Handouts HRM

Part I
THE ROLE OF
HUMAN RESOURCES
Human resource management (HRM) - The process of employing people, training

them, compensating them, developing policies relating to them, and developing
strategies to retain them.
The Role of HRM
A. Staffing – It involves the entire hiring process from posting a job to negotiating a
salary package.
Main Steps of Staffing Pattern
1. Development of a staffing plan.
2. Development of policies to encourage multiculturalism at work.
3. Recruitment.
4. Selection.
B. Development of Workplace Policies
Examples of Workplace Policies:
1. Discipline process policy
2. Vacation time policy
3. Dress code
4. Ethics policy
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5. Internet usage policy
C. Compensation and Benefits Administration
Examples of Employee Compensation:
1. Health Benefits
2. Retirement package/plans
3. Stock purchase plans
4. Vacation time
5. Sick leave
6. Bonuses
7. Tuition reimbursement
D. Retention - It involves keeping and motivating employees to stay with the

organization.
Reasons Why People Leave a Company:
1. The job they are performing
2. Challenges with their manager
3. Poor fit with organizational culture
4. Poor workplace environment
E. Training and Development
Examples of Training Programs:
1. Job skills training, such as how to run a particular computer program
2. Training on communication
3. Team-building activities

4. Policy and legal training
F. Dealing with Laws Affecting Employment
Some Laws an HRM Professional Needs to Be Aware of:
1. Discrimination laws
2. Health-care requirements
3. Compensation requirements such as the minimum wage
4. Worker safety laws
5. Labor laws
G. Worker Protection
Worker Protection Issues
1. Chemical hazards
2. Heating and ventilation requirements
3. Use of “no fragrance” zones
4. Protection of private employee information
Awareness of External Factors
External Factors That Needs Awareness
1. Globalization and offshoring
2. Changes to employment law
3. Health-care costs
4. Employee expectations
5. Diversity of the workforce
6. Changing demographics of the workforce

7. A more highly educated workforce
8. Layoffs and downsizing
9. Technology used, such as HR databases
10. Increased use of social networking to distribute information to employees
SKILLS NEEDED FOR HRM
1. Organization
2. People skills
3. Ability to communicate
4. Understanding specific job areas
5. A strategic mind-set
6. Ethics and a sense of fairness
HRM CHALLENGES
1. Containing Costs
EXAMPLE:
a. Health-care benefits
b. Training costs
c. Hiring process costs
Turnover - Refers to the number of employees who leave a company in a

particular period of time.
d. Ineffective communication
2. Technology
3. Economy
4. Changing and Diverse Workforce
5. Ethics

Part II
HUMAN RESOURCE
FUNCTIONS AND POLICIES
MANAGERIAL FUNCTIONS OF HR/PERSONNEL MANAGEMENT
1. Planning - The determination in advance of how the objectives of the organization

will be attained.
2. Organizing - Involves the determination and allocation of the men and women as
well as the resources of an organization to achieve predetermined objectives or
goals.
3. Directing - Involves overseeing and supervising of the human resources and the
various activities in an organization to achieve through cooperative efforts the
predetermined goals or objectives of the organization.
4. Controlling - Involves the checking or evaluation and measurement of work

performance and comparing it with planned goals or objectives and making the
necessary corrective actions so that work is accomplished as planned.
Human Resource program - Refers to the activities programmed to implement the

organizational philosophy or creed and the personnel philosophy of central manager in
relation to people so as to accomplish organizational objectives.
AREAS OF GOOD HUMAN RESOURCE PROGRAM
1. Acquiring competent personnel
2. Holding and retaining competent human resources

3. Developing and motivating employees
4. Labor and human relations
5. Efficient program administration and adequate budget
Policy - A general plan of action that serves as a guide in the operation of a company.
Human Resource policies - Continuing decisions applicable to routine or repetitive

situations used as guidelines in the management of human resource.
TYPES OF POLICIES
A. According to their Origin
1. Originated policy - Type of policy intended to set up guidelines in the

operation of the firm.
2. Appealed policy - Type of policy born when problems arise at the lower levels
of the organization and the man in charge does not know how to meet the
problem.
3. Imposed policy - Type of policy that comes from the government in the form
of laws, administrative orders and rules and procedures or contract
specifications.
B. According to their Subject Matter
1. General Statement of Principles - Policies stated in broad terms, such as

statement of objectives, philosophy and creed.
2. Statement of Procedures - Pertains to procedures to be taken in certain

situations and are narrower in scope than statement of principles.
3. Specific Rules - Rules that are more direct and less flexible.

