Chapter 2 HRM
Chapter 2 HRM
Chapter 2 HRM
Objectives:
1. creative imagination
2. intelligence
These become more keen as he learns from practice and experience, honing his intuition
and insight in handling various problems of employees in such a way that there is order,
harmony, balance, and proper timing. He also knows how to simplify complex problems.
To grow and thrive in today’s competitive environment, organization must deal with
many and diverse changes.
Traditionally the concept of value has been considered a function of finance or
accounting.
Human resources are crucial to the long-term survival of the organization.
Definition of value includes not only profits but also employee growth and satisfaction,
additional employment opportunities, protection of the environment, and contribution to
community development.
Organization is made up of people.
The main goal of any organization is to provide goods and services effectively.
It is the people who are linked in a formal structure and managerial leadership.
People are vital to an effective HRM program.
The development of an effective organization hinges on the proper selection,
development and utilization, rewarding, and maintaining capable people.
The organization resources are stretched tightly to come up with the demand of the global
environment.
The allocation of these various resources wisely is imperative. An organization must
work together to contribute efficiently towards the goals and objectives set by
management.
The effective utilization of manpower can help add and create value.
The organization’s competitive advantage depends on the strength of the above linkage.
Organizations must deal successfully with these challenges to create and maintain value. HRM
must face these challenges to motivate and develop a well-trained and committed work force.
The passage of the Industrial Peace Act of 1953 triggered the organizations of labor
unions and the strengthening of the worker’s bargaining power.
Collective bargaining negotiations and the administration of union contracts may best be
handled with the technical resources of the HR department.
With the passage of the new law making unfair practices a criminal offense, the
responsibility of the personnel or industrial relations department becomes very important
and thus makes the position of personnel managers a necessity in every company.
HRP helps companies are an important investment for any business as it allows companies to
remain both productive and profitable.
Strategic Planning
The determination of the overall organizational purpose and goals and how they are to be
achieved.
Human resource is the integral component of a strategic plan, which greatly affects
productivity and organizational performance.
After the strategic plans have been formulated, human resource strategic planning is to be
undertaken. Along this line, strategies are reduced to specific quantitative and qualitative
human resource plans. The HRD shall determine the total manpower component to
execute the planned strategic activities.
Forecasting human requirement involves determining the number and types of employees
needed. The level of skills has to be determined and matched with the plan operations.
The analysis will reflect various factors such as production plans, and changes in
productivity together with the introduction of new technology if there is any.
The HRD, in order to forecast availability must look to both internal and external sources.
Internal sources – refer to existing manpower that could be re-assigned to new positions
or be promoted to higher vacant positions.
External source – refers to positions that is not available inside the organization and need
to be sourced out.
2. Availability
When employee requirements have been analyzed, the firm determines whether there is a
surplus or shortage of manpower.
If there is a surplus, ways must be instituted to reduce the number of employees.
Some of these methods include restricted hiring, reduced work hours, early retirement for
old employees, and the worst is to layoff some employees.
If the manpower forecast reveals shortage, the HRD must obtain the proper quantity and
quality of workers outside the organization after exhausting efforts to find from within.
Human resource planning must be continuous, as changing conditions could affect the
entire organization thereby requiring extensive modifications of forecasts.
When it concerns human resources, there are more specific criticism that it is over-quantitative and neglects
that qualitative aspects of contribution. The issue has become not how many people should be employed,
but ensuring that all members of staff are making an effective contribution.
Aspects of HRP
1. Systematic Forecasting of Manpower Needs
o On the basis of business conditions and forecasts, manpower needs are planned and
monitored closely.
2. Performance Management
o Analyzing, improving and monitoring the performance of each employee and of the
organization as a whole.
3. Career Management
o Determining, planning and monitoring the career aspirations of each individual in the
organization and developing them for improved productivity.
4. Management Development
o Assessing and determining the developmental needs of managers for future succession
requirements.
Advantages in Using the Elements of HR Planning
Through a systematic planning of human resources, a company can be better assisted in
attaining its goals and objectives.
It helps the company determine its manpower needs and provides a method of meeting
them.
It can be an effective means of planning the development and growth of the employees.
It can assist in placing the employees properly in jobs where they can maximize the use
of their skills and potentials.
It can assist the company to attract and retain better qualified employees.
o Once the company’s objectives are known, the operating executives can determine what
they are responsible for in the common endeavor of attaining the corporate goals.
o The kind and magnitude of workload determine the organizational structure, the number
and quality (skills) of employees needed to man the organization or department under a
desirable level of performance.
2. Studying the jobs in the company and writing the job description and job specifications.
Enough manpower
Excess in the number of available manpower, but lacking the skills required
The number of available manpower is insufficient, and the skills are also inadequate to
meet the needs of the work inputs.
5. Improvement Plans
o Determination of the appropriate steps to implement the HRP in order to ensure that the
company has the right number and right quality of people, properly assigned to jobs for
which they are most useful.
o This includes action plans to improve the capabilities of current personnel thru training
and development.
o This plan can be part and parcel of the total development program which covers career
planning, management development programs, succession programs, etc.
This approach involves the listing of all the skills possessed by the workforce and they
are made to relate to the requirements of the organization.
This technique requires detailed information of the experience and training of every
individual in the organization.
2. Ratio Analysis
This is a technique wherein the personnel who are promotable to the higher positions are
identified together with their backup or understudy.
There should be a ratio that will ensure that promotions will not create any void. To
accomplish this, recruitment must support the backup requirements. At the same time,
training must be done to develop the backup ratio.
3. Cascade Approach
Under this approach the setting of objectives flows from the top to bottom in the
organization so that everyone gets a chance to make his contribution.
This approach results in the formulation of a plan wherein the objectives of the rank and
file get included in the blueprint for action. The plan is then a participatory planning
output.
