University of Santo Tomas

College of Commerce and Business Administration

Business Administration Department
Human Resource Development Management Area

Compete or Complement: A Study on Employers’ Perspective towards Human

Resources Related Courses in the University of Santo Tomas

A Research Paper
Submitted to the Faculty of the
University of Santo Tomas

In Partial Fulfillment of the

Requirements of the Degree
Bachelor of Science in Business Administration
Major in Human Resource Development Management

By

Jennylyn Morano
Eulyn Deccie Roxas
Chastine Pearl Vargas

March 5, 2011
 TABLE OF CONTENTS

Page
Introduction 3
I. Statement of the Problem 6
a. Hypothesis 7
b. Objectives of the Study 8
c. Scope and Limitation of the Study 9
II. Review of Related Literature 10
III. Significance of the Study 39
IV. Theoretical Framework 40
V. Conceptual Framework 45
VI. Operational Framework 47
VII. Research Design 50
a. Methodology 51
b. Data Gathering Tool 53
c. Data Analysis 54
VIII. Results and Discussion 59
IX. Summary, Conclusion and Recommendation 74

Bibliography 78
Annexes 85

2
 INTRODUCTION

People are assets. Empowering and serving the employees very well is certainly a

big responsibility of the management.

The old term for Human Resource Department is Personnel or Administrative

Management (Khilawala, n.d.). They focus more on the back office activities such as

filing and encoding of employee‟s files. But now, Human Resource Department is now

considered as a strategic partner of the business industry; although administrative tasks

are still part of human resources.

According to H. John Bernardin (2010), all decisions that affect the workforce

concern is the organization‟s human resource management function. Safety and health

issues, legal and ethical issues, job analysis, human resource planning, recruitment and

selection, performance management and appraisal, employees training and organizational

development, reward systems, benefits and compliance, and other related activities are

indeed greatly affects the business as a whole. Employees are the ones operating the

business and Human Resource Department as a strategic partner, provides everything for

the human capital.

Human Resource professionals can enter the field from different Bachelor‟s

Degree since Human Resource Management as an academic discipline is newly offered

in colleges and universities. Most of the personnel in Human Resource Department are

3
graduates of Psychology or Behavioral Science because they studied Human Behavior

that makes them suitable in handling employees. University of Santo Tomas has been

offering the two academic courses for a long time while the Human Resource

Development Management was offered just two years ago. These three (3) undergraduate

courses are closely related to the human resources functions. In a way that, Psychology

graduates are helpful in the recruitment and staffing function because of their background

to conduct and analyze an applicant‟s psychological tests; while Behavioral Science

graduates deals primarily with human behavior, society and in the organization itself;

And lastly, graduates of Human Resource Development Management have the

knowledge on how human capital and the whole organization would work effectively and

efficiently toward achieving their vision, mission and goals. Its curriculum also focuses

more on the industrial setting that makes them more suitable in the corporate world.

Nonetheless, these still vary depending on the preferences or perspectives of the

employers. Some may indicate specific or comprehensive key indicators or competencies

needed to fill the position.

This study provides theories, models, frameworks, and facts. It also identifies the

perspectives and preferences of the employers in different industries among the

aforementioned courses, as well as if they complement or compete for the human

resources entry level position. The word complement was operationally defined as, the

skills and competencies of graduates from three (3) courses (Psychology, Behavioral

Science and Human Resource Development Management) are all needed to address the

4
human resources functions.; while the word compete defined as, the three (3) courses

have a sense of rivalry and striving to do one‟s best, as well as to outdo one another.

5
 I. STATEMENT OF THE PROBLEM

Human Resource is a vital component in an organization because it is perceived

to be the one that handles and manage the best assets in every company. This study is

developed to find out the future of the University of Santo Tomas graduates from the

three competing or complementing courses that are planning to be employed at the

Human Resource Department in companies of different industries.

The questions that are expected to be addressed are:

1. Do graduates from the three (3) courses compete or complement with each other

when it comes to the human resources position in a corporate setting?

2. What are the advantages and disadvantages of the three courses?

3. Among the three (3) courses which is the most suitable for the human resources

field?

4. Based on the data to be collected from different industries:

a. What are the probabilities of each course that they will be preferred by

companies for the human resources position?

b. What are the competencies (knowledge, skills, behaviors and values) & other

factors that companies look for a candidate to become a human resources

employee?

6
A. HYPOTHESIS

This research as an alternative hypothesis relates the Bachelor‟s Degree courses

offered in University of Santo Tomas which are Psychology, Behavioral Science, and

Human Resource Development Management as complementary courses that they are all

considered necessary to fill human resources functions through their distinctions in

meeting the requirements of different business industry which the information about their

preference can be gathered by conducting an interview to any of their human resource

recruitment staff.

While as a null hypothesis, these courses are competing in filling the human

resources functions. They compete through their similarities in competencies

(knowledge, skills, behaviors and values) obtained from the course‟s program or

curriculum, and fitting to the functions of human resources. They could also compete

through their likeness in meeting the preference of each business industry for human

resources functions.

7
B. OBJECTIVES OF THE STUDY

The research aims to conduct a study on the three (3) courses (Human Resource

Development Management, Behavioral Science and Psychology) that have different

approach in studying the human behavior yet usually lead towards the same profession

which is the management of the company‟s best asset.

This research aims to achieve the following objectives:

1. Identify the relationship of the three (3) human resources related courses using

employer‟s perspective;

2. Determine the probabilities of the graduates from the three (3) courses in the

selection of a company‟s potential human resource employee; and

3. Recognize other factors such as educational attainment, competencies

(knowledge, skills, behaviors, values, etc.) in hiring an entry level employee for

the human resources group.

8
C. SCOPE AND LIMITATIONS:

In this study, the main subject would be the relationship of the three (3) Human

Resource related courses which are Psychology, Behavioral Science and Human

Resource Development Management; and how the employers of different industries

perceived them. The study will explore in companies having different natures of business

which get hold of Human Resource positions. The companies to be used as respondents

came from the following industries: Call Centers, Business Processing and Outsourcing

(BPO), Hospital, School or Academe, Manufacturing, Information Technology,

Telecommunications and Banking. Through conducting interviews, the study may result

in finding out the preferences of each industry among the three (3) courses when it comes

to hiring an entry level Human Resource employee as well as the other factors that they

considered in pointing out a candidate for the human resource position. This study will

also examine the opinions of the Human Resource practitioners to find out how the

graduates from these courses are related and suitable to be future Human Resource

practitioners after they finished their respective courses.

One of the limitations of this study is not conducting a comparison with other

schools, colleges or universities offering the same three (3) courses to avoid issues.

Furthermore, the specific industries to be used were the aforementioned only. There is

also limitation on the information due to the confidentiality of companies and results are

acquired from opinions and perceptions of employers as the respondents.

9
 II. REVIEW OF RELATED LITERATURE (RRL)

Table 2. 1. The Human Resources Related Subjects Offered in the Courses

Psychology, Behavioral Science and Human Resource Development Management at
the University of Santo Tomas

Subjects Offered that Human Resource

Behavioral
are Related in Human Psychology Development
Science
Resources functions Management
Human Behavior in
•
Organization
Administrative and
•
Office Management
Human Resource
•
Planning
Recruitment and
•
Selection
Operations
•
Management
Career Planning •
Training and
• • •
Development
Compensation and
• •
Rewards Management
Organizational
• • •
Development
Employee Relations •
Labor Law and
•
Legislation
Labor Relations and
• •
Negotiations
Conflict Management •
Business Ethics and
Corporate Social •
Responsibility
Total Quality •
10
 Management

Strategic Human
•
Resource Management
Coaching and
•
Counseling
Performance
Management Systems •
Appraisal
Corporate Culture •

Logistics Management •

Theories of Personality • •

Psychometrics • •

Industrial Psychology • •

Group Dynamics • •
Test Construction and
•
Measurement
Counseling and
•
Psychotherapy
Management of
• • •
Human Resources
Psychodiagnostics •
Office Systems and
•
Procedures
Labor Standards •

Industrial Counseling •
Seminar on Current
•
Issues and Trends
Behavior
Measurement and •
Analysis

11
 In the table, academic subjects that can be useful in human resources functions

were enumerated. Columns of each course were marked if the respective subjects were

taught in their curriculum. It can clearly show whether the courses possessed the

necessary academic foundation in entering the Human Resource profession.

As stated on the site of HR Degrees (2010), typical courses that should be taught

for all of the Human Resources Bachelor's Degrees are Compensation, Industrial

psychology, Organizational Structure, Performance Appraisal, Principles of management,

Recruitment, and Training and development (para. 1). Accordingly, there are useful

optional courses offered by some bachelor's degrees programs that include Business

Administration, Collective Bargaining, Economics, Labor History, Labor Law, Political

Science, Psychology, Public Administration, Sociology and Statistics (para. 2).

Entering into a career in Human Resources has a necessary college education to

be considered. According to Ng (2010) one doesn't necessarily to have a degree in

Human Resources, however, majoring in Business Administration, Psychology, Labor

Relations and Personnel Administration, as well as degrees in Social and Behavioral

Sciences, can also be beneficial. It simply indicates that such courses of Psychology,

Behavioral Science, and Human Resources Development Management are applicable in

entering the profession of Human Resources.

Sison (2003) suggested that a person who is getting into personnel work should be

acquainted with basic knowledge in related study fields such as Psychology, Economics,

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Law, Sociology, Research, Statistics & especially Behavioral & Social Science. He

discussed the importance of having the knowledge in each field:

Table 2. 2. The Significance of Other Fields in Personnel Management

Related Study Fields Significance in Personnel Management

Psychology To understand the problems revolving the personnel functions

Economic To be used in relating the compensation and the economy

To know the right, privileges & responsibilities of both the

Law
labor & management
To understand the work especially relation with the workers &
Sociology
community
To abreast with the most recent advances in handling the
Research
problem workers
To present & report in clear & concise language the statistical
Statistics
analysis & interpretation

Sison‟s statement just proved that Personnel Management or presently known as

Human Resource Management is a complex tasks that requires flexibility and suitable

competencies.

