1. The document discusses strategic human resource management and the various processes involved including human resource planning, staffing, development and evaluation, compensation, and knowledge management. 2. It specifically covers topics like job analysis, demand and supply of human resources, recruitment, selection, training, performance appraisal, pay structure, and benefits. 3. The document also provides examples and definitions related to personnel management, manpower planning, and the role of HRM in organizations.

1. GROUP 4 :
Leticia Rose Salasibar
Andrea Jeminar Alnas
April Rose Edem
Lorenzo Rodriguez

2.  Strategic Human Resource Management
 The HRM Process: an overview
 The Strategic importance of HRM
 Human Resource Planning
 Job Analysis
 Demand for Human Resources
 Supply of Human Resources
 Reconciling Demand and Supply

3.  Staffing
 Recruitment
 Selection
 Development and Evaluation
 Training and Development
 Performance Appraisal
 Compensation
 Types and Equity
 Designing the Pay Structure
 Promoting Innovation; Non Traditional
 Compensation Approaches
 Employee Benefit

4.  Defining Appropriate Human Resources
 Steps in Providing Human Resources
 Personnel Management
 Civil Service-personnel management
 Manpower Planning
 Knowledge Management
 Case Study

6.  A strategic approach in Human Resource
Management is vital especially in growing
companies. Starting from right staffing to
maintaining performing employees, HR
management is key in developing not
only the employees, but the whole
organization itself.

7.  Job Analysis
It is a process to identify and determine
in detail the particular job duties and
requirements and the relative importance
of these duties for a given job.

8.  The managerial function of staffing
involves manning the organization
structure through proper and effective
selection, appraisal and development of
the personnels to fill the roles assigned to
the employers/workforce.
 According to Theo Haimann, “Staffing
pertains to recruitment, selection,
development and compensation of
subordinates.”

9. 1. Staffing is an important managerial
function- staffing function is the most
important mangerial act along with
planning, organizing, directing and
controlling.
2. Staffing is a pervasive activity as staffing
function is carried out by all mangers and in
all types of concerns where business
activities are carried out.

10. 3. The basis of staffing function is efficient
management of personnels Human
resources can be efficiently managed by a
system or proper procedure, that is,
recruitment, selection, placement, training
and development, providing remuneration,
etc.
4. Staffing helps in placing right men at the
right job.

11. 5. Staffing is performed by all
managers depending upon the nature of
business, size of the company,
qualifications and skills of managers.
6. Recruitment refers to the process of
attracting, screening, and selecting a
qualified person for a job.

12. 7. The recruitment industry has four basic types of firms.
1). EMPLOYMENT AGENCIES deal with clerical, trades,
temporary and temporary to hire employment opportunities.
2). RECRUITMENT websites and job search engines used to
gather as many candidates as possible by advertising a position
over a wide geographic area. Although thought to be a cost
effective alternative, a human resource department or
department manager will spend time outside their normal
duties reading and screening resumes..
3). “HEADHUNTERS”for executive and professional positions.

13. Training and Development
In the field of human resource
management, which is concerned with
organizational activity aimed at bettering
the performance of individuals and groups
in organizational settings.

14.  The appraisal is based on results a
performance appraisal is a review and
discussion of an employee's performance of
assigned duties and obtained by the
employee in his/her job, not on the
employee's personality characteristics.
 Each employee is entitled to a thoughtful
and careful appraisal.

15.  Compensation is the total amount of the
monetary and non-monetary pay provided
to an employee by an employer in return
for work performed as required.

16.  Restricted Purchase Plan
 Stock Bonus Plan
 Incentive Stock Option
 Non-qualified Stock Option
 Phantom Stock
 Re-capitalization ( Value Freeze )
 ESOP

17.  Founders need to grip with the fact they
are giving up of their baby.
 The rule are complex and the tax ( mostly
the employee ) and financial accounting
consequences ( to the company ) of failing
to follow those rules can be serve.
 Valuation of primely held companies is not a
science so there is little certainly the IR’s
will respect the value given to the equity
compensation.

18.  Given the lock of risk to the employee
there is disparity between the risk and the
founders.
 Company founders machine that the
company reacquiring the stock where the
fully invested employee term roles
employee.

