Professional Documents
Culture Documents
Arlex P. Portugal
Technological Institute of the Philippines
B1 L30 Frents Kampong Maligaya Park Subd., Novaliches, Quezon City 0928-9916495
Jonathan T. Paor
Technological Institute of the Philippines
B14 L3 Sardonyx St. Soldiers Hills III Subdivision, Caloocan City 0918-6635141
Felipe G. Talacay
Technological Institute of the Philippines
20 Eagle St.Presidential Road Batasan Hills, Quezon City. 0909-4631619
arlex_portugal27@yahoo.com
jo_013@yahoo.com
cedierickg@yahoo.com
ABSTRACT
The developed system will be implemented in Human Resource Department of the Department of Social Welfare and Development to help them manage their employees and to track their records. It helps the HR managers and employees in recruitment, hiring, job matching, ranking, evaluation and retirement. It will improve the shortcomings of the hand to hand basis of the organization.
In 1987, the MSSD was reorganized and renamed Department of Social Welfare and Development (DSWD) under Executive Order 123 signed by President Corazon C. Aquino. Executive Order No. 292, also known as the Revised Administration Code of 1987, established the name, organizational structure and functional areas of responsibility of DSWD and further defined its statutory authority. And as the lead agency in social welfare and development, the Department provides social protection and promote the rights and welfare of the poor, vulnerable and the disadvantaged individuals, families and communities that will contribute to poverty alleviation and empowerment through social welfare development policies, programs, project and services implemented with or through local government units (LGUs), non-government organizations (NGOs) peoples organization (POs), other government organizations (GOs) and other members of civil society. According to the company theyre still not using an automated system for their Human Resource Department. So the Human Resource Management System was proposed for them to monitor all activities including recruitment, hiring, job matching, ranking, evaluation and retirement. It is more appropriate than the manual approach because with this system the manual operation can now be done automatically and reduces time working it manually.
Evaluate applicants information for job matching. Provide a performance evaluation tracking for promotion and leave management of all employees.
It has an Applicant Management that deals with the recruitment to hiring of an applicant. It has an Information System that deals with the employees records. The system offers different Reports.
1.4.2 Limitation
The system is a LAN-based system. The system is limited to DSWD Central Office The system does not include any biometric devices.
Design a system that covers the major functions of the Human Resource Management System. Develop the process of organizing data and information from recruitment to retirement.
According to Selmer J. and de Leon C., the style by which human resource practices are devised and implemented in the Philippines is easily identifiable as distinctively Pinoy (Filipino). Within the bounds of the economic/political setting, Pinoy human resource management is based on an intricate system of indigenous core values which emphasize social acceptance. So far, the onslaught of globalization is less felt, since powerful local cultural imperatives have a strong impact on human resource practices of foreign firms, resulting in a considerable extent of localization. Implications of these findings are discussed and the future for human resource management in the Philippines is examined.
responsibility of applying the systems at their own units. In organizations wherein this condition prevails, the HR department is weakened.
Reason: HR officers and staff are like firefighters who are constantly burdened with solving people problems carelessly ignited and left to burn by other units all over the place. We often experience this problem in some client companies that engage our consulting firm in Human Resource Management (HRM) Contracts. Believing that our role is to totally take charge of all the HR functions, managers and supervisors of these companies tend to abdicate their responsibilities in employee relations.
In some cases, the HR managers we assign to the companies end up devoting most of their time to discipline problems.
Company vs. employees? The reality is that the strategic advantage of HRM has mainly been in favor of the company, and employees have been perceived as the the ones who are at a disadvantage. That was why labor unions were conceived to neutralize the disadvantage.
2.1.1.3
Clarify
managers
roles
in
HR
management.
According to Ambrose G. Sanchez, weak HR department. One of the biggest pitfalls of human resource departments is the misconception that it is in charge of implementing all the human resource management functions of the company. When this happens, it becomes the accepted practice of managers and supervisors to pass on to the HR staff the
The other type or ordinary HR managers are those who live up to the stereotype attached to their areas of discipline: social science graduates and ex-priests/seminarians are very peopleoriented; commerce graduates tend to use economic rewards and deprivation; lawyers and ex-military officers are more
control-oriented; those with engineering background are more on to skill building; etc.
