This document discusses the key differences between personnel management and human resource management. It begins by defining personnel management and outlining its more narrow scope focused on administrative tasks like record keeping. It then defines human resource management and describes its broader scope that includes job analysis, recruitment, development, and relating HRM strategies to organizational goals. The document also notes how HRM considers employees an asset versus a cost like personnel management. It provides examples of how leading Philippine companies achieved success through effective human resource management practices like developing a culture of learning and growth at Nestle Philippines.
As per PTU's MBA HRM Syllabus Unit No. 1: Human Resources Management: Meaning, Scope, Objective, Functions, Roles and Importance. Interaction with other functional areas. HRM &HRD a comparative analysis. Human Resource Management practices in India.
Human Resource Planning: Meaning & Concept, Process and importance, Methods of Human Resources Planning, Importance of HRIS.
Job Analysis, Job Description, Job Specification & Job Evaluation – Meaning, Concepts and Methods.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
Professional HR focused on Compensation, Benefits, Recognition, Payroll, Talent Acquisition, L&D, and International Relations. Love Travel & Volunteer.
coceptualizing Human resource management in health industryjoshibhushan143
Here I am trying to conceptualize HUMAN RESOURCE MANAGEMENT in Health Industry in context of nursing personnel.
your suggestions are welcome. In order to make my next try to be better than this one.
thank you !!!
UNIT - I: INTRODUCTION TO HRM: Concept- Nature & Scope of HRM- Role & Importance
of HRM- Growth in India; RECRUITMENT AND PLACEMENT: Basics of Job Analysis –
Methods for Collecting Job Analysis Information – Job Description – Job Specification – Job
Enlargement, Job Enrichment, Job Rotation; Human Resource Planning – Recruitment –
Sources and Techniques of Recruitment –Employee Selection – Placement - Induction.
As per PTU's MBA HRM Syllabus Unit No. 1: Human Resources Management: Meaning, Scope, Objective, Functions, Roles and Importance. Interaction with other functional areas. HRM &HRD a comparative analysis. Human Resource Management practices in India.
Human Resource Planning: Meaning & Concept, Process and importance, Methods of Human Resources Planning, Importance of HRIS.
Job Analysis, Job Description, Job Specification & Job Evaluation – Meaning, Concepts and Methods.
Fundamentals of Human Resource ManagementAmare_Abebe
Human Resource- is the total of knowledge, skills, creative abilities, talents, aptitudes, values, attitudes & beliefs of an organization’s workforce
HRM views people as an important resource or asset to be used for the benefit of the organization, employees and society. But humans unlike other resources in the context of work and management cause problems.
human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.
Professional HR focused on Compensation, Benefits, Recognition, Payroll, Talent Acquisition, L&D, and International Relations. Love Travel & Volunteer.
coceptualizing Human resource management in health industryjoshibhushan143
Here I am trying to conceptualize HUMAN RESOURCE MANAGEMENT in Health Industry in context of nursing personnel.
your suggestions are welcome. In order to make my next try to be better than this one.
thank you !!!
UNIT - I: INTRODUCTION TO HRM: Concept- Nature & Scope of HRM- Role & Importance
of HRM- Growth in India; RECRUITMENT AND PLACEMENT: Basics of Job Analysis –
Methods for Collecting Job Analysis Information – Job Description – Job Specification – Job
Enlargement, Job Enrichment, Job Rotation; Human Resource Planning – Recruitment –
Sources and Techniques of Recruitment –Employee Selection – Placement - Induction.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2. Let me ask you this….
• Why is it that some organizations
(whether big or small/global or
local) are successful in its
operations while others fail
despite the use of the same
opportunities and resources
available?
5. • Findings show that the KEY to survival and
success lies NOT in the rational and
quantitative approaches, but rather in a
commitment to irrational, difficult to measure
things like people, quality, customer service,
efficiency and most importantly developing
the flexibility to meet changing conditions.
FINDINGS
6. • What are the resources in the
organization?
• There are a lot…..human and non-human.
• Which among the resources is the
considered to be important?
• Why?
7. • Milkovich and Boudreau in their book Human
Resource Management emphasized that
although plant, equipment and financial
assets are resources required by the
organizations, the PEOPLE—the Human
Resources– are particularly important.
