PA 6: Human Resources Management - Philippines Civil Service PDF

**CHAPTER 1: PHILIPPINE CIVIL SERVICE SYSTEM** **CONSTITUTIONAL COMISSION** 1. Fiscal autonomy: Salaries may not be decreased. 2. Non-abolition, non-reduction by Statue (certain rights can't be abolish unless the law says it) 3. Independence: fixed 7-year term 4. May promulgate own proc...

**CHAPTER 1: PHILIPPINE CIVIL SERVICE SYSTEM** **CONSTITUTIONAL COMISSION** 1. Fiscal autonomy: Salaries may not be decreased. 2. Non-abolition, non-reduction by Statue (certain rights can't be abolish unless the law says it) 3. Independence: fixed 7-year term 4. May promulgate own procedural rules **POWERS & FUNCTIONS** ***1987 Constitution Article IX -B, Sec.3*** - Central Personnel Agency - Oversee the employee - Establish Career Service - Based on Merit - Strengthen Merit System - Adopt measures for public accountability - Submit to OP & Congress annual report - Promotion of morale civil service - Integrate HR development programs - work balance or salary increase. 1. CSC enjoys wide latitude of discretion and may not be compelled by mandamus. 2. Power to hear and decide administrative cases instituted before it directly or an appeal (i.e. appointment) Administrative Code of 1987 3. Original jurisdiction to head and decide a complaint for cheating in CSC examinations committed by government employees 4. Establish of a grievance procedure (appeal to higher for misjudgment), that decisions of lower-level officials be appealed to the agency head then to CSC. 1987 CONSTITUTION Article IX-B, Section 1(1) & section XI - B 2(1) **QUALIFICATIONS** **SCOPE** ---------------------------------------------------------- -------------------------------------------- Not election candidate in the election prior appointment Including GOCCs with original charters With proven capacity for public administration Embrace all branches and agencies of Gov't 35 years old at the time of appointment Natural - born Citizen COMPOSTION - Atty. Karlo Alexi B. Nograles - Chairperson - Atty. Allen Lourdes A. Lizada - Commissioner - Atty. Ryan Alvin R. Acosta - Commissioner HISTORICAL TIMELINE OF THE CIVIL SERVICE SYSTEM IN THE PHILIPPINES - **William Howard Taft** - American Colonization - He is an American who propose the CSC 1900 - 1905 1935 -1959 1975-1987 **CSC Agenda:** *"Asias leading center of excellence for strategic human resources and organization development by 2030"* and to make a *"Lingkod Bayani"* out of every civil servant. 1900 - 1905 **Rule Law no.5** established by the second Philippine Commission - March 16,1990 - An act for establishment of efficiency Formation of the **Civil Service Board** with a [chairman, Secretary, and Chief examiner ] **1905:** Reorganization into the **Bureau of Civil Service** 1935 - 1959 **1935:** **Merit system** enshrined in the Constitution **1959:** **Civil Service Law** Enacted Expansion of bureau: the 3 branches of the Government **Republic Act 2260** was passed, creating the **first comprehensive Civil Service Law.** 1975 - 1987 - **1975: The Civil Service Decree** - **Presidential Decree No. 807** redefined the commission's role as the central personnel agency of the government. - **1987: Constitutional Mandate** - The **1987 constitution** solidified the commissions mandate under Article IX-B - **Executive Order No. 292 (The administrative Code)** reiterated the principle of bureaucracy management and recognized government employees' rights to self-organization and collective negation. HR INITITIVES - **Recruitment** - hiring of high performing, competent, and credible civil servants through the Competency Based Recruitment and Qualifications Standards (CBRQS) - **Performance Management** - Performance review and appraisal through the Strategic Performance Management System (SPMS) - **Coaching** - Coaching to improve employee performance, as well as develop leadership skills of supervisors and managers. - **Learning and development** - direct training and personnel development interventions like leadership and HR through Civil Service Institute. - **Agency Accreditation** - They establish their own HRM and standard through PRIME - HRM *The CSC manages and develops the bureaucracy's most important - its people - through 5 HR Initiatives* MANDATE OF THE CIVIL SERVICE COMISSION (CSC) 1. **Enforce the merit system for all** levels and ranks in the civil Service 2. **Create, amend, and enforce rules** related to civil Service laws. 3. **Develop and implement policies, standards, and guideline** for efficient government personnel administration 4. **Set policies for position classification and compensation** in government service 5. **Issue binding opinions and rulings** on personnel matters 6. **Manage and supervise its official and employees** in accordance with the law 7. **Oversee Civil Service Examinations** and coordinate their conduct. 