Module 6

HUMAN RESOURCE DEPARTMENT

 Lesson1

THE HISTORY OF HUMAN RESOURCE MANAGEMENT AND DIFFERENT

JOB TERMS
Learning Targets
1. Reiterate and review the History of Human Resource Management.
2. Define Human Resource Management.
2. Define and explain the Different Job terms in field of Job Analysis.

History of the Human Resource Management

The history of the human resource management dates back to the industrial
revolution and the rise of capitalism in Europe in the mid-18th century. To date the advent of
the globalization in the 21st century has greatly affected the nature and scope of human
resource management to better appreciate the evolution nature, and scope of human resource
management (then called personnel management). The chronology of events in and outside
the Philippines virtually changed the nature and scope of the functions of HRM from nearly
recruiting and monitoring people to performing more strategic functions such as training
development and labor relations and to increasing employee productivity and morale. These
major historical developments particularly in the political and economic arenas, made crucial
HRM functions in dealing with workers through their labor unions and ensuring that the firm
complies with all the labor laws and other related legislations. The traditional role of HRM
being reactive to the demands of the stakeholders in and outside the firm shifted to or more
proactive approach in the performance of its functions. At present, the HRM unit like the
other functional areas of the firm, cannot operate or function effectively without the aid of
information technology.
Human Resource Management
Human resource management refers to many different activities dealing with the
human side of the organization. It is the modern term for personnel administration. Includes a
variety of activities, and key among them is deciding what staffing needs you have and
whether to use independent contractors or hire employee. It is also the process of achieving
the best fit between individuals, jobs, organization, and the environment. As the rate change
in these four components has accelerated in the past two decades, HRM has grown in
complexity and importance. In the human resource department there is a Human Resource
Manager which plays the pivotal role in the organization. By the inherent nature of the
function of the HR department, the person who usually given the title Human Resource
Manager in big companies or HR officer in smaller companies is tasked with a multiple roles
related to the human aspect of the enterprise. Because of this, HR manager/officer has to
spend considerable time addressing issues and concerns related to people to increase
productivity and enhance organizational performance.
Different Job Terms
In most areas of study, certain amount of technical terms is necessary in order to
facilitate communication. It is appropriate to list and define terms in field job analysis.
Position
Consist of responsibilities and duties of an individual. There are as many positions in
firm as there are employees.
Job
Group of positions that are similar in their duties. In some instances, only one position
maybe involved, simply because no other similar position exists.
Occupation
Group of jobs that are similar as to kind of work and are found throughout an industry.
An occupation is a category of work found in many firms.
Job analysis
The procedure used for determining collecting information relating to the operations
and responsibilities of a specific job. The end results of this analysis are job description and
job specifications.
Job description
Organized, factual statements of the duties and responsibilities of a specific job. It
tells what is to be done, and why. It is a list of job duties, responsibilities, reporting, working
ad conditions, and supervisory responsibilities.
Job specification
A written explanation of the minimum acceptable human qualities necessary for
effective performance on a given job. It designates the qualities required for acceptable
performance that is the requisite education, skills, personality, and so on.
Job classification
Groupings of jobs on some specifies basis such as kind of work or pray, it can refer
to a grouping by any selected characteristics but preferably used most often in connection
with pay and job evaluation.
Job evaluation
Systematic and orderly process of determining the worth of a job in relation to other
jobs.
The objective is to determine the correct rate of pay. It is not the same as job analysis process,
which provides the basic data evaluated.
Task
Coordinated and aggregated series of work elements used to produce an output

LESSON 2
METHODS USED IN JOB ANALYSIS, HUMAN RESOURCE MANAGEMENT LAWS AND
TYPES OF INTERVIEW

Learning Targets
1. Identify and criticize the different Methods used in Job analysis.
2. Familiarize the Human Resource Management Laws.
3. Classify the different types of interviews.

Methods Used in Job Analysis Interview

Job analysis information can be obtained by interviewing the job incumbent or by
group interviews with group of employees having the same job or by interviewing the job
incumbent supervisor who is thoroughly knowledgeable about the job being analyzed.
Interview information is particularly valuable for professional and technical jobs that mainly
involve thinking and problem solving. Usually a structured set of questions can be used in
interviews so that answers from individuals and groups can be compared. A useful question
that helps job incumbent describe the skills and abilities required of the job is to ask them to
describe what would be needed by new employees who would be replacing them.
Observation
Direct observation is especially useful when the job consist mainly of observable
physical activity. Jobs like those of janitor, production worker and driver are examples. On
the other hand, observation is usually not appropriate when the job entails significant amount
on mental activity such as the work of lawyer, financial analyst, and the like. The use of
observation technique requires that job analyst to be trained to observe relevant job
behaviors.

