BA 1 – Human Resource Management
COURSE GUIDE
Kindly click the link for the course introduction
https://www.youtube.com/watch?v=fSlniMXjL4k
I. COURSE TITLE :
BA 1-Human Resource Management
II. COURSE DESCRIPTION:
This course deals with operative functions of human resource management.
It covers human resource function such as job organization, acquisition,
development, maintenance and research of human resource in the changing
world. It also includes application of human resource management principles to
actual business activity though case study and analysis.
III. COURSE OBJECTIVES:
General Objectives: Understand and apply the concepts of Human
Resource Management that can be useful in any type of organization which
includes its overview and history, operative functions and the current trends in
managing the most valuable asset of the organization, its people.
Specific Objectives: At the end of the course, the student should be able to:
1. Identify the significance of evolution of human resource management at
present time.
2. Differentiate Human Resource management from Personnel
Management.
3. Explain the systems employed in screening and selecting the most
qualified applicant.
4. Categorize factors affecting compensation administration and its
significance in motivating employees.
5. Discuss the significance of knowledge management and competency
based HRM.
6. Analyze a job and classify its job description and job specification.
7. Demonstrate knowledge learned through conduct of online job
interviews.
8. Evaluate the reasons why employee join labor unions.
9. Review journal article in the field of Human Resource Management.
IV. COURSE STRUCTURE
The course BA 1- Human Resource Management includes three (3)
instructional units divided into eighteen (8) workable modules namely:
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Topic
Writers
Unit I. History and Overview of Human
Resource Management
Module 1 -The Evolution of Human Resource
Management
Module 2. Human Resource Management
Definition, Scopes and Functions, HR Manager and
their roles
Unit II. Human Resource Management
Functions
Dr Analyn V Inarda
Prof Ma Eppie Antioquia
Dr Analyn V Inarda
Module 3- Job Organization and Information
Module 4 - Acquisition or Procurement of Human
Resources
Module 5- Maintenance of Human Resources
Prof Corazon DJ Pasia
Prof Helen B Libao
Module 6- Development of Human Resources
Dr Hermy D Estrabo
Module 7- Research in Human Resource
Management
Unit III. Current Trends in Human Resource
Management
Prof Carmina G Taule
Module 8 – Contemporary Concepts in Human
Resource Management
Dr Analyn V Inarda
V. SCHEDULE
Registration -------------------------------------------------------------Class Orientation
Giving of tasks and assignments
August 24, 2020
Study Session 1--------------------------------------------------------Reporting of Assigned Topic -Module 1
September 2, 2020
Study Session 2 -------------------------------------------------------- September 9, 2020
Submission of Assignments/Tasks/Activities for
Module 1
Reporting of Assigned Topic-Module 2
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Study Session 3-------------------------------------------------------Submission of Assignments/Tasks/Activities for
Module 2
September 16, 2020
Reporting of Assigned Topic-Module 3
Study Session 4-------------------------------------------------------Presentation of the output: Design of Job Description
Job Specification
September 23, 2020
PRELIMINARY EXAMINATION --------------------------------
September 28, 2020
Study Session 5-------------------------------------------------------Submission of Assignments/Tasks/Activities for
Module 3
October 7, 2020
Reporting of Assigned Topic-Module 4
Study Session 6-------------------------------------------------------Submission of Assignments/Tasks/Activities for
Module 4
October 14, 2020
Reporting of Assigned Topic-Module 5
Study Session 7-------------------------------------------------------Submission of Assignments/Tasks/Activities for
Module 5
October 21, 2020
Reporting of Assigned Topic-Module 6
Study Session 8-------------------------------------------------------Presentation of the output: Role Playing of Job Interview
October 28, 2020
Presentation of output: Issues on Employees’ Maintenance
MIDTERM EXAMINATION -----------------------------------------
November 4, 2020
Study Session 8-------------------------------------------------------- November 11, 2020
Submission of Assignments/Tasks/Activities for
Module 6
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Presentation of output: Career Plan
Study Session 9----------------------------------------------------Reporting of Assigned Topic-Module 7
November 18, 2020
Study Session 10 ----------------------------------------------------- November 25, 2020
Submission of Assignments/Tasks/Activities for
Module 7
Reporting of Assigned Topic- Module 8
Study Session 11 ----------------------------------------------------- December 2, 2020
Submission of Assignments/Tasks and Activities for
Module 8
Presentation of output: Journal article review
FINAL EXAMINATION --------------------------------------------------
December 9, 2020
Reminders:
1. All submissions will be through the official email to be given by the professor.
2. Synchronous learning will be conducted through Google meet or Zoom.
3. Copies of the module will be available on the designated places to be picked
up as scheduled or can be downloaded in the websites to be given.
VI. COURSE REQUIREMENT
The following are the major course requirements:
1.
Conduct of job interview: Students will be grouped into four (4) to
conduct a role playing of job interviews of their choice. (e.g. Panel, face to face,
group, stress interview, etc.). Students may prepare a script as guide in the activity.
2.
Design a description and specification of three (3) jobs listed below.
The output should clearly reflect the difference between the two based on the
analysis of the job. Answers should include four (4) descriptions and four (4)
specifications for each job.
1. Sales Manager
2. Finance Manager
3. Human Resource Manager
4. Office Clerk
5. Marketing Manager
6. Project Manager
7. Brand Strategist
8. Secretary
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9. Customer Service Manager
3. Career Plan. Design a career plan which is very important for students to
realize their expectation on how their future organization can contribute on their
achievements. A plan on how they will move and progress in future. Consider the
following aspects.
3.1
3.2
3.3
3.4
3.5
Define who you are now.
Personal preferences, values and limitations
Current competencies, skills, knowledge and experiences
Your future goals 5 years and ten years from now.
Development needs require to achieve future goals.
4. Journal Article. A journal article will be assigned to students to review and
critique. The following points must be covered:
4.1 Research problem the article concerned describes or explain.
4.2 Type of data collected.
4.3 Major contribution of the article.
VII. GRADING SYSTEM
Students’ will be graded based on the following:
1. Activities and Assignments
2. Reporting
3. Case Analysis
4. Major requirements
(Conduct of Job Interview, Job Description and
Job Specification Design, Career Plan, Journal
Article Review)
5. Term Examinations
10%
20%
10%
20%
40%
VIII. ACADEMIC INTEGRITY
This module is intended only for the students of University of Rizal System
enrolled in BA 1- Human Resource Management. Furthermore, answers to all the
assignments, activities, journal review article and case analysis must be performed
only by the student concerned. All are expected to practice the value of honesty
and integrity, thus, be reminded on the significance of intellectual property. You
will be sanctioned accordingly based on the university policy if found guilty on
violations of intellectual dishonesty.
IX. ABOUT THE AUTHORS
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To the Students enrolled in BA 1- Human Resource Management, this
material covers the topics in Human Resource Management. Below the are the
distinguished authors who contributed their intellectual expertise to this subject
matter.
Analyn Valencia-Inarda, is an Associate Professor V of University of Rizal
System Rodriguez Campus, College of Business. A licensed teacher and holds a
Doctor in Public Administration degree from the Polytechnic University of the
Philippines. She has written a book in Human Resource Management.
Hermy D Estrabo, is a Professor of University of Rizal System. He holds a degree
in Doctor of Education from Technological University of the Philippines, Manila. He
handled various administrative positions like Vice President for Research
Development Extension and Production, Campus Director, Director for Extension,
Executive Director for Public Affairs, and Dean of the Institute of Engineering and
Technology.
Corazon DJ Pasia, is an Associate Professor I from the College of
Agribusiness Management, University of Rizal System- Tanay Campus. She holds
a Master Business Administration degree Major in Human Resource Management
from National College of Business and Arts.
Carmina Gigante-Taule, is an Associate Professor III from University of
Rizal System- Binangonan Campus. She is a licensed teacher, registered
Guidance Counselor and Psychometrician. A holder of Master of Arts in Education
major in Guidance Counseling and Master in Management. She is now on the
process of writing her dissertation for the degree of Doctor in Business
Administration.
Ma Eppie A Antioquia, is an Assistant Professor IV from University of Rizal
System Binangonan Campus, College of Business. A holder of Master in
Management and now currently working on her dissertation for the degree Doctor
in Business Administration.
Helen Libao, is an Associate Professor II from University of Rizal System Antipolo
Campus. She holds a degree in Master of Education major in Guidance and
Counseling and on the process of writing her dissertation for the degree Doctor of
Philosophy in Educational Management.
HAPPY LEARNING!
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UNIT I. HISTORY AND OVERVIEW OF HUMAN RESOURCE MANAGEMENT
This unit will enlighten the students on the origin Human Resource Management
and the various concepts associated with it. It includes discussion of the people
who manage the operation relative to the concerns of handling the most important
asset of the organization.
Module 1 -The Evolution of Human Resource Management
(Author: Dr Analyn V Inarda)
Objectives
At the end of the of this module, the students should be able to:
1. Understand the history of human resource management.
2. Identify the significance of evolution in understanding human resource
management.
3. Appreciate and enumerate the different theories relative to HRM.
4. Apply the concepts human resource management through case
analysis.
Introduction
Human Resource Management is practiced today in various professions. It
underwent evolution which made it more resilient to the current situation of various
organizations whether public or private. Understanding its origin will help the
students realize its importance for it will emphasize how organizations treated its
workers then and how it developed through the years. As future professionals, it is
imperative that students explain why there is human resource management and
its significant consequence on managing people.
I.
Slavery
Human beings began contributing to enterprise when early tribes and
nations conquered territory and used those they vanquished as slaves. Slavery
was a practice in which master owned other people. Slaves were held against
their will and deprived of their right to leave or to refuse work, and often worked
without pay under subhuman conditions. The masters provided them minimal
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food, shelter and clothing. The first known slaves were recorded about 3500 BC in
Sumer and Mesopotamia (now Iraq). Slavery also existed in Assyria, Babylonia,
Egypt, and Persia. The Jews were slaves to the Pharaohs of Egypt and helped
build their monuments and cities. Slavery expanded as commerce and trade
increased. Trade needed a disciplined labor force to produce goods for export.
Slavery reached its peak in Greece and Rome. They used slaves of the conquered
territories to build their empire as well as to work as domestic help.
Though slavery had almost died with the fall of the Roman Empire, it raised
its ugly head in 1500s and 1600s when the New World (America) was colonized.
Portuguese and Spanish sailors explored the coast of West Africa and kidnapped
African natives to work as slaves in the cotton, tobacco, sugarcane, and coffee
plantations in America, Brazil, Cuba, and the West Indies. African slaves were
sold as commodities to plantation owners who provided them with poor clothing,
housing and food. The emphasis was on exploitation. Black slavery started to
decline in the late 1700s as there were strong movements to abolish slavery in
America (Andrews, 2010; Hill, 2008; Martires, 2008; Sison, 2003).
At the peak of the slave trade period, usually defined as lasting from 1526 to 1867, there were
an estimated 12.5 million people in slavery. This already staggering figure is actually quite pale in
comparison to the 40.3 million people in slavery in 2016, according to statistics from NGOs and
international agencies. Source: Thomas Frénéhard is a director in the Governance, Risk, and Compliance
II. Serfdom
With the fall of the Roman Empire in 400 AD, international trade fell sharply.
The decline in demand for goods produced by them reduced the need for slaves.
In Europe, slavery slowly changed to serfdom. A serf was midway between a
freeman and a slave. In fact, they were bonded labor. The serfs were permitted
to lease land or work in their master’s land. A serf’s holding usually included a
crude house, the adjoining plot of land, a share in the produce, and a few animals
to till the land.
They paid their master a rent for the land. Part of the crop also went to the
master’s manor. Though serfdom is associated with medieval Europe, it existed
elsewhere too. English law landed serfdom in the 1600s, while few serfs were left
in France in 1789 when the French Revolution began. Russia and Prussia had
serfs until 1800s (Andrews, 2010; Hill, 2008; Martires, 2008; Sison, 2003).
Serfdom was one of key institutions in Russian history. The abolition of serfdom also had a very
large positive effect on the living standards of peasants, measured by the height of draftees into
the Russian army. The abolition of serfdom in Russia was one of the most important
humanitarian reforms of all times. Source: Andrei Markevich, Associate Professor, New Economic School in Moscow
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III. Craftsmanship
Artisans or craftsmen had skills in converting raw materials to finished
goods. Their trades ran parallel to a prominently agrarian society before the
industrial revolution. They usually worked for themselves in family businesses in
rural areas or worked at shops in towns as members of guilds. Guilds were
associations of people of a similar craft that protected their interests. They were
given recognition by the sovereign authority of the time. The guilds also created
the rules by which the craftsmen worked. Some products made in towns were
exchanged for goods raised in the countryside. Artisans produced goods like cloth,
hardware, jewelry, leather goods, silverware, weapons by hand and used simple
tools. Their businesses were loosely called cottage industries. Only 10 per cent of
the population lived in cities then.
Family businesses were mostly craft oriented then, producing goods to the
extent of the number of hands available. Sometimes, merchants called
entrepreneurs, distributed raw materials to these family businesses in villages
and towns to convert it into a finished product. The entrepreneurs owned the raw
materials, paid for the work, and took the risk of finding markets. Enterprises had
paternalistic owners who cared for all workers’ needs. Owners chose apprentices
carefully, mostly relatives, to work in and perpetuate the family business. Owners
were benevolent dictators (kind, yet strict) who demanded fierce loyalty to the
family business. They treated all employees as family members and created trust
through constructive interaction, as well as regular and open contact. The
paternalistic approach knitted together all employees through strong shared
values. The management emphasis was based on relationships (Andrews, 2010;
Hill, 2008; Martires, 2008; Sison, 2003).
Today, craftsmanship is as relevant, if not more so, than ever. It is a way of thinking and doing
where humanity is in tune with nature, not working against it. It leads to a world that’s built to last.
Which, I think we can all agree, is something we need to move toward if we are to solve the
challenging issues we are facing today—in our environment, in our jobs, and in our human
https://craftsmanship.net/blog/wharelations —both here at home t-is-)craftsmanshipand
around / the globe. Source:
IV. Industrial Revolution and Labor Relations
The industrial revolution in the mid-eighteenth century in England took cottage
industry out of homes to cities where factories with power driven machinery now
produced finished goods. Factories employed workers in large numbers who were
mostly migrants from rural areas and towns. By 1800, the revolution spread to all
the colonies of England including America. While Britain had large natural
resources of coal and iron, the colonies provided other raw materials for
conversion into finished goods. The textile and iron industries were perhaps most
important then.
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The industrial revolution changed the perspective towards industry and
workforce. Private investors and financial institutions bankrolled industrialization.
They created a new set of business leaders called capitalist who took control of
manufacturing. Capitalists are those who own the trade and industry of the
country. The workforce requirement changed from one of relationships
to
competence. People were hired based on their ability to work with machines, and
not on family relations.
The low wages kept the cost of goods low. Industrial workers lived in overcrowded and unsanitary housing complexes and worked under terrible working
conditions in factories. Because of this mistreatment, qualified workers showed
no loyalty to their company, but moved on to the highest bidder for their expertise.
Unskilled and semi-skilled workers on the other hand, toiled to earn a decent wage
to survive. The new industrial life created a distinct distance between the owner
and the workforce. Large assembly lines had tiers of management and
supervisors whose sole purpose was productivity. In fact, the management looked
at people as an extension of their machines and had only one aim--- to get the
maximum output from them.
With a large workforce and several layers of management, the owner could not
maintain close relationships with the workforce anymore. The workers, therefore,
felt alienated from the person who, they believed, provided them with their ‘bread
and butter’. The working day was perhaps 12 to 14 hours a day for six days in a
week.
The machines forced the workers to work faster and without rest. Jobs were
repetitive and extremely monotonous. Wages were low. Most factory workers
were desperately poor and illiterate. Since there was an oversupply of workers
from rural areas into cities, owners exerted great power over the workforce and
could replace them at will. Workers had no legal recourse to improve their lot.
British law initially forbade the forming of labor unions and imprisoned anyone who
joined one. However, some workers harmed union in desperation. They rioted
and destroyed machinery when unhappy. Union protected workers from
exploitation and demanded better working conditions, higher wages, and shorter
hours. Laws like the Minimum Wages Act and Approval of Collective Bargaining
helped the workers get a strong say in organization. They found that the
bargaining power of group was greater than individuals (Andrews, 2010; Hill, 2008;
Martires, 2008; Sison, 2003).
V. Personnel Administration
By the turn of the twentieth century, labor unions have become powerful and
legislation has enacted several laws to protect the industrial workers from
exploitation. Organizations felt the need for a specialist who could interpret labor
laws and protect them from labor defaults. The organization formed the Personnel
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Administration department under a legal specialist called the Labor Officer. This
department’s main concern was to stay within labor laws and give as little as
possible to employees within the law. Unions too approached work as to get the
most out of the organization with the least input by workers. Personnel
administration departments were legal departments manned by people who had
legal foundations.
The whole management objective was to exercise control and discipline. It was
found that manager spent 30 to 40 percent of his work time on Labor related
issues. The whole relationship with the workforce had deteriorated to one legal
conformity (Andrews, 2010; Hill, 2008; Martires, 2008; Sison, 2003).
Table 1. The Development of Personnel Administration and Personnel
Management Definitions in Australia, UK, and USA
Australia
“the organization, direction
and control of people in
formal organizations” (Byrt
1967 in Sheehan (1976,
p.10)).
United Kingdom
“…..the
personnel
department is a division within
the management structure
wherein men and women are
employed to help to evolve and
to help in carrying out the
various policies of a company in
matters affecting its employees.
….the work of a personnel
department is described under
six headings – Employment,
Wages, Joint Consultation,
Health and Safety, Employee
Services
and
Welfare,
Education
and
Training”
(Moxon 1943 in Sheehan
(1976, p.11)).
United States of America
“Since management aims at
getting effective results with
people,
personnel
administration is a basic
management function or
activity permeating all levels
of management in any
organization.
Personnel
administration
is
….
Organising
and
treating
individuals at work so that
they will get the greatest
possible realization of their
intrinsic
abilities,
thus
attaining maximum efficiency
for themselves and their
group, and thereby giving the
enterprise of which they are a
part
its
determining
competitive advantage and
its optimum results” (Pigors
and Myers 1969 in Legge
(1994, p.13)).
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“the personnel department
is one of the staff
departments that renders
all four of the staff
functions, namely, advice,
service, coordination, and
control. The department is
in an excellent position to
do a constructive job in
several
phases
of
coordination. In fact the
personnel department may
well provide leadership in
the
entire
area
of
organization building and
structure” (Scott, Clothier,
and Spiegel in Sheehan
(1976, p.11)).
“the reasonable satisfaction of
human needs is an inescapable
function of management and a
necessary
prelude
to
production efficiency” (Moxon
1945 in Sheehan (1976, p.11)).
“Personnel management is
the recruitment, selection,
utilisation and development
of human resources by and
within the enterprise”
(French in Sheehan (1976,
p.14)).
“The personnel function in
management is especially
concerned
with
the
development of a highly
motivated
smoothly
functioning
work
force”
(Strauss and Sayles in
Sheehan (1976, p.14)).
“the
acquisition,
development
and
maintenance of human
resources in such a manner
to
accomplish,
with
maximum efficiency and
economy, the
functions and objectives of
an enterprise” (Pickett
1967 in Sheehan (1976,
p.11)).
“that part of the management
function which is primarily
concerned with the human
relationships
within
an
organization. Its objective is the
maintenance
of
those
relationships on a basis which,
by
consideration
of
the
wellbeing of individual, enables
all those engaged in the
undertaking to make their best
personal contribution to the
effective working of that
undertaking” (Forman 1956 in
Sheehan (1976, p.11-12)).
“Personnel administration
is that activity in an enterprise
which strives to mould
human resources into an
effective
organization,
provides opportunity for
maximum individual
contributions under desirable
working conditions, promotes
individual development, and
encourages
mutual
confidence
and
understanding
between
employees and the employer
as
well
as
between
employees
themselves”
(Scott, Clothier, and Spiegel
in Sheehan (1976, p.14)).
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“the aim of personnel
management is to develop
a satisfied labor force that
will be efficient” (Kangan in
Sheehan (1976, p.11)).
“Personnel Management aims
to achieve both efficiency and
justice, neither of which can be
pursued successfully without
the other” (Institute of
Personnel Management
Statement 1963 in Sheehan
(1976, p.12))
Lupton (1963) and this following
sentences in that statement:
“and these aims and functions
are best carried out by a
department of the enterprise
employing people who are
specially trained for the job!”
(Lupton 1963 in Sheehan
(1976, p.12)).
“the purpose of personnel
function is to provide advice
and service to all units of the
company in making most
effective use of human
resources in attaining the
objectives of the enterprise.
Personnel
is
primary
concerned with doing those
things that motivate the
people of the company to
highest productivity and
helps to provide the company
with the kind of people it
needs for continuity and
success. To a very high
degree, its purpose is to see
that the highest form of
executive
leadership
is
secured,
obtained,
developed, and perpetuated
through out the organization”
(National
Industrial
Conference Board, Inc. in
Sheehan (1976, p.14)).
“Personnel management is a
responsibility of all those who
manage people, as well as
being a description of the work
of those who are employed as
specialists. It is that part of
management
which
is
concerned with people at work
and with their relationships
within an enterprise. Personnel
Management aims to achieve
both efficiency and justice,
neither of which can be pursued
successfully without the other. It
seeks to bring together and
develop into an
“…..personnel
has
developed into a major
function and a constellation
of special skills and talents
covering a broad spectrum of
activities concerned with the
recruitment,
training,
assessment,
selection,
placement,
development,
appraisal,
compensation,
organization
and
conservation of business and
industry’s
most
critical
resource: the people who
make
the
enterprise
productive. Indeed, the
effective organization men and
women who make up an
enterprise, enabling each to
make his own best contribution
to its success, both as an
individual and as a member of
the working group. It seeks to
provide
fair
terms
and
conditions of employment and
satisfying work for those
employed”
(Institute
of
Personnel Management
Statement 1976 in Sheehan
(1976) and in Legge (1994,
p.14)).
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personnel function may be said
to be principally responsible for Basically personnel are
the human values of the concerned with the matching
organization…..” (Handbook of of people to the jobs that
Modern
Personnel must be done to achieve the
Management in Sheehan
organization’s goals (Glueck
(1976, p.14)).
1974 in Legge (1994, p.13)).
“Personnel management is “Since all organizations, concerned with obtaining the
regardless of their size, best possible staff for an functions, or
objectives, organization and, having got must operate with and
them, looking after them so through people, the that they will
want to stay and management of such give their best to their
jobs” organizations basically is the
(Cuming 1975 in Legge (1994, process
of
managing p.14)).
people. Any manager or
supervisor
who
is
responsible for the work of
“Personnel management is a others in an organization series
of activities which: first therefore must engage in enable working
people and personnel management their employing
organizations and perform the various to agree about the
objectives processes, such as training, and nature of their
working motivating, and counselling, relationship and,
secondly, that this responsibility ensures that the agreement is
entails. The primary function fulfilled” (Torrington and Hall of the
personnel department
1987 in Legge (1994, p.14)).
staff, on the other hand, is to
provide
managers
with service and
assistance that they may
require in managing
subordinates more
effectively
and
in accordance with
established personnel
policies
and
procedures” (Chruden and
Sherman in Sheehan (1976,
p.14)).
Source: Developed from Sheehan (1976) and Legge (1994)
Definitions of personnel management/administration have embraced the various
functions it has to operate which is centered on managing the workforce that are
considered the best asset of an organization in so many aspects. It has been
proven in many articles that human resources are the most important but most of
the time have not been given enough attention. The realities of personnel
management have introduced the significance of treating and working with
individuals.
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VI. Human Resources Management
It was not till the 1930s that a frustrated management found that a manipulative
union relation was not the way forward. Organizations had high labor turnover,
absenteeism, and a lack of productivity. Management then hired behavioral
scientists to look at employee morale and motivation. It was the first time that
management was recognizing that the workforce was collection of human beings
who could be motivated to perform better.
By 1945, employment management and welfare work had become integrated
under the broad term ‘personnel management’. Experience of the war had shown
that output and productivity could be influenced by employment policies. The role
of the personnel function in wartime had been largely that of implementing the rules
demanded by large-scale, state-governed production. As a result, the image of an
emerging profession was very much a bureaucratic one. Following the
development of poor industrial relations during the 1960s, a Royal Commission
under Lord Donovan was set up.
Reporting in 1968, the Royal Commission was critical of both employers and
unions; personnel managers were criticized for lacking negotiation skills and failing
to plan industrial relations strategies. At least in part, Donovan suggested, these
deficiencies were a consequence of management’s failure to give personnel
management sufficiently high priority.
In the 1960s and 1970s employment started to develop significantly. At the same
time personnel techniques developed using theories from the social sciences
about motivation and organizational behavior. Selection testing became more
widely used and management training expanded. During the 1970s, specialisms
started to develop with reward and resourcing, for example, being addressed as
separate issues.
Around the mid-80s, the term ‘Human Resource Management’ was introduced by
the USA. The term ‘Human Resources’ is an interesting one; it seemed to suggest
that employees were an asset or resource-like machines, but at the same time HR
also appeared to emphasize employee commitment and motivation. At Consensus
HR, for example they always emphasize that their most important business assets
and resources are their people (Andrews, 2010; Hill, 2008; Martires, 2008; Sison,
2003).
Many theories related to human resource management which are being learnt and
applied in today's management were formulated during or before the era of
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personnel management. You can see some of the popular theories on human
resource are listed below.