Part III
DEVELOPING &
IMPLEMENTING STRATEGIC
HRM PLANS
DIFFERENCES BETWEEN PERSONNEL AND

HUMAN RESOURCE MANAGEMENT
PERSONNEL MANAGEMENT FOCUS HRM FOCUS

 Administering policies  Helping to achieve strategic goals
through people
 Stand alone programs such as  HRM training programs that are
trainings incorporated with company’s mission
and values
 Personnel department responsible for  Line managers share joint
managing people responsibility in all areas of people
hiring and management
 Creates a cost within an organization  Contributes to the profit objectives of
the organization
DUTIES OF THE HRM
1. Staffing
2. Basic workplace policies
3. Compensation and benefits
4. Retention
5. Training and development

6. Regulatory issues and worker safety
MAIN AREAS OF HR
1. Strategic partner.
2. Change agent.
1. Administrative expert and functional expert.
2. Human capital developer.
3. Employee advocate.
IMPORTANT ASPECT IN CREATING A GOOD STRATEGIC PLAN
1. Make it applicable.
2. Be a strategic partner
3. An HRM strategic plan cannot be written alone.
4. Understand how technology can be used.
THE STEPS TO STRATEGIC PLAN CREATION
A. Conduct a Strategic Analysis
Aspects of the Strategic Analysis
1. Understanding of the company mission and values.
2. Understanding of the organizational life cycle.
3. Understanding of the challenges facing the department.
B. Identify Strategic HR Issues
C. Prioritize Issues and Actions

D. Draw Up an HRM Plan
Parts of the HRM Plan
1. Determine human resource needs - The first part of an HR plan will consist of
determining how many people are needed.
2. Determine recruiting strategy.
3. Select employees.
4. Determine compensation.
5. Develop training.
Areas Necessary for Training
a. Company culture - A company culture is the organization’s way of doing

things.
b. Skills needed for the job.
c. Human relations skills.
6. Appraise performance.

Part III
JOB ANALYSIS:
DESCRIPTION AND
SPECIFICATION
Job – Means that all the tasks carried out by a particular person in the completion of
his prescribed duties.
Job analysis - The process of determining by observation and study, pertinent

information relating to the nature of a specific job.
Job Analyst - The person who studies the duties, responsibilities and other
requirements of a job and writes down the corresponding job description and
specifications.
WHEN IS JOB ANALYSIS UNDERTAKEN?
1. When the organization is commencing operations.
2. When a new job is created.
3. When a job is changed significantly due to new methods or procedures or new

technology.
INFORMATION OBTAINED IN JOB ANALYSIS
1. What the job requires the worker to do.
2. How the worker performs the duties of the job efficiently.
3. Why the work is performed.

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4. Supervision involved in the job.
5. Working conditions
Job position title - The name that indicates the function of the job.
PRODUCTS OF JOB ANALYSIS
1. Job description - The written statement covering the duties performed, the
responsibilities involved and the relation of the job being studied to other jobs in the
company.
WHAT DOES A JOB DESCRIPTION CONSIST?
a. Job requirements
b. Physical requirement
2. Job specification - The determination of the personal requirements or qualification

which the worker who is to perform the job well, must possess.
Job control – A system in which a continuous inventory of all authorized positions can
be made available at all times.
PURPOSES OF JOB CONTROL
1. For statistical purpose.
2. For identification of positions.
3. To prevent unnecessary creation or duplication of positions.
4. To know what type of jobs are needed at any time.

