Professional Documents
Culture Documents
INTRODUCTION
The Origin and Development of Human Resource Management
17th Century before the start of Industrial revolution Steam engine & assembly line Adam Smith- father of capitalism 1800-trade unionism started 20th century- Frederick Taylor- father of scientific management conducted studies. Hawthorn studies by Elton Mayo 1927-1932bsignificant role of social relationship Todays focused is seen in enriched jobs, increased empowerment and participations in decision making
DEFINITION OF HRM
Concepts of Human Resources
People are our greatest asset People demand a fair return of their investments
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Strategic activity- has moved from traditionally administered function to strategic one that recognizes the link between talented and engaged people and the organizations success. Human resources capital-people in the organization with different values, aspirations, culture, education, attitude, etc. It takes a lot of skills, adroitness, people sensitivity to manage the HR. A Company may have the best strategies and business plans, values and work processes but these processes are useless if the company does not have the right people to implement them.
New Modality of Employment- Outsourcing Flatter Organization Fall of the Command-and-Control Manager
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Global Competitiveness
economic recession Redundancy, retrenchment Reduce operating people Merger, consolidation, streamlining, reengineering
Labor Relations
Labor relations can be defined as the aspect or quality that holds together the social partners, labor and capital in the attainment of their mutual goal- just and equitable pay and treatment and fair return on investment. It refers to the relationship between employers and employees in industry, and the political decisions and laws that affect it.
Power to manage
Power to hire Power to fire Power to transfer employee Power to promote/demote
Power to lay-off/lockout Power to lay down policies Power to discipline Power to set working hours Fair return in investment and expansion
SUMMARY
It is not enough for human resource department to appreciate the legal environment under which businesses operate. All Managers of people must have a solid knowledge and understanding of all laws that impact on their power to manage. Organizations and heir authorized representatives are accountable for illegal acts committed in the workplace even if these individuals are ignorant of the law. The HRD is at the forefront of this education campaign. It must ensure that all departments are properly educated about these pertinent law.
Assignment
Search reading materials on The Role of Human Resources Professional and be able to discuss and submit your reactions and comments
The Functions of HR
1. 2. 3. 4. 5. 6. 7. 8. 9. Recruitment, selection and placement Training and development Performance evaluation and management Promotions Redundancy Industrial and employee relations Record keeping of all personal data Compensation, retirement, incentive programs Confidential advice to internal customers in relation to problems at work 10.Career development
Build and Implement the HR Philosophy Hire the Right People: Know What you Want Keep employees Keep good and potential employee, promote from within and give people a piece of advice. Reward well Skilled, motivated, and involved employees justify high pay for their exemplary contributions Protect jobs Promote from within Share the wealth Invest in employees Empower employees Allowing employees to participate in problem-solving and decision making
Assignment
Read Chapter 4: Skills For Effective Human Resource Management Human Resource Management by Ranulfo Payos
. as one deals with the Human relations skillsday to day problems of behavior and motivation, no HR professional can succeed if one is poor in interactive skills. Multitasking- has to deal with all departments of the company thus, must be able to do what is being asked. Organization-orderly and well organize, must be proactive. Ability to dual focus- consider the needs of both employees and management
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Trust and confidence- many confidential records and information are in the hands of HR. Dedication to continuous improvement- the goal is continuous improvements and innovation as well as remediation. Negotiation and problem solving-achieving conflict resolution requires negotiating prowess and problem solving skills Team-oriented- must be gregarious, an extrovert and sensitive to he needs, values, and feelings of others to win their cooperation and collaboration in order to attain the over-all goals of the organization. Honesty and integrity-conscience of company and keep of moral image. Must walk the talk and practice what he preaches.
Pointers to Review
Review Chapter 1-3 of Human Resource Management by Ranulfo Payos. Take special note on challenges, employee classifications, employee tenure, due process, functions and roles.
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2. Forecasting- can be done through statistical method or through judgmental.
Statistical method is based on historical demand. Under normal condition this more precise prediction than judgmental. One is through the use of Markov Analysis Judgmental uses qualitative approach which avails of the opinion of the department managers on their future staffing needs.
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Internal Supply Considerations through the use of turn-over rate. Common formula:
Number of staff leaving in a year Number of Employees with one year = X 100
Service at 31 December
Number employed one year ago
= X 100
Supply
RECRUITMENT
Recruitment is the process of identifying that the organization needs to employ someone up to the point at which the application forms have arrived at the organization. Placement is the actual hiring which includes the orientation and acculturation process Training consists of a range of processes involved in making sure that the job holders have the right skills, knowledge and attitude required to help the organization to achieve its objectives. An organization that fails to attract the best qualified people will surely fail to meet its corporate objectives. The firms performance, then, depends on his ability to attract a qualified workforce through effective recruitment strategies.
