(C1-3)HRM.pdf

CHAPTER 1 8. employee counselor- he knowledge and training in human relation and the behavioral Management- simply getting things done through science plus his fa...

CHAPTER 1 8. employee counselor- he knowledge and training in human relation and the behavioral Management- simply getting things done through science plus his familiarity with company effort of people. operations. Organization- group of people working together 9. promoter of community relations- he must be for common purpose. well informed of activities and developments in Business- any enterprise which make distribute the environment. which people need. 10. public relation- his functions require him to THE DEVELOPMENT OF HUMAN RESOURCES deal with the general public which includes employees, the union and the community. Early 1950’s gradually gained acceptance and recognition in private business and industry. Perks- big companies offer competitive salaries and attractive benefits (sss, pagibig, philhealth) Personnel management association of the Philippines (PMAP) is a nationwide organization of Career path to human resource management all the personnel managers and HR practitioners in 1. Entrance Level- a new college graduate may the country. start as personnel assistant in a medium size DOLE- Department of labor and employment organization. ECC- Employees compensation commission 2. supervisory level- the promotion to higher level depend on the ability and capability of the SSS- Social security system personnel assistant. TESDA- Technical education and skills 3. managerial level- at his level the HR development administration practitioners has acquired the above skills. Personnel/ human resource management - may be defined as the function of management, CHAPTER 2 concerned with promoting and enhancing the development of work effectiveness. Human resource planning (HRP)- is the process of systematically reviewing human resource -A member of top executive group, is responsible requirements to ensure that the number of for formulation of personnel policies and program. employees matches the required skill. A science and art/ systematic accumulation of Strategic planning- is the determination of the facts, their analysis and interpretation overall organizational purpose and goals and how Roles of personnel/ HR Manager they are to be achieved. 1. supervisor- he plans , organizes, directs, control Two important components of HRP: and coordinates the activity in his department. 1. requirement- forecasting human requirements 2. administrative official- he or his staff conducts involves determining the types of employees or directs certain personnel activities as provided. needed. 3. Adviser- he serves as guide and confidante to 2. availability- when the employee requirements management supervisor and employees. have been realized. The form determines whether there is surplus or shortage of manpower. 4. coordinator- he brings into action all activities, regulates and combines diverse efforts into Aspect of HRP: harmonies whole. 1. systematic forecasting of manpower needs- on 5. negotiator- he is representative of the the basis of business conditions and forecasting, management in negotiating with unions in an manpower needs are planned and monitor closely. advisory capacity. 2. performance management- analyzing, 6. educator- he conduct and administer company’s improving and monitoring the performance of training program. each employee and of the organization as a whole. 7. provider of service- he provides service to all 3. career management- determining, planning and employees and helps them obtain facilities with monitoring the career aspiration each individual in government agencies like ss and PhilHealth. the organization and developing them. 4. management development- assessing and 4 BASIC TERMS OF MANPOWER FORECASTING determining the developmental needs managers 1. long-term trend- long term forecasting is for future succession requirements. usually done for a period of five years or more PLANNING TECHNIQUES IN HR MANAGEMENT depending on the company operations. 1. Skills inventory- this approach involves the 2. cyclical variations- This refers to reasonable listing of all the skills by the workforce. and predictable movement that occur over a period of one year or more. 2. Ratio analysis- this a technique wherein the personnel who are promotable to the higher 3. seasonal variations- this a reasonable position are identified together with their backup prediction changes over a period of a year. and understudy. 4. Random variations- this is occasion where is 3. Cascade approach- under this approach, the no special pattern and its quite difficult to predict setting of objectives flows from the top to the or determine. bottom in the organization so that everyone gets a chance to make his contribution. HUMAN RESOURCE FORECASTING TECHNIQUES 4. replacement approach- under this approach, HRP is done to have a body of manpower in the 1. The zero- based forecasting approach- it uses organization that is ready to take over existing jobs the organization current level of employment as on a one-to-one basis within the organization. starting point for determining future staffing needs. 5. commitment planning approach- this technique involves the supervisors and personnel 2. the bottom-up approach- this forecast uses the in every component of the organization on progression upward method from the lower identification of need in term, skills, replacement, organization units to ultimately provide the policy and working condition and promotion. aggregate forecast employment needs. 6. successor planning approach- this approach 3. use of predictor viables- this methos uses pat know as successor planning takes into employment levels to predict future consideration the different components of old requirements. plan and increase them. 4. simulation- it is technique for the testing of Common weaknesses in HRP: alternative on mathematical models representing the real world situation. 1. Over-planning- a plan likely to fall through an inherent weakness of having covered to many aspect of personnel management. THE IMPORTANT ELEMENTS IN STATEGIC HUMAN 2. technique overload- the use of many RESOURCE PLANNING techniques sometimes leads to the gathering of so much information. 1. organizational goals- the HRP process should be tied up with organizational strategic goals. 