FINDINGS
8. WHY OH WHY?
• HR provides the creative spark in any
organization.
• People design and produce goods and
services.
• People set overall strategies and
objectives for the organization.
• People have feelings.
• People are not part of cold statistics.
• People manages financial, material and
even informational resources.
9. Importance…
• Without PEOPLE, it is simply
impossible for an organization
to achieve its objectives.
• Thus, employee involvement
and commitment plays a vital
and key role in the success of
any business organization.
• This can be made possible by
ensuring that employees can
effectively contribute to the
organization’s goal. This is
where HR would come in.
10. Human Resources Management :
Introduction
• Role of Human Resources in
an Organization
• Success Through Human
Resources
• History of Human
Resources in the
Philippines
11. Role of Human Resources in an
Organization
• Importance of Human
Resources
• Definition of Human
Resources
• Scope of Human
Resource[s] Management
• Differentiating General,
Personnel Management
from Human Resources
Management
12. Success Through Human
Resources
• Success Stories of
some Notable Firms
through Human
Resources
Management (HRM)
• Cost Reduction and
Profit Increase
through HRM
13. History Background of Human
Resources in the Philippines
• Periods in History and
Human Resources
Management
• The environment and
Human Resources
Management
14.
15. Role of Human Resources in an
Organization
• Importance of Human
Resources
• Definition of Human
Resources
• Scope of Human
Resource Management
• Differentiating General
Personnel Management
from Human Resources
Management
16. Importance of Human Resource
• People determine the success or
failure of organization;
• People decide about money,
machines, materials, methods
(systems) and markets;
• People acquire, utilize and develop
financial, material, technological and
market resources;
• Thus, organizations may start with
zero funding and end up financially
viable, and vice-versa thru the
employment of human resources.
17. • The importance of human resources
within an organization is becoming
increasingly understood in today's
rapidly changing and uncertain
business environment
(Davidson & Griffin 2000)
“…The place of organizational objectives
(profit) is largely attributed to successful
human resources management–
Tomas Andres
18. In whatever field and discipline, Humans are
Important & Critical Resource and Asset in
an Organizations’ Growth & Development
19. • "The motto of successful CEOs:
People first, strategy second." --
Ram Charan, Author of Boards at
Work
21. “The people that staff and operate an organization …
as contrasted with the financial and material resources
of an organization. The organizational function that
deals with the people ...” (William R. Tracey, The
Human Resources Glossary)
What is the definition of Human Resources
Management?
22. Other Definitions of Human Resources
Management?
• “…art and science of acquiring, motivating, maintaining,
and developing people in their jobs in light of their
personal, professional and technical knowledge, skills,
potentialities, needs and values and in synchronization
with the achievement of individual, organizational and
society’s goals.
• The process implies the five functions of management
which are planning, organizing, staffing, directing and
controlling.
• The human resources management deals only with
people so that they can manage the other resources
within their domain of responsibility efficiently and
effectively.” (Conception Rodil Martires, 1999.)
25. Scope of Human Resources
Management (HRM)
• As Management endeavors to meet the
needs and goals of its people, what do you
think happens to the Scope of HRM?
Scope
26. Job Organization & Information
• Job Analysis
– Duties
– Responsibilities
– Educational Qualification
– Work Experience
• Job Design
– way tasks or an entire job
is organized
• Job Evaluation
– methods/practices of
ordering jobs or positions
with respect to their value
or worth to the organization
27. • In order to assist employees in
helping an organization to reach its
strategic (long-term) business goals,
effective human resource managers
often gather job related information in
a job analysis and job description,
which is vital to creating or re-
designing jobs which provide
employees with a high level of job
satisfaction. --(Stone 2002)
28. • "It is in fact difficult to imagine how
an organization could effectively and
efficiently hire, train, appraise,
compensate or use its human
resources without the kinds of
information derived from job
analysis." (Ivancevich 1995, as cited
by Stone 2002)
31. If you can actually count your money, then
you are not really a rich man.
