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Human
Resource
Management
Prof. Josefina B. Bitonio, DPA
Associate Professor
IGPS - LNU
For Cooperative Union of Baguio
City and Luzon
December 15, 2022
Your only
limit is your
mind!
Angelita B. Gayados
Chairperson, BOD
Thank you
Jocelyn L. Mariano
Vice-Chairperson, BOD
Management Staff
• Getting to know the
participants
• How are you today?
Activity 1
Seminar
Co Pax
Resource
Person
Method
Output 1 : Team reporting 5 min each
How are
you
today? Happy
Motivated
Shy
Sad
Mixed
Feelings
Neutral
Energized
Thankful
Excited
•40 % genetics
• 60% you have complete
control of!
Present environment of Organizations
We live in a:
 Diverse
 Volatile
 Uncertain
 Complex
 Ambiguous
 Disruptive
WORLD
(Woodward, 2018)
Diverse – showing a great deal of variety involving people
of different social & ethnic backgrounds, genders & sexual
orientations.
Volatile - liable to change rapidly and unpredictably,
especially for the worse.
Uncertain – not known or not sure of something. (Covid)
Complex – difficult, hard consisting of many different and
connected parts.
Ambiguous – unclear or not exact because of many choices
or interpretations.
Disruptive – prevents continuity and can bring social
change.
CUBCL   HRM Dec 15.pptx
Objectives:
• to Introduce the concept of human resources
management (HRM).
• Variables Affecting the Management of Human Resources in
an Organization
• Individual characteristics
Human resource management has undergone numerous changes over the last couple of
years in terms of its application, development, and a role in organizational success. Various
factors have influenced its development as an organizational concept and a scholarly
discipline.
Organizational leaders are having a hard time managing human resources in the 21st Century
due to factors such as the high rate of globalization, technological advancements, and
increased competition due to innovation (Goldsmith, 2003).
Such factors have influenced the functions of human resource management in the 21st
Century because organizations deal with a more dynamic workforce, workplace environment,
organizational structure, and new change management strategies.
21st Century Human Resource Management: Its Role and Changes - Report Example (ivypanda.com)
HRM is a broad concept from employee selection,
training and development programs, career
development, promotion, performance review and
union – management interface and other activities.
Peterson and Tracy (1981) emphasized that HRM
is an “emerging dynamic field in terms of both the
staff functional and day-to-day utilization of
human resources throughout the organization”.
W. French (1990) refers to
HRM as that which embodies
the “philosophy, policies,
procedures, and practices
related to the management at
people within the organization.”
The Art of
Doing
things
Develop your
muscle to
focus,
practice and
train your self
CUBCL   HRM Dec 15.pptx
CUBCL   HRM Dec 15.pptx
Employee’s skills, abilities, and
motives must match the job
requirements for a satisfactory
performance.
Job design specifies the tasks to be
performed by the individual employees
as well as groups within the agency. It
set out rules and regulations and
establishes working conditions under
which tasks are performed
Many recruited personnel occupy positions which
do not match with their qualifications resulting in
poor performance, absenteeism and turnover.
Employee’s skills, abilities, and
motives must match the job
requirements for a satisfactory
performance.
Job design specifies the tasks to be
performed by the individual employees
as well as groups within the agency. It
set out rules and regulations and
establishes working conditions under
which tasks are performed
Initially, this starts with the planning
of human resources by reviewing
the organization’s human resources
requirements to:
- ensure the required number of
employees with the required skills;
- assess its manpower needs in
relation to its goals and
objectives;
- determine the quantity and quality
of work force and ensure
competent personnel are
employed.
THE SIZE OF HUMAN RESOURCE
Organizational size also matters. In large
subnational jurisdictions, personnel may
be staffed by hundreds of employees and
divided into divisions. In smaller ones,
the personnel “department” may include
only a few employees, or the chief
administrative officer or an assistant may
perform its responsibilities. There are
many possible variants within these
extremes.
How to retain a competent work
force?
The process include motivation,
compensation administration,
rewards and sanctions,
performance evaluation, benefits,
services, maintenance of discipline
and working conditions
This include training and
education which are aimed
in upgrading knowledge
and skills and improving the
attitudes of all personnel. It
includes career planning &
counseling;
© 2005 Prentice Hall Inc. All rights
reserved.
