SKILLS FOR AN EFFECTIVE HUMAN RESOURCE MANAGEMENT

A Term Paper Presented to the Faculty of

Department of Educational Studies, Graduate Studies

Adventist International Institute of Advanced Studies

In Partial Fulfilment

of the requirements for the Course in

EDAD/EDCI 601 Supervision of Instruction

Submitted To:

Dr. Don Bankhead

Submitted by:

Marilou A. Fajilan

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SKILLS FOR AN EFFECTIVE

HUMAN RESOURCE

MANAGEMENT

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TABLE OF CONTENTS

I. Introduction . . . . . . . . . . . . . . . . . . . . . . 5

A. What is Human Resource Management. . . . . . . . . 5

B. The Challenge of Managing Human Resources Today . 6

II. Skills for an Effective Human Resource Management . . . 7

A. Human Relation or Interpersonal . . . . . . . . . . 7

B. Team-Oriented . . . . . . . . . . . . . . . . . . .. 8

C. Multitasking . . . . . . . . . . . . . . . . . . . . 9

D. Organization . . . . . . . . . . . . . . . . . . . . . 9

E. Ability for a Dual Focus . . . . . . . . . . . . . . .10

F. Dedication to Continuous Improvement . . . . . . . . .10

G. Negotiating and Problem-Solving . . . . . . . . . . 11

III Conclusion . . . . . . . . . . . . . . . . . . . . . . . .11

IV My Personal Educational Philosophy . . . . . . . . . . . .13

V. Bibliography . . . . . . . . . . . . . . . . . . . . . 14

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ACKNOWLEDGEMENT

Special Thanks to my loving husband, although we

are far apart yet his constant communication and encouragement

inspire me.

To my lovely children, Lovelle Iiezyl, Dean Carlo

and Neil Mervin for being so responsible that despite my absence

they managed themselves well.

To my professor, Pastor Don Bankhead, for the

encouragement and guidance in making this project possible.

To all my DLC classmates who are very helpful with

one another serves as an inspiration for me too.

Above all, to my loving and ever patient Lord,

thank you for the wisdom bestowed upon me.

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I. INTRODUCTION

The influx of computers in the 21st century became

extremely sophisticated and more expensive; it needed skilled and

committed persons who are loyal to the company or organization

causing global competiveness. The invention of technology,

demographic changes, and globalization contribute to these

changes in the management of human resources. So, a manager has

to constantly review and evaluate in response to these changes

taking place in the society. Failing to do that, an organization

will not remain competitive.

Factors to be considered to ensure success in human

resource management according to Payos (2010) are “competence,

commitment, motivation, and organizational culture and change

management.”

A. What is Human Resource Management?

It all started as Personnel Management which is a

relatively new field in the Philippines. It was only in the

early 1950’s that it gradually gain acceptance and recognition in

the private business and industry. Its origin and development

may be attributed to “the major changes in the labour market, the

exchange of concepts and ideas among different nations, the

exploration of different fields of studies, and the efforts of

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the society of practitioners to further enhance this flourishing

profession. The worldwide developments in the practice have been

adapted in the Philippines,” according to Lorenzana (2003).

Increasingly, business firms are experiencing real

changes in attitude regarding personnel activities. As a

consequence to these developments, there is a shift of the

function of personnel manager from mere administrator of policies

and regulations to a planner and manager of the human resource

“assets” of the organization. Traditional functions such as

hiring, wage and benefits administration, and record keeping are

still there. Added to these functions include strategic concerns

such as, career planning, organizational development and

community relations, to name a few. According to Payos (2010)

“this linkage of personnel management with the process of

achieving the organization’s strategic goals defines the

qualitative leap into human resource management.”

Today, Human Resource management maybe defined

according to Maximiano (2006) as, “the function of management

which is concerned with promoting and enhancing the development

of work effectiveness and advancement of the human resources in

the organization. To pursue these objectives, the human resource

manager is expected to play varied roles, such as that of

supervisor, administrative official, coordinator, adviser,

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negotiator, educator, counsellor, promoter of community

relations, and public relations man.”

B. The Challenge of Managing Human Resource Today

“Managing people is always a big challenge.” stressed

Halan(2005). He further discussed that effective human resource

management is one of the most important considerations in

creating and maintaining a competitive advantage for any business

entity or organization. “It is more on empowering and nurturing

personnel,” he added. Thus, it cannot be equated with financial

assets and other material resources of business or organization

for human capital is always a “priority in the order of battle,”

according to Maximiano (2006).

The challenge includes: first, the changing employee

expectations which means that “what is applicable before, cannot

be applicable today,” Lorenzana (2003) stressed.. The values

generations have before are not the same values we have today.

