Human Resource Employee Staffing and Development PDF

lOMoARcPSD|37050960 Human Resource Employee Staffing and Development Human Resources Management (Polytechnic University of the Philippines) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university...

lOMoARcPSD|37050960 Human Resource Employee Staffing and Development Human Resources Management (Polytechnic University of the Philippines) Scan to open on Studocu Studocu is not sponsored or endorsed by any college or university Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 Republic of the Philippines POLYTECHNIC UNIVERSITY OF THE PHILIPPINES College of Social Sciences and Development Department of Psychology INSTRUCTIONAL MATERIAL FOR HUMAN RESOURCE EMPLOYEE STAFFING AND DEVELOPMENT PSYC 3053 Compiled By: Charlon T. Agos, MP John Mark S. Distor, Phd, Rpm Geraldine F. Santos, MA, Rpsy, Rpm Felicitas C. Trinidad, MP, Rpm 1 Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 INTRODUCTION In the Philippines, and even in the rest of the world, the practice of Human Resource Management is rapidly evolving to assume a more pervasive role in the society. After an organization's structural design is in place, it needs people with the right skills, knowledge, and abilities to fill in that structure. People are an organization's most important resource, because people either create or undermine an organization's reputation for quality in both products and service. In addition, an organization must respond to change effectively in order to remain competitive. The right staff can carry an organization through a period of change and ensure its future success. Because of the importance of hiring and maintaining a committed and competent staff, effective human resource management is crucial to the success of all organizations. TABLE OF CONTENT Week 1 Introduction to the Course Content 1 Week 2 Evolution of Personnel Administration 3 Week 3 Human Resource Planning 10 Week 4 Human Resource Planning 10 Week 5 Staffing 21 Week 6 Performance Appraisal 26 Week 7 Performance Appraisal 26 Week 8 MIDTERM EXAMINATION Week 9 Designing Training and Development Program 35 Week 10 Designing Training and Development Program 35 Week 11 Evaluation of Training and Development Program 46 Week 12 Evaluation of Training and Development Program 46 Week 13 Organizational Development 52 Week 14 Organizational Development 52 Week 15 Position Classification and Salary Administration 63 Week 16 Collective Bargaining and Industrial Relations 67 Week 17 FINAL EXAMINATION References 70 2 Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 WEEK 1: INTRODUCTION TO THE COURSE CONTENT, ACTIVITIES AND REQUIREMENTS. Course Title : HUMAN RESOURCE EMPLOYEE STAFFING AND DEVELOPMENT Course Code : PSYC 3053 Course Credit: 3 Units Course Description: A study of plans, policies, strategies, and techniques in designing development and training program in the company. Forecasting methods and techniques are studied in relation to manpower needs, weakness and potentials. Institutional Programs Outcomes Course Objectives Learning Outcomes Creative and Critical ¥ Demonstrate theoretical ¥ Discuss the personnel Thinking knowledge in human resource administration and its Effective Communication development specifically, impact to modern day a. Demonstrate an practices. understanding of theories, principles, concepts, and skills ¥ Describe the in personnel administration, importance of b. Develop and sustain studying the evolution arguments about established of personnel functions principles in Human Resource planning, ¥ Distinguish the basic c. Critically evaluate the approaches to human established principles in resource planning. staffing, d. Comprehend and evaluate ¥ Apply the technical new information related to concepts, basic human resource development principles, and tools (e.g., theory, concepts, data) in recruitment and that may be presented in selection. various forms and from various sources ¥ Identify the ¥ Demonstrate knowledge of the significance, benefits, methods of performance and limitations of appraisal inquiry specifically, performance e. Understand and explain the appraisal. main organizational development, ¥ Apply ethical f. Critically evaluate the considerations and appropriateness of different 1 Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 approaches to problem solving standards in in the field, and designing training g. Apply this knowledge to make and development judgments and create program. approaches to solving problems in an applied or an ¥ Evaluate the training employment context. and development Strong Service ¥ Apply psychological theories programs. Orientation and methods; specifically, Passion to Life-Long ¥ Understanding the Learning a. Correctly apply the theories, Sense of Nationalism principles, concepts and skills nature and content, and Global in psychology in an conceptual bases, the Responsiveness employment context, process, action Community ¥ Undertake research using the planning and Engagement installing a program Adeptness in the knowledge and skills in human resource development, and monitoring for Responsible Use of organizational Technology and communicate the results of such research to both development High Level of Leadership