1. Maslow’s Hierarchy of Needs
Developed by psychologist Abraham Maslow in the 1940s, the model has been
applied in almost every human pursuit, from marketing products to rehabilitating
prison inmates. This incredible popularity is rather odd considering that the theory
has little research support. Maslow’s needs hierarchy organizes dozens of different
needs into five basic categories arranged in the hierarchy shown in Figure 1.
sdcexec.comm
Figure 1. Maslow’s Hierarchy of Needs
Physiological needs (for food, air, water, shelter, and the like) are at the bottom of
the hierarchy. Next are safety needs—the need for a secure and stable
environment and the absence of pain, threat, or illness. Belongingness includes
the need for love, affection, and interaction with other people. Esteem includes
self-esteem through personal achievement as well as social esteem through
recognition and respect from others. At the top of the hierarchy is self-actualization,
which represents the need for self-fulfillment—a sense that one’s potential has
been realized (Wahba & Bridwell,1976; Kremer & Hammond, 2013; Hopper,2020).
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This theory clearly emphasizes that people tend to initiate things by satisfying their
basic needs. Likewise, highlighting that individual have various needs to fulfill.
The lower level need becomes the prime mover to desire for a higher level. As
people become pleased with the previous needs, they tend to move to the most
important. However, this work of Maslow has limitations, for other management
guru did not believe that people’s needs are limited to five levels only.
But the most serious limitation of Maslow’s needs hierarchy is its assumption that
everyone has the same needs hierarchy. Research has revealed that this is a false
assumption. People actually have different needs hierarchies tied to their personal
values. Needs are conscious deficiencies produced from innate drives but
strengthened or weakened through learning and social forces such as culture and
childhood upbringing. As a result, some people place belongingness at the
pinnacle; others view status as the most important. Furthermore, studies have
reported that the general needs hierarch y in some cultures is different from the
needs hierarchy in other cultures.
2. Existence Relatedness Growth (ERG) Theory
Maslow proposed the hierarchy of human needs in five levels of basic needs as,
physiological needs, safety needs, needs for love, affection and belonging, needs
for esteem, and needs for self-actualization. Alderfer (1969) expanded Maslow’s
basic needs and refined them into existence needs, relatedness needs, and growth
needs. Alderfer proposed the ERG theory based on results of empirical studies to
explain the relationship between satisfaction of needs and human desires. His
theory was backed by further empirical study (Robbins and Judge, 2008;
Schneider and Alderfer, 1973). The three needs of Alderfer, existence needs,
relatedness needs, and growth needs are explained further.
Existence needs include various forms of safety, physiological and material needs.
Safety needs mainly refer to the prevention from fear, anxiety, threat, danger,
tension, and so on. Physiological needs refer to an individual’s pursuit of
satisfaction at the vitality level, such as leisure, exercise, sleep. Material needs
refer to resources required for an individual’s living, including food and clothing.
Relatedness needs include senses of security, belonging, and respect. Sense of
security involves the mutual trust of humanity. Sense of belonging refers to
prevention from all forms of suffering, such as isolation, loneliness and distance.
People normally wish to be accepted and become members of a group. The needs
for belongingness include love given to others or caring accepted from others.
Sense of respect simply means feeling of respect from others, such as popularity,
social status, superiority, importance and compliment. Such form of need gives
people value to their existence.
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Growth needs involve needs for self-esteem and self-actualization. The need for
self-esteem refers to self-productive effects such as the ability to pursue, to seek
knowledge, to achieve, to control, to build confidence, to be independent and to
feel competent. Self-actualization refers to self-accomplishments including
achieving an individual’s goals and developing his or her personality. The abilities
to realize one’s potentials and to support the growth of others are also included
(Yang et al, 2011).
3. McGregor’s Theory X and Y
Douglas McGregor’s landmark book, The Human Side of Enterprise, advanced
one of the most important theories in the history of management thought.
According to McGregor, a manager’s basic assumptive world, or cosmology,
influences the managerial practices employed, which in turn shape the attitudes,
work behavior, and performance of subordinates. After elucidating the fundamental
(and pessimistic) assumptions managers tended to hold regarding human
behavior in organizations, McGregor called on managers to engage in
selfreflection and to consider alternative sets of assumptions. In the final analysis,
McGregor hoped that increased self-awareness might prompt attitudinal and
behavioral changes among managers. In its briefest form, McGregor’s theorizing
reflects the following six ideas.
First, managers make assumptions about human behavior in organizations,
even if they are unaware of doing so.
Second, two broad categories of managerial assumptions can be identified: a
pessimistic view (which McGregor labeled theory x) and a more optimistic view
(theory y).
Third, there are three primary dimensions pertinent to these assumptions, namely,
whether people are seen as (a) inherently lazy versus industrious, (b) possessing
a limited versus substantial capacity for useful contributions, and (c) being
untrustworthy and requiring external control versus being responsible and capable
of self-direction and self-control. McGregor also noted that people differ in their
levels of ambition, willingness to accept responsibility, and desire for security, but
the first three dimensions are of central importance.
Fourth, differences in managerial assumptions result in corresponding patterns of
managerial behaviors (such as close supervision and limited delegation of
authority versus more general supervision and broad delegation).
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Fifth, enacted managerial practices influence employee motivation and work
behavior. Thus, whereas opportunities for intrinsic satisfaction may spur employee
interest and motivation, a distrustful style of management will likely produce
employee disengagement.
Sixth, because managers are typically unaware of the self-fulfilling nature of their
assumptive worlds, there is often a misperception of cause and effect. The
manager holding theory x beliefs may unwittingly engineer a low level of employee
motivation. Completing the self-reinforcing cycle, upon observing low levels of
employee engagement and motivation, the manager feels vindicated that his or
her low expectations were warranted.
Conversely, the manager who believes that employees are generally trustworthy,
capable of contributing, and desirous of growth will facilitate such outcomes.
Questioning widely held and, at the time, conventional (theory x) assumptions
about human behavior in organizations, McGregor outlined a new role for
managers: Rather than commanding and controlling subordinates, managers
should assist them in reaching their full potential. Clearly, McGregor was one of
the first advocates of what is now referred to as the positive psychology movement.
With good management practices, he argued, the potential for human achievement
is vast, albeit largely untapped (Kopelman & Prottas, 2013).
THEORY X AND THEORY Y IN THE TWENTY-FIRST CENTURY
McGregor's work on Theory X and Theory Y has had a significant impact on management thought
and practice in the years since he first articulated the concepts. In terms of the study of
management, McGregor's concepts are included in the overwhelming majority of basic
management textbooks, and they are still routinely presented to students of management. Most
textbooks discuss Theory X and Theory Y within the context of motivation theory; others place
Theory X and Theory Y within the history of the organizational humanism movement.
In terms of the practice of management, the workplace of the early twenty-first century,
with its emphasis on self-managed work teams and other forms of worker involvement programs,
is generally consistent with the precepts of Theory Y. There is every indication that such programs
will continue to increase, at least to the extent that evidence of their success begins to accumulate.
4. Herzberg Two Factor Theory
Herzberg's Two Factor Theory is a "content theory" of motivation" (the other main
one is Maslow's Hierarchy of Needs). Herzberg analyzed the job attitudes of 200
accountants and engineers who were asked to recall when they had felt positive
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or negative at work and the reasons why. In 1959, Frederick Herzberg, a
behavioral scientist proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, there are some job factors that result in satisfaction while
there are other job factors that prevent dissatisfaction. According to Herzberg, the
opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction”
is “No Dissatisfaction”.
Hygiene factors are those job factors which are essential for existence of
motivation at workplace. These do not lead to positive satisfaction for long-term.
But if these factors are absent if these factors are non-existant at workplace, then
they lead to dissatisfaction. In other words, hygiene factors are those factors which
when adequate reasonable in a job, pacify the employees and do not make them
dissatisfied. These factors are extrinsic to work. Hygiene factors are also called
dissatisfiers or maintenance factors as they are required to avoid dissatisfaction.
These factors describe the job environment scenario. The hygiene factors
symbolize the physiological needs which the individuals want and expect to be
fulfilled. Hygiene factors include:
1.
Pay- The pay or salary structure should be appropriate and
reasonable.
It must be equal and competitive to those in the same industry in the same domain.
2.
Company Policies and administrative policies- The company
policies should not be too rigid. They should be fair and clear. It should include
flexible working hours, dress code, breaks, vacation, etc.
3.
Fringe benefits- The employees should be offered health care plans
(medical claim), benefits for the family members, employee help programs, etc.
4.
Physical Working conditions- The working conditions should be
safe, clean and hygienic. The work equipment should be updated and wellmaintained.
5.
Status- The employees’ status within the organization should be
familiar and retained.
6.
Interpersonal relations-The relationship of the employees with his
peers, superiors and subordinates should be appropriate and acceptable. There
should be no conflict or humiliation element present.
7.
Job Security- The organization must provide job security to the
employees.
Motivational Factors: According to Herzberg, the hygiene factors cannot
be regarded as motivators. The motivational factors yield positive satisfaction.
These factors are inherent to work. They motivate the employees for a superior
performance. These factors are called satisfiers. These are involved in performing
the job. Employees find these factors intrinsically rewarding. The motivators
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symbolized the psychological needs that are perceived to be an additional benefit.
Motivational factors include:
1.
Recognition- The employees should be praised and recognized for
their accomplishments by the managers.
2.
Sense of achievement- The employees must have a sense of
achievement. This depends on the job. There must be a fruit of some sort in the
job.
3.
Growth and promotional opportunities- There must be growth and
advancement opportunities in an organization to motivate the employees to
perform well.
4.
Responsibility- The employees must hold themselves responsible
for the work. The managers should give them ownership of the work. They should
minimize control but retain accountability.
5.
Meaningfulness of the work- The work itself should be meaningful,
interesting and challenging for the employee to perform and to get motivated
(Juneja, n.d.).
5. McClelland Needs for Affiliation, Power and Achievement Theory
David McClelland and his associates proposed McClelland’s theory of
Needs / Achievement Motivation Theory. This theory states that human behavior
is affected by three needs - Need for Power, Achievement and Affiliation. Need
for achievement is the urge to excel, to accomplish in relation to a set of
standards, to struggle to achieve success. Need for power is the desire to
influence other individual’s behavior as per your wish. In other words, it is the desire
to have control over others and to be influential. Need for affiliation is a need for
open and sociable interpersonal relationships. In other words, it is a desire for
relationship based on co-operation and mutual understanding.
Table 2. McClelland’s Need Theory
Dominant Motivator
Achievement
Characteristic of this Person
1.
Has a strong need to set and
accomplish challenging goals.
2.
Takes calculated risks to
accomplish their goals.
3.
Likes
to
receive
regular
feedback on their progress and
achievements.
4.
Often likes to work alone.
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1.
Wants to belong to the group.
2.
Wants to be liked, and will
often go along with whatever the rest
of the group wants to do.
3.
Favors
collaboration over
competition.
4.
Doesn't like high risk or
uncertainty.
1.
Wants to control and influence
others.
2.
Likes to win arguments.
3.
Enjoys competition and
winning.
4.
Enjoys status and recognition.
Affiliation
Power
Source: https://www.mindtools.com/pages/article/human-motivation- theory.html
The evolution of human resource management has given us evidences to
understand how it was in the past, at present and in the future. Its development
may have never been realized without the recorded changes and innovations since
its inception through the years. In understanding this idea, we may be able to value
and understand how it can be better applied in organizations of today.
LINKS TO LEARN
To learn more about Evolution of Human Resource Management, click the
links below.
1. https://www.youtube.com/watch?v=Kxc8KceOb14
2. https://www.youtube.com/watch?v=nl_-6WPQ4Sg
Self-Assessment Question 1
Direction: Multiple Choice: Encircle the letter of the best answer from the
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choices given.
1.
They are held against their will and deprived of their right to leave or to refuse
work, and often worked without pay under subhuman conditions.
a. Slavery
b. Slave
c. Craftsmen
d. Serfdom
2. This was a practice in which masters owned other people.
a. Slavery
b. Slave
c. Craftsmen
d. Serfdom
3.
It started to decline in late 1700s as there were strong movements to abolish
it
in America.
a. White Slavery
b. Black and White Slavery
c. Black Slavery
d. Slavery
4. He was midway between a freeman and a slave.
a. Serf
b. Slave
c. Craftsmen
d. Serfdom
5. They are associations of people of a similar craft that protected their interests.
a. Union
b. Guilds
c. Craftsmen
d. Serfdom
6.
These were the most important finished goods during the Industrial revolution
and Labor relations period.
a. cars and machines
b. textile and iron industries
c. computers
d. artifacts
7. They are those who own the trade and industry of a country.
a. Businessmen
b. Masters
c. Capitalists
d. craftsmen
8. This is the phase where Industrial Revolution began.
a. Philippines
b. United States of America
c. Great Britain
d. Peru
9.
It is a management theory which organizes dozens of different needs into five
basic categories arranged in hierarchy.
a. Need Theory
b. Maslow’s Theory
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c. Theory X and Y
d. Two Factor Theory
10. This is the urge to excel, to accomplish in relation to a set of standards, to
struggle to achieve success.
a. Need for achievement b. Need for Power
c. Need for Affiliation
d. Need for Position
Self-Assessment Question 2
Direction: Modified True-False. Write the word True in the space provided if
the statement is correct and False if incorrect. Furthermore, underline the
word which make the statement incorrect and write the correct answer.
1.
The hygiene factors symbolize the psychological needs which the
individuals want and expect to be fulfilled.
2.
The need for self-actualization refers to self-productive effects such as the
ability to pursue, to seek knowledge, to achieve, to control, to build confidence, to
be independent and to feel competent.
3.
Self-esteem refers to self-accomplishments including achieving an
individual’s goals and developing his or her personality. The abilities to realize
one’s potentials and to support the growth of others are also included.
4.
During the Human Resource Management era, management then hired
behavioral scientists to look at employee morale and motivation.
5.
African slaves were sold as commodities to plantation owners who provided
them with poor clothing, housing and food during the slavery period.
6. The
industrial revolution changed the perspective towards industry and workforce.
They created a new set of business leaders called capitalist who took control of
manufacturing.
7. According to David McClelland, there are some job factors that result in
satisfaction while there are other job factors that prevent dissatisfaction.
8.
Existence needs include various forms of safety, physiological and material needs.
9.
According to McGregor, a manager’s basic assumptive world,
or cosmology, influences the managerial practices employed, which
in turn shape the attitudes, work behavior, and performance of
subordinates.
10.
The hygiene factors symbolize the physiological needs which
the individuals want and expect to be fulfilled.
Self-Assessment Question 3
Direction: List the five theories which contributed in the development of
Human Resource Management.
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1.
2.
3.
4.
5.
Answer to Self-Assessment Question 1
1. b. Slave
2. a. Slavery
3. c. Black Slavery
4. a. Serf
5. b. Guilds
6. b. textile and iron industries
7. c. Capitalists
8. c. Great Britain
9. b. Maslow’s Theory
10. a. Need for achievement
Answer to Self-Assessment Question 2
Direction: Modified True-False. Write the word True on the space provided if
the statement is correct and False if incorrect. Furthermore, underline the
word which make the statement incorrect and write the correct answer.
False 1. The hygiene factors symbolize the psychological (physiological) needs
which the individuals want and expect to be fulfilled.
False 2. The need for self-actualization (self-esteem) refers to selfproductive
effects such as the ability to pursue, to seek knowledge, to achieve, to control, to
build confidence, to be independent and to feel competent.
False 3. Self-esteem (Self-actualization) refers to self-accomplishments including
achieving an individual’s goals and developing his or her personality. The abilities
to realize one’s potentials and to support the growth of others are also included.
True 4. During the Human Resource Management era, management then hired
behavioral scientists to look at employee morale and motivation. True 5. African
slaves were sold as commodities to plantation owners who provided them with
poor clothing, housing and food during the slavery period. True 6. The industrial
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revolution changed the perspective towards industry and workforce. They created
a new set of business leaders called capitalist who took control of manufacturing.
False 7. According to David McClelland (Herzberg), there are some job factors
that result in satisfaction while there are other job factors that prevent
dissatisfaction.
True 8. Existence needs include various forms of safety, physiological and
material needs.
True
9. According to McGregor, a manager’s basic assumptive world, or
cosmology, influences the managerial practices employed, which in turn shape the
attitudes, work behavior, and performance of subordinates.
True
10. The hygiene factors symbolize the physiological needs which the
individuals want and expect to be fulfilled.
Answer to Self-Assessment Question 3
1.
2.
3.
4.
5.
Maslow’s Hierarchy Needs
Two Factor theory
Theory X and Y
ERG Theory
Need Theory
Activity 1. Case Study
Direction: In answering the case, please be guided by the Case Study Sheet
given below.
The Changing Attitude
(Inarda, 2020)
Tisang had long been an employee of a government agency. She has been
serving the agency for almost 7 years. She is excellent in her performance, always
follows organization’s rules, participates in all programs and projects and very
supportive in all the endeavors of the agency.
For the long years that she had been serving the organization, she is still a
contractual employee despite being hardworking, efficient and faithful.
One
vacant position was published and as part of the organization’s policy, ranking
should be made to determine the best qualified people for promotion. Fortunately,
Tisang ranked 1 and she got the position. After several months, most of her
coworkers find her very sarcastic, mean and always misses to meet her deadlines.
Furthermore, she always complains when a new task is assigned to her.
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1. What are the key issue/issues of the case?
2. Identify the problems or issues in the order of priority.
3. What do you think is the cause of the problem/s?
4. Explain the options you will give to solve the problem.
5. Evaluate the options as to its advantages and disadvantages.
6. Select the optimum solution and explain how it will be implemented.
Activity 2. Essay
After understanding the history of human resource management, you have
now an idea how it has evolved. If these things did not happen, how do you see
human resource management today?
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
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Rubrics of Activity 1
TRAIT
1(Poor)
2 (Fair)
3(Good)
4(Very Good) Points
Identification of Key issues have Have identified Have identified Identified all the
key issues
not been
some issues but some
issues key issues of the
are not related to related to the case
identified
(10%)
the case
case
Establish the
order of
priority of key
issues
Key issues have
not
been
understood and
prioritize
Have identified Have
order
of
key established
issues but are not some key
related to the issues in order of
priority
case
Have established
all the key issues
in order of
priority
(15%)
Description on Cause of the
the cause
case have not
of the problem been understood
and described
(15%)
Have described Have described Have described
some causes of the cause of the all the causes of
the problem but problem to
the problem
are not related to some extent
the case
Options given to No options have
solve
the been given to
problem
solve
the
problem
(20%)
have
Options have
Given
some Options
been given but options to solve been given and
explained how to
are not related to the problem
implement
to
the problem
solve the
problem
Identification of
advantages and
disadvantages
of the options
Advantages and
disadvantages of
the options have
not been given
Advantages and
disadvantages
have been
given but are not
related to the
case
No explanation
on
case
optimum
solution
Have explained Have explained Have fully
optimum explained
the
optimum the
solution but are solution of the
the
not related to the problem to
optimum solution
problem
to the problem
some extent
(15%)
Explanation on
the
optimum
solution of the
problem
Identify some of Identify all the
the advantages advantages and
and
disadvantages
disadvantages of with description
the options
(15%)
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Grammar,
Sentence
Structure
more than
6
grammatical
errors.
3-6 grammatical
errors.
3
or
fewer
grammatical
errors.
No grammatical
errors
(10%)
Professors’ Remarks:
AVI 2020
Rubrics of Activity 2
TRAIT
Introduction
(20%)
Focus on Topic
(20%)
1(Poor)
There is no
clear
introduction of
the
main
topic, position
or structure of
the paper.
The main idea
is not clear.
There is
a
seemingly
random
collection
of
information.
2 (Fair)
3(Good)
The introduction
states the main
topic of position
but does not
adequately
preview
the
structure of the
paper nor is it
particularly
inviting to the
reader.
Main idea is
somewhat clear
but there is a
need for more
supporting
information.
The introduction
clearly states the
main topic and
position
and
previews
the
structure of the
paper but is not
particularly
inviting to the
reader.
4(Very
Points
Good)
The
introduction
is
inviting,
states
the
main topic
and position
and
previews the
structure of
the paper.
Main idea is There is one
clear, but the clear,
well focused
supporting
information
is topic. Main
idea stands
general.
out and is
supported by
detailed
information.
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Support for
Topic
Supporting
details and
information are
typicall
y unclear or
not related to
the topic.
Supporting
details
and
information are
relevant,
but
several
key
issues
or
portions of the
storyline
are
unsupported.
Supporting
details
and
information are
relevant, but one
key issue or
portion of the
storyline
is
unsupported.
There is no
clear
conclusion, the
paper just
ends.
The conclusion
is recognizable
but does not tie
up several loose
ends.
The conclusion
is recognizable
and
ties
up
almost all the
loose ends.
Writer makes
more than 4
errors
in
(20%)
grammar
or
spelling
that
distract
the
reader
from
the content.
Professor’s Remark:
Writer makes 34
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
Writer makes 12
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
(20%)
Conclusion
(20%)
Grammar and
Spelling
Relevant,
telling,
quality
details give
the reader
important
information
that
goes
beyond the
obvious
or
predictable.
The
conclusion is
stron
g and leaves
the reader
with
a
feeling that
they
understand
what
the
writer is
“getting at”.
Writer
makes
no
errors
in
grammar or
spelling that
distract the
reader from
the content.
AVI 2020
REFERENCES
Andrews, Sudhir. (2010). Human Resource Management, McGraw-Hill
International Edition.
Kopelman, Richard & Prottas, David. (2013). Theory X and Theory Y published in
the Sage Encyclopedia of Management Theories. 10.13140/2.1.2646.8641.
Hill, Charles WL and Steven L Mc Shane (2008). Principles of Management,
McGraw-Hill Irwin International Edition.
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Hopper, Elizabeth (2020). Maslow's Hierarchy of Needs Explained, retrieved from
https://www.thoughtco.com/maslows-hierarchy-of-needs-4582571.
Juneja ,Prachi (n.d.). Herzberg’s Two-Factor Theory of Motivation, Management
Study Guide, retrieved from https://managementstudyguide.com/herzbergstheorymotivation.htm.
Kremer, William, and Claudia Hammond. “Abraham Maslow and the Pyramid That
Beguiled
Business.”
BBC
(2013,
Sep.
1).
https://www.bbc.com/news/magazine23902918.
Martires, Concepcion Rodil (2008). Human Resources Management-Principles
and Practices, Third Edition, National Bookstore.
Robbins SP, Judge TA (2008). Organizational behavior. New Jersey: Prentice-Hall
Inc.
Schneider B, Alderfer CP (1973). Three studies of measures of need satisfaction
in organizations. Adm. Sci. Q., 18(4): 489-505.
Sison, Perfecto S(revised by Payosand Zorilla), (2003). Personnel Management
in the 21st century, Rex Bookstore.
The
History
of
Human
Resource
Management,
retrieved
from http://consensushr.com/the-history-of-human-resourcemanagement-hrm/.
Yang, Cheng-Liang, Hwang, M. & Chen, Y.C. (2011). An empirical study of the
existence, relatedness, and growth (ERG) theory in consumer’s selection of mobile
value-added services. African Journal of Business Management Vol. 5(19), pp.
7885-7898. DOI: 10.5897/AJBM10.1586.
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Module 2. Human Resource Management Definition, Scopes and
Functions, HR Manager and their Roles
(Author: Prof Ma. Eppie A. Antioquia)
Objectives
At the end of the of this module, the students should be able to:
1. Distinguish Human Resource Development from Human Resource
Management.
2. Identify the scope, concepts of Human Resource Management.
3. Explain and differentiate the different roles of the HR managers and his
functions.
4. Differentiate
Human
Resource
Management
from
Personnel management.
Introduction
Human Resource Management is a process of bringing people and
organization together so that the goals of each are met, it tries to secure the best
from people by winning their wholehearted cooperation. In short, it defined as the
art of procuring, developing and maintaining competent workforce to achieve the
goals of an organization in an effective and efficient manner.
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Managers job is administering a “social system”. Personnel records is
becoming more and more important so as to ensure adaptability of
personnel/employees. Labor relations, public relations and plant security are
Personnel sub areas—not left to be the sole responsibility of personnel
management, the scope is wide and varied. Personnel Department and Personnel
managers perform variety of roles in accordance with the needs of situation.
I.
Huma Resource Management
People are treated as investors, they bring into the company their talent,
knowledge, skills, competence, values, time and effort. Having invested in this
treasure trove of qualities and attributes vital to organization’s success, people
demand a fair return of their investment.
Humans are equipped with the knowledge of transforming the other factors
of production into useful products and services. In fact, they are capable of
producing output is greater than the sum of its inputs and deliver extra ordinary
results. This, however, can only be made possible under harmonious conditions.
People need to be inspired and work in a suitable working environment. Income
and benefits should also be in proportion to the individuals needs for them to have
a decent life and be able to provide for the growing needs of their families. Under
such conditions, employees can help an organization achieve the objectives and
goals efficiently and effectively.
Human Resource Management is basically centered with the human
dimensions of management of the people at work. It is the process which connects
individuals with organizations and supports both people and the firm to realize each
other’s goals through an assortment of systems, procedures and strategies.
Managing this human resources or human capital has been a growing focus
in our highly competitive world of business.
What is Human Resource Management
1. HRM is the art of managing people and all aspects of the human
workforce at a company or organization via creative and innovative
approaches.
2. It is a branch of management that is focused on making the best
possible use of the enterprises human resources by way of granting
better working conditions and activities to their personnel. In addition,
it intends to maintain respectable and valuable working relations
within and among the various levels of management.
3. Basically, it is a process of making the efficient and effective use of
human resources so that the circle of set goals are accomplished.
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4. HRM is properly defined as the process of managing people in
organization in a structured and detailed routine.
II.