17–23
Training Methods
Individual and
Group Training
Methods
Formal Training
Informal Training
On-the-Job
Training
Off-the-Job
Training
E-training
© 2005 Prentice Hall Inc. All rights
reserved.
17–24
Individualizing Formal Training to Fit the Employee’s
Learning Style
Participation and
Experiential
Exercises
Readings Lectures
Visual Aids
Learning
Styles
© 2005 Prentice Hall Inc. All rights
reserved.
17–25
Career Development Responsibilities
• Employees
• Know yourself.
• Manage your reputation.
• Build and maintain
network contacts.
• Keep current.
• Balance your generalist
and specialist
competencies.
• Document your
achievement.
• Keep your options open.
• Organization
• Clearly communicate
organization’s goals
and future strategies.
• Create growth
opportunities.
• Offer financial
assistance.
• Provide time for
employees to learn.
CUBCL   HRM Dec 15.pptx
Given the opportunity to select
your HR, What kind of people
skills would you prefer?
Activity 2
CUBCL   HRM Dec 15.pptx
CUBCL   HRM Dec 15.pptx
CUBCL   HRM Dec 15.pptx
Recruitment
CUBCL   HRM Dec 15.pptx
CUBCL   HRM Dec 15.pptx
an induction refers to
the process of getting
new employees
acquainted with your
cooperative, helping
them to settle in and
giving them the
information required for
them to become a
valuable team member.
A good induction process includes the
following:
 An overview of the cooperative's history,
products and services.
 A description of the company mission,
vision, culture and values.
 Physical orientation (where things are)
 Organizational orientation (how the
employee's role fits into the organization)
Orientation – Tasks and Responsibilities
• Promotion
• New Board/Officers
Evaluation
• Formal and systematic follow-up is
necessary for the process.
• The manager/supervisor should
frequently evaluate how well the new
employee is doing his job.
• The purpose of this evaluation stage is to
make sure about the current orientation
program reaching the need of new
employees and the company’s needs.
Furthermore, the evaluation helps to
identify new ways to improve the current
program.
Variables Affecting the
Management of Human
Resources in an
Organization
This framework is called an “open system” because HRM
processes are affected by factor which are internal to the organization.
The internal
factors include the
managerial philosophy
of the organization,
employee needs,
values and
expectations, and
technology
Meanwhile, the external
factors are governmental
pressures, market
conditions, and pressures
from the labor unions or
employee associations
Internal and External Variables
Government
al Pressures
Market
Conditions
Pressures
from Labor
Union
Pressures
from
Employee
associatio
n
Governmental
pressures
Market conditions,
Pressures from the
labor unions or
employee
associations
The organization’s management philosophy defines the
policies for the management of personnel. This
philosophy may follow one or a combination of these
approaches:
Managerial
Philosophy
The traditional approach is more
concerned with the production
efficiency and accomplishment of task
goals. It recognizes economic incentives
as the primary motivators for work
performance. It assumes that better
work lay-out and employees full
knowledge of their jobs will result in
greater efficiently.This will lead to more
profits for the organizations and will
ultimately result in higher wages or
salaries and more benefits for
employees.
Human Relations
• We can define human relations as relations with or
between people, particularly in a workplace or
professional. From a personal perspective, human
relations is an important part to our career success. It
is defined as relations with or between people,
particularly in a workplace setting. Because an
organization depends on good human relations
through its organizational structure, developing these
skills is important.
• First, of the top ten reasons people are fired, several
reasons relate back to lack of human relations skills—
for example, the inability to work within a team,
personality issues, sexual harassment, and dishonesty.
Employees work for the accomplishment of the
organization goals and objectives if individual needs and
interests are being met by the organization. They are
mutually interdependent.
For example, an employee looks for challenging work,
more equitable pay and more participation in decision-
making and the organization expects better work
performance for more efficient and effective operations.
What distinguishes the human resource approach from
the other two approaches?
The focus is on the full development and utilization of
the talent and skills of the employees. as such, they
are given better and more opportunities to actively
involved themselves and decision-making processes.
Human Resources Approach
Carrell, Elbert and Hatfield (2000) put forward a number of
principles which provide the basis for a human resources approach.
These are:
●Employees are investment. If effectively management and
developed, they will provide long term rewards to het organization in
the form of greater productivity.
●Policies, programs and practices must satisfy both the economic
and emotional needs of employees.