4. Replacement Approach
Under this approach, HRP is done to have a body of manpower in the organization that is
ready to take over existing jobs on a one-to-one basis within the organization. This
approach calls for year-round acceptance of applications for possible replacements.
This technique involves the supervisors and personnel in every component of the
organization on the identification of needs in terms, skills, replacements, policy, working
conditions and promotion so that human resource in the organization may be up to the
challenge of current and future operations. The units thus become conscious of their
needs and aware of the ways the human resource requirements can be met.
The approach know as successor planning takes into consideration the different
components of the old plan and increase them proportionately by the desired expansion
rate stated by management. The cost of doing the activities is likewise increased. Any
new concern is set up at a starting scale and viewed in proportion with other comparable
aspects of the existing plan. This approach also enables the personnel staff to get by
without having to ask much from management which, in turn, does not expect much from
the HR staff in terms of radical change.
2. Technique Overload
- The use of so many techniques sometimes leads to the gathering of so much information. Then
the techniques do not get to be applied effectively. This makes the techniques serve as a trap
rather than a means for action.
- There are planners in HRM who sometimes make the mistake of being drawn towards
emphasizing the quantitative aspects of personnel management to the neglect of the qualitative
side.
- When top management has a low regard for human resource activities and for the HR staff,
they give little encouragement to HRP activities, ignore the plan and withdraw support for plan
implementation.
- When HRP is pursued for its own sake or for a narrow viewpoint of concentrating on HRD, the
effort leads to the formulation of a plan that does not interphase with organizational
development.
- Any plan to develop the personnel and to improve the conditions of work must use the
feedback from the line supervisors since they are the ones who are handling the personnel in the
organization.
Long term forecasting is usually done for a period of five years or more depending on the
company operations and customer demands.
2. Cyclical Variations
This refers to reasonable and predictable movements that occur over a period of one year
or more.
This cyclical movement may be due to economic conditions, political instability, peace
and order, loss in customer demands, and societal pressures.
This variation typically last for one to five years.
3. Seasonal Variations
This is a reasonable prediction change over a period of one year. This covers firms who
manufacture seasonal products and hire temporary workers for temporary increase in
demand, like Christmas and other special occasions.
4. Random Variations
This is one occasion where there is no special pattern and it is quite difficult to predict or
determine. The HR practitioner must be careful in his manpower forecast especially in
the hiring of employees. Along this line, temporary workers are hired instead of regular
workforce.
Linear Regression
A dependent variable is related to one or more independent variables by a linear equation
The independent variables are assumed to “cause” the results observed in the past
Simple linear regression model is a straight line
Y = a + bX
where
Y = dependent variable
X = independent variable
a = Y-intercept of the line
b = slope of the line
4. Simulation
It is a technique for the testing of alternatives on mathematical models representing the
real-world situation.
The purpose of this model is to permit the human resource manager to gain considerable
insights into a particular problem before making actual decisions.
Human Resource Forecast – is the most challenging part in the planning process because it
requires creative and highly participative approaches in dealing with business and technical
uncertainties several years in the future.
3. Employee Information
maintaining accurate information concerning the composition, assignments, and the
capabilities of the current workforce.
includes job classification, age, gender, status, organizational level, rate of pay and
functions.
Include the employee’s resume – skills, education, training, career interest and other important
personal data that could be used in the movement or transfer of employees.
This type of analysis should help management address issues such as:
1. Are there imbalances developing between projected human resources needs and
availability?
2. what is the effect of current productivity trends and pay rates on the workforce levels
and costs?
3. Do turnover problems exist in certain jobs or age levels?
4. Are there problems of career blockage and obsolescence?
A. Emergent strategies
consist of strategies that evolve from the grassroots of the organization and can be
thought of as what the organization actually do.
mostly identified with people in the lower level of the management hierarchy
it is usually the lower level rank and file employees who provide ideas for new markets,
new products and new strategies being at the front line of operations.
HRM should make sure that the information is systematically arranged and should
contain the data needed.
B. Intended Strategies
Systematic
- information must be systematically arranged and contain the needed data
Management-Oriented
- the data and information are essential tools for effective manpower planning, retention,
development and separation of employees.
Applicable
- the data and information stored in file must be applicable in making human resource decisions.
- irrelevant data must be discarded.
- Information must be updated from time to time to be relevant to current manpower needs and
requirements.
- a manager must be able to rely on the accuracy of the information provided.
Result-Oriented
- the results from the information and the decisions derived there at must be both acceptable to
management and the employees’ concern.
- the end results must contribute to greater company productivity and employee’s satisfaction.
Time Bound
- relevant human resource information is necessary for effective decision-making.
- the needs for timely decisions are crucial to the effective management of human resources.
The absence of these characteristics reduces the effectiveness of HRIS and complicates the
decision-making process.
Conversely, a system processing all these characteristics enhances the ease and accuracy of the
decision-making process.
Routine Reports
- these are human resource data summarized on scheduled bases, like current manpower status,
regular employees, contractual employees, supervisors and managerial employees on a regular
payroll.
Exception Reports
- this information may contain confidential data that are available only for managerial decision-
making and needs immediate attention.
- this may pertain to violations of existing company rules and procedures, policies and
management programs.
On Demand Reports
- management may demand some reports for analysis.
- this may pertain to productivity index, individual performance records, and other information
that may lead to downsizing, and other personnel actions.
Manpower Forecasts
- applies to predictive models based on specific situations.
- this may cover increase or decrease in manpower requirements due to seasonal demand or
increase in customer orders.
- HR managers must be able to provide timely information and ready manpower to answer the
need of company operations.
Software Applications for HRM
the advent of the different HRM software applications has made the human resource managers’
function for decision-making just a click on the computer programs.
1. Staffing Applications
- this involves company specific application in determining future employee turnover, growth
rate and promotion patterns, and other personnel movements.