Role of HR Managers
The manager has the duty to ensure that his or her management of the employees
is free of biases and prejudices. It’s been the case across industries where the
employees feel discriminated against leading to attrition, lower employee morale
and the extreme cases, lawsuits against the company. Hence, the manager has to
“walk the talk” and not simply pay lip service to the company’s policies on employee
performance. During the course of working together as a team, there are bound to
be instances where friction happened. It is important for the manager to ensure
that this will not happen that comes an effect that threatens the existence of the
team.
HR managers contributes a lot to organizational effectiveness. The conscience
role-that of humanitarian who reminds management of its moral obligation to
employees and society. The counselor for job related, professional and personal
problems, the mediator, peacemaker, settles disputes between employees and
management, work as a communication link. The spoke person— spoke person of
or for the company. The problem solver with respect to the issues that involve HR
management and over all long-range organizational planning. The change agent--introduces changes in the various existing programmes. Other roles, welfare role,
clerical role and firefighting role.
III.
The Role of HR in the New Millennium Organization
The new role that the HR department performs includes out-placements, labor law
compliance, record keeping, testing, compensation and some aspects of benefits
administration. The HR department has to collaborate with other company
executives on employment interviewing, performance management, employee
discipline and efforts to improve quality and productivity.
The Role includes the following:
1.
2.
3.
4.
Recruitment and Employment
Interviewing, testing, recruiting and temporary employment
Labor coordination
Training and Development
• Orientation of new and temporary employees
• Performance management training
• Productivity enhancement
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5. Wage and Salary management
• Job evaluation
• Wage and salary survey
• Executive compensation
6. Benefits Administration
• Vacation and Sick leaves administration
• Insurance
• Stock plans
• Pension plan
• Retirement plan assistance programs
7. Employee Service and Recreation
• Bus service
• Canteens
• Athletics
• Housing and relocation
8. Community Relations
• Publication
• Community project relation
9. Record Management
• Employment record
• Information system
• Performance record
10. Health and Safety
• Training
• Safety inspection
• Dental and Medical services
• Drug testing
IV.
Human
Human
Resource
Development
and
Resource Management
Human Resource Development (HRD) and Human Resource Management
(HRM) – what’s the difference? Their names may sound commonly similar and
there are instances when these two are used interchangeably. One thing for
certain is that all involves working with people to develop largely the overall
interest, operations and performance of its manpower resources. To avoid
confusion let us define the terms.
Human resource Development (HRD)
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1. HRD is the integrated use of training, organizational and career
development efforts to improve individuals, group, and organizational
effectiveness.
2. It is equipping its staff with the relevant skills necessary in promoting a
longterm professional in-service learning capacity at the individual, group
and organizational level.
3. Hence, it is the process of adding value or worth not only to the individual
but taking the teams and the organization as a human system growing
together.
Human Resource management (HRM)
1. HRM is both an art and a science combined into one.
2. HRM is the art of managing people and all aspects of the human workforce
at a company or organization via creative and innovative approaches. Also,
it is a science due to the precision and painstaking application of various
theories required.
3. It is a branch of management that is focused on making the best possible
use of the enterprise’s human resources by way of granting better working
condition and activities to their personnel. In, addition, it intends to maintain
respectable and valuable working relations within and among the various
levels management.
4. Basically, it is a process of making the efficient and effective use of human
resources so that the circle of set goals are accomplished.
5. HRM is properly defined as the process of managing people in
organizations in a structural and detailed routine.
Difference between Human Resources Management (HRM) and Human
Resources Development (HRD)
While both Human Resources Management (HRM) and Human Resource
Development (HRD) are related to a company’s human resources, there are
number of key differences.
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1. HRM is maintenance-oriented focused on administrative tasks like payroll
and managing employees file, while HRD is learning oriented and focused
on improving employee performance.
2. HRM aims to improve employee efficiency while HRD is about developing
the employees for the benefit of the organization as a whole.
3. The responsibility for HRM is given to the HR department while the
responsibility for HRD is given to all managers.
4. HRM motivates employees through rewards and financial incentives, while
HRD is focused on motivating employees by making them feel valued and
other higher-order needs.
5. HRM aims to improve employee efficiency, while HRD is aimed at the
development of employees for the benefit of the organization.
Self-Assessment Question 1
1. Can Human Resource platforms enhance efficiency? Is it the
responsibility of HRM in the first place? If it is about hiring the right
people to do the job, then what does it have to do with profitability and
effectiveness? After all, these new hires will be working directly under
various departments and would be reporting directly to their immediate
supervisors.
2. What are the best motivating factors that would increase the
productivity that can contribute to the efficiency reaching the goals and
objectives of the organization?
Activity 1. Answer the case below using the following format:
Problem
Case Facts
Analysis/Hypothesis
Alternative Courses of Action
Recommendation and Conclusion
The Prime Manufacturing Company is a garment factory that employs about
1000 employees of varied skills. About 75 percent are women
The Human resource Department was hired to head the HR department. Prior to
his assignments at Prime Manufacturing company, Bong was in a construction
firm, a who are mostly in the production department. Men employees are assigned
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in the maintenance department and as operators of machines used in the garment
production. Women are mostly in sewing department, packaging and quality
control medium size organization. His main concern was preparing the payroll and
handling employee’s records.
The Human resource department is composed of 5 employees a payroll clerk, a
personnel assistant and two supervisors and Bong Si as manager . The record of
Bong Si in his academic achievements is quietly satisfactory. His bachelor’s
degree is in the field of engineering. Performance in the previous employment is
quite satisfactory. The construction company of his previous employment closed
shop due to an economic slowdown, this cause his separation from employment.
The garment business is globally competitive, and customer’s satisfaction is of
prime importance. Employee’s commitments to performance standard are high
priority. In the three-month span of Mr. Bong Si employment, 20 percent of women
employees and 12 percent of male employees resigned for unknown reasons, as
there was no exit interview conducted. Production schedule was delayed, and
foreign customers were alarmed.
The general manager Mario Mabilangan, called Rod santos regarding the
problem. He noted Rod’s indecisive approach to the HR problem and actions that
he failed to take. He pointed out to Bong Si that he exactly did not know what to
do regarding the current situation. His subordinates began to complain to Mr.
Habibi about Bong Si indecision.
Bong Si became more withdrawn from his subordinates and other managers in
the plant. He showed little interest in his job and concentrated in mental jobs
concerning the department. In general, he lost control of his job on managing the
department.
Rubrics for Activity 1
96-100
Well-organized
thoughts and
ideas are very
satisfactorily
evident
Grammar and
format are very
highly observed
91-95
Well-organized
thoughts and
ideas are
satisfactorily
evident
Grammar and
format are highly
observed
86-90
Well-organized
thoughts and
ideas are fairly
evident
81-85
Well-organized
thoughts and
ideas are not
evident
Grammar and
format are fairly
observed
Grammar and
format are not
observed
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REFERENCES
Mendoza, Ernesto H. and Lorna S.P. Garcia (2019). Human Resource
Management: Limited Books library Services and Publishing Inc.
Pereda,.Pedrito R. and Marissa B. Ferrer et.al (2020). Human Resource
Management Unlimited Books Library services and Publishing Inc.
Payos, Ranulfo (2010). Human Resource Management, Rex Bookstore.
Flippo ,Edwin, Personnel Management 6th Edition.
UNIT II. HUMAN RESOURCE MANAGEMENT FUNCTIONS
The five major operative functions of Human Resource Management are
discussed in this unit. Each of this component is important in the managing the
people to make them perform to the best of their ability. Job Organization and
Information will center on job details; thus, it will help the organization to analyze
the specifics of each positions. The other four functions such as acquisition or
procurement, development, maintenance and research will focus on managing
people. This will give particulars on how to select the best qualified for the job, how
to train people to bring out the best of their abilities, matters or concerns that will
make people stay and the significance of research for the development of
organization.
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Module 3 -Job Organization and Information
(Author: Dr Analyn V Inarda)
Objectives
At the end of the of this module, the students should be able to:
1.
2.
3.
4.
5.
6.
Identify the entire process of Job Organization and Information.
Analyze a job and identify its job description and job specification.
Summarize the various ways in organizing a job.
Explain the basis in making job evaluation.
Classify the different methods and or strategies in analyzing a job.
Realize the importance of having comprehensive job organization and
information in any organization.
Introduction
The Functions of HR Department under the leadership of its HR
Manager/Chief/ Officer are classified into five such as: 1.) Job Organization and
Information, 2.) Acquisition or Procurement, 3.) Maintenance, 4.) Development and
5.) Research. In this section, discussions will be centered on Job Organization
and Information which deals with job itself. Particularly, how jobs are prepared by
analyzing various sources. Thus, this has to be based on how the organization is
structured in terms of the departments, divisions, sections and units in light of its
philosophy, resources and needs. Hence, Job description and job specification
must be done to guide the organization in hiring the qualified people available.
Moreover, a job evaluation should be done to give commensurate pay for the job
to be rendered and the job design which is the structure of how tasks should be
performed. The entire process of job organization and information involves three
steps: job analysis, job design and job evaluation (Inarda, 2020).
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The author’s illustration above portrays how job organization and information
processes are connected and significant with each other. The succeeding
discussion will show how steps on the process are to be implemented and in what
way they are useful to define the job of workers in the organization.
I. Job Analysis
This phase consists of determining the duties, responsibilities, working
conditions and working relationships of and between jobs and the qualifications of
the employee who should man each job. This method and procedure is highly
complicated utilizing observation, interview, questionnaire survey or a combination
of the three techniques.
Job analysis has two phases: job description and job specification. While job
description or position description gives what in a job, job specification identifies
who should qualify for the job.
Some of the definitions of job analysis are given below:
Michael J. Jucius, stated "Job analysis refers to the process of studying the
operations, duties and organizational aspects of jobs in order to derive
specification or, as they are called by some job description".
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John A Shubin, emphasized "Job analysis is the methodical compilation and
study of work data in order to define and characterize each occupation in such a
manner as to distinguish it from all others."
For Edwin B. Flippo, "Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific job”.
The definitions have one thing in common and that is job organization and
information is a formal task of organizing the job with considerations on various
aspects. In other words, this is typically done to prepare the organization before
performing the other functions of human resource department.
Focus of Job Analysis
The following are the focuses of job analysis which will help bring out better
outcomes.
1.
Duties and Tasks: The basic unit of a job is the performance of
specific tasks and duties. This segment should include frequency, duration, effort,
skill, complexity, equipment, standards, etc.
2.
Environment: This segment identifies the working environment of
a particular job. This may have a significant impact on the physical requirements
to be able to perform a job.
3.
Tools and Equipment: Some duties and tasks are performed using
specific equipment and tools. These items need to be specified in the Job Analysis.
4.
Relationships: The hierarchy of the organization must be clearly
laid out. The employees should know who is under them and who they have to
report to.
5.
Requirements: The knowledge, skills, and abilities required to
perform the job should be clearly listed (Andrews, 2010; Flippo, 1980; Heneman &
Judge, 2010; Martires, 2008; Mathis & Hackson, 2008; Noe, Hollenbeck, Gerhart
& Wright, 2010; Sison, 2003; Cascio, 2003).
Job analyst collects data in respect of the duties, responsibilities and
activities of the job from the different people e.g., employees in the job, supervisor,
and peers. Various methods/techniques are used for collection of data. These are:
1. Interview method
2. Study and observe’ method
3. Self-performance method
4. Employee’s Job Diary
5. Questionnaire method
6. Conference method
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1.
Interview Method: Job information is collected through interview.
Under the interview method questions are asked and replies are recorded for
analysis.
1.1 Individual interviews with individual employee
1.2 Group interviews with individual supervisor or group of supervisors are
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asked during interview.
For collecting information from the interviewee questions like:
a. What is done?
b. Why is it done?
c. How is it done?
d. When is it done?
e. To what is it done?
Questions are structured in such a way that the interviewee supplies all
information about the job activities performed by him, as also characteristics of the
job to the job analyst.
Interview method is very easy to use for collection of information. Generally,
employees like to respond to questions made by those people who are very much
interested to know their job activities, working conditions, hazards etc. Through
well designed and effective interview job analyst may come to know some new
area of activities / behavior which may help him to arrive at some conclusion.
Job analyst may get complete information at a short time from the
employees, as they use this platform to elicit their difficulties, hardship etc. to
others. Interview method is very much expensive.
In large organizations it is difficult to use, to collect information. Employees
may not give actual information / data to job analyst as they feel these data will be
used for determining their pay rates and fringe benefits. Collecting information
through interview method needs extra skill and ability of job analyst. Interview
results are difficult to analyze.
2.
Study and Observation Method: Another method of collecting
information for job analysis is through study and observation of the job people do.
This method involves:
2.1. Watching of the whole process of job activities and time taken
to complete each process and also the entire process
2.2. Observance of situation, conditions under which an employee
works
2.3. Study of responsibilities shouldered by the employee
2.4. Review of job performance of employee through films
2.5. Watching of the materials, tools used to perform job.
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This method is effective when jobs involve physical activities that are
measurable. Job analyst gets thorough idea regarding the job’s employees
perform. So, job performance information becomes correct and accurate. This
method yields reliable results as the data are collected through direct observation.
Collection of data is very easy as it does not need extra skill, ability of the analyst.
This method is not free from limitations. It becomes unreliable and
ineffective when jobs consist of immeasurable mental activity (that means jobs
need mental work, decision making, judgmental activity, planning, directing,
controlling etc.)
In some cases, job performance information may not be correct as constant
watch of analyst over a job may create such situation where employees cannot
function freely and properly. It requires much time to complete the information
collection exercise especially, in cases when employees occasionally need to
perform some work.
3.
Self-Performance Method: Under this method, job analyst engages
himself to perform a job and records information. The approach of this method is
like ‘perform job and obtain information’. Job analyst through performance of job
gets understanding of:
3.1
3.2
3.3
3.4
needed
3.5
The whole process of activity i.e. job cycle
Time taken to complete some activity
The hazards and difficulties faced to perform job
The working environment, machines, tools used, supervision
Skill, ability, knowledge required to complete the job.
This method is effective for job analysis when jobs are very simple and are
easy to perform. But this method does not yield results if, the jobs are technical in
nature and are difficult to perform without training. The scope of use of this method
is limited.
4.
Employee’s Job Diary: Another technique to collect information on
job is to use diary maintained by the employees to record their day to day activities
in their work performance. This method has the following characteristics:
4.1
Each employee is given a diary to keep records of his daily
activities
4.2
At the end of each work shift, the employee starts writing on
the diary (a) all the activities he had undertaken that day (b) the time taken
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for completion of any process of activity (c) difficulties, problems if he had
faced to perform his job.
4.3
Job diary needs to be maintained for a long period so that all
activities are covered.
4.4
Information recorded by the employee in the diary are verified
/ checked by the concerned supervisor to ensure that factual data are taken.
This method is simple to use as it does not need extra skill, ability to record
information. Since, employee himself writes diary it is possible that all job
performance information is recorded.
Diary method is time consuming as it takes much time to collect information
for job analysis. The employee may not remember the job activities at the end of
work shift when he records in the diary. So, the data is based on assumption the
employee holds.
5.
Questionnaire Method: This is one of the methods used by
organization to collect job information. Under this method job related questions are
prepared, and employees are asked to reply to the questions. This method is very
much popular to gather information concerning job related duties and
responsibilities of employees.
Questionnaires are of two types—structured questionnaire and open ended
(unstructured) questionnaire. In case of structured questionnaire, a long list of
possible task items is designed and sent to employees with the request to indicate
whether or not they perform the tasks as mentioned in the questionnaire and if so,
how much time is taken to perform each task?
Open ended (unstructured) questionnaire is very simple that asks the
employees to describe something in respect of their job related duties,
responsibilities etc. The question may be like ‘state the major duties you perform’.
The specially designed questionnaires are sent to employees who submit them to
supervisors after duly completed/filled out. Supervisors after verification,
consultation with concerned employees, if need arises, give those questionnaires
to the job analyst.
The questionnaire method is easy to use for collection of job information.
Coverage of population under this method is wide. Questionnaires are sent to a
large number of employees. So, it is a speedy and excellent way for gathering
information at a shorter period of time. Cost wise this method is cheap for collection
of information.
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The method is not free from limitations. Designing questionnaire (i.e., area
coverage, type and number of questions to be asked for etc.) needs special skill.
Employees may take it casually to fill out questionnaires and to return them.
Generally, employees avoid to submit information in writing that may be due
to their inability to express or due to their unwillingness to respond to the questions
mentioned in the questionnaire. The preparation of questionnaire is also expensive
and time consuming.
6.
Conference Method: This is one of the methods of collecting
information for job analysis. Under this method job analyst gathers information
relating to job of employees through experienced and knowledgeable supervisors.
Conference method includes the following activities:
6.1. Selection of areas, subject matter over which questions will be asked
to supervisors
6.2. Deciding on number of questions to be asked, design of questions
whether open-ended or structured questions
6.3. Structure of time for completion of interview with supervisor.
This method yields results if supervisors are effective, competent,
experienced and have a great depth of knowledge on subordinates’ job. Collection
of job information through this method is time consuming and expensive (Phetari,
n.d.)
Job analysis has two phases: job description and job specification. While
job description or position description gives what in a job, job specification
identifies who should qualify for the job.
Job Description. This refers to the content of the job, specifically the following
items: job title, code number, division/department, nature of the job, duties and
responsibilities, methods and tools used, hours of work, the person of the worker
for whom she/he is responsible, funds and properties under his/her care,
compensation and benefits, hazards and risks, and potentialities for promotion.
Job Specification. This record is an enumeration of the qualifications of the
employee who is supposed to be appointed for the job that is described. It
specifies the educational qualifications, work experience, psychological traits,
particularly the mental and personality characteristics, health status, special
qualifications like age, sex, status, and special skills needed(Andrews, 2010;
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Flippo, 1980; Heneman & Judge, 2010; Martires, 2008; Mathis & Hackson, 2008;
Noe, Hollenbeck, Gerhart & Wright, 2010; Sison, 2003; Cascio, 2003).
II. Job Design
Job design is an effective tool which is used in order on the one hand to
meet the needs of the employees and on the other to satisfy the interests of the
organization. There are three common job design techniques like job rotation, job
enlargement and job enrichment. Job rotation enables the development of the
employees’ skills, their organizational retention, reduces job boredom, while at
the same time it controls the work-related musculoskeletal disorders and
reduces the exposure of workers to work-related injuries. Job enlargement adds
more tasks to the existing tasks of the employee, thus increasing employee
participation in the decision-making process. Job enrichment makes jobs more
challenging and interesting and enables the participation of employees in the
decision-making process (Belias & Sklikas 2013).
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1. Job Rotation
Job rotation is a system, which allows employees to rotate from one job to
another, in a predetermined way. In order for the job rotation procedure to be
effective and the employee not be rotated in an inappropriate job position, four
factors should be taken into account:
1.1 the gender of the employee;
1.2 the physical demands of the job position;
1.3 the knowledge, skills and capacities of the employee and;
1.4 the demands and the time needed for performing other tasks
(Carnahan et al., 2000).
Job rotation has many advantages:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
improvement of productivity
provision of training possibilities
increase of employees’ retention
enhancement of employees’ career
employee gains a better insight in the organization’s operations
foster employee learning
increase employee motivation and human capital accumulation
reduced employee boredom
reduced employee absenteeism
inclusion of workers with disabilities in job positions suitable for their
capacities and skills
11. increases employee’s problem-solving skills
2.
Job Enlargement Job enlargement “transforms the jobs to include
more and/or different tasks” The basic aim of job enlargement is to stimulate
the interest of employee in the job, namely increasing job attraction, through
the differentiated and various tasks that the employee performs in his/her job.
Consequently, the objective of job enlargement is to design jobs where the
needs of employees meet the interests of the organization.
There are two approaches of job enlargement.
The first is the horizontal enlargement, which ‘refers to the degree to which
a job contains many tasks”. This is achieved through adding more tasks to the
existing tasks performed by an employee at the same skill level. The overall goal
of horizontal enlargement is to reduce the level of specialization and boredom of
work, to reduce the number of difficult tasks, and finally to lead towards the
development of new employee skills.
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The second type is vertical enlargement, which refers to “the degree to
which the employees decide how the task is to be done”. The main goal of this
technique is to enhance the status and the self-fulfillment needs of the
employees, while it gives the employees the opportunity to take part in the
organization, the planning and the control of tasks.
3.
Job Enrichment
Job enrichment refers to “the development of work practices that challenge
and motivate employees to perform better” . More precisely, job enrichment “is
the technique entails enriching job, which refers to the inclusion of greater variety
of work content, requiring a higher level of knowledge and skill, giving workers,
autonomy and responsibility in terms of planning, directing, and controlling their
own performance, and providing the opportunity for personal growth and
meaningful work experience” (Belias & Sklikas 2013).
III. Job Evaluation
Various definitions have been given to understand what job evaluation is
and its role in managing people.
Edwin B.Flippo defines job evaluation as “a systematic and orderly
process of determining the worth of a job in relation to other jobs”.
According to the International Labor Organization (ILO), “job evaluation
is an attempt to determine and compare the demands which the normal
performance of a particular job makes on normal workers, without taking into
account the individual abilities or performance of the workers concerned”.
Wendell French defines job evaluation as “a process of determining the
relative worth of the various jobs within the organization, so that differential wages
may be paid to jobs of different worth. The relative worth of a job means relative
value produced. The variables which are assumed to be related to value produced
are such factors as responsibility, skill, effort and working conditions”.
The objectives of job evaluation, to put in a more systematic manner are to:
1.
Establish a standard procedure for determining the relative worth of
each job in an organization;
2.
Ensure equitable wage for a job and reasonable wage differentials
between different jobs in a hierarchical organization;
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3.
Determine the rate of pay for each job which is fair and equitable in
relation to other jobs in the plant, community or industry;
4.
Eliminate wage inequalities;
5.
Use as a basis for fixing incentives and different bonus plans;
6.
Promote a fair and accurate consideration of all employees for
advancement and transfer;
7.
Provide information for work organization, employees‟ selection,
placement, training and other similar purposes;
8.
Provide a benchmark for making career planning for the employees in
the organization and;
9.
Ensure that like wages are paid to all qualified employees for like work.
Basic Evaluation Rules: The basic rules for evaluating each position are:
1.
The current position is evaluated without being influenced by what the
job is likely to be in the future or what it may have been in the past.
2.
The position is evaluated and not the job holder. The assessment of
each factor is based on the job being performed competently. The assessment of
the job holder’s own performance against the standard required is quite separate
exercise which is outside the scope of the job evaluation rating
The Job Evaluation Factors
These are the factors one may consider in carefully scrutinizing the job for its
value.
1.
Know-How – The knowledge, skill and experience required for
standard acceptable performance. It considers the requirement for technical and
professional skills, expertise and experience, the amount of planning and
organizing required and the requirement to work with and through others.
2.
Problem Solving – the thinking required for analyzing, evaluating,
creating, reasoning, arriving at and drawing conclusions; the extent to which
this thinking is covered by precedents or circumscribed by standards; and the
degree of creativity or original thought required.
3.
Accountability – The degree to which the employee is held
accountable for taking action and for the consequences of that action. It is the
measured effect of the job on end results. The freedom to act measured through
the existence or absence of constraints by managers, committees and procedures
and the impact of that action on the organization.
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4.
Education - The level of formal education required to perform the
functions required of a position. There is often an overlap between education and
experience, and for this reason it is often advisable to consider the education level
that would be expected of a new incumbent recruited externally.
5.
Experience - The length of practical experience and nature of
technical/managerial familiarity required. This experience is in addition to formal
education.
6.
Complexity – measured in terms of: (a) the time taken to learn and
adjust to specific job requirements, (b) the level to which the job functions are
defined and follow established and predictable patterns and, (c) the thinking
challenge required to adapt to rapidly changing circumstances and
innovative or conceptual thinking needed to initiate new corporate direction.
7.
Scope of Job - The complexity and scope of work factors tend to be
related to the education and experience level required of a position. The
calculation of points for each of these factors is based on the application of a
percentage rating of the sum of the points derived in the evaluation of Education
and Experience.
8.
Supervision Received -The extent of supervision, direction or
guidance imposed on the job holder and the freedom the executive has to take
action.
9.
Authority Exercised - Authority level expressed in terms of routine
expenditure, capital expenditure and investments, granting of loans, hiring and
firing staff, etc (Andrews, 2010; Flippo, 1980; Heneman & Judge, 2010; Martires,
2008; Mathis & Hackson, 2008; Noe, Hollenbeck, Gerhart & Wright, 2010; Sison,
2003; Cascio, 2003).
Job Evaluation will determine the money value of a job. If this is so, the
organization has to be careful in studying how each job must be compensated. A
practical and outcomes-based approach or basis is very much need to
commensurate the efforts of the employee.
LINKS TO LEARN
To learn more about
1.
2.
3.
4.
Job Organization and Information, click the links below.
https://www.youtube.com/watch?v=LRrl1QWMHv4
https://www.youtube.com/watch?v=P1fgOyqKQrI
https://www.youtube.com/watch?v=Z-WwFehPEEo
https://www.youtube.com/watch?v=Jjgy67XI4V0
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Self-Assessment Question 1
Direction: Multiple Choice. Encircle the letter of the best answer to the
questions given below.
1. He defined job analysis as the methodical compilation and study of work data
in order to define and characterize each occupation in such a manner as to
distinguish it from all others.
a. Edwin B Flippo
b. John A Shubin
c. Michael J Jucius
d. Douglas McGregor
2.