Usually cheaper in terms of starting pay and faster to fill-up Easier to train Improve employee morale Potential for a better success rate since track record is already known. Internal employees are already attune to the culture Keeps propriety and industry knowledge inside the organization.
B. Disadvantages
Has to replace May upset some inside the company Create negative internal competition Make less criticism
B. Disadvantage
More costly Outsider does not fit into the organizations culture Risk of failure Longer time to acclimatize May demoralize employee who did not get the promotion
Stages of Recruitment
Determine whether a vacancy exists; Prepare Job Description and Specification; Media announcement; Managing the response; Shortlisting; Arrange and conduct interviews; Reference/background checking; Decision to hire; Offer to hire; Appointment action
Media Announcement
Bulletin boards Word of mouth Professional journals Employment agencies, headhunters Campus recruitment Website job market Job fairs Newspaper advertisements
Offer to Hire
1. Starting pay, salary progression; 2. Starting date; 3. Tenure of the contract, whether temporary, casual, for fixed terms or period, probationary or regular; 4. Benefits and other points of negotiation
Selection
The selection process covers the following:
1. 2. 3. 4. 5. Screening applications and resume Conducting testing of the applicants Interviewing Reference and background checking Hiring decision
The Interview
Preparing for the interview Eliciting information Observing behavior Concluding the interview Evaluating results of the interview
Assignment
Chapter 8; Orientation: The Acculturation Process Human resources Management by R .Payos Questions for disscussion: What topics are covered by the orientation seminar?
Part of the orientation process includes the introduction of the new employee to coworkers, giving of information such as working hours, place of work, performance standards, benefits and facilities and the names of immediate superior and other officers.
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A formal orientation process should include the following:
Welcome to the company Tour of the facilities Introduction to Top Management & Co-workers Completion of paper works Review of the Employee Handbook Review of Job Responsibilities
Aside from getting warm-up and reducing anxiety, a good orientation program has the following salutary effects.
1. Reduces start cost- proper orientation can help the employee get up to speed much more quickly, thereby reducing the costs associated with learning the job. 2. Reduce employee turn-over- good orientation shows that the organization values the employees, and helps provide the tools necessary for succeeding the job
. 3. Saves time for supervisor and co-workers- the better the initial induction, the less likely supervisors and co-workers will have to spend time teaching the employee. 4. Developing positive job expectations, positive attitude and job satisfaction- new hirees as soon as possible what expected of hem, and what to expect from others. Furthermore, they learn about the values and culture of the organization.
A good orientation eases the sometimes painful transition to a new firm. A successful orientation creates a good feel in the employee and act as a good retention tool and motivator. It helps a new employee bond with the company and develops a commitment. It must be kept current by reviewing its effectiveness.
Assignment Aug.20
Training & Development Get a training program and discuss the target participants, objectives of the training , topics to be discussed.
Reward Management
Job Analysis Job Description Job Specification Job Evaluation Developing a Pay Structure And Pay Philosophy Broad-banding The Importance of Participation and Communication
Assignments
Managing People Motivation Performance Management
Motivation is the internal condition that activates behavior and gives it direction; energizes and directs goal-oriented behavior. Motivational Theories: Abraham Maslows Hierarchy of Needs
Self-actualization
Esteem
Love/Belonging
Safety
Physiological
Herzbergs Motivation-Hygiene Theory- to move employees from dissatisfaction to no dissatisfaction, a set of factors know as hygenes is used. These factors are extrinsic to the work itself. These include working conditions, company policy, supervision, security, relationship with subordinates and pay. The real job satisfiers which motivate employees are recognition, achievement, advancement, responsibility and personal growth. These factors are intrinsic to the job.
Human Side of the Enterprise publish in 1960, has examined theories on behavior of individuals at work and has formulated two models which he calls Theory X and Theory Y. McClellands Learned Needs Theory-proposed that an individuals specific needs are acquired overtime and are shaped by ones life experiences. Equity Theory by Stacey Adams (1962)- attempt to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships.
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Expectancy Theory by Victor Vroom- predicts that employees in an organization will be motivated when they believe that :
More effort better performance Better performance will lead to rewards Valued organizational rewards
Reinforcement Theory is the process of shaping behavior by controlling the consequence of behavior.
Assignment
PERFORMANCE MANAGEMENT Get an example of Performance Evaluation form being used by a company and be able to discuss.