According on the online article written by Gast (2002), before considering Human

Resource Development as a profession, understanding how it evolved over the past few

decades is a must (para. 1). Today, Human Resources are not just about hiring and firing

13
employees anymore. The Human Resource department is now vital to a company‟s

success, and there are many jobs to choose from within the field. A college education is

not mandatory, but it can be very helpful. The article also advised that if someone is

attracted to a career in Human Resources development, it is a must to be people-oriented

(para. 4). In addition, recent surveys show that competition will be quite high for jobs in

this field due to the abundant supply of qualified college graduates and experienced

workers. A college degree is not an absolute in order to gain employment in this field;

however, many employers seek college graduates to fill entry-level positions, and prefer

applicants that have majored in human resources, personnel administration, or industrial

or labor relations (para. 6).

The article also stated that several colleges have programs leading to the Human

Resources degree. Some of these courses are in the departments of

Business Administration, Education, Instructional Technology, Organizational

Development, Human Services, Communication or Public Administration. Yet, an

interdisciplinary background is favored for Human Resource positions, and some schools

will offer a combination of courses in the Social Sciences, Business and Behavioral

sciences (para. 7). The article also enumerated traits that a Human Resource profession

must have, such as effective communications skills, both verbal and written; supervise

people with various cultural backgrounds, levels of education, and experience due to the

growing diversity in industry; and lastly, a good Human Resources employee can also

manage conflict, cope with differing points of view, function under pressure, and

demonstrate discretion, integrity, fair-mindedness, and a persuasive, congenial

personality (para. 8). By the end of the article, it advised that the most successful

14
employees in the field will begin their first position with a college degree. If possible,

attend college before seeking employment, in order to gain an edge over competing

applicants (para. 9).

Denisi and Griffin (2008) affirmed that in most of today‟s organizations the role

of human resource management has become quite important. This statement has been

confirmed by several authors and undeniably Human Resource profession has evolved

from being an administrative to strategic business partner. The two authors also stated the

HRM function came to require dedicated professionals who could balance legal and

ethical concerns with the need that organizations gave to survive and profitable. The

reason for this requirement is that the real emergence of human resource management as

a critical management function probably came with the passage in 1964 of the civil rights

act. This law and the court cases that followed from it made it clear that organizations

had to find ways to hire new and manage people effectively while ensuring that they

worked within the limits of the law (p. 5).

Boudreau and Ramstad (2007) stated that Human Resource professionals are

justifiably proud of their careers and their unique contributions in Human Resource

function specialties such as compensation, benefits, training, labor relations, staffing, and

recruiting. However, there is a common misconception that if Human Resource

professionals do not become strategic business partners, then they have no future in the

Human Resource profession. They insisted that there are still bright future for Human

Resource leaders who make contributions as organizational experts in functional

15
specialties such as motivation, development, talent pipelines, diversity, engagement, and

providing employees a voice at work. Future organization can hardly expect to succeed if

they don‟t have leaders who share a consistent logical perspective on questions about

motivation, learning, talent development, and organizational design. A fundamental new

purpose of human resource center of expertise will be to teach, not just implement.

Careers for Human Resource professionals will include paths that lead to high-level

functional expertise, just as many organizations have career paths for other technical

professionals that lead to high-level positions, such as fellows in engineering, chemistry,

or physics. Human Resource people will not only be essential to the effective running of

the process in their area but they will also be responsible for ensuring that organization‟s

decisions are informed by the appropriate research in human behavior and organizational

effectiveness (pp. 164-165).

According on the latest statistics from the U.S. Government Bureau of Labor

Statistics, the demand for Human Resource professionals is expected to grow much faster

than average in the next decade compared to other fields. Overall employment in this

sector - including human resources, training, and labor relations managers and

specialists‟ occupations - is set to grow 22% between 2008 and 2018 (para. 1). The

Human Resource Career Growth (2010) online article provided that the reason for the

positive picture is the recently passed health care reform legislation will likely increase

demand for specialists who can design creative benefits packages for prospective

employees.

The article also encouraged the College graduates and those who have earned

16
certification will have the best Human Resource career growth paths. A bachelor‟s degree

is a typical requirement for Human Resource jobs; however, the educational path to a

career in Human Resources widely varies. Many colleges and universities don‟t offer

degree programs in Personnel Administration, Human Resources, or Labor Relations

until the graduate degree level, an interdisciplinary background with a combination of

courses in the Social Sciences, Business and Behavioral Sciences is acceptable. Someone

without a Human Resource degree or experience could also complement their bachelor‟s

degree with a certificate in Human Resources (para. 4)

The online article entitled Job Descriptions: Human Resources, Training, and

Labor Relations Managers and Specialists (n.d.) explained that variation of educational

backgrounds of human resources, training, and labor relations managers and specialists is

due to the diversity of duties and level of responsibility assigned to them. Furthermore, it

pointed out that the duties given to entry-level workers will vary depending on whether

they have a degree in Human Resource management, have completed an internship, or

have some other type of Human Resources-related experience. Entry-level employees

commonly learn the profession by performing administrative duties-helping to enter data

into computer systems, compiling employee handbooks, researching information for a

supervisor, or answering the phone and handling routine questions. Entry-level workers

often enter formal or on-the-job training programs in which they learn how to classify

jobs, interview applicants, or administer employee benefits (para. 7).

Editors Losey, Ulrich and Mesinger (2005) discussed on their book the future of

17
Human Resource profession as well as the present and future critical Human Resource

issues. One of the issues that they raised is the inexistence of educational path to become

an Human Resource professional that makes them come from many backgrounds; unlike

other disciplines such as accounting, engineering, or pharmacy, one must achieve specific

courses and education requirements. Furthermore, study conducted by Kluttz and Cohen

(2003) resulted that only about one-third of surveyed Human Resource professionals had

a degree in Human Resources, Industrial Relations, or Psychology. It clearly implies that

there is job mismatch due to rare Human Resource course offered. To identify the

necessary knowledge and education, it is important to understand the issues and other

factors that will be facing by aspiring Human Resource professionals. Human Resource

functions are not only about conducting test, interview, etc., it is beyond that. Human

Resource professional should know how to properly execute the knowledge they

possessed. To echo the words of Kaufman (1999), “there remains a significant gap

between the skills and competencies provided to student in most HR/IR programs and

those desired by business executives.” To accomplish the necessary background, this gap

must be closed. Besides, Human Resources require lot of skills that cannot be acquired

from merely lectures and discussions in school. (pp. 63 – 69).

The Human Resources degree program mentioned in the website distance-

learning-college-guide.com (n.d.), elaborated what human resources is all about.

According on the site, Human Resources degree programs are ideal for those who are

seeking a career that provides connection between employees and top management. In

addition to handling hiring and firing, human resource staff train employees; work to

18
enhance employee morale, satisfaction, and productivity; ensure compliance with

employment laws; address benefits and compensation; and consult with executives about

strategic planning.

The online article entitled Skills of Human Resource Professionals More Critical

than Ever for Companies to Maintain a Competitive Edge adapted the new study

conducted by The RBL Group and the Ross School of Business at the University of

Michigan, in cooperation with SHRM, IAE School of Business, IMI, Tsinghua

University, AHRI, and National HRD Network (n.d.). According on the study, the skills

of a company's Human Resource professionals are becoming more critical than ever,

accounting for 20 percent of its business results, and are increasingly becoming part of an

organization's competitive advantage (para. 1). Furthermore, based on the 2007 round of

the Human Resource Competency Study, In order to be prepared for the greater demands

being placed on them, Human Resource professionals must define, assess, and improve

their performance against a set of specific competencies (para. 2).

The article quoted Dave Ulrich statement, "It's no longer enough for Human

Resource professionals to just want to contribute to the bottom line. They need to know

how to do this, and have the ability to use what they know” (para.3), he also added that "a

company's intellectual capital, talent, intangibles, and capabilities all derive from the

competence and commitment of its Human Resource professionals” (para. 4).

The study conducted also advised that Human Resource professionals must be

adept in six major competency areas to ensure that they bring the most value to their

businesses. The most critical human resource skill involves being a credible activist - part

of which is performing "Human Resources with an attitude” (para. 9). In addition to

19
 being a credible activist, the five other major areas in which human resource

professionals need to be proficient are: Culture and Change Steward, Talent

Manager/Organization Designer, Strategy Architect, Operational Executor and Business

Ally. By the end of the article, it quoted another Ulrich‟s statement, “Human Resource

professionals need to ensure that Human Resource practices are aligned with customer

expectations and strategy, integrated with each other, and innovative. This linkage helps

make customer-driven business strategies real to the company's employees (para. 20).

Oliver (2007) suggested that skills for being a Human Resource practitioner can

be divided into two categories; technical skills or competence, and personal skills or

competence.

