Multicultural Diversity in

Workplace for the

Tourism Professional
⚫ Chapter
9
Development
of Human
Resources
⚫ In the economics of work, the
forward-looking management is one
which provides opportunities for
development of human capital.
⚫ Employees can best be partners in any
enterprise if they are maximally
developed and when they reach their
optimum potential.
⚫ Job applicants when hired, consciously
or unconsciously, think of how they
can grow in and on the job and
organization.
⚫ A status quo in knowledge, skills and
attitudes is seldom the condition that
they expect to be in during their stay
with the organization. Neither do they
expect a status quo in their positions.
⚫ This desire for mobility should be in
the agenda of their employment. This is
an area of concern for both manager
and employees to enable them to cope
with new problems, new demands, and
new challenges.
⚫ Human Resource Development – is a
function of management that registers,
traces and insures individual
progress through continued job
proficiency, career growth and individual
guidance.
⚫ Competencies are upgraded and expertise
is developed in this “broadening” phase of
people management.
⚫ Some traditionalists equate development
with training reflecting a limited concept
of the term ”development”
⚫ Others interchange human resources
development with human resources
management. The former is only one of
the five functions of the latter.
⚫ HR, like other assets of an
organization, should grow in worth so
that their utilization reaches maximum
strength and power.
⚫ Any funds used for their growth and
development, therefore, should be
considered an investment instead of an
expense.
⚫ It is not enough that whatever
knowledge and skills employees bring
to their organization when newly hired
are fully utilized.
⚫ They should acquire additional
capabilities for more responsibilities in
their current and future positions.
With assistance from management
training prepares them for any shift in
work that may be undertaken within
their organization or even outside.
⚫ Because of data information and
technology explosion in any area
nowadays, present exponential knowledge
turns out to be obsolescent.
⚫ The need to update the workers to adjust
to a very fast changing environment is
critical in order for the organization to
compete, survive and excel.
⚫ The employees’ recognition and
self-realization aspirations that stand at the
apex of the hierarchical need structure are
best met by the organization that provides
opportunities for growth and development.
⚫ Investment for these opportunities
provides the employees a sense of
assurance that they are recognized as its
valued members. From a positive
performance base, a palpable
developmental action program is designed
to expand motivation and meet this need.
⚫ The organization should thus sharpen its
perception to the need to commit
resources in order to develop an ever
ready work force that is effective in the
cognitive, motor and affective domains
when needed.
⚫Human Resources
Development covers
three programs
namely;
⚫1. Training/education
⚫2. Career Planning
⚫3. Counseling
1. Training
⚫ Signals for need of training.
When the following conditions
occur, training may be
imperative:
⚫ [Link] work performance
⚫ 2. Decreased productivity
⚫ 3. High wastage or scrappage of
resources
⚫ 4. Larger than expected reject
rate
⚫ 5. High incident rate
⚫ 6. Change in employee career
plans and organization
objectives, structure and staffing
for the future
⚫ 7. Untapped potentials that are
promising
⚫ Types of Training. Depending
on the organization’s goals,
needs and resources, this
program comes in various types:
⚫ 1. Orientation
⚫ 2. On-the-job training
⚫ 3. Vestibule training
⚫ [Link] for tenured
employees
⚫ Policies of Training. Flippo aptly said that
“… no firm has a choice of whether to train
or not; the only choice is that of method.”
⚫ For consistency and smooth functioning of
the program, certain policies are formulated
to guide not only those in-charge of training
but also the entire work force who are
potential recipients of training.
⚫ 1. Institution or individual based.
⚫ 2. Who selects trainees
⚫ 3. Criteria for selection
⚫ 4. Resource of training
⚫ In general, the deliberation
on training includes the
following resources:
⚫ 1. Financial
⚫ 2. Resource persons
⚫ 3. Facilities
⚫ 4. Actual job needs
2. Career Planning
⚫ Definition. It is the process by which the
individual worker patterns and orchestrates his
separate but related work activities to prepare him
together with the organization to take grater job
and personal responsibility for his future.
⚫ He determines if the organization meets his
expectations or if these are aligned with those of
the former.
⚫ He introspects if he is willing to blend both
expectations. From the organization’s end, career
planning is, therefore, that phase of HR that sets up
paths along which the individual moves and
progresses over time in the organization.
⚫ Objective. The ultimate aim
of career planning is to make
the individual accept
responsibility for whatever he
achieves.
⚫ Assumption. Status quo in
one’s position is not in the
agenda of his employment as
stated above. Everyone wants
a happier new year in his job.
⚫ Value. The process makes him
more motivated because he is doing
what he wants and he is able and
willing to accept responsibility for his
growth and accomplishment.
⚫ Limitation. The real intention of
career planning is noble. However, in
the content of present Philippine
culture, the process itself may be a
deterrent to the achievement of its
objective.
OPERATIONALIZING
THE CAREER
PLANNING
PROGRAM
⚫ 1. Utilize the career growth cycle

