DDA 312

SEMINAR IN HUMAN
RESOURCES DEVELOPMENT
 MODULE I

THE NATURE, PHILOSOPHY AND

OBJECTIVES OF HUMAN RESOURCE
DEVELOPMENT
LESSON 1

THE NATURE, PHILOSOPHY AND

OBJECTIVES OF HRD
 Definition of Basic Concepts
01 Management
- Defined as “doing things through people” by Follette
- Describes human resource management
Management Functions (Planning, Organizing, Staffing, Directing-
leading and Control)

02 Human Resource Management

- deals with the most important asset of an organization, its manpower and its
clientele.
- concerned with basic practices like selection, recruitment and management
functions.
 
 Definition of Basic Concepts
03 Human Resource
- set of individuals who make up the work force of an organization, business
sector or economy
-sometimes called as “manpower” “talent” “labor” “people”
04 Human Resource Development
- the framework for helping or assisting employees develop for their personal and
professional growth through the acquisition of knowledge, skills and competencies
which redound to improved behavior and performance and attainment of
organizational goals
- The focus of all aspects of HRD is the development of the work force that results to
behavioral change and concomitantly improved performance and better services.
 Philosophy and Objectives of HRD
According to Tomas Andres, HRD is based on the following principles:
Man has the capacity to grow in the organization and must exert
01
efforts to sustain the company

02 Every individual is unique, hence can grow and improve himself differently
from the others. This has been an accepted psychological and
physiological principle.

03 Individual and organizational interests and objectives are integrated.

In line with this principle, the objectives of the organization should
be to:
a. Motivate the organization members to do their best for the
organization;
b. Attract and retain competent members;
c. Achieve maximum values from their work and return service for
trainings and development;
 COMPONENTS OF HRD
01 TRAINING (JOB)

02 EDUCATION (INDIVIDUAL)

03 DEVELOPMENT - organization
 IMPORTANTS OF HRD

01 Maximum utilization of manpower

02 Prepare the employees to function well, willingly and with

understanding of their jobs

03 Develop cooperation among the work force

 HRD STRATEGIES
A. STRUCTURAL

1. Delineation of authority and power so as to streamline reporting relationships

2. Analysis of leadership styles , formal or informal leadership which affect the patterns of
behavior
3. Behaviorally based research that identifies employee’s perceptions towards
management.
B. TECHNOLOGICAL

1. Extrinsic or maintenance (hygiene) factors like technical supervision, salary, job security
2. Specific strategies - job evaluation, performance, incentive schemes, wage and salary,
counseling an d performance appraisal .
 HRD STRATEGIES

C. BEHAVIORAL

1. Training and development

2. Team building
3. Trust building thru participatory management
4. Resolution of conflicts and achievement of collaboration thru
effective communication and feedback
LESSON 2

TRAINING AND DEVELOPMENT OF

EMPLOYEES
 - learning
to change the performance of
TRAINING
people doing jobs

Approaches for Trainings

1. Needs of the employee and the organization

2. Purpose / objectives
3. Nature of the job
4. Type of participants
 TOOLS TO CONFIRM THE NEED FOR A TRAINING DESIGN

Job analysis
- an excellent way of determining training needs if it is combined with performance
test or appraisal.

Organizational plan
- (mission, structure, personnel and procedures) can indicate also need for training
and preparation of another design.
 TOOLS TO CONFIRM THE NEED FOR A TRAINING DESIGN

Interview and questionnaire

- expresses the feelings of the employees and possibly provide also solutions to
problems cited or identified.

Group problem analysis

to determine the training needs wherein everybody is involved to the discussion
and proposed design shall be agreed upon.
 TOOLS TO CONFIRM THE NEED FOR A TRAINING DESIGN

Records and reports analysis

- good source of information as to problems, output, personnel records of
grievances, tardiness, hence trainings needs are identified.
 Approaches or Forms of Training and Development
Apprenticeship Training Program
a. The oldest form of training for skills.
b. It is conducted through a classroom setting
c. Last for a period of 2-6 years for a degree
d. OJT is also a requirement.
e. Well suited to developed companies of automobiles and electrical manufacturers.