●A working environment must be created in which employees are
encouraged to develop and utilized their skills to the maximum
extent.
●Implementation of HR programs and practices must meet the goal
of balancing the needs and meeting the goal of both the
organization and the employees.
HR Approach
HIGHER
Employee
Motivation and
Applied Ability
GREATER
Quality and
Quantity of
Work
HIGHER
Organization
productivity
and profits
GREATER
Employee
Rewards and
Profits
Source: Carell, Elbert and Hatfield, 1995, p. 9.
EMPLOYEE
ORGANIZATION
In management, the
first concern of the company is the happiness of people who are
connected with it, If the people do not feel happy and can not
be made happy, the company does not deserve to exist
HR
2. Employee
need,
values and
When you entered your cooperative, you brought into
your job you own set of values, attitudes, needs,
interests, and expectations acquired from previous
work experiences. These have definitely influenced
your work relationships with other as well as your
work ethic.
If you are the type who is conditioned to distrust
anything that management says or does, then you
may find your opportunities for movement in the
organizational limited.
Individual
Characteristics
Activity 3: Describe your individual characteristics
By pair
As you described your individual characteristics, you will
come to realize the difficulty of management developing
common or shared values and needs among employees.
Do you think that it is necessary for management to come
up with common or shared values among employees?
If you think so, what are the ways and means by which by
management of your agency would be able to accomplish
this with personnel.
Positive
Helpful
Mindful
Energetic
Motivator
Encourager
influencer
Sense of
Urgency
Responsible
Reliable
❑ Employees have to be trained and retrained in order to keep up with the pace
of changes. For examples, computers in office work demand a new set of skills
from the employees particularly from the clerical force.
❑ In fact, computer literacy as now a requirement in hiring new personnel in
many agencies. Other organizations change the nomenclature of position
from clerks to computer operators or data entry machine processors.
Challenges
Technology
Development
HR Availability -
Quality
Organization
Structuring
Economic Growth
Demographic
Source: Sugiharto, SH.MM 2009
CUBCL   HRM Dec 15.pptx
Due to lack of financial resources, may
organizations are losers because of its
inability to retain in its work force that
are highly qualified and competent.
The private firms usually get the best
people because of their higher salary
scale.
IntegratingTheory and Practice
Activity 4: Based on your work experience,
what do you think are the factors that affect
HRM as a system?
Both
influence
each
other to
promote
their
needs
and well
being
Without the active involvement
and participation of the
employees, the organization
cannot grow and develop to
meet its goals. All these are
critical in understanding HRM.
https://youtu.be/O9_EHU5BKnQ
Wisdom Of The Ants - Best Motivational Video - YouTube
https://youtu.be/KT2TQGFWcko
Wisdom Of The Geese - Best Motivational Video - YouTube
“You cannot mandate
productivity; you must
provide the tools to let
people become their
best.” — Steve Jobs.

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CUBCL HRM Dec 15.pptx

  • 1. Human Resource Management Prof. Josefina B. Bitonio, DPA Associate Professor IGPS - LNU For Cooperative Union of Baguio City and Luzon December 15, 2022 Your only limit is your mind!
  • 2. Angelita B. Gayados Chairperson, BOD Thank you Jocelyn L. Mariano Vice-Chairperson, BOD Management Staff
  • 3. • Getting to know the participants • How are you today? Activity 1
  • 6. •40 % genetics • 60% you have complete control of!
  • 7. Present environment of Organizations We live in a:  Diverse  Volatile  Uncertain  Complex  Ambiguous  Disruptive WORLD (Woodward, 2018)
  • 8. Diverse – showing a great deal of variety involving people of different social & ethnic backgrounds, genders & sexual orientations. Volatile - liable to change rapidly and unpredictably, especially for the worse. Uncertain – not known or not sure of something. (Covid) Complex – difficult, hard consisting of many different and connected parts. Ambiguous – unclear or not exact because of many choices or interpretations. Disruptive – prevents continuity and can bring social change.
