Human Resource

Management
 Topics
• Course Orientation • Human Resource Planning • Job Analysis
• Concept of Strategic Human • Career management and • Recruitment of Employees
Resource Management development • Selection of Employees

• Training and Development of • Employee benefits and services

employees • Basic labor law, employee
• Performance review and appraisal relations and discipline
• Changes in Personnel Status • Employee morale and motivation
General Objectives

This course provides a comprehensive and up-to-date study in strategic human

resource management (SHRM). It aims to provide students and practicing
managers with an in-depth view of essential concepts and techniques and focuses
particularly on practical applications, examples and cases that students and HR
managers can utilize in gaining insights into the subject.
Strategic Human Resource
Management
Learning objectives

● Conceptual Background
● Models of SHRM
● Characteristics of SHRM
● SHRM Framework
● Emerging HR Scenario
Conceptual Background
HRM is a pattern of planned HR deployments and activities intended to enable a firm to achieve its goals.

HRM can be seen as an organizational system designed to achieve sustainable competitive advantages through people. As a
process, SHRM can be seen as a mechanism of linking HR practices to business strategies.

HRM is a process that involves the development of HR Strategies that are integrated vertically with the business strategy
and horizontally with one another. It deals with people issues that affect or are affected by the strategic plans of the
organization.
Model of Strategic Human Resource Management
The matching model It is described as the hard approach to HRM as it holds a less humanistic view.

The model is used to facilitate the

achievement of the objectives of the
organization in terms of efficiency in
productivity and profits. However, the model
has less focus on the employees’ welfare,
training and development. Employees are
perceived as a resource that enables the
business to meet its commercial targets and
business strategy.
Model of Strategic Human Resource Management
The Harvard model is an HR model that takes a more holistic approach to HR, including different levels of outcome.

• The model starts, on the left, with stakeholder interest.

These stakeholders include shareholders, management,
employee groups, government, and more. These interests
define the HRM policies.

• At the same time, situational factors influence these

interests. Situational factors include workforce
characteristics, unions, and all the other factors that were
also listed in the 8-box model.

• Situational factors and stakeholder interest influence HRM

policies. These include the core HR activities, like
recruitment, training, and reward systems.

• When done well, HRM policies lead to positive HRM

outcomes. These include retention, cost-effectiveness,
commitment, and competence.

• These positive HRM outcomes lead to long-term

consequences. These can be individual, organizational, and
societal.
Characteristics of
SHRM
Characteristics of SHRM
Vertical Fit

It is concerned with ensuring integration of HRM with strategic management process. The key
aspects of a vertical fit are:
• The organizational vision is used to provide a primary frame of reference for laying down the HR vision and
plan.
• HRM activities are designed keeping the organization’s strategy in mind.
• Organizational strategy is also designed keeping in mind HR issues.
• Top-level strategic teams include HR head or executives.
• Inputs about HR are considered an integral part of the organizational strategy.
• There is existence of a comprehensive exchange and feedback mechanism between senior managerial team
and the HR department.
• Senior HR executives are provided training in general managerial skills.
Characteristics of SHRM
Horizontal Fit
It is concerned with ensuring integration at the same level. This involves two types of fit- internal and
external fit.

Internal Fit
It involves integration between the various HRM sub functions or sub systems, such as staffing,
compensation and training.
• The HR vision helps integrate all the HRM activities.
• HR policies, such as recruitment, training, and reward, are consistent with each other. There is a common
vision that runs across these sub-functions. All HRM activities are, thus, integrated and coherent with each
other.
• An information sharing mechanism between HR sub-areas exists.
• A coordinating mechanism between HR sub-functions is established.
Characteristics of SHRM
Horizontal Fit

External Fit
This is concerned with the integration between HRM and other functional areas, for example,
marketing, finance and operations. The key aspects are:

• Consistency of HR activities with other functional activities is established by aligning all functional areas with the
organizational vision and strategy.
• All managers are in some way HR managers, as they all deal with people issues.
• HR decisions are taken jointly with managers of other areas.
• Managers of other areas are actively involved in HR activities, such as recruitment, selection, training, appraisal,
and compensation.
SHRM Framework
The model shows HR strategies being
integrated with corporate strategies. Both
corporate and HR strategy influence each
other.