Part IV
RECRUITMENT, SELECTION
AND PLACEMENT
Recruitment - The securing through planned and systematic effort the right quantity
of people needed to meet present and future manpower requirements.
ELEMENTS OF A GOOD RECRUITMENT & SELECTION PROGRAM
1. Be careful about the selection of employees.
2. Select candidates who have the potential to take on added responsibilities.
3. Employees should be placed on jobs where they can make the fullest possible use of
their talent and skill.
PROCEDURES IN HUMAN RESOURCE RECRUITMENT
1 - Studying the different jobs in the company and writing the job description and
specification.
2 - Requisition for new employee.
3 - Recruiting qualified applicants.
4 - Reception of Applicants.
DIFFERENCE BETWEEN: Biodata, Resume and Curriculum Vitae

Biodata - consists of the information about the individual , his attributes,
hobbies, interests along with educational qualification.
Resume - a one or two page summary of your skills, experience and education.
Curriculum Vitae - indicates the candidates' professional experiences.
5 - Issue out Application Form.
6 - Administer the Employment Tests.
Types of Tests Given
a. General learning ability - The “catch on”, “pick up” or understand

instructions and underlying principles easily.
b. Mental alertness test - Measures a persons’ ability to quickly learn jobs

which involve memory.
c. Verbal ability - The ability to understand meanings of words and ideas.
d. Clerical aptitude test - Ability to perceive pertinent details as well as

avoidance of perceptual errors.
e. Personality test - Measures the emotional maturity of the individual.
f. Numerical aptitude test - The ability to carry out arithmetic processes

quickly and accurately.
g. Mechanical Aptitude Test - Measures applicant potential for certain trades

especially in factory or maintenance.
h. Space Relations Test - The ability to think visually of geometric forms and
to visualize a constructed object from a picture.
i. Motor coordination - Ability to regulate equally the movement of eyes and

hands or fingers rapidly and accurately.

7 - Checking the applicants work experiences, school records and personal
references.
8 - Interview
Types of Interview
a. Initial interview - Designed to eliminate obviously unqualified applicants.
b. Evaluation interview - Interview given to applicant who looks like good

prospects for the job.
Basic Contents of the Evaluation Interview
a. Personal qualities - Includes the personal qualifications required in the

position.
b. Academic achievement - Provides a good indication of an applicant’s

initiative, independence, reliability, intellectual competence and emotional
stability.
c. Occupational experience - Area which emphasizes not only the

applicant’s technical competence but also the level of responsibility and
skill he has attained in previous jobs.
d. Interpersonal competence - Includes the applicants ability to get along

well with others.
e. Career orientation - Covers the applicants career aspirations, his

immediate and long-range plans and his potentials for advancement.
Forms of Interview
a. Directive Interview
b. Non-directive Interview
c. Group Interview
d. Team Method
Reasons for the Interview

a. Emotional maturity
b. Dependability
c. Self-confidence
d. Attitude towards job
e. Creativeness
f. Attitude towards other persons
g. Value system
h. Critical attitude
9 - Matching the Applicant with the Job
Tips In The Selection Of Right Employees For The Job
a. Age
b. Education
c. Experience
d. Appearance
e. Health
10 - Final Selection by Immediate Supervisor or Department Head
Selection - The process of determining who from among the job applicants
should get the job.
11 - Physical and Medical Examination
12 - Hiring or Placement
Placement - The function of making a new employee familiar with his new job
and work environment.

CATEGORIES OF EMPLOYEES
1. Regular employee - A person who having passed through a probationary period

of employment is placed on the regular rolls of the company.
2. Probationary employee - A person hired to occupy a permanent or regular

position in the company for a specified trial period to prove if he is acceptable for
the job.
3. Temporary employee - A person hired to perform work in a specified project, job

or period, upon completion of which the workers employment is terminated.
4. Contractual employee - One who is hired on an individual employment contract

basis to perform work on a specified project.
5. Casual employee - One who is hired for only a few days or a few months at a
time to perform a unit of work or to fill up a gap in the absence of another
employee.