and specialist and non-specialist Organizational Skills audiences. ¥ Undertake further training for developing existing skills and acquiring higher level competencies either through formal graduate education or in an employment context. Sense of Personal ¥ Demonstrate understanding of and Professional the ethical dimension of the Ethics use of human resource development theories and methods. COURSE GRADING SYSTEM Class Standing 70% ¥ Quizzes ¥ Attendance ¥ Recitation ¥ Projects/Assignments/Seatwork/Special Report ¥ Midterm / Final Examinations 30% 100% Midterm Grade + Final Term Grade = FINAL GRADE 2 2 Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 WEEK 2: EVOLUTION OF PERSONNEL ADMINISTRATION I. LEARNING OBJECTIVES At the end of this lesson you should be able to: 1. Understand the evolution of personnel administration and their functions. 2. Identify the modern movement. 3. Identify the characteristics of industrial revolution. II. INTRODUCTION The need for a more efficient, economical and equitable management of the human resources in business and industry has never been as pronounced as it is today. This need has been brought about by factors which inevitably affect not only the establishment structures and ways of doing things within the personnel area but also by the more meaningful and substantial task of managing the organization9s most important asset the human resource. III. LESSON PROPER Medieval guilds in Europe The beginnings of employer-employee relations as these are known in the industrially advanced nations of the world today date back to the European Middle Ages with the organization of the trade guilds. The guild was an association of men belonging to the same trade or engaged in similar pursuits. They had interests or aims in common and they formed the guilds for mutual aid, protection, and benefits for its members. Among the trade guilds were the merchant guilds and the craft guilds. These guilds gained prominence in England during the fourteenth century and were really small cottage industries carried on in the households of the individual craftsmen. The guilds were chartered by the town government or by the king for the purpose of establishing apprenticeship rules, quality standard, prices, and conditions of work. They were organized to preserve a monopoly of the tradesmen9s calling. They had control over the selection of their members, their training, compensation, and development. The guilds paved the way for the beginning of modern manpower management The merchant guilds were composed of storekeepers, merchants, and builders who carried on trade in the town and nearby villages. The trader dealt with his customers and his employees directly. The crafts guilds were composed of masters, journeymen, and apprentices engaged in shoemaking, weaving, baking and similar trades. The masters exercised tight control over the association and decided who were to be admitted as apprentices or who were to be allowed to undergo training in the crafts. Stages of Development in the guild System In terms of development, a worker starts out as an apprentice. Under the apprenticeship system, the master craftsman and the parents of the apprentice signed an agreement whereby the master assumed responsibility for providing food, clothing, and lodging for the apprentice. The master pledge to teach his apprentice the techniques of the trade, to give him social advantages, 3 Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 and in some cases, provide for his schooling and even a small wage. The period of apprenticeship carried from four to ten years, depending upon the nature of the trade, before the trainee could become a journeyman or full workman. After completing his apprenticeship, he becomes an artisan, a man skilled in the trade, sometimes called journeyman. They also have the authority to practice their trade alone or to be employed by a master craftsman on a wage basis. The ultimate goal is for the journeyman to set up a shop of his own and become a master craftsman himself. Full ownership in the craft guild was attained exclusively by an artisan who had passed through the successive stages of apprenticeship, journeyman, and master craftsmanship. The Industrial Revolution The development of modern personnel management may be said to have started with the introduction of the factory system of production during the industrial revolution of the late eighteenth and early nineteenth centuries. The radical changes brought about by the industrial Revolution in terms of production and distribution created far reaching effects on social organization, economic relationships, and political philosophy. At first, labor was regarded as a mere commodity that could be acquired or disposed of like any other chattel or property governed by the law of supply and demand. When machines were invented, the workers employed to operate them were considered parts of these machines; hence the idea arose that labor was a machine, an operating organism capable of a certain amount of output. What was the industrial revolution? The industrial revolution was the age that followed the invention of machines which supplanted human labor in factories and on farms and sharply changed the methods of production