(J. Paul Getty 1892-1976, American industrialist)
32. Development
• Training (upskilling/re-skilling)
• Education
– upgrade knowledge, attitudes and
skills
• Career Planning
– career pathing is an organization’s
or individual’s process for
identifying specific job
opportunities in an organization’s
structure and the sequential steps
in education, skills, and experience
building needed to attain specific
career goals.
• Counseling
– guidance through problems
33. Research
• Facts
• Theories
• Principles
Redound on improved HRM
Policies
Promulgate sound, effective and
appropriate human resource
practices
Promote & maintain high
standards of professionalism
in HR management &
development.
35. Differentiating: General, Personnel,
Human Resources Management
General Management
•Man
•Finances
•Methods
•Markets
•Materials
•Time
•Equipment
Human Resources Management
•Man
Personnel Management
•Man
36. Personnel Management is
Subsumed by HRM
• Scope of People
Involved
• Work Hours
• Place of Work
• Types of Service or
Function
• Department or Office
Head
• Employment
Qualification
• Level of Reporting
• Practical
Implementation
• Orientation &
Technology
• Strategy & Theoretical
Approach
• Management
Philosophy
• Semantic Re-labeling
38. Scope of People Involved
Personnel Management vs. Human Resources Management
• Rank & File
– 201 Personnel Files
– Evaluation
– Research Data
abound
• Historically “labour
management” Oliver
Sheldon
• Rank and File
• BOD, Consultants,
Top Management,
Middle Management
– Records?
– Evaluations?
– Scanty Data for
Research
39.
40. Work Hours
Personnel Management vs. Human Resources Management
• All Full-time work
• Within company
premises
• Time spent at work is
directly proportional to
salary & work output
or productivity
• Some Full-time work
• Most Part-time and
Flex-time
• Not within premises
• Time spent in
premises not ∞ to
salary nor productivity
– BOD
– Researchers
41. Talent hits a target no one else can hit;
Genius hits a target no one else can see.
(Arthur Schopenhauer 1788-1860, German philosopher)
42. Place of Work
Personnel Management vs. Human Resources Management
• Formal work setting
– Factory
– Plant
– Office
• Rigid expectation
• Formal work setting
• Tolerate informal
setting
– Emotionally satisfying
– Productivity
• Golf and Pubs
• Less rigid
expectations
43. You can have brilliant ideas, but if you can
not get them across, your ideas will not get
you anywhere.
(Lee Iacocca, Chrysler Corporation)
44. Service and Functions
Personnel Management vs. Human Resources Management
• Limited and repetitive
– Personnel records
– Recruitment & screening
– Industrial relations
• Management-Labor
– Socials
• Company anniversary
• Christmas party
• Varied and complex
– Job organization
• Analysis, design,
evaluation
– Acquisition
• Planning, screening,
selection, placement
– Maintenance
• Orient, motivate, assess,
remuneration, promotion,
participation & service
programs
– Development
• Training, education,
planning, testing,
counseling, mentoring
– Research
45. Now we understand that the most important
thing we do is market the product. We’ve come
around to saying that Nike is a marketing-
oriented company, and the product is our most
important marketing tool.
(Phil Knight, CEO Nike)
46. Department or Office Head
Personnel Management vs. Human Resources Management
• Generalist
– Admin Officer
– CEO
– General Management
function
• Office designation
• Non-baccalaureate
degree
– Paymaster
– Records keeper
• Specialist
– Human Resource
Specialist
– Behavioral Sciences
• Departmental
designation
• Baccalaureate Degree
– Staff are referred to
as “human engineers”
47. Words are just words and without heart they
have no meaning.
(Chinese proverb)
48. Employment Qualifications
Personnel Management vs. Human Resources Management
• Non-people Oriented
– Lawyers
– Clerks
• records
• People Oriented
– Behavioral Scientist
– Social Sciences
Researcher
• Supplants previous
jobs
49.
50. Level of Reporting
Personnel Management vs. Human Resources Management
• Personnel
Management Staff
reports to and are
supervised by Line
Managers
– Admin Officer
– Finance Head
– Production Manager
• Part of Operational
level
• HRM Staff report to
GM or CEO
– At times, Board
Appointee in cases
wherein Senior
Managers join the
Board
• Part of Strategic
Corporate Planning
51. The principles of office hierarchy and of levels of
graded authority mean a firmly ordered system of
super- and subordination in which there is a
supervision of the lower levels by the higher ones.