8. **Design and prescribe necessary forms** for examinations and appointments 9. **Declare key positions as confidential,** technical, or policy determining 10. **Develop programs to maintain a competent workforce** in the public sector 11. **Hear and decide administrative cases** and review decisions related to personnel matters 12. **Issues subpoenas for documents** during investigation 13. **Advise the president** on personnel management and report annually 14. **Handle appointments and personnel matters,** including service extension 15. **Inspect and audit personnel actions** across government agencies and apply sanctions when needed 16. **Delegate authority** for specific functions to relevant agencies 17. **Manager the government retirement program** and evaluate qualifications 18. **Maintain personnel records** for all Civil Service employees 19. **Perform all other functions** of a central personnel agency as required by law. CLASSES OF SERVICE Career Service \(a) based on merit and fitness to be determined, as far predictable, by competitive examinations; or \(b) based on highly technical qualifications, with opportunity for advancement to higher career positions and security of tenure **EXAMPLES OF CAREER SERVICE** 1. **Open career positions** - prior qualifications 2. **Closed career positions -** scientific/technical 3. **Career executive service** - undersecretaries, burau directors 4. **Career officers** - appointed by the President 5. **Positions on the APF** 6. **Personnel of GOCCs with original charters** 7. **Permanent laborers** - semi skills or unskilled NON - CAREER SERVICE Based by entrance of bases other than those of the usual test tenure limited to a period specified by law, or which is co - terminus with appointing authority or subject to his pleasure. **EXAMPLES OF NON-CAREER SERVICE** 1. Elective officials, and their personal staff 2. Department heads and officials of cabinet rank who hold office at the pleasure of the president 3. Chairmen and member of commission and buraus with fixed terms 4. Contractual personnel 5. Emergency and seasonal personnel **CHAPTER 1.2: HUMAN RESOURCE MANAGEMENT** **Human** - Refers to the skilled workforce in an organization **Resource** - Refers to limited availability of scarce **Management** - Heart of getting things done through people Refers how to optimize and make best use of such limited or scarce resources so as to meet the organization objectives. HUMAN RESOURCE MANAGEMENT - Is a management function concerned with hiring, motivating and maintaining people in organization. - It focuses on people - Is designing management systems to ensure that human talent us used effectively and efficiently to accomplish goals. - Personnel, people at work, manpower, staff, employee "Employing people, developing their resource, utilizing maintaining and compensating their services I tune with the job and organizational requirement." - **Adi Godrej** - "All corporates are dependent people" **Functions of Management:** POSDCORB (Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting) **GOALS OF HRM** 1. Ensures effective utilization and maximum development of human resources 2. Identifies and satisfies the needs of individuals 3. Achieves and maintains high morale among employees 4. Provides the organization with well-trained and well-motivated employees. **HOW CAN PEOPLE STAY IN ORGANIZATION** 1. Incentives, competitive compensation benefits 2. Good environment 3. Motivation 4. Comfortability **WHY DO PEOPLE LIVE IN AN ORGANIZATION** 1. Toxic environment 2. Crab mentality 3. Marites (avoid gossip) **CHALLENGES OF HRM?** 1. Individuals differ from one another 2. Customization of stimulation and motivation 3. Demanding personnel 4. Managerial: POSDCORB 5. Many structure **CHALLENGES TO HR PROFESIONAL?** 1. Worker productivity 2. Quality improvement 3. Changing attitude of workforce 4. The impact of the government 5. Quality of work-life 6. Technology and training FUNCTIONS OF HRM 1. Recruitment and selection 2. Performance management 3. Learning and development 4. Succession planning 5. Compensation and benefits 6. Human resource information system 7. HR data and analytics HISTORY OF HRM **SCIENTIFIC MANAGEMENT APPROACH (MID 1900S)** - Study motion and fatigue (take a break). - One best way to accomplish - Price-rate system - Welfare programmed - Failed to bring behavioral changes and increased in productivity **HUMAN RELATIONS APPROACH (1930 -40)** - Effects of social and psychological factors - Relations + respect = high productivity **HUMAN RESOURCE APPROACH (1960)** ***Principle*** - Employees are assets - Policies, programmes and practices - helps in work and personal development - Conducive environment NATURE OF HRM 1. **Inherit of Management -** selecting people, training, motivating, appraising their performance for improving their quality 2. **Pervasive function** - present in all levels of management in an organization 3. **Action oriented** - solve problem through rational (balanced) policies rather than record keeping 4. **People oriented** - HRM is all about people at work. Assign jobs, produce results, reward, motivate them towards improvement in productivity 5. **Future oriented -** effective HRM helps organization meets its goals 6. **Development oriented** - HRM develops full potential of employees through reward, training, job rotation. 