and distribution of goods. It accelerated the movement to capitalize business and industry and to manufacture goods on a scale and at a speed never known before. It led to the organization of the modern factory system with emphasis on machines, methods, money, and large-scale and high-speed production and marketing. Before the industrial revolution, the production of goods depended entirely upon the manual skill of relatively few workers who underwent many years of apprenticeship under the master craftsmen. With the advent of the industrial revolution, the old home industries owned and operated by craftsmen were replaced by machines and factories. The hand tools used by workers and craftsmen who had acquired their skills through long years of patient apprenticeship were replaced with small machines operated by young boys and girls who became qualified workers after a relatively short period of training. Now, semi-skilled workers employed to operate machines received much higher pay than the skilled workers of the past who then only depended upon their manual skills. The essence of the Industrial Revolution was the transfer of skill from the hands of the master craftsman or journeyman to the machine. Significance of Mechanical Inventions 4 Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 The mechanical inventions, such as the power loom, the steam engine, and the spinning jenny, laid the foundation for the rapid development of large-scale or mass production, giving rise to the development of the factory system which replaced the small home shops. The establishment of factories led to the migration of workers from rural to urban areas and the concentration of workers around the factory sites, thereby giving rise to problems in psychological and social relationships. By grouping worker together in large numbers and standardizing methods of production and distribution, management was able to cut down production costs radically and new markets were opened locally and overseas. In turn, these expanded outlets necessitated the establishment of more factories the increased production of goods, and the creation of new services. The resulting changes and development in the social economic, and political structures of communities caused greater demands for new products. The building of more factories gave rise to the growth of industrial centers, and the latter spawned more industrial relations problems. The concentration of population in industrial areas gave birth to serious problems in group social relationships, adjustment, and tolerance. As industries expanded, workers with varied social, educational, economic and political background settled in these industrial areas. The construction of roads and bridges facilitated transportation and travel, thus creating the need for faster and more efficient means of transportation. Social problems in industry began to be felt by factory owners as workers increased in number and employers became less familiar with their workers. Low wages, long hours of work, and the poor conditions of workers caused serious social and economic problems. Certain abuses perpetrated by factory owners and foremen on the workers gave rise to industrial disputes. However, with the rise of democratic ideas and the increasing protection of labor through government intervention, the workers learned to assert their rights and demanded for more benefits from management. To protect their interests, workers organized themselves into labor unions and demanded higher wages and better working conditions. Development of personnel functions As stated earlier, when business was still carried on a small scale, all major functions of the enterprise were handled by the owner 3 manger. As business firms increased in size, it became necessary for personnel functions to be handled by a separate department, serving as a staff to line management. The history of management 3 labor relations shows the policies, techniques, and methods of personnel administration have gradually developed into specialized functions. In recent years, policies and programs related to management-labor relations have increased so much that specialization along these functions has become necessary. For instance, the growth of labor unions and the enactment of labor laws have necessitated specialists in the field of labor relations. Personnel management includes a wide range of functions. Although the details of implementation differ among companies, the general profile of personnel functions is a much the same among the more progressive ones. Likewise, the scope and application of personnel management vary depending upon the size of the firm, the nature of the business or industry, the complexity of operations, the qualifications of the personnel staff, the attitude and support of top management, and the company9s relations with the union. Also influencing the scope of the personnel functions are such other factors as the state of the labor market, the prevailing economic conditions in the areas, and the presence or absence of competition. 5 Downloaded by Sienna Sloan ([email protected])  lOMoARcPSD|37050960 These functions, to be sure, are in the nature of services which enable line supervisors and top management to