(Max Weber 1864-1920, brilliant German analytical sociologist studying
bureaucratic organizations)
52. Practical Implementation
Personnel Management vs. Human Resources Management
• Emphasize
organization goals
only in practice
– People
– Money
– Equipment
– Markets are means to
an end
• Emphasize both
organization &
individual goals
– Its congruency is ∞ to
management & labor
harmony
53. Failure is the foundation of success... success
the lurking place of failure.
(Lao Tzu c.604BC-531BC, Chinese philosopher, founder of Taoism)
54. Orientation and Technology
Personnel Management vs. Human Resources Management
• Organization-
oriented
– Structural
– Mechanistic
• Content-oriented
– Technical, rigid
• Schedule, forms,
interpreting behavior
• Reactive
– Waits for things to
happen
• Control-oriented
– Audits personnel
• Socio-technical orientation
– Company and individual goals
accounted for
• Developmental, flexible,
participatory
– Flexible schedules & forms to
promote growth, interpret behavior
• Proactive
– Provides opportunities and
mechanisms before things happen
• Creative & innovative
– Dynamic relations between
employees and groups through
involvement and participation yields
organization productivity
55.
56. Strategy and Theoretical Approach
Personnel Management vs. Human Resources Management
• Subjective decisions
– Based on Management
Needs
• Hiring, Evaluation,
Promotion
– Unqualified political
affiliates for favors
– No transparency
• Vague records
• Compartmentalized
Approach
– Segmented reactions to
situations without heed to
its relationship to the whole
• Objective decision-making
– Based on Individual &
Organizational Culture
• Human resources Accounting
– Assess value of human capital in
addition to enterprise's tangible
assets
– Actual individual data,
qualifications, performance
• Open records
• Complete Systems Approach
– Link various incidents holistically
57. A “radically different philosophy and approach
to the management of people at work”, in this
view, HRM provides a completely new form of
managing personnel and can therefore be
regarded as a “departure from [the] orthodoxy”
(Storey, 1989) of traditional personnel
management.
58. Philosophy
Personnel Management vs. Human Resources Management
• Traditional people-base
– Welfare of Proprietors
and Managers
• Pay cuts for rank & file
• Employee
– Dispensable
– Expense item
– Factor of production
– No budget for training,
counseling,
development
– Fast turn-over
• Progressive people-base
– Welfare of Society and
Individual
• Preclude layoffs by lowering
dividends, pared down
salary of managers
• Employee
– Investment, asset,
resource
– Budget earmarked for
selection, maintenance,
retention
59. In a philosophical dispute, he gains most who
is defeated, since he learns most.
(Epicurus, 4th century B.C. )
60. Semantic Re-labeling
Personnel Management vs. Human Resources Management
• Personnel
– Connotes unfavorable
welfare image
• Human Resource[s]
– Direct attention to
regarding people as key
resources
• Lends management of
personnel increased
importance (Armstrong,
1987)
61. When the flexible concept of HRM emerged in the
1980s, …, it “could not help but look more
desirable than personnel management.” The
attractiveness of the theory of managing
personnel led to a proliferation of HRM language.
(Hope-Hailey et al, 1997.)
62. Personnel Management is
Subsumed by HRM
• Scope of People
Involved
• Working Hours
• Place of Work
• Types of Service or
Function
• Department or Office
Head
• Employment
Qualification
• Level of Reporting
• Practical
Implementation
• Orientation &
Technology
• Strategy & Theoretical
Approach
• Management
Philosophy
• Semantic Re-labeling
63. Success Through Human
Resources
• Success Stories of
Firms through Human
Resources
Management (HRM)
• Cost Reduction and
Profit Increase
through HRM
64. Success Stories in HRM
• Jollibee Foods
• San Miguel Corporation
• Ayala Corporation
• SM Prime Holdings
• Smart Communications, Inc.
• Bank of the Philippine Islands
• Mercury Drug
• GMA Networks
• Manila Electric Company
• Petron Corporation
• Caltex (Philippines), Inc.
• Nestle Philippines, Inc.
• Toshiba Information Equipment
Phils.