Table 2. 3. The Two (2) Categories of Required Skills for Human Resource

Practitioner

Technical skills or competence Personal skills or competence

“it is how the Human Resource practitioner “it is how Human Resource people will apply
of the business needs to be a leader - of the technical data in a pragmatic and realistic
change, best practice and of people” way”
 Strong Human Resource technology to
manage the people resource more  Simple common sense with the ability to
efficiently lead and manage in a pragmatic way that
 Solid Human Resource skills in actually works and is not over-complicated.
employment legislation, employee  Key interpersonal attributes such as being
relations, training and development, open, firm, fair and realistic and develop
recruitment and retention, reward and the acumen about when and how to use
organizational design these interpersonal skills for best effect.
 An understanding of culture, age and sex  Strong sense of intuition
of the labour market
 Ability to manage a project

20
 Table 2. 4. Basic Competencies that Human Resource Professional Must

Possess Regardless of Designation. (Himachali, 2005)

Basic Competencies Meaning

-Approachable
Relationship Focused -Relates easily to diverse groups and individuals
-Builds and develops relationships
-Focused on all aspects of service and product delivery
Customer Focused
-Always know that customer comes first
-Set priorities, time and meeting management skills
Organizational Skills
-Ability to delegate
-Ability to weave through necessary channels to
Problem Solving accomplish outcomes in complex settings
-Understanding of processes and quality improvement
-Ability to judge and assess talent, recruit and select
staff appropriate to current and future needs
Assessment of Talent
-Appreciation for and emphasis on developing a diverse
workforce
Integrity -Forthright, direct and widely trusted
-Ability to grasp complex concepts and determine
Intelligence
courses of action
Energetic -Action oriented, hard working and likes challenges
-Ability to absorb and translate others' statements into
objective responses and actions
Active Listening
-Ability to give and receive feedback in an appropriate
manner
-Ability to maintain professional demeanor in difficult
Composure and
or stressful situations, patience with customers and
Professionalism
ability to diffuse anger and deal with difficult customers
-Ability to present and convey information in a wide
Presentation Skills
variety of settings
-Ability to cope effectively with change and uncertainty
-Ability to reprioritize quickly
Flexibility
-Ability to maintain a balanced perspective and see all
sides of an issue
-Ability to see the 'big picture' within the industry, the
organization and its present and future function
Vision -Ability to translate a future state for others and instill a
sense of vision in them
-Ability to motivate others
-Sensitivity to political situations
Political Awareness -Able to assess political climate and how it affects
responsibilities
21
 An anonymous author of the blog entitled 7 Skills an HR Manager Must Have ~

to deliver business value (n.d.) expressed his view that being a Human Resource Manager

is one of the most complex, challenging and rewarding jobs.

Table 2. 5. Seven (7) Required Skills to be an Effective Human Resource

Manager

1. Organization because when dealing with people's lives and careers, there's really no
margin for error. Files and records must be correct, in place, secure and instantly
accessible, no matter what;
2. Discretion and Business Ethics because Human Resource professionals are the
company conscience and keepers of confidential information;
3. Employee Trust because an effective Human Resource professional will foster an
open environment in which employees can safely voice their concerns. At the same
time, they must enforce top management‟s policies;
4. Equity because Human Resource professional should communicate clearly and
fairly;
5. Dedication to Continuous Improvement because Human Resource professionals
need to help managers coach and develop their employees. The goal is continued
improvement and innovation as well as remediation;
6. Strategic Orientation because as the old saying goes "People are the most important
asset", Human Resource professionals help acquire the new skills required to help
the organization reach its business goals; and
7. Team Orientation because Human Resource managers must consequently
understand team dynamics and find ways to bring disparate personalities together and
make the team work.

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 After all, there is no 'product' more complex than people and Human Resource

Managers must assess, reward, retain and develop them together with their skills,

needs and ambitions.

Psychology was said to be the pioneers in personnel selection as stated, Scott

(1969 – 1955) was the one who spark the development of the field of industrial

psychology. He was a graduate from a theological seminary but when he realized that

there were no vacancies for missionaries in China, he decided to be a psychologist

instead. He was the first to apply psychology in advertising, employee selection and other

management issues. Scott wrote several articles and published a book entitled The Theory

and Practice of Advertising which is generally considered to be the first book to solve

business problems using psychology.

In 1913, Munsterberg (1863 – 1916), was America‟s most famous psychologist

because of his writings, researches, and consulting activities helped spread the influence

of industrial psychology and also, he befriended kings, presidents and movie stars.

Munsterberg was an early advocate of the use of psychological tests to employment

candidates to match their skills to a particular job. He wrote a book entitled The

Psychology of Industrial Efficiency (Schultz, D. & Shultz, S. E., 2010).

The Hawthorne studies and motivational issues were investigated and researched

and was lasted from 929 – 932 and was conducted by psychologist Elton Mayo, head of

Harvard University‟s Department of Industrial Research. It was called Hawthorne studies

because they were conducted at the Hawthorne, Illinois, plant of the Western Electric

Company. The research program took industrial psychology further than employee

23
selection and placement to the more complex problems of motivation, interpersonal

relations, and organizational dynamics.

The first formal contacts with I-O psychology outside the classroom are likely to

be with recruitment Web sites, application forms, interviews, psychological tests, and

other employee selection measures. Because they help employers determine if the

applicants are fit for the vacancy position.

DuBrin (1994) stated that the major fields of Psychology are Clinical and

Counseling Psychology which includes Psychotherapy, School Psychology, Child and

Developmental Psychology, Experimental Psychology; Ergonomics which helps to

design equipment and the workplace to best fit human requirements, Industrial and

Organizational Psychology; and Health Psychology which helps modify human behavior

to prevent and treat physical illness. Among these major fields, Industrial and

Organizational Psychology is the well suited area to approach in the corporate business

industry. Activities such as designing of employee selection methods like tests and

interviews, methods for the training and developing employee at all levels were

conducted by the I/O Psychologists. They are also developing methods for improving

teamwork and cooperation of the departments. (p. 7).

According to Davis, Giordano, and Licht (2009), Industrial and Organizational

Psychology also known as Occupational Psychology and Work Psychology, is the

application of psychological principles, theories, and research to the work place. The

work of I-O Psychologist has been traditionally split between industrial or personnel

24
psychology (recruitment, selection, training, and performance appraisal) and

organizational psychology (leadership and organizational development, change

management, attitudes, and motivation).

A graduate education in I-O Psychology is directly applicable to careers in

academe, business consulting, and working as an organization insider in human

resources.

The competencies that developed in I-O Psychology are also very important to

success in roles such as people management, market research, and organizational

leadership. Those who are college graduates, work on motivation, job satisfaction, and

organizational development. For those who have master‟s degree, most likely will be

placed in the areas of psychological test and survey construction, and validation, human

resources selection and placement, performance appraisal, fair employment practices, and

employee training (pp. 259-260).

Klein and Kozlowski (2000) stated that Industrial Psychology is based upon a

study of individual differences-of human variability- the importance which as an

objective of scientific psychology seems to have first been definitely recognized and

stressed by Sir Francis Galton. It stated that people are unique. Everyone has differences

and that‟s the reason why psychology has been developed to identify and understand

these differences. Moreover, the knowledge on Psychology is an essential factor to fully

understand the behavior of people that you are managing (p. 95).

25
 Dr. Kuulshrestha (2007) discussed the evolution of Human Resource function into

a complete science in the current times, with strong influence of Psychology, more so as

organizations are increasingly dependent upon skilled staff resource to work at the

optimum level, along with the high performance expectations. He enumerated the factors

that can be the reason why Human Resource Management has become a Psychology

linked science

Table 2. 6. factors that can be the reason why Human Resource Management

has become a Psychology linked science

Growth in the Service Sector: In countries like United States and India, the
growth of service sector has been phenomenal and it has overtaken the
manufacturing sector in giving employment. Services, including IT/IT
Enabled services/Telecom/Retail etc depend upon the high-calibre human
resources, that too in fairly large numbers. To groom them and to motivate
them to take up high-skilled jobs, the in-depth study of Human Psychology is
required.
Performance Expectations: Modern organizations have developed and
implemented sophisticated tools to map individual and team performance.
Tools like Development Centre are increasingly becoming popular where
individuals or teams are given some mock tasks to handle and subsequently,
the strengths, weaknesses and areas of development are shown to the
concerned individuals/teams. Every business organization needs to prove
itself to the customers/end users and the same should be reflected on the
bottom lines and industry recognitions. To map the performance, knowledge
of human psychology is a must as it is required to fill in the performance gaps
by mentoring, coaching, motivating etc.
Employer Branding: Modern organizations off late have become employee-

26
 friendly and wish to project themselves “the best” in their Human Resource
Policies. There are research organizations who conduct research to rate the
“Best organizations to work with” in almost every country. Some companies
take help of Psychologists in conducting job interviews. The increase
emphasis on employer branding has made Human Resources` quite close to
Psychology and allied disciplines.
Change in Human Behavioral Pattern: The current generation (in their mid-
20‟s) is averse to being dominated and follows its own path of quick money,
partying and lack of respect. This has an impact on an organization‟s
functioning and there is a need of coaching and mentoring such kinds of
employees in an organization, for which the managers and senior executives
have to use psychological tools.

It is undeniable that The HR function is very relevant in today‟s context.

Considering the tremendous growth in the global economies, including a revolutionary

growth in the service sector, there is a huge demand to recruit new people and then to

retain the performers.

Having a Master‟s Degree gives a great chance for a productive and rewarding

career in I-O Psychology. The possible careers are in the areas of Psychological Test and

Survey Construction and Validation, Human Resources Selection and Placement,

Performance Appraisal, Fair Employment Practices and Employee Training; while

college graduates work on Motivation, Job Satisfaction and Organizational Development.

Nevertheless, top management positions required a Doctoral Degree.

27
 Table 2. 7. Places of Employment, Job Title and Job Responsibilities of

Selected I-O Psychologists. (Schultz, D. & Schultz, S. E., 2010).

Places of Employment Job Title Job Description

- Conduct test development and

validation, interview training,
Human Resources Human Resource assessment center design, performance
Consulting Firm Consultant appraisal system design, career
development programs and attitude
surveys.

Market Research,
Marketing - Apply social science research skills to
Consulting, and
Research Project proposal development, analysis,
Promotional Services
Director writing, and presentations.
Firm

- Coordinate and supervise assessment

center for evaluation of employees
Assessment
being considered for promotion:
Center Specialist
International Airline develop assessment materials, make
for Overseas
recommendations to improve
Development
effectiveness, select and train staff to
become qualified assessors.

- Oversee projects involving the systems

Management Consulting Senior-Level approach to training, training
Firm Manager technologies, and management and
careers development training.

- Work with interdisciplinary staff

(psychologists, sociologists, computer
science specialists, and educators) on
Human Resource
I-O Project information systems, test development,
Research and Consulting
Manager survey design, and equal employment
Associates
issues, including providing expert
witness testimony in selected court
cases.

28
 - Provide services in counseling,
Director of
Employee Decisions coaching executive candidates for job
Human
Consulting Firm interviews, assessment and test
Resources
interpretation, and career development.

