Human Resource Management Learning Module

Learning Module in Human Resource Management Adjie V. Segovia Instructor  Course Overview Course No. BAC-HRM 201 Course Code BA 2-1-2, BA 2-2-2, BA 2-3-2, BA 2-4-2 Descriptive Title Human Resource Management Credit Units 3 S...

Learning Module in Human Resource Management Adjie V. Segovia Instructor  Course Overview Course No. BAC-HRM 201 Course Code BA 2-1-2, BA 2-2-2, BA 2-3-2, BA 2-4-2 Descriptive Title Human Resource Management Credit Units 3 School Year/Term 2020-2021 Mode of Delivery Modular Instruction/Blended Learning Name of Adjie V. Segovia Instructor/Professor Course Description This course focuses on the various activities embedded in managing human resources. This explains the terms, concepts, theories and processes related to those activities. The theories are applied through analysis of different cases involving human resource problems which will serve as a practical application of human resource practices in the real work. Course Outcomes At the end of this course students must have: 1. Understand the concept of Human Resource Management and its major function; 2. Perform the basic HRM functions through various activities and case scenarios; 3. Appreciate the advantages and benefits organizations can reap by practicing and implementing the major Human Resource Management functions. SLSU Vision A high quality corporate University of Science, Technology, and Innovation. SLSU Mission SLSU will develop science, technology and innovation leaders and professionals, produce high-impact technologies from research and innovation, contribute to sustainable development through responsive community engagement programs, and generate revenues to be self-sufficient and financially viable.  Module Guide This learning module is designed to ensure effective and realistic learning mainly for the Bachelor of Science in Business Administration students of Southern Leyte State University - Tomas Oppus. This module contains several parts which include Pre-Assessment, Topic Objectives, Activating Prior Knowledge (Let’s Look Back!), Active Reading (Let’s Learn!), Enabling Activities (Let’s Try This!) and Main Task (Let’s Do This!). To establish an active interaction with this module, you are encouraged to observe and perform the task for each part. Pre-Assessment: On this section, you will answer a multiple choice type of test to determine your pre-existing knowledge of the topic Topic Objectives: It states the learning outcomes--what you will be able to do at the end of the module as a result of the teaching-learning activities. Keywords: On this section, you are encouraged to write the key terms which you found in the module.. Let's Look Back: On this section, you will answer practice exercises in preparation for completing the main task. Let's Learn: On this section, you are encouraged highlight important words or texts; or write your thoughts or questions to a concept or word; or take note. Let's Try This: On this section, you will answer practice exercises in preparation for completing the main task. Let's Do This: On this section, you will perform the activity as directed to demonstrate your understanding or skill in diverse topics. Module 1: Introduction to Human Resource Management Lesson 1 Lesson 2 Background of Job Analysis Human and Job Design Resource Management  LESSON BACKGROUND OF HUMAN RESOURCES 1 Intended Learning Outcome 1. Explain the importance and functions of Human Resource Management. 2. Recognize major factors that affect Human Resource Management. Keywords Let’s Look Back! Direction: Make a short discussion about the four management function. Write your answer on the space provided. _____________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________  Let’s Learn! What is Human Resource Management (HRM)? Human resource management emerged in the late 70s as a reaction against a more functional approach embodied in personnel management. The change was also accompanied by a fundamental shift in management views of its employees. Employees were no longer viewed as a group of individuals who needed to be closely supervised and managed, but rather, as a collection of human resources to be valued as a distinctive source of competitive advantage. Human Resource Management is that management function concerned with making sure that the human component of the organization is able to achieve the goals assigned to it. This directly talks about how the management develop and maintain a competent workforce to achieve organizational effectiveness. Among the 5 Ms of management, i.e. (men, money, machineries, materials and methods), HRM addresses the first M, which is men. It is believed that “men” is the most difficult to manage. This is because among the 5 Ms this possesses the power to manipulate the other Ms. Whereas the other Ms do not have the power to think and decide for what is good for them. CENTRAL FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Training and Staffing Motivation Maintenance Development One of the functions of HRM is staffing which refers to locating competent employees and getting them to work for the organization. This is an important function of HRM since it involves planning and acquisition of manpower (best asset) of an organization. Staffing involves these activities: strategic human resource planning, recruitment and selection. With the tremendous changes in technology, e-commerce, body of new knowledge, competitive advantages, and total quality management, and good governance, companies saw the need to train and develop employees to level up and keep abreast of these new trends. With these facts, organization should continuously adapt this T&D function of human resource management. Training and development refers to the official and ongoing educational activities within an organization designed to enhance the fulfillment and performance of employees. Included in the central function of training and development is employee orientation. To activate, sustain and direct behaviors of every worker in an organization, motivation is needed. It is the task of the management in arousing and maintaining the interest of its employees to work willingly and enthusiastically to achieve the company’s goals. The major activities included in this central function are: motivation and job design, performance evaluation, rewards and compensation, and employee benefits. Maintenance is that function of HRM that insures employee retention and the motivation for more and better productivity. Included in the maintenance function are: safety, health, and communication program. External Environment of HRM No organization, or any of its units, operates without getting affected by other organizations or units. HRM is not an exception. This most likely would require adjustments in HRM operations. 