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Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
Chapter 1 role of personnel human resource mgnt.
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Chapter 1 role of personnel human resource mgnt.

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  • 1. Chapter 1 Role of Personnel/Human Resource Management
  • 2. Growth and Development of Personnel/Human Resource Management in the Philippines <ul><li>Personnel or HRM is a relatively new field in the Philippines. It was only in 1950’s that it is gradually gained acceptance and recognition in private business and industry. </li></ul>
  • 3. The Challenges of Managing Human Resources Today. <ul><li>Changing employee expectation </li></ul><ul><li>Rapidly changing technology </li></ul><ul><li>Emphasis on increased productivity </li></ul><ul><li>New Modalities of Employment – Outsourcing </li></ul><ul><li>Flatter organization. </li></ul><ul><li>Fall of the command and control manager. </li></ul>
  • 4. Changing employee expectation <ul><li>One must recognize that today’s workplace comprise of several generations, each with a different set of values, aspirations, and each with a unique perspective and attitude towards work. </li></ul>
  • 5. Changing employee expectation <ul><li>Generations have been classified into 4 categories: </li></ul><ul><li>The Silent Generation (born before 1946) </li></ul><ul><li>The Baby Boomers (born between 1946-1959) </li></ul><ul><li>The Generation X (born 1960-1979) </li></ul><ul><li>The Generation Y (born between 1980-2008) </li></ul>
  • 6. Changing employee expectation The Silent Generation (born on before 1946) <ul><li>This generation is the so called veterans who entered the workplace in the 1950’s and early 1960’s </li></ul><ul><li>Since they are old, they have since long retired and unheard from. </li></ul><ul><li>They are known to be loyal to the organization. </li></ul>
  • 7. Undoubtedly one of the most influential film personalities in the history of film, Steven Spielberg is perhaps Hollywood's best known director and one of the wealthiest filmmakers in the world. Spielberg has countless big-grossing, critically acclaimed credits to his name, as producer, director and writer. Birthday:December 18, 1946
  • 8. Changing employee expectation The Baby Boomers (born between 1946-1959) <ul><li>Born after the WW2 when the economy was booming. </li></ul><ul><li>People that never experienced the hardships of war days. </li></ul><ul><li>Aggressive and ambitious </li></ul><ul><li>Known to be loyal to their careers. </li></ul>
  • 9. The Prince of Wales, as Heir to the Throne, seeks, with the support of his wife, to do all he can to use his unique position to make a difference for the better in the United Kingdom and internationally. Born:14 November 1948
  • 10. Changing employee expectation The Generation X (born 1960-1979) <ul><li>Born before the advent of the information Age. </li></ul><ul><li>Concerned with work/life issues </li></ul>
  • 11. Diana, Princess of Wales (Diana Frances;[N 1] née Spencer; 1 July 1961 – 31 August 1997) was the first wife of Charles, Prince of Wales, whom she married on 29 July 1981, and an international charity and fundraising figure, as well as a preeminent celebrity of the late 20th century.