- Design psychological strategies for

employee testing and job analysis,
Manager of assess legal considerations in hiring,
Pharmaceutical Firm Psychological research and recommend changes in
Services corporate compensation procedures,
develop and monitor performance
appraisal practices.

- Work with unions, line operations,

Executive
human resources departments, and
Consultant in
Public Utility (Gas and senior management groups to redesign
Organization
Electric Company) human resource systems and
Planning and
implement major organizational
Development
changes.

- Implement self-directed production

work teams: train workers in
Team Leadership manufacturing team concepts, problem
and solving techniques, leadership
Electronics Corporation
Communication development, communications, and
Trainer cooperative decision making; monitor
and evaluate programs and document
results.

- Serve as a pre-doctoral intern (for

person admitted to doctoral candidacy
at an accredited university) to conduct
Telecommunications Human Resource
research on human resource programs
Company Research Intern
while working with licensed I-O
psychologists and human resource
professionals.

- Teach courses in organizational

Assistant
behavior, group processes, and tests
State College Professor of
and measurements; direct
Psychology
undergraduate research projects.

29
 News Break section from the book of Schultz, D. & Schultz, S. E. (2010) stated

that having no plan to take up master‟s or doctoral degree, Bachelor‟s Degree in

Psychology still find employment in all sectors of the economy. Approximately half of

them work for private corporations, 15% are employed by government agencies, 14% in

education, 12% run their own businesses, and 9% work for charitable organizations.

Those who work on private corporations are mostly in managerial positions; the rest

work in sales, human resources, training, and other staff functions.

Agarwal, a member of the factoidz website, wrote a blog that pertains to a

rewarding career path for the Psychology majors. He said that Human psyche is too deep

to delve into the depth of. It is difficult to explore the riches and reach the recesses of

human psyche. Study on psychology has gained momentum among youngsters who are

taking more and more interest in this field. Emergence of applied psychology as a mostly

chosen discipline has lead to multiple job opportunities in different sectors of arena. The

field in which study on Psychology is being largely utilized is employee counseling. The

profession of Employee Counseling is growing popular in leaps and bounds. Corporate

industry is the field for counseling professionals to offer their service.

To elaborate the advisable career path for the psychology major he also gave an

insight about the Human Resource profession. He said that it is the chief capital for

investment to make profit in any field. Workforce is a valuable asset for any company.

The stronger the workforce is the higher is the margin of profitability for an organization.

To make it straight to the point, the specific function that he wanted to define as

the rewarding career path for the Psychology major is the employee counseling.

30
Employee counseling is often regarded as Professional Counseling. The role of a

counselor is to help an individual do away with emotional, interpersonal and decision-

making problems. It is purposeful for the growth of organizations and beneficial for the

development of employees. A course on Applied Psychology will introduce the attributes

of successful counseling, understanding the psyche of individuals, providing effective

solutions to their problems, teaching them emotion-controlling skills. The growing

popularity of employee counseling has put applied psychology in demand as career

option.

Kuther and Morgan (2010) stated that Psychology majors who have interests in

business world are excellent matches for the Human Resource department because of

their solid liberal arts background. Positions like Human Resource generalist,

Employment, Recruitment, and Placement specialist, Training and Development

specialist, and Compensation and Benefits specialist were some of the examples of

positions that Psychologists may apply with. But for entry level positions, they will be

basically exposed in general Human Resource functions that leads to an opportunity for

advancement and job experience. Although administrative works are the basic task of

Human Resource Management it will still give a chance to interact with a lot of people

which will require skills, flexibility and patience.

Based on Tyler (2008), principles of Psychology can be applied into one of the

most important areas of people's life - work. Specifically, psychologists work with the

31
human aspects of the workplace and aim at improving people's efficiency, and hence

organizational effectiveness, through their knowledge about human functioning (para. 1).

She also stated that Human Resource professionals share a similar aim and are

working closely with Psychologists. Although there are quite a few overlapping areas

between Organizational Psychology and Human Resource Management, there are

fundamental differences between them. There is always some confusion among the

general public that people just cannot tell who is who.

Table 2. 8. Complementary Relationship of Organizational Psychology and

Human Resources

Organizational Psychologists Human Resource Practitioners

 They base their work heavily on

science. All work has to be backed up  Emphasizes more on the practical side,
by scientific evidence and statistics is with less focus on the scientific side
always in their toolbox
 Work more on the operational level,
 Focus more on the design and
such as implementation of selection
development of procedures, tools and
systems and applying training
principles
principles in real training scenario
 Partners, advisors and sometimes
 Provide technical skills and knowledge
suppliers for Organizational
to HR
Psychologists
 Assist with internal matters as well as
 Job consultation
providing an insider view

Developing competencies is a major thing to do when applying for a job position

especially for newly graduates. Listed in the Psychology Undergraduate Student

Handbook (PUSH) of the University of Dayton (2010) are the knowledge, skills, and

32
 characteristics that the employers look for in prospective employees. Psychology courses

that emphasize specific skills or types of knowledge are indicated in parentheses.

Table 2. 9. The Knowledge, Skills, and Characteristics That the Employers

Look for in Prospective Employees.

Knowledge Learned By Characteristics

Skills Learned By Psychology Majors
Psychology Majors That Rated Highly by
That Employers Seek
Employers Seek Employers

How attitudes and Identifies and solves problems based Satisfactory

opinions are formed and upon a knowledge of research grades
changed (Social methodology and understanding of Strong
Psychology) human behavior (All Psychology communication
Principles and techniques courses and especially Experimental and interpersonal
of personnel selection and Psychology) skills
organizational Performs statistical analyses Outgoing
development (Industrial (Elementary Statistics) personality
Psychology) Designs and conducts research projects Ability to present
How people think, solve (Experimental Psychology and oneself in a
problems and process Independent Study) positive manner
information (Cognitive Selects and interprets psychological Relevant previous
Processes) tests (Psychological Tests and employment
Structure and dynamics of Measurement) Enthusiasm
small groups (Social Works productively as a member of a Flexibility
Psychology) team (Experimental Psychology) Leadership
Effects of the environment Plans and carries out projects Problem solving
on people's feelings and successfully (Experimental Psychology abilities
actions (Environmental and Independent Study) High energy level
Psychology) Conducts interviews (Interviewing and Maturity
Principles of human Counseling)
learning and memory Writes proposals and reports (any
(Learning) psychology class that requires a paper)
Speaks articulately and persuasively
(any psychology class that requires an
oral presentation)

33
 Psychology graduates have skills that are relevant to Human Resource profession.

Based on Dean (2009), Psychology graduates or students are able to understand and

manipulate both quantitative and qualitative data, use computers and solve problem

effectively. Klatt, Murdick, and Schuster (1978) mentioned that Human Resource

Planning requires accurate and current information regarding both qualitative and

quantitative factors, such as skills inventories and public policy toward human resources

which mentioned as one of the skills of a Psychology graduate. Consequently, they are

well placed to move into research or numeric-based careers such as market research,

academia, and accounting. Accounting skills can be applied in the compensation and

benefits function in Human Resource. They are also developing many of the skills of

humanities graduates, such as critical thinking and essay writing.

Based on the Encyclopedia of Business (2007), studying Behavioral Science

focused on applying conceptual and analytical tools to the problem of understanding and

predicting behavior in the workplace. However, the study of Behavioral Science and

Organizational Behavior was also a result of criticism of the human relations approach as

simplistic and manipulative in its assumptions toward the relationship between worker

attitudes and productivity. The Behavioral Science as offered course has contributed to

the study of management through its focus on personality, attitudes, values, motivation,

group behavior, leadership, communication, and conflict, among other issues.

The influence of Behavioral Science in the practice of management is applicable

in Human Resource profession. According to Sundaram (2004), Behaviorism in

34
management has been extended to very much include the mental state. Robbins (2003)

enumerated some key points of Behavioral Management which can be related to the

Human Resource functions. The following are:

Uses Scientific Method for the research and study of Organizational Behavior

Developed understanding of Leadership, Employee Motivation and the

Design of Jobs

It influences Decision Making, Organization Structure Design, Types of

Control Tools and Techniques

Differed from the Human Relations Movement in the fact that the Human

Resource Management maintained a satisfied worker whereas the Behavioral

Movement recognized man as a “complex self actualizing animal”

Man has “needs” not “wants”

Behavioral science since its inception in the mid 20th century has remained

consistent in its application and relevance to management. Theories such as Maslow‟s

hierarchy of needs and McGregor‟s Theory X and Y are contributions to Behavioral

Science and being played for managing people. Maslow‟s Hierarchy of Needs influences

the satisfaction of people in their working lives as much as outside work. The application

of management methods derived from McGregor‟s Theory X or Y are equally prevalent.

The adaption of methods consistent with Theory X would see managers coercing „lazy‟

workers with bribes, rewards, threats and punishment. While proponents of Theory Y

would interact and communicate effectively with staff to ensure the job they are doing

suits them, understand what is being asked of them and providing any tools (such as

training) to permit workers to gain maximum satisfaction from their job.

35
 The Behavioral Science approach to management is relevant to Human Resource

functions because it also deals with human emotions, achievements, satisfaction and

these elements will always dictate the productivity and outcome of an organization as

long as organization continues to employ people.

Hodgetts (2002) believed that people who practiced human relations do not have

time to make a systematic study of human behavior at work because they are too busy in

the operations of the company. However, there are people in the academia and industry

who still have time for the scientific, behavioral research, including Psychologists who

are interested in individual behavior and Sociologists who are most concerned with group

behavior. These highly skilled people are known as Behavioral Scientist and are

responsible for a great deal of what we know about human relations in the industry.

Moreover, he defined Behavioral Scientist as an individual who apply their training to the

study of behavior in organization (p. 15).

Table 2. 10. Core Skills Developed by Behavioral Science Majors during

their College Degree Programs that are Relevant in Human Resource Functions

(World Wide Learn website, n.d.)

Understanding of dynamic development. Behavioral scientists examine how

people and groups grow and change over time. Therefore, they learn to develop theories

that adapt to shifts in culture and environment along with their subjects.

