HUMAN RESOURCES

CHAPTER 6: FUNCTIONS OF HUMAN RESOURCES MANAGEMENT

1st Semester | A.Y. 2025-2026 | BSBA – 2I
Human Resource Management is all about the person in the job, or a salary range. Job descriptions are
increasing employee performance to their highest level usually narrative.
corresponding to their role in the organization. Since
organization is made of people, HRM is all about acquiring
services of people, developing their skills, motivating them
to the foremost level and making sure that they continue to A job description (Grolier Business Library) fulfills
maintain several roles:

This part deals with the functions of human resources a. the very discipline of constructing one will ensure that
management-(1) job organization and information, (2) you give some consideration to what the employee
acquisition, (3) maintenance, (4) development and (5) will do.
research on human resources. It is divided into five parts b. it is a recruitment aid; the past experience of
corresponding to the five functions. prospective employees can be compared against the
job you want them to do now.
A. JOB ORGANIZATION AND c. it is very useful induction tool for new employees- they
will know what is expected of them and this can avoid
INFORMATION (First function) problems in the future.

This function ofJOB DESCRIPTION

job organization and information is an
offshoot of the organization structure which clearly
JOB TITLE: the different Secretary
delineates departments, divisions, sections and
REPORTS
units TO: of its philosophy,
in light Director resources and needs.
RESPONSIBLE FOR: Office Junior
- SCOPE
It is
OFthe
THE analysis
JOB: and evaluation
To provide of each
a full secretarial job
service that exists
to the
within the organization.
Director and to ensure the smooth efficient running of the office.
- It is detailed, organized and systematic study of jobs.
JOB CONTENT:
1. process
The entire To open andinvolves
sort the Director’s
three mail(3)
and reply
steps:when appropriate
2. To take shorthand and do word processing for the Director.
1. Job
[Link]
To supervise and delegate work to the office junior
2. Job
[Link]
To handle incoming telephone calls efficiently and helpfully.
3. Job
[Link]
To carry out general administration duties.
6. Any other reasonable duties delegated to you by the Director
JOB ANALYSIS
This phase consists of the determination of the
duties, responsibilities, working conditions and working A task is a basic element of work that is a logical and
relationships of and between jobs and the qualification of necessary step in performing a job duty.
the employee who should man each job. A duty consists of one or more tasks that constitute a
Job Analysis is the systematic gathering and significant activity performed in a job.
organization of information concerning jobs. It puts the job A responsibility is one or several duties that identify and
position title under scrutiny to reveal important details describe the major purpose or reason of the job existence.
about the job. (Cabulay & Carpio)
SPECIFICATION OR EMPLOYEE
There are several methods of gathering job
information and factors such as cost and job complexity SPECIFICATION
will influence the choice of method.
Having defined the jobs thoroughly you may find it
1. Interviews - This includes a series of job-related useful to identify the type of person who will do the job well.
questions on a representative sample of job The specification will help you when writing advertisements
incumbents. and interviewing. It is written in close conjunction with the
job description.
2. Observation - The job analyst observes the job
incumbent while performing his tasks. The What covers the employee
observation may be face-to-face, using closed circuit
specification?
television cameras, or implants.
1. Personality Is the job holders’ impact on others
3. Time and Motion Study - The job analyst observes important? What sort of disposition is
the job incumbent while performing his tasks in required?
person with the aid of a timepiece to measure speed 2. Circumstances A stable background is advantageous. Is
and productivity. a particular age range appropriate?
Does the job holder need to be a driver,
4. Diaries and Logbooks - The job incumbents are either to
asked to document their accomplishments in a diary get to work or to do the job?
or logbook in a daily basis. 3. Physique, health, Is height or weight relevant to the job?
appearance Consider health, hearing, and eyesight.
5. Questionnaires - The list of job-related questions in Are the job holder’s grooming and
a survey format are distributed to job incumbents. speech important?
4. Education What is the minimum level of
Job analysis has two phases: education/job training needed? What is
the ideal?
(a) Job description 5. General What level of intelligence is required?
(b) Job specification Intelligence What level of reasoning ability is
needed?
A job description is a list that a person might use for 6. Experience What work experience should the
employee have had in order
general tasks, or functions, and responsibilities of a position. to fulfill the job requirements?
It may often include to whom the position reports, 7. Past Record Should the job holder have had several
specifications such as the qualifications or skills needed by jobs? Bear in mind the problems of
HUMAN RESOURCES
CHAPTER 6: FUNCTIONS OF HUMAN RESOURCES MANAGEMENT
1st Semester | A.Y. 2025-2026 | BSBA – 2I
employing either “job hoppers” or those the task set that you perform, and the skills that you
who have can develop. Enriched jobs give you more freedom,
stayed in jobs so long that they will independence and responsibility.
have problems in adapting
8. Motivation Is the job suitable for someone who is 4. Work