Questionnaires
The use of questionnaires is usually the least costly method for collecting large amount
of information in a short period of time. One of the major advantages of using questionnaires
is that the information garnered is quantitative in nature and can be easily updated as the job
changes. A typical questionnaire contains two selections. The first section asks the worker to
describe the kinds of experiences, qualifications, and attitudes needed to perform the job. The
second section contains a detailed list of many activities, and the importance of each activity
or the percentage of time spent performing it.

Employee Recording/Diary/Log
A recording by job incumbents of job duties, frequency of the duties, and when the
duties are accomplished. Such a record maybe in the form of a time log or a daily diary. This
can produce a very complete picture of the job.

Writing the Job Description

The first and immediate product of the job analysis process is the job description. As
indicated, this is basically descriptive and constitutes a record of existing and pertinent job
facts.

Job Identification
The identification section includes such information as job title, department, division,
plant, and code number for the job.

Job Summary
A brief one or two sentence statement describing the purpose of the job and what
outputs are expected from job incumbents.

Working Relationship, Responsibilities, and Duties Performed

Relationship statement shows the jobholders relationship with others inside and
outside the organization.

Authority of Incumbent
Defines the limit of the job holder’s authority, including his or her decision making
authority, directs supervision of other personnel and budgetary limitations

Working Conditions
List the general working conditions involved in the job, location of the job, and other
relevant characteristics of immediate work environment such as hazards and noise level.

Human Resource Management

Laws Affirmative action
A program required by Executive order 11246 for government contractors to remedy
effects of past discrimination in the work place.

Age Discrimination Act

Prohibits discrimination in employment for any employee who has reached age 40.

Americans with Disabilities Act

Prohibits discrimination in employment against any person with a disability who is
able to do the essential elements of a job with or without reasonable accommodation.

Child labor laws

Federal and state laws regulating the age at which minors may be hired for particular
kinds of works and hours permissible for them to work.

Civil Rights Act 1964, 1991

Section VII of the act prohibits discrimination in any area of employment against a
person because of that person’s race, color, creed, national origin, or gender.

COBRA
Section XI of 1985 Comprehensive Omnibus Budget Reconciliation Act requires
employee to make health insurance available to former employees at the employee’s cost.
Drug Fee
Permits employers to test employee for the use of illegal drugs in the work place.
Equal Pay Act
Requires that employers pay men and women at the same rate when doing the same
job.
Fair Credit Reporting Act
Provide some safe guards against misuse of credit reports in employment actions
Fair Labor Standards Act
Federal law that sets forth minimum wages that may be paid to workers and specifies
that workers be paid at least time and a half for hours worked over 40 in a standard workweek.
Also provides an exemption from overtime for higher- paid workers in certain classifications.
Family and Medical Leave Act
The act requires employers to permit employees to take up to 12 weeks unpaid leave
to attend family or medical matters.
Immigration Reform and Control Act
Requires employers to assure that any applicant or employee has demonstrated the
legal right to work in the United States. Government provides a list of documents that (a)
established both identification and employment eligibility, and (b) established identity and (c)
established employment eligibility.
Military Leave
Requires employer to permit military reserve and National Guard members to
participate in military activities.

National Labor Relations Act

The NLRA as amended assures that employees have the right to form and join labor
organizations to refrain from joining and to be represented for collective bargaining purposes
with an employer.
OSHA
 The Occupational Safety and Health Act require employers to provide an employee
with workplace that is free from recognized hazards.
Patriot Act
Provides some additional requirements to assure national security by controlling work
visas.
Pregnancy Discrimination Act
Prohibits discrimination in employments against any person because of pregnancy or
pregnancy related condition.

