CHAPTER VII:

MANAGING
PEOPLE
WHAT IS HUMAN RESOURCE
MANAGEMENT?
• Human Resource Management (or simply
HR) is a function that involves the
management of people.
• The objective of the HR function is to ensure
that people’s performance is optimized.
• HRD is people-focused while (the recipients
of all HRD interventions are people)
• HRM is systems-focused ensures that there
are strong systems and internal processes
on the functional areas cited so that people
can function more effectively.
HUMAN RESOURCE
DEVELOPMENT

1.Career Development
2.Performance Management
3.Employee Relations
4.Learning and Development
• Career Development – is an HR function that
tracks an employee’s career that provides
direction, continuity, order and meaning in an
employee’s life.
• Performance Management – is a function where
the performance of employees is regularly
appraised as basis for giving him/her a merit
increase and/or promotion, and guide him/her
in further developing his/her competencies.
• Employee Relations – is a function that
promotes employee engagement and
commitment to the organization through efforts
at relating well, motivating, disciplining and
communicating with, employees.
• Learning and Development – is a function where
employees are provided training and
development through various interventions such
as on-the-job training, coaching and mentoring,
and classroom training which are all designed to
enhance his knowledge, skills and behavior.
HUMAN RESOURCE
MANAGEMENT
1. Organization Design – is a process of putting up
the appropriate type and form of the
organization that will suit its overall business
purpose.
2. Workforce Planning – is a process of
determining and identifying the right quantity
and quality of people to be hired.
3. Recruitment, Selection and Placement – is a process of
sourcing, identifying, selecting and hiring candidates for
certain jobs based on the proper matching of
candidates’ qualifications and job specifications,
including their competency requirements.
4. Rewards and Recognition – is a process of identifying
monetary such as salary benefits and other perks, and
non-monetary such as awards, commendations, and
other similar types of remuneration, incentives, and
other considerations to motivate and inspire employees.
EMPLOYEE LIFE
CYCLE 5
Recruit, Select,
Orientation

Disengagement Setting-in

Monotony
Competent Performance
Why is Modern People Management
More Critical at the Present Time?
1. Changing mix of the workforce more
female employees, more working mothers,
greater demand for gender equality, with
emphasis on women’s rights
2. Changing values of the workforce
flexitime, work-life balance, virtual HR,
cafeteria benefit
3. Changing demands of employers
automation, technological advancement,
outsourcing
4. Changing demands of government
Department of Labor promulgations, new
Government legislations
 4 ROLES OF
HR
Dave Ulrich

1.Employee champion
2.Administrative expert
3.Change agent
4.Strategic partner
AS EMPLOYEE
CHAMPION
• HR’s primary responsibility to optimize
employees’ performance
• It is also expected that HR professionals find
ways to increase productivity by enhancing
employees’ competencies
• Finding ways to motivate, engage and inspire
employees to perform well and achieve the
organization’s goals
AS ADMINISTRATIVE
EXPERT
•HR professionals handle
administrative functions that
include the strengthening of HR
systems and processes that will
ensure that employees
become more effective and
AS CHANGE
AGENT
• HR should lead in the organization’s change
efforts.
• Organizations should not become obsolete.
• HR professionals have to ensure that the
organization itself changes and keeps pace with
requirements of the external environment, since
there are changes happening outside the
organization.
AS STRATEGIC
PARTNER
• HR turns strategies into actions
• HR should be able to build core
competencies or capabilities within the
company in order to provide for effective
leadership succession, attain business
success and even in turbulent times, survive
crisis.
 THE NEW CENTURY HR
OPPORTUNITIES AND
CHALLENGES:
1. Talent Management – recruiting and retaining
talent worldwide.
2. Leadership Development – developing leaders
who are capable of thinking, inspiring and acting in
the global arena.
3. Strategic HR – increasing HR’s role as a strategic
business partner.
THE 70-20-10 MODEL OF
TRAINING
• 70% is learned from On-the-Job or actual
training
• 20% is learned from interaction with
others
• 10% is learned from classroom training or
education
ON-THE-JOB
TRAINING
• Is more effective than classroom training
• OJT is learning by doing
• Allows hands-on experience
• Provides the opportunity for the trainee to
immediately absorb what he/she learns
because of the hands-on experience
CLASSROOM
TRAINING
• Mostly dependent on the individual whether or not he/she
has the full concentration, listening ability, and
comprehension to learn
• There is absence of the “doing part” since the method
employed is for the trainor to speak and for the trainee to
listen
• Learning is through structured course and programs ranging
from technical training, behavioral training, job orientation,
etc.
Training Through Interaction with
others
• Allows the trainee to learn from someone
like a coach or a mentor.
• It is considered as more effective than
classroom training because of the
interaction with another person as well as
the back-and-forth that happens
between the trainor and the trainee.
AS THE SAYING
GOES,
“I hear and I forget {classroom training};
I see and I remember {interaction with
others}; and
I do and I understand {on-the-job
training}”
 EFFECTIVE REWARD
SYSTEM
• Rewards can be both monetary and non-monetary.
• Rewards system is an important and critical part of the
organization design.
• One way of designing a reward system is to consider the
basic organization design, driven by its existing resources
and environment, as well as the personal values and
management style of the owners.
• The other way is to have a compensation strategy
which is anchored on the organization’s business
strategy.
CHAPTER VIII:
MEASURING
RESULTS
MEASURING RESULTS
{CONTROLLING}
• This process compares actual activities with
the planned activities.
• Compares actual results versus planned
results.
• Allows the manager to detect deviations
from the plan in time to take corrective
action.
 QUANTITATIVE VS.
QUALITATIVE MEASURES
• Examples of Quantitative aspect are increase or
decrease of shoppers in a grocery; how the fast
products are moving out of the shelves.
• Examples of Qualitative aspect refers to
customer satisfaction, customer service,
consumer complaints and feedback through
survey forms
 Types of Control:
1.Feedforward Control
2.Concurrent Control
3.Feedback Control
• Feedforward Control – Is designed to discover problems
before they occur. For example, a manager who schedules
leaves in advance in order to meet anticipated workloads
on specific periods.
• Concurrent Control – this mode applies corrections as they
come or are needed. For example, an employee who
goes up a high structure carefully watches his/her step
and surrounding to avoid falling or being hit.
• Feedback Control – this mode tries to fix a problem after an
incident. For example an employee who discovers a
hanging foreign element in the ceiling considers the
situation unsafe and so decides to remove the element.
 TWO FUNDAMENTAL
CONTROL METHODS
1. Qualitative Control Methods – use data and other quantitative
tools to monitor and control output, and to validate data.
1. Charts
2. Budgets
3. Audits
2. Non-quantitative Control Methods – focus on the overall
control of performance instead of concentrating on specific
purposes
1. Inspection 3. Coaching
2. Direct supervision 4. performance evaluation
• Control Methods – are designed to monitor
abnormalities, discrepancies or variances in operations
• Systems – are a collection or components or elements
that are organized in order to ensure consistency,
uniformity, order and smoothness in the flow of
operations.
• Systems ensure that processes and procedures are in
place and implemented in a more organized fashion in
order to achieve operational efficiency and faster
turnaround.
• Good systems decrease the need for employing more
control methods in the organization.
ACTIVITY #3
 What is the difference of Human Resource Development from Human Resource Management?
Explain
ACTIVITY #4
 What is Effective Reward System? Explain
ACTIVITY #5
 What Does Measuring Results mean?
ACTIVITY #6
 Differentiate Qualitative Measures from Quantitative Measures