Job evaluation is an attempt to determine and compare the demands which
the normal performance of a particular job makes on normal workers, without
taking into account the individual abilities or performance of the workers
concerned.
a. Edwin B. Flippo
b. International Labor Organization (ILO)
c. Wendell French
d. John A Shubin
3. Job analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job.
a. Edwin B.Flippo
b. International Labor Organization (ILO),
c. Wendell French
d. John A Shubin
4. It refers to the development of work practices that challenge and motivate
employees to perform better.
a. Job Enlargement
b. Job Rotation
c. Job enrichment
d. Job Evaluation
5. The basic aim of this activity is to stimulate the interest of employee in the job,
namely increasing job attraction, through the differentiated and various tasks that
the employee performs in his/her job.
a. Job Enlargement
b. Job Rotation
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c. Job enrichment
d. Job Evaluation
6. This record is an enumeration of the qualifications of the employee who is
supposed to be appointed for the job that is described.
a. Job Analysis
b. Job Specification.
c. Job Description
d. Job Evaluation
7. The process of determining the relative worth of the various jobs within the
organization, so that differential wages may be paid to jobs of different worth. a.
Job Specification b. Job Description
c. Job Design
d. Job Evaluation
8. This makes jobs more challenging and interesting and enables the participation
of employees in the decision-making process.
a. Job Enlargement
b. Job Rotation
c. Job enrichment
d. Job Evaluation
9. This refers to the content of the job, specifically the following items: job title,
code number, division/department, nature of the job, duties and responsibilities,
methods and tools used, hours of work and others.
a. Job Specification
b. Job Description
c. Job Design
c. Job Analysis
10. Under this method job analyst gathers information relating to job of employees
through experienced and knowledgeable supervisors.
a. Interview Method
b. Questionnaire Method
c. Conference Method
d. Self-Performance method
Self-Assessment Question 2
Directions: An Example of Job Offering is given below. From this example,
identify the following for each job: Title of the Job, Job Description, and Job
Specification.
Identify, recruit and communication with volunteers and business.
Strong written and verbal communication skills.
Develop and implement a plan for marketing the project and maintaining on
going communications with stakeholders.
Attention to details and accuracy; strong organization and analytic skills.
Coordinate volunteer training, volunteer meetings and public meetings.
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Proven experience in marketing, communication and/or media relations.
Coordinate the meetings of 180 plus business visits, attend business visits as
required.
Project entre.
Professionalism, representing the community.
Enter data of the collected business visits in the Microsoft Access Database.
Self-Assessment Question 3. Identification of Job Analysis Method
Direction: Identify what method/strategy in job analysis is being applied in
the following circumstances.
________________ 1. The employees like to respond to questions made by those
people who are very much interested to know their job activities, working
conditions, hazards etc.
________________2. This method yields results if supervisors are effective,
competent, experienced and have a great depth of knowledge on subordinates’
job. Collection of job information through this method is time consuming and
expensive
________________3. The coverage of population under this method is wide.
These are sent to many employees. So, it is a speedy and excellent way for
gathering information at a shorter period. Cost wise this method is cheap for
collection of information.
________________4. This method is effective for job analysis when jobs are very
simple and are easy to perform. But this method does not yield results if, the jobs
are technical in nature and are difficult to perform without training.
________________5. This method is effective when jobs involve physical
activities that are measurable. Job analyst gets thorough idea regarding the job’s
employees perform.
Answer to Self-Assessment Question 1
1.
2.
3.
4.
b. John A Shubin
b. International Labor Organization (ILO)
a. Edwin B.Flippo
c. Job enrichment
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5. a. Job Enlargement
6. b. Job Specification.
7. d. Job Evaluation
8. c. Job enrichment
9. b. Job Description
10. c. Conference Method
Answer to Self-Assessment Question 2
Jon Title: Project Coordinator
Job Description:
1. Identify, recruit and communication with volunteers and business.
2. Develop and implement a plan for marketing the project and maintaining on
going communications with stakeholders.
3. Coordinate volunteer training, volunteer meetings and public meetings.
4. Coordinate the meetings of 180 plus business visits, attend business visits as
required.
5. Enter data of the collected business visits in the Microsoft Access Database 6.
Follow up with the businesses and/or stakeholders as required following
business visits.
7. Work closely visits with volunteer leadership team
Job Specification
1. Strong written and verbal communication skills.
2. Attention to details and accuracy; strong organization and analytic skills.
3. Proven experience in marketing, communication and/or media relations.
4. Professionalism, representing the community.
5. Good listening and recording skills.
6. Able to respect and exercise confidentiality.
Answer to Self-Assessment Question 3
1.
2.
3.
4.
5.
Interview method
Conference method
Questionnaire Method
Self-Performance Method
Study and Observation Method
Activity 1. Job Analysis
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Direction: Design a description and specification of three (3) jobs listed
below. The output should clearly reflect the difference between the two
based on the analysis of the job. Answers should include four (4)
descriptions and four (4) specifications for each job.
1. Sales Manager
2. Finance Manager
3. Human Resource Manager
4. Office Clerk
5. Marketing Manager
6. Project Manager
7. Brand Strategist
8. Secretary
9. Customer Service Manager
Activity 2.
Direction: In answering the case, please be guided by the Case Study Sheet
given below.
The case of Mr Pedro Dela Cruz
Mr. Pedro Dela Cruz was strongly recommended by Mayor Punongbayan
to work at the ABC company located in the municipality. Mr. Dela Cruz was a new
graduate of management of the local municipal university where the mayor himself
is the President. His transcript of records revealed that he is an average student
and had no extracurricular activity in school. His father happens to be the
supporter of the Mayor in his political career. Mr. Dela Cruz took the examination
given by the company and he failed to make it due to his poor communication skills.
To give in to the Mayor’s request, the human resource manager gave him a
position in the production department as machine operator and not a clerical
position that the Mayor would like him to have. But Mr. Dela Cruz did not want to
accept the position and insisted that he should get the job because of the Mayor’s
recommendation. (Pereda, Pedrito R and Purisima P Pereda, Human Resource
Management, 2008)
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1. What are the key issue/issues of the case?
2. Identify the problems or issues in the order of priority.
3. What do you think is the cause of the problem/s?
4. Explain the options you will give to solve the problem.
5. Evaluate the options as to its advantages and disadvantages.
6. Select the optimum solution and explain how it will be implemented.
Activity 3. Essay.
What is the importance of having a sound job evaluation? Will it affect the
productivity of the employee? Why?
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
Rubrics for Activity 1
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TRAIT
1(Poor)
2 (Fair)
Selection of job No related job Selected at least
to be analyzed selected in the list one job in the list
given
given
(20%)
3(Good)
4(Very Good)
Selected two
jobs in the list
given
Points
Selected 3 jobs in
the list given
Number of
Written at least Written at least
Written at least Written at least
Job
three (3) JD
one (1) JD and
two (2) JD and
four (4) JD and
Description
one (1) JS for the two (2) JS for the and three (3) four (4) JS for the
(JD) and job
three (3) jobs
three (3) jobs JS for the three
three (3) jobs
specification
selected.
selected.
selected.
(3) jobs selected.
(JS) for each job
(30%)
Relevance of the Job descriptions Job descriptions Job descriptions
answer
and
job
and
job
and
job
specifications
specifications
specifications
(40%)
given are not given are quite given are
relevant to the relevant to the somewhat
relevant to the
jobs.
jobs.
jobs.
Grammar and
Sentence
structure
more than
grammatical
errors.
6
3-6
grammatical
errors.
3
or
fewer
grammatical
errors.
Job descriptions
and
job
specifications
given
are
all
relevant to the
jobs.
No grammatical
errors
(10%)
Professors’ Remarks:
AVI 2020
Rubrics for Activity 2
TRAIT
1(Poor)
2 (Fair)
3(Good)
4(Very Good)
Points
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Identification of Key issues have Have identified
key issues
not been
some issues but
are not related to
identified
(10%)
the case
Establish the
order of
priority of key
issues
Have identified Identified all the
some
issues key issues of the
related to the case
case
Key issues have
not
been
understood and
prioritize
Have identified
order of key
issues but are not
related to the
case
Have
established
some key issues
in order
of priority
Have established
all the key issues
in order of
priority
Description on Cause of the
the cause
case have not
of the problem been understood
and described
(15%)
Have described
some causes of
the problem but
are not related to
the case
Have described Have described
the cause of the all the causes of
problem to
the problem
some extent
Options given to No options have
solve
the been given to
problem
solve
the
problem
(20%)
Options have
Given
some
been given but
options to solve
are not related to the problem
the problem
Options
have
been given and
explained how to
implement
to
solve the
problem
Identification of
advantages and
disadvantages
of the options
Advantages and
disadvantages
have been
given but are not
related to the
case
Identify all the
advantages and
disadvantages
with description
(15%)
Advantages and
disadvantages of
the options have
not been given
(15%)
Explanation on
the
optimum
solution of the
problem
No explanation
on case
optimum
solution
Have explained
the
optimum
solution but are
not related to the
problem
Identify some of
the advantages
and
disadvantages of
the options
Have explained
the
optimum
solution of the
problem to
some extent
Have fully
explained
the
optimum
solution to the
problem
(15%)
Grammar,
more than
6
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Sentence
Structure
grammatical
errors.
3-6 grammatical
errors.
(10%)
3
or
fewer
grammatical
errors.
No grammatical
errors
Professors’ Remarks:
AVI 2020
Rubrics for Activity 3
TRAIT
Introduction
(20%)
Focus on Topic
(20%)
Support for
Topic
(20%)
1(Poor)
There is no
clear
introduction of
the
main
topic, position
or structure of
the paper.
The main idea
is not clear.
There is
a
seemingly
random
collection
of
information.
Supporting
details and
information are
typicall
y unclear or
not related to
the topic.
2 (Fair)
3(Good)
The introduction
states the main
topic of position
but does not
adequately
preview
the
structure of the
paper nor is it
particularly
inviting to the
reader.
Main idea is
somewhat clear
but there is a
need for more
supporting
information.
The introduction
clearly states the
main topic and
position
and
previews
the
structure of the
paper but is not
particularly
inviting to the
reader.
Supporting
details
and
information are
relevant,
but
several
key
issues
or
portions of the
Supporting
details
and
information are
relevant, but one
key issue or
portion of the
storyline is
4(Very
Points
Good)
The
introduction
is
inviting,
states
the
main topic
and position
and
previews the
structure of
the paper.
Main idea is There is one
clear, but the clear,
well focused
supporting
information
is topic. Main
idea stands
general.
out and is
supported by
detailed
information.
Relevant,
telling,
quality
details give
the reader
important
information
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storyline
are
unsupported.
unsupported.
that
goes
beyond the
obvious or
predictable.
There is no
clear
conclusion, the
paper just
ends.
The conclusion
is recognizable
but does not tie
up several loose
ends.
The conclusion
is recognizable
and
ties
up
almost all the
loose ends.
Writer makes
more than 4
errors
in
(20%)
grammar
or
spelling
that
distract
the
reader
from
the content.
Professor’s Remark:
Writer makes 34
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
Writer makes 12
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
The
conclusion is
stron
g and leaves
the reader
with
a
feeling that
they
understand
what
the
writer is
“getting at”.
Writer
makes
no
errors
in
grammar or
spelling that
distract the
reader from
the content.
Conclusion
(20%)
Grammar and
Spelling
AVI 2020
REFERENCES
Ali, H., & Aroosiya, M. (2012). Impact of job design on employees’
performance. Retrieved from
http://www.kln.ac.lk/fcms/ICBI2012/images/ICBM/dccs/Microsoft%20Word%20%
20HRM013.pdf 2.
Allwood, J.M., & Lee, W.L. (2004). The impact of job rotation on problem solving
skills. International Journal of Production Research, 42:5, 865-881.
Andrews, Sudhir (2010). Human Resource Management, McGraw-Hill
International Edition.
Belias, Dimitrios & Sklikas, Dimitrios. (2013). ASPECTS OF JOB DESIGN.
International Journal of Human Resource Management and Research (IJHRMR).
3. 85-94.
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Bhadury, J., & Radovilsky, Z. (2006). Job rotation using the multi-period
assignment model. International Journal of Production Research, 44:20,
44314444.
Blanchard, Ken (2005). “Go Team! Take your team to the Next Level”,
BerretKoehler Publishing Inc., San Francisco, CA.
Carnahan, B.J., Redfern, M.S., & Norman, B. (2000). Designing safe job rotation
schedules using optimization and heuristic search. Ergonomics, 43:4, 543-560.
Ceasar Douglas and William L. Gardner (2004). “Transition to Self Directed Work
Teams,” Journal of Organizational Behavior, 25.
Flippo, Edwin B. (1980). Personnel Management, Tata McGraw-Hill Publishing
Company Limited, New Delhi, p. 258.
Heneman, Herbert G III and Timothy A Judge (2010). Staffing Organizations, Six
Edition, McGraw-Hill International Edition.
Inarda, Analyn V (2020). Human Resource Management: Theories, Definitions and
Cases (A Modular Approach), University of Rizal System Morong Rizal.
International Labor Organization (ILO), Job evaluation – Studies and Reports, New
Series, No.56, Geneva, 1960, p.8.
James O’Toole and Edward E. Lawler III, “A Piece of Work,” Fast Company, June
2006, 87– 89.
Jorgensen, M., Davis, K., Kotowski, S., Aedla, P., & Dunning, K. (2005).
Characteristics of job rotation in the Midwest US manufacturing sector.
Ergonomics, 48:15, 1721-1733.
Marquez, Jessica, “Virtual Workspaces,” Workforce Management, May 22, 2006,
38; and Carla Joinson, “Managing Virtual Teams,” HR Magazine, June 2002, 69–
73.
Martires, Concepcion Rodil (2008). Human Resources Management-Principles
and Practices, Third Edition, National Bookstore.
Mathis, Robert L and John H Jackson (2008). Human Resource Management,
Twelfth Edition, Thomson South-Western.
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Noe, Raymond A, John R Hollenbeck, Barry Gerhart and Patrick M Wright. (2010).
Human Resource Management: Gaining A Competitive Advantage, McGraw Hill.
Pethari, A (n.d.) Job Analysis Methods, retrieved from
https://www.economicsdiscussion.net/human-resource-management/jobanalysismethods/31701.
Sison, Perfecto S(revised by Payos and Zorilla) (2003). Personnel Management in
the 21st century, Rex Bookstore.
Wayne F. Cascio (2003). Managing Human Resources – Productivity,
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Module 4. Acquisition or Procurement of Human Resources
(Author: Prof Corazon DJ Pasia)
Objectives
At the end of the of this module, the students should be able to:
1.
2.
3.
4.
To know the importance of Human Resource Planning in HRM.
To determine the systematic approach of recruitment and selection.
To determine ethical issues in recruitment and selection.
To emphasize the importance of employment test in human resource
acquisition.
Introduction
This module includes the acquisition or procurements of human resources.
The emphasis on human resource planning, recruitment and selection will be
elaborated.
I.
Human Resource Planning (HRP)
It is the continuous process of systematic planning ahead to achieve
optimum use of an organization's most valuable asset—quality employees. Human
resources planning ensures the best fit between employees and jobs while
avoiding manpower shortages or surpluses.
There are four key steps to the Human Resource Planning process.
1. Analyzing present labor supply,
2. Forecasting labor demand,
3. Balancing projected labor demand with supply and supporting
organizational goals.
4. Developing and Implementing a Plan.
1. Analyzing Labor Supply
The first step of human resource planning is to identify the company's
current workforce. In this step, the HR department studies the strength of the
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organization based on the number of employees, their skills, qualifications,
positions, benefits, and performance levels.
2. Forecasting Labor Demand
The second step requires the company to outline the future of its workforce.
Here, the HR department can consider certain issues like promotions, retirements,
layoffs, and transfers—anything that factors into the future needs of a company.
The HR department can also look at external conditions impacting labor demand,
such as new technology that might increase or decrease the need for workers.
3. Balancing Labor Demand With Supply
The third step in the HRP process is forecasting the employment demand.
HR creates a gap analysis that lays out specific needs to narrow the supply of the
company's labor versus future demand. This analysis will often generate a series
of questions, such as:
1.
2.
3.
Should employees learn new skills?
Does the company need more managers?
Do all employees play to their strengths in their current roles?
4.
Developing and Implementing a Plan
The answers to questions from the gap analysis help HR determine how to
proceed, which is the final phase of the HRP process. HR must now take practical
steps to integrate its plan with the rest of the company. The department needs a
budget, the ability to implement the plan, and a collaborative effort with all
departments to execute that plan.
Handle a Labor Surplus
Company has several ways to handle labor surplus:
1.
Implement a hiring freeze. All companies can expect a bit of churn on
their labor force simply because of their employees’ life situations, with workers
leaving for other positions or retiring. By not filling the positions left by these
departures, managers can let workforce attrition balance labor surpluses without
having to resort to layoffs.
2.
End outsourcing contracts. In many cases, it may be as cost-effective
to shift work responsibilities back to staff employees. While this creates corporate
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self-reliance, the rise in on-site responsibilities can be absorbed by your excess
workforce. This strategy is only viable when there are in-house workers of the
same skill level and pay rate as those employed by the outsourcing company.
3.
Begin a mandatory furlough system. By requiring all employees to
schedule an unpaid week into their upcoming long-range schedule, you reduce the
burden of labor costs while providing employees with a tangible benefit – time off
– which has a smaller impact on morale than across-the-board pay reductions.
4.
Offer early retirement or buyout plans for workers with seniority. These
offers not only help to eliminate excess employees when workers take advantage
of the offer, they tend to eliminate workers with the highest salaries, which has a
combined cost-cutting effect.
5.
Reduce workers’ hours or pay across the board. While these
strategies typically negatively impact worker morale, these reductions directly
impact the primary problem of cost containment associated with excess labor.
6.
Layoff excess employees. Layoff strategies may be determined by
seniority status, individual or collective employment contracts or on a case-by-case
basis.
Managing a Shortage of Employees
There are several ways to address to labor shortage.
1. Train existing employees. Many companies offer onsite training for
their existing employees, in order to tailor the current gaps. They also offer
incentive in a form of scholarship to those deserving employees to undergo further
training and gain more knowledge through attending in a formal education.
2. Adaptability. Orient employees in a flexible work environment to
lessen problem when labor shortage occurs.
3. Re-evaluate your recruiting practices.
Reexamine recruitment
policies, for instant a company can hire applicants with 80 percent of the right
requirements and help them grow into the role or try hiring applicants with all the
right skills and requirement but less experience.
4. Partner with nearby educational facilities. Company can be a host
training establishment of several school. Train and educate students in
accordance to company policy and culture.
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5. Use contingent workers. one of the easiest ways to fill a skills shortage
is by hiring contingent workers. With freelancers, consultants, contractors and
more, you can fill massive gaps in your operation quickly and in a cost-effective
manner. Contingent workers are becoming an incredibly popular option for many
companies.
6. Overtime work. This is additional cost on the part of the company, but
it may help in avoiding work backlogs on a temporary basis.
II.
Recruitment
The recruitment function starts with the management decision to recruit
based on the findings taken from HR planning sessions.
Recruitment processes depend largely on an organization's recruitment
policies. Rules and regulations are set according to the demands of the recruitment
situation. There may be different policies for unique recruitment situations. Job
types and descriptions play a major role in determining related policies.
Organization policies for recruiting employees include terms and conditions that
legally bind them to the company. These terms and conditions should be explained
while recruiting a new employee.
A recruitment policy is a statement on how you hire. It outlines your
company’s preferred hiring practices and promotes consistency within your
employee recruiting process.
Adopting a Recruitment Policy
It is important to adopt a Recruitment Policy that encompasses your firm’s code
of conduct in attracting the best qualified candidate, the rules to be followed and
the standards to be reached. The policy should be directed to the following
objectives:
1. Hire the right person;
2. Conduct a wide and extensive search of the potential position candidates
3. Recruit staff who are compatible with the style of management and the
culture of your company.
4. Handle applications with due diligence, speed and courtesy.
5. Hire from within and develop existing employees to qualify them for
consideration for promotion;
6. Make sure that no false or exaggerated claims are made in recruitment
announcements or help wanted advertisements: and
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7. Place individuals in positions with responsibilities and train them to enhance
their career and personal development.
The following are steps in Recruitment:
1. Planning and Approval based on HR Planning.
2. Posting Announcement/Job posting
3. Recruitment Strategies
Company employed several techniques in terms of acquiring new talents:
Internal Sources of Recruitment. It means hiring people from within the
organization it is consider as employees promotion, this technique boost employee
engagement and gain positive outcome.
The following are the most common internal sources of recruitment:
1. Transfer: It is also called lateral transfer, shifting an employee
from one job to another with similar in nature, without any change in his
rank, responsibility and salary rate. The purpose of an employee transfer
is to enable him to get wellversed with the broad-based view of the
organization which is essential for the promotions in future.
2. Promotion: Promotions are the most common form of internal
recruitment wherein the employees are moved to the upper levels of the
organization with more responsibility and prestige. Here are some
reasons why many companies prefer to get from within.
3. Employee Referrals: The present employees can refer their
friends and family to the job. They are well aware of the organizational
culture, working conditions and job requirements. If they find their friends
or family suitable for such position can recommend their names to the
management for recruitment.
The organizations encourage employee referrals as the cost and time could
be saved than from hiring people from the external sources. Some organizations,
in order to motivate employees to pay “finders fees” in the form of incentives for
each successful hire.
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Note: The former employees are also considered as an internal source of
recruitment. These are the persons who have left the job and wants to come back
to work on a part-time or full-time basis.
Advantages of Internal Sources of Recruitment
1. Selecting and transferring existing employees is a simpler process.
2. The managers are aware of the talents and abilities of already existing
employees.
3. Internal recruitment serves as a tool to boost the morale of employees as
internal hiring creates job and promotion opportunities for existing
employees.
4. Internal hiring promotes a feeling of loyalty amongst the employees.
5. Existing employees are already aware of the company’s working methods
and don’t take a long time to adjust to new positions.
6. Less cost is incurred as compared to hiring the person from the external
sources.
External recruitment is the evaluation of open pool of job candidates, other
than existing staff, to check whether there are any enough talented or able to fill
requirements and perform existing employment opportunities.
External Sources:
1.
2.
3.
4.
5.
6.
7.
8.
Advertisement
Internet
Manpower Agency
Executive search Firms or Headhunters
Walk-ins
Referrals
Job fairs
Campus recruitment
Following mentioned are a few advantages of the recruitment process:
1. Increased chances: the company receives a variety and number of
candidates who owns knowledge and ability to handle that job.
2. Fresher skill and input: When a company goes with an external
recruitment method, there is a quite better possibility of finding and
identifying a fresher candidate who is capable of delivering new skills and
inputs for the betterment of the company.
3. Better competition: In the external recruitment process, there will be a
chance of facing better competition in terms of hiring new talent. Most of
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the time some of the company looks for candidates who are capable of
handling a certain skilled job and some of them search those candidates
who are better with their risk-taking ability.
4. Lesser internal politics: In the external recruitment process, there is a
very less possibility that the candidate might face internal politics of existing
candidates. And these lesser internal politics avoids a number of internal
issues and requests of the existing employees of the company.
5. Being fair: External recruitment paves way for a fair means of recruitment.
Since the competition is open and wide, there is more opportunity for
candidates where they can apply for vacant positions in organizations. The
recruitment is done in a fair manner equally for all candidates where internal
politics is avoided.
6. Ideas from other industries: Another smart factor that can be observed
from candidates recruited from external recruitment is that they offer unique
and new ways that are followed in the competitor or other companies they
worked for.
Disadvantages of External Recruitment Process:
1.
2.
3.
4.
5.
6.
7.
A limited understanding of the company
Time-consuming
High Cost
Issues of Maladjustment
Adjust to the new environment
Agencies are not trusted
Invites unsuitable applicants
Phases in a Recruitment Process
1. Identifying the Hiring Needs. Recruitment process should start with
identifying the vacancies that exist followed by analyzing the job
specifications including the knowledge, skills and experience needed for the
role.
2. Preparing the Job Description.
Preparing a comprehensive job
description will help you know what your potential employees must have in
order to meet the demands of the role.
3. Talent Search. Identifying the right talent, attracting them and motivating
them to apply are the most important aspects of the recruitment process.
The job listing should be advertised internally to generate referrals as well
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as externally on popular social networking sites and preferred job boards.
Recruiters can also conduct job fairs and promote openings in leading
industry publications to cast a wider net. Broadly, there are two sources of
recruitment that can be tapped for a talent search.
4. Screening and Shortlisting. In order to move forward with the recruitment
process, you need to screen and shortlist applicants efficiently and
accurately. This is where the recruitment process gets difficult and
challenging. You can resolve this recruitment bottleneck by following these
steps:
1. Screen applications on the basis of minimum qualifications.
2. sort resumes that have the preferred credentials by looking at their
certifications, relevant experience, domain expertise, technical
competencies and other specific skills that are required for the role.
3. shortlist candidates who have both the preferred credentials and the
minimum qualifications.
4. any concerns or queries in the resume so they can be clarified during
the interview.
5. Interviewing. The shortlisted applications will now move through the
interview process prior to receiving an offer letter or a rejection note.
Depending on the size of the hiring team and their unique recruitment needs,
several interviews may be scheduled for every candidate.
6. Evaluation and Offer of Employment. Assess candidates in accordance
with the company criteria.
7. Employee orientation. When applicants accept the job offer, then company
will conduct a short orientation to all new employees. Here are orientation
objectives:
1.
2.
3.
4.
III.
gain employee commitment
reduce his or her anxiety
help him or her understand organization's expectations, and
convey what he or she can expect from the job and the organization.
It is commonly followed by training tailored to specific job positions.
Selection Methods
1.
Receiving Applications. Application forms/curriculum
vitae (CV) collection, analysis and comparison of biographical
information.