HRM is viewed in the larger

organizational context. HR department
has a vision, envisioned in line with
organizational vision. HR activities are
aligned with this HR vision. This in turn
generates specific HR strategies in key
areas.
 Changing HR Roles
Traditionally, HR professionals have been seen as “ company
morale officers or discipline officers who do not understand the
business realities of the organizations and do not contribute
measurably to the strategic success of the business.

It is interesting to note that the HR department now considered

to be a potent powerhouse for strategic management. The tales
of HR executives' graduating from mere organizers of company
picnics to strategic decision makers.
Role of Functional Managers

Decentralization of responsibilities to functional managers has been viewed as a key

characterisctic of SHRM. The idea is to integrate HR with other functions such
maerketing, finance, and operations.

The line managers or functional area managers are spending more of their time on HR
activities, such as selection, training, appraisal and employee relations. Functional
managers are aligning with HR managers to carry out HR tasks and acitivities.
Role of Top Managers in HR

Top-level managers provide visionary leadership, define purposes and values, and set
the organization’s direction. They develop the overall business strategies and ensure that
functional strategies for marketing, product development, operations, IT, and HR are
designed and implemented in ways that provide sustained support to the achievement of
business goals.
Human Resource Planning
Career Management and Development
Objectives

 Human Resource Planning and its Importance

 Human Resource Planning Process
 Evaluating HR Planning Process
 Objective of Career Development
 Career Stages
 Career Management responsibilities (Manager
and HR, company and employee)
 Benefits of Career Development System
Human Resource Planning

HR planning is both a process and a set of plans. It is how organizations

assess the future supply and demand for human resources. In addition, an
effective HR plan also provides mechanisms to eliminate any gap that
exists between supply and demand. Thus, HR planning determines the
numbers and types of employees to be recruited into the organizations.
Human Resource Planning Process

1. Situation analysis and environmental

scanning
2. Forecasting demand for employees
3. Analyzing the current supply of
employees
4. Forecasting HR supply
5. Reconciling HR requirements and
supply forecasts
6. Action plan development
Objective of Career
Development

• To meet the immediate and future HR

needs of the organization on a timely
basis.

• To inform the organization and the

individual about potential career path
within the organization.

• To utilize existing HR programs to the

fullest by integrating the activities that
select, assign, develop, and manage
individual careers with the
organization's plans.
Career Stages

1. Growth stage - the period from birth to age 14

when a person develops a self concept by identifying
and interacting with other people such as family,
friends, and teachers. Toward the end of this stage,
the adolescent (who by time has developed
preliminary ideas about what his or her interests and
abilities are) begins to think realistically about
alternative occupations.

2. Exploration stage - the period (roughly from 15 to

25) during which a person seriously explores various
occupational alternatives, attempting to match these
alternatives with his/her interests and abilities.

3. Establishment stage - the period roughly from

ages 26 to 44 that is the heart of most people's
working lives. During this period, it is hoped a
suitable occupation is found and the person
engages in those activities that help him/her earn a
permanent place in it. This also involves creating a
meaningful and relevant role in the organization.
Career Stages

4. Maintenance stage - between the ages 45 to 60 during

which the person receives his/her place in the world of
work and most efforts are now directed at maintaining
that place. If the employee has been in the same position
for several years, then one must recognize the possibility
of changing job requirements, lateral job movement,
lessening of promotional opportunities, and even
possible, job loss or layoff. At this stage, the individual
should already prepare for the next stage while preparing
to cope with becoming plateaued.