. The Law- Article 211 of the Labor Code reiterates these Constitution precepts in more detailed manner. The ILO Convention-were ratified by the Philippine senate and became part of part of the laws of the land. Collective Bargaining- involves workers organizing together to meet, discuss and negotiate upon the work conditions with their employers. Collective bargaining must be conducted in a more civilized, rational, and dispassionate manner whereby negotiations are fashioned and settled on facts and more concrete, quantitative arguments rather than through bluster and threat on either sides.
1. The Hard-ball approach- this may be applied when management is ready and willing to suffer a strike rather than giving in to the onerous economic demand. 2. The Boulware approach- evaluates the needs of the workers and presents a first, last and best offer. It leaves no elbow room for bargaining. 3. The Marathon approach- management strikes an agreement with the union to negotiate without let up until an agreement is reached on vital issues. 4. Stoking the Bargaining Zone approach- management makes a very low counterproposal. The technique is to find out the bargaining zone- the point at which management is willing to up the ante and the union is willing to lower the demand without restoring to a strike.
C. CBA Administration
1. Grievance procedures- the law requires parties in the CBA to name and designate in advance a Voluntary Arbitrator. 2. Discipline- an organization must always have a set of rules or Code of Conduct which regulates the employees behavior.
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Year 2002 2203 2004 2005 2006 2007 2008 Number 14,116 14,629 15,193 15,526 15,101 15,320 15,536 Growth Rate 3.6 3.9 2.2 -2.7 1.5 1.4 Member 1,232,762 1,263,507 1.301,585 1,627,480 1,563,118 1,583,388 1,598.250 Growth rate 2.5 3.0 25.0 -4.0 1.3 0.9
2009
16,694
1,611,091
The Bureau of Labor relations has reported that as of September 2009, out of 35,509,000 employees only 1,965,781 are organized.
5. Divided loyalty Among Employees- advocates of non-union argue that a unionized company divides loyalties of employee 6. No Work Slowdown, Work Stoppage, or Strikes- strike is the ultimate weapon of he union that it can use as a bargaining leverage.
Proactive Labor Relations- a set of principles, practices and systems that enable an organization to manage its human resources without he interference of a third party. Also known as welfarism or paternalism. Union Avoidance Strategies union avoidance can only be achieved through diligence along with attention to the desires and sentiments of employees. Communication- employees wants to know he business plans of the company, its business performance, how it is faring with competition, the problems and challenges it is facing. Management Policies and Rules Consistently Enforcedpolicies can be a source of friction if not applied consistently by management.
Competitive Pay and Benefits- companies give their employees better than average pay and benefits. Participation Employees Involvement Programs
Self-directed Work Team- it is defined as a group of people who combine different skills and talents to work without the usual managerial supervision toward a common purpose or goal. Labor Management Council- another avenue of participatory employee involvement. Quality Circles- volunteer group composed of workers usually under the leadership of the supervisor who are trained to identify and analyze and solve work related problems and present solution to improve the performance of the organization. Management Credibility- make no promise that you cannot fulfill. Supervision- one management expert says that the best union avoidance strategy is a relationship between the supervisor and the employee.
Recruitment and Selection Practices- the choice and selection of applicants is critical in the companys effort to avoid third party intervention. There are companies that hire people belonging to a religious group that prohibits its members from joining unions. Training & Development- constant training and manpower development is another distinctive mark of a company trying to sway from unionism. Coping with Malcontents- companies wary of malcontent closely and in the end motivate them to resign before they infect others. Handle Self-Appointed Leaders- in every organization, there will always spring natural leaders. It begins to raise alarm when a natural leader goes up to management to intercede for somebodys problem. In union-avoidance organization, this is discourged.
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Company Early Warning System
1. Exit interviews-people who resigned voluntarily are some of the best sources of determining areas of dissatisfaction. 2. Graffiti- employees express their pent up frustrations by writing grafitis on he wall. 3. Argumentative questions being asked during department or company meetings. 4. Unusual gatherings of employees who do not belong to the same group.
Shareholders vs Stakeholders- those who approach ethical decision making from a shareholder perspective focus on making decision that are in the owners best interest. Decision are guided by a need to maximize return on investment for he organizations shareholders. Organizations that approach business ethics from a shareholder perspective consider how decisions impact those inside and outside the organization.
Major Factors Impacting Organizational Ethics Management by Example-walk the talk Establishment of Code of Ethics- Employee handbook Corporate Culture- basic assumptions and beliefs developed by an organization over time. An organizations culture is the sum of its shared values, belief and norms of behavior turned into action. It evolves through time. Ethical issues in business have become more complex because of many government regulations that sometimes impinge on the freedom of the organizations to manage efficiently. As the conscience of the company, the HR professional acts as the catalyst against unethical conduct. He acts as the whistleblower and sometimes, as the prosecutor at the same time.
Emerging Issues