7. **Integrating mechanism** - HRM maintains cordial relationship between people working at various levels in organization 8. **Comprehensive function** - workforce signifies people working at all levels. HRM differs with form and shape but the basic objective of effective utilization of human resource remains the same. 9. **Continuous function** - HRM is not a one-shot deal. It requires constant awareness and alertness of human relations in every operation. 10. **Basic on Human relations** - every person has different need, perception and expectations. The manager should give due attention to these factors. OBJECTIVE AND FUNCTIONS OF HRM SCOPE OF HRM 1. Union/ labor union 2. Compensation and benefits 3. Employee Assistance 4. Organizational development 5. Training and development 6. Selection and staffing 7. Design of the organization and job 8. Human resource planning 9. Personnel research and information system SCOPE (CAPACITY OF HRM) 1. Human resource planning - fill various position 2. Recruitment and selection - develop a pool (team) of candidates 3. Job design - define task, assign authority and responsibility 4. Training and development - helps in developing key competencies 5. Appraisal of performance - systematic assessment and evaluation of workforce 6. Motivation of workforce - developing enthusiastic workforce 7. Remuneration of employees - focuses on fair, consistent and equitable compensation 8. Social security and welfare of employees - working conditions, transport, medical assistance etc. 9. Review and audit of personnel policies - ensure reliable HR policies 10. Industrial labor relation - ensure health union management relationship, settlement of dispute. HUMAN RESOURCE DEVELOPMENT It deals with training and development of the employees in the organization HRD is the framework for helping employees develop their personal and organizational skills knowledge, and abilities. *Example: Manong ben who know how to CPR and write cases of accidents* - **Leonard Nadler** - HRD is a series of organized activities, conducted with a specialized time and designed to produce behavioral changes." - **M.M Khan** - HRD is the across of increasing knowledge, capabilities and positive work attitude of all people working at all levels in a business undertaking - **Prof. T.V Rao** - HRD is a process by which the employee of an organization is helped in continues and planned way" **WHAT IS THE NEED OF HRD?** - Even an organization that has reached its limits of growth, needs to adapt to the changing environment. **HRD SYSTEM MUST DEVELOPED** - The concept of development should cover not only the individual but also other units in the organizations - The team spirit and functioning in every organization unit - The organization's overall development health HRD FUNCTIONS The core of the concept of HRS is that development of human beings. Therefore, we should not be stagnant! The concept of development should cover not only the individual but also other units in the organizations. BENEFITS OF HRD 1. HRD provides unlimited benefits to the concerned organization 2. HRD makes people competent 3. HRD makes people committed their job 4. Improve the all-round growth of the employees 5. It also helps to create the efficiency culture in the organization WHAT IS THE STATUS OF HRD IN THE PHILIPPINES RELEVANT LAWS AND STATUES INVOLVING HRD - P.D 442 or the "LABOR CODE OF THE PH" - R.A 7796 or the "TESDA ACT OF 1994" - R.A 7877 OR THE "ANTI SEXUAL HARRASMENT ACT" - E.O 292 "ADMINISTRATIVE CODE OF 1987" **CHAPTER 2: HUMAN RESOURCES MANAGEMENT AND HRP** OBJECTIVES OF HRM 1. To help the organization reach its goals 2. To employ the skills and abilities of the workforce efficiently. 3. To provide the organization with well - trained and well-motivated employees 4. To increase employees job satisfaction 5. To develop and maintain a quality of work of life 6. To communicate with HR policies to all employees 7. To be ethically and socially responsible to the need of the society 8. To provide an opportunity for expression and voice in management 9. To provide fair, acceptable, and efficient leadership 10. To establish sound organizational structure and desirable working relationships IMPORTANCE OF HRM **Good HR practice helps:** 1. Attract and retain people 2. Train people for challenging roles 3. Develop skills and competencies 4. Promote team spirit 5. Develop loyalty and commitment 6. Increase productivity and profits 7. Improve job satisfaction 8. Enhance standard living 9. Generate employment opportunity 10. Greater trust and respect QUALITIES OF HR MANAGER **Henri Fayol's Categorized as:** 1. **Physical** - health, vigor, energy, strength, address 2. **Mental** - ability to understand, learn, judge and adaptable. 