Professional ethics. Behavioral scientists that study groups and organizations

36
often examine the situational ethics within those social networks. In addition, behavioral

scientists must maintain their own professional integrity when conducting fieldwork or

other types of research.

Data analysis. Behavioral scientists use mathematics as a jumping off point for

their research, especially when attempting to analyze the financial impact of a decision or

a consistent behavior.

Presentation and writing skills. Students who pursue an academic career must

develop the ability to express the results of their research as a clear, concise research

paper. Aside from seeking publication and peer review, behavioral science majors must

prepare themselves to present their findings in front of live audiences as major

conferences and conventions.

Critical thinking and problem solving skills. Unlike scientists who develop a

theory and then spend time trying to prove it, Behavioral Scientists often arrive at their

theories in the field. They must develop the ability to see patterns that emerge over the

course of a research project. In addition, they must learn to adapt their own ideas over

time when data shows subtle shifts in direction.

Project management skills. Behavioral Science majors must learn to coordinate

the efforts of other researchers to aggregate research data effectively. In addition,

behavioral scientists who work in the corporate world must be able to analyze the

efficiency of project management tools and procedures within client organizations.

Interpersonal communication skills. Because behavioral scientists study the

impact of communication between people, they must develop superior skills. A career in

37
behavioral science requires the ability to communicate effectively to people in a variety

of settings.

A typical four-year Bachelor's Degree program in Behavioral Science allows

students to blend many traditional humanities courses with vital coursework in their

chosen specialty. Behavioral science majors who have not settled on a concentration can

explore classes within their majors to expose themselves to the widest variety of career

options.

Today, Behavioral Scientists can choose from a plethora of thriving careers. They

can apply their skills to social work positions within government agencies or nonprofit

organizations, or they can work as analysts and specialists within large corporations.

Many Behavioral Scientists even work as freelancers or consultants.

Madin (1998) stated that the degree in Behavioral Science leads to a variety of

potential career paths. Graduates interested in human behavior often go to successful

corporate careers in human resources or marketing departments while a completion of a

Master's or Doctorate in Behavioral Science often results in teaching career at colleges or

universities.

38
 III. SIGNIFICANCE OF THE STUDY

This study will be a significant endeavor in promoting that Bachelor‟s Degree

courses in University of Santo Tomas which are Psychology, Behavioral Science, and

Human Resource Development Management are having distinctive competencies, values,

and capabilities to work in any human resources functions. It is beneficial in the four (4)

stakeholders that are the university, professors and instructors, students of the three

human resources related courses, and the business industries. For the university, this

research will provide recommendations on how to evaluate the performance of

Thomasians in accordance to human resource management by locating which part of each

course‟s curriculum should be enhanced. They should understand the real meaning of

human resource profession by analyzing the needs of the students and benefits of quality

education. This study will also be beneficial for professors and instructors in utilizing

effective learning in a classroom setting about different concepts related to the use of

effective human resource management. For students of the three (3) human resources

related courses, they will be knowledgeable regarding employer‟s preferences that could

guide them as they enter the career in the corporate world. This research can also provide

students deeper understanding of human resources practices and can be use as their future

reference on any human resource related subjects. Moreover, it promotes area of human

resource management, objectives, and strategies for companies and business

practitioners. Business industries have to be aware if they are really fulfilling their

responsibility in the Human Resource Division for the community or just showing off to

promote their business.

39
 IV. THEORETICAL FRAMEWORK

Supply Factors Organization Goals and Demand Factors

Priorities

Skills Inventory Output and Sales

Education and Organization Policies and Procedures Productivity

Training (in Developments
organization and Recruiting, Hiring, Training,
Appraisal, Compensation, Promotion, Job Changes
out)
Dismissal, Retirement
Public Policy on Technological
Personnel Changes

Learning and Profit-growth

Experience Forecasts
Individual Career
plans Research and
Development

Personnel Plans External factors

Collective
Figure 4 .1. Human Resource Planning System bargaining

Government policy

This framework was based on Felician F. Foltman, Manpower Information for

Effective Management, part 2. Skills Inventories and Manpower Planning (Ithaca: New

York State School of Industrial Relations, Cornell University, 1973), p.27.

The framework is linked to this research by illustrating systematic steps in

locating right people where they can perform their competencies on its designated

40
activities that could give individual and the organization maximum benefit. The supply

and demand side must be continuously balanced within the framework of organizational

goals and priorities. It should be apparent that success in the use of the organizational

patterns or structure resulting from organization planning will depend to a great extent on

the individuals assigned to the resulting positions. If the human resource needs of a firm

are planned in concert with formal organization planning, a meaningful and effective

structure is more likely. In a sense, then, human resource planning is really applied

organization planning.

An essential element of this Human Resource Needs Planning is a forecast to

anticipate future human resource needs. Equally important are work force inventories

which in this research those workforce are the graduates of the three human resource

related courses.

41
 Figure 4. 2. The Emotional Competence Framework

This was adapted from the works of Daniel Goleman, Emotional Intelligence and

Working with Emotional Intelligence. The emotional competency of any human resource

professional would be motivation, self-regulation, social skills, empathy, and self-

awareness. In motivation, human resource professionals should have an achievement

drive, commitment, initiative, and should be optimistic always. In self-regulation, they

should have self-control, trustworthiness, consciousness, adaptability, and a sense on

innovation. For social skills, they should have the power to influence others, can manage

conflict, can be a change catalyst, has collaboration and cooperation, good

communication skills, leadership skills, building bonds with other people, and team

capabilities. For empathy, they should understand others whether the side of the

management or the labor, have the capacity to develop others, service orientation,

leveraging diversity, and should be aware of the political issues around the workplace.

Lastly, on self-awareness, they should have emotional awareness, have an accurate self-

assessment, and do have self confidence.

42
 Figure 4. 3. Competency Model for Human Resources Professionals.

This model is created by National Academy of Public Administration (NAPA). It

states that Human Resource Professionals are considered as a business, a leader, an

advocate, an expert and most importantly, a change agent. Being a change agent is the

core function of any Human Resource Personnel. They manage changes in the

organization and/or the factors affecting the organization, they consults, analyzes

problems regarding the changes, uses coalition skills, and they influence others to accept

the changes around the workplace.

Being in a business, Human Resource Professionals are mission oriented,

considered as a strategic partner, a systems innovator, and they are the one who

understands mostly team behavior. As a leader, they take risks, have ethical values as

they are models of the organization, decisive, develop staff, and create trust in the

43
workplace. Human Resources as an advocate portrays a diversity in values, they resolves

conflict, communicates well for they are the middle men between the management and

the employees, and also, they respect other people and other departments. Human

Resources is an expert because they know the human resource principles, they are

customer oriented, applies business procedures, manages resources, and uses human

resources tools.

44
 V. CONCEPTUAL FRAMEWORK

Supply Factors Organization Goals and Demand Factors

Priorities

Skills Inventory Output and Sales

Education and Organization Policies and Procedures Productivity
Training (in Developments
organization and Recruiting, Hiring, Training,
out) Appraisal, Compensation, Promotion, Job Changes
Dismissal, Retirement
Public Policy on Technological
Personnel Changes
Learning and Profit-growth
Experience Forecasts

Research and
Development

Figure 5 .1. Human Resource Planning System External factors

Collective
bargaining
From the given theoretical frameworks, the framework by Felician F.
Government policy
Foltman which is the Human Resource Planning System (Figure 4.1.) is more appropriate

to be the conceptual framework of this research because it is the most relevant among the

other theoretical frameworks to design the operational framework. It shows that the

company has demands and supplies should correspond to it. To be able to deal with the

gaps of the demand and supply, human resources should make the effort to meet those

demands.

45
 The individual career and personnel plans are omitted because these factors

applied to present employees who are not included in this study. Also, the added arrows

from supply factors and organization policies and procedures pertain to which the two are

aiming to address the demand factors.

46
 VI. OPERATIONAL FRAMEWORK

“Placing Right
Supply factors Demand factors
People in the Right
Job”

Competencies (knowledge, Competencies (knowledge,

skills, behaviors and skills, behaviors and
values) of Psychology values) needed for
Graduates Recruitment and Selection
The Employer‟s
Perspective and
Competencies (knowledge, Competencies (knowledge,
Preference
skills, behaviors and values) skills, behaviors and
of Behavioral Science values) needed for
Graduates Performance Management

Competencies (knowledge,
Competencies (knowledge,
skills, behaviors and
skills, behaviors and values)
values) needed for
of Human Resource
Compensation and
Management Graduates
Benefits

Competencies (knowledge,
skills, behaviors and
values) needed for Training
and Development

Competencies (knowledge,
skills, behaviors and
values) needed for
Employee Relations

Competencies (knowledge,
skills, behaviors and
values) needed for
Organizational
Development

Figure 6. 1. Human Resource Planning System 47

 This framework was adapted from the Human Resource Planning System (Figure

4. 1.) by Felician F. Foltman. Human Resource Planning is a systematic process of

ensuring whether employees are situated in the right job. Employees will be asset if the

competencies (knowledge, skills, and values) possessed were suitable with the

responsibilities and tasks undertaken. Therefore, the goal of this plan is to select and

place suitable applicants in the right position by examining whether the competencies

demanded were able to correspond by aspiring employees.

The Operational Framework was designed in accordance to the topic of this study

and will give the readers a clear overview and understanding of the contents. Since this

framework was adapted from an existing theoretical framework, variables were replaced

by more applicable and useful variables. The goal in the framework is to put right people

in the right job; this goal is directly influencing the quality of supply and demand factors.