1. Economic Forces The pursuit of survival and growth would mean changes in the way organizations perform their activities. This will require the use of economic concepts of efficiency and effectiveness. But what is effective and efficient today may no longer be so tomorrow. In this case, some adjustments may have to be made like retiring or transferring those who could no longer be retrained. Globalization is an example of strategies adapted by the world’s economic institutions. This has affected the way businesses around the world are conducted. Surely, changes in HRM practices became inevitable. 2. Government Legislation The conduct of operations of organizations is regulated, in many aspects, by government legislation. This includes HRM activities. There is a long list of laws, rules, and regulations promulgated by the government and which affect HRM. HRM must respond to all of them in ways that will allow them to attain the organization’s targets. 3. Advancement in Technology Survival and competition among and between organizations require the adaptation of the most useful advances in technology. The application of technology in the workplace modifies or alters the way work is done. Improvements in technology often results to a reduction in the number of employees currently working. On top of that concern is the necessity of providing training who will handle the new machines, or those who will have to execute the new method of doing work. 4. Labor Unions In one way or another, labor unions have reduced management prerogatives regarding some aspects of employment terms. Labor Union – is an organization formed to represent the interest of workers in bargaining with employers for contracts concerning wages, fringe benefits, and working conditions. Spelled out in the contract of labor are important items that constrain management from making decisions unilaterally. 5. Management Thought The practice of HRM has been largely influenced by eminent thinkers. They were able to formulate theories as a result of extensive research. These pioneers have contributed their share in shaping the world of management including HRM. Examples:  Henry Fayol (1916) – laid down the five building blocks of management thought: (planning, organizing, command, coordination, and control) and fourteen other management principles.  Frederick Taylor – espoused “scientific management” as a solution to finding better worker productivity. Scientific management refers to the development of performance standards on the basis of systematic observation and experimentation.   The team of researchers headed by Elton Mayo and Hawthorne studies (1924) found out that the relationship between supervisors and workers greatly affects productivity. Personnel Management VS. Human Resource Management In the beginning, personnel management is confined to activities, such as recruitment, training, remuneration and discipline. But as the years passed, pressures and concerns on survival and growth became prominent which led to a wider scope than traditional personnel management activities. HRM is now viewed as composing the following: 1. Personnel Management Activities 2. A view that regards a. People as the major organizational asset, and b. Workers as instinctively willing and able to be developed 3. Integration of the personnel management functions into the strategic management of the organization. ORGANIZING THE HRM DEPARTMENT The HRM department is the unit assigned to implement the organization’s HRM policies. Its size and structure depend on several factors such as: 1. Available resources – In a small firm, the HRM function is performed by a single individual, i.e., the owner-manager. The bigger the resources of the organization, the more elaborate its HRM department is. 2. Number of company employees – Some organizations, maintains a specific number of HRM staff based on the number of company employees. 3. Philosophy of management – the basic beliefs of management regarding the importance of the role of the HRM department is also a relevant factor. LESSON JOB ANALYSIS AND JOB DESIGN 2 Intended Learning Outcome 1. Explain the importance of properly designing a job. 2. Distinguish job description and job speciification. Keywords Let’s Look Back! Direction: List at least two challenges facing today’s human resource managers. Elaborate your answer by giving examples.  Let’s Learn! A. Job Design What is Job Design? Job design is the process of structuring work and designating the specific work activities of individuals to achieve certain organizational objectives. It addresses the basic question of how the job is to be performed, who is to perform it, and where it is to be performed. The objective is to develop requirements of the organization and the technology that satisfy the personal and individual requirements of the job holder. Importance of Job Design It can impact employee performance. There are some jobs where employee motivation is a crucial factor to performance, and the right motivation may be a result of good job design. It can affect job satisfaction. A good job design creates a job that is most likely convenient to workers and would definitely result to satisfaction. A good job design may help reduce turnover and absenteeism, amd these may be ttranslated to a reduced cost of staffing. It can affect a worker both physically and mentally. Improperly designed jobs may result to problems like loss of hearing, backpains, cramps, and the like. In designing jobs, the following aspects must be carefully considered: 1. Job Specialization, Enlargement and Enrichment Job specialization requires a worker to concentrate on one particular type of work, labor costs are reduced in several ways. Because of it, high speed and low-cost production in factories and offices were made possible. Job enlargement is the grouping of a variety of tasks about the same skill level. The grouping is in horizontal in nature. Job enrichment is a method of giving an employee more responsibility that includes some of the planning and control necessary for job accomplishment. It satisfies the need for growth since the employee has a hand in decision-making. 