CHAPTER-1-HRM PDF

FUNCTIONS OF A MANAGER Planning development It is the determination in advance of a personnel program that It is concerned with training employees to increase their skills will co...

FUNCTIONS OF A MANAGER Planning development It is the determination in advance of a personnel program that It is concerned with training employees to increase their skills will contribute to goals established for the enterprise. necessary for proper job performance. Organizing This is the process of changing employee behavior and/or It is designing the structure of relationship among jobs, attitudes through some type of guided experience. personnel and physical factors. “An organization is a means to an end.” Compensation Staffing This function is defined as the adequate and equitable Staffing may be defined as the process of hiring and developing remuneration of personnel for their contributions to organization the required personnel to fill in the various positions in the objectives. organization. Directing Integration / Labor Relations Directing means getting people to go to work willingly and It is concerned with the attempt to effect a reasonable effectively. reconciliation of individual, societal, and organizational Controlling interests. It is concerned with regulating or monitoring activities in It rests upon a foundation of belief that significant overlapping accordance with the plan, which in turn was formulated on the of interests do exist in our society. basis of an analysis of fundamental organization goals. Maintenance It is concerned with keeping up and maintaining a willing and Human Resource Management able work force. is the programs, policies and practices for managing an Separation organization’s workforce It is concerned with returning the citizen in as good shape as as defined by Edwin Flippo, it means – the planning, organizing, possible. directing, and controlling of the procurement, development, Since most people do not die on the job, it is the compensation, integration, maintenance, and separation of human responsibility of the organization to meet certain requirements resources to the end that individual, organizational and societal of due process in separation. objectives are accomplished. Management Functions CHAPTER 1 – ASPECT OF HISTORY planning Challenges of Modern HUMAN RESOURCE Management organizing - Changing mix of workforce/diversity directing - Changing personal values of the work force controlling - Changing expectations of citizen-employees Operative Functions: - Changing levels of productivity/globalization - Changing demands of government Procurement It is concerned with the obtaining of the proper kind and From Mechanics to Social Responsibility number of personnel necessary to accomplish organization Significant aspects of the history of personnel management: goals. - Mechanical approach toward personnel It deals specifically with: - Paternalism - Recruitment - Social system approach - Selection, and - placement Mechanical approach toward personnel Obligations of the Personnel Manager ❖ ensuring that expectations concerning the quality of work The “basic approach” which is also labeled “mechanical” has life are met also been called “commodity approach” or the “factor-of- ❖ ensuring that the organization is in compliance with production concept” = these titles are descriptive of the attitude appropriate laws and regulations affecting employees that assumes that labor must be classified with capital and land ❖ participating in the design and executions of periodic social as factor of production to be procured as cheaply as possible audits and utilized to the fullest. ❖ Social audit – a commitment to systematic assessment of Closed-system –the firm is sheltered from outside forces such and reporting on some meaningful, definable domain of a as government or labor unions that might attempt to interfere company’s activities that have social impact. with the mechanistic approach to personnel. assumes that personnel are controllable, THE CONSITUTIONAL AND LEGAL FRAMEWORK predictable, and interchangeable. The Constitutional and Legal Framework Problems caused by mechanical approach: “An ounce of prevention is better than a pound of cure.” Technological unemployment It is the responsibility of management to become educated in labor laws. Security Labor organization Ignorance of the law excuses no one Decreased pride in work Police power of the state = the right of the state to regulate labor Paternalism – is the concept that management must assume a fatherly relations for the general welfare and to maintain industrial peace. and protective attitude toward employees. The Constitutional Basis Social System Approach Article II, Section 8 Bases of Corporate Social Responsibility The State affirms labor as a primary socio-economic force. Long-run profit maximization and social responsibility are It shall protect the rights of workers and promote their welfare. substantially similar concepts. The changing ethics of business managers are in Article XIII, Section 3 concordance with the changing norms of society. Protection of labor regarding: Firms will prepare a list of goals in order of priority with non- - Full employment economics social values being included. - Equality of employment opportunity Firms will be socially responsible to the degree they - Rights to organization and strike perceive power threats in the environment. - Security of tenure - Humane conditions of work - Adequate compensation - Inclusion in the decision making Article 211 Health, Safety and Social Welfare Provisions The employees have guaranteed rights to self-organization Labor Code requires the employers the following: First-aid medicines and equipment in the establishment Labor Code Must hire an RN when number of employees exceeds 50 but not more than 200 1. Pre-Employment When number of employees exceeds 200 but not more than 300, 2. Human Resources Development Program the company is required to hire a full-time RN, part-time physician 3. Conditions of Employment and dentist and an emergency clinic 4. Health, Safety and Social Welfare Benefits When the number of employees exceeds 300, the employer shall 5. Labor Relations hire a full-time physician, dentist, RN, as well as clinics. 