On the other hand, the achievement of the goal depends if the supply and demand factors

were aligned. Human Resource Department have demands for the aspiring employees

specifically, competencies (knowledge, skills, behaviors and values) needed for each

Human Resource functions; and these demands being the independent variable should

corresponded by the supply which is the unique and specialized competencies

encompasses by the future workforce specifically, the graduates of the HR Related

Courses. The unique and specialized competencies of graduates from courses

Psychology, Behavioral Science and Human Resource Development Management is the

main reason for their complimentary relationship. Along with these two (2) variables is

the Employers‟ Perspective and Preference wherein it was classified as the intervening

48
variable in this study. Employers are the one who decide and dictate if an applicant is

qualified or not, will most likely mediate the effects of supply to the demands. Most of

the time, they also produce these demands to the supply. And this is the reason why they

were chosen as the respondents and their perception is the basis of this study.

49
 VII. RESEARCH DESIGN

In a given study, the chosen method to obtain the objectives of the study will

greatly affect results and conclusion. There are two (2) main approaches to a research

problem namely quantitative research and qualitative research.

On this study, qualitative research approach was used. Qualitative Research

generates non-numerical data. It focuses on gathering of mainly verbal data rather than

measurements. Gathered information is then analyzed in an interpretative manner,

subjective, impressionistic or even diagnostic.

Aside from the approach used to obtain the objectives, the design of this research

study is descriptive. Descriptive research aims to observe and describe a certain topic and

an interview questionnaire was used as a data gathering tool.

50
A. METHODOLOGY

This research is conducted primarily in order to determine whether the fresh

graduates from the three (3) Human Resources related courses – B.S. Human Resource

Department Management, B.A. Behavioral Science, and B.S. Psychology of University

of Santo Tomas complement or compete towards the human resources entry-level

position. Determining the probabilities of the aforementioned courses in the selection of a

company‟s potential human resources employee, as well as their similarities and

differences are part of the objectives.

The design of this research study is descriptive. A descriptive and interpretative

type of questionnaire was developed which aimed at obtaining the dynamics of the three

human resources related courses. Descriptive in a sense that the questions asked are a

help to the study to know what is going on in terms of actual, observable event and

behavior. And interpretative in a sense that the questions asked seeks to explore the

meaning of the study for the people involved. The fourteen (14) company respondents

were selected through under non-probability sampling techniques where every member of

the populace is not ensured of an equal chance of being selected. These are the purposive

and convenience sampling. Purposive because the selection of the sample elements is

based on the criteria listed according to purpose or objective of the study. This research

has identified only eight (8) industries to choose from; and convenience sampling

because the sample elements are selected in a process most convenient to the researcher.

The locations are considered and the contacts and referrals are prioritized. Then, request

51
letters were prepared to be signed by researchers and thesis facilitator. Next was to

contact the human resource representative of the company and asked for their convenient

time to conduct the interview. The gathered data was then summarize in charts and

tabular forms and analyzed it in a subjective and interpretative manner. In this way, it

will be able to prove the given hypotheses. This research is purely qualitative so there

will be no statistical computation.

52
B. DATA GATHERING TOOL

As mentioned earlier in the research design, this study is descriptive and

qualitative. In addition to answer the objectives, statement of the problem, and to be able

to gather information and opinions of different companies, an interview questionnaire

serves as the data gathering tool. The reason is that there is a need to collect deeper ideas

and perspectives of the respondents about the topic. The questions are design to be

descriptive and interpretative and consist of three parts. The first part is the general

information of the Human Resource Department representative of a company. Second is

the population of the organization‟s human resources group which is summarized in

Chart 7.b.1. And the last part is the interview questions. (See Annexes)

53
C. DATA ANALYSIS

The data that were gathered from interviews helped to attain awareness or

understanding on the perceptions of the employers regarding the three human resources

related courses in the human resources functions. Perceptions present us with evidence of

the world, not as the world is thought to be but as it is lived. Thus, answers were based on

the respondent‟s insights, thoughts, and experiences.

There are fourteen (14) respondents which come from any of the eight (8)

industries (Call Center, Business Processing and Outsourcing (BPO), Hospital, School or

Academe, Manufacturing, Information Technology, Telecommunications, and Banking)

for this research paper. These are composed of the representatives from Human Resource

Department of different companies in different industries.

The following are the respondents categorized by industry.

Call Center Industry: Mr. Dondi Clemente, Recruitment Supervisor of

Convergys Philippines, Makati branch

Business Processing and Outsourcing (BPO): Mr. Marion Andrew Danganan,

Human Resource Associate for Recruitment/Talent Acquisition of WNS Philippines

54
 Hospital: Ms. Kaye Arabia, Human Resources Assistant of the University of

Santo Tomas, and Ms. Cythia Sarayba, Section Manager of Personnel Administration

Department of St. Luke‟s Medical Center

School or Academe: Ms. Leonina Aureus, Human Resources Supervisor of

Emilio Aguinaldo College, and Ms. Lina M. Peñafiel, Human Resources Manager of

Asian Institute of Management

Manufacturing: Ms. Ressa Lagadiao, Human Resource Specialist of Diamond

Motor Corp., and Ms. Lin Perillom Human Resources Assistant of Toyota Inc., Quezon

Ave, Branch

Information Technology: Ms. Lorie Llorente, Human Resource Supervisor of

Level Up! Inc.; Ms. Daisy May Sacluti, Sourcing Manager of Azeus Systems Philippines

Ltd.; and Ms. Gemma Tacata, Assistant Manager of Human Resources of Interactive

Technology Solutions, Inc.

Telecommunications: Mr. Carlos Andres Jazmines, Employer Brand Consultant

of Bayan Telecommunication, Inc., and Ms. Princess Lavides, Senior Recruitment

Officer of Sun Cellular

Banking: Ms. Leah Mabel Faustino, Human Resources Vice President Program

Manager of Citibank

55
 Age Bracket

Age Bracket
21-25 25-30
30-35 35-40
40-45 45-50 50-55

Figure 7. c. 1. Age Bracket of Respondents

Most of the respondents are at the age of twenty five (25) to thirty (30) years old.

Followed by the range of thirty five (35) to forty (40) then twenty one (21) to twenty five

(25) years old and the least are at the age of thirty (30) to thirty five (35), forty five (45)

to fifty (50), and fifty (50) to fifty five (55) years old respectively.

Gender of Respondents
No. of respondents

15

10 Male
5 Female

0
Male Female

Figure 7. c. 2. Gender of Respondents

The female respondents outnumbered the male. There are 11 (78.5%) who are

female and only 3 (21.4%) are male.

56
 Educational Background

5
4
3
2
1
0

College Degree Graduate Studies Certificate of Completion

Figure 7. c. 3. Educational Background of Respondents

The respondent‟s educational backgrounds are not the same. In fact, most of them

are Bachelor‟s Degree holders of courses not related to human resources. Six (6) of the

respondents are Bachelor‟s Degree holders of Psychology and Behavioral Science

respectively. And only one who earned the Bachelor‟s Degree of Human Resource

Management. Aside from having Bachelor‟s Degrees, the respondents also earned

Masteral Degrees. Some of them finished it in other courses unrelated to human resources

and others earned it in the course of Psychology. And lastly, one of the respondents has

57
the Certificate of Completion from People Management Association of the Philippines

for Labor Relations and Compensation Management.

Position Level of Respondents

8
No. of respondents

4 Position level of
2 respondents

0
Staff Supervisor Manager

Figure 7. c. 4. Position Level of Respondents

The supervisory level and the managerial level have equal respondents of 6

(42.8%) and only 2 (14.28%) of them are staff/personnel (see chart 7.b.3)

Years of Experience in Human Resources

5
4.5
4
3.5
3
2.5 Years of Experience in Human
Resources
2
1.5
1
0.5
0
1-5 5-10 10-15 15-20 20-25 25-30

Figure 7. c. 5. Years of Experience in Human Resources

58
 VIII. RESULTS AND DISCUSSION

Educational Backgroundof the Human

Resources Group
1.3% Human Resource Management
.87% 2.59% (Bachelor's Degree)
1.3% BS or AB Psychology (Bachelor's
7.36% Degree)
Behavioral Science (Bachelor's
Degree)
Others (Bachelor's Degree)
39.39% 36.8%
Human Resource Management
(Graduate Studies)
BS or AB Psychology (Graduate
10.39% Studies)
Behavioral Science (Graduate
Studies)
Others (Graduate Studies)

Figure 8. 1. Educational Background of the Human Resource Group

The total population of all respondents‟ Human Resources Group is two-hundred

thirty one (231) employees. For the educational background of these human resource

group, the category Others, which composed of different courses unrelated to the Human

Resource Development Management is the highest: It has 91 (39.3%) Bachelor‟s Degree

holder and 6 (2.6%) from the Graduate Studies; 85 (36.8%) Bachelor‟s Degree holder of

Psychology and 3 (1.3%) from its Graduate Studies; 24 (10.4%) Bachelor‟s degree holder

of Behavioral Science and 2 (.8%) from its Graduate Studies; and has 17 (7.4%)

Bachelor‟s Degree holder of Human Resource Development Management and 3 (1.3%)

from its Graduate Studies.

59
 Table 8. 1. Summary of Results from the Data Gathering

What is the entry level position
for your Human Resources
Group? What are these
functions?
Do you accept fresh graduate
students for your Human
Resources Group? Why?
Do you have preferences in
courses for your Human
Resources Group? What are
these preferences?
What competencies (knowledge,
skills, values, etc.) are you
looking for your Human
Resources Group?
Do HR courses (Psychology,
Behavioral Science, and Human
Resource Management) provide
these qualities? How does each
of these courses address your
HR needs? What are the
advantages and disadvantages of
these courses to the HR field?
In your opinion, do these HR
courses COMPLEMENT* or
COMPETE *for the Human
Resource position? Explain
briefly.
Administrative Recruitment, Training & *ASSISTANT,
and Assistance Development, Timekeeping, ASSOCIATE,
Work Compensation and Benefits, STAFF
Employee Relations
Yes. The first requirement is to be a graduate of Bachelor‟s Degree,
but, an experience is an advantage.
Yes. 1. Psychology Others, as long as
2. Behavioral Science they have already
3.Human Resources gained experience in
Management HR
Customer oriented
Communication skills
Team player
Excellence
Integrity
Yes. Advantages: Disadvantage:
Specialized academic Inadequate Understanding
background of each course of Reality
and Possession of the basic
knowledge about hr
Complement = HR Related Compete = People targeting the
Courses same position

60
QUESTION #1

Areas of Entry Level Positions in Human

Resource Department
R
e 8
s
N
p 6
o
o
.
n
4
d
o
e
f 2
n
t
s 0

Figure 8. 2. Areas of Entry Level Position in Human Resource Department

This question was asked to prepare the graduates on what they will expect if they

decided to apply in an entry level position. The respondents answered that most of

the entry level positions for human resources are assigned to do administrative or

assistance job in different areas such as recruitment, timekeeping, training and

development, compensation and benefits, labor relations, organization development

and all facets in Human Resource. Their usual job titles are assistant, associate, or

staff.