2.1.2.4 Clarifying Some Terms -- Human Resource Management, Human Resources, HRD, Talent Management.
According to Carter McNamara, MBA, PhD of Authenticity Consulting, LLC, The Human Resource Management (HRM) function includes a variety of activities, and key among them is responsibility forhuman resources -- for deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Some people distinguish a difference between HRM
and Human Resource Development (HRD), a profession. Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, e.g., career development, training, organization development, etc. The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. There is a long-standing argument about where HRrelated functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"
Recently, the phrase "talent management" is being used to refer the activities to attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. The phrase often is used interchangeably with HR -- although as the field of talent management matures, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields. Many people use the phrase "Human Resource Management," "Human Resource Development" and "Human Resources" interchangeably, and abbreviate Human Resources as HR -HR has become a conventional term to refer to all of these phrases. Thus, this Library uses the phrase "Human Resources" and the term "HR," not just for simplicity, but to help the reader to see the important, broader perspective on human resources in organizations -- what's required to maximize the capabilities and performance of people in organizations, regardless of the correct phrase or term to be applied when doing that.
Managers paradigms, understanding of human resource management, and human resource skills determine the success they will have with people. Like the rest of risk management, blaming others for management shortcomings neither solves problems nor provides escape from the problems.
The good news is that managers can make human resource management one of their strengths. The result will be better risk management, more effective management, and greater satisfaction from working with people.
Reduce HR paperwork, avoid missing or losing forms Automate HR workflows such as performance appraisals, leave and overtime application processing Perform better employee performance management and training needs assessment Engage your employees! True multi-user and role-based access extends the HR services directly to the employees, even to remote sites and satellite offices. Work online through the browser, on our intranet or the internet.
2.2.1.4 DO-PESo.
The Dynamic Online Payroll and Employee Software is a webbased integrated payroll and HR management system. It is available as a hosted subscription-based (SaaS) application or as a fully customizable standalone installation for larger companies. The system offers the following key modules Employee Management Module, Benefits Module, Employee Recruitment Module, Payroll Module, Daily Time Record and Reports Generation.
2.2.2.2
OrangeHRM
Human
Resource
Management.
OrangeHRM is an Open Source Human Resource Management System that covers Personnel Information Management, Employee Self Service, Leave, Time & Attendance, Benefits, and Recruitment. Tags: HRM, HRMS, HCM, HRIS, EHRMS, Human Capital Management
Accord eHR is a revolutionary system that promises to take the pain out of HR Management, Accord eHR has been designed with a view to integrate all HR related functions right from recruitment, creating positions to disbursing pensions. Accord eHR views your workforce as your assets. Therefore it tracks recruitment, skill pools, knowledge banks, employee histories, personal records, appraisals and attrition like an Asset Management Tracks your assets. These are the kind of tools that sets Accord eHR in a league of its own in HR Systems and helps your organization achieve the lean and mean structure that every organization aspire for.
2.2.2.5 Kormee.
Kormee is an application to facilitate the complex task of managing human resources. A powerful tool, which enables user to manage personnel info, leave, attendance, overtime, shift, training, payroll, provident fund, bonus, performance appraisal and income tax. It features can be tailor made too in order to suit specific needs. It features a comprehensive set of HR, benefits, training, recruiting, and employee self-service features that lower costs, reduce administrative time, and empower employees. It's modular design let you choose the solution that's right for the needs of your company.
2.2.2.4 EmpXtrack .
EmpXtrack is an integrated enterprise level solution that automates all functions of the HR department of an organization. EmpXtrack is available as a suite as well as individual modules. EmpXtrack is the only web based product that looks at Human Resources as a vertical and provides an end to end solution to manage all aspects related to human resource management and development on one integrated platform. Updates in one module automatically reflect in other areas to allow ease of operation. In addition, EmpXtrack is completely modular allowing you to choose as many modules as you like to begin with and then adding more as your needs grow.
3. TECHNICAL BACKGROUND