Chapter 3
JOB ORGANIZATION AND INFORMATION
Here are some Basic Terminologies you should know to better understand the lesson:
1. Micromotion
Simplest unit of work
Involves very elementary movement such as reaching grasping, positioning or releasing
an object
2. Element
Aggregation of two or more micromotions
Usually thought of as a complete entity such as picking up, transporting and positioning
and item
3. Task
Consists of one or more elements, one of the distinct activities that constitute logical and
necessary steps in the performance of an employee
Performed whenever human effort, physical or mental is exerted for a specific purpose
4. Duties
One or more tasks performed in carrying out a job responsibility
5. Position
Collection of tasks and responsibilities constituting the total work assignment of a single
employee
6. Job
Group of positions that are identical with respect to their major or significant tasks and
responsibilities
Maybe held by more than one person
7. Occupation
A grouping of similar jobs or job classes
Job Design
- The process of structuring work and designating the specific work activities of an individual or
group of individuals to achieve certain organizational objectives
It involves making decisions as to who, what, where, when, why and how the job will be
performed:
It involves allocating jobs and task. Allocating jobs and tasks means specifying the
contents, method, and relationships of jobs to satisfy technological and organizational
requirements, as well as the personal needs of jobholders.
1. Job Scope
Refers to the number and variety of different tasks performed by the jobholder
The range of responsibilities you may have in a job. If your job involves one task, it can
be said that your job is narrow in scope. If you have many responsibilities that require
you to perform different responsibilities in different areas of your organization, it can be
said that you have a wide scope for your job.
2. Job Depth
Refers to the freedom of jobholders to plan and organize their own work, to work at their
own pace, and to move around and communicate as desired
Lack of this, leads to job dissatisfaction which in turn result to tardiness, absenteeism and
even sabotage
Generally, it refers to the level of expertise you have in a general job or field.
1. Job rotation
It usually takes place in jobs that involve a high degree of physical demands on the body or a
high degree of repetitive tasks that can become extremely tedious. Employees are periodically
removed from these mentally stressful or physically demanding tasks to a less demanding task
for a while to give them a break.
Position rotation
Task rotation has some distinct advantages. It can increase job satisfaction because workers will
be exposed to various work tasks that will reduce constant physical or mental stress, which may
create more motivation to continue in the position and reduce turnover. Another advantage is the
ancillary effect of cross-training employees for different tasks, which will increase the flexibility
and adaptability of the organization.
2. Job enlargement
Sometimes a change in work tasks can add a much-needed boost of enthusiasm, due to the
change in daily activities, and can improve morale. The employee will also need to increase
his or her productivity to accomplish the new tasks, so he or she has a chance to implement
methods that speed up his or her output. It also shows the employee that management is
aware of the work he or she is doing, and feels he or she can accomplish more, which can
add to job satisfaction.
3. Job enrichment
Involves upgrading the job by increasing both scope and job depth
To make this concept more usable, let's imagine you're a company manager and want to increase
the satisfaction of your staff. As you walk through the process of job enrichment, you'll need to
keep in mind these goals:
To rephrase this as if it's coming from the mouth of the company manager or even the CEO:
Involves factors such as temperature, humidity, ventilation, noise, light and color which can have
an impact on the job design
Work environment should allow for normal lighting, temperature and humidity
For example, harsh lighting in the long run can be detrimental to productivity as it can be
straining on the eyes, and office temperature that’s too cold or too warm creates
discomfort.
B. Health Matters
C. Open or Closed?
What kind of office layout should you adopt: open or closed concept?
Those in support of the open concept claim that it encourages colleagues to collaborate,
and that it fosters communication. However, support is growing for the traditional closed
concept office, where there is a cubicle for each employee. Advocates say that this offers
privacy, thus preventing distractions.
So, which concept should you adopt then? It really depends on your needs. Alternatively,
you could also consider having both layouts under one roof, so that your employees may
decide which style works for them best.
Take a look at the top 10 best companies to work, and learn more about the full 100 ranking
here.
https://www.cnbc.com/2019/12/11/glassdoor-the-10-best-companies-to-work-for-in-2020.html
Offering an alternative work schedule is a prime example of employee recognition and is a great
way to demonstrate trust in loyal and hardworking employees. Let's take a look at some of the
more popular situations and why they appeal to employees.
a) Condensed workweek
Condensed workweeks allow employees to work fewer hours on some days and longer
hours on other days.
b) Flextime
Flextime also spelled flexitime, is an arrangement that allows an employee to alter the
starting and/or end time of her/his workday. Employees still work the same number of
scheduled hours as they would under a traditional schedule.
c) Job sharing
Job sharing or work sharing is an employment arrangement where typically two people
are retained on a part-time or reduced-time basis to perform a job normally fulfilled by
one person working full-time. Since all positions are shared, this leads to a net reduction
in per-employee income.
Carmen was hired as a human resources administrator at a local company. One of her first
tasks was to perform a job analysis for one of the positions that was going to be vacant soon
because of the employee's retirement; this required Carmen to evaluate the position and help
the company make decisions on recruitment and hiring.
Carmen met with the senior administrators of her company to understand what the expectations
were. She learned that the purpose of a job analysis includes:
Job Analysis
The process of determining and reporting pertinent information relating to the nature of a
specific job
The determination of the tasks which comprise the job and of the skills, knowledge,
abilities and responsibilities required of the jobholder for successful job performance
Jam is a human resource specialist who works at a manufacturing company. She's been asked to
prepare some job descriptions and job specifications for the company. This will require her to
perform a job analysis, which is a process used to determine knowledge, skills and abilities, as
well as the duties necessary to successfully perform a job. Jam can use the results of her job
analysis to create job descriptions, position descriptions and job specifications.
A job description is a written statement that describes a job that may involve a group of separate
organizational roles.
The description includes such things as purpose, duties, responsibilities, scope of work and
working conditions.