3. **Moral** - firmness, responsible, initiative, loyal, dignity (Self - respect) 4. **Educational** - subject knowledge about functioned performed 5. **Technical** - particular knowledge on function 6. **Experience** - arising from work proper Alert mentally, competent to take quick decision, honesty and integrity, patience, good leader, socially responsible, good communicator, courteous ENVIRONEMNTAL FACTORS THAT AFFECT THE HRM 1. **Economic Environment** - Population and national income 2. **Legal Environment -** no discrimination 3. **Technical Environment** - Virtual office, communication 4. **Socio - cultural environment** - labor union EMERGING ISSUES IN HRM **Future of HRM: Influencing Factors** 1. **Increase in Size of Workforce** - more demands and benefits 2. **Composition of Workforce** - demand of equal pay for women / gender equality 3. **Employees Expectations** - workers are better educated, more demanding, voice strong-financial and non - financial demands is ever growing and expanding. 4. **Changes in Technology** - increase automation, modernization and computerization. Employee must update their knowledge and skills constantly. This will necessitate constant training at all levels. 5. **Life Changes** - people tend to change jobs, shift locations, start-up companies and even experiment with untested ideas. 6. **Environmental Challenges** - privatization in idia will gather momentum. Burden of training and retraining falls on the shoulder of HR Manager. Reserved categories, monitories will lose importance during selection of employees. 7. **Personnel Function** - job redesign, career opportunity, productivity, reward, mean management, healthcare. **HUMAN RESOURCES PLANNING** **According to Gesiler** *"Manpower planning is the process which includes forecasting, developing, implementing, and controlling by which a firm ensures that it has the right number of people and the right kind of people at the right place, at the right time doing work for which they are economically most useful"* **IMPORTANCE OF HR PLANNING** 1. **Reservoir of Talent** - retain skilled people 2. **Prepare People for Future** - meet future needs 3. **Expand or Contract** - continues supply of people to handle challenging jobs 4. **Cut Cost** - HR Budgets 5. **Succession Planning** - stars are picked for challenging projects. **EFFECTIVE HUMAN RESOURCES PLANNING:** - Set efficient objective, top management support, employee skill inventory, HR information system, coordination. OBJECTIVE OF HUMAN RESOURCES PLANNING 1. Forecast personnel requirement 2. To ensure optimum utilization of resources 3. Use of existing manpower productivity 4. Cope with changes (training about technological changes) 5. To provide control measures (ensure resource availability when required) 6. Promote employees in systematic manner (promotion pay scale) 7. To provide a basis for management development program 8. To assist productivity bargaining 9. To assess the cost of manpower HR PROCESS ***TECHNICAL RECRUITMENT PROCESS*** 1. **Objective of HRP** - fitting employee abilities enterprise requirements 2. **Estimating future organizational structure and manpower requirement** - number and types of employees (age, experience, qualification, salary) 3. **Manpower Audit** - skill inventory - **Personal factors** - name age - **Education and training** - school degree - **Experience and kills** - special skills - **Additional information** - career plans, test result 4. **Job Analysis** - training, job evaluation, career development - **Job description** - job summary, duties performed - **Job specification** - what kind of person shall be tested 5. **Developing Human Resources Plan** - implement of findings **THE RECRUITMENT PROCESS** - **STAGE 1: Define requirements** - Job description and Job Specifications - **STAGE 2: Attract Potential Employees** - job advertising - **STAGE 3: Select right People** - job interview and ability test **SOURCES OF RECRUITMENT** +-----------------------+-----------------------+-----------------------+ | **INTERNAL SOURCE** | **EXTERNAL SOURCE** | **MODERN TECNIQUE | | | | WALK IN** | +=======================+=======================+=======================+ | ***Within the | ***Direct | **Walk in** | | organization*** | recruitment*** | | | | | 1. head hunting | | 1. Transfer | 1. Media | | | | | | | 2. Promotion | 2. recommendations | | | | | | | 3. Employee | | | | reference | | | +-----------------------+-----------------------+-----------------------+ | **Advantage:** | **Advantage** | | | | | | | employees are | Attract qualified | | | motivated, | people and wider | | | self-confident | choice | | +-----------------------+-----------------------+-----------------------+ | **Disadvantage** | **Disadvantage** | | | | | | | Employee became lazy | Time consuming | | | and reduce | process | | | productivity | | | +-----------------------+-----------------------+-----------------------+ FACTORS AFFECTING RECRUITMENT  SELECTION **WHAT IS SELECTION** - Is the process of picking individuals who have relevant qualifications to fill jobs in an organization - The basic purpose is to choose the individual who can most successfully perform the jib, from the pool (collection) of qualified candidates. **SELECTION STEPS - SERIES OF HURDLES** 1. **Perception** - a favorable impression 2. **Screening Interview -** preliminary 3. **Application Blank** - brief history 4. **Selection test:** intelligent, personality, assessment, integrity test 5. **Selection Interview** - oral exam 6. **Medical Exam** - physical fitness 7. **Reference Check** - previous job 8. **Hiring Decisions** - final decision to select or reject a candidate KINDS OF INTERVIEW 1. **Preliminary Interview -** applicants freedom to choose if the job suits for him 2. **Non - Directive Interview** - recruiter ask questions what comes to mind. 3. **Directive or Structured Interview** - predetermine set of questions and comparison are made among applicants. 4. **Situational Interview** - recruitment give hypothetical situations (imaginary) 5. **Behavioral Interview** - actual event. Then what applicants must do in that situation 6. **Stress interview** - how applicants respond to aggressive, embarrassing, rude questions. 7. **Panel Interview** - the applicant meets 3-5 interviewers. Penetrant question and expertise **ERRORS IN INTERVIEWRING** 1. **The Halo Effect** - asses the whole personality not one trait 2. **Leniency (Mercy)** - there are 2 interviewer with different treatment 3. **Projection** - uses the age and background what will be his qualities 4. **Stereotyping** - mental association between particular community, culture, and origin. PLACEMENT - Important HR activity - Actual posting of an employee to a specific job - It involves assigning a specific task and responsibility to employee - Discussion is taken after matching recruitment of job with qualification of candidates - Organization put new recruits on probation period and closely monitors. ORGANIZATIONAL STRUCTURE **Formal Organization** - Top to bottom - centralized **Informal Organization** - the participants are selected  **Tall Structure** - only one way **Flat Structure** - per level **RESPONSIBILITY AND AUTHORITY** - **Responsibility** - it is the obligation of a manager to carry out the duties assigned to him - **Authority** - the right to give order and have the power to exact obedience from others in the process of discharging responsibility - **Accountability -** the employee's answerability on using the authority in discharging the responsibility is termed accountability. LINE AND STAFF FUNCTIONS **LINE AND STAFF RELATIONSHIP** - Traditional - Service oriented firm - Which are line and staff function - Both need support each other **LINE STAFF CONFLICT** - Different perception - HR professional to bring change - Understand market and organization - Be empathetic - Build trust and transparency - Win-win approach ROLE OF HUMAN RESOURCES DEPARTMENT - As a specialist - As a facilitator - As a change of agent - As a controller HUMAN RESOURCES PLANNING Is the process of anticipating and making provision for the movement of people into, within, and out of an organization **OBJECTIVE OF HRP** - Right number - Right skills - Right time - Right cost **ASSESING CURRENT HUMAN RESOURCES AND MARKING INVENTORY** - Job Analysis - HR inventory - HRIS - Generate a Fairly accurate picture existing situation **FORECASTING** - Compare future need with current availability - Analyze companies change plan - Forecasting methods used are time series analysis, regression analysis, and productivity. **MATCHING THE INVENTORY WITH FUTURE REQUIRMENTS** - If the current inventory exceeds the future requirements - Natural attrition cannot bring down resource to match - What to consider then? **DEALING WITH SURPLUS MANPOWER** - Retrenchment - Outplacement - Layoffs - LOA without Pay - Loaning - Work sharing - Reduced work hours - Early/voluntary retirement - Attrition GROWING IMPORTANCE OF HRP 1. Preparing for global change 2. Satisfying the stakeholders 3. Momentary value to HR initiative 4. Remember the 4Rs right number - right skills - right time - right cost DIFFERENES BETWEEN PERSONNEL MANAGEMENT AND HRM