the various variables affecting the management of human resources in an organization 1st Semester 2020

1. Prof. Josefina B. Bitonio,DPA
Ist Semester 2019
Packet Learning2
Framework forViewing HRM
Human Resource
Management &
Development

2. Introduction
This module discusses the various
variables affecting the management
of human resources in an
organization.An understanding of
these variables will help you explain
the various problems and issues
which beset your own organization
or agency.

3. Framework forViewing HRM
To explain how various variables
affect the management of human
resources in a government agency.
To look into the framework of
viewing HRM by the International
Civil Service Commission

4. Internal and External Variables
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

5. technology
Needs,
values and
expectation
Managerial
Philosophy
Governmental
Pressures
Market
Conditions
Pressures
from Labor
Union
Pressures
from
Employee
association

6. The organization’s management philosophy defines
the policies for the management of personnel. This
philosophy may follow one or a combination of
these approaches:
Traditional
Human Relations
Human Resources
Managerial
Philosophy

7. 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.

8. The human relations approach is concerned
with the social and psychological needs of
employees. It is assumed that satisfying the
needs will make them more productive. In
other word, this approach focuses on the
individual needs of the employees. As such,
the organization employing this approach is
viewed to be benevolent and paternal.
However, despite the recognition of the social
and psychological needs of employees, they
are not given opportunities to meaningfully
participate in decision-making and this is big
criticism of this approach.

9. The human resources approach takes a different
perspective. It assumes that realistically, 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 is its focus 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.

10. A Framework for Human Resources
Management
Mission, Mandate, Strategy
Internal
Forces
External
Forces
Evolution of
Technology
Development of
Conceptual Base
Human Resources
Management Strategies
Ethics/Standard of
Conduct
HR Information
Management
Organizational design, including job design
and human resources planning
Source: International Service Commision:2001

11. Human Resources
Management Strategies
Ethics/Standard of
Conduct
HR Information
Management
Organizational design, including job design and human resources planning
Compensation
& benefits
Employment Career
Management
Good
Governance
Compensation &
Benefit System
Recruitment, Placement
& Retentions
Contractual
Arrangements
Staff well-being
Career management,
staff development &
training
Mobility
Performance
Management
Role of Staff
Administration
of Justice
continuation
Source: International Service Commision:2001

12. Carrell, Elbert andHatfield(2000) putforward anumberofprinciples
which provide thebasisforahumanresources 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.

13. HRApproach
HIGHER
Employee
Motivation and
Applied Ability
GREATER
Quality and
Quantity of
Work
HIGHER
Organization
productivity
and profitsGREATER
Employee
Rewards and
Profits
Source: Carell, Elbert and Hatfield, 1995, p. 9.
EMPLOYEE
ORGANIZATION

14. Do you think the traditional and
human relations philosophies are
supportive of control by top
management?
Determined which approach is being
applied by your agency.
Does your agency employ only one
approach or that is use a combination
of approaches?
 In your view,What enhances the
effectiveness of the agency
operations?

15. 2. Employee
need,
values and
expectations
When you entered your agency, 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.
 How would you then described yourself? If you are
passive and non assertive, you may not like to play an
active role in managing people. If you are supervisor,
your approach and dealing with your subordinates may
defined your supervisory style. For example, if you are
too lax, some may lose their respect for you because
they expect the tough but fair supervisor.
 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.

16. 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

17. 3.Technology
Organizations been using a number
of techniques in accomplishing your
work goals.These techniques are
part of what we call technology.
Peterson andTracy define it as the
“techniques use by
organizations in work-flow activities
to transform inputs into output”.

18. Technological changes brought
about by a changing, complex
environment effect to a large
extent the efficient and
effective operations of an
organization. A desirable job
design cannot be carried out if
the organization is not able to
adopt the existing techniques
to the new design.

19.  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.The Civil
Service Commission has started to change the
nomenclature of position from clerks to computer
operators or data entry machine processors.
Mondy and Noe (2012)
emphasize the fact that
the rate of technological
change is accelerating
so fast that may
changes are required
from the workforce in
terms of knowledge and
skills.

20. Challenges
Technology
Development
HR Availability -
Quality
Organization
Structuring
Economic Growth
Demographic
Source: Sugiharto, SH.MM 2009

21. What are the technological changes taking place in your
agency?
Are the system and procedures computerized?
How are these changes affecting the operations and
personnel function within your organization?
Has the service delivery improve as a result of
computerization of system and procedures?
Has there been a reduction in the number of personnel
involved in the delivery of service?

