8/11/2019 HRMh

1/89

Karl Harvey Arellano

Marben Ryann Sunga

Kaiser Rex Pama

Norger Jr. Dingdng

Diane Dahan

8/11/2019 HRMh

2/89

8/11/2019 HRMh

3/89

1. Inherent Part of Management

2. Pervasive Function

3. Basic to alAl Functional Areas

4. People Centered

5. Personnel Activities or Functions

6. Continuous Process

7. Based on Human Relations

8/11/2019 HRMh

4/89

A. Managerial Functions

1. Planning

2. Organisation

3. Directing

4. Controlling

B. Operative Functions

1. Procurement of Person

2. Development of Perso

3. Compensation to Pers

4. Maintaining Good Indu

Relation

5. Record Keeping

6. Personnel Planning an

8/11/2019 HRMh

5/89

1. Human Resource Man as an Intellectual2. Human Resource Man as an Educator

3. Human Resource Man as a Discriminator

4. Human Resource Man as an Executive

5. Human Resource Man as a Leader6. Human Resource Man as a Humanist

7. Human Resource Man as a Visionary

8/11/2019 HRMh

6/89

1. Increasing Size of Workforce

2. Increase in Education Level

3. Technological Advances

4. Changes in Political Environment

5. Increasing Aspirations of Employees

6. Changing Psychosocial System

7. Computerized Information System

8. Mobility of Professional Personnel

9. Changes in Legal Environment

10. Management of Human Relations

8/11/2019 HRMh

7/89

8/11/2019 HRMh

8/89

8/11/2019 HRMh

9/89

8/11/2019 HRMh

10/89

Disruption of the flow of work

Lower Production

Less Job Satisfaction

High Cost of Production

Constant Headaches for theManagement Personnel

8/11/2019 HRMh

11/89

8/11/2019 HRMh

12/89

8/11/2019 HRMh

13/89

8/11/2019 HRMh

14/89

8/11/2019 HRMh

15/89

8/11/2019 HRMh

16/89

8/11/2019 HRMh

17/89

Current Interest in HR Planning:1. Employment-Unemployment Situation

8/11/2019 HRMh

18/89

8/11/2019 HRMh

19/89

8/11/2019 HRMh

20/89

8/11/2019 HRMh

21/89

-Skill Shortages

-Legislative Controls

-Impact of Pressure Groups

-Systems Concept

-Lead Time

8/11/2019 HRMh

22/89

8/11/2019 HRMh

23/89

The information can be obtained from the jobincumbent at the appropriate level essentially inprofessional or supervisory positions. Howeverin most cases, the job supervisor is the best

source for such information since he isresponsible for assigning duties andresponsibilities and for ensuring their properperformance

8/11/2019 HRMh

24/89

The job description is necessarily based on tinformation obtained through the job analysisinterview. It is prepared primarily for definingduties and responsibilities and for job

evaluation. It is also useful for such purposesas organization analysis, recruitement,employee, placement, performance appraisaland training and development.

8/11/2019 HRMh

25/89

A statement of employee characteristics an

alifications required forsatisfactory performance ofdefined duties and tasks comprising aspecific job or function. Job specification isderived from job analysis.

8/11/2019 HRMh

26/89

Work Arrangement (or rearrangement) aimed areducing or overcoming job dissatisfactionand employee alienation arising from repetitive

and mechanistic task. Through job design,organizations try to raise productivity levels byoffering non-monetary rewards such asgreater satisfaction from a sense of personalachievement in meeting the increased challengand responsibility of one's work. Jobenlargement, Job enrichment, Job Rotation,and Job simplification are thevarious techniques used in a job design exerci

8/11/2019 HRMh

27/89

8/11/2019 HRMh

28/89

8/11/2019 HRMh

29/89

by

8/11/2019 HRMh

30/89

Internal Sources

External Sources Direct Recruitment

Casual Callers or Unsolicited Applications

Media Advertisement

Employment Agencies

Management Consultants

Educational Institutions or Campus Recruitment

Recommendation

Labour Contractors

Telecasting

Raiding

8/11/2019 HRMh

31/89

Qua l i f i ed Personne l

Wider cho ice

Fresh Ta lent Compet i t i ve Sp i r i t

D issa t i s fac t ion among Ex is t ing S ta f f

Leng thy Process

Cost l y Process

Uncer ta in Response

8/11/2019 HRMh

32/89

Timelag between Requisition and Placement

Yield Ratios

Employee Attitude Studies

Correlation Studies

8/11/2019 HRMh

33/89

8/11/2019 HRMh

34/89

8/11/2019 HRMh

35/89

Initial Screening

Application Form

Tests Intelligence Tests

Aptitude Tests

Achievement Tests

PIP Tests

Projective Tests

Other Tests

8/11/2019 HRMh

36/89

8/11/2019 HRMh

37/89

8/11/2019 HRMh

38/89

8/11/2019 HRMh

39/89

8/11/2019 HRMh

40/89

8/11/2019 HRMh

41/89

8/11/2019 HRMh

42/89

8/11/2019 HRMh

43/89

8/11/2019 HRMh

44/89

A ProcessSystematic Assessment

Main Objective

Scientific Evaluation

Periodic EvaluationContinuous Process

Employee Feedback

8/11/2019 HRMh

45/89

8/11/2019 HRMh

46/89

Appraisal ProcedureDecision Making

Work Performance Records

Employees Development

Enables Supervisors to be More Alert and Com

Merit Rating

Improves Employer Employee Relations

8/11/2019 HRMh

47/89

8/11/2019 HRMh

48/89

Help in Deciding PromotionHelp in Personnel Actions

Help in Wage and Salary Administration

Help in Training and Development

Aid to Personnel ResearchHelp in Self Evaluation

Help in Creating Healthy Competition

8/11/2019 HRMh

49/89

8/11/2019 HRMh

50/89

Traditional Methods

1. Ranking Method

2. Grading Method

3. Man-to-Man ComparisonMethod

4. Graphic Rating Scale

Method

Modern Methods

1. Management by Objective

(MBO)