5. Decline or disengagement stage - (60 and above) the

period during which many people are faced with the
prospect of having to accept reduced levels of power and
responsibility and learn to accept and develop new roles
as mentor and confidant for those who are younger.
There is then the inevitable retirement, after which the
person finds alternative uses for the time and effort
formerly spent on his/her occupation.
Career Management Responsibilities of the
Manager, HR, the company and the Employee

Manager

1.Provide challenging job

2.Provide periodic job rotation and job pathing
3.Provide opportunities for mentoring

HR Manager
The HR manager should provide information or
advice about training and development
opportunities or provide specialized services
such as testing to determine employees' values,
interests and skills, help prepare employees for
job searches, and offer counseling on career-
related problems.
 Companies are responsible for providing employees with the
resources needed to be successful in career planning.

This entails providing some or all the following for the

employees:

Company’s 1. Career workshops

2. Information on career and job opportunities

Role 3. Career planning workbooks - printed guides that direct

employees through a series of exercises, discussions, and
guidelines related to career planning.
4. Career counseling - advice from a professionally trained
counselor who specializes in working with employees seeking
assistance with career issues.
5. Career paths - planning job sequences, identifying skills
needed for advancement within and across job families such
as moving from technical jobs to management jobs.
Employee’s
Role

1. Take the initiative to ask for feedback from supervisors and peers regarding their strengths and weaknesses.
2. Identify their stage of career development and development needs.
3. Gain exposure to a range of learning opportunities (i.e., sales assignments, product design assignments, administrative
assignments).
4. Interact with employees from different work groups inside and outside the company (i.e., professional associations like People
Management Association of the Philippines or PMAP, Association of Marketing Educators, Council of Management Educators, etc.)
JOB ANALYSIS
Job analysis
Learning Objectives

● Importance of Job Analysis

● Specific Information Provided by Job Analysis
● Uses of Job Analysis Information
● Methods used in Job Analysis
● Steps in conducting Job Analysis
● Writing the Job Description
● Writing the Job Specification

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 Job analysis is conducted to
determine the responsibilities
inherent in the position as well as
the qualifications needed to fulfill
JOB ANALYSIS its responsibilities. It is essential
when recruiting to locate an
individual having the requisite
capabilities and education.

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Specific information provided by job analysis
1. Job title and location
2. Organizational relationship - brief explanation of the number of persons supervised (if
applicable) and job title of the position supervised. It also reflects supervision received.
3. Relation to other jobs - describes and outlines the coordination required by the job.
4. Job summary - condensed explanation of the content of the job.
5. Information concerning job requirements - usually provides information about machines,
tools, materials, mental complexity and attention required, physical demands, and working
conditions. It varies from job to job.
USES OF JOB ANALYSIS INFORMATION
1. Preparing the job description and writing the job specifications
The result of job analysis provides a complete description that contains job summary, the job duties and
responsibilities, machine and equipment used, and some indications of the working conditions. It is also used to describe the
individual traits and characteristics required in performing the job well.

2. Recruitment and selection

Job analysis information is useful when searching for the right person to fill the job. It helps to seek and find the
type of people that will contribute to and suit the needs of the organization.

3. Determining the rate of compensation

Job analysis information is also essential for estimating the value of and appropriate compensation for each job.
This is because compensation usually depends on the job's required skill and educational level, safety hazards, degree of
responsibility, and so on, all of which are assessed through job analysis

4. Performance appraisal
It involves comparison of actual versus planned output. Job analysis information is used to identify the standards
and performance objectives and specific activities to be performed against which employees are evaluated. It is used to acquire
an idea of acceptable level of performance for a job.
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USES OF JOB ANALYSIS INFORMATION
5. Training
Job analysis Information is used to design training and development programs because the analysis and resulting
job description show the skills and therefore the kind of training that is required. Training and development are conducted to
satisfy these skills and competence requirements.

6. Career planning and development

The movement of individuals into and out of positions, jobs, and occupation is a common procedure in
organizations. JA provides clear and detailed information to employees on career movement.