• Pilipinas Shell Petroleum Corp.
• Wistron Infocomm Phils. Corp.
• Philippine Long Distance
Telephone
65. Nestlé Philippines
•Family
Nestlé work culture to nurture and encourage teamwork and cooperation.
Nestlé looks after employee and welfare of his family.
•Trust and Open Communication
Networking and communication are horizontal or vertical, top-to-bottom or
bottom-to-top.
•Value-Added Performance
Marginal performance is not acceptable. Performance feedback is
regularly given. Everyone is a reliable colleague, a delight to work with.
•Career dynamism
Nestlé fundamentally believes people are key to long-term success. After
all, people run the business. Training and development of people is an
integral and indispensable part of Nestlé. Investment in people is as
importance as investment in research and development. Both are
considered imperative for the future of the Company. Learning and
growing at Nestlé is from the time the employee joins the Company and
all throughout his career, which is often a career for life.
66. The Henri
Nestlé Hall,
a large
conference
area used
for meetings
and training.
A Family
Room for
company-
sponsored
family-
oriented
programs,
furnished
with sofas,
tables, TV &
VCR set,
and storage
cabinets;
A cafeteria
for
employees.
“Let’s Talk
Wellness with
Nestlé”
Cabuyao Factory reach
out to schools,
government agencies
and social groups in the
community to benefit
the people of Cabuyao.
67. Jollibee Foods
Tony Tan Caktiong is the Chairman, President and CEO.
Ranked #16 among ASIA’S BEST EMPLOYERS, the only Philippine company in the
list
#1 EMPLOYER IN THE PHILIPPINES, as cited by the Far Eastern Economic Review,
The Asian Wall Street Journal, and Hewitt Associates
Ranked 3rd among ASIA’S MOST ADMIRED COMPANIES in 2000
Cited as No. 1 in “OVERALL LEADERSHIP” among the top 10 Philippine companies
doing business in Asia
Recognized by the World Economic Forum as the “GLOBAL GROWTH COMPANY”
Recipe for success
It is powered by teams of well-trained individuals embracing the culture of integrity
and humility, working in a family-like environment of fun and togetherness.
As a corporate citizen, Jollibee is also committed to serve its host communities. The
company not only nourishes bodies but also people's spirits through countless socio-
civic projects.
69. San Miguel Corporation:
Core Values
Teamwork
With trust and respect for each other and with unity in Purpose, we will look
toward our shared aspirations, transcending boundaries along functional and
organizational lines.
Respect for our people
We recognize our employees as individuals and are committed to nurturing their
individual capabilities. We will uplift the dignity of labor by encouraging our
people to be the best in their fields. We are committed to creating a work
environment that encourages open communication, camaraderie and
professional growth.
Integrity
In the conduct of our business, we will be guided by what is ethical, fair, and
right. We believe in profit with honor and are committed to good governance
and the highest moral standards.
Social Responsibility
We believe social responsibility and corporate citizenship are integral parts of
our business. We are committed to improving lives of people in the
communities in which we live and work.
70. Eduardo M. Cojuangco, Jr. has been San Miguel's Chairman and Chief Executive
Officer since July 1998.
San Miguel Corporation's success is built on our
brands and people. We employ over 26,000 people
throughout the Asia Pacific. Each of them is committed
to our core purpose of "Making Everyday Life a
Celebration" and a valued member of a dynamic team
that has built some of the Philippines' best loved
brands.
71. Bank of the Philippine Islands
Asia's Best Firms in 2005.
2nd in Best Commitment to Strong Dividend Payment
8th in Best Investor Relations among companies that operate in the
Philippines.
6th in two categories: Best Managed Company and Best Corporate
Governance.
BPI Attains more Awards
· Best Retail Bank; Best in Automobile Lending by The Asian Banker
· Best Cash Management, Trade and Custody by The Asset
· Deals of the Year by The Banker
· Best Commercial Bank for the Philippine Region by Asiamoney
· Best Bank in the Philippines by Global Finance
· Best Bank in the Philippines for the 7th year by Euromoney
· Most Outstanding Bank (National Awards) by Philippine Marketing
Excellence
72. Number of Employees 10,425 10,478
Banking Services 9,708 9,750
Insurance Services 717 728
2004 2003
The then PRES. AURELIO MONTINOLA III was recognized as one of Asia's top
banking leaders at the recently concluded the Asian Banker Achievement Awards
2005, held in Bangkok, Thailand.