Vestibule Training Program

It is best suited to companies with
a. several workers/ employees
b. similar skills for clerical or production positions
c. simple work
d. time is of the essence
e. Normally used in Insurance companies, Food Chains and
Commercial Banks
 Approaches or Forms of Training and Development
Orientation and Induction Training program
a. One of the most-widely used programs
b. Trainees are usually new recruits
c. Topics are about the new work environment, company history, policies, terms of employment, salaries,
benefits
d. Short duration only

Safety Training Program

a. Very detailed training
b. For self awareness
c. Implemented by line supervisors
 Approaches or Forms of Training and Development
Supervisory Training Program
a. Used for first line supervisors and potential first line supervisors from the rank and file
b. Used by companies with strict written policies on promotion
c. Done both in conferences or OJT
d. Number of sessions vary , depends on the program
e. Content is on supervisory techniques, conference methods,
performance rating, grievance procedures, management issues;

Middle-Management Development Program

a. For the development of executives
b. For technical competence in a relatively narrow field of
specialization
c. Either formal or informal training
d. Evidenced by MBA program of Ateneo and La Salle
 Approaches or Forms of Training and Development

Vocational Training
- skills, knowledge and attitudes training required for employment in a particular job

Co-Operative Training Program

a. Used by some colleges with local business
b. Practical training for students
c. Applied to any clerical job, manual trades, retailing, sales
engineering and technical jobs
 Approaches or Forms of Training and Development

Technical Development Programs

a. To increase technical proficiency of incumbent
b. Used as OJT, for Manual Skills, Certification Exam Progress, On Campus and Off Campus Teaching, Industry
Meetings, Professional Meetings, In-House Programs

Further Training
a. Given after a basic training to have recognized qualifications
b. Practiced by stages or selected as the need dictates
c. Forms: Upgrading, updating, refresher, specialization, re- training
Pre-vocational training, instructor training,
accelerated training, basic skills training,
entrepreneurship training
LESSON 3
HUMAN RESOURCE DEVELOPMENT
AND MANAGEMENT
 ROLES PERFORMED BY THE HRD

Learning Specialist
- takes care of designing, developing, conducting
and evaluating learning experiences.

Training Administrator
- in-charge of the arrangement of training and employee development programs.

Program Manager
- in-charge of policy setting, planning, controlling and managing the various
training and employee development programs.
 ROLES PERFORMED BY THE HRD

Consultant
- external consultants they usually have their own consulting firms and outfit that
allow them to conduct HRD and OD.

Career Development Specialist

- provides assistance in career development plans, though this role can be
integrated the consultancy role.

Researcher
- conducts further research on learning activities
 PERSONAL-INTERPERSONAL EFFECTIVENESS

The Efficacy Wheel

- shows that personal and interpersonal effectiveness are motivators which could be
used by the HRD specialist to design the training for the employees.

Managerial and Administrative Competence

- shows thedynamics that determine the

growth rate of a learner as influenced by leadership style.
 PERSONAL-INTERPERSONAL EFFECTIVENESS

Technical Proficiency

- practitioners have to decide based on situational analysis of the organizational

environment and needs as to what methodology or strategic approach shall be
used.
LESSON 4

THE ROLE OF HUMAN RESOURCE MANAGEMENT IN THE

DEVELOPMENT OF FILIPINOS
 ROLES OF HRMM

A Facilitator of Change

An Integrated Approach to Management

A Mediator
HUMAN RESOURCE MANAGEMENT AND FILIPINO VALUES

Irrationalism Sense of debt gratitude

Social Belongingness Emphasis on authority

Close family ties Personal improvement

End of Presentation