For example, all organizations require some degree of administration, and Jam may create a job
description for administration. Again, this job description doesn't relate to just one
administrative role in the company, but a group of roles, often referred to as positions.
A job specification is a written statement of the minimum qualifications and traits that a person
needs in order to perform the duties and undertake the responsibilities of a particular position.
Specifications are developed as part of the job analysis process.
Job Evaluation
Costing of each job attaching to it, its monetary value
Job rating or job evaluation
Used for designing a pay structure
Chloe is a human resource specialist for a toy manufacturing company. Her boss has asked her
to perform a job evaluation for all the positions currently held by employees of the company. Job
evaluation is a systematic and objective process used by organizations to compare the jobs
within the organization to determine the relative value or worth of each job. Keep in mind that
the focus is on evaluating the job, not the people that perform the job.
Chloe's employer will use job evaluations to determine the comparative worth of each job, which
will then help determine the basis of the wages and salaries offered for each job. It helps ensure
that everyone is paid fairly relative to one another based upon the value they bring to the
organization. For example, if a mail clerk is paid more than an engineer, then there's probably a
problem with pay equity because an engineer generally brings more value than a mail clerk.
Lesson 4: Recruitment, Selection and Placement
Hiring employees is a crucial job duty of the human resource department. Come along and learn the
process and strategies to finding an ideal employee that matches up with the goal of the company.
Let's imagine that you work for a company in the human resource department. You just found out
that a veteran employee has decided to retire. They have been a staple of the company for so long,
how will you ever replace them? How will you know how to advertise for the positions and weed out
all the not-so-great candidates?
Luckily there are ways to help you find a great match for your company. In this lesson we will learn
the recruitment process and strategies the human resource department often practices.
Recruitment Process
For most companies the human resource department is in charge of finding competent, qualified
employees. In order to do so, they follow a series of steps to help aid them in the process.
1. Know the position and the needs- Before the HR department can start looking for a potential
employee, they need to know what the company is looking for in a new candidate. This means
understanding what the goals and future aspirations are for the company and how the new employee
will fulfill these.
2. Design a description of the job- One way to attract potential candidates is by creating a job
description that is accurate but also captures their attention. This means explaining what the roles
and responsibilities will be for the new employee. It is also important to create a description that
contains words that will make the posting come right up when a candidate does an online job search.
3. Develop a team- A team is often put together to help with selecting candidates for interviews.
This allows more than one perspective so that the best prospect employees are chosen.
4. Announce the position- This is the step when the actual position is posted. The position might be
posted on online job searches, in print, and/or through social media.
5. Narrow down applicants- After potential employees apply for the job, the next step is to sift
through all of the applications in order to narrow down the number of candidates to consider. This
creates a small, more manageable list of possible employees.
6. Interview candidates- When a small list is created, it's time to interview those candidates. This is
when a company gets to learn about the candidate and the candidate gets to learn more about the
position.
7. Choose a finalist- After interviews are completed, the final candidate is chosen. This is also the
step when the references of that candidate are checked to ensure that the individual is the right fit for
the company.
8. Hire and complete the process- When the references are checked, an offer is presented to the
potential new employee. If they accept the offer, the recruitment process is completed.
A human resource manager has the ultimate say in who gets the job. Learn how to understand the
recruiting and selection process, where the best candidates are chosen to keep the entire workplace
productive.
A. Screening
The Process of lifting the good applicants from the host of recruits.
Limited to the number of individuals who apply.
1. Typical- These are commonly used by many groups and consist of various task techniques at
different stage.
2. Atypical Methods- The uncommon method used the following techniques and tools.
B. Selection
Gets the best among the screened applicants
The process of determining who from among the job applicants should get the job
PROCEDURES:
Both job description and job specification are essential parts of job analysis information. Writing
them clearly and accurately helps organization and workers cope with many challenges while
onboard.
Job description- tells what is done on the job, how it is done, why it is done the skills involved
the tools and the equipment used in doing it
Job specification- Specific qualifications required of man who is to do it, such as the following:
amount and type of experience needed to perform the job, special training, skill and physical
demands, special abilities and aptitude, age, physical qualifications and other requirements.
Personnel Requisition Form
-describes the reason for the need to hire a new person and the requirements of the job. It is also a
good idea to attach a job description to the personnel requisition form.
Time for selection- The employer officer must be given sufficient time to recruit and evaluate the
records of applicants and to arrive at a sound decision as to the right man for the vacancy
Sources of Qualified Personnel
A. INTERNAL SOURCE
if an organization has been effective in recruiting and selecting employees in the past, one of the
best sources of talent is its own employees.
Job posting and Bidding
-a method of informing employees of job vacancies by posting a notice in central locations and
giving a specified period to apply for the job.
Internal Sources
1. Present employees
2. Friends of employees
3. Former employees
Advantages
Provides greater motivation for good performance
Provides greater opportunities for present employees
Improves morale and organizational loyalty
Enables employees to
perform the new job with little loss of time
Disadvantages
Promotes inbreeding
Creates political infighting and pressures to compete
Requires a strong management development
program
Create a homogenous workforce
External Source
Organizations have their disposal a wide range external sources for recruiting personnel
Needed in organizational that are growing rapidly or have a large demand for technical,
skilled or managerial employees
Advantages
the pool of talent is much larger
new insights and perspectives can be brought to the organization
frequently, it is cheaper and easier to hire technical, skilled, or managerial employees
from outside.
Disadvantages
attracting, contracting and evaluating potential employees are more difficult
adjustments or orientation time is longer
morale problems can develop among those employees within the organization who feel
qualified to do the job.
2.Employment Agencies
-They provide an up to date list of unemployed persons. State employment agencies also provide free
service for individuals seeking employment and for business organizations seeking employee.
7. Professional Organizations
8. Electronic Recruitment
-the use of internet to recruit
Organizational Recruitment programs are designed to bring a pool of talent to the organization.