61
 The answer of respondents can be supported by an online article entitled Job

Descriptions: Human Resources, Training, and Labor Relations Managers and

Specialists (n.d.) that the duties given to entry-level workers will vary depending on

whether they have a degree in Human Resource management, have completed an

internship, or have some other type of Human Resources-related experience. (para.

7).

QUESTION #2

Accepting Fresh Graduates

No

Yes

0 2 4 6 8 10 12 14 16

No. of Respondents

Figure 8. 3. Respondents Accepting Fresh Graduates

The second question intended to know if employers consider fresh graduate

applicants that means they doesn‟t have any employment experience except for the

internship which is part of their curriculum. Luckily, all of the respondents

answered yes. They all consider fresh graduates in the entry – level position for

their human resources group, having a bachelor‟s degree is actually their first

62
 requirement for an applicant. However, if you will target managerial positions, it

requires a higher degree like Master‟s Degree or a Doctoral Degree.

The result just proved what Gast (2002) had stated on his online article that a

college degree is not an absolute in order to gain employment in this field; however,

many employers seek college graduates to fill entry-level positions, and prefer

applicants that have majored in human resources, personnel administration, or

industrial or labor relations (para. 6). He also advised that the most successful

employees in the field will begin their first position with a college degree. If

possible, attend college before seeking employment, in order to gain an edge over

competing applicants (para. 9).

QUESTION #3

Preferences in Courses for HR Group

R
e 12
s 10
N
p 8
o
o 6
.
n 4
d 2
o
e 0
f
n
t Psychology
Behavioral
s Science Human
Resource Others
Development
Management

Figure 8. 4. Preferences in Courses for HR Group

63
The question pertains to determine if employers have course preferences when it

comes to filling the entry level position. It resulted that all of the respondents have

their respective preferences regarding academic backgrounds for their human

resources group.

Majority of them answered Psychology, followed by Human Resource Management

and Behavioral Science. Some also mentioned that any business management

courses and other unrelated courses are considered as long as they have already

gained experience in human resources.

Several literatures can supplement their answer. One of them are, Ng (2010) who

stated that one doesn't necessarily to have a degree in Human Resources, however,

majoring in Business Administration, Psychology, Labor Relations and Personnel

Administration, as well as degrees in Social and Behavioral Sciences, can also be

beneficial.;

Gast (2002) mentioned that many employers seek college graduates to fill entry-

level positions, and prefer applicants that have majored in human resources,

personnel administration, or industrial or labor relations (para. 6). ;

According on online article entitled The Human Resource Career Growth (2010)

that many colleges and universities don‟t offer degree programs in Personnel

Administration, Human Resources, or Labor Relations until the graduate degree

level, an interdisciplinary background with a combination of courses in the Social

Sciences, Business and Behavioral Sciences is acceptable.

64
 QUESTION #4

Table 8. 2. Competencies Needed in HR Group

COMPETENCIES NEEDED TO BE IN THE HR GROUP
NO. OF NO. OF
No. COMPETENCIES No. COMPETENCIES
RESPONDENTS RESPONDENTS
1. Customer oriented 6 16. Background on 1
T&D
2. Communication 4 17. Basic knowledge on 1
skills mandated benefits
3. Team player 4 18. Collaboration 1
4. Excellence 3 19. Dependability 1
5. Integrity 3 20. Interpersonal skills 1
6. Ability to conduct, 2 21. Leadership 1
analyze
psychological exams
7. Competitive 2 22. Learning 1
8. Computer skills 2 23. Less supervision 1
9. Initiative 2 24. Multitasking 1
10. Innovation 2 25. Organizational skills 1
11. Patience 2 26. Punctual 1
12. Adaptability 1 27. Social responsibility 1
13. Background on ER 1 28. Timeliness at work 1
14. Background on HR 1 29. Trustworthy 1
standards and labor
laws
15. Background on OD 1

The top five (5) competencies that were cited by respondents are people-oriented,

with communication skills, team player, encompasses excellence and integrity at

work

Dealing with the diverse people and attending to their concerns everyday at work

probably are very challenging for human resources practitioners. Since they are

dealing with diverse people, communication skill is also needed. As supported by

Gast (2002) traits that a human resource professional must have is an effective

communications skills, both verbal and written.

65
As an article quoted from Dave Ulrich (n. d.), “It is no longer enough for human

resources processionals to just want to contribute to the bottom line. They need to

know how to do this, and have the ability to use what they know. And a company's

intellectual capital, talent, intangibles, and capabilities all derive from the

competence and commitment of its Human Resource professionals.

Business industries are having requirements regarding the competencies

(knowledge, skills, values, etc.) that a Human Resource Practitioner must have.

Among the basic competencies enumerated by Himachali (2005), some are evident

in the data gathered.

Oliver (2007) suggested skills can be divided into two categories; technical skills or

competence, and personal skills or competence.

Based on Competency Model for Human Resources Professionals (Figure 4. 3.),

Human Resources practitioners are considered as a business, a leader, an advocate,

an expert and most importantly, a change agent so they manages constant changes

in the organization and/or the factors affecting the organization.

66
QUESTION #5

HR Related Courses Provide

Preferred Qualities

No

Yes

0 5 10 15
No. of Respondents

Figure 8. 5. HR Related Course Provide Preferred Qualities

Through data gathering it fortunately confirmed by the respondents that fresh

graduates of Human Resources related courses provide the qualities that the

corporate world is expecting them to have.

Table 8. 3. Advantages of the HR Related Courses

ADVANTAGES
No. No. of
Respondents
1. Basic knowledge and ethics on the HR field 5
2. Psychology graduates are good in screening 2
applicants
3. Can easily adapt 2

4. Human Resource Development graduates are 1

good in benefits administration
5. People oriented 1

67
The three human resources related courses, although have some similarities on

basic knowledge about the human resources field, still have advantages and

disadvantages.

These courses have the edge among those who do not acquire the Human Resources

related degree due to their general knowledge in Human Resources and the

theoretical concepts learned in the academe which are related to the operation.

Sison (2003) suggested that a person who is getting into personnel work should be

acquainted with basic knowledge in related study fields such as Psychology,

Economics, Law, Sociology, Research, Statistics & especially Behavioral & Social

Science.

HR Degrees (2010) enumerated, typical courses should teach about Compensation,

Industrial psychology, Organizational Structure, Performance Appraisal, Principles

of management, Recruitment, and Training and development

Table 8. 4. Disadavantages of the HR Related Courses

DISADVANTAGES
No. No. of
Respondents
1. Competencies are developed through years 1
on experience and through values gained
from home
2. Dependent much on books 1

The disadvantage is that there is the inadequate understanding of reality and skills

are not yet fully shaped. Closely related to what Kaufman (1999) said, “There

68
 remains a significant gap between the skills and competencies provided to student

in most HR/IR programs and those desired by business executives”.

Human resources activities are more of the applications. Learning from school is

essential however; human resources practitioners will need a lot of skills in the field

work. Some also may be too independent on textbook knowledge since they only

have the basic knowledge, believing that they are over qualified and are searching

for the next job rather than mastering the one that they had (Appleby, 2000).

It is good that employers optimistically view this as something that can be resolved

through constant training. Entry level positions are mostly for the fresh graduates,

and employers understand the need for training and exposures especially to those

who are a promising employee.

QUESTION #6

Compete or Complement
Compete Complement

15%

85%

Figure 8. 6. Relationship of HR Related Courses

69
The last question aimed to discover the employers‟ opinion on the relationship of

human resources related courses whether they compete or complement. The study

provided the operational definition as: Compete is more on the negative side; it is

putting something or someone into a position where it can cause to outdo its

competitor. On the other side, complement is considered positive. It is having the

sense of completion from the help of others.

The respondents affirmed that the courses are complementing each other within

human resources functions. They complement in terms of addressing the needs of

the human resources department.

Relating the results on the operational framework (Figure 6. 1.), unique and

specialized competencies of graduates from courses Psychology, Behavioral

Science and Human Resource Development Management that is aligned on the

variety of human resource functions is the main reason for their complimentary

relationship.

In addition, some of the respondents stated that it is good to have graduates of a mix

of these courses that can complement their individual strengths. Although they

have quite similar background, they still have specific specialties to address

concerns that result to lesser conflict. Moreover, the passion and interest that they

exhibit in the Human Resources field are able to contribute in the department.

According to Davis, Giordano, and Licht (2009), Industrial and Organizational

Psychology is the application of psychological principles, theories, and research to

70
 the work place. For behavioral science, the course is focused on applying

conceptual and analytical tools to the problem, so as to understand and predict

behavior in the workplace (Reference for Business, 2007). Lastly, According on the

curriculum of Human Resources Development Management in University of Santo

Tomas, the subjects of this program are more focus on operational functions of the

industry setting

Other respondents say that there is a chance for the graduates of these three human

resources related courses to compete if they target the same position, because each

of them proves that they are fit for the position. They will give and enhance the

acquired knowledge from school and their respective competencies to everything

related to work in order to please the management.

The Discussion of Results:

The upcoming graduates of the three Human Resources related courses in the

University of Santo Tomas which are Psychology, Behavioral Science, and Human

Resources Development Management are inclined being the future strategic partner of

their chosen business industries by going to the career path in field of Human Resources.