  • 12. Changing employee expectation The Generation Y (born between 1980-2008) <ul><li>Referred to as the Nexters </li></ul><ul><li>Known for talking back to their bosses </li></ul><ul><li>They are ambitious, demanding and question anything </li></ul><ul><li>When it comes to loyalty, the companies they work for are the last priority behind their friends, communities, co-workers, and of course themselves </li></ul><ul><li>High maintenance workforce in the history. </li></ul>
  • 13. Changing employee expectation The Generation Y (born between 1980-2008) <ul><li>According to Bruce Tulgan founder of research firm Rainmaker Thinking “ They are also going to be the most high-performing workforce in the history of the world. </li></ul><ul><li>They walked with more information in their fingertips </li></ul><ul><li>They have the high expectations, but they have the highest expectations first and foremost for themselves” </li></ul>
  • 14. To gain acceptance and recognition, 3 conditions need to exist: <ul><li>Top management must be convinced that personnel management is needed in its business organization </li></ul><ul><li>Qualified personnel administrators must be available </li></ul><ul><li>Personnel administrators must demonstrate their capacity to contribute to the company’s objectives and goals. </li></ul>
  • 15. What is Personnel/ Human Resource Management? <ul><li>Defined as the function of management, concerned with promoting and enhancing the development of work effectiveness and advancement of the human resources in the organization. </li></ul>
  • 16. Why does it become… <ul><li>A Science? </li></ul><ul><ul><li>It involves the systematic gathering of data derived from surveys, statistics, interviews, and observations. </li></ul></ul><ul><li>An Art? </li></ul><ul><ul><li>It involves the making of sound decisions. </li></ul></ul>
  • 17. Personnel/ HR Manager… <ul><li>Member of top executive group, who is responsible for the formulation of personnel policies and programs which will serve as the foundation for an efficient personnel administration in a company for it to realize its goal and objectives and allow the employees to develop their individual career goals. </li></ul>
  • 18. Why do we need to hire them? <ul><li>Help management achieve company objectives and goals in the management of its human resources; </li></ul><ul><li>Assist top management in formulating sound policies, programs and rules and after approval, administer them fairly and efficiently; </li></ul><ul><li>Assist line supervisors and managers in providing employees with a satisfactory work environment and in promoting harmonious relationships with the employees and the union. </li></ul><ul><li>Make managers and supervisor aware of their full responsibilities in the management of human resources by providing them with technical help needed to handle employees problems. </li></ul>
  • 19. Why do we need… <ul><li>5. Help train and develop the human resources of the company in order to equip them with skills and knowledge required in accomplishing their jobs efficiently. </li></ul><ul><li>6. Help promote understanding and good relationships buy opening the lines of communication between management and employees </li></ul><ul><li>7. Identify management problems that can be resolved and opportunities that can be realized through improved effectiveness in personnel management. </li></ul>
  • 20. <ul><li>8. Assist management and supervisors in handling labor relations, problems, utilizing his knowledge and competence on labor laws, government regulations and court decisions on labor relations; </li></ul><ul><li>9. Assist the company in promoting good morale and motivation among its human resources; </li></ul><ul><li>10. Assist in crisis management and organizational development. </li></ul>Why do we need…
  • 21. Past VS. Present <ul><li>Past… </li></ul><ul><ul><li>Disrespect for the position and those who perform it </li></ul></ul><ul><ul><li>The low position in the organization </li></ul></ul><ul><ul><li>Lack of expertise in performing their function </li></ul></ul><ul><li>Present… </li></ul><ul><ul><li>Organization are now aware that the attention should be given to their important assets. </li></ul></ul><ul><ul><li>(Human Resources) </li></ul></ul>
  • 22. What are the Roles of HR Dept.? <ul><li>a. Recruitment </li></ul><ul><li>b. Training and Development </li></ul><ul><li>c. Wage and Salary </li></ul><ul><li>d. Benefits Administration </li></ul><ul><li>e. Employee Services and Recreation </li></ul>Interviewing, testing recruiting and temporary labor coordination Orientation of new and temporary employees, performance management training and productivity enhancement Job evaluation, wage and salary survey, executive compensation Bus service, canteens, athletics, housing and relocations Vacations and sick leaves administration, insurance, stock plans, pension plans, retirement plans assistance programs
  • 23. <ul><li>f. Community Relations </li></ul><ul><li>g. Records Management </li></ul><ul><li>h. Health and Safety </li></ul><ul><li>i. Strategic Management </li></ul>Publications, community projects and relations Employment records, information system, performance records Training, safety inspection, dental medical services, drug testing Collaborative planning, out-sourcing manpower research, organizational planning
  • 24. Roles of the Personnel/ HR Manager <ul><li>Supervisor </li></ul><ul><li>Administrative Official </li></ul><ul><li>Adviser </li></ul>He plans, organizes, directs, controls and coordinates the activities of his department. He or his staff conducts or directs certain personnel activities as provided for in the policies and programs entrusted to the department He serves as counselor, guide and confidante to management supervisors and employees
  • 25. Roles of the… <ul><li>Coordinator </li></ul><ul><li>Negotiator </li></ul><ul><li>Educator </li></ul>He brings into action all activities He is the representative of management in negotiating labor contracts or to attend negotiations with unions in an advisory capacity He conducts or administers the company’s training program
  • 26. Roles of the… <ul><li>Provider of Services </li></ul><ul><li>Employees Counselor </li></ul><ul><li>Promoter of Community Relations </li></ul>He provides services to all employees and helps them obtain facilities with government agencies like SSS w/c make their employment more satisfying His knowledge and training in human relations and the behavioral sciences plus his familiarity with company operations, puts him in the best position to counsel employees He must be well informed of the activities and developments in the environment where the enterprise operates.