Privacy Act
Regulates the release of private information to other parties.
Sexual Harassment
A form of discrimination prohibited by the Civil Rights Act
Unemployment Compensation Laws
Federally backed state programs to provided income replacement to people who have
lost their jobs through no fault of their own
Worker Adjustment and Retraining Notification Act
Requires employers to give advance notice to employees of large layoffs or plant
closings.
Worker Compensation Laws
State laws to provide compensation for medical and related cost and lost income
resulting from work related injury or illness. Unwelcome sexual advances request for sexual
favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment
when submission to or rejection of this conduct explicitly affects an individual’s
employment, unreasonably interferes with an individual’s work performance, or creates an
intimidating, hostile, or offensive work environment.
Sexual harassment can occur in a variety of circumstances, including but not limited
to the following:
 The victim as well as the harasser may be woman or a man. The victim does not
have to be of the opposite sext.
 The harasser can be the victim’s supervisor, an agent of the employer, a
supervisor in another area, a coworker, or a nonemployee.
 The victim does not have to be the person harassed but could be anyone affected by
the offensive conduct.
 Unlawful sexual harassment may occur without economic injury to or discharge of
the victim.
 The harasser’s conduct must be unwelcome.

Types of Interview
An interview may be directive or non-directive; synonymous to “patterned” or not
“patterned” respectively.
 Directive Interview. The directive interview asks specific information. The interviewer uses
a printed form to record the answers to specific questions about the background of the
applicant. The interviewer must give special attention to an individual’s habits and character
traits by reviewing in details his activities in the past his patterns of behavior during his
schooling, home background, work, record, recreational activities, handling of hid finances
and domestic problems. It is also time saving kind of interview.
 Non-Directive Interview. Non-directive questions are broad, open-ended, and require a
narrative answer. They permit the applicant to narrate his experiences and expresses his
interests with minimum guidance from the interviewer. Illustrative of this method are
 questions that begin with: “tell me about…”how do you like…’why did you…”
 Group Interview. The group interview is conducted by a panel or committee of three or five
interviewers. This may be done when considering applicants for supervisory or higher
positions. The manager of the department concerned is usually a member of the group of
interviewers.
 Team Method. In this method a team of three interviewers may be interview applicants
separately and then compare notes afterwards. The team may use different types of
questions, which they have previously formulated in eliciting the information they want to
emphasize.

The Interviewer Takes Note the Following:

 Emotional maturitywhich could be determined from the applicants
claimregarding his accomplishments and abilities, his concern and interest in
activities, and his reaction to the criticisms.
 Dependability as shown by his achievements in school or his employment,
punctuality in his commitments, and faithfulness to his family responsibilities.
 Self-confidence which may be manifested by how he expresses himself, his
ability to adapt or adjust himself to situation
 Attitude towards jobs, which may be determined from his attitude towards
superiors, co-worker, teachers, and his duties and responsibilities
 Creativeness which is the ability to anticipate needs, workout improvements by
trying new methods and being self-starter. Without any prompting from superiors.
 Attitude towards other person, as manifested by his friendly and realistic appraisal
of other people, his ability to get along with others and the way he talks about other
people.
 Value System, as shown by his desire for security and progress and by his ambition,
whether he wants a job to accomplish something worthwhile or merely a job
without responsibilities.
 Critical Attitude, which may determine whether or not he is a griper, critical about
things around him, blaming others for his misfortune or failure, suspicious of
others.
The Do’s and Don’ts of Interviewing
The employment officer should consider the following in his final evaluation:
 Can Do Traits. The applicant’s ability to do work as shown by his:
 Work experience and past performance
 Education and training which may indicate his intelligence and aptitude for the
particular job.
 Skills, knowledge, and experience along the lines of or related to the particular
job.
 Physical and personal conditions that may require by the job example of this are
the appearance, speech, mannerisms, habits, general impression.

 Will Do Traits. The applicants willingness and interest to do the duties and
responsibilities of the job as shown by his:
 Motivation to do well. What motivated him in seeking a job?
 Stability in employment with the company; which maybe show in his interests
and ambition and his previous record of transfers from other firms.
 Outside factors and external pressures affecting him: family problems and off the
 job environment.
 Attitude towards work. Is he willing to accept duties other than those regularly
assigned to him?

Potential Abilities
Does the applicant possess some hidden talent that can be developed? Is the
applicant interested in self-development to enable him to move to a higher position in the
company? Potential ability is the factor that gets people who have just finished schooling
without any experience yet considered for the job.
Danger Signals
The employment officer should watch out for the following in applicants:
 Stability on the Job. Does the applicant to remain long in the company?
 Job hopping or Frequent Changing of Jobs. An emotionally disturbed or
maladjusted person has the tendency to change jobs. However, caution should be
exercised regarding this matter. Studies show that urbanization and advancement in
science and technology have made man mobile. It is scientific projection that
people, especially in management and in technical or executive positions will
change their jobs once or twice in the next decade.
 Bad Habits. Does the applicant gamble and/or drink liquor excessively.
 His Associates or gang. What kind of people does he go with?
 Financial Habits. Does he live beyond his means? Does he often get into
indebtedness?
 Environmental factors and External Pressures. Such as family or personal
problems, relationship with other men/women or in laws and other domestic
problems.
 Absenteeism Prone. Accident-prone these affect certain individuals only.
 Tardiness. Is he of the habit of not waking up early to be at his work on time?
 Physical Handicaps that may directly affect his on the job, although some people
with physical handicaps have been found to be efficient and loyal provided that the
physical defects do not directly affect their performance on the job.