Montinola shed a positive light on his key to success: "focus on the
customers, focus on the people, the business results will follow."
73. SM Prime Holdings
• As a corporate citizen, SM Prime commits
itself to contributing to national
development.
• It will keep on providing employment
opportunities to thousands of Filipinos
• Furthermore, it will continue to contribute
to the development of professional
management in the country.
75. Analysis of Success: People
• Corporate Culture and Values
• Innovative Corporate Policies
• Involvement in Planning
• Empowered decision-making
related to accountability
• Personnel Research ex. TNA
• Staffing i.e. right people
• Fairness in Management
Dealings ex. Selection
• Open Communication
• Work Environs
• Company Promotion
• Recognize Employee
Achievements
• Belongingness
• Monitoring and Discipline
• Fair Grievance and Counseling
System
• Commensurate Compensation
• Meritorious Salary Structure
• Productivity Bonuses
• Fringe Benefits i.e. non- &
monetary
• Training & Development
• Educational Programs
• Vacation Incentive Leaves
• Housing, Car, Retirement Plans
• Medical, Dental, Vision
Insurance
• Product Rebates of Corp.
Employees
76. Cost Reduction & Increased Profits
through HRM
“HRM contributes to corporate profits by reducing, containing and avoiding
costs.” (Gow 1986)
77. Corporate Cost Structure
• Raw Materials
– Inexperienced person
accepting unusable
materials in the plant
• Direct Labor
– Unskilled worker operating
a machine
– Undisciplined workers
misappropriate company
time and resources
• Overhead
– Rent
– Utilities
– Supplies
– Miscellaneous expenses
78. Expense Component HRM Contribution
A. Product cost •Goods, materials
•Utilities
•Wise use of trained/ knowledgeable manpower
•Commensurate pay for full day’s work
1. Factory Inventory
Cost (FIC)
•Depreciation
•People-related
•Uninterrupted work through work incentives
•Maintained equipment reduces accidents
•Low turnover due to job satisfaction
•Orientation for wise time and material use
2. Plant Burden •Plant utility
•Overhead
•Recruit right people, reduce cost of fixing equip
•Trained salesmen & managers are productive
•High morale from positive work climate
•Manufacture exact number and quality
3. Factory Cost
Adjustment (FCA)
•Scrap
•Cost variance
•Material losses
•Products off-spec
•Engr./ Purchase expenses
•Trial Production Cost
•Work knowledge leads to productivity/efficiency
•Dedication to quality work due to set standards
•Eliminate waste/loss through proper usage
•Increase output from close monitoring
•Loyal people save Co. money, no connivance
•Eliminate attitudes that propagate mistakes
B. Operating cost •Distribution
•Ads and Promotions
•Selling costs
•Product Service
•R & D
•Admin and General Services
•Competent warehouse person is efficient
•High morale, compensation, creativity ensues
•High sales volume, few motivated salesmen
•Quality Assurance, low service/repair cost
•Skilled persons hired, new/enhanced products
•Right jobs, right people ex. Janitor as Super
79. History of Human Resources in the
Philippines
• Periods in History and
Human Resources
Management
• The environment and
Human Resources
Management
80. Pre-Spanish Occupation
• Barter System
• Not necessitate
organization of
management or labor
groups
• “majordomo” system with
foreigners that took on
master-servant
relationship
• No written codes or
guidelines
By the 9th century, a highly developed
society had already established several
castes with set professions, as well as
trading links with China, India, Arabia and
Japan.
