Personnel: an overview human resource

management

Tricia Lynn B. Cuaton, RN

 HUMAN RESOURCE MANAGEMENT

• The art and science of acquiring,

motivating, and developing people
in their jobs in light of their
personal, professional, and
technical knowledge, skills,
potentialities, needs, and values in
synchronization with the
achievement of individual,
organization, and society’s goals
•
• It covers all activities dealing with
 IMPORTANCE OF HRM
• Though and by men, the other M’s are acquired
and utilized
•
• The accomplishment of the goals of an
organization depends upon the availability
and utilization of all M’s, the interaction of
which are people-based
•
• The acquisition, utilization, and development of
financial, material, technological, and market
resources which may be exhaustible are
dependent upon human resources
•
• Unlike material and financial assets, human
 HUMAN RESOURCE/PERSONNEL OPERATIVE FUNCTIONS

1. Personnel / Human Resource

Planning , Recruitment ,
Selection and Placement
2 . Trainin
Dev ’ t
6 . Labor Relations

EFFECTIVE HUMAN
RESOURCE
MANAGEMENT OR
PERSONNEL
MANAGEMENT
3.
Perfor - manc
5 . Maintenance Rating

4 . Compensation
 Personnel human resource planning,
recruitment, selection, and placement.

• Human resource planning is a study of the labor supply of jobs

which are compared with the demand of employees in those
jobs within an organization to determine future requirements
which either increase or decrease.


• Recruitment is the process of encouraging job applicants from

outside an organization to seek employment in the organization.
It consists of developing a recruitment plan, recruitment strategy
formulation, job applicants search, screening of qualified job
applicants, and maintaining a waiting list of qualified job
applicants.
•
• Selection is the process of determining the most qualified job
applicant or employee for a given position in an organization.
•
• Placement is the process of making an employee adjusted and
 Training and
development.

• This refers to any method used to improve

the attitude, knowledge, skill or behavior
pattern of an employee for an adequate
performance of a given job.
•
•
 Employee performance
rating.

• This refers to the evaluation of traits,

behavior, and effectiveness of an
employee on the job as determined by
established work standards.
•
 Compensation
• It is the pay received by an employee in the form of wages or
salaries, bonuses, and commissions.
•
• Basic compensation or base pay represents that portion of
the wages or salaries that all employees occupying a
particular job would receive.
•
• Incentive or variable compensation refer to compensation
plans that pay employees at different scales or levels of
pay based on performance or productivity
•
• Supplementary compensation represents added benefits
or pay given to employees usually as a result of
organizational membership.
 Maintenance
• This covers all activities intended to
provide an acceptable working
environment for employees. It is aimed
to provide employees with the best work
environment possible.
•
 Labor relations
• This refers to the relationship
existing between the management
of an organization and its
employees and the labor union
representing the employees, if the
organization is unionized. It refers
to efforts of satisfactory
accommodations between both
employees and the management to
settle disagreements.
 FUNCTIONS OF THE HUMAN RESOURCE /
PERSONNEL DEPARTMENT

To recruit, screen and refer qualified job

applicants to line managers who will decide
whom to hire.

To assist line managers implement

transfers, promotions, demotions, layoffs,
and separation from employment of
personnel.
To assist line managers on safety matters:
maintenance of safety records and
statistics, accident prevention and
investigation, safety engineering, and
providing safety standards.
To assist managers in the field of
employee relations: collective
bargaining, wage and salary
administration, complaints and
grievances, morale, training and
development, disciplinary action.
 FUNCTIONS OF THE HUMAN RESOURCE /
PERSONNEL DEPARTMENT

To provide employee services such as recreational, insurance, pension, profit-

sharing, medical, and dental.

To conduct employee research and standards

for job analysis, job description, job
evaluation, job grading, wage analysis, labor
market survey, organizational planning and
development, preparation of employee
manuals, human resource development
program and personnel audit.
 REALTIONSHIP OF PERSONNEL DEPARTMENT WITH OTHER
ORGANIZATIONAL UNITS

•The Human Resource Manager (HRM) provides advice, inform and recommend steps to be
taken on personnel matters to other managers within the organization. Services on these
specialized personnel staff functions are also provided as needed. Performing a staff function
in relation to other managers, the human resource manager cannot order other managers to
follow the advice or recommendations he may have given.

•The CEO (President) is usually responsible to design a workable organizational structure to

transform the inputs of people and resources into specified outputs. In some organizations,
the HRM in a staff capacity assists the President (CEO) design the structure of relationships
among employees, jobs, and physical factors.