Part V
HUMAN RESOURCE
DEVELOPMENT AND
MANPOWER TRAINING
WHAT IS THE HRD PHILOSOPOPHY?
1. Human beings have the capacity and potential for growth.
2. Human resource development and manpower training is anchored on the belief that
every person is unique.
3. Human resource development and manpower training is based on the premise that
an employees’ interest and the objectives of an organization can be integrated.
Human Resource Development - Series of organized activities conducted within a

specified time and designed to produce behavioral change.
TYPES OF ACTIVITIES INCLUDED IN HR DEVELOPMENT
1. Training - Refers to the experiences designed to enable the employee to function

more effectively in the job.
2. Education - Those learning experiences designed to prepare the individuals for a

future but fairly well-defined job.
3. Development - Refers to those learning experiences designed to open the

individual to new jobs and performance patterns.
OBJECTIVES OF TRAINING

1. Productivity
2. Effectiveness on the present job
3. Qualification for a better job
4. Morale booster
COSTS INVOLVED IN TRAINING
1. Learning costs - Costs incurred while employees learn their jobs.
2. Training cost - Costs incurred to facilitate the training process.
MAJOR CATEGORIES OF TRAINING
a. Employee familiarization and placement training.
b. Skill development training
Types of Skill Development Training
1. Upgrading - Training for supplementary skills and knowledge in order to

increase the versatility and occupational mobility of a work or to improve his
standard of performance.
2. Updating - Training to improve the performance of people in their

occupations in respect to modern developments.
3. Refresher - Process of further training in work currently performed in order

to improve job performance.
4. Specialization - training given to consolidate, deepen and broaden skills

and knowledge for particular task and function
5. Retraining - Training for the acquisition of skills and knowledge required in an

occupation other than the one for which the person was originally
trained.

6. Entrepreneurship - Refers to training schemes to develop persons for self-
employment, or for organizing, financing and/or managing an enterprise.
7. Cooperative settlement training - Refers to the training of a group of people

or farmer families in modern methods in agriculture and cooperative
living.
c. Safety training
d. Managerial and supervisory training
e. Technical and professional training
STEPS IN TRAINING A NEW WORKER
1. Know the requirements of the job by preparing a job analysis.
2. Determine what the new employee knows about the job.
3. Prepare the trainee for his training.
4. Explain the job to the trainee.
5. Demonstrate the job.
6. Let the trainee do the job.
7. Explain what is expected of him.
8. Follow up.

Part VI
HUMAN RESOURCE
PERFORMANCE APPRAISAL
Employee rating - Refers to a system of measuring and evaluating the traits, behavior
and effectiveness of an employee on the job.
OBJECTIVES OF PERFORMANCE APPRAISAL
1. Providing feedback on employee performance and as basis for personnel action.
2. Management guide in employee counseling and discipline and promotion of better

employer-employee relations.
3. Improvement of supervision by making the supervisor better aware of his duties as

well as the development of employees and supervisors .
4. As an agent of change.
5. Identification of training needs and management development and facilitate

organizational diagnosis and development.
COMMON PROBLEMS IN PERFORMANCE APPRAISAL
1. Difficulty in setting standards.
2. Inconsistency of rating by Different Supervisors.
3. Rater characteristics - The personal attributes that a performance appraiser

brings to the task which often exert indirect influence on performance appraisals.
4. Leniency - The tendency of the rater to rate all employees in a group higher than
they deserve.

5. Halo effect - The tendency of the rater to give an employee the same rating on all
traits because of a general impression on a particular trait or situation.
6. Central tendency - the tendency of the rater to give an average rating in all traits
for fear of giving extremely high or low ratings.
SOME APPRAISAL PLANS USED
1. Graphic rating scale - Assess a person on quality and quantity of his work on a
variety of other factors that vary with the job.
2. Ranking method - applicable when it is necessary to compare people
3. Check list method - Done by checking statements on a list that the other feels are
characteristics of the employees’ performance or behavior.
4. Essay appraisal - Technique wherein a rater will write a paragraph describing an

employees’ weakness, strength and potentials.
5. Forced choice rating - Done when the rater is asked to choose from among
groups of statement those which best fit an individual and those that least fit him.
6. Management by Objectives - Method wherein employees are asked to set their

own performance goals.
Performance planning - A practical way of developing an employee in his or her job

to achieve optimum performance.
GOAL OF PERFORMANCE PLANNING
1. Employees will know what the company is trying to accomplish.
2. Employees will know what specific contributions they should make.
3. They will know how to do their job better.
4. They will be more deeply committed in their jobs because they participated in
defining the job.