Effort Performance
Goals
Success
Feedback
Esteem Recognition
⚫2. Plan and utilize the
job itself
⚫3. Set goals
⚫4. Conduct frequent
performance review and
feedback
3. Counseling
⚫ Definition. It is the person-to-person
relationship between a professional
guide and client in which the former
helps the latter solve his own problem.
⚫ Counseling is carried out in a
one-to-one and mostly face-to-face
relationship and not through a third
party using other communication
media.
⚫ The professional guide is the
counselor or psychologist either
employed in the organization or
in a counseling center in the
community.
⚫ The client is the employee who
has a problem and who is
assisted to find a solution to his
problem.
Types
⚫ Counseling is classified for the purpose of
this book into only two categories
according to the problem of the counselee.
⚫ 1. Job counseling which deals mainly with
job-related problems like habitual tardiness
in submission of job reports and in
reporting to work, sub-standard
productivity, significant material wastage,
very sticky superior-subordinate
relationship.
⚫ 2. Personal counseling
which deals principally with
psychological, moral, religious,
social problems affecting the
individual and his family.
Examples of these are
alcoholism, moral turpitude,
family and home problems, etc.
Types of Counseling Cases
⚫ 1. Normal cases – with problems
that surface rarely or whose
problems are “normal “ in daily life
activities.
⚫ [Link] abnormal personalities
– whose problems are due to recent
incidents or occurrences that have
affected some aspects of life and job
activities.
⚫ 3. Neurotic and psychotic cases –
whose problems are deeply embedded
and have complex ramifications.
⚫ Who does counseling. Normal cases
with job-related problems can be
handled by the supervisor.
⚫ The second group consisting of slightly
abnormal personalities can be helped
personally by the counselor or
psychologists if the organization who has
had professional training in this area.
⚫ The third group with
deeply embedded problems
are cases for a clinical or
counseling psychologist or a
psychiatrist whose
expensive therapy services
only financially well healed
organizations can afford.
 Counseling Approaches
⚫ 1. Directive Counseling – the
counselee is confused and cannot help
himself . He needs somebody to solve
his problem.
⚫ 2. Non-directive counseling – the
counselee has the ability to see
through himself and his problem. He
can solve his problem and thus help
himself.
⚫ 3. Non-Coercive – this is an
eclectic approach using directive
and/or non-directive technique
depending on the type of client,
problem and the way the
circumstances surrounding the
problem are narrated.
⚫ Chapter10
Research on
Human
Resources
⚫ The role of research in HR management
is significant. It is considered a vital
function in arriving at intelligent decisions
on a very important segment, human
resources.
⚫ Today, however, decision making in HR
management , as in the other areas of the
organization, takes a hit-and-miss
approach or is based on what others have
done.
⚫ Without research, policies and decisions
arrived at could be unsound.
⚫ For instance, HR planning
assumes a disorganized,
inadequate and inefficient
approach with dire effects if
conducted without organized
facts on the past and current
profiles of the staff, needs and
goals of the organization, labor
supply and demand – all of which
are interrelated with future
expectations.
⚫ Definition. Human Resources Research
is a formal and scientific investigation on
the people component furnishing new
date to the management which uses them
for better formulation and application of
policies and practices.
⚫ Vignettes of peak and significant
experiences with the staff and workers
are studied, analyzed and reported on in
an organized, systematic manner.
⚫ Ordered thinking is the main process
with the mind as a tool.
⚫ Research is not just a mere exercise of
personal opinion or conviction. It
needs a lot of reflection and critical
thinking, stemming from a genuine
desire to know and to use what is
known to improve policies, objectives,
rules, regulations, procedures and
practices involving people management.
⚫ Taking a forward look, HR research is
a process of mental picturing of the
future of the people in the
organization.
Objectives
⚫ The most important component in
an organization is people.
⚫ There is nothing more compelling for
an organization to do than to find the
truth about people – how they are
acquired, maintained, developed and
treated.
⚫ The objective of research is to
discover this truth.
⚫ Research supports to improve the
philosophy and psychology of HR
management.
⚫ It contributes to the organization’s
continuity and is essential to the
development and maintenance of
professional human resources
management. (Flippo)
⚫ He also lists five uses of research in
human resources management, to wit:
◦A. to measure and evaluate present
conditions.
 ◦B. to predict future conditions and events.
◦C. to evaluate effects and results of
current policies, programs and activities.
◦D. to provide an objective basis for
revising current policies, programs, and
activities.
◦E. to appraise proposed policies, programs
and activities.
⚫ Scope. HR research covers the four
functions of HR management. Research
starts with a problem the resolution of
which assists the organization to grow and
develop.
⚫ The main task of the
management and research staff is
to pinpoint which of the many
pressing problems should be
investigated first.
⚫ Priorities, therefore, should be
determined since there is an
endless frontier for research
investigation in human resources
management……
Thank you! – Ma’am Lucille

END OF THE
COURSE.
GOOD LUCK ON
YOUR OJT ☺
Thank you! – Ma’am Lucille

END OF THE
COURSE.
GOOD LUCK ON
TH
YOUR 4 YEAR
☺