  • 10. Objectives: • to Introduce the concept of human resources management (HRM). • Variables Affecting the Management of Human Resources in an Organization • Individual characteristics
  • 11. Human resource management has undergone numerous changes over the last couple of years in terms of its application, development, and a role in organizational success. Various factors have influenced its development as an organizational concept and a scholarly discipline. Organizational leaders are having a hard time managing human resources in the 21st Century due to factors such as the high rate of globalization, technological advancements, and increased competition due to innovation (Goldsmith, 2003). Such factors have influenced the functions of human resource management in the 21st Century because organizations deal with a more dynamic workforce, workplace environment, organizational structure, and new change management strategies. 21st Century Human Resource Management: Its Role and Changes - Report Example (ivypanda.com)
  • 12. HRM is a broad concept from employee selection, training and development programs, career development, promotion, performance review and union – management interface and other activities. Peterson and Tracy (1981) emphasized that HRM is an “emerging dynamic field in terms of both the staff functional and day-to-day utilization of human resources throughout the organization”.
  • 13. W. French (1990) refers to HRM as that which embodies the “philosophy, policies, procedures, and practices related to the management at people within the organization.”
  • 14. The Art of Doing things Develop your muscle to focus, practice and train your self
  • 17. Employee’s skills, abilities, and motives must match the job requirements for a satisfactory performance. Job design specifies the tasks to be performed by the individual employees as well as groups within the agency. It set out rules and regulations and establishes working conditions under which tasks are performed Many recruited personnel occupy positions which do not match with their qualifications resulting in poor performance, absenteeism and turnover. Employee’s skills, abilities, and motives must match the job requirements for a satisfactory performance. Job design specifies the tasks to be performed by the individual employees as well as groups within the agency. It set out rules and regulations and establishes working conditions under which tasks are performed
  • 18. Initially, this starts with the planning of human resources by reviewing the organization’s human resources requirements to: - ensure the required number of employees with the required skills; - assess its manpower needs in relation to its goals and objectives; - determine the quantity and quality of work force and ensure competent personnel are employed.
  • 19. THE SIZE OF HUMAN RESOURCE
  • 20. Organizational size also matters. In large subnational jurisdictions, personnel may be staffed by hundreds of employees and divided into divisions. In smaller ones, the personnel “department” may include only a few employees, or the chief administrative officer or an assistant may perform its responsibilities. There are many possible variants within these extremes.
  • 21. How to retain a competent work force? The process include motivation, compensation administration, rewards and sanctions, performance evaluation, benefits, services, maintenance of discipline and working conditions
  • 22. This include training and education which are aimed in upgrading knowledge and skills and improving the attitudes of all personnel. It includes career planning & counseling;
  • 23. © 2005 Prentice Hall Inc. All rights reserved. 17–23 Training Methods Individual and Group Training Methods Formal Training Informal Training On-the-Job Training Off-the-Job Training E-training
  • 24. © 2005 Prentice Hall Inc. All rights reserved. 17–24 Individualizing Formal Training to Fit the Employee’s Learning Style Participation and Experiential Exercises Readings Lectures Visual Aids Learning Styles
  • 25. © 2005 Prentice Hall Inc. All rights reserved. 17–25 Career Development Responsibilities • Employees • Know yourself. • Manage your reputation. • Build and maintain network contacts. • Keep current. • Balance your generalist and specialist competencies. • Document your achievement. • Keep your options open. • Organization • Clearly communicate organization’s goals and future strategies. • Create growth opportunities. • Offer financial assistance. • Provide time for employees to learn.
  • 27. Given the opportunity to select your HR, What kind of people skills would you prefer? Activity 2
  • 34. an induction refers to the process of getting new employees acquainted with your cooperative, helping them to settle in and giving them the information required for them to become a valuable team member.
  • 35. A good induction process includes the following:  An overview of the cooperative's history, products and services.  A description of the company mission, vision, culture and values.  Physical orientation (where things are)  Organizational orientation (how the employee's role fits into the organization)
  • 36. Orientation – Tasks and Responsibilities • Promotion • New Board/Officers
  • 37. Evaluation • Formal and systematic follow-up is necessary for the process. • The manager/supervisor should frequently evaluate how well the new employee is doing his job. • The purpose of this evaluation stage is to make sure about the current orientation program reaching the need of new employees and the company’s needs. Furthermore, the evaluation helps to identify new ways to improve the current program.