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2.
Interview.
Main means of assessing applicant
suitability for a job, it can be conducted in several ways:
1. Individual or panel
2. Structured or Unstructured format
3. Online interview or face to face
3. Psychometric testing. are a standard and scientific method used to
measure individuals' mental capabilities and behavioral style. Psychometric tests
are designed to measure candidates' suitability for a role based on the required
personality characteristics and aptitude (or cognitive abilities).
3.1 Personality tests measure behavioral style, opinions and
motivators— for example, whether a person prefer working in a
group or independently, prefer taking charge over situations or
following others. Personality tests also measure personal
attributes such as temperament, career interests and personal
values.
3.2 Cognitive Ability Test. The Revelian Cognitive Ability Test
(RCAT) asks you to complete a series of questions that relate to
verbal, numerical and abstract reasoning, to measure your critical
thinking and reasoning ability.
Three components about your cognitive abilities:
3.2.1Problem Solving: In problem solving the test assesses your
ability to quickly learn, adapt and solve problems. This measures
your ‘fluid intelligence:’ the ability to see a problem for the first time and
find out how to solve it without any prior knowledge.
3.2.2
Numerical Reasoning: In numerical reasoning the test
assesses your ability to understand numerical concepts, work
with numbers and use formulas to solve problems.
3.2.3
Verbal Knowledge In verbal knowledge the test
measures your knowledge of the English language – focusing on
spelling, grammar and identification of errors in text.
3.3.
Personality Test: This is measure of patterns of behavior such
as cooperation, initiative, dependability, responsibility, and
sociability. These tests are not time-pressured unlike the mental
ability and aptitude test. Personality test have no right and wrong
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answers but can detect the consistency of the answer through
repetitive statements found within the test.
3.4.
Aptitude test: This is a measure of specific abilities and a test
of the applicant’s inclination to succeed in a particular field. It
includes clerical, mechanical, sales and dexterity tests, among
other items which determine specific abilities that are required in
certain fields of specialization.
4.
Shortlist. Contains the names of qualified applicants
who pass the preliminary interview, psychological tests, and application
screening. Shortlisted candidates are interviewed by the department
head, manager or supervisor who made the request.
5.
Background check. The HR conducts a background
check to be assured about the authenticity of the document submitted
by shortlisted applicants as well as the accuracy of his/her educational
background, job experiences and references, generally involves
contacting applicants' former employers, supervisors, co-workers and
educators to verify previous employment and to obtain information
about the individual's knowledge, skills, abilities and character.
6.
Job offer. the HR department offers the job to the
chosen candidate. If he/she accepts the offer, the new hire will be
accorded the position title, a summary of the job responsibilities, and a
starting salary.
IV.
Placement
It is putting the candidate in the position he/she is applying for. Placement
is the last part of the hiring process. Under adjustment, the company makes sure
that the newly hired employee is placed in the department where he/she is fitted.
The functions and responsibilities are written on the job description where
his/her position title is indicated.
1. Post-selection consideration. the HR department prepares
the pre-employment requirements. Usually, there are documents that
need to be submitted by the candidate such as the academic transcript
of records, diploma, clearances, etc. Medical exam results such as Xray, complete blood count, urinalysis, fecalysis, and drug test are also
required. Big companies send the candidates to their accredited clinics
and shoulder the expenses of the prescribed medical exams.
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2. Hiring. After the job offer and the submission of preemployment requirements and medical results, the chosen candidates is
hired and given a particular date to report for work.
3. Signing of employment contract. An employment contract
contains the position title, date employed, conditions of employment,
starting salary and a summary of job responsibilities. It is also important
to note the status of employment.
Another contract which is actually unwritten is called a psychological
contract. The psychological contact is a non-written utterance of expectations of
the newly hired employee as well as the employer’ expectations of the employee.
More importantly, the employee lays down all his/her expectations such as his/her
career path, employment benefits, security of tenure, and the company’s plans for
his/her career.
LINKS TO LEARN
To learn more about Acquisition and Procurement of Human Resources, click the
links below.
1. https://www.philstar.com/business/2013/08/07/1060051/phil
ippine-labor-surplus-story
2. http://www.psa.gov.ph/content/occupational-shortages-and
surpluses-2015-2016%E2%80%A6statistics-jobvacanciessecond-series
3. https://www.brighthr.com/articles/hiring/recruitment/external
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-recruitment-methods/
4. https://www.indeed.com/career-advice/interviewing/onlineinterview-tips
5. https://www.shrm.org/resourcesandtools/tools-and
samples/toolkits/pages/conductingbackgroundinvestiga
tion
s.aspx
Self-Assessment Question 1
Simple Recall: Read the sentence carefully and write your answer on the
space on the space provided. 1 point each
Lay off
Labor
shortage
Recruitment
policy
Transfer or
Lateral
Transfer
Human
Resource
Planning
Promotion
Curriculum
Vitae
Cognitive
Ability Test
Walk in
Applicants
1. Is an action by an employer to terminate employees
because
of
redundancy
or
technological
innovations?
2. Insufficiency of
qualified
candidates for
employment.
3. A statement on how a company hire a new
employee.
4. shifting an employee from one job to another with
similar in nature, without any change in his rank,
responsibility and salary rate.
5. is the continuous process of systematic planning
ahead to achieve optimum use of an organization's
most valuable asset—quality employees.
6. The advancement of an employee’s position with
corresponding responsibility and monetary value.
7. is a detailed personal information highlighting your
professional and academic history.
8. It consists of general questions on linguistic and
numerical abilities and abstract reasoning.
9. Applicants who hop from one company to another to
submit their application letter with curriculum vitae
or resume.
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Psychological
Contract
10. Are set of 'promises' or 'expectations' that are
exchanged between the parties in an employment
relationship.
Self-Assessment Question 2
List the Phases in a Recruitment Process
START HERE
Answer to Self-Assessment Question 1
1. Layoff
2. Labor Shortage
3. Recruitment Policy
4. Transfer/Lateral Transfer
5. Human Resource Planning
6. Promotion
7. Curriculum Vitae
8. Cognitive Ability Test
9. Walk in Applicants
10. Psychological contract
Answer to Self-Assessment Question 2
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Employee orientation
Evaluation and Offer of
Employment
Interviewing
Screening and Shortlisting
Talent Search
Preparing the Job Description
START HERE
Identifying the Hiring Needs
Activity 1. Human Resource Planning
Answer the following review questions:
1. Importance of Human Resource Planning in achieving company’s goal
and objectives?
2. How to manage human resource surplus?
3. Which is more difficult to handle human resource surplus or shortage?
Give your explanation.
Activity 2. Recruitment
The purpose of this activity is to prepare the students in actual job interview
in the future, he/she must prepare exactly the same way as if he/she is going to an
interview. Prepare a simulation of Job interview using digital platforms.
Activity 3. Selection and Placement
Survey: conduct a short survey on how graduates land to their first job?
Requirements:
Write simple interview guide questions
Use digital platforms in conducting an interview
20 respondents
Rubrics of Activity 1
5 points
Outstanding
4 points
Very Good
3 points
Good
2 points
Fair
1 point Poor
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Provide
thorough
explanation
with strong
support from
the
topic
discussed
and other
references.
There is
a
substantial
idea but not
delivered
properly.
Some
points
missing.
Spelling,
capitalization
and
punctuations
are
properl
y observed.
spelling,
capitalization
and
punctuations
are generally
correct, with
1-2 errors
There are few
errors in
spelling,
capitalization
and
punctuations.
key Ideas are not
are presented
properly.
Inadequate
explanation
Spelling,
Capitalization
and used of
punctuations
are
not
properly
observed.
Typographical
error/spelling
and
punctuations
gives wrong
information.
Fair 10
points
Student
wears
Inappropriate
clothes for job
interview.
Poor 5
points
Students are not
properly dressed
and lack
of
enthusiasm
Rubrics of Activity 2
Criteria
Preparation
Presentation
Excellent 20
points
The
student
dressed
professionally
and appropriately
with complete
interview
presentation
props.
Very good 15
points
Student wear
proper attire for
job
interview but
lack
of
presentation
props.
Demonstrate
good
communication
skills.
speaks clearly Employs few or
and accurately. limited techniques
to enhance the
Shows
high oral presentation.
degree of
show
Lack
of
enthusiasm
unwillingness
confidence.
and disapproval.
Uses
inappropriate
Uses positive
body language.
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body language.
Properly
observe
job
interview
etiquette
Shows
high
degree of
enthusiasm
Rubrics of Activity 3
Criteria
Accuracy and validity of data
Format
Percentage
80%
20%
REFERENCES
Anderson, Somer (2020) Human Resource Planning, Retrieved July 7, 2020
https://www.investopedia.com/terms/h/human-resource-planning.asp#
Bika,
19,
Nikoleta,
Recruitment Policy,
Retrieved
July
2020 https://resources.workable.com/tutorial/recruitment-policy#:
Business Jargons, How to Write a recruitment policy, Retrieved July 19, 2020
https://businessjargons.com/internal-sources-recruitment.html
Business Dictionary, Orientation, Retrieved July 20, 2020
http://www.businessdictionary.com/definition/orientation.html
Cognitive Ability Assessment: A traditional cognitive ability assessment, Retrieved
July 20, 2020
https://www.revelian.com/jobseeker/product/cognitive-ability-test/
Human Resource Management, Selection Process, Retrieved July 20, 2020
https://www.toppr.com/guides/business-managementandentrepreneurship/human-resource-management/selection-process/#:
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Institute of Pyschometric coaching, Psychometric guide, Retrieved July 20, 2020
https://www.psychometricinstitute.com.au/psychometricguide/introduction_to_psy
chometric_tests.html Phases in a Recruitment Process, Retrieved July 20, 2020
https://www.jobsoid.com/recruitment-process/
Recruiter,
Recruitment
Policy,
Retrieved
https://www.recruiter.com/recruitment-policy.html
July
19,
2020
Recruitment Process, Retrieved July 19, 2020
https://www.toppr.com/guides/business-managementandentrpreneurship/human-resource-management/recruitment-process/
Schnotz, Wilhelm, How to Handle a Labor Surplus, Retrieved July 19, 2020
https://smallbusiness.chron.com/handle-labor-surplus-33192.html
Shpak, Scott, (2018) How to handle a Labor Surplus, Retrieved July 19, 2020
https://yourbusiness.azcentral.com/handle-labor-surplus-13844.html
SHRM Conducting Background Investigations and Reference Checks, Retrieved
July 20, 2020 https://www.shrm.org/resourcesandtools/tools-andsamples/toolkits/pages/conductingbackgroundinvestigations.aspx
Wilton Nick, (2013), An Introduction to Human Resource Management,
First Edition, Mathura Road, New Delhi
Wisestep, Advantages and Disadvantages of External Recruitment, Retrieved July
20, 2020 https://content.wisestep.com/advantages-disadvantages-externalrecruitment/#:~
Zarate, Cynthia A (2014), Human Resource Management, South Triangle Quezon
City.
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Module 5- Maintenance of Human Resources
(Author: Prof Helen B Libao)
Objectives
At the end of the of this module, the students should be able to:
1. Identify different approaches in maintaining of human resources.
2. Explain the concepts of employee orientation.
3. Make a simple orientation program of former and newly hired employees.
4 Be familiarize with the physical working condition and stresses in the
workplace.
5. Present a video activity on how to eliminate stress in the workplace.
6. Discuss the methods of appraising performance.
7. Have an idea on the various drivers of performance appraisal.
Introduction
The module will give the students the ideas of the different human resource
management functions like conducting employee orientation, learning the concept
of physical working condition where occupational and safety act in the Philippines
is one of the major concerns. Another topic that will enhance the students is to let
them inform about the performance appraisal. Maintenance function of human
resource management is concerned with protecting and promoting the physical
and mental health of employees.
I. Definition of Employee Orientation
Employee Orientation is the planned introduction of new employees to
their jobs, coworkers, and the organization Orienting employees to their
workplaces and their jobs is one of the most neglected functions in many
organizations so employees especially the new ones are sometimes misdirected
about the very purpose why they were in that organization.
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The very purpose of employee orientation is that employers have to realize
that orientation isn't just a nice gesture put on by the organization. It serves as an
important element of the new employee welcome and organization integration.
1. Types of Employee Orientation
a.
Realistic Orientation
These people are attracted to occupations that involve physical activities
requiring skill, strength, and cooperation. Examples include forestry, farming, and
agriculture.
b.
Investigative Orientation
Investigative people are attracted to careers that involve cognitive activities
(thinking, organizing, and understanding) rather than affecting activities (feeling,
acting or interpersonal and emotional tasks). Examples include biologist, chemist
and college professor.
c.
Social Orientation
These people are attracted to careers that involve interpersonal rather than
intellectual or physical activities. Examples include clinical psychology, foreign
Service and social work.
d.
Conventional Orientation
A conventional orientation favors careers that involve structured,
ruleregulated activities as well as careers in which it is expected that the employee
subordinates his or her personal needs to those of the organization. Examples
include accountants and bankers.
e. Enterprising Orientation
Verbal activities aimed at influencing others characterize enterprising
personalities. Examples include managers, lawyers, and public relations
executives.
f. Artistic Orientation
People here are attracted to careers that involve self-expression, artistic
creation, expression of emotions and individualistic activities. Examples include
artists, advertising executives, and musicians.
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2. Characteristics of Effective Employee Orientation Program
a.
Indoctrination into the culture. It’s important that new
employees get a
feel for the culture and their place in it. Ideally, employees would review culture
with prospects before they take a position with the company, ensuring the proper
fit.
b.
Formal learning. Many companies offer no formal learning
opportunities and depending on the industry and organizational culture, this
may be ok. In larger organizations and those in regulated industries, for
example, formal training may be necessary. But even those industries
recognize that formal training is only about 20 percent of the training an
employee needs to be successful. Social learning is far more important and
longer lasting.
c.
Social learning. For many, social learning is the key to
employee
satisfaction in most successful organizations.
d.
Clear expectations. Each employee must have
understanding of
what is expected and what they need to achieve in a given timeframe.
an
e.
Strong communication. The more employees can
communicate and collaborate, the more likely they will be to excel. Tools
can support this, but company culture needs to foster collaboration as well.
II.
Physical Working Condition
Physical Working Condition refers to the space allocation in the office,
physical layout, temperature of the workplace, and safety of the surroundings.
Space allocation and physical layout will help in the adjustment period of the new
employee. Enough space to work in can make the employee comfortable.
A cool temperature on a workplace may also be a good beginning for the
employee to be productive on the job. A hot and stuffy place could reduce worker
efficiency.
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Safe surroundings will be reassuring to a new employee. Anxiety and
feelings of insecurity will be reduced if the new employee feels safe in the work
environment.
Occupational and Healthy Safe Act in the Philippines. The World Health
Organization (WHO) congratulates the Philippine government for passing the
Occupational Safety and Health Standards Act or the Republic Act (RA) 11058.
Once implemented, this significant legislation will help curb the increasing cases
of diseases and injuries in the work environment that confront the country.
With the RA 11058, employers are now required to comply with
occupational safety and health standards including informing workers on all types
of hazards in the workplace and having the right to refuse unsafe work, as well as
providing facilities and personal protective equipment for the workers, among
others.
With this law, the Philippines comes closer to achieving the Sustainable
Development Goal 8.8 to protect the labor rights and promote safe and secure
working environments for all workers. It also boosts the implementation of the
WHO-supported Occupational Health and Safety Sector Plan under the National
Environmental Health Action Plan (2017-2022).
Stress in the Workplace
Research results: Over 42 percent of Filipino workers reported that their
stress levels have risen over the past few years, said a Regus International survey.
Meanwhile, the Grant Thornton International survey said 76 percent of Filipino
business owners are highly stressed, pointing to heavy workload as the most
significant driver 25, 2015.
The inability to balance work and life may increase stress, reducing the
quality of Filipino workers’ output and making them more prone to hypertension
and heart disease.
Work-related stress adversely affects employers and employees alike.
“Stress physically wears out the body,” said Department of Health-National Capital
Region director Eduardo Janairo. It puts people at risk to a lot of illnesses, from
the common cold to hypertension and severe heart disease.
Ways to Eliminate Stress at Work (Jenna Goudreau)
1. Act Rather Than React
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"We experience stress when we feel that situations are out of our control,"
says Melnick. It activates the stress hormone and, if chronic, wears down
confidence, concentration and well-being. She advises that you identify the
aspects of the situation you can control and aspects you can't. Typically, you're in
control of your actions and responses, but not in control of macro forces or
someone else's tone, for example. "Be impeccable for your 50%," she advises.
And try to let go of the rest.
2. Take A Deep Breath
If you're feeling overwhelmed or are coming out of a tense meeting and
need to clear your head, a few minutes of deep breathing will restore balance, says
Melnick. Simply inhale for five seconds, hold and exhale in equal counts through
the nose. "It's like getting the calm and focus of a 90-minute yoga class in three
minutes or less at your desk," she says.
3. Eliminate Interruptions
"Most of us are bombarded during the day," says Melnick. Emails, phone
calls, pop ins, instant messages and sudden, urgent deadlines conspire to make
today's workers more distracted than ever. While you may not have control over
the interrupters, you can control your response. Melnick advises responding in one
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of three ways: Accept the interruption, cut it off, or diagnosis its importance and
make a plan. Many interruptions are recurring and can be anticipated. "You want
to have preset criteria for which response you want to make," she says. You can
also train those around you by answering email during certain windows, setting up
office hours to talk in person or closing the door when you need to focus .
4. Schedule Your Day for Energy and Focus
Most of us go through the day using a "push, push, push" approach, thinking
if we work the full eight to 10 hours, we'll get more done. Instead, productivity goes
down, stress levels go up and you have very little energy left over for your family,
Melnick says. She advises scheduling breaks throughout the day to walk, stretch
at your desk or do a breathing exercise. "Tony Schwartz of the Energy Project has
shown that if we have intense concentration for about 90 minutes, followed by a
brief period of recovery, we can clear the buildup of stress and rejuvenate
ourselves," she says.
5. Eat Right and Sleep Well
"Eating badly will stress your system," says Melnick, who advises eating a
low-sugar, high-protein diet. "And when you're not sleeping well, you're not getting
the rejuvenating effects." According to the CDC, an estimated 60 million Americans
do not get sufficient sleep, which is a critical recovery period for the body. If racing
thoughts keep you from falling asleep or you wake up in the night and can't get
back to sleep, Melnick suggests a simple breathing trick that will knock you out
fast: Cover your right nostril and breathe through your left for three to five minutes.
6. Change Your Story
Your perspective of stressful office events is typically a subjective
interpretation of the facts, often seen through the filter of your own self-doubt, says
Melnick. However, if you can step back and take a more objective view, you'll be
more effective and less likely to take things personally. She recalls one client who
sent a request to human resources for more people on an important project. When
she was denied, she immediately got angry and defensive, thinking they didn’t trust
her to know what she needed. Yet she never stopped to even consider there might
be budgetary issues on their end. Once she was able to remove herself from the
situation, she called the HR director and said: Tell me where you're coming from,
I'll tell you where I'm coming from and then let's see if we can find a solution.
Ultimately, it worked
7. Cool Down Quickly
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"When you feel frustrated or angry, it's a heated feeling in your body that
can cause you to react," says Melnick. Instead of immediately reacting—and likely
overreacting—she suggests trying a "cooling breath" technique: Breathe in through
your mouth as if you are sipping through a straw, and then breathe out normally
through your nose. Done right, you'll feel a cooling, drying sensation over the top
of your tongue. It's like hitting the "pause" button, giving you time to think about
your response. She says, "It's so powerful it will even calm the other person down."
8. Identify Self-Imposed Stress
"Learn to stop self-imposing stress by building your own self-confidence
rather than seeking other's approval," says Melnick. If you're too caught up in
others' perceptions of you, which you can't control, you become stressed out by
the minutia or participate in avoidance behaviors like procrastination. Ironically,
once you shift your focus from others' perception of your work to the work itself,
you're more likely to impress them.
9. Prioritize Your Priorities
With competing deadlines and fast-changing priorities, it's critical to define
what's truly important and why. That requires clarity, says Melnick. It's important to
understand your role in the organization, the company's strategic priorities, and
your personal goals and strengths. Cull your to-do list by focusing on those projects
that will have the most impact and are best aligned with your goals.
10. Reset the Panic Button
For those who become panic-y and short of breath before a presentation,
Melnick says you can quickly reduce your anxiety with the right acupressure point.
Positioning your thumb on the side of your middle finger and applying pressure
instantly helps regulate your blood pressure.
11. Influence Others
Even if you're responsible for your behavior and outlook, you're still left
dealing with other people's stressful behavior, Melnick notes. She advises
confronting a problem coworker or employee by stating the bad behavior in a
respectful tone, describing the impact on the team and the individual, and
requesting a change. For example, constant negativity might be addressed in this
way: "When you speak in a critical tone, it makes others uncomfortable and less
likely to see you as a leader. I understand your frustration but request that you
bring concerns directly to me, so we can talk them through." By transferring the
ownership of the problem, you're more likely to resolve it.
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12. Be Your Own Best Critic
Some 60,000 thoughts stream through your mind each day, Melnick says,
and internal negativity is just as likely to stress you out as an external event. The
fix? Instead of being harsh and critical of yourself, try pumping yourself up.
Encouraging thoughts will help motivate you to achieve and ultimately train you to
inspire others.
III. Performance Appraisal
It is the systematic evaluation of the performance of employees and to
understand the abilities of a person for further growth and development.
Performance appraisal, on the other hand, is the ongoing process of evaluating
employee performance. Performance appraisals are reviews of employee
performance over time3, so appraisal is just one piece of performance
management.
Methods of Appraisal
Six modern performance appraisal methods
1.
Management by Objectives (MBO) is the appraisal method where
managers and employees together identify, plan, organize, and communicate
objectives to focus on during a specific appraisal period. This performance
appraisal method is used to match the overarching organizational goals with
objectives of employees effectively while validating objectives using the SMART
method to see if the set objective is specific, measurable, achievable, realistic, and
time-sensitive.
2.
360-Degree Feedback. 360-degree feedback is a multidimensional
performance appraisal method that evaluates an employee using feedback
collected from the employee’s circle of influence namely managers, peers,
customers, and direct reports.
This appraisal method has five integral components like:
1.
Self-appraisals offer employees a chance to look back at their
performance and understand their strengths and weaknesses. However, if
selfappraisals are performed without structured forms or formal procedures, it can
become lenient, fickle, and biased.
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Figure 3. Management by Objectives
2.
Managerial reviews. Performance reviews done by managers are a
part of the traditional and basic form of appraisals. These reviews must include
individual employee ratings awarded by supervisors as well as the evaluation of a
team or program done by senior managers.
3.
Assessment Centre Method. The concept of assessment center was
introduced way back in 1930 by the German Army but it has been polished and
tailored to fit today’s environment. The assessment center method enables
employees to get a clear picture of how others observe them and the impact it has
on their performance.
4.
Subordinates Appraising manager (SAM). As hierarchies move out
of the organizational picture, coworkers get a unique perspective on the
employee’s performance making them the most relevant evaluator. These reviews
help determine an employee’s ability to work well with the team, take up initiatives,
and be a reliable contributor. However, friendship or animosity between peers may
end up distorting the final evaluation results.
5.
Customer or client reviews. The client component of this phase can
include either internal customers such as users of product within the organization
or external customers who are not a part of the company but interact with this
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specific employee on a regular basis. Customer reviews can evaluate the output
of an employee better
Figure 4. Stages in Assessment
3.
Assessment Centre Method. The concept of assessment center
was introduced way back in 1930 by the German Army but it has been polished
and tailored to fit today’s environment. The assessment center method enables
employees to get a clear picture of how others observe them and the impact it has
on their performance. The main advantage of this method is that it will not only
assess the existing performance of an individual but also predict future job
performance.
4.
Behaviorally Anchored Rating Scale (BARS). Behaviorally
anchored rating scales (BARS) bring out both the qualitative and quantitative
benefits in a performance appraisal process. BARS compare employee
performance with specific behavioral examples that are anchored to numerical
ratings.
Each performance level on a BAR scale is anchored by multiple BARS
statements which describe common behaviors that an employee routinely exhibits.
These statements act as a yardstick to measure an individual’s performance
against predetermined standards that are applicable to their role and job level.
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5.
Psychological Appraisals. Psychological appraisals come in handy
to determine the hidden potential of employees. This method focuses on analyzing
an employee’s future performance rather than their past work.
6.
Human-Resource (Cost) Accounting Method analyses an
employee’s performance through the monetary benefits he/she yields to the
company. It is obtained by comparing the cost of retaining an employee (cost to
company) and the monetary benefits (contributions) an organization has
ascertained from that specific employee.
These appraisals are used to analyze seven major components of an
employee’s performance such as interpersonal skills, cognitive abilities,
intellectual traits, leadership skills, personality traits, emotional quotient, and other
related skills. When an employee’s performance is evaluated based on cost
accounting methods, factors like unit-wise average service value, quality,
overhead cost, interpersonal relationships, and more are taken into account. Its
high dependency on the cost and benefit analysis and the memory power of the
reviewer is the drawback of human resources accounting method.
manner
Rater Error. Rater errors are errors in judgment that occur in a
systematic when an individual observes and evaluates another.
Types of Rater Error
1.
Halo Effect – The tendency to make inappropriate generalizations
from one aspect of a person’s job performance. This is due to being influenced by
one or more outstanding characteristics, either positive or negative.
2.
Leniency – The tendency to evaluate all people as outstanding and
to give inflated ratings rather than true assessments of performance.
3.
Central Tendency – The tendency to evaluate every person as
average regardless of performance.
4.