2. Assessment Centre Method3. Human Asset Accounting

Method

4. Behaviorally Anchored

Rating Scales

5. 360 Appraisal

8/11/2019 HRMh

51/89

A Philosophy Participative Goal Setting

Clearly Define Individual Responsibilities

Accomplishment of Goal

Objective Need into Personal Goal

It Establishes Goals Yardsticks Efforts to Blend and Balance Goals

8/11/2019 HRMh

52/89

Establishment of GoalSetting the Performance Standard

Comparison of Actual Goals with the Standard Goals

Establishing New Goals, New Strategies

8/11/2019 HRMh

53/89

8/11/2019 HRMh

54/89

Unfavorable Attitude of ManagersHeavy Paper Work

Time Consuming

8/11/2019 HRMh

55/89

Leaderless DiscussionHighly Experienced Evaluator

Highly Experienced Evaluator

Preparation of Summary Report

8/11/2019 HRMh

56/89

Generate Critical Incidents Develop Performance Dimensions

Reallocate Incidents

Scale of Incidents

Develop Final Instrument

8/11/2019 HRMh

57/89

8/11/2019 HRMh

58/89

Is a system wherein a particular joenterprise is compared with its other jobs

present industrial era, there are different type

which are performed in every business and

enterprise.

8/11/2019 HRMh

59/89

To secure and maintain complete, accurate and imdescriptions of each distinct job or occupation in plant

To provide a standard procedure for determining the rworth of each job in a plant

To determine the rate of pay for each job which equitable with relation to other jobs in the plant, commindustry

To ensure that like wages are paid to all qualified emplike work

8/11/2019 HRMh

60/89

To promote a fair and accurate consideration oemployees for advancement and transfer

To provide a factual basis for the consideration orates for similar jobs in a community and industry;

To provide information for work organization, emselection, placement, training and numerous othproblems.

8/11/2019 HRMh

61/89

8/11/2019 HRMh

62/89

Rate the job and not the man

The elements selected for, rating purposes

easily explainable in terms and as few in nwill cover the necessary requisites for every any overlapping.

The elements should be clearly defined anselected

Foremen should participate in the rating of jobs idepartments.

8/11/2019 HRMh

63/89

Maximum cooperation can be obtained from ewhen they themselves have an opportunity to d

ratings. In talking to foremen and employees, any disc

money value should be avoided. Only poinand degrees of each element should be discuss

Too many occupational wages should not be esta

8/11/2019 HRMh

64/89

The method replaces the many accidental factors, occurrisystematic procedures of wage bargaining by more impers

8/11/2019 HRMh

65/89

systematic procedures, of wage bargaining by more impersobjective standards, thus establishing a clear basis for negotia

The method may lead to greater uniformity in wage rasimplifying wage administration.

The information collected in the process of job description andmay a1so be used for the improvement of selection, tranpromotion procedures on the basis of comparative job requirem

Such information also reveals that workers are engaged on

jobs requiring less skill and other qualities than they possesspointing to the possibility of making more efficient me of thlabor force

8/11/2019 HRMh

66/89

1. Ranking Method

2. Job Grading or Job Classification Method

3. Factor-comparison Method

8/11/2019 HRMh

67/89

8/11/2019 HRMh

68/89

To make a comparative study of the abilities of different employees.

To provide higher reward to the more efficient employees.

To prove the justification of different rat of to different employees according abilities.

To establish harmonious relation between employees and employers.

To motivate the employees to do better and more work.

To determine a policy for promotions and transfer.

To evaluate the success of training programs.

To forecast the need of training to the employees and to determine the natutraining.

8/11/2019 HRMh

69/89

1. Rating Procedure

2. Grading Method

3. Man to Man Comparison Method

4. Graphic Rating Method

5. Checking List Method

8/11/2019 HRMh

70/89

8/11/2019 HRMh

71/89

1. Rating Procedure2. Grading Method

3. Man to Man Comparison Method

4. Graphic Rating Method

5. Checking List Method6. Descript Evaluation Method

7. Forced Choice Descriptive Method

8/11/2019 HRMh

72/89

8/11/2019 HRMh

73/89

8/11/2019 HRMh

74/89

8/11/2019 HRMh

75/89

8/11/2019 HRMh

76/89

8/11/2019 HRMh

77/89

8/11/2019 HRMh

78/89

Encourages hiring from within

Creates a healthy environmentAssured of continuity of operations and better qualifiedincumbents

8/11/2019 HRMh

79/89

8/11/2019 HRMh

80/89

MentoringTraining

Job Rotation

8/11/2019 HRMh

81/89

Management Succession Planning

Business Succession Planning

8/11/2019 HRMh

82/89

Stress

8/11/2019 HRMh

83/89

Stress

Strains

Mental and Psychological ConditionsPoor Working Conditions

Long Hours of Work

Poor Ventilation

Insanitation

Malnutrition

8/11/2019 HRMh

84/89

8/11/2019 HRMh

85/89

8/11/2019 HRMh

86/89

8/11/2019 HRMh

87/89

8/11/2019 HRMh

88/89

Organizational Strategies

1. Preventive Management- conducted by surve

2. Maintaining a productive culture

3. Management by objectives

4. Controlling the physical environment

8/11/2019 HRMh

89/89