Part VII
EMPLOYEE BENEFITS
AND SERVICES
Salary - The compensation for services rendered.
Wages - Refers to the compensation for manual-labor for work done.
WAGE PAYMENT PLANS
1. Time unit plans - Wages are not determined directly by output.
2. Incentive plans - Method of compensating workers objective of which is to

encourage higher than the standard performance.
Fringe benefit - This is anything on the edge, or added to the regular wage and salary
of the employee in order to improve his economic condition.
PRINCIPLES GOVERNING FRINGE BENEFITS
1. The benefits should have mutual value to the employer and the employee.
2. The fringe benefit should not interfere with the operation of the business.
3. The cost of the benefit must be calculable and its financing within the capacity of
the firm.
4. The benefit must be capable of being uniformly and equitably administered.
5. Benefits should be based on something measurable.
6. Employees should take part in the administration of certain fringe benefit programs.
7. Employees must be made aware of the cost of the fringe benefits.

REASONS FOR GRANTING FRINGE BENEFITS
1. Provisions for the need of employees.
2. Meeting union demands.
3. Maintaining the worker’s living standards.
4. Management’s willingness to grant fringe benefits.
5. Boosting employee morale
6. Effects of inflation and other economic causes.
7. To attract and retain employees.
TYPES OF EMPLOYEE BENEFITS AND SERVICES
1. Economic or financial benefits.
2. Recreational, social and athletic.
3. Professional services.
4. Counseling service.
COMPANY BENEFITS AND SERVICES
1. Vacation and sick leave with pay

2. Leave of absence without pay
3. Employee Associations
4. Cooperatives
5. Service Awards
6. Retirement
7. Coffee Break
8. Group insurance
9. GSIS / SSS /PHILHEALTH
10. Transportation and Housing Services

Part VIII
CHANGES IN
WORK STATUS
Transfer - Defined as the movement of employees from one job to another on the
same level in the organization with more or less the same pay, privileges, duties and
responsibilities.
REASONS FOR TRANSFER
1. The employee may have signified his desire to work at a different shift.
2. The employee having acquired seniority rights may request for transfer.
3. Personal reasons
4. To meet organizational requirements brought about by expansion.
5. May not be qualified or is no longer efficient in his present job and may benefit from
a change of jobs.
KINDS OF TRANSFER
1. Promotion - Refer to the upward movement of employees in an organization from

lower level jobs to higher level jobs involving increases in duties and responsibilities,
higher pay and privileges.
Bases for Promotion
a. Competency or merit
b. Seniority
Types of Seniority

1. Straight seniority - Means that length of service alone determines
employment preference.
2. Qualified seniority - Means that length of service is just one of a number

of specified factors used to determine preference in employment
opportunities.
2. Demotions - Refer to the movement of people to a less important job from

a higher level job in the organization.
REASONS FOR DEMOTION
a. Reduction in business
b. Failure to qualify or meet job standards
c. Form of disciplinary action
d. Inability to meet requirements
Separation - The termination of employee as a result of resignation, lay-off,

retirement or discharge.
FORMS OF SEPARATION
1. Resignation - Termination of employment, generally initiated by the employee.
2. Lay-off - Suspension of the employment relationship initiated by the employer

through no fault of the employee.
3. Retirement - Mandatory or early separation from the job.
4. Discharge - Termination of an employee by the employer with just cause.

Part IX
MORALE & MOTIVATION
Morale - The mental attitude which makes the individual perform his work either
willingly and enthusiastically or poorly and reluctantly.
FACTORS INFLUENCING MORALE
1. Employee factors
2. Management practices
3. Outside factors
4. State of communications in the firm
INDICATIONS OF LOW EMPLOYEE MORALE
1. Customer complaints
2. Frequent absenteeism and tardiness
3. Frequent sick leave
4. Low production, spoilage of materials
5. Unjustified overtime
6. Careless handling of machines causing breakdown
METHODS USED IN DETERMINING MORALE
1. Interviewing
2. Reviewing employee’s record
3. Observation