Strictness – The tendency to rate all people at the low end of the
scale and be overly critical of performance.
5.
Contrast Effect – The tendency for a rater to evaluate a person
relative to other individuals rather than on-the-job requirements.
6.
First Impression Error – The tendency for a manger to make an initial
favorable or unfavorable judgment about someone, and then ignore subsequent
information that does not support this impression.
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7.
Similar-to-Me Effect – The tendency to more favorably judge those
people perceived as similar to the leader. Diversity of talent, style, ability,
perspective, background, and opinion are important characteristics of an effective
team. This may be the most important rater error to avoid!
Who should rate the performance?
Supervisor are frequently one of the best and most commonly used options
to choose as evaluators for the employees under their control. Peers or coworkers
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also often know the job of the individual employee better than the supervisor does,
and they are more directly affected by the employee’s actions, either positive or
negative
Driver Performance Appraisal and Review. Driver appraisals should be
carried out at regular intervals, at least annually, and are an essential tool in the
management of both drivers and fleet safety. The appraisal process should identify
a driver’s training needs, and also enable the organization to gain an appreciation
of how well a driver is performing and meeting the requirements of their
employment, including:
• Compliance with policies, procedures and standards
• Accident record
• Any health issues
• Eyesight has not deteriorated
It is important to continually monitor a driver’s general health to ensure that
they continue to be sufficiently healthy and able to undertake their duties. The
collected data can also help an organization identify any deterioration in health and
allow the organization to help the driver where appropriate, for example
recommending the purchase of spectacles.
Four steps to drive performance management in your organization:
1.
Raise Individual Performance
Even with the evolution of performance reviews, 26% of companies see
heavy challenges in changing their current ideology behind the performance
appraisal from purely evaluative to developmental. Allowing employees to see the
input of the work they’re doing now and the value of their future work increases
employee involvement during performance reviews.
Gallup estimates that at least 70% of the variance in employee engagement
is due to poor management skills from their supervisors. So, if you dedicate some
training to helping managers develop their leadership skills early on, your
employee engagement will increase, and subsequently, so will your employee
performance.
2.
Link Performance to Company Goals
Helping employees see the connection between their individual
responsibilities and the company’s objectives isn’t only a key driver of
performance. When managers link the work of employees to company goals, they
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also drive organizational success. Joel Trammell (@TheAmericanCEO), CEO of
Khorus, said:
“Leaders are judged on ‘performance,’ meaning their ability to promote
positive results for their organization. One way to promote performance is
to connect a big-picture strategy with individual tasks that employees can
carry out on a regular basis. If the management team fails to do this, then
the organization will become highly inefficient. Each individual or
department will begin to act according to its own instincts, detached from
the direction the executive is trying to establish.”
3.
Train Managers to Coach Their Teams
We’ve all had the performance appraisal that told us everything we did right.
Fluff employee feathers enough, however, and when they make mistakes on the
job, they will question their performance as a whole. This is not how managers
should monitor or regulate employee performance.
Of course, even the best performance management system can’t help a
poor manager effectively guide their team. In this sense, it’s not changing or
removing the performance management system that’s in place that will help the
team. Unfortunately, there are occasions when there just needs to be a change in
management to better the performance management system.
One of the biggest challenges in performance management is training
supervisors in the art of performance management. Developing managers to
become successful performance coaches proves to be a top issue for 64% of
companies.
4.
Ask Good Questions
You can’t expect to understand your employees enough to drive
performance if you don’t ask the right questions from the beginning. Precise
questions can help managers analyze cultural and employee missteps so they can
solve them in the future. When you begin to change your performance
management system, ask yourself these questions:
1.
2.
3.
4.
Why do employees stay with or leave the company?
Are there firm retention plans to keep HiPo talent?
Is there a solid succession plan ready?
Are managers ready to coach their employees?
If you ask questions that give you true insight into the performance workings
of your organization, you’ll find ways to help managers become better performance
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coaches. The balance between organizational and individual goals relies on finding
the link between the two, as well as the training managers to help employees see
this. So, if you train your managers to be better coaches, ask the right workforce
questions, link company objectives with employee goals, you’ll see a rise in
individual employee performance and reinvent your performance management
system.
Self-Assessment Question 1
Directions: Identify the answer to the questions given by writing on the
space provided.
______________ 1. It provides information about the company and as well as
the job to both new and old employees
______________2. These people are attracted to occupations that involve
physical activities requiring skill, strength, and cooperation.
______________3. People are attracted to careers that involve cognitive
activities (thinking, organizing, and understanding) rather than affecting activities
(feeling, acting
or
interpersonal
and emotional
tasks
______________4. These people are attracted to careers that involve
interpersonal
rather than intellectual or
physical
activities.
______________5. It favors careers that involve structured, rule-regulated
activities as well as careers in which it is expected that the employee
subordinates his or her personal needs to those of the organization.
______________6. Verbal activities aimed at influencing others characterize
enterprising personalities.
______________7. People here are attracted to careers that involve
selfexpression, artistic creation, expression of emotions and individualistic
activities. ______________8. New employees get a feel for the culture and their
place in it. ______________9. A larger organization and those in regulated
industries offer this kind of activity to allow the employee to gain more knowledge
on the job for quite a period of time.
______________10. This is the key to employee satisfaction in most successful
organizations.
Self-Assessment Question 2
________1. Take a deep breath, if you're feeling overwhelmed or are coming out
of a tense meeting and need to clear your head
________2. Never allow yourself to be bombarded with interruptions by dealing
with instant messages, and sudden, urgent deadlines.
________3. Schedule your day for energy and focus on the job to rejuvenate
yourselves in the workplace.
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________4. Eat enough and sleep well to get sufficient energy for the next day
duty.
________5. Subjectivism increases the level of productivity of an employee in an
organization.
________6. When you feel frustrated or angry, it's a heated feeling in your body
that can cause you to react.
________7. Learn to stop self-imposing stress by building your own selfconfidence
rather than seeking other's approval.
________8. With competing deadlines and fast-changing priorities, it's critical to
define what's truly important and why.
________9. Positioning your thumb on the side of your index finger and applying
pressure instantly helps regulate your blood pressure.
________10. Even if you're responsible for your behavior and outlook, you're still
left dealing with other people's stressful behavior.
Answer to Self-Assessment Question 1
1. employees’ orientation
2. realistic orientation
3. investigative orientation
4. social orientation
5. conventional orientation
6. enterprising orientation
7. artistic orientation
8. indoctrination into the culture
9. formal learning
10. social learning
Answer to Self-Assessment Question 2
1. True
2. True
3. True
4. False
5. False
6. True
7. True
8. True
9. False
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10.
True
Activity 1. Make a simple orientation program of former and newly hired
employees.
Activity 2.
workplace.
Present a video activity on how to eliminate stress in the
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Rubrics for Activity 1
Design
Content
Relevance to the Team
30 points
10 points
10 points
Rubrics for Activity 2
Virtually visible
Clear sounds
50 points
50points
REFERENCES
Concepcion Martires (1988), Human Resources Management Principles and
Practices, Chapter 8, pp. 147-152.
Richard Peterson and Lane Tracy, Systematic Management of Human Resources,
pp. 114-127
R. Wayne Mondy and Robert Noe, Human Resource Management, Chapter 8, pp.
238-242.
Wendell French (1990), Human Resources Management, Chapter 10, pp. 286293.
https://www.slideshare.net/jobitonio/orientation-and-physical-workingconditions81445799#:~:text=Working%20conditions%20refer%20to%20the,can%
20make %20the%20employee%20comfortable.
https://www.who.int/philippines/news/detail/23-08-2018-the-occupationalsafetyand-health-standards-act-will-protect-the-health-of-workers-inthephilippines#:~:text=With%20the%20RA%2011058%2C%20employers,for%20t
he %20workers%2C%20among%20others.
https://business.inquirer.net/195891/work-related-stress-affects-ones-lifedealingwith-it-essential#ixzz6SWjb02Oi
Follow us: @inquirerdotnet on Twitter | inquirerdotnet on Facebook
https://business.inquirer.net/195891/work-related-stress-affects-ones-lifedealingwith-it-essential#ixzz6SWitIiaL
Follow us: @inquirerdotnet on Twitter | inquirerdotnet on Facebook
https://business.inquirer.net/195891/work-related-stress-affects-ones-lifedealingwith-it-essential#ixzz6SWkHZ693
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Follow us: @inquirerdotnet on Twitter | inquirerdotnet on Facebook
http://www.fleetsafe.org/driver/appraisal.aspx
https://talentculture.com/4-steps-to-drive-performance-management/
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Module 6- Development of Human Resources
(Author: Dr Hermy D Estrabo)
Objectives
At the end of the of this module, the students should be able to:
1.
2.
3.
4.
5.
Differentiate training from development;
Identify the importance of training and development;
Discuss how to perform needs assessment;
Explain the steps in the training process;
Analyze sample case related to training and development; 6. Discuss the
principles and basic protocols of career planning.
Introduction
The goals and objectives of an organization will be realized if it has a very
strong human resources who are resilient and responsive on the different
challenges and opportunities of its operation. To realize to this concern, the basic
function Human Resource Management which is the development of human
resources should be carefully and objectively implemented in all organizations.
With this premise leader-manager should internalize and apply the basic function
of management and motivation to facilitate a functional Training and Development
(T&D) program.
I.
Difference of Training and Development
Training It is a formal and systematic modification of behavior through
learning which occurs as a result of education, instruction, development and
planned experiences.
Development These are learning activities which are directed towards future
needs of the organization, rather than the immediate performance. It helps
individual to handle future responsibilities.
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What are the importance and benefits of Training and Development?
1. Helps employees develop specific skills to succeed in their jobs in the
future;
2. Assists employees to develop skills to work effectively in a team;
3. Supports the company strategies in delivering business results.
Training gives benefits to the company but there are some problems
associated on its implementation. They are the following:
1. Training requires resources such as financial support fund to
trainers, formal training in college or university, and logistics needed
during the actual training sessions.
2. Training program can be time-consuming to implement.
3. Impact of training is difficult to link to the attainment of business The
above-mentioned problems should be proactively anticipated and
considered of the leader-manager in the strategic planning activities
of the organization before implementing the training process. With
this situation, the leader-manager is also challenged on creativity and
resourcefulness in managing resources in the event that logistics will
be the source of problems in the conduct of the needed training.
Everyone is required to internalize the mechanics and contents of the training
process. Below are the basic information for your information and guidance:
II. The Training Process
The training process includes training needs assessment, identification of
training objectives, development of the training program, implementation of the
training program and evaluation program’s effectiveness.
1. Training Needs Analysis
The first step of the training process is the training needs analysis. It
ensures that the training investment of the organization will address the gaps and
problems affecting the performance of the organization. To facilitate this task,
needs assessment is necessary. Meanwhile, what is Needs Assessment?
Needs Assessment is the process used to determine whether training is
necessary or the solution to closing the performance gaps of the organization. It
is the process which involves analysis of the needs of the organization, tasks and
the person.
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In organizational analysis, it involves examining the company’s mission, long
and short -term business objectives and determining the appropriate training
programs to achieve these goals.
Concerning task analysis, it involves a detailed study of a jobs in the organization
to identify the skills and behavior needed to these jobs.
Focusing on person analysis, it is a process to identify who needs training and
the employees’ readiness level. This step involves identification of performance
deficiencies due to lack of knowledge, skills and abilities. It will also identify the
specific employee who needs to be prioritized for training.
2. Training Objectives and Design
After analyzing the result of the training needs assessment, the next step is to
determine the objectives and the instructional design of a training program to
address the identified gaps and problems of the organization, tasks or the persons
concerned in the company. This step also includes the listing of specific training
objectives for each program. These objectives are very important in evaluating the
results of the totality of the training program.
3. Development of the Training Program
Developing the training program allows the execution of the training design
that has been planned for. In this step, the following have to be clearly identified:
(a) program objectives, (b) program content, (c) duration of the training, (d)
delivery mode of the training, (e) the trainers, (f) what skills to be assessed
after the training, and (g) assessment tools that will be used.
The program objectives enumerate the overall scope of the training activity such
as skills and behaviors that will be learned and expected learning outcomes at the
end of the training program.
The program content lists the topics that will be covered in the training
course. The training contents are being validated by the experts in the department
to check if the contents is responding to the identified training needs. The key
consideration in this step is the clarification and closing of skills gap as well as
alignment of training for the attainment of organizational goals. In addition, the
organization may decide to develop their own training program or outsourced its
development or buy packaged training package or module.
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The Duration of the Training Program must be planned to determine if enough
time is given for skill training , delivery and assessment. This will also a basis for
deciding if the training program can be done during office hours or off-site.
4. Implementation of the Training Program
After the development of the training program, determination of an training
methodology is a must. In addition, the developed training program should be
validated through a pilot testing from among selected employees and heads of the
organization. Adjustment shall be made in the training program after hearing the
comments and suggestions from the different participants who attended the pilot
training. Comments may be derived through focused group discussion, interviews
and surveys.
5. Evaluation of Training
The final stage of the training process is the evaluation of the training
program. This step requires the preparation of appropriate training assessment
tools that will be used to after the training is completed. It also prepares the
trainees to pay close attention to learning outcomes expected during the training.
Assessing the training program involves a systematic process of
measurement and evaluation. Assessment outlines the evaluation criteria and the
means for evaluating and measuring the results. This is the most critical step of
the process in which the actual skills and behavior iof the trainees are tested.
Trainers are not only accountable on the what the trainees learn during the training,
but the most important is the impact of the training program on the organizational
performance.
Now, that you have gather the basic information about the training process,
you will be requested to view related video to enhance your learning experiences.
Pls click the link below:
1. https://www.youtube.com/watch?v=CNFLmu4-pXw
2. https://www.youtube.com/watch?v=BCJY_r7NJc0&t=26s
3. https://youtu.be/4YhNTy-o198
Another important content of this module is the information related to career
planning and development. It will give you the opportunity to explore the
parameters of career planning and how it will help you and your future manpower
to develop their career.
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II.
Career Planning
Career Planning is the process by which one selects career goals and the
path to these goals. The major focus of career planning is on assisting employees
achieve a better match between personal goals and the opportunities that are
realistically available in the organizations. It is also a continuous process of
developing human resources for achieving opportunities results. Hence, it is the
responsibility of the organization to help the employees in career planning, so that
both can satisfy each other’s needs.
Specifically, career planning can be explained by the figure below showing
the parameters for a successful career planning. It explains that career planning
encourages employees to perform exploration of their career, make sound
decisions, take dynamic action and finally self- exploration for a self-reflection or
assessment if the target goals of the career is attained.
Figure 5. Career Planning Model
In order to enhance further your knowledge in career planning , you are
requested to view the related videos on the following links below:
1. https://www.youtube.com/watch?v=B9_u3hO7TAA
2. https://www.youtube.com/watch?v=ABVpi3V8_Hw&t=176s
3. https://www.youtube.com/watch?v=B9_u3hO7TAA
4. https://www.youtube.com/watch?v=mZIn8m_wcKo
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Self-Assessment Question 1
Identification: Identify the correct answer based on the description below:
__________1. Activity directed towards future needs of the organization and
individual.
__________2. Formal and systematic modification of behavior through learning
and other development experiences.
__________3. The first step to be done before doing a training.
__________4. Process involving the detailed study of jobs, skills, and behavioral
of employee affecting company performance.
__________5. Process of identifying the deficiencies, readiness level, knowledge,
skill and abilities of employees.
__________ 6. Process involving the examination of company’s mission long and
short-term objectives.
__________ 7. It is the continuous process of developing human resources for
achieving opportunities and results.
__________ 8. The final stage of the training process which requires appropriate
assessment tools.
___________ 9. It includes the list of topics that will be covered by the training
programs.
___________10. It covers the scope of the training activity and expected learning
outcomes of the training program.
Self-Assessment Question 2
Illustration: Based on the lessons presented, illustrate the major
components of a training process.
Self-Assessment Question 3
Enumeration: To develop a training program there are basic consideration
and contents to be included. Enumerate them all.
Answer to Self-Assessment Question 1
1.
2.
3.
4.
5.
6.
Development
Training
Training Needs Assessment
Task Analysis
Person Analysis
Organizational Analysis
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7.
8.
9.
10.
Career Planning
Evaluation of the Training Program
Program Contents
Program Objectives
Answer to Self-Assessment Question 2
TRAINING NEEDS ASSESSMENT
TRAINING OBJECTIVES/DESIGN
DEVELOPMENT OF THE TRAINING PROGRAM
IMPLEMENTATION OF THE TRAINING PROGRAM
EVALUATION OF THE TRAINING PROGRAM
Answer to Self-Assessment Question 1
1.
2.
3.
4.
5.
6.
7.
Program Objective
Program Contents
Duration
Delivery Mode/ Strategy
Trainers
Skills to Assessed
Assessment Tools
Activity 1.
Case Analysis on the Operation of Don Quixote Company
By: HD Estrabo
Don Quoxote Machine Industry is considered a high performing company in
Palawan for the last ten years. Mr Ching, the owner has invested a lot in the
operation of the company in terms of tools, equipment and machineries. Most
especially, Mr. Chan allocated much funds in human resource development. The
company is considered the top producers of industrial machine parts in the
country. Their lathe and milling machines used to produce parts are working well.
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It is operated only by the senior skilled technicians who are trained to operate the
machines.
Since they have a very strong manpower, they passed the export quality
standards of the foreign market. Hence, the company increased its income and
deliver quality benefits to all employees. The company operates smoothly,
however, an incident happened in the industry when machines failed and created
an accident affecting three (3) Senior Technicians. The company physician
confirmed that the affected technicians cannot perform anymore the technical
tasks. The affected technicians will be on sick leave and estimated to recover in
three months.
With this situation, Mr. Bu King, the company human resource
management officer was called by the owner. He was requested to assign for
an alternate skilled technicians to operate the machines. It is due to an urgent
foreign contract order to be accomplished within three weeks. Unfortunately, the
HRMO revealed that there is no available skilled technicians in the company with
the same qualifications of the technicians on sick leave who can operate the
sophisticated machines.
In reality, a big amount of training fund is allocated in the training and
development program of the company. However, it was discovered that the human
resource development plan is not yet operational and limited fund is disbursed.
Guide Questions:
1. What is the main source of the problem?
2. What will be the impact of this problem to the status of income and
benefits of the company?
3. What alternative solution/s will you offer to address the problem?
4. Applying the principles learned in this module, what proactive
ideas/activity will you recommend to ensure a sustainable
operation of the company?
Activity 2. Career Plan.
Design your own career plan five (5) or ten (10) years from now. Consider
the following aspects.
1. Define who are you now.
2. Personal preferences, values and limitations
3. Current competencies, skills, knowledge and experiences
4. Your future goals 5 years and ten years from now.
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5. Development needs require to achieve future goals.
Rubrics Activity No. 1
Aspects of
Evaluation
Problem
identification
20%
Impact of the
problem
To the
organization
30%
Alternative
Solution
(20%)
Generation of
ideas
(30%)
Poor 1
Fair
2
Good
3
Very Good
4
No Problem
identified
Incorrect
problem is
identified
Fairly
presented
impact
Main problem
is partially
identified
Minimal
impact
presented
Main problem
correctly
identified
Great impact
presented
with
justification
No alternative
solution
presented
Limited
alternative
solution
presented
No idea
generated
Limited idea
generated
Great
alternative
solution
presented and
justified
Minimal ideas More than 3
generated
doable ideas
generated
No impact
mentioned
Minimal
alternative
solution
presented
Rubrics Activity No. 2
Trait
1(Poor)
2 (Fair)
3(Good)
4(Very
Good)
Points
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Introduction There is no
clear
introduction
(20 %)
of the main
topic,
position
or
structure of
the paper.
The
introduction
states
the
main topic of
position but
does not
adequately
preview the
structure of
the paper nor
is it
particularly
inviting
to the
reader.
Identification Is unclear of Can identify
on identifying at least three
of
(3) personal
person personal
preferences, preferences,
al
skills,
preferences, skills,
skills,
limitations
limitations
limitations a and
and
and
experiences. experiences.
experiences
The
introduction
clearly
states the
main topic
and position
and
previews the
structure of
the
paper
but is not
particularly
inviting
to the
reader.
Can at least
five (5)
personal
preferences,
skills,
limitations
and
experiences
with
supporting
(40 %)
ideas.
Career goals Is unclear of Career goals Career goals
five and ten the
five
career five and ten
years.
and
ten
goals five
years have
years have
and ten
been
been
(40 %)
years from
identified.
identified
now.
with
supporting
ideas.
The
introduction
is
inviting,
states
the
main
topic
and position
and previews
the structure
of the paper.
Can at least
seven (7)
personal
preferences,
skills,
limitations
and
experiences
with
supporting
ideas.
Career goals
five and ten
years have
been
identified
with
supporting
ideas
and
means of
achieving
them.
REFERENCES
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Berba Jr., F. (2015). Leadership For Extradorinary Results. (n.p.)
Diamante M. & Tan-Ledesma, G. (2015). Managing Human Resources. 839
EDSA, South Triangle, Quezon City: C & E Publishing, Inc.
Greg Learning. (2018). Organization Centered Career planning. Retrieved from
Https://www.youtube.com/watch?V=B9_u3ho7taa
UCSF MIND. (2018). The Fantasy, The Ideal, and The Reality of Career
exploration.
Retrieved from https://www.youtube.com/watch?V=d-dongtfncc
Robert Tearle. (2013). Executive Career Planning & Performance Development.
Retrieved from https://www.youtube.com/watch?V=mzin8m_wcko
Tedx Talks. (2013). Say goodbye to career planning: Tim Clark at tedxplainpalais.
Retrieved from https://www.youtube.com/watch?V=jjsuwb3lq_o
NURUL AWATIF FAZIRA MARSEH NIMAH. (2015). Case Study on Training and
Development.
Retrieved
from
https://www.youtube.com/watch?V=4yhntyo198&feature=youtu.be
Greg Learning.
Retrieved
(2019).
HR
Basics:
ADDIE
model.
from https://www.youtube.com/watch?V=cnflmu4-pxw
Christia Bowden. (2015). What is the ADDIE model/process. Retrieved from
https://www.youtube.com/watch?V=BCJY_r7njc0&t=26s
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Module 7- Research in Human Resource Management
(Author: Prof Carmina G Taule)
Objectives
At the end of the of this module, the students should be able to:
1. Gain an understanding about the needed skills in the conduct of
research
2. Learn how to identify and integrate one’s own characteristics in making
report write up.
3. Choose and apply a research method in human resource management.
4. Critique a journal article in human resource management.
Introduction
Research is also used to evaluate Human Resource Management practices
and performance. Research is a systematic and scientific process of collecting
information, analyzing the information and drawing conclusions for
decisionmaking. At times the research may be advanced, relying on sophisticated
designs and statistics. But whether information is rigorous or not, research seeks
to improve the performance.
It can be a process of collecting and documenting information and recording
that information in a factual and objective manner. Others failed in its conduct due
to lack of training, handling too many cases, some could be due to laziness while
others are having rusty writing skills. Since research or report writing is an ongoing
process, everyone needs a refresher course or a review from time to time. In doing
this, using a good grammar will do so and one must exercise objectivity in doing
the report. Information given should always be supported by facts.
I. Skills Needed in Report Writing
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Several skills are necessary in the conduct or coming up with a good report
such as the following:
a. Human relation
skills
This entail the your capability in dealing with people
around you. How you are perceived by the public matters
so well
b. Listening skills
Your capability to listen specially with the simplest detail
is important. One should not just be pretending while
listen. Always remember that hearing is different from
listening. One should do it with utmost sincerity in order
to gather search for facts
3. Interviewing skills This skill is a must in order to gather firsthand data from
the right resource. One should be capable of outlining
the sets of questions to search on either in a structured
or unstructured manner.
4. Note taking skills Ability to write what possible information transcribe
during data gathering or procedure is certainly necessary
5.
Factual
report
writing Skills
All evidences should always use documented facts or
what transcribe in a reality-based result
A good report relies on the best ability of the writer in presenting details of
the gathered data. Lack of presentation creativity may tend to lose one’s
enthusiasm in reading the outputs thou it may be having the best results. One
should be able to maintain the accuracy, logic, clarity, conciseness and
completeness of the report. Ensuring that biases and discrimination are eliminated.
According to 2011 article in the Washington Post, when asked about writing
skills, executives, consultants and business leaders from various disciplines
emphasized the importance of good writing skills thru the years. It is important that
in research conduct, it is imperative that one should be able to write succinctly and
well.
II. Personal Qualities needed in Research
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Being good according to the Oxford English Dictionary can be aligned with
a multitude of properties such as “high quality”, “competent” and “skillful”. These
are amongst those listed to name a few. In this part, we can see that the qualities
required to be good researcher can be broken down into more specific core
competencies such as listed below:
1. An analytical mind
As a researcher you are constantly analyzing a variety of factors. Inclusion of
several questions maybe at hand. Listed are some sample of investigative queries.
Why does the ultimately reason why one want to do such research?
What is the appropriate methodology?
When should this research take place?
What are the appropriate questions to ask and how?
Why did the respondent say that?
What are the findings telling us?
Why are they telling us that?
How do I best communicate the findings? etc.
On a daily basis researcher must be able to take a step back and analyze the
situation presented to them. We should always have in mind that the obvious
answer is not necessarily the right one (Gareth Hodgson). Researcher should be
able to see the bigger picture as well as the detail. People often find it easier to do
one or the other- it is a skilled researcher that can do both simultaneously (Richard
Walker).
2. A people person
This is important for those who are involve in the conduct of research either
researchers or respondents to get the best results possible (Richard Walker).