Second: the rapidly changing technology. The advent of computer

technology has fundamentally changed jobs. Companies are

spending millions in training and developing their manpower to

keep abreast with the changing trend. Third, emphasis is on

increased productivity. To meet the demands in the world market,

each organization must accomplish increased productivity or

outputs with fewer inputs including people. That means each

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organization wants its human resources to increase productivity

without increasing costs and sacrificing quality. Lastly, is the

fall of the command-and-Control Manager. Payos (2010) strongly

points out that “Barking orders to subordinates is no longer an

effective way of getting things done. The workforce is getting

more educated, better informed, and aware of their rights.”

Supervisors can no longer order people what to do. Interpersonal

relations must be strongly developed to get the support and

cooperation of the subordinates.

Moreover, Halan (2005), states that, “effective

organizations are increasingly realizing that, of the varied

factors that contribute to performance, the human element is

clearly the most critical.” He further emphasized that “managing

people is all about synchronizing the human factors with an

organizations overall strategy so that it gives an edge in the

competitive world.”

Indeed, working with people is very complicated that

it needs articulate techniques and skills for a manager to

succeed. Aware that human resource management responsibilities

are performed throughout the organization at all levels-each

manager should have a basic understanding of the function of the

human resource management. He must have professional skills in

order to meet these existing demands.

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Alan Keith of Lucas Digital, as quoted by Kouzer (2002)

mentioned that “leadership is ultimately about creating a way for

people to contribute to making something extraordinary happen.”

Leaders are to be involved and to be in touched with those they

lead. They should care deeply about others, and should often

refer to their workplace as a community, and to those with whom

they work as a family.

If leadership is a relationship, then what do people

expect from that leadership? What do people look for and admire

in a leader? What do people want from someone whose direction

they would be willing to follow?

II. Skills for an Effective Human Resource Management

A. Human Relation or Interpersonal

Kouzer, (2002) once said, “Leadership is a reciprocal

process between those who aspire to lead and those who choose to

follow.” Definitely, all the strategies, tactics and skills and

practices, are but empty without an understanding of the

fundamental human aspirations that connect leaders and

constituents. Furthermore Medina (2006) emphasized that,

“success in leadership, success in business and success in life

has been, is, now, and will continue to be a function of how well

people work and play together.”

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Success in leading will be wholly dependent upon the

capacity to build and sustain those human relationships that

enable people to get extraordinary things done on a regular

basis.

B. Team-Oriented

Throughout the years, leaders from all professions,

from all economic sectors and from around the globe continue to

tell us, “You cannot do it alone.” Kouzer (2002) added by

stressing that, “Leadership is not a solo act, it is a team

effort.” Furthermore, Hanz – Ulrich Schaer of the Information

Management Group of Switzerland as quoted by Kouzer (2002)

commented on this issue he said, “Do not think that you are the

best and that you can do everything all by yourself-only teamwork

brings the best results.”

In this complex wired-world, the winning strategies

will be based upon the “we not I” philosophy. Collaboration is a

social imperative. Without it we cannot get extraordinary things

done in organizations. Collaboration improves performance.

To foster collaboration, leaders are essential who can

skilfully; create a climate of trust, facilitate positive

interdependence and support face-to-face interactions.

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In addition to this, according to a Robert Haft

International 1985 survey in the U.S., “only 15 percent of

workers are fired because of incompetence. The remaining 85

percent are let go because of their inability to get along with

fellow employees. When asked about the qualities of an effective

employee, senior administrators and human relations personnel

check humour as one of the choice attributes of a desired

employee.”

The use of humour builds strong ties of friendship and

camaraderie, a sense of team effort and staff cohesion. It makes

work more interesting and enjoyable.

C. Multitasking

The work of a human resource professional is very

strenuous. One day, a human resource officer may be needed by

the CEO (Chief Executive Officer) for an emergency meeting to

discuss a particular project. Next, he will have to sit down

with a supervisor dealing with a disciplinary problem. Some

other times, he should give focus on sales which needs a survey

of competitor companies on sales incentive program. Furthermore,

Corpuz (2006) stressed that “as a human resource professional,

the function requires technical expertise, it is also important

that he has the ability to learn to harness the behavioural

aspect where success on the job depends.” That means he should be

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able to “remain calm, cool and collected at times of crisis or

when things are not going well,” emphasized Andres (1995).

D. Organization

Payos (2010) said that “The Human Resource manager is

the paragon of an orderly and seamless organization.” He should

be well-organized, in terms of organizing files, should have

strong time management skills and should display personal

efficiency.

It should be taken into consideration that as a human

resource manager, you are dealing with people’s lives and

careers. So when you will be asked for information, or a

personal folder or recommendation, you can produce or hand-in the

file immediately. As a professional you must be proactive enough

to anticipate these needs and prepare for them.

E. Ability for a Dual Focus

A human resource manager aside from being an advocate

of the employees for their benefits and concerns, he must also

enforce company policies, rules and regulates. He must balance

meeting the needs of both employees and the management. At some

other times, he must make decisions to protect the individual

employee and at other times protect the organization, its

policies, culture and values. Sometimes, he will just be torn

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between two horses. The skill that a human resource manager

employs carrying out this dual role firmly but objectively, will

earn the respect of the employees and the management as well.

