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7/28/2019 Intro and Background of HR
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Pio G. CastilloHUMAN RESOURCE MANAGEMENT
Chapter 1
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Medieval Guilds in Europe 14th Century
Guilds (merchant or craft) were associations of
workers belonging to the same trade or engaged
in similar pursuits
They were chartered by the town government
or the king to set apprenticeship rules, quality
standards, prices, conditions of work, selection
of members, training, compensation, and
development
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Industrial Revolution late 18th to early 19th
Century
Modern personnel management started with the
introduction of the factory systems of production
Laborers were considered as parts of the
machine who are capable of certain amounts ofoutputs
The essence of the Industrial Revolution was the
transfer of skill from the hands of the mastercraftsman to the machine now operated by semi-
skilled workers
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Scientific Management late 19th Century
It is a type of management that is guided by the use of
scientific approaches to the solution of managerialproblems in business and industry (Frederick W. Taylor)
time and motion study
Application of science in the development of each job
Scientific selection, training, and development of
workers to achieve optimum efficiency
Adequate compensation and friendly cooperation
between management and workers
Equitable division of work and responsibilities
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Personnel Management in the Philippines
It gained gradual recognition and acceptance in
the 1950s
Top management must be convinced of its necessity
Availability of qualified personnel administrators
Ability of qualified personnel to contribute to the
attainment of corporate goals and objectives
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HUMAN RESOURCE MANAGEMENT
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Source Personnel Management Human Resource Management
Carter
McNamara
Involved mainly on the management
of the paperwork about hiring and
paying people
Includes issues on staffing,
recruitment, training, performance,
conformance to various regulations,
compensation and benefits, employeerecords, personnel policies
N.
Madison
More administrative in nature,
dealing with payroll, complying with
employment law, and handling
related tasks; includes administrative
tasks that are both traditional and
routine; reactive, providing a
response to demands and concerns
as they are presented; an
independent function of the
organization; sole responsibility ofthe Personnel Department (line
authority); employee satisfaction
leads to improved performance
Responsible for managing a workforce
as one of the primary resources that
contributes to the success of an
organization; involves ongoing
strategies to manage and develop an
organization's workforce; proactive, as
it involves the continuous
development of functions and policies
for the purposes of improving a
companys workforce; an integral partof the companys overall function;
performs both line and staff authority;
improved performance leads to
employee satisfaction
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HUMAN RESOURCE MANAGEMENT
It is the utilization of human resources to achieve
organizational objectives. (Byars and Rue, 1991)
It is the process of achieving the best fit among
individuals, jobs, organization, and its
environment. (Mondy and Noe, 1993)
It is a series of integrated decisions that form theemployment relationship; their quality directly
contributes to the ability of the organization and
the employees to achieve their objectives.(Milkovich and Bondreau, 1997)
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It is the art and science ofacquiring, motivating,
maintaining, and developing people in their jobs
in light of their personal, professional, andtechnical knowledge, skills, potentialities, needs
and values, and in synchronization with the
achievement of individual, organizational andsocietys goals. (Martires, 1999)
It involves attracting, developing, and maintaining
a talented and energetic workforce.(Schermerhorn, 2008)
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Human Resource Functions
Those tasks and duties performed in both large
and small organizations to provide for and
coordinate human resources.
Performed by both operating managers and
human resource practitioners (generalist or
specialist)
*Line and Staff functions of HR
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1. Attracting a Quality Workforce
Human Resource Planning
Recruitment
Selection
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2. Developing a Quality Workforce
Orientation and Employee Training
Management and Organizational Development
Career Development
Performance Management System
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3. Maintaining a Quality Workforce
Organizational Reward System
Base Wage and Salary System
Employee Benefits
Employee Safety and Health Employee Relations
Labor Relations
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HR Roles
Administrative Expert
Employee Champion
Change Agent
Strategic Partner
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Diversity in the Workforce
Diversity means looking at all people and
everything that makes them different from one
another, as well as the things that make them
similar.
Advantages vs. disadvantages
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Regulatory Changes
Changes imposed by the government or any
entity higher than the organization
Structural Changes in Organizations
Downsizing, outsourcing, rightsizing,reengineering, etc.
Technological and Managerial Changes within
Organizations E-HR, telecommuting, empowerment, self-
managed work teams
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Many HR programs fail because they are not
properly marketed to employees.
Communicating HR programs means transferringof information that is meaningful to those
involved.
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Guidelines in Communicating HR Programs
Avoid communicating in peer group or privileged-
class language
Do not ignore the cultural aspects of
communication
Back up communication with management action
Periodically reinforce employee communication
Transmit information, not just data
Do not ignore the perceptual and behavioralaspects of communication
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Equal Employment Opportunity
Refers to the right of all people to work and to
advance on the basis of merit, ability, and potential.
Equal Pay Act
Disparate Treatment
Rehabilitation Act Reverse Discrimination
Sexual Harassment
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