81. Spanish Occupation
• Commerce and Trade
– Manila and Mexico
• Civil Code of 1889
– Master and domestic servant
– Regulated laborer
• Code of Commerce
– Limited regulation between
employer and worker
– Education was minimal
– “Rights” were unheard of
– Reformists (Rizal & del Pilar)
due to unpaid labor force
Early flag of the Filipino
revolutionaries
82. American Occupation
• No women and children
labor laws
• Not as harsh albeit
farmhands & industrial
workers were oppressed
• Union was introduced due to
Trade and Industry
• No management effort to
develop & maintain workers
• Education was introduced
• Workers enlightened with
desire to organize
Filipina preparing for a Siesta
The insurgent leaders in the Philippines
83. Japanese Occupation
• WWII suspend education
• War decimated trade,
business, industry
• Annihilated previous
management-labor
relations
• Temporarily smothered
union movement, labor
and personnel
management
84. Post War
• Development and growth is a post-
war phenomenon (Sison 1981)
– Increase business complexity
– Government regulations and labor
laws
– Growth in labor unions
– New management concepts
• Rehabilitation employed skilled
• After rehab, specialize and
professional areas of management
arose
• Government created Dept of Labor,
GSIS, SSS, NYMC. agencies that
assisted management and labor
sectors in employing, training,
benefits, services
• Personnel Management Association
of the Philippines (PMAP) in 1956
85. • In September 29, 1956 a group of more than 30
men and women engaged in the practice of
personnel management and headed by the then
Personnel Manager of Insular Life, Perfecto “Pec”
Sison gathered together at the Selecta Restaurant
in Manila to organize what has today become one of
the largest professional organizations in the country.
86. Martial Law
• Dictatorial rule
• Lesser local unions
• Ban strikes on vital industries
• Layoffs, retrenchments, freeze
hiring, organizations closed
• Exported Philippine labor
– Foreign exchange source
• Schools taught “people” courses
• “HRM” concept seeped into work
area
• Practice of HRM fell short due to
grim political and economic state
thus, not conducive to
operationalized knowledge
87. Post Martial Law to 1985
• Insurgencies form Left
• Constitutional abrogates from
Right
• National Debt
• Land Reform Program
• Graft And Corruption
• Foreign Military Base
• Funds to develop working class
and masses were diverted
• Right to self organize in private
and government sectors
88. 1990 to Present
• Reinstitute democracy
• Exercise of Freedom
• 1987 Accord on
Industrial Harmony
• PMAP gives training,
awards to best manager,
HR Program, employer
GMA
FVR JEE
89. HRM History
• HRM-type themes, including 'human capital theory'
and 'human asset accounting', can be found in the
literature from the 1970s. However, the modern view
of human resource management first gained
prominence in 1981 with its introduction on the
prestigious MBA course at Harvard Business
School. Simultaneously, other interpretations were
being developed in Michigan and New York.
• (Sparrow and Hiltrop 1994)
90. History of HRM in Philippines
high
low
development
Pre-
history
Spanish
Occupation
1521-1898
American
Occupation
1898-1941
Japanese
Occupation
1941-1946
Post War
1946-1971
Martial Law
1971-1985
Post Martial
Law 1985-
1995
1995-Present
91. Environment and HRM
• HRM is a product of
its environs
• Employment
conditions and
management-labor
relations are
influenced by forces
that stimulate or
impede its growth and
progress
• Economic
• Political
• Educational
92. Economic Environment
• When trade, business
and industry are booming
then employment is high
• Associated with it is
employment regulation to
sustain motivation and
interest among
management and
workers
• Example is reparation in
Post War Period
93. Political Environment
• Diminished growth
opportunities and
expression of ideas
• Political instability
• Citizens seek Humane
and Participatory
Reforms
• Example during Spanish
Occupation and Period
during Martial Law
94. Educational Environment
• Enlightened citizenry
through schooling and
free press
• Workers are
conscious of rights
• Workers defend to
uphold them
• Examples: Post War,
Martial Law and Post
Martial Law Periods
95. Environmental Forces
• All 3 are esoterically
related
• Confounding task to
identify which factor
significantly placed an
effect on the worker
and his work
environment
economic
political educational
96. Recap
• Human beings are the
most critical resource of
any organization
• Yet, least understood
• Worse, least managed
97. Recap
• HRM goes beyond
the practices and
policies of Personnel
Management
• HRM is both an art
and science of
dealing with people
for the achievement
of individual,
organization and
society goals
98. Recap
• History has influenced the
development of personnel
and HRM in the
Philippines
• Economic, political and
educational factors
stimulate or impede
unions, management-
labor relations, personnel
or HRM departments and
employee welfare.