•Planning for human resource/personnel can be made the responsibility of the HRM only if
he is a top level executive of the organization as plans cannot be made without being privy to
the long-range plans of other functional organizational units. The major human resource or
personnel plan prepared by the HRM in a staff capacity may then be translated into
departmental unit plans by department managers who would involve supervisors and rank-
and-file employees in the planning process.
 RECRUITMENT AND SELECTION
Recruitment
refers to the practices of organizations to persuade people to apply for
employment in the company

Selection
is the process of determining who from among the job applicants should
get the job
 FLOW CART OF STEPS IN RESOURCE RECRUITMENT AND
SELECTION PROCESS

Preparation of Human Resource Human Resource Requisition Form duly

Requisition Form by Line Manager accomplished is sent by the Line Manager
or Supervisor or Supervisor to Personnel
Manager/Personnel Department

Reception of Job applicants in Posting and/or advertising job vacancies

person or in writing

Preliminary Interview in Employment Tests

Personnel Department

Investigation of job applicant’s Interview with Human Resource Manager

background

Interview with line manager or Line manager or line supervisor makes

line supervisor decision—prepares preference list

Placement of new employee Medical examination of job applicant

 Posting and/or advertising job vacancies

Internal . Job vacancies are as a matter of practice posted in

bulletin boards and department managers usually send memorandums to
be circulated among subordinates in progressive organizations

External . When no employee has submitted his intent or desire to

occupy the vacant job or position and no one within the organization is
qualified, companies advertise job vacancies in a newspaper of wide
circulation. The commonly used external sources are:
Educational Institutions
Employment agencies
Recommendations of present staff
Walk-in applicants
Leasing
Labor Unions
Employer’s families
Management consulting firms
Executive and technical recruiters
Professional association meetings and conferences
Other companies especially competitors
General public
Office files of past applicants
COMPARISON OF PROMOTION FROM WITHIN VS . EXTERNAL HIRING
PROMOTION FROM WITHIN
ADVANTAGES DISADVANTAGES
Provides greater motivation for good Promotes inbreeding (narrowing of
performance thinking and stale ideas)
Provides greater promotion Creates political infighting and

opportunities for present employees pressure to compete

Improves morale and organization Requires a strong management

loyalty
EXTERNAL HIRING development program
 Creates a homogenous workforce

ADVANTAGES
Enables employees to perform the new DISADVANTAGES
job with little loss of time
Provides new ideas and insights Loss of time due to adjustment
Familiar with the organization and how
Allows employees to make changes Destroys incentive of present employees
it operates
without having to please constituent to strive for promotions
groups No information is available if he can

Does not change the present blend with the rest of the group
organizational hierarchy
ntelligence Tests
used to measure mental ability or general learning ability. It
predicts general capacity to learn or solve problems

Ex . Wonderlic Personnel Test

Look at the row of numbers below . What number comes next?8 , 4 ,
2, 1, 1/2, 1/4 ?
4
1/2
1/8
1/4
1

Assume the first two statements are true .

The boy plays football . All football players wear helmets .
The boy wears a helmet .
Is the final statement :
True?
False?
Not Certain
Aptitude Tests
measure the capacity of a person to learn a job with adequate training. These tests
are commonly used to measure mechanical and clerical aptitudes.

Ex . Bennett Test of Mechanical Comprehension

When using a wheel barrel on uneven ground, is it better to have a
larger wheel in the front of the wheel barrel or a smaller wheel?
Interest Tests

are used to predict success on the job. Considering both

hereditary and environmental factors, the interest of the person
is evaluated to see if there is a match with the job requirements
Personality Tests
are used for supervisory or managerial positions to measure
emotional maturity to overcome stress and strain, to be objective,
and to win the cooperation and respect of others

Ex . Rorschach Test
oficiency or Achievement Tests

measure knowledge for a given job. It requires the job applicant to

do a task that is actually done on the job
 TYPES OF EMPLOYEES
Regular employee
An employee who has been employed to perform necessary or desirable
activities in the business or trade of the employer who is employed beyond the
probationary period

Probationary employee

•Where work is learnable or apprenticeable, the probationary period is

limited to the authorized learnership or apprenticeship period.
•If not hired as a learner or apprentice, the probationary period is a maximum
of six months from the date of employment. Beyond the six-month period, the
probationary employee becomes a regular employee
•The probationary employee can only be terminated when there is a just
cause or is authorized by existing laws or when he fails to qualify with
reasonable standards prescribed by the employer which have been made
known to him.
 TYPES OF EMPLOYEES…
Contractual employee
An employee hired with a fixed employment period such as a specific
project or undertaking the completion of which has been made clear to the
employee as the end of his employment

Casual or seasonal employee

•An employee hired to perform work or service that is seasonal in nature
and the employment is for the duration of the season.
 HANDLING EMPLOYEE GRIEVANCE