From this pool, the organization hopes to select the person most qualified for the job. The very
important questioned faced by the HRD, is what method of requirement supplies is the best talent
pool.
Realistic Job Previews
-way of providing complete information, both positive and negative to the job applicant.
Who does the recruiting?
-In the most large and middle size organizations, the Human Resource Department is responsible
for recruiting.
-In small organizations, one person, frequently the office manager normally handles the
recruitment function in the addition to many other responsibilities.
ORGANIZATIONAL INDUCEMENTS IN RECRUITMENT
ALTERNATIVES TO RECRUITING
1. Subcontracting – is the practice of assigning, or outsourcing. Part of the obligations and tasks
under a contract to another party known as a subcontractor.
2. Overtime - is the amount of time someone works beyond normal working hours. The term is also
used for the pay received for this time.
3. Temporary help
4. Employee leasing - is a contractual arrangement in which the leasing company, also known as a
professional employer organization (PEO), is the official employer. Employment responsibilities are
typically shared between the leasing company and the business owner
o The first interview is preliminary and its purpose is to eliminate those applicants who are clearly
unqualified
o The applicant form is an important tool in the selection and hiring procedures as it gives vital
information about the applicant which are relevant to the job for which he has applied
As a guide when interviewing the applicant
As a basis of eliminating applicants with unfavorable personal data
For matching the qualification of the applicant
For checking on the applicant’s school records, references and former employers
As part of the employee’s permanent record for communicating with the employee or his
family
As the applicants proceed from one step to another, some more may be eliminated in the
process
PSYCHOLOGICAL TESTS that are used in business and industries may be classified into:
2 types:
a. Personal inventories
- originally designed for use in personal and vocational counselling
b. Projective tests
- involves the use of projective techniques
A test is valid if he can predict the success of failure of a person in a job
A test is reliable if each time said test is used on the same individual, the same or nearly the same
appraisal result occur to appear
Types of interview
1. Directive interview- this ask for specific information the questions give more emphasis is on the
habit and character traits of the person
this type has the advantage of providing uniform procedure for all interviewers, is time saving for
the interviewer, and reduces the interviewer’s bias by the use of printed questions
Its disadvantages, however, are the constant note- taking which may disturb the applicant and
made him cautious in responding to the questions, the questioning is stereotyped so it loses
flexibility spontaneity; the interviewer pays more attention to the question rather than to the
interviewee
2. Non directive interview- are broad open-ended, and require a narrative
3. Group interview- this is conducted by panel or committee of three or five interviewers sitting as
a panel
4. Team method- a team of three interviewers may interview an applicant separately and then
compare notes afterwards
The interviewers take note of the following:
Emotional maturity
Dependability
Self –confidence
Attitudes toward jobs
Creativeness
Attitude towards other person
Value system
Critical attitude
In the selection of the right employee for the job, the following are some useful tips:
1. Age
2. Education
3. Experience
4. Appearance
5. Health
Final evaluation of the applicant:
1. Requisitioning office
2. Branch
3. Department, division, unit, section
The job performance rating from should include the extent to which the worker has been
currently placed.
Lesson 5
Training Process
The following steps are integral instructional processes:
1. Conducting needs assessment
a. organizational analysis
b. person analysis
c. task analysis
2. Ensuring employee’s readiness for training
a. attitude and motivation
b. basic skills
3. Creating the learning environment
a. Identification of training objectives and training outcomes
b. meaningful materials
c. practice
d. feedback
e. observation of others
f. administering and coordinating programs
4. Ensuring transfer of training
a. Self-management strategies
b. Peer and manager support
5. Selecting training methods
a. Presentational methods
b. Hands-on methods
c. Group methods
6. Evaluating training programs
a. Identification of training outcome and evaluation designs
b. Cost-benefit analysis
The success of any training program can be gauged by the amount of learning that occurred and is
transferred to the job. Training and learning will take place through the informal work groups,
whether an organization has a coordinated effort or not, because employees learn from other
employees. While this may be true to a certain extent, a well-designed training program can give
better results because what may be learned may not be the best for the organization.
The following steps are integral instructional processes:
1. Assessment Phase
Planners determine the need for training and specify the training objectives and the training efforts.
a. Organizational Analysis – the specific source of information and operational measures or an
organizational level needs analysis, which include the following:
– a. Grievances
– b. Accident record
– c. Observations
– d. Exit interview
• e. Customers’ complaints
• f. Equipment utilization and breakdown
• g. Material wastage, scraps, and quality control data
• h. Training committee, observation and need assessment data
b. Task Analysis - the job description and job specifications provide information on the performance
expected and the skills necessary for employee to accomplish the required work.
• - changes in the work environment due to the introduction of new technology or
machinery require changes in the task environments of the position
c. Individual Analysis – the use of performance appraisal data in making this individual analysis is the
most common approach.
• - a performance review reveals the employees’ inadequacy to perform certain types of
task and this will reveal what necessary training is needed to correct the weaknesses. An employee’s
potential may mean further training to assume a higher position in the future.
a. Presentation Method
Passive receipt of information – includes traditional instruction, distance learning, and audio-
visual techniques
- ideal for presenting new facts, information, different philosophies, and alternative solutions or
processes.
b. Hands-on Training
- require on-the-job training, simulation, business games, case studies, behavior modeling,
interactive videos, and web-based training
c. Group Building Method
Helps trainees share ideas and experiences, build group or team identity, understand the
dynamics of interpersonal relationships, and get to know their own strengths and weaknesses and those of
their co-workers.
a. Learning
Represents the level of how well the trainees have learned facts, ideas, concepts, theories, and
attitudes.
Tests on training materials are commonly used for evaluating learning and can be given before
and after training to compare results.
b. behavior
There must be a change in the work attitude and behavior of the trainee after the training.