Motivation - The means to move, impel, or induce to act in order to satisfy a need or
want.
TYPES OF MOTIVATION
1. Positive motivation - A human relations or a leadership approach whereby

subordinates enthusiastically follow the leader’s will because of some possible gain,
reward or satisfaction.
2. Negative motivation - It influences the others to follow the leader’s will but not
because of any expected advantage but due to fear or punishment.
CLASSES OF MOTIVATION
1. Achievement motivation - It is the kind of drive some people have in order to

pursue and attain their goals.
2. Affiliation motivation - It is the drive to relate to people on a social basis.
3. Power motivation - It is a kind of drive that likely influences people and changes
situations.
POSITIVE FACTORS IN MOTIVATING PEOPLE
1. Money
2. Job security
3. Praise and Recognition
4. Sense of Belonging
5. Competition
6. Delegation of Responsibility and Authority
THEORIES OF MOTIVATION
A. ABRAHAM MASLOW’S HIERARCHY OF NEEDS

1. Physiological needs
2. Safety and security
3. Belonging and social needs
4. Esteem and status needs
5. Self-actualization and fulfillment needs
B. FREDERICK HERZBERG’S TWO-FACTOR MODEL
1. Motivational Factors - Factors which lead to job satisfaction.
2. Maintenance Factors - Factors which produce job satisfaction.
Types of Motivators
a. Intrinsic motivators - Internal rewards that an employee feels when doing a

job.
b. Extrinsic motivators - External rewards that are received by an employee.
C. CLAYTON ALDERFER’S E-R-G MODEL
1. Existence needs - Tend to combine physiological needs and security factors.
2. Relatedness needs - Involves being understood and accepted by people who

are above, below and around the employee, at work and away from it.
3. Growth needs - Involves the desire for both self-esteem and self-actualization
REWARDS AND GOALS USED TO MOTIVATE EMPLOYEES
1. Reinforcement theory - An approach to motivation that suggests that behavior is

a function of its consequences.
Types of Reinforcement Theory

a. Positive reinforcement - Creates a pleasant consequence by the use of
rewards to increase the likelihood that a behavior will be repeated.
b. Negative reinforcement - It is when people engage in behavior to avoid

unpleasant consequences.
2. Goal setting theory - An approach to motivation that states that managers can
direct the performance of their employees by assigning specific, difficult goals and
providing feedback to employees about their progress in achieving those goals.
Elements of Goal Setting Theory
a. Goal acceptance - Method wherein supervisors need to explain the purpose

behind goals and the necessity for them.
b. Specificity - Means that goals must be definite, clear and measurable as

possible
c. Challenge - It is when most employees work harder when they have difficult
goals to accomplish rather than easy ones.
d. Performance monitoring and feedback - It is observing behavior, inspecting

output or studying documents of performance indicators.
3. Basic expectancy theory - The view that people tend to choose behaviors that
they believe will help them achieve desired outcomes and avoid behaviors that they
believe will lead to undesirable outcomes.
Factors in the Expectancy Theory
1. Valence - Refers to a person’s preference for receiving a reward
2. Expectancy - The strength of belief that one’s work-related effort will result in
the completion of a task
3. Instrumentality - Represents the employee’s belief that a reward will be

received once the task is accomplished.

Part X
EMPLOYEE DISCIPLINE
Discipline - It is an employer’s action against an employee for infraction of company

policies or rules.
Hot Stove Rule - A disciplinary action that is imposed without generating resentment.
CHARACTERISTICS OF THE HOT STOVE RULE
1. It is immediate.
2. There is warning
3. The discipline was consistent.
4. The discipline was impersonal.
TYPES OF DISCIPLINE
1. Positive discipline – It prompts an individual or group of individuals to willingly

observe rules and regulations necessary to meet organization standards and
objectives.
2. Negative discipline - Uses penalties or threat of penalties to make employees

obey rules, regulations and standards of the organization.
BASIC PROCEDURES IN DISCIPLINARY ACTIONS
1. Oral warning
2. Written warning
3. Suspension

4. Discharge
COMMON DISCIPLINARY TROUBLES
1. Absenteeism
2. Tardiness
3. Insubordination
4. Illegal work stoppage

Part XI
COMPLAINTS AND
GRIEVANCES
Complaints - A spoken or written dissatisfaction that disturbs the worker enough to

cause a negative reaction to be brought to the attention of the supervisor or
management.
KINDS OF COMPLAINANTS
1. Petty gossiper or intriguer - The type of employee who presents complaints

without foundation.
2. Rebel without a cause - These are the complainants who rightly or wrongly feel
they are always victims of inequity.
3. Champions of the oppressed - These are the outspoken members of the group
who feel that they have to take up the cudgels for others.
4. Thinkers - These complainants are so called because they do not have the courage
to come out to present their complaints unless they have reached a point of great
emotional strain.
5. Average complainant - Takes careful evaluation of the situation before he makes

the complainant.
CLASSES OF PROBLEM EMPLOYEES
1. Misfits – Those who do not meet the qualifications required by the job or are the
square pegs in a round hole.