7. Safety
The safety of a job depends on the proper layout, standards, equipment, and other physical conditions. What a job
entails, and the type of people needed contribute information to establish safe procedures so that unsafe practices can either be
changed or discontinued.

8. Labor relations
An attempt of an employee to add or subtract from the duties listed, as a result of job analysis, is already a
violation of this standard. The labor union as well as the management is interested in this matter. Controversies often result and a
written record of the standard job jurisdiction is valuable in resolving such disputes.
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Methods of job analysis
1. Interview

Job analysis information can be obtained by interviewing the job incumbent or by group interviews with group of employees doing the same job or by
interviewing the supervisor who is knowledgeable about the job. Interview information is particularly valuable for professional and technical jobs that
mainly involve thinking and problem solving.

2. Observation

Direct observation is especially useful when jobs consist mainly of observable physical activity. Jobs like those of a janitor, production workers, and
drivers are examples of these. On the other hand, observation is usually not appropriate when the job entails significant amount of mental activity, such
as the work of the lawyer, financial analyst, and the like.

3. Questionnaires

The use of questionnaires is usually the least costly method for collecting large the amount of information in a short period of time. Advantages of using
these questionnaire method include the information gathered is quantitative in nature and can be easily updated as the job changes . It usually includes
question asking the worker to describe the kinds of experiences, qualifications, and attitude needed to perform the job. It also includes a detailed list of
activities performed and the importance of each activity or the percentage of time spent in performing it.

4. Employee recording/use of logbook

This is a recording by job incumbents of job duties, frequency of the duties, and when the duties are accomplished. This can produce a complete picture
of the job, especially when supplemented with subsequent interviews with the worker and the supervisor.

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STEPS IN CONDUCTING JOB ANALYSIS

STEP 1 STEP 4
STEP 2 STEP 3
Examine the total Collect data by using
Determine the Select Job to be acceptable JA
organization and
purpose of the job. analyzed. techniques.
the fit of each job.

STEP 7
Use information from Steps 1-6 for Job Design, Planning, STEP 6 STEP 5
Selection, and Training Recruitment, Performance Prepare JS Prepare JD.
Appraisal, Compensation, etc.

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The first and immediate product of job analysis is the job description. As
indicated, this is basically descriptive and constitutes a record of existing
and pertinent job facts. These facts must be organized in some fashion in
order to be usable. Suggested contents are given as follows:

1. Date written
2. Job status- Full-time/Part-time
3. Job identification- includes job title, department, division, plant and code
number of the job.
4. Job summary- A brief one or two-sentence statement describing the purpose of
the job and what outputs are expected from job incumbents.
5. Working relationship, responsibilities, and duties performed - Relationship
statement shows the jobholder's relationship with others inside and outside the
organization. These include supervision received (to whom the job incumbent
reports) and supervision exercised (who reports to the employee).
6. Authority of incumbent - defines the limit of the jobholder's authority,
including his/her decision-making authority, direct supervision of other
personnel, and budgetary limitation.
7. Competency requirements - education and experience including special skills
required to perform a given job.
8. Working conditions - a list of the general working conditions involved with the
job, location of the job, and other relevant characteristics of the immediate work
WRITING THE JOB SPECIFICATIONS

The job specification uses the job description to define the kind of human traits and experience required to do a specific job well. It shows what kind of
person to recruit and for what qualities that person should be tested. Job specifications identify the minimum acceptable qualifications required for an
employee to perform the job adequately. The job specification may be a separate section on the job description, a separate document entirely, or at the
concluding part of the job description. basic criteria: The information contained in a job specification usually includes the following:

1. knowledge - body of information one needs to perform the job;

2. skills - the capability to perform a learned motor task such as word processing skills;

3. ability - the capability needed to perform non-motor tasks such as communication abilities;

4. personal characteristics - an individual's traits such as tact, assertiveness, concern for others, etc.;

5. credentials - proof or documentation that an individual possesses certain competencies;

6. technical requirements - include criteria such as educational background, related work experience, and training .

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Thank you!