Observable behavior must be measured in terms of work improvement, increased work output,
and work effectiveness
c. Results
Employers evaluate results by measuring the effects of training on the achievement of
organizational objectives. Because results such as productivity, turnover, quality, time, sales volume, and
cost are relatively concrete, comparing records before and after the training can do the evaluation.
4. Measure Attitudes
• This goes back to the problem of measuring initial reaction, but it is valuable in the
overall evaluation.
• Did the trainees like the training?
• Did they think it was valuable?
• Often, they can provide valuable feedback and suggestions for improving
training techniques.
5. Measure Performance
• Go back to your base line and see what the results of the training are in terms of the
criteria you have established.
• Track performance over a long period of time so you can be sure the improvement is
established.
Succession Planning
• - Planning in advance for the orderly succession and development needs of the successor
is important to avoid a host of potential problems.
• - Replacement charts can be a part of the development planning process by specifying the
nature of development each employee needs to be prepared for the identified position.
• - Its purpose is to ensure that the right individuals are available at the right time and that
they have sufficient experience to handle the target jobs.
• - The planned activities that could be developed within the company or while the
employee is at work are those activities that will enhance the employees’ potential to assume other jobs
that the company needs in its operation.
• - It is imperative that managers and supervisors plan and coordinate development efforts
so that the desired developments actually occur.
• 1. Management Coaching
• 2. Committee Assignments
• 3. Job Rotation
• - The trainees must be acquainted with different people and techniques in each new unit.
• 4. Job Enlargement
• - This could include such activities as special projects assignments, switching roles
within a work team or research activities.
• 5. Mentoring
• - Employees can also develop skills and increase their knowledge about the company and
its operations by interacting with more experienced organization members.
• - It helps new members bring together successful senior employees with less experienced
members.
• - This technique could be effective because the individuals are given the opportunity to
get away from the job and concentrate solely on what is to be learned.
• - These interventions are usually held outside at the company’s expense and will serve as
a break from the office monotony.
• 1. Formal Education
• - The company sends the employee to formal seminars, workshops and other training
programs offered by training consultants and agencies.
• - Some companies send their employees to take advance studies in the graduate programs
in exclusive schools or take courses in foreign countries.
• - The condition is usually that an employee is tied to a contract to serve the company for
a number or years for every year of outside training.
• 2. Team Building
• - These organizational interventions are usually conducted away from work for about 2 to
4 days.
• – The employees are organized into teams and solve common problems related to
relationships.
• 3. Case Studies
• - This is a classroom type of training technique that provides a medium through the
application of management behavior concepts and analyses.
• - Cases are either through the use of multi-media or case problems that are developed
similar to those existing in the work environment.
• Group case analysis and presentations are made and discussions facilitate the learning
experience.
• 4. Role Playing
• - The facilitators provide the script and the group evaluate the performance.
• The other participants provide comments and suggestions after each performance.
• 5. Simulations
• - These are business games developed by human resource experts that require the
participants to analyze a situation and decide the best course of action based on the given data.
Performance
Degree of accomplishment of the tasks that make-up an employee’s job
Job Performance
net effect of an employee’s effort as modified by abilities and role perceptions
Performance Appraisal
Process of evaluating and communicating to an employee how he or she is performing the job
and establishing a plan for improvement.
Determinants of Performance
1. Effort – the amount of energy (physical/mental) an individual uses in performing a task
2. Abilities – are personal characteristics used in performing a job
3. Role perceptions – the direction in which individuals believe they should channel their effort on
their jobs.
Responsibilities of the HRD
1. Design the performance management system and select the methods and forms to be used for
appraising employees.
2. Train managers in conducting performance appraisals.
3. Maintain a reporting system to ensure that appraisals are conducted on a timely basis.
4. Maintain performance appraisal records for individual employees.
Responsibilities of the Manager
1. Evaluate the performance of employees.
2. Complete the forms used in appraising employees and return them to the human resource
department.
3. Review appraisals with employees.
4. Establish a plan for improvement with employees.
Uses of Performance Appraisal
1. For making administrative decisions relating to promotions, firings, layoffs, and merit pay
increases.
2. Provide needed input for determining both individual and organizational training and
development needs.
3. To encourage performance improvement.
4. Information gathered through performance appraisal are used as:
a. Input to the validation of selection procedures
b. Input to human resource planning
Performance Appraisal Methods
1. Management-by-objectives – consists of establishing clear and precisely defined statement of
objectives for the work to be done by an employee, establishing action plan, implementing the plan, measuring,
taking corrective actions and establishing new objectives in the future.
2. Multi-rater Assessment or 360 degree feedback – managers, peers, customers, suppliers, or
colleagues are asked to complete questionnaires on the employee being assessed.
3. Graphic Rating Scale – requires the rater to indicate on a scale where the employee rates on
factors such as quantity of work, dependability, job knowledge, and cooperativeness.
4. Behaviorally Anchored Rating Scale – determines an employees’ level of performance based
on whether or not certain specifically described behaviors are present.
5. Critical-Incident Appraisal – the rater keeps a written record of incidents that illustrate both
positive and negative employee behaviors.
6. Essay Appraisal – rater prepares a written statement describing an employee’s strengths,
weaknesses, and past performance.
7. Checklist – rater answers with a yes or no to a series of questions about the behavior of the
employee being rated.
8. Forced-choice Rating – rater ranks a set of statements describing how an employee carries out
the duties and responsibilities of the job.
9. Ranking Method – the performance of the employee is ranked relative to the performance of
others.
10. Work Standard Approach – involves setting a standard or an expected level of output and then
comparing each employee’s level to the standard.
Potential Errors in Performance Appraisal
1. Central Tendency – the tendency of a manager to rate most employees’ performance near the
middle of the performance scale.
2. Recency – the tendency of the manager to evaluate employees on work performed most recently -
one or two months prior to evaluation.