2. Capable people - Those who have the ability but are emotionally disturbed for
some reasons.
3. Sickly people - Those suffering from physical or mental problems.
4. Maladjusted person - Those who lack interest in the job and who have poor
attitude toward work, co-workers and even toward supervisors and employers.
Grievance - Any dissatisfaction, complaint, irritation or misunderstanding of an

employee arising from his job or his relationship with his employer.
CLASSIFICATION OF GRIEVANCES
1. Open grievance
2. Hidden grievance
3. Work-related grievance
4. Non-work related grievance
5. Valid grievance
6. Imagined grievance
SOME CAUSES OF GRIEVANCE
1. Absence of clear-cut company labor policy
2. Ineffective or inadequate supervision
3. Inadequate communication
4. Personal problems
5. Union inspired grievances
6. Improper selection and placement
7. Lack of orientation of new employees
8. Favoritism

9. Poor systems and procedures
10. Improper implementation of policies
PHASES INVOLVED IN INVESTIGATING GRIEVANCE
1. The background
2. The subject of the grievance
3. The solution or settlement
GUIDELINES IN HANDLING GRIEVANCE
1. Accept the responsibility for handling the grievance
2. Listen to the complaint
3. Get all the facts
4. Know your employees
5. Study the settlement desired
6. Supervisors should know the company policy and regulations, union agreement and
the Labor Code
7. Communicate the facts to the superior
8. Make decisions and take action promptly
9. Keep records of all grievances
10. Follow-up

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Part I

Human resource management (HRM) - The process of employing people, training

The Role of HRM

Main Steps of Staffing Pattern

1. Development of a staffing plan.

2. Development of policies to encourage multiculturalism at work.

B. Development of Workplace Policies

Examples of Workplace Policies:

1. Discipline process policy

2. Vacation time policy

LECTURE – UPDATED Human Resource Management P a g e 1|

C. Compensation and Benefits Administration

Examples of Employee Compensation:

3. Stock purchase plans

D. Retention - It involves keeping and motivating employees to stay with the

Reasons Why People Leave a Company:

1. The job they are performing

2. Challenges with their manager

3. Poor fit with organizational culture

4. Poor workplace environment

E. Training and Development

Examples of Training Programs:

1. Job skills training, such as how to run a particular computer program

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F. Dealing with Laws Affecting Employment

Some Laws an HRM Professional Needs to Be Aware of:

3. Compensation requirements such as the minimum wage

4. Worker safety laws

Worker Protection Issues

2. Heating and ventilation requirements

3. Use of “no fragrance” zones

4. Protection of private employee information

Awareness of External Factors

External Factors That Needs Awareness

1. Globalization and offshoring

2. Changes to employment law

5. Diversity of the workforce

6. Changing demographics of the workforce

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8. Layoffs and downsizing

9. Technology used, such as HR databases

10. Increased use of social networking to distribute information to employees

SKILLS NEEDED FOR HRM

4. Understanding specific job areas

6. Ethics and a sense of fairness

Turnover - Refers to the number of employees who leave a company in a

4. Changing and Diverse Workforce

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MANAGERIAL FUNCTIONS OF HR/PERSONNEL MANAGEMENT

1. Planning - The determination in advance of how the objectives of the organization

4. Controlling - Involves the checking or evaluation and measurement of work

Human Resource program - Refers to the activities programmed to implement the

AREAS OF GOOD HUMAN RESOURCE PROGRAM

1. Acquiring competent personnel

2. Holding and retaining competent human resources

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4. Labor and human relations

5. Efficient program administration and adequate budget

Human Resource policies - Continuing decisions applicable to routine or repetitive

A. According to their Origin

1. Originated policy - Type of policy intended to set up guidelines in the

B. According to their Subject Matter

1. General Statement of Principles - Policies stated in broad terms, such as