  • 27. What kind of Personnel/ HR manager should we have? <ul><li>Can communicate effective, both orally and in writing </li></ul><ul><li>Possesses an above-average intelligence </li></ul><ul><li>Enjoys working with people </li></ul><ul><li>Grasps the implications of a given situation, understands individual attitudes and proves equal to the problems of the employees and of the employer </li></ul>
  • 28. What kind of… <ul><li>Aggressive, mature and capable of giving sound advice that will be in the best interest of both the employer and the employee </li></ul><ul><li>Possesses the integrity, industry and courage to earn the respect if the employees and his employer </li></ul><ul><li>Possesses a pleasing personality and personal warmth and should be approachable. </li></ul>
  • 29. What are the skills a HR manager needed? <ul><li>A higher degree of knowledge on management practices and processes. </li></ul><ul><li>The HR practitioner is a service provider to other line managers. </li></ul><ul><li>A great knowledge of human psychology and social relations. </li></ul>
  • 30. What are the benefits given to a HR Manager? <ul><li>Car Plan or Free use of Company Transportation </li></ul><ul><li>Unlimited/ Limited use of gasoline and free maintenance check-up </li></ul><ul><li>Company cellular phone </li></ul><ul><li>Representation Allowance/ Meal Allowance </li></ul><ul><li>Education Scholarship/ Attending Conventions and Seminars </li></ul>
  • 31. Other Professional Options for the HR Manager <ul><li>College Professor </li></ul><ul><li>V.Pres. Of the Company </li></ul><ul><li>CEO </li></ul><ul><li>Politician </li></ul><ul><li>Entrepreneur </li></ul><ul><li>Businessman </li></ul>
  • 32. Career Path to HR Management <ul><li>Entry Level </li></ul><ul><li>(Personnel Assistant) </li></ul>Supervisory Level Managerial Level
  • 33. <ul><li>Assisting in interviewing applicants </li></ul><ul><li>Giving tests and scoring test results in personally inventory and other skills test </li></ul><ul><li>Assisting in employee orientation and training programs </li></ul><ul><li>Record keeping </li></ul>Entry Level (Personnel Assistant)
  • 34. <ul><li>Skills in writing job descriptions, job analyses and job evaluations </li></ul><ul><li>Knowledge of employee benefit programs related to vacation and sick leaves, pensions and other mutual benefits </li></ul><ul><li>He must have acquired the skills in interviewing applicants and counseling employees </li></ul><ul><li>Skills in testing and interpreting test results and making recommendations as to the fitness of applicants </li></ul>Supervisory Level
  • 35. Supervisory Level <ul><li>Job evaluation and wage administration skills and relating pay to the differences in job requirements </li></ul><ul><li>Skills in determining training needs and develop training modules and conducting the same </li></ul><ul><li>Skills in basic research related to manpower planning </li></ul>
  • 36. <ul><li>Leadership and Conceptual Ideas Visioning </li></ul><ul><li>Analytical of the facts as Basis for Decision Making </li></ul><ul><li>Compliance Administration And Control </li></ul><ul><li>Interpersonal Team Work </li></ul>Managerial Level
  • 37. The end…

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