3. Halo Effect – occurs when a rater allows a single prominent characteristic of an employee to
influence his or her judgment on each separate item in the performance appraisal.
Employee Movement
• 1. Transfer
refers to the shifting of an employee from one position to another without increasing his
responsibilities, duties or pay
necessary because of personal differences of employees or because of personality conflicts
between workers and supervisors
also rotated from position to position as a training device
Four Types of Employee Transfers
a. Production transfer
– This occurs when there is a shortage of employees in one department and a surplus in
another. Employees who are found to be excesses in the latter department will have to be transferred to the
department where there is a shortage.
b. Replacement transfer
– This is replacing or relieving an old employee from a heavy workload.
c. Remedial transfer
– This is to rectify a faulty selection in recruitment or placement
d. Versatility transfer
– This provides the opportunity for an employee to increase his/her skills by transferring
him/her from one department to another through job rotation. In most instances, this practice prepares the
individual for promotion.
Transfer have several purposes:
To fill temporary job vacancies
To place employees who are not performing well in other jobs
To train an employee for a higher job
2. Promotion
refers to the shifting of an employee to a new position to which both his status and
responsibilities are increased.
Advantageous to the firm as well as the employee
Serves as the recognition of superior performance
promotion decisions can be made either on the basis of seniority or through merit based on
performance
In Filipino culture, this is tainted with favoritism.
Career Plateau
The point in an individual’s career where the likelihood of an additional promotion is very low.
Plateau employees are those who “reach their promotional ceiling long before they retire.”
Career Categories
1. Learners – individuals with high potential for advancement who are performing below standard
2. Stars – individuals presently doing outstanding work and having a full potential for continued
advancement; these people are on fast-tract career paths
3. Solid Citizens – individuals whose present performance is satisfactory but whose chance for
future advancement is small; these people make up the bulk of the employees in most
organizations
4. Deadwood – individuals whose present performance has fallen to an unsatisfactory level; they
have little potential for advancement
Rehabilitating Plateaued Employees
1. Provide alternate means of recognition
Working on a task force or other special assignments, participating in brainstorming
sessions, etc.
2. Develop new ways to make their current jobs more satisfying
Relating employees’ performance to total organizational goals and creating competition
in the job.
3. Effect revitalization through reassignment
Implement systematic job switching to positions at the same level
4. Utilize reality-based self-development programs
Assign employees to development programs that can help them perform better in their
present job
5. Change managerial attitudes toward plateaued employees
Outplacement
refers to a benefit an employer provides to help an employee terminate employment with the
organization and get a job somewhere else
Some Online Career Development Sources Available Today
Information about employment trends and job opportunities
Self-assessment tools
Links to online employment services
Individual online job counseling
Employee Morale
Morale could be measured in terms of team spirit, loyalty and employee’s goodwill. It is the
mental attitude that makes the employee perform his work willingly and enthusiastically. The
development of morale rests on effective supervision and management of human resources, as
they are in direct contact with the employees concerned.
Factors That Influence The Development Of Morale
1. Employee Factor – attitude and values are the results of his kind of education, social
environment and economic status.
2. Management Practices – the quality of supervision and management practices are the making of
the front managers and supervisors.
3. Environment Communication – open communication between management and employees is
basic in all relationships.
4. Social and Environmental Factors – Mental and emotional conditions are influenced by the
social forces to which the employee is exposed daily.
Indicative of Good Performance
1. Personal accomplishment
2. Praise of good work
3. Getting along with co-workers
4. Getting credit for good ideas implemented by managers
5. Having a capable supervisor
6. Having challenging work and responsibilities
7. Being kept informed
8. Participating in decision-making
9. Company location and availability of transport
10. Knowing the parameters of what is expected of them.
Chapter8
Job Evaluation
systematic determination of the value of each job in relation to other jobs in the organization
3. Broadbanding
A base-pay technique that reduces many different salary categories to several broad salary bands.
Clustering of jobs into wide categories or groups of jobs.
Organizational rewards
Rewards that result from employment with the organization
Includes all types of rewards, both intrinsic and extrinsic
Intrinsic rewards
Rewards internal to the individual and normally derived from involvement in certain activities or
tasks
Extrinsic rewards
Rewards that are controlled and distributed directly by the organization and are of tangible nature
Intrinsic versus Extrinsic Rewards
Note: The organizational reward system often has a significant impact on the level of employee job
satisfaction. In addition to their direct impact, the manner in which the extrinsic rewards are dispersed can
affect the intrinsic rewards (and satisfaction) of the recipients. For example, if everyone receives an
across-the-board pay increase of 5 percent, it is hard to derive any feeling of accomplishment from the
rewards. However, if pay raises are related directly to performance, an employee who receives a healthy
pay increase will more than likely also experience feelings of accomplished and satisfaction.
COMPENSATING EMPLOYEES
Compensation
All the extrinsic rewards that employees receive in exchange for their work
Composed of the base wage or salary, any incentives or bonuses and any benefits.
Pay
Refers only to the actual dollars/pesos employees receive in exchange for their work.
Types of Compensation
Base wage or salary
Hourly, weekly, or monthly pay that employees receive for their work
Incentives
Rewards offered in addition to the base wage or salary and usually directly related to performance
Given to employees for performing beyond the standard requirements.
Benefits
Rewards employees receive as a result of their employment and position with the organization
A. External factors
Labor market conditions
Area wage rates
Cost of living
Collective bargaining
B. Internal Factors
Employer’s compensation policy
Employee’s relative worth
Employer’s ability to pay
Pay equity-concerns whether employees believe they are being fairly paid
Benefits-
-these rewards are given to an employee or group of employees for maintaining membership in the
organizations.
-It is the payment given without regards to how the jobs are done.
2. Voluntary Benefits
These are benefits that are voluntary given by the companies in addition to those which are
legally mandated.