2. Psychological Components In designing jobs, the psychological aspects must be taken into account. The objective is to improve the quality of work life, job satisfaction, and motivation of employees. For it to be achieved, the content of the job must be reasonably demanding, must provide some variety, worker must be allowed to have some minimal area of decision-making that he can call his own, should be provided with social support and recognition, and must be made to feel that performing his job well leads to a desirable future. 3. Ergonomics and Work Methods Ergonomics is the study of the relationship between people at work and their working conditions, especially the machines they use. The use of ergonomics has contributed a lot in the sense that there will be less hassle, stressors and fatigue will be reduced. It is useful in an organization in the sense that things/equipment inside the office will be managed and placed properly. METHODS PURPOSE Flow Diagrams/Flow To analyze movement of individuals and material Process Charts Activity Chart To analyze activity of humans and machines and crew activity Micro-motion Charts To analyze body movement 4. Motivation and Incentive Systems In designing a job, there is a need to consider motivation and the incentive systems that an organization can provide to workers to activate good performance of each worker in each job. Money is one powerful motivator and can be used in the form of bonuses, gain sharing and incentive systems. Bonuses are given in cash or stock options and mostly used for motivating executives. Gain sharing are rewards given to employees when the organization has improved its performance. 5. Work Schedule The quest for improvements in productivity and reductions in cost lead organizations to adapt schedules that is different from the traditional ones. These alternative work schedules consist of flex-time, compressed workweeks, and part- time employment.  a. Flex-time is a work scheduling system in which workers are required to work a number of hours per week but are free, within limits, to vary the hours of work. Its main feature is that workers are given an opportunity to choose a schedule that is more convenient to them. b. Compressed Workweeks is an arrangement that calls for performing one week’s work in less than five days. Examples of forty-hour compressed workweeks are as follows:  Four days with ten hours of work per day;  Three days with twelve hours of work per day;  Four and one-half days with nine-hours of work for four days and four hours of work for the fifth day. c. Part-time Employment is used for the usual reason which is economics, as some cannot afford to maintain employees on a full-time basis. On the side of the labor force, the availability of part-time jobs make it possible for many people to work without neglecting some important responsibilities. B. Job Analysis Individuals are more at ease in performing their jobs if they are informed in advance about the duties, responsibilities, and accountabilities of their individual jobs. This is possible if an analysis of the job is made. It done by a job analyst. Job analysis is defined as the procedure of determining the duties and skill requirements of a job and the kind of person who should be hired for it (Dessler, 2010). This can be done through this process shown in a diagram below:  JOB ANALYSIS PROCESS STEP 1: Provide a broad view of how each job fits into the total fabric of the organization. This is to determine how the Examine the total data will be used in HR planning. STEP 1 organization and the fit of each job STEP 2: In this step, the firm identifies and formulates the goals of the job analysis. It determines how the job analysis will be STEP 2 Formulation of objectives. used. STEP 3: Since it is usually too costly and Selection of job to be STEP 3 analyzed. time consuming to analyse every job, a representative sample of jobs needs to be selected. STEP 4 Actual conduct of job analysis using acceptable STEP 4: The actual gathering needs techniques. considerable time and effort since the data include the feature of the job, the proper Preparation of job STEP 5 description and job attitude towards the job, and the specification. characteristics of the employee who will perform the job. This is done through the use of acceptable job analysis methods. It can be done through interview, questionnaire, observation, logbook. STEP 5: After data gathering comes the time to write the job description for each job analysed. The job description lists the duties, responsibilities, reporting relationships, and the job specification for each job. Job specification refers to the minimum qualifications required by a particular job such as educational background, experience, skills, and abilities. A job description normally contains the following: 1. Job Title, 2. Duties to be performed 3. Distinguishing characteristics of the job, 4. Environmental conditions, and 5. Authority and responsibilities of the jobholder.  These documents are used in the following HR activities: a. HR Planning  During HR audit, the job descriptions of all jobs are reviewed. This review is necessary to assess which of the jobs are available, which jobs should be combined, and how many jobs may be needed in the future. b. Recruitment and Selection  It can be used in updating educational background of each employee and align to it the requirements of his/her work. A good job analysis can also validate and ensure good decision-making in recruitment and selection. c. Compensation  Compensation indicates how much money an employee is paid for doing a certain job based on the tasks and responsibilities attached to it. d. Training and Development  The HR department can identify the skills the employee should have to improve the job. e. Performance Appraisal  Performance standards are set during job analysis. This assessment can help supervisors set up better performance measures. f. Safety and Health  The information obtained can help HR department in eliminating health hazards to ensure work safety. g. Labor Relations  It is used to determine whether certain aspects of a job can be covered by union agreement and also helps in avoiding future conflicts between the management and the union.