3. The ability to stay calm
It can be really stressful as a researcher sometimes, especially when you have
pressing deadlines or are experiencing problems with a data set, for example.
When these situations occur, you just have to keep focused and think logically –
there will always be an end point, even if it doesn’t goes along with what you
wanted (Bethan Turner)
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4. Intelligence
Research requires critical analysis and most of all, common sense. Thou, reality
shows that common sense is not really common to everybody (Liz Brierley)
5. Curiosity
One may have the necessary intelligence but if you are not curious enough then
you won’t be passionate about delving deeper to unearth more insight (Anthony
Shephard). At the end of the day, the role of researcher is to find out about other
people’s business and tell it to other people. To be a researcher you have to have
an inherent interest in what other people think (potentially about absolutely
anything!), and the nosier you are, the greater depth of information you can extract
(Gareth Hodgson)
6. Quick thinker
As things don’t usually always go to plan so you need to be able to think fast to
come up with the better strategy and find results (Anthony Shephard).
7. Commitment
One should exercise improving one’s will to do something. Though it may be a
tough job and the hours can be long while the deadlines are short, we have to keep
going no matter what it takes. Making ourselves focused and accountable with
what we do (Richard Walker).
8. Excellent written and verbal communication skills
Different audiences can clearly understand the findings of the research and what
it means for them (Jo Iaconianni). An excellent written communication is a
necessity. Nothing is wrong if you make yourself fluent in the language of business
more so, in human resource management (Richard Walker).
9. Sympathetic
Exercising the use of a sympathetic ear when listening to some
respondents’ moans and groans is always a good skill to have (Liz Brierley)
10. Systematic
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The concept of being consistent with everything is a requirement. Check,
check and check again. It sounds simple but a continuous step by step process
always give the best result. This can be applied to all parts of the research process”
(Bethan Turner) Attention to detail and the ability to ensure that data is accurately
presented and reported is always a must. (Anthony Shephard)
III. Kinds of Applied Research in Human Resource Management
Increasingly, science and research inform public life thru their approaches
and results. They help to provide a basis for decision making. Here, we will clarify
the two distinctive type of research and will look into its application.
a. Academic research - seeks answers to contribute to the existing body
of knowledge.
b. Applied Resesearch or Applicationn - oriented research efforts – used
for evaluating the human resource performance.
FIVE KINDS OF APPLIED RESEARCH IN HUMAN RESOURCE
MANAGEMENT
1. Comparative Approach In this approach, the research team compares its
organisation (or division) with another organisation (or division) to uncover areas
of poor performance. This approach is used commonly, to compare the results
of specific activities or programs. It helps detect areas of needed improvement.
2. Outside Authority Approach The research team relies on the expertise of a
consultant or published research findings as a standard against which activities
or programs are evaluated. The consultant or research findings may help
diagnose the causes of problems.
3. Statistical Approach From existing records, the research team generates
statistical standards against which activities and programs are evaluated. With
these mathematical standards, the team may uncover errors while they are still
minor.
4 Compliance Approach By sampling elements of the human resource
information system, the research team looks for deviations from laws and
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company policies or procedures. Through its fact – finding efforts, the team can
determine whether there is compliance with company policies and legal
regulations.
5. MBO Approach When an MBO approach is applied to the human resources
area, the research team can compare actual results with stated objectives. Areas
of poor performance can be detected and reported.
IV. Research Method in Human Resource Management
A number of research methods are available that can be chosen to suit the
research objectives. However, most research is conducted by using one or more
of the following methods.
a)
Interviews: Interview though time consuming provide very valuable
information. It refers to a face-to-face discussion with managers and other
employees to get information on a particular issue. Interview has several
advantages.
1. It provides an opportunity to verify information
2. Information relating to motivation and commitment can best be
sought by interview.
3. It provides an opportunity to explain.
4. It is a two-way interaction and hence provides one opportunity to
get in-depth information.
Interviews of employees and managers offer research teams a powerful tool
for collecting information about HR activities and identifying areas that need
improvement. Criticisms and comments from interviews can help pinpoint
perceptions and causes that can form the basis for departmental action. Likewise,
suggestions by managers may reveal ways to provide them with better service.
When the criticisms are valid, changes should be made. But when the HR
department is correct, it may have to educate others in the organization by
explaining the procedures that are being researched.
b)
Questionnaires: Since interviews are time –consuming and costly
and often are limited to only a few people, many HR departments use
questionnaires to broaden the scope of their research. Also, questionnaires may
lead to more candid answers than do face-to-face interviews. Besides being less
costly questionnaires provide an opportunity to collect large amount of data in a
short period of time as they could be administered to a group. Questionnaires
generally consist of a list of statement / items to which respondent responds by
either saying yes or no or showing varying degrees of agreement/disagreement.
However, one major disadvantage of questionnaire is that it assumes that
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respondents can read and write in language used in the questionnaire. Hence, they
can be given to only literate people.
c)
Secondary Source of Data: Both interviews and questionnaires
require human beings to provide information. If the focus of research is to collect
historical data perhaps the best source could be what is called as secondary
source. Where data is available in published documents, government reports,
journals and magazines, house magazines, minutes of the meetings and achieves
etc. Such data can be extremely useful to examine trends in terms of growth or
otherwise. Needless to say, secondary source of data can be very handy method
to collect specific information (HR Research, n.d.).
LINKS TO LEARN
To learn more about Human Resource Management Research, click the links
below.
1. https://www.youtube.com/watch?v=gIZwSNKtJ5o
https://www.youtube.com/watch?v=PMu6ldUZoU0
Activity 1. Essay. Answer the questions below comprehensively.
1.
Imagine or assume that you are a Human Resource Officer in an
organization, identify or write at least 3 possible problems you wanted to search
on.
2.
Write the possible method you wanted to use in order to establish or
come up with the data.
3.
Justify as to why it should be the method you will apply in the conduct
of your study.
Activity 2. Journal Article. A journal article will be assigned to students to
review and critique. The following points must be covered:
1. Research problem the article concerned describes or explain.
2. Type of data collected.
3. Major contribution of the article.
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Activity 3.
Direction: In answering the case, please be guided by the Case Study Sheet
given below.
Problematic Acquisition/Procurement of Personnel
(Inarda, 2020)
Ms Thalia is the HR Manager of DIY company which has 100 employees. This
company had been in the business for five years and Ms Thalia is in-charge on
matters concerning human resources. The company has a high turnover rate
recorded since its first year of operation and Ms Thalia found difficulty on
addressing this problem since they are only three in the office. Situations
happened like once vacancy occurs, the company immediately hire a replacement.
Applicants are directly hired based on their records submitted. Employment
interviews run only for 5 to 10 minutes. Orientation of new personnel is on an
intermittent basis only when the HR personnel are available. Placement of
employees has been problematic because new hires tend to deny the appointment
they received. One day, an applicant who was not hired filed a complaint against
the company and she insisted that she was humiliated during the interview to which
Ms Thalia’s assistant conducted. She narrated on the complaint that she was
asked about her personal circumstances which are not directly the concerned of
the position she is applying for particularly her marital status. The complainant
said that while the interview is being conducted, Ms Thalia’s assistant is secretly
smiling which made her unfocused on the interview. Because of this she was not
able to answer all the questions correctly. She left the company with a heavy heart
and decided to file a complaint.
1. What are the key issue/issues of the case?
2. Identify the problems or issues in the order of priority.
3. What do you think is the cause of the problem/s?
4. Explain the options you will give to solve the problem.
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5. Evaluate the options as to its advantages and disadvantages.
6. Select the optimum solution and explain how it will be implemented.
Rubrics for Activity 1.
TRAIT
Introduction
(20%)
Focus on Topic
(20%)
1(Poor)
There is no
clear
introduction of
the
main
topic, position
or structure of
the paper.
The main idea
is not clear.
There is
a
seemingly
random
collection
of
information.
2 (Fair)
3(Good)
The introduction
states the main
topic of position
but does not
adequately
preview
the
structure of the
paper nor is it
particularly
inviting to the
reader.
Main idea is
somewhat clear
but there is a
need for more
supporting
information.
The introduction
clearly states the
main topic and
position
and
previews
the
structure of the
paper but is not
particularly
inviting to the
reader.
4(Very
Points
Good)
The
introduction
is
inviting,
states
the
main topic
and position
and
previews the
structure of
the paper.
Main idea is There is one
clear, but the clear,
well focused
supporting
information
is topic. Main
idea stands
general.
out and is
supported by
detailed
information.
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Support for
Topic
Supporting
details and
information are
typicall
y unclear or
not related to
the topic.
Supporting
details
and
information are
relevant,
but
several
key
issues
or
portions of the
storyline
are
unsupported.
Supporting
details
and
information are
relevant, but one
key issue or
portion of the
storyline
is
unsupported.
There is no
clear
conclusion, the
paper just
ends.
The conclusion
is recognizable
but does not tie
up several loose
ends.
The conclusion
is recognizable
and
ties
up
almost all the
loose ends.
Writer makes
more than 4
errors
in
(20%)
grammar
or
spelling
that
distract
the
reader
from
the content.
Professor’s Remark:
Writer makes 34
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
Writer makes 12
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
(20%)
Conclusion
(20%)
Grammar and
Spelling
Relevant,
telling,
quality
details give
the reader
important
information
that
goes
beyond the
obvious or
predictable.
The
conclusion is
stron
g and leaves
the reader
with
a
feeling that
they
understand
what
the
writer is
“getting at”.
Writer
makes
no
errors
in
grammar or
spelling that
distract the
reader from
the content.
AVI 2020
Rubrics for Activity 2.
TRAIT
1(Poor)
2 (Fair)
3(Good)
4(Very Good)
Points
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Research
problem
the
article
concerned
describes
or
explain.
(30%)
Type of data
collected.
(30%)
Major
contribution
of the article.
No research
Identified a
Identified
problem
research
relevant
research
identified in the problem in the
article reviewed. reviewed article problem in the
but not relevant. reviewed article
Identified
relevant
research
problem in the
reviewed article
with
justifications.
No type of data
collected
identified in the
article
reviewed.
Identified
relevant type of
data collected
in the reviewed
article with
justifications.
Identified type
of data
collected in the
reviewed article
but not
relevant.
Identified
relevant type of
data collected
in the reviewed
article.
No
major
contribution of
the
article
identified.
Identified major
contribution of
the article but
not relevant
Identified
relevant
contribution of
the article.
Identified major
contribution of
the article with
justifications.
more
3-6
grammatical
errors.
3
No grammatical
errors
(30%)
Grammar
and
Sentence
structure
than
6
grammatical
errors.
or
fewer
grammatical
errors.
(10%)
Professors’ Remarks:
AVI 2020
Rubrics for Activity 3
TRAIT
1(Poor)
2 (Fair)
Identification of Key issues have Have identified
key issues
not been
some issues but
are not related to
identified
(10%)
the case
3(Good)
4(Very Good) Points
Have identified Identified all the
some
issues key issues of the
related to the case
case
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Establish the
order of
priority of key
issues
Have
established
all
the key issues in
order of
priority
Key issues have
not
been
understood and
prioritize
Have identified
order of key
issues but are
not related to the
case
Have
established
some key
issues in order of
priority
Description on Cause of the
the cause
case have not
of the problem been understood
and described
(15%)
Have described
some causes of
the problem but
are not related to
the case
Have described Have described
the cause of the all the causes of
problem to
the problem
some extent
Options given No options have
to solve the been given to
problem
solve
the
problem
(20%)
Options have
been given but
are not related
to the problem
have
Given
some Options
options to solve been given and
explained how
the problem
to implement to
solve the
problem
Identification of
advantages and
disadvantages
of the options
Advantages and
disadvantages
of the options
have not been
given
Advantages
and
disadvantages
have been
given but are
not related to
the case
Identify some of
the advantages
and
disadvantages
of the options
Identify all the
advantages and
disadvantages
with description
No explanation
on case
optimum
solution
Have explained
the
optimum
solution but are
not related to
the problem
Have explained
the
optimum
solution of the
problem to
some extent
Have fully
explained
the
optimum
solution to the
problem
more than 6
grammatical
errors.
3-6
grammatical
errors.
3
No grammatical
errors
(15%)
(15%)
Explanation on
the
optimum
solution of the
problem
(15%)
Grammar,
Sentence
Structure
or
fewer
grammatical
errors.
(10%)
Professors’ Remarks:
AVI 2020
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REFERENCES
Dessler, G. (2012). Fundamentals of Human Resource Management. Upper
Saddle River, New Jersey: Pearson Education, Inc.
Flick, U. (2015). Introducing Research Methodology. 55 City Road London: SAGE
Publications Ltd.
Inarda, Analyn V (2020). Human Resource Management: Theories, Definitions and
Cases (A Modular Approach), University of Rizal System Morong Rizal.
Noe, Raymond A. et al. (2018). Fundamentals of Human Resource Management
7th Edition. 2 Penn Plaza, New York: Mc. Graw -Hill Education.
UNIT III. CURRENT TRENDS IN HUMAN RESOURCE MANAGEMENT
This unit elaborates the current practices, arguments and changes in the field of
human resource management. Business practices have been changing and so its
people. The most important asset of the organization must be managed within the
range of contemporary strategies being employed in business and organization.
Module 8 - Contemporary Concepts in Human Resource Management
(Author: Dr Analyn V Inarda)
Objectives
At the end of the of this module, the students should be able to:
1. Define Knowledge Management, Human Capital Management and
Competency Based HRM.
2. Identify the current changes in the field of Human Resource Management.
3. Investigate on some crucial challenges pertaining to 21st century HRM.
4. Analyze the importance of recent changes in the HRM to the development
of today’s workers.
Introduction
Noe et al. (2010) elaborated that in business world, competition is getting worse
to worst day by day and thus HRM is the sole factor that provides an organization
with competitive advantage. People are the strong forces who bring remarkable
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performance, and intellectual decisions at work. Gone are the days that managing
people effectively and efficiently have been overlooked. Contemporarily, one unit
of the businesses considers the welfare and discipline of its people. However,
managing them to contribute their best effort have been changed to suit the needs
of the business society.
Many authors stated that there are three basic practices that play very
acknowledgeable role in performing any business activity.
1. “Best Practices” is a set of HR practices if implemented well, can
improve the performance of business altogether.
2. “Contingency” as a best “fit” approach is used as business
strategy which will improve the performance of business.
3. “Bundles” generate bulk of HR practices that will elevate the
effectiveness and efficiency of business (Aslam et al, 2014).
Any explanation on the impact of HRM on organization performance is likely to
base on three propositions:
1. that HR practices can make a direct impact on employee characteristics
such as engagement, commitment, motivation and skills
2. if employees have been these characteristics it is probable that
organizational performance in terms of productivity, quality and the
delivery of high levels of customer service will improve
3. if such aspects of organization performance improve, the financial
results achieved by the organization will improve. This can be described
as HR value chain (Diploma in Huma Resource Management
Coursebook ,2017).
These propositions clearly elaborate how people can contribute their best for the
organization. However, they must be treated in a more strategic and confident
manner to stimulate them that they are important part of the organization and their
roles have significances in its operations.
Asmal et al (2014) on their study identified some crucial challenges pertaining to
21st century HRM as follows:
1.
Demographic shift: Due to the dynamic environment, there is a
challenge of demographic shift. Demographic categories include gender, race,
nationality, age, religion and physical disability. The percentage of female
employees increases to 48% by 2008 with an increase in their turnout ratio. With
the growth of urbanization, opportunities of jobs for females also got increased. In
America, five out of every six new workers are female. The workforce is aging with
10,000 “baby boomers” turning 55 every days and many organizations employed
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part retirement age either for financial reasons or due to importance of their work.
In this era, organizations hire employees from different countries so there is unique
environment of organization because they have different languages and cultures.
Organizations have their own culture which makes employees feel free and
communicate with each other and also with the top management.
If the businesses try to hire foreign workers, a program in managing
workforce diversity must be in place. This will regulate the behavior of the
employees in organization regardless of their characteristics. Employees will be
reminded that everyone has differences, however, their relationships should be
regarded as significant regardless of the individualities.
2.
Work arrangements: Work arrangement is another reason for
change in workforce. Due to the latest technology including high speed internet
and mobile communication, there is great variety that how and where employees
do work. Now a number of employees work in outskirts. The young and unmarried
workers are willing to work 60 hours per week for the sake of their career while
married people manage both the work and family both and need flexible work
arrangement and prefer lenient job. Above mentioned are some of the challenges
about diversity in the work arrangements and demographic shift which put pressure
on the organizations to create a cohesive team with vastly different skills and
knowledge to support organizational strategies.
Contemporarily, human resource management has introduced various
work arrangements to help in maintaining work life balance of employees. Aside
from the fact that, there are situations which calls an employee to do works in
different schemes due to some circumstances. For example, the Covid 19,
people’s health is the most important, and so the World Health Organization
(WHO) ordered every country to design work arrangements which will not expose
individuals to the virus like work from home, alternative work arrangements, 4- or
3-day workweek and others.
3.
Knowledge- based economy: There is need to diversify the HRM
strategies due to the knowledge-based economy and to compete with the today’s
competitors and achieve competitive advantage. The trend is shifted from
industrybased economy to knowledge based economy for providing value to the
customers as well as to the employees at the same time. In industry-based
economy, manager focuses on the efficiency of work only but now in knowledgebased economy, the manager’s focus is on both the effectiveness and efficiency.
In this Era, there is demand of expertise, innovation, entrepreneurial skills and
need of diverse workforce.
This challenge reflects more on the intellectual and human activity the
employee can share to the organization. It also means that individual must
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continue to learn to be updated on the various skills and knowledge the
organization needs in order to compete.
4.
Enhancement in creativity & innovation: The well-known
organizations focus on the skills of workforce and their synergistic power to
compete with the dynamic environment. For example Apple and other companies
locate their research labs all around the world to identify the market changes
and preferences. By identifying changes, they create new and innovative product.
Businesses are surrounded by competition, in order to cope with it, the
human resources have to be trained and exposed in various innovations.
5.
Gaining maximum market share: Due to diversity, there is need to
focus on the marketplace and market knowledge to know the customers’ needs
and wants and to manufacture products to gain maximum market share. Through
drawing experiences, teamwork and team skills have become more valuable for
quick response to the opportunities within new marketplace.
6.
Employee-employer relationship: In the 21st century, there is also
a change in the relationship between employee and employer. Organization work
without centralization and operate in the flexible environment. Employees work
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under friendly environment. In the global competitive environment, employees are
loyal to organizations and work with full interest. They easily communicate with the
top management about new strategies and trends of global market. Through
exchange of ideas, they come to end with new innovative thing which are really
helpful for achieving organizational goal.
7.
Reward & compensation system: In industrial era, employees
worked under centralized environment. Top management was responsible for
decision making and no one was involved in it. Employees worked under the
instructions of managers and there was no proper compensation system for
employees. Organization paid them daily on the number of units produced. Now
there is proper compensation system for employees and organization also give
them rewards for their efforts in completing task assigned to them. Monthly
bonuses are also given to them. Through reward system, employees work with full
interest and are helpful in achieving the organizational goal.
8.
Managing the cost: Due to flexible working system, the cost of
organization is decreased because technical machines work efficiently and
effectively for production of products.
Automation provides flexibility in
environment which is helpful for maintaining the cost. Chances of error in the
production process are also reduced.
Some of the major happenings in the Human Resource Management field
today are attributed to the following aspects.
I. Knowledge Management
This concept has now been part of functions of any business specifically human
resource management. It can be utilized in arriving at organizational decisions.
During the last decade, the business world began to view and use
knowledge as a weapon for competitive advantage. It was then the concept of
knowledge management (KM) gained popularity. However, in the 21st century,
Knowledge and by extension, knowledge management has been an electromotive
force for social, economic and educational advancement to any nation (Igbinovia
& Ikenwe,2018). Knowledge management is defined as any process or practice of
creating, acquiring, capturing, sharing and using knowledge, wherever it resides,
to enhance learning and performance in organizations (Diploma in Huma
Resource Management Coursebook ,2017).
Knowledge Management Processes (KMP)
Knowledge management processes are series of activities an organization put in
place for the facilitation and use of knowledge. The management of knowledge is
a continuous process in which one form of knowledge is transformed into the other.
Knowledge management processes support the conversion of tacit knowledge to
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explicit knowledge and explicit to tacit. May scholars have identified different
knowledge management processes (Igbinovia & Ikenwe,2018).
1. Knowledge Acquisition and Generation
Acquisition in Knowledge management deals primarily with tacit knowledge
although it also acquires explicit knowledge. The tacit knowledge can be
transferred to explicit knowledge through externalization, that is, the tacit
knowledge is converted to recorded form, in documents or databases for reference
by others (Alegbeleye, 2010). However, before knowledge is acquired, it is
essential to identify the knowledge an organization has and needs to achieve its
objective which is called “knowledge identification”. Knowledge generation
focuses on knowledge creation for exploration and knowledge exploitation.
Knowledge can be generated through:
a. Writing both formal and informal.
b. Research: the whole essence of research (which is a systematic investigation)
is to generate knowledge.
c. Shared problem solving: This can be referred to as brainstorming. This has to
do with knowledgeable persons in a particulars area coming together to share
their view about a problem in order to proffer solutions.
2. Knowledge Capture
Knowledge capturing is another important aspect or component of knowledge
management in knowledge-based organizations. Knowledge capturing involves:
a.
Technology: Several technologies exist for facilitating the creation and
sharing of knowledge. Information technology is a useful instrument in knowledge
management and use for effective services in an organization.
b.
Knowledge Mapping: Knowledge mapping is a method used to identify
where knowledge resides within an organization. Knowledge mapping requires
the techniques of questionnaire, interview and sometimes observations. Mutula
and Mooko (2008) described Knowledge mapping as a navigation aid to codify
information and tacit knowledge, showing the importance and the relationship
between knowledge stores.
3. Knowledge Organization
The knowledge acquired generated or created needs to be properly
organized for easy access and retrieval which is the essence of organization of
knowledge.
Librarians as information practitioners organize knowledge in
documented form called information resources through cataloguing and
classification.
4. Knowledge Storage
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The knowledge created and acquired needs to be properly stored and
preserved for subsequent access and use, and for the sake of posterity. Alavi and
Leidner, (2001) pointed knowledge storage as a process in knowledge
management involves capturing, transcribing, and coding knowledge. While,
Alegbeleye (2010) asserted that the ideas of knowledge storage, which he also
called knowledge “repository” as used in knowledge management is to take
documents with knowledge embedded in them and store them so that they can be
easily retrieved in the future.
5. Knowledge Sharing
Knowledge sharing is a key component in knowledge management.
Ikenwe and Igbinovia (2015) described knowledge sharing as a fundamental
priority of knowledge management and defined it as an act through which, acquired
information, knowledge, ideas, skills, and experiences are exchanged and shared
among people, organizations and institutions. Knowledge sharing allows or
leveraging the knowledge gained by an organization (Alegbeleye, 2010), and the
main reason of sharing individual knowledge to entire organization is that
knowledge should not disappear if that employee leaves the organization
(Dhamdhere, 2015b). An organization must put certain measures (incentives) in
place to ensure knowledge is shared and to discourage knowledge hoarding.
6. Knowledge Application
Once knowledge is shared among people in the organizations, the shared
knowledge should be applied to solve a problem. According to Dhamdhere (2015b)
if the gathered, stored, created and shared knowledge will not be applied properly
the whole process would be in vain and for proper knowledge application,
knowledge management process should be communicated to users. That is,
knowledge should be put to affective and efficient utilization to fill a gap or need
(Ikenwe and Igbinovia, 2018).
On the other hand, distinctions can be made among data, information and
knowledge.
Data consists of the basic facts-the building blocks-for information and knowledge.
Information is data that have been processed in a way that is meaningful to
individuals; it is available to anyone entitled to gain access to it. Knowledge is
information used productively; it is personal and often intangible, and it can be
elusive- the task of tying down, encoding it and distributing it is tricky (Diploma in
Huma Resource Management Coursebook ,2017).
II. Competency Based HRM
CBM supports the integration of human resource planning with business planning
by allowing organizations to assess the current human resource capacity based
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on their competencies against the capacity needed to achieve the vision, mission
and business goals of the organization (Tripathi & Agarwal, 2014).
Processes which are essential for competency-based management system are
defined as follows (Draganidis and Mentzas, 2006):
1. Competency identification. The process of discovering what
competencies are necessary for exemplary or fully successful performance.
2. Competency model. A narrative description of the competencies for a
targeted job category, occupational group, division, department or other unit
of analysis.
3. Competency assessment. The process of comparing an individual’s
competencies to those of a competency model.
4. Competency-based management. Application of a set of competencies
for managing human resources so that performance contributes efficiently
and effectively to organizational results.
5. Competency standard. Identifies the essential skills and knowledge
workers must have, and defines the performance levels they must achieve,
to demonstrate competency in a specific work segment or function.
6. Competency profile. Document that describes the set of competencies
particular to a position/ job/ occupational group/functional community.
Types of Competency
1. Managerial Competency (Soft Competency) - This type of competency
relates to the ability to manage job and develop interaction with other
persons. For example: problem solving, communication, leadership etc.
2. Functional Competency (Hard Competency) - this type of capacity
relates to the functional capacity of the work. It mainly deals with the
technical aspect of the job. For example: market research, financial analysis
(Tripathi & Agarwal, 2014).
Competency Based Management have now been popular in global
business environment. Since competitions is now an ordinary thing, organizations
are considering hiring individuals who are capable enough to supply the skills and
intelligence needed. However, if high skilled and intelligent workers are hired,
strategies to retain them is another issue. Thus, organizations should have a strong
program on how to maintain their employees and give their loyalty.