  • 38. Variables Affecting the Management of Human Resources in an Organization
  • 39. This framework is called an “open system” because HRM processes are affected by factor which are internal to the organization. The internal factors include the managerial philosophy of the organization, employee needs, values and expectations, and technology Meanwhile, the external factors are governmental pressures, market conditions, and pressures from the labor unions or employee associations Internal and External Variables
  • 41. The organization’s management philosophy defines the policies for the management of personnel. This philosophy may follow one or a combination of these approaches: Managerial Philosophy
  • 42. The traditional approach is more concerned with the production efficiency and accomplishment of task goals. It recognizes economic incentives as the primary motivators for work performance. It assumes that better work lay-out and employees full knowledge of their jobs will result in greater efficiently.This will lead to more profits for the organizations and will ultimately result in higher wages or salaries and more benefits for employees.
  • 43. Human Relations • We can define human relations as relations with or between people, particularly in a workplace or professional. From a personal perspective, human relations is an important part to our career success. It is defined as relations with or between people, particularly in a workplace setting. Because an organization depends on good human relations through its organizational structure, developing these skills is important. • First, of the top ten reasons people are fired, several reasons relate back to lack of human relations skills— for example, the inability to work within a team, personality issues, sexual harassment, and dishonesty.
  • 44. Employees work for the accomplishment of the organization goals and objectives if individual needs and interests are being met by the organization. They are mutually interdependent. For example, an employee looks for challenging work, more equitable pay and more participation in decision- making and the organization expects better work performance for more efficient and effective operations. What distinguishes the human resource approach from the other two approaches? The focus is on the full development and utilization of the talent and skills of the employees. as such, they are given better and more opportunities to actively involved themselves and decision-making processes. Human Resources Approach
  • 45. Carrell, Elbert and Hatfield (2000) put forward a number of principles which provide the basis for a human resources approach. These are: ●Employees are investment. If effectively management and developed, they will provide long term rewards to het organization in the form of greater productivity. ●Policies, programs and practices must satisfy both the economic and emotional needs of employees. ●A working environment must be created in which employees are encouraged to develop and utilized their skills to the maximum extent. ●Implementation of HR programs and practices must meet the goal of balancing the needs and meeting the goal of both the organization and the employees.
  • 46. HR Approach HIGHER Employee Motivation and Applied Ability GREATER Quality and Quantity of Work HIGHER Organization productivity and profits GREATER Employee Rewards and Profits Source: Carell, Elbert and Hatfield, 1995, p. 9. EMPLOYEE ORGANIZATION
  • 47. In management, the first concern of the company is the happiness of people who are connected with it, If the people do not feel happy and can not be made happy, the company does not deserve to exist
  • 48. HR
  • 49. 2. Employee need, values and When you entered your cooperative, you brought into your job you own set of values, attitudes, needs, interests, and expectations acquired from previous work experiences. These have definitely influenced your work relationships with other as well as your work ethic. If you are the type who is conditioned to distrust anything that management says or does, then you may find your opportunities for movement in the organizational limited.
  • 50. Individual Characteristics Activity 3: Describe your individual characteristics By pair
  • 51. As you described your individual characteristics, you will come to realize the difficulty of management developing common or shared values and needs among employees. Do you think that it is necessary for management to come up with common or shared values among employees? If you think so, what are the ways and means by which by management of your agency would be able to accomplish this with personnel. Positive Helpful Mindful Energetic Motivator Encourager influencer Sense of Urgency Responsible Reliable
  • 52. ❑ Employees have to be trained and retrained in order to keep up with the pace of changes. For examples, computers in office work demand a new set of skills from the employees particularly from the clerical force. ❑ In fact, computer literacy as now a requirement in hiring new personnel in many agencies. Other organizations change the nomenclature of position from clerks to computer operators or data entry machine processors.
  • 55. Due to lack of financial resources, may organizations are losers because of its inability to retain in its work force that are highly qualified and competent. The private firms usually get the best people because of their higher salary scale.
  • 56. IntegratingTheory and Practice Activity 4: Based on your work experience, what do you think are the factors that affect HRM as a system?
  • 58. Without the active involvement and participation of the employees, the organization cannot grow and develop to meet its goals. All these are critical in understanding HRM.
  • 59. https://youtu.be/O9_EHU5BKnQ Wisdom Of The Ants - Best Motivational Video - YouTube
  • 60. https://youtu.be/KT2TQGFWcko Wisdom Of The Geese - Best Motivational Video - YouTube
  • 61. “You cannot mandate productivity; you must provide the tools to let people become their best.” — Steve Jobs.