Business
and Industry
• If HR managers wish to be a part of the
executive team and contribute in a
strategic way, they must acquire an
understanding of the firm's business
objectives and the means that must be
employed to attain them. HR managers
and professionals should also have solid
training in strategic planning; and
production techniques; and knowledge of
how to use modern tools such as data
processing and management information
systems.  significant disadvantage.
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Analytical Abilities
• Due to increases in technology use and
the emerging roles that businesses wish
to assign HR professionals, these
professionals are increasingly being
asked to manage processes rather
than activities. Consequently, HR
managers must develop good analytical
skills to understand, explain, and solve
problems. HR professionals who are not
familiar with computer programs such as
Excel and Access will find themselves at a
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Characteristics
Leadership and
Influence
• To be part of the decision-
• The HR manager's personal
credibility, based on recognizable
abilities such as the power to
convince and influence and the
ability to be accepted by different
groups—especially top
management—will become the
determining factor in human
resource management success.
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Propensity for
Action
• HR professionals must help develop
making team, HR managers
must be prepared to take a
proactive approach to
management. Instead of
waiting for others to come to
them with problems, HR
managers must be proactive in
approaching people. HR
managers can no longer afford
to remain secluded in their own
territory; rather, they must
engage with everyone within
the organization. 
Engagement
plans and strategies, aiming to equip
the company with the necessary
workforce, both in quantity and
quality; they must assist in the
motivation and retention of
employees whose organization is
downsizing or rapidly expanding;
and they must help manage
succession by creating contingency
plans for key employees within the
firm.  
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Characteristics
Political Awareness Customer Focus

• HR managers need to develop political skills, not in • Although having a "customer focus" attitude may seem
the sense of "playing games" in the organizational to contradict some of the qualities mentioned above, it
arena, but by integrating all resources and rallying should be emphasized that the HR manager must be
employees and colleagues in support of the able to balance acquiring services from the external
organization's strategy. Changing organizational environment as well as from management and
cultures requires great political skill.  employees. As organizations engage in corporate social
responsibility and attempt to become good corporate
citizens, HR professionals must be attentive to the needs
of customers and the community. Consequently, even
though HR professionals are expected to become more
business-oriented, they are still expected to be the
guardians of employee rights and to retain the spirit of
service by which they are known.

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 Knowledge of effective HR functions
and activities is vital for anyone working in
organizations, but particularly for
managers and HR staff. This is true
whether the organization is private or
HR Generalists and public, large or small, slow-growing or fast-
growing.
Insert or Drag andWe
Drop have described the qualities

Specialists your Photo Here

and competencies of HR managers and
professionals, including HR staff. While the
HR department includes many different
types of people with different titles and
responsibilities, HR staff are often
categorized as belonging to one of two
broad groups, HR generalists and
HR specialists.

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HR Generalists and Specialists
HR Generalists HR Specialists
While the specific duties and • HR specialists are responsible for specific
responsibilities of HR generalists vary human resource management functions
depending upon the industry and within the organization. For example, HR
organization, HR generalists usually provide specialists may concentrate in
guidance, support management, and serve as employment and recruiting, labor and
a source of help and information on human employee relations, training and
resource matters. In small firms, HR development, job analysis, compensation
generalists are often responsible for all and benefits, or other specialty areas.
human resource management functions Obviously, specialists are far more
within the organization. In large common in large organizations than in
organizations, the HR generalists may direct small organizations. 
and supervise subordinates who each have
specific HR responsibilities and duties.  

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 HRM is a subset of the study of management that focuses on
how to attract, hire, train, motivate, and maintain employees.
Understanding the implications of an increasingly complex
external environment that includes globalization, global
economies, technology changes, workforce diversity, labor
shortages, changing skill requirements, continuous
improvement initiatives, the contingent workforce,
decentralized work sites, company mergers, offshore sourcing of
goods and services, and employee involvement.

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 ThankYou
Leybeme C. Estampa
09274350493
Leybeme.casilad@deped.gov.ph
PHD806

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