F. Dedication to Continuous Improvement

As a human resource manager one of the most important

activities is maintaining and enhancing the workforce. After all

the effort and costs involve, process of evaluating and improving

employees performance in the recruiting and selection process, it

is important to develop employees so that they are using their

fullest capabilities, thus, improving the effectiveness of the

organization. According to D. Turacamo as mentioned by Corpuz

(2006) in his book Human Resource Management, “Performance review

is the ongoing process of evaluating and improving employees’

performance. It is a process by which an individual’s work

performance is assessed and evaluated.” It answers the question,

“How well has the employee performed during the period of time in

question?” as part of performance management.

The primary goal of performance management is to

improve organizational performance. This includes reason why

performance should be measured, have objectives, criteria,

methods, persons concern who will evaluate performance, the

process involved in the evaluation, some suggested solutions to

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problems and how to ensure that the appraisal/evaluation leads to

improved performance.

The human resource professional must also have the

capacity to look inward and be sensitive to this own deficiencies

and make corrective measures. The goal is continuous improvement

and innovation as well as remediation.

G. Negotiating and Problem-Solving

There is always a conflict when two or more people

work in an organization. People definitely have different

individuality; they are unique, thus, when working together

conflict is expected. Change that occurs in an organization can

also create conflict. It could be between two departments,

between two managers, between a manager and a subordinate and

between labour and the management.

As a human resource manager, it is your duty to look

over these problems, considers the personalities, examines the

issues then serves as a mediator and a problem solver.

To achieve a conflict resolution according to Payos

(2010) “requires negotiating prowess and problem-solving skills.”

The relevant skills include the ability to gain trust and

confidence of the parties, clear thinking in identifying the real

problem and tactfulness and persuasiveness in offering practical

solution.

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III. CONCLUSION

Jesus while He was still here on earth is considered

the most influential and most successful manager of people. He

was loved by most people except one of His disciples and the

pious pretending Pharisees. He reaches out everyone even the

outcasts. His strategies did not comprise of skills, like being

a computer literate to keep pace with the challenges of the new

era of computer age that we have nowadays. He simply mixed with

people, accepts and values their individual uniqueness, and loved

them unconditionally.

Today being a human resource manager is never easy.

Handling this complex job, and working with complicated people

coming from all walks of life is a task beyond compare.

Versatility, prowess and passion and a lot of education and

training for the job require one to succeed. Without these, one

is sure to fail.

The advent of computers added to the challenges a human

resource manager should focus on, keeping abreast with the

innovations of this ever-changing world of technology and

science.

These skills mentioned are excellent tools in helping a

human resource manager to succeed. If applied accordingly, these

skills can ensure better results as one competes with the ever-

challenging world of business and other organizations alike.

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IV. MY PERSONAL EDUCATIONAL PHILOSOPHY

I believe that every child has the right to

learn regardless of family background, possesses

different characteristics, so they have to be valued as

a unique individual, possesses multiple intelligences,

thus, should be provided with varied instructional

strategies to fit their needs. They also have the

right to enjoy a community of care to develop their

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potentials to the fullest, has the right to express of

anything they need to improve for themselves.

I believe that as a teacher it is my duty to

facilitate to the maximum the development of every

child by providing a warm, caring and positive

environment, maximizing the use of varied methods and

strategies for optimum learning, making every child

feel loved and valued as an individual, teaching my

subject matter with mastery, so that children can

continue to acquire knowledge to prepare them to become

productive and useful citizens of this world and the

hereafter, modelling to every child the values through

consistent practice, providing every child activities

meant to develop their wholistic being, reflecting

God’s love, accepting them as God’s young masterpieces

and emulating a Christ-centered life so that they too

can become a friend of Christ.

V. Bibliography

Aquino, G.V.(2000). Educational management: leadership.

Rex Book Store, Inc.: Manila, Philippines.

Corpuz, C.R.(2006). Human resource management. Rex Book Store,

Sampaloc, Manila, Philippines.

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Halan, Y.C.(2005). Managing people. Sterling Publishers Pvt.

Ltd.

Kouzer, J.M.(2002). Leadership Challenge. Jossey-Bass:

San Francisco, California

Lorenzana, C.C.(2003). Management theory and practice:

Motivating. Rex Book Store, Inc.: Manila, Philippines

Maximiano, J.M.(2006). Managing human resources in the

21st century. Rex Book Store, Inc.: Sta. Mesa, Quezon City

Payos, R.P.(2010). Human resource management: skills

for effective human resource management. Rex book Store,

Inc.: Sampaloc, Manila

Website:

Steven Sultanoff, Ph.D., Taking humor seriously in the workplace.

http://www.humormatters.com/articles/workplace.htm.

Retrieved on May 7, 2012.

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