LESSON 3
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Learning Targets
1. Determine the functions of Human Resource Management.

2. Define and explain recruitment and selection process in finding suitable employee for an
available position.
3. Identify some common type of tests used as part of selection process.

4. Define Terms related to Functions of Human resource Management.

Functions of Human Resource Management

The human resource department is headed by the human resource director or
manager who directly reports to the general manager ad is responsible for performance of his
department. It is the responsibility of human resource department to conduct these functions
in an effective, legal, fair, and consistent manner. The objective of human resources is to
maximize the return on investment from the organization’s human capital. According to
Schwind, Das and Wagar, human resource management aims to improve the productive
contribution of individuals while simultaneously attempting to attain other societal and
individual employee objectives. In addition to these activities, several other functions are
part of the human resources process, including job description, job specification nad
ensuring conformance to national.
Recruitment and selection
Recruitment and selection are the processes of finding the most suitable employee
for an available position. The process begins when there are actual vacancies to fill because
employees have left. The human resources then have to make an announcement regarding
the vacancies.
Applications are received from a variety of sources:
 Internal promotion
 Employee referrals
 Applicants files
 Transfers within the company
 Advertising
 Colleges and universities

The Recruitment Process

1. Formulating a recruiting strategy-internal vs. External Recruiting- vacancies in upper level
management positions can be filled either by hiring people from outside the organization or by
promoting within.
2. Searching for job Applicants- The search may involve traditional recruiting methods such as
newspaper ads, help wanted posters, campus recruiting, public and private employment agencies,
professional association, etc.
3. Screening applicants- Applicants should be screened to eliminate individuals who are
obviously unqualified.
4. Maintaining an applicant pool. Applicant pool consists of individuals who have expressed an
interest in pursuing a job opening and who might be feasible candidates for the position.

Alternative to Recruiting

1. Subcontracting. Subcontracting work to another organization wherein the organization losses some
of its control overwork is subcontracted.
2. Overtime. Used to avoid the incremental costs of recruiting and hiring additional employees for a
short period of time.
3. Temporary help. Use of temporary help services to fill the needs of companies on temporary
basis. I hear the company does not need to provide benefits or worry about training new employees.
4. Employee leasing. Similar to temporary help agency but employees are not temporary. The
employees are actually employed by leasing company and it performs all the HR functions.

The Selection Process

Selection means whittling down the applicant pool using screening tools like
test, assessment centers, background and reference check. The prospective supervisor
can then interview a handful of viable candidates and decide who will be hired.
Types of Tests

1. Test of cognitive abilities. Test in this group include test of general reasoning ability and test of
specific mental abilities like memory and inductive reasoning.
A. intelligence test- measure not a single “intelligence” trait but rather a basket of
abilities including memory, vocabulary, verbal fluency and numerical ability.
2. Test of motor and physical abilities. Motor abilities usually measures are finger dexterity,
manual dexterity, speed of arm movement and reaction to time.
3. Measuring personality and interests. Personality tests can measure basic aspects of an
applicant’s personality such as introversion, stability, and motivation.
4. Achievement test. This is basically to measure what a person has learned. It measures job
knowledge in areas like management, economics, marketing or accounting.

Orientation
All new employees should be given a suitable orientation to the organization prior to
their first day of work. A new employee normally have some concern and uncertainty about
beginning of a job and it’s important to get them started with as little uneasiness as possible.

Basic orientation includes:

1. Organization policies, procedures, and rules
Among the concerns to be addressed are wages, work hours, overtime, sick leave,
time cards, insurance, and keys, among others.
2. The mission and objectives of the organization
3. A tour of the work area to point out offices and facilities with which all employees should be
familiar.