II. Ethical
Dimensions of HRM
Hiring competent and skilled people to gain profit is essential. Aside from the
possession of these characteristics, it is also significant to embed ethical values
among them. This will enable to them to work effectively with others and promote
goodwill in the organization.
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1. Ethics of Human Resources
The ethics of human resource management (HRM) covers those ethical issues
arising from the terms and relationships that develop among the employers and
employees. The employers and employees have certain rights and duties towards
each other. In order to carry out their job duties in a well-organized manner, it is
vital for them to implement ethics and generate information in terms of various
aspects (Kapur, 2020).
Workforce diversity cannot be avoided. The harmonious relationship of people
regardless of their personalities must be considered. Being sensitive of the feelings
of the people around you and able to respect their beliefs and aspirations is one of
the moral obligations of an employee.
2. Principles of Ethical Dimensions of Human Resource Management
The ethical values, translated into active language establishing standards or rules
describing the kind of behavior an ethical person should and should not get engage
in, are ethical principles. In other words, the principles of ethical dimensions make
provision of information to the individuals in terms of the traits that are necessary
to emerge into good human beings and generate positive outcomes in the
performance of job duties.
1. Honesty – Ethical executives are honest and truthful in all
their dealings and they do not deliberately mislead or deceive others by
misrepresentations, overstatements, partial truths, selective omissions,
or any other means. These are regarded as dishonest acts, which may
even compel the individuals to get suspended from their jobs. Within the
organization, all the members need to ensure that they are honest in
their dealings. Honesty is regarded as one of the important traits that
helps the members of the organization to maintain their image within the
organization. It has to be depicted in the implementation of job duties as
well as in dealing with others.
2. Integrity – Integrity is referred to truthfulness, reliability and
uprightness. When the employees are acquiring knowledge regarding
the organization through training and development programs, they also
generate awareness in terms of integrity. One can successfully work
towards the achievement of organizational goals and objectives, when
they put into practice the trait of integrity. Ethical executives demonstrate
personal integrity and the courage of their convictions by doing what they
think is right even when there is immense pressure to do otherwise.
Integrity enables the individuals to depict honorableness and
uprightness. They will struggle for their rights and will not be deceitful or
unprincipled in their tasks and functions.
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3. Promise-keeping and Trustworthiness – Within the
organization, the individuals need to keep their promises and develop
trustworthiness. Especially, when they are working on research projects
or when they need to deal with customers, they need to uphold their
promises and develop trustworthiness. In some cases, when they are
providing services to the customers, they may take money in advance.
Therefore, promise-keeping and trustworthiness are vital principles of
ethical dimensions of HRM. The employees are frank and forthcoming
in supplying relevant information and modifying apprehensions of fact.
They make all kinds of efforts to fulfil the letter and spirit of their
promises and commitment. They do not interpret agreements in an
unreasonably technical or legalistic manner in order to rationalize noncompliance or create justifications for evading from their commitments.
4. Loyalty – Ethical executives are worthy of trust, demonstrate
fidelity and loyalty to the individuals and institutions by friendship in
adversity, support and devotion to duty. They do not use or disclose
information learned in confidence for personal advantage. They
safeguard the ability to make independent professional judgments by
conscientiously avoiding undue influences and conflicts of interest. They
are loyal to their organizations and members. If they make decisions
regarding acceptance of other employment, they provide reasonable
notice, respect the proprietary information of their former employer, and
refuse to participate in any activities that would compel them to take
advantage of their previous positions.
5. Fairness – It is of utmost significance for the members of the
organization to be just and fair in their dealings. They need to make
provision of equal rights and opportunities to all the members. When the
individuals have made any mistakes or encountered any flaws or
inconsistencies in their performance, they are required to accept those
mistakes and bring about improvements. Fairness enables the
individuals to manifest a commitment to justice, the equal treatment of
individuals, tolerance for and acceptance of diversity, they are
openminded and are willing to admit their mistakes. When appropriate,
they bring about changes in their positions and beliefs.
6. Concern for Others – In order to achieve the desired job
outcomes, retain jobs and incur the feelings of job satisfaction, it is vital
for the members of the organization to develop concern for others. They
need to be kind, benevolent and compassionate. When the individuals
are working at the same level and are colleagues, they need to lend a
helping hand towards their colleagues, particularly when they
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experience problems in the implementation of job duties. Whereas, the
individuals, who are in leadership positions, they too need to inculcate
the traits of generosity, kindness, and helpfulness. Therefore, it can be
stated that development of concern for others is one of the essential
ethical principles that need to be put into operation.
7. Respect for Others – It is apparent that all individuals need
to be treated with respect and courtesy. The employees want their
employers to communicate with them in a respectful manner. When the
supervisors are providing information to the workforce regarding the
implementation of job duties, they need to communicate in a respectful
manner. Having respect for others enables the individuals to accept
others irrespective of categories and backgrounds. Respect and
courtesy are important factors that enable the individuals to work with
each other and carry out various tasks and activities in an appropriate
manner. The individuals are able to effectively work in co-ordination
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and integration with each other.
8. Formulation of Measures – In order to ensure that the functioning
of the organization takes place in an appropriate manner, it is vital to formulate
measures. When the measures are formulated, it needs to be ensured that they
promote well-being of the organization and its members. The measures
formulated have to be regarding number of aspects. These include, working
hours, timings, usage of technologies, materials and equipment, discipline and
conduct, implementation of job duties and dealing with others. Therefore, it can
be stated that to be successful in the implementation of job duties and form
appropriate working environmental conditions, it is necessary for the members
of the organization to not only formulate measures, but also follow them.
9. Commitment to Excellence – Commitment to excellence is vital for
the individuals at all levels. When the members of the organization are
committed to excellence, they are not only working towards enhancing their
career prospects, but also promoting well-being of colleagues, employers and
communities as well. In other words, when they are performing their job duties,
they need to work to their best abilities. The members of the organization are
different from each other in terms of their educational qualifications,
competencies, natures, and behavioral traits. But they are committed to
excellence. In some cases, they are experienced and well-aware of the
performance of their job duties, whereas, in other cases, they need support and
assistance from others. In some cases, when job duties are complicated, the
individuals acquire training regarding pioneering methods to render an
excellent job performance. Therefore, it can be stated that commitment to
excellence is indispensable for the successful performance of job duties.
10.
Leadership – Leadership is an important aspect regarding
which the individuals need to be well-aware, particularly, directors, heads,
supervisors and managers. It is their primary job duty to adequately guide,
direct and lead others in the right direction. Within the course of performance
of their job duties, they experience number of problems and challenges. In such
cases, supervisors or directors are the ones, who are approached, and they
need to provide solutions to problems of their employees. It is the job of the
leaders to create a pleasant and amiable environmental condition, in which the
employees feel comfortable and are able to carry out their job duties in a wellorganized manner.
11.
Reputation and Morale – Reputation of the organization and
morale of the employees are important aspects that need to be protected. The
members of the organization have the primary aim of carrying out the tasks and
functions within the organization in such a manner that would render a
significant contribution in enhancing its reputation. On the other hand, the
morale of the employees too has to be augmented by making provision of rights
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and opportunities to them. It is comprehensively believed that employees need
to be
diligent, conscientious and loyal towards the organization. On the other hand, the
organization also has to form the environment and provide them chances to
enhance their career prospects and incur the feelings of job satisfaction.
12.
Accountability – Decision making is an integral part of the
organization and individuals, who are in leadership positions are vested with
the rights to make decisions. They are accountable for their decisions. The
accountability principle of ethical dimension highlights that members of the
organization are accountable for their job duties. When the individuals are
working in groups, then too they are assigned certain job duties, for which they
are accountable. Therefore, it is vital for the individuals to possess the essential
knowledge and competencies, which may enable them to carry out their job
duties in a well-organized manner and meet the expectations of their employers
(Kapur, 2020).
The many traits discuss portray an ethical human resource. The
organization may establish a plan to inculcate these values to employees and
practice its principles. If employees lack skills in their work, they can be easily
taught however, if employees lack the moral obligation towards their co-workers,
they are hard to deal with and may worsen the relationship among others.
IV. Human Capital Management
Human resource management (HRM) has shifted importance of a person in the
organization as the most company resource, not only as a component in personnel
records. Therefore, it puts emphasis on management and strategic activities.
Management of human potential stresses the importance of the human factor for
the future of organizations. Human capital management is a strategic and planned
approach to managing the most valuable of the organization, workforce. However,
the concept of human capital management (HCM) puts more emphasis on current
knowledge of man, their meaning and use for the organization and their systematic
development and strengthening. HCM is an organization's ability to maximize the
use and share the potential of people, both for the everyday work and innovation
and includes a variety of processes and different management methods to work
with people and their development in the organization (Kucharčíková et al, 2015).
1. Human capital management and efficiency
An organization that realizes human capital management helps its employees
clearly to define and consistently communicate their expected performance.
Managers are responsible for valuation, rewarding, and holding employees
accountable for achieving specific business goals, creating innovation and
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supporting their continuous improvement. HCM objective is that the organization
was able to build and maintain effective employment relationships so that the
knowledge contingent workers bring is shared with those working for the
organization, while ensuring that the organization’s values and purpose are not
diluted. Equally it is important that employment relationships are managed to
ensure legal compliance and that knowledge key to the organization’s success is
protected. To achieve this, it is necessary:
1. Protect and preserve for future use knowledge of organization;
2. Identify individuals from inside, who are key to the success of the
organization;
3. Identify individuals from outside the organization who are key to the
success of the organization.
Human capital management plays an important role in increasing the efficiency of
employees. Individuals are in a position to contribute more towards the system,
eventually increasing the overall productivity of the organization. Human capital
management includes:
1.
2.
3.
4.
5.
6.
Hiring the right talent.
Orienting employee to the organization.
making a new employee feel comfortable.
Training employees in order to constantly upgrade their skills.
Retaining employees.
Making employees self-sufficient and prepare them for adverse
conditions(Kucharčíková et al, 2015).
2. Benefits of Human Capital Management
Human Capital Management can help business to grow with the help of its
competent workers. Specifically, the following are the benefits of HCM.
1. Human capital management helps in extracting the best out of employees.
It also plays an instrumental role in increasing the efficiency of employees,
making them an indispensable resource for the organization.
2. Human Capital Management enables the human resource professionals to
hire the right candidate for the right role. Talent Acquisition is one of the
most crucial functions of an individual representing human resource vertical.
3. Human Capital management enables free flow of information between
superiors and subordinates. Employees have an easy access to the senior
management and hence there is no room for confusion or
misunderstandings. Half of the problems evaporate when colleagues
discuss matters amongst themselves.
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4. Trainings and skill development activities are essential for upgrading the
existing knowledge of employees. Training program increases the efficiency
of employees and eventually increases the overall productivity of
organization. It is essential for every employee to keep himself/herself
abreast with the latest developments in his/her field. Human Capital
management makes an employee self-sufficient. It enables employees to
adapt to changing situations easily. A well-trained employee can bring
better productivity than someone who is not trained.
5. Human Capital Management highlights the importance of soft skills and
personality development for employees. An employee who can speak well
is always considered as a trouble shooter by his fellow workers. Do not hire
someone who has poor communication skills. Someone with average
communication skills can still be considered.
6. Human Capital management helps the employees to improve in areas
where they feel they are lacking. It not only benefits the employees but also
the entire organization (Juneja, n.d.).
Ways to Improve Human Capital Management
Once you have pool of human resources who could help the organization
to develop, one can still evolved on how they can enhance their possess skills and
knowledge. This can be done through the following:
1. Build Employee Profiles
Employee profiles are a quick and easy way to attach a name to a face.
Now managers, new hires, or transfers are free of the stress and pressure involved
with getting to know their coworkers. In addition to connecting employees, these
profiles are useful for your human capital management. Managers and supervisors
can now gather and store employee data (such as performance reviews,
disciplinary actions, customer response surveys, etc.) in one central place.
Consequently, having a central storage location makes accessing this data quicker
and ensures that no relevant information is lost in communication between different
employees and managers.
2. Performance Reviews
Having reliable and consistent performance appraisals is key to your
company’s human capital management. Any performance review system should
include multiple forms of feedback including self-ratings, peer reviews, and
manager assessments. There are two keys to ensuring that your performance
reviews are effective. The first key is that the reviews are timely. Performance
appraisals should occur on, at least, a quarterly basis. The more timely the
feedback is, the more impact it has. The second key is that reviews have to contain
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valuable information. Seems pretty straightforward, right? Unfortunately, many
organizations still complete their performance appraisals with an emphasis on
what an employee’s weaknesses are.
3. Make Management Mobile
There are now over 2 billion smartphone users worldwide. And, this number
will only grow, there will be an estimated 6.1 billion smartphone users by 2020. So,
if you want your human capital management system to connect with your
employees, it will benefit you to account for this increased mobility. Allow
employees to work from home and give them the option for a flexible schedule.
This flexibility can improve staff productivity and performance. Mobile tools also
allow your workers to have access to human capital information such as customer
feedback or previous performance reviews whenever they choose. As a result,
your staff can now use or review this information anywhere. These tools remove
potential barriers to access such as time and location.
4. Unite Human Capital Benefits with Your Overall Business Strategy
One of the most important things your company can do to promote its
human capital goals is to join them with your overall business strategy. Your human
capital objectives have to match the goals you have laid out for your business. You
want your human capital management to solve specific business problems or
questions. The answers to questions such as: How can we improve productivity?
How can we increase our sales despite an uneven economy? How do we align our
company’s and employees’ values? Align your human capital management and
business goals to be as successful as possible. This alignment will not only
increase your HCM program’s effectiveness but will also drive executive support.
5. Train Leaders to Recognize Differences in Employee’s Performance
To properly manage your human capital, it’s vital that your leadership team
understands how to identify and measure differences in employees’ performance.
Managers in your company need to know how to observe and record this
information. Every manager should know what criteria to use when assessing
performance. Additionally, there has to be a system in place that allows
performance to be objectively quantified. The quantification of performance
information gives your company data that can be used to demonstrate your human
capital management system’s effectiveness. Again, this data can be used to show
executives your system’s value and garner support. A proper human capital
management system helps to ensure that one manager’s bias or limited
interactions with a certain employee do not distort that employee’s evaluation,
growth, or future opportunities.
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6. Individualize Management
Every person is different. It is a phrase we learn in grade school, yet it rings
true your whole life. So, make sure that your leaders acknowledge this difference
by managing different employees on a case-by-case basis. Similarly, guarantee
that every employee has a development plan tailored specifically to that employee.
A one-size-fits-all approach to human capital management will minimize your
company’s efforts, and it will not resonate with employees. To maximize the
engagement in and effectiveness of your human capital development, your system
should be able to adapt to any employee.
7. Communicate Better
As your business learns to communicate better, your human capital
management will improve as well. Enhanced communication works to improve
both employee engagement in and understanding of your human capital
management processes. When communication regarding your human capital
management is better, your staff can better understand the system’s processes.
Employees can figure out what is expected of them and what they can expect from
your organization in return. From this, employees become more engaged with the
human capital management system and ultimately their job. Today’s workforce,
especially millennials, want the opportunity to develop their careers, and your
company’s human capital management is pivotal in this process. Additionally, the
more engaged your employees are, the more likely your business is going to find
success. That’s why improved communication is key for your human capital system
(Jeanetta, 2017).
Human capital management explain that people should not be stored inside the
box. Let them explore and support their endeavors to develop themselves.
Moreover, each employee should be recognized specifically their strong potentials
to progress, because later this will uplift the organization and endures the
competition because they will have competent people to man their strategic
operations.
LINKS TO LEARN
To learn more about current trends in Human Resource Management, click the
links below.
1. https://www.slideshare.net/nusantara99/competency-basedhr-management-50378908
2. https://www.slideshare.net/nusantara99/presentation-skillsfor-hr-managers50379834
3. https://www.slideshare.net/nusantara99/creative-thinking-
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skills-for-hr-managers
4. https://www.youtube.com/watch?v=tMpTE3Cn2Zs 5.
https://www.youtube.com/watch?v=ukmC6F0JvQw&list=PL7
dHs2bVsfLKxEYxWm8cp1opW2KO2Oxrw
Self-Assessment Question 1
Direction: Identify the answer on the questions given based on what you
have learned in this module.
_________________1. This generates bulk of HR practices that will elevate the
effectiveness and efficiency of business.
_________________2. This type of competency relates to the ability to manage
job and develop interaction with other persons.
_________________3. Identifies the essential skills and knowledge workers must
have, and defines the performance levels they must achieve, to demonstrate
competency in a specific work segment or function.
_________________4. This supports the integration of human resource planning
with business planning by allowing organizations to assess the current human
resource capacity based on their competencies against the capacity needed to
achieve the vision, mission and business goals of the organization
_________________5. This is a process in knowledge management that involves
capturing, transcribing, and coding knowledge.
_________________6. This aspect focuses on knowledge creation for exploration
and knowledge exploitation.
_________________7. This idea is defined as any process or practice of creating,
acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance
learning and performance in organizations.
_________________8. A data that have been processed in a way that is
meaningful to individuals; it is available to anyone entitled to gain access to it.
_________________ 9. This is consisting of the basic facts-the building blocks-for
information and knowledge.
_________________10. The process of discovering what competencies are
necessary for exemplary or fully successful performance.
Self-Assessment Question 2
Direction: Analyze what ethical principle in Human Resource Management is
being defined by the situations.
_________________1.
him fired in the job.
_________________2.
personal advantage.
Issuing untruthful data regarding an employee to get
_________________3.
Two employees commit the same mistakes, but only
Use or disclose information learned in confidence for
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one has been sanctioned.
_________________4.
A supervisor telling his employees about the new rules
of the organization in a nice manner.
_________________5.
An employee fulfills his pledge to her client by giving
discounts on purchases made.
_________________6.
He has seen one of his office mates in pain, he assisted
her and bring her to the clinic.
_________________7.
Company policies are written and published to inform
employees and practice it.
_________________8.
Employees are not only working towards enhancing
their career prospects, but also promoting the well-being of colleagues,
employers and communities as well.
_________________9.
When problems arise in the organization supervisors
or directors are the ones, who are approached, and they need to provide
solutions to problems of their employees.
_________________10. The decisions made by the superior failed, but he is
admissible to that matter and promise to be better next time.
Answer to Self-Assessment Question 1.
1. Bundles
2. Managerial Competency (Soft Competency)
3. Competency standard
4. Competence Based Management
5. Knowledge Storage
6. Knowledge generation
7. Knowledge management
8. Information
9. Data
10. Competency identification
Answer to Self-Assessment Question 2
1.
Honesty
2.
Loyalty
3.
Fairness
4.
Respect for others.
5.
Promise-keeping and Trustworthiness
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6.
Concern for other.
7.
Formation of measures.
8.
Commitment to excellence
9.
Leadership
10.
Accountability
Activity 1. Essay
Explain comprehensively what the contribution of Knowledge Management
to the growth of human resource management could possibly be.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
Activity 2. Research
Look for an article containing a current dilemma or situations of organization
(public or private). Study and identify some of the crucial challenges pertaining to
21st century HRM they experienced and explain why you considered it so.
Rubrics of Activity 1
TRAIT
1(Poor)
2 (Fair)
3(Good)
4(Very
Good)
Points
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Introduction
(20%)
Focus on Topic
(20%)
There is no
clear
introduction of
the
main
topic, position
or structure of
the paper.
The main idea
is not clear.
There is
a
seemingly
random
collection
of
information.
The introduction
states the main
topic of position
but does not
adequately
preview
the
structure of the
paper nor is it
particularly
inviting to the
reader.
Main idea is
somewhat clear
but there is a
need for more
supporting
information.
The introduction
clearly states the
main topic and
position
and
previews
the
structure of the
paper but is not
particularly
inviting to the
reader.
The
introduction
is
inviting,
states
the
main topic
and position
and
previews the
structure of
the paper.
Main idea is There is one
clear, but the clear,
well focused
supporting
information
is topic. Main
idea stands
general.
out and is
supported by
detailed
information.
Support for
Topic
(20%)
Conclusion
(20%)
Supporting
details and
information are
typicall
y unclear or
not related to
the topic.
Supporting
details
and
information are
relevant,
but
several
key
issues
or
portions of the
storyline
are
unsupported.
Supporting
details
and
information are
relevant, but one
key issue or
portion of the
storyline
is
unsupported.
There is no
clear
conclusion, the
paper just
ends.
The conclusion
is recognizable
but does not tie
up several loose
ends.
The conclusion
is recognizable
and
ties
up
almost all the
loose ends.
Relevant,
telling,
quality
details give
the reader
important
information
that
goes
beyond the
obvious or
predictable.
The
conclusion is
stron
g and leaves
the reader
with
a
feeling that
they
understand
what
the
writer is
“getting at”.
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Grammar and
Spelling
Writer makes
more than 4
errors
in
(20%)
grammar
or
spelling
that
distract
the
reader
from
the content.
Professor’s Remark:
Writer makes 34
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
Writer makes 12
errors
in
grammar
or
spelling
that
distract
the
reader from the
content.
Writer
makes
no
errors
in
grammar or
spelling that
distract the
reader from
the content.
AVI 2020
Rubrics of Activity 2
TRAIT
Introduction
(20%)
1(Poor)
2 (Fair)
There is no
clear
introduction
of the main
topic,
The
introduction
states the main
topic
of
position but
position
or
structure of
the paper.
Focus on
Topic
(20%)
The
main
idea is not
clear. There
is
a
seemingly
random
collection of
information.
3(Good)
The
introduction
clearly states
the main topic
and position
and previews
does not
the structure of
adequately
preview
the the paper but
structure of the is not
paper nor is particularly
it
inviting to the
particularly
reader.
inviting to the
reader.
Main idea is
Main idea is
somewhat
clear, but the
clear but there supporting
is a need for information is
more
general.
supporting
information.
4(Very
Points
Good)
The
introduction
is inviting,
states
the
main topic
and position
and
previews
the structure
of the paper.
There is
one
clear
, well
focused
topic. Main
idea stands
out and is
supported
by detailed
information.
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Relevance of
the argument
There are no There are
challenges
challenges
identified but
identified.
are
not
relevant and
unsupported.
There are
relevant
challenges
identified but
unsupported.
There is no
clear
conclusion,
the
paper
just ends.
The
conclusion is
recognizable
but does not
tie up several
loose ends.
The
conclusion is
recognizable
and ties up
almost all the
loose ends.
Writer
makes more
than 4 errors
(20%)
in grammar
or
spelling
that distract
the
reader
from
the
content.
Professor’s Remark:
Writer makes
3-4 errors in
grammar
or
spelling
that
distract
the
reader
from
the content.
Writer makes
1-2 errors in
grammar
or
spelling
that
distract
the
reader
from
the content.
(20%)
Conclusion
(20%)
Grammar and
Spelling
There are
relevant
challenges
identified
and
supported
with ideas.
The
conclusion
is
strong
and leaves
the reader
with
a
feeling that
they
understand
what
the
writer is
“getting at”.
Writer
makes no
errors in
grammar or
spelling that
distract the
reader from
the
content.
AVI 2020
REFERENCES
Alavi, M. & Leidner, D.E. (2001). Knowledge Management and Knowledge
Management
Systems: Conceptual Foundations and Research Issues. MIS
Quarterly, 25(1):107-136.
Alegbeleye, B. (2010). Old wine in new bottle: A critical analysis of the relationship
between knowledge and library and information science. Paper presented at the
48th National Conference of the Nigeria Library Association, Abuja, 2010.
Aslam, Hassan & Aslam, Mehmood & Ali, Naeem & Habib, Muhammad. (2014).
Importance of Human Resource Management in 21st Century: A Theoretical
Perspective. International Journal of Human Resource Studies.
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Dhamdhere, S.N. (2015a). Importance of knowledge management in the higher
educational
institutes. Turkish Online Journal of Distance Education-TOJDE,
16(1):162-183.
Dhamdhere, S.N. (2015b). Knowledge Management Strategies and Process in
Traditional Colleges: A Study. International Journal of Information Library and
Society, 4(1)34-42.
Diploma in Huma Resource Management Coursebook (2017). International
Qualifications Network.
Draganidis, Mentzas. Competency Based Management; a review of Systems
and approaches. Information Management & Computer Security 2006;
14(1):51- 64.
Henson, R. (2007). Looming Talent Shortage Rattles HR Departments. Retrieved
on May 23, 2007.
Igbinovia, Magnus & Ikenwe, Iguehi. (2018). Knowledge management: processes
and systems. Information Impact: Journal of Information and Knowledge
Management.
Jeanetta, Tony (2017). How to Improve Your Human Capital Management,
retrieved from https://theolsongroup.com/improve-human-capital-management/.
Juneja, Prachi (n.d.) Management Study Guide retrieved
from https://www.managementstudyguide.com/human-capital-management.htm
Kapur, Radhika. (2020). The Ethical Dimension of Human Resource Management.
Kucharčíková, Alžbeta & Tokarčíková, Emese & Blašková, Martina. (2015).
Human Capital Management – Aspect of the Human Capital Efficiency in
University Education. Procedia - Social and Behavioral Sciences. 177.
10.1016/j.sbspro.2015.02.332.
Mutula & Mooko(2008). Knowledge Management. In Aina, L.O,Mutula, S.M &
Tiamiyu, M.A.. Information and Knowledge management in the digital
age.Concepts, technologies & African perspectives.
Noe, Raymond, Hollenbeck j., Gerhart, B, and Wright p (2019). Human Resource
Management 11th Edition, Mc Graw Hill.
Taylor, I. (2001, October). Management. Graduates with Attitude. P. 38.
Tripathi, Kaushiki & Agarwal, Manisha. (2014). Competency Based Management
In Organizational Context: A Literature Review. Global Journal of Finance and
management. 6. 349-356.
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