22. External Factors
 A big factor influencing personnel functions is the
government. The central personnel agency of
the entire bureaucracy is the Civil Service
Commission (CSC). All civil employees of the
government are governed by the civil service laws,
rules and regulations and all administrative orders
about personnel functions and regulations
emanate from the CSC.The hiring, selection,
promotion, rewards and sanctions, discipline, and
other personnel actions are subject to the
conditions set and the rules and regulations
imposed by the Commission.
 Have you ever been negatively affected by some
CSC rules and regulations.What particular CSC
policies have a negative impact on you as a
government worker?
1. Governmental Pressures

23. Public laws such as the minimum wage law.The
minimum wage law influences the salary scale of most
government employees. Another law which has
disturbing effects on the government sector is the
Salary Standardization Law or SSL.
What is the impact among the public sector worker?
Have you been affected by the imposition of the
Salary Standardization Law (SSL)? If you were,What are
the ways that the SSL had influenced your job or work

24.  Historically, it was assumed that civil
service employees working in public
agencies and funded through
appropriations would carry out public
programs. Today, public services are
often provided by market mechanisms
(rather than public agencies), staffed by
contingent workers outside civil service
and funded by user fees in addition to
appropriated funds. (Freedman 1994;
Nalbandian 1981).
2. Market
Condition

25. This factor refers to the supply and demand for labor.The
labor force as defined by Mondy and Noe is:
“a pool of individual external to the firm from which the
organization obtains its workers”.
This pool of work force is always changing as dictated by the
demands of the environment. In other words, any changes in
the labor force inevitably causes changes in the
organization’s work which in turn would affect the way
management must deal with its employees

26. In a complex and competitive
environment, organizations, both
government and private, have to
compete for the retention of their
competent and qualified
personnel. In this competitive
arena, the government usually
comes out as the loser because of
its inability to retain in its work
force highly qualified and
competent staff due to lack of
financial resources.The private
firms usually get the best people
because of their higher salary
scale.

27. How long have you been working for
government?
Why are you still working for the
government? Some private firms may have
offered you jobs and yet, you have opted to
be employed in the government.

28. 3. LaborUnion
Mondy and Noe explain that a union is a
“group of employees who have joined together
for the purpose of dealing with their employer”.
In a unionized firm, it is the union rather than the
individual employee that negotiates an
agreement with management in terms of wage
levels, benefits, and working conditions. Other
authors have also explained the pressures labor
unions exert on management from the
perspective of a private organization.

29. 4. Government
Employee
Associations
Compare the influence of government employee
associations on government agency management
 Although no government labor unions are
empowered through collective bargaining, there are
employee associations which serve as labor unions.
They make demands from government for more
benefit, better working conditions and higher
salaries.

30. Through their association,
employees can be well
represented in personnel
committees in the agency.
These associations enable them
to participate in decisions which
affect their functions and
performance in the agency.

31. Evolution of Public Personnel Systems andValues
in the United States
The dominant values and systems that characterize these evolutionary stages in
the history of public personnel management are shown in Figure 1.1; along with
the pressures for change that affect their competition and interaction:
Other
Contextual
Variables

32. IntegratingTheory and Practice
The Evolution of HRM
Tradition HR Functions
Administration focused only
Reactive
HR in the next Century
Focused on Strategy
Pro-Active
Separated & isolated from the
organization’s mission
Production Focused Only
Vertical Authority
Human Resources+Cost
As key part in Organization’s
mission
Focused on services
Horizontal responsibility
HR=investment(Expertise)
HRM-One Presented by Sugiharto,SH.MM 2009

33. HR

34. IntegratingTheory and Practice
Based on your work experience, what do you
think are the factors that affect HRM as a
system?
Explain and give examples of how each factor
will affect the management of human
resources in your government agency.
 Are you a member of an employee
association in your agency? If no, why not? If
yes, how affective is your association in
serving as a mechanism for making demands
from management?

35. Readings
• Perla Legaspi- Human Resource Development
Open University, University of the Philippines 2002
• Weldell French,, . 2nd edition, New Jersey: Houghton Mifflin Co., Chapter 2-
3, pp. 32-75. (1990)
• Richard Peterson and LaneTracy. Systematic management of Human
Resources. Massachusetts:Addition-Wesley Publishing Co., (1981, 1988),
Chapter 2, pp. 21-38.
• Concepcion Martires , Human Resource Management Principles and
Practices. Quezon City Kalayaan Press Marketing, Inc. (1988)Chapter 2-3,
pp. 25-44.
• Carrell, N. Elbert, and R. Hatfield Examining the Relationship Between
Diversity and Firm Performance (2000)
• Mondy and R. Noe. Human Resource Management (2012)
• InternationalCivil Service Commission:A Framework for Human Resource
Management2001
• Sugiharto,SH.MM . Human Resource Management-One: 2009
www.slideshare.com