19.  Human Resource Management (HRM) is the
function within an organization that focuses
on recruitment of, management of, and
providing direction for the people who work
in the organization. HRM can also be
performed by line managers.

20.  According to Flippo, “Personnel
management is the planning, organizing,
compensation, integration and maintenance
of people for the purpose of contributing to
organizational, individual and societal
goals.”
 According to Brech, “Personnel
Management is that part which is primarily
concerned with human resource of
organization.”

21.  Personnel management includes the
function of employment, development and
compensation.
 Personnel management is an extension to
general management.
 Personnel management exists to advice and
assist the line managers in personnel
matters.

22.  Personnel management lays emphasize on
action rather than making lengthy
schedules, plans, and work methods.
 It is based on human orientation.
 It also motivates the employees through it’s
effective incentive plans so that the
employees provide fullest co-operation.
 Personnel management deals with human
resources of a concern.

23.  Provides assistance to top
management.
 Advices the line manager as a staff
specialist.
 Counselor
 Mediator
 Spokesman

24.  Man power planning or human resource planning is
“the process by which management determines how an
organization should move from the current
manpower to the desired manpower
position.
 Coleman has defined human resource or manpower
planning as “the process
of determining manpower requirements and the means f
or meeting those requirements in order to carry out the
integrated plan of the organization.
 Stainer defines manpower planning as “strategy for the
acquisition, utilization, improvement, and preservation of
an enterprise’s human resources.

25.  Key to managerial functions
 Efficient utilization
 Motivation
 Better human relations
 Higher productivity

26.  Knowledge is a tool to achieve strategic
objectives of any organization.
 It comprises a range of strategies and
practices used in an organization to
identify, create, represent, distribute, and
enable adoption
of insights and experiences.

27.  Building Employees Morale
Vco Engineering Service is a private limited
company, offering industrial machine
equipments to large and medium
corporations. Mr. Eugene worked very hard
and treated his staff very well. He and his
staff have learned all aspect of the business
from ground up. Because of that the
business started to expand and became well
established.

28.  As the business was growing rapidly , Mr. Eugene
decided to set up maintenance services to all his
clients. Not to burden himself , he hired Mr. John
to develop and direct the new maintenance
service activities . Mr. John was formally working
in the finance company with business development
experience. He was young and energetic and was
able to attract new customers. He worked long
hours, giving his personal attention to even the
smallest detail. In a short time, the new
maintenance service activities he directed went
on very fast and was growing. However after the
first year, rapid growth begins to dwindle.

29.  The obvious cause was staff hired to work at the maintenance service
department were leaving after serving a short period of time, which
lead to serious repercussion of not able to fulfill customer’s order.
The impact make Mr. Eugene realized that there must be a reason for
employees leaving so soon, however Mr. John assured him that things
were going on fine.
 Without much hesitation, Mr. Eugene came across one of the long
time employee . They had a casual conversation regarding the
department’s staff turnover. The staff took this opportunity to
express his feeling about the work climate with Mr. John.
The comment the long time employee made was that it was very
difficult to work with Mr. John. Saying that Mr. John made life
miserable for all of the staff, too authoritative, too micro managing
that everything must be reported to him no matter how small. Even
when crew members were out on a job , they must get his permission
or call him which slowed everything down.
Besides he never compliment any of his staff, only made unjustified
criticism when customers complained. All he knew was to find or
attract new customers
So , if you were Mr. Eugene, what would you do?

30. Solution :
Seeing that Mr. John’s attitude and autocratic supervision
methods were creating a bad working climate, Mr.
Eugene decided he had to take action before situation
got worse. By temporarily taking charge himself, he was
able to get a better feel for what was going on and to
improve the staff morale while at the same time seeking
for new replacement.
 Mr. Eugene also saw that Mr. John was good at marketing
and sales , but inexperienced at supervising and handling
employees. Hence he gave him responsibilities for the
company’s priority effort to expand into new areas and
new business. It was an important job doing the kind of
work where he had proven himself and he seemed better
suited for, and where his talents could best served the
company