Each of them is capable dealing with the needs of Human Resources department in any

business industries through their educational background and interests for that field.

71
 Based on the results, the respondents‟ reactions and opinions were mostly the

same in most of the questions. It was proven that the alternative hypothesis was true. The

subjects provided by each program were comprehensive in terms of their specialized field

(see) however there were also similar subjects offered which depicts to the Human

Resources field. The three courses are complementing in terms of addressing the needs of

each Human Resources functions. Despite of their quite similarities in terms of

educational background and interests, there is no conflict because graduates of each

course have specific specialties that could facilitate the different Human Resource

functions. However, the possibility of competition would happen if the graduates of these

courses aimed the similar specific position or function; yet, it still depends on the

employer‟s preference.

This research observed that the respondents preferred more the graduates from the

Bachelor‟s Degree in Psychology; Alongside were Behavioral Science and Human

Resource Management. Despite the reason that Psychology exists for the longest time

and was able to fill most of the Human Resource functions, it is not acceptable to

conclude that Psychology graduates are most suitable to fill any Human Resource

position or functions. The graduates of the aforementioned Human Resource Related

courses are interdependent with each other. This study informed the complexity of

Human Resources function wherein there was no specific course that could operate the

whole Human Resource Department alone.

72
 Business industries require a college degree for applicants. It may also depend on

the culture of the organization or the position to fill in. Most of the employers prefer

specific academic backgrounds, but some of them still give chance on applicants whom

comprised of required interests, competencies and experiences. The graduates of Human

Resources related courses have high probability that they could be preferred by

companies due to their basic knowledge on Human Resources functions. The Psychology

graduates have the edge on the basic knowledge about the science behind the behaviors

of the people in the workplace; Behavioral Science has the edge on the knowledge in

understanding the social sciences behind the behavior of the workforce and the society;

and the Human Resource Development Management has the edge on the knowledge of

the operations of the workforce in the business setting.

Furthermore, according to the respondents, the desire to be a Human Resource

practitioner requires competencies (knowledge, skills, values, etc) Managerial Skills,

Communication Skills, People Oriented, Patience, Adaptable/Flexible and Practice

Confidentiality. Willingness of a Human Resource practitioner to strive for more learning

and initiative to perform their tasks will possibly help them to achieve career

development as well as to contribute in organizational development.

73
 IX. SUMMARY, CONCLUSION AND RECOMMENDATION

The students from the courses Psychology, Behavioral Science and Human

Resource Development Management were usually compared with each other since they

are perceived to be entering the profession of people management in a corporate setting.

They were allegedly identified having a similar academic background which leads them

to be viewed as competing professionals. The reason of conducting this study is actually

to prove whether the students/graduates of these courses deserve to be put into rivalry.

The assumptive substantial interview questions were prepared to use as the tool in

gathering employers‟ perception which would be the basis of identifying which of the

given hypothesis is reliable and valid. Moreover, the research was able to answer the

questions raised in the statement of the problem and the aimed objectives were achieved.

The analyzed data exhibited that employers being the one who control and decide

on the qualifications in hiring an applicant, preferred graduates with the bachelor‟s

degree in Psychology, Behavioral Science and Human Resource Management. It is a

clear indication that these courses really encompassed the basic academic background

that the companies from whatever industries were looking for. Besides, the suitability of

the graduates from these courses in filling human resources position is convincing. But in

particular, graduates from the course Psychology received a unanimous preference from

the respondents. However, the length of existence and popularity should take into

consideration. The fact that the course Psychology exists for the longest time, it is

74
inappropriate to declare that among the three it will be the most suitable. On the other

hand, the Human Resource Management course is actually new to the ears of the

corporate people; even some of them were astonished if they get to know that there was

already a Human Resource Development Management course offered in University of

Santo Tomas.

Therefore, the study proved its alternative hypothesis wherein courses leading

toward the profession of corporate people management were complementary. These

courses needed each other to optimize every HR functions in companies of different

industries. They are also suitable for the HR position due to their unique specialized

academic background that makes them advantageous than others. However, Human

Resource Development Management course has a bigger opportunity to conquer the

Human Resource profession since most likely; their developed curriculum was more

appropriate for the corporate Human Resource position as well as their career path is

merely to perform in the Human Resources function, unlike the other two (2) courses that

recognized Human Resource Profession as an alternative career. Looking on the other

side, the word compete is appropriate on the people not on the courses. Competition rises

whenever people, regardless of their academic background targeted a similar Human

Resource position.

Human Resources practices strongly affect the way people feel about their work

and this is the HR field that is commonly career path of the three courses in University of

Santo Tomas which are Psychology, Behavioral Science, and Human Resources

75
Development Management. From the accomplished research, recommendations that can

be beneficial to the four (4) stakeholders were produced.

For the university, the courses offered which intend to be strategic partner of an

organization should be evaluated for the proper enhancement in the curricula. As they are

complementing in filling Human Resources position, the curricula must also be

complementing by focusing on the uniqueness of skills and abilities that distinguishes the

three (3) courses. With this, confusion will be eliminated and each profession can be

distinguished through their specific expertise. Positively, the allegedly competition will

turn into a collaborative relationship. These courses should receive equal attention and

promotion wherein students will be able to be informed about the real essence of the

Human Resource profession. Moreover, the quality of the graduates they produced

reflects the quality of education that they provide.

For the professors and instructors, an indication of their job accomplishment

should results to instilling necessary knowledge and skills in their students. They should

be aware that there are more effective ways of educating than merely presenting visual

aids and giving lectures. Especially, those who are teaching human resource related

subjects should recognize that they are more appreciated if they would translate the

concepts, theories and technical jargon into practical information which their students

needs to know and will be able to use in their future employment. The study also

encourages professors and instructors to explain the foundation and significance of the

subjects taught.

76
 For students pursuing human resources related courses, they should not rest

assured that their degree will guarantee them in becoming a skilled Human Resource

practitioner yet the knowledge and skills learned can be very helpful if executed properly.

The success in this profession depends on how great you were able to apply the concepts,

lectures and theories that you have get to know in the academe. More importantly, they

should appreciate Human resource management as a noble profession, the duties and

responsibilities should recognize by the heart and it is the backbone of the organization

since they handle the asset of companies. Lastly, having a related academic background

is a good foundation but having the passion for your chosen profession is always the best

and strongest foundation.

For the different business industries, the research proposed that the entry level job

offered for a Human Resource practitioner should not be limited to administrative work.

Instead of providing them a merely administrative task, assigning them in different areas

of work can be a type of training that doesn‟t require much cost. In this way, they will be

motivated and at the same time, it developed multi-tasking skills that prevent career

stagnation and boredom. They should also remember that it is their responsibility to

develop a competent department in which they will still benefit the most.

77
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ANNEXES:
TEMPLATE OF REQUEST LETTER

University of Santo Tomas

College of Commerce and Business Administration
Human Resource Development Management

<Date>

<Name of Recipient>
<Position>
<Company>
<Company Address>

Dear Ms./Mr.:<Name of Recipient>

Good Day!

We, the students from University of Santo Tomas, College of Commerce Major in
Human Resource Development Management, would like to conduct an interview
regarding your preference among the three HR related courses (B.S.B.A Human
Resource Development Management, B.A. Behavioral Science and B.S. Psychology) in
the entry-level human resource position.

In relation to this, we will be interviewing your HR manager in his most convenient time.
We assure to you that any information that would be gathered will be kept confidential
and used for research and thesis purposes only.

We are looking forward for your cooperation and will greatly appreciate any help and
contribution that you can extend to us.

Thank you!

Very Truly Yours,

_________________ __________________ __________________

Jennylyn Morano Eulyn Deccie Roxas Chastine Pearl Vargas

Noted By:

_____________________________
Prof. Edna “Leenchie” Bacarra-Bala
Thesis Adviser
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 QUESTIONNAIRE
This survey seeks to find out the dynamics of HR courses (Psychology, Behavioral Science,
and Human Resource Management). Your answers shall be treated as confidential.

I. PARTICIPANT'S PROFILE

Name: _____________________________________________________

Age : _______________ Gender: Male Female

Educational Background
School Degree Obtained Covered Period
Graduate
College
High school
Others

Professional Background (start from current work experience)

Company Position and Department Covered Period
From To

Level Type of
Staff Supervisor Manager Industry*

Company Position and Department Covered Period

From To

Level Type of
Staff Supervisor Manager Industry*

Company Position and Department Covered Period

From To

Level Type of
Staff Supervisor Manager Industry*

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*Legend:Type of Industry

1 Call Center 5 Manufacturing

2 BPO 6 Information Technology
3 Hospital 7 Telecommunications
4 School/Academe 8 Banking

II. ORGANIZATION BACKGROUND

1. What is the population of your Human Resources Group? ______________________

2. What are the courses of your Human Resources Group? How many HR employees
per course?

Number of Employees

Bachelor’s Graduate
Degree Studies

Human Resource Management

Psychology (BS or AB)

Behavioral Science Management

Others (Please indicate.)

____________________

____________________

____________________

III. INTERVIEW QUESTIONS

1. What is the entry level position for your Human Resources Group? What are these
functions?

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2. Do you accept fresh graduates for your Human Resources Group? Why?

3. Do you have preferences in courses for your Human Resources Group? What are
these preferences?

4. What qualities (skills, competencies, values, etc.) are you looking for in an applicant for
your Human Resources Group?

5. Do you think graduates from the courses: Human Resource Management, Behavioral
Science and Psychology provide your aforementioned qualities? What do you think are
the advantages and disadvantages of these courses to the HR field?

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6. In your opinion, do the courses Human Resource Management, Behavioral Science
and Psychology COMPETE* or COMPLEMENT* for the Human Resource position?
Explain briefly.

*COMPETE- the three courses have a sense of rivalry and striving to do one’s best as well as to outdo one
another.

*COMPLEMENT- the skills and competencies of graduates from three courses (B.S.B.A. Human Resource
Development Management, B.A. Behavioral Science and B.S. Psychology) are
needed to complete the whole human resource department.; counterpart

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