Training
Training is an ongoing activity that is conducted by selected individuals within each
department. It is generally required of all new employees even those who come to an
organization with considerable experience. Training can be done on an individual basis or it
can be done in groups. Individual training is undoubtedly the most effective but so very
expensive. Main Types of Employee Training
Simulation trainings simulates the actual workplace
E.g specially prepared simulation tasks for kitchen staff on the kamaykainan
restaurant. Once the trainee has reached the required level of proficiency he or she
is allowed to do the real cooking.
Certification training enables individual to gain corporate or professional
certification by attaining passing scores on practical or theoretical test. These tests
are generally job specific and are helpful in motivating employees to develop in a
professional manner.
On the job training (OJT) helps maintain standard by having managers, supervisors,
trainers or fellow employees coach individuals in the most effective way to do the
required work .Allows the trainee too quickly to learn the best way to do work based
on the experience of trial and error.
Off t-the job training is done away from the workplace and is usually used for
nontechnical training, such as effective communication, team building, motivation
and leadership. These topics are often handled by outside experts. The training
methods help individuals to quickly learn the job and improve their performance in
doing the work.
Apprentice training- is given to people who are new to a particular job. The training is
 specially designed to teach participants the correct way to do a particular task. This
often follows the “tell me, show me, and let me do it” routine.

Placement
When a new employee is placed on the job, his work should followed up to ensure
that is not being hampered by certain problems affecting him or his job the check also serves
to measure the effectiveness of the selection and placement procedure. It is good to know the
problems of a new employee so he may be helped before he gets discouraged. A man who is
not happy on the job either because of any other factor is a potential source of inefficiency,
and other serious problems. The final appraisal be made before deciding whether or not to
change the employee’s status from probationary or temporary to regular.

Performance Appraisal
The purpose of a performance appraisal is to compare an employee’s actual
performances to reestablished standards as described in a job description.

Positive attributes of performance of appraisal include:

1. Giving feedback to employees
2. Building the appraisal into a persona; development plan
3. Establishing a rationale for promotion and wage/salary increases
4. Helping to established objectives for training programs

Negative aspects of performance appraisal

1. Managers often do a poor job of giving feedback to employees
2. Manager save up incidents to dump an employees at evaluation time.
3. Managers are biased in their appraisals
4. Managers may be either too hard or too soft on employees
5. Too many employees are not aware of the performance criteria that they will be evaluated
against.

Performance appraisals need to be fair, equal, and nondiscriminatory. Performance not

personally needs to be judged.

Promotion
Promotion is a movement of an employee from a lower level to a higher level in the
organizational ladder involving more duties and responsibilities. Promotion usually carries
with it higher pay and higher status. This also gives the employee better privileges and
usually better conditions. It is the aim of all employees to get better opportunities when they
join any organization or company. They cannot remain stagnant in their place of assignment
unless they are fully satisfied with their place of assignment unless they are fully satisfied
with their work and their pay.

Rationale for employee promotion

Recognition and reward for good performance- employees who perform well need to be
rewarded when opportunities for higher positions become available.
Incentive for employees improve academically and professionally and to prepare
themselves for new challenges in the job.
Employees who are promoted usually know the job well rather than get new employees
outside the organization.
 Boosts employee morale and develops greater loyalty to the organization.

Demotion
Demotion is defined as the movement of an employee from his present job of lower
rating or in a lower grade. It is one of the most difficult personnel functions of the human
resource department.
Termination
An employer may choose whom to hire; he also has the right to discharge an
employee who is not performing his/her function efficiently or who continued employment
may be liability to the business. The employer may not be compelled to retain an employee
whose continuance is prejudicial to the company interest. The law authorizes neither
oppression nor self-destruction of the employer each of the employee is provided with a
security of tenure and an employer cannot just terminate the services of an employee except
for just cause.
Serious misconduct or willful disobedience by the employee of the lawful
orders of his employee or representative in connection with his work.
Gross and habitual neglect by the employee of his
duties. Fraud or willful breach by the employee of his
duties.
Commission of a crime of offense by the employee against the person of his
employer or in any immediate member of his family.
Dismissal for “just causes” means discontinuance of an employee’s service to the company
and forfeiture of his/her privileges and fringes benefits.
Layoff
Layoff is the suspension of the employment relationship initiated by the employer for
reasons that are related to the company itself. Employees may be laid off under the following
circumstances: (1) installation of labor-saving devices, (2) redundancy (3) Retrenchment to
prevent losses or (4) the clod=sing of the establishment or undertaking. Unlike termination,
laid- off employee can still receive remuneration from the company as prescribed by the law.