6. Post-Employment Employee Compensation and State Insurance Fund Employer – includes any person acting in the interest of the employer Tax exemptions on employees with dependents directly or indirectly Government Insurance: GSIS (Government Security Insurance System) Employee – includes any person in the employ of an employer SSS (Social Security System) PhilHealth Kinds of Employees PAG-IBIG Managerial employee – is one who is vested with powers or Labor Relations prerogatives to lay down and execute management policies and or It is defined as the aspect or quality that holds together the social hire, transfer, suspend, layoff, recall, discharge, assign, or partners, labor and capital in the attainment of their mutual goal – discipline employees. just and equitable pay and treatment and fair return on investments. Supervisory employee – is one who, in the interest of the employer, effectively recommends such management actions if the Penalties exercise of such authority is not merely routinary or clerical in Sexual harassment is a criminal offense and is punishable by law: nature but requires the use of independent judgment. Imprisonment of not less than 6 months A fine of not less than P10,000 nor more than P20,000 Rank and File Employee – is one not falling under any of the Plus, payment for damages preceding definitions of managerial or supervisory employee. JOB ANALYSIS Types of Employment (Art. 280 of Labor Code) Job analysis – the process of obtaining information about jobs by determining their duties, tasks, or activities. 1. Regular 2. Project Sources of Job Analysis Data/ methods of collecting data 3. Casual >Interviews 4. Probationary >Questionnaires 5. Fixed Contract Employee as settled in jurisprudence >Observation >Diaries JOB DESCRIPTION – a statement of the tasks, duties and responsibilities of a job to be performed. Methods used to collect job analysis data and analyze it: Parts of a Job Description: Functional job analysis Position analysis system Job Title – Job identification The critical incident method Job Statement – Brief listing of major job duties A task inventory analysis Essential Functions – Essential functions and responsibilities A competency-based job analysis Job Specifications – Job specifications and requirements Job design – an outgrowth of job analysis that improves jobs through Problems with job descriptions: technological and human considerations in order to enhance organization efficiency and employee job satisfaction. If they are poorly written, using vague rather than specific terms, they provide little guidance to the jobholder. Four elements of job design: They are sometimes not updated as job duties and specifications change. They may violate the law by containing specifications not related to job success. They can limit the scope of activities of the jobholder, reducing an organization’s flexibility. To write clear and specific job descriptions Make sure to use statements that are terse, direct, and simply worded. The term “occasionally” is used to describe duties that are performed once in a while. The term “may” is used in connection with duties performed only by some workers on the job. Industrial engineering - a field of study concerned with JOB SPECIFICATION – a statement of the specific knowledge, skills analyzing work methods and establishing time standards. and abilities of a person who is to perform a job needs. Job design – an outgrowth of job analysis that improves jobs through technological and human considerations in order to Job Analysis: The cornerstone of HRM functions enhance organization efficiency and employee job satisfaction. Ergonomics – the process of studying and designing equipment and systems that are easy and efficient for people to use and that ensure their physical well-being. Job Characteristics Model: Designing Jobs to Motivate Employees Job crafting – a naturally occurring phenomenon whereby employees mold their individual tasks to fit their individual strengths, passions and Job Characteristics Model – a job design theory that purports motives better. that three psychological states of a jobholder result in improved Employee engagement – a situation in which workers are work performance, internal motivation, and lower absenteeism enthusiastic and immersed in their work to the degree that it improves and turnover. the performance of their companies. Dejobbing -- refers to a process of structuring organizations not The three psychological states: around jobs but around projects that are constantly changing. (1) experiencing meaningfulness of the work performed, (2) responsibility for work outcomes, and Designing work for employee teams (3) knowledge of the results of the work performed Employee teams Five job characteristics produced by the three psychological states: Virtual teams 1. Skill variety Employee teams– an employee contributions technique whereby 2. Task identity work functions are structured for groups rather than for individuals 3. Task significance and team members are given discretion in matters traditionally 4. Autonomy considered management prerogatives. 5. Feedback Teamwork embraces the concept of synergy. Job designs to motivate employees Synergy occurs when the interaction and outcome of team members is greater than the sum of their individual effort. Achievement Recognition Synergistic team characteristics: Growth Support Responsibility, and Listening and clarification Performance Disagreement Consensus Employee Empowerment – granting employees power to initiate change, Acceptance thereby, encouraging them to take charge of what they do. Quality Additional tips for employee empowerment: Participation Forms of Employee Teams: Innovation Cross-functional team Access to information Project teams Accountability Self-directed teams Task-force teams Process-improvement teams ❖ Virtual team – a team that utilizes telecommunication technology to link team members who are geographically dispersed - often worldwide across cultures and across time zones. The following are the characteristics identified with successful Compressed workweek teams: A commitment to shared goals and objectives The following are the reasons managers have cited for implementing Motivated and energetic team members compressed workweek: Open and honest communication Shared leadership Recruitment and retention of employees Clear role assignments Coordinating employee work schedules with production schedules A climate of cooperation, collaboration, trust and accountability Accommodating the leisure time activities of employees while The recognition of conflict and its positive resolution facilitating employee personal appointments –medical, dental, financial Flexible Work Schedules Improvements in employee job satisfaction and morale Flextime ❖ Job sharing – the arrangement whereby two part-time employees Compressed work week perform a job that otherwise would be held by one full-time Job sharing employee. Telecommuting “The KEY to make it work is good communications.” ❖ Flextime – flexible working hours that permit employees the option of choosing daily starting and quitting times, ❖ Telecommuting – use of personal computers, networks, and other provided that they work a set of number of hours per day or communications technology such as fax machines to do work in week. the home that is traditionally done in the workplace. How to request a flexible work schedule: 1. Investigate 2. Be professional 3. Write it out 4. Promote yourself 5. Anticipate questions 6. Propose a review