EMPLOYEE DISCIPLINE
Discipline
may be defined as the condition in the organization where employees conduct
themselves in accordance with the organization’s rules and standard of acceptable
behavior.
As treatment that punishes
As orderly behavior in an organizational setting
As training that molds and strengthens desirable conduct or correct undesirable conduct
and encourage development of self-control
Categories of Difficult/Problem Employee
2. Rule Violators
Some companies have general rules that are informally communicated to employees while
others have specific rules that prohibit such things as possession of deadly weapons, use of
alcohol or narcotics, abusive or threatening language, insubordination, sleeping on the job,
etc.
3. Illegal or Dishonest Acts
A serious disciplinary problem for all organizations concerns any form of illegal or dishonest
behavior such as theft, embezzlement, misuse of company facilities or property or falsifying
records. Even if an illegal act is not prosecuted, the employee committing the act is usually
discharged unless a company does not have sufficient evidence.
5. Substance Abuse
The most serious personal problems are alcoholism and drug abuse. These problems are not
temporary and are not solved by ignoring them or by assuming they will be corrected on their
own.
Approaches to Discipline
B. Progressive Discipline
- An approach in which sequence of penalties is administered, each one slightly more
severe than the previous one. The goal is to build a discipline program that progress from
less severe to more severe in terms of punishment. It is important in any disciplinary
system to formally record what the policy is and when and what action was taken.
The disciplinary process should follow a sequence of increasing severe penalties for
wrong doing. The process is called progressive discipline because the disciplinary action becomes
increasingly severe.
Progressive Discipline
1. Verbal Warning
- A simple comment by a supervisor to warn employees that certain acts are not applicable.
The purpose is to ensure that employee know what is expected of them and that what they
are doing is wrong. This is frequently used for minor offenses such as infrequent
tardiness, discourtesy, and the like.
2. Verbal Reprimand
- The supervisor informs the employee that the situation is not acceptable and
improvement is required. Since the purpose is to correct the problem, the employee
should leave the discussion feeling encouraged and committed to improve. The
supervisor should make a written note of the conversation in case further discipline
becomes necessary.
3. Written Reprimand
- A written description of the problem and the disciplinary action. The supervisor prepares
a written record that summarizes what has been said and decided when the supervisor
discusses the problem with the employee. Supervisor and the employee concerned should
sign the reprimand. Employee should be warned about the consequences if he or she does
not change.
4. Suspension
- If an employee fails to respond to the written reprimand and persists in wrongdoing,
suspension is applied where an employee is not allowed to work for a period of time and
his compensation is reduced accordingly. The purpose is to demonstrate the seriousness
of the offense and to reinforce the idea that appropriate behavior is a prerequisite for
maintaining a job. The length of suspension should be considered in light of the
seriousness and type of offense.
5. Discharge/Dismissals
- Represents the final step in the disciplinary process. This should not be issued until all
facts have been gathered and carefully considered. Demotions and transfers are two other
alternatives for taking disciplinary actions and are usually recommended only for
problems of unsatisfactory performance.
Dismissals – the most drastic disciplinary step the company can take toward an employee. It in
that sufficient cause exists for it to be implemented. It should occur only after all reasonable steps
to rehabilitate or salvage the employee have failed.
1. Positive Discipline
- The advocates of this approach view it as future oriented, as working with employees to
solve problems so that problems do not occur again. Employees’ mistakes are used to
help them learn how to change. The discussion focuses on the problem and how it can be
solved rather than on who is to blame and why.
2. Negative Approach
- This approach emphasizes the punitive effects on undesirable behavior. The purpose is to
punish employees for mistakes and it is usually severe to remind others of the
consequences of wrong doing. The problem of this approach is that it motivates
employees to achieve only the minimum acceptable performance.
3. Preventive Approach
- A system of discipline that focuses on the early correction of employee misconduct, with
the employee taking total responsibility for correcting the problem.
4. Corrective Discipline
- Undertaken when a rule is violated or a standard is not met. In direct contrast with
preventive discipline, corrective discipline is aimed at discouraging further infractions of
rules.
Disciplinary Action Procedure
Health
Refers to that condition which indicates that as person is free of illness, injury, or mental and
emotional problems that impair normal human activity.
Safety
Defined as freedom from danger or risk.
Who is responsible for health and safety?
Although safety and health must be the concern of every employee, the responsibility is normally
with managers and supervisors.
Health and Safety Specialist are hired whenever required.
PREVENTING ACCIDENTS
Safe work environment
is an objective that must be attained if the organization is seeking improved productivity.
Accidents may be prevented with the adaptation of the strategies, which include the following:
1. Employee Selection -this may be done through the use of effective selection methods.
2. Employee Training –this requirement is especially applicable to newly hired employees who are
not yet familiar with their respective jobs and the immediate environment of their workplaces.
3. Safety Incentive
4. Safety Audit –is one undertaken to determine unsafe job behaviors aimed to prevent unsafe acts
on the part of the employees.
5. Accident Investigation –one of the means used in accident prevention is the determination of the
cause of accident, if one has occurred.
6. Safety Committee –this which involves workers in safety
-composed of workers of different levels and from a variety of departments.
The safety committee performs the following task:
a. Assist with inspection and accident investigations.
b. Conduct safety meetings
c. Answer workers’ questions about safety programs
d. Bring workers’ safety concerns to management is attention
e. Help develop safety incentive programs
f. Develop ideas to improve workplace safety.
Types of Stress
1. Physiological
When the effects of the stressor include chemical, neurological, or any general body
response.
2. Psychological
When the effects the emotional, behavioral, mental, or social aspects of an individual’s
health.
Indicators of Stress
A person’s behavior may be scrutinized to determine if he is under stress. The emotional indicators of
stress include:
1. Prolonged unhappiness or boredom
2. Explosive anger in reaction to minor difficulties
3. A pessimistic view of life