A grievance …
is defined as any real or imagined feeling of personal
injustice that an employee has about the employment
relationship
refers to a formal complaint by employees who believe they
have been short - changed and thus deserve to be heard
refers to any
complaint regarding
a feeling that the terms and
arises from conditions of
imaginary employment or a
conditions or formal dispute that
from incorrect is brought to the
reasoning is attention of either
still a grievance the management or
if it causes a the labor union for
feeling of settlement in a
injustice unionized
organization
 NATURE OF GRIEVANCES
ndividual Differences The way in which
policies and
practices are
Individual understood may
differences differ from what
include manager intends due
attitude, to differences in
reaction to individual
events in their backgrounds\an
day-to-day aggrieved employee
relations at should be
their jobs, encouraged to air
with their his gripes to
supervisors and unburden himself,
coworkers to “get off his
chest” whatever is
bothering him
 NATURE OF GRIEVANCES …
ttitude of the Supervisor
It is true that no supervisor can
eliminate every grievance but he can
reduce them to a minimum if he knows
how to locate and handle it
A supervisor who takes a hostile
attitude towards an employee who airs
a complaint or grievance is apt to
discourage employees from bringing out
their gripes which result in employee
dissatisfaction which accumulates and
lowers morale
The airing of grievances should be
regarded by management as an
opportunity to promote understanding
and improve employer-employee
relations
 CAUSES OF GRIEVANCES
1.A violation of management or the union of the labor agreement
or collective bargaining agreement (CBA)
2.
3.Vague provisions of the CBA that lead to its different
interpretations
4.
5.Unfair treatment of a subordinate by the supervisor or
ineffective or inadequate supervision
6.
7.Violations of Philippine law on labor, health and/or safety
8.
9.Faulty supervision due to:
Dictatorial tendencies of a supervisor
Refusal to listen to employee complaint
Unfair or inconsistent disciplinary actions
Display of take-it-or-leave-it attitudes for
subordinates
Unclear and insufficient instructions
Failure to inform employee of changes
 RIGHTS AND RESPONSIBILITIES IN GRIEVANCE RESOLUTION

•Employees and managers have some separate and distinct rights and
responsibilities in grievance resolutions, but many overlap.

•Both parties have the right to be heard, both parties are equally
responsible to listen without interrupting.

•The employee has the right to

a positive work environment
but has the responsibility to
communicate needs and
discontent to the manager.

•The manager has the right to

expect a certain level of
productivity from the employee
but has the responsibility to
provide a work environment that
makes this possible.
 RIGHTS AND RESPONSIBILITIES IN GRIEVANCE RESOLUTION…

•The manager has the right to expect employees to follow rules but has
responsibility to see that these rules are clearly communicated and
fairly enforced

•Both the manager and the employee must show good will in resolving grievances.
 PRINCIPLES IN GRIEVANCE PROCEDURE

Section V of Rule XII requires that each department or agency

shall establish a grievance procedure which shall conform to
the following principles :
a . An employee / union may , without resorting to formal grievance
procedures , discuss informally any problem relating to his
conditions of employment with his supervisor
b.
c . In presenting a complaint or grievance , the employee shall be
assured freedom from coercion , discrimination or reprisal
and of a speedy and impartial settlement of such complaint
or grievance
d.
e . Complaints and / or grievance shall be resolved at the lowest
possible level in the agency
f.
g . Grievance proceedings shall not be bound by formal legal
rules and technicalities
h.
i. An employee shall have the right to appeal decisions on
grievances to such competent authorities as provided for in
this Rule
j.
k . A complaint or grievance shall be considered not only in
relation to its alleged object , but also in relation to the
 GRIEVANCE MACHINERY OR PROCEDURE
5 ARBITRATIO
N
4 Union President Top Management

3 Grievance Committee Personnel Manager

Department Head or
2 Head Steward Plant Superintendent

1 Shop Steward Supervisor or Foreman

AGGRIEVED
EMPLOYEE
To reduce the number if grievances that


are appealed, supervisors are

encouraged to follow these
recommendations:
• Receive and treat all complaints
seriously and give the employee a full
hearing.
•
• Get the facts by investigating and
handling each case as though it may
eventually result in arbitration. Be sure
to investigate the 5 W’s
•
• Carefully examine all evidence before
making a decision
•
• Follow-up to make sure the plan of
 GRIEVANCE PROCEDURE IN NON-
UNIONIZED FIRMS
 A company without any union must formulate
a grievance procedure for the guidance of
its supervisors and employees. The different
steps in a grievance procedure usually
involve the following:
1. Presentation of employee problem/s to the
foreman or supervisor who is expected to
settle the problem within the specified
period.
2.
3. If not satisfied, the employee can elevate
the complaint to the next higher level to
resolve the grievance
4.
5. The problem or case may be taken to
 AUTHORITY OF AN ARBITRATOR

 As a general rule, the authority of an arbitrator

embraces or covers the following:
1. General authority to investigate and hear the case
upon notice of the parties and to render an
award (decision) based on the contract and
record of the case;
2.
3. Incidental authority to perform all acts necessary to
an adequate discharge of his duties and
responsibilities like setting and conduct of
hearing, attendance of witnesses and proof of
documents and other evidences, fact-finding
and other modes of discovery, reopening of
hearing, etc; and
4.
5. Special power in aid of his general contractual
Thank You!!!