3. bias for quantitative- there are planners in HRP who sometimes make the mistake of being drawn 2. Human resource forecast- the second element towards emphasizing qualitative aspect of in planning process is the forecasting of human personnel management. resource needs based on business strategies, production plans. 4. isolation of the planners- when the top managers has a low regard for human resource 3. employee information- the third element in activities for the HR staff, they give little planning process is maintaining accurate encouragement to HRP activities. information 5. isolation from organizational objectives- when 4. human resource availability projections—the HRP is persued of its own sake or for narrow forth element in planning process is estimating viewpoint on concentrating HRD. the number if current employees 6. lack of line supervisor’s inputs- any plan to 5. analyzing and evaluating human resource gaps- develop and personnel to improved the condition the fifth element in planning process is comparing of work. what is needed with what is available in terms of number, mix, skills and technologies. STRATEGY EVALUATION AND CONTROL- the final requirements due to seasonal demand or increase component to the strategic management process customer orders. is that of strategy evaluation and control. SOFTWARE APPLICATION FOR HRM The advent of the different HRM software HUMAN RESOURCE INFORMATION SYSTEM application has made the human resource (HRIS) is any organized approach to obtaining managers’ functions for decision-making just a relevant and timely information on which to base click on the computer programs. human resource decisions. IMPORTANT ELEMENT IN STRATEGIC RESOURCE The major human resource functions are: PLANNING 1. STAFFING APPLICATIONS - Applicant recruiting SMART and tracking Systematic- Information must be systematically 2. HUMAN RESOURCE PLANNING APPLICATIONS- arranged and contain the needed data. This involves company specific applications in Management-Oriented- The information are determining future employee turnover, growth essential tools for effective manpower planning, rate and promotion patterns and other personnel retention, development and separation of movements. employees. This includes the ff application: Applicable- The data and information stored in file A. Work-force Profile Analysis-it refers to work- must be in applicable making human resource force labor supply and demand analysis or work- decisions. force profile analysis review. Result-Oriented The results from the information B. Work-Force Dynamic Analysis- Number of new and the decisions derived thereat must be both hires, transfer and promotions, Number still acceptable to management and employees' needed in the future and those employees who concern. The end results must contribute to are available to fill up Job openings in the future. greater company productivity and employees' satisfaction. C. Human Resource Planning for Decision-Making - This application pertains to information about Time Bound - Relevant human resource employees who are about to retire, job information are necessary for effective classification of employees for promotions and management of human resources. those departments that lack basic skills for the job. D. Performance Management Applications - HRIS IMPORTANT REPORT RELATED TO BUSINESS employee performance ratings, disciplinary OPERATION actions, work-rule violations and the daily productivity index could now be stored in the 1. ROUTINE REPORTS- These are human resource computer database as bases for management data summarized on scheduled bases, like current decisions. manpower status, regular employees, contractual employees, supervisors and managerial E. Training and Development Applications – These employees on a regular payroll. are used primarily to track down the need for employees training programs, courses to attend, 2. EXCEPTION REPORTS- This information may certified skills and educational qualifications. contain confidential data that are available only for Career applications assess the employees’ career managerial decision-making and needs immediate interest, work values and career goals. attention. F. Compensation and Benefits Applications – 3. ON DEMAND REPORTS Management may These includes payroll, job evaluation, salary demand some reports for analysis. This may planning and analysis of executive compensation pertain to productivity index, individual planning and management benefits. performance records, and other information that may lead to downsizing, and other personnel actions. 4. MANPOWER FORECAST applies to predictive models based on specific situations. This may cover increase or decrease in manpower CHAPTER 3 Recruitment- is the process of attracting the best individuals to join the company. Recruitment officer- must identify the knowledge, skills, and abilities that individual applicant must posses 2 major sources of candidates to fill the vacant position 1. internal source- these are the qualified candidates from the company and within the ranks of its present employees. 2. External source- The hiring from outside source is the management option. DIRREFERNT METHODS OF HUMAN RESOURCE RECRUITMENT 1. job posting- this is process by which internal recruitment is accomplish. 2. The word of mouth- This method is found to be effective in local situation. It is the one of the least expensive recruitment systems. 3. advertising media- one of the popular and often effective means soliciting applicants is advertising it through the media, like newspaper, magazines, radio and television. BLIND ADS- These are ads that do not reveal the identity of the company, instead they give a box number where the resume or pertinent paper will be forwarded. 4. Walk ins and unsolicited applicants- could be possible of outstanding employees. They are not, however, treated very seriously by human resource department. 5. campus or university recruitment- college are undisputable sources of talent for organization to tap. 6. job fair and open house- are popularity increase as recruitment sources. The organizational representatives of the company gather and interview several applicants. 7. Government agencies- some local government have their placement offices look for possible employments for their constituents. 8. Radio and television- are now used as mediums for manpower recruitment. 9. the internet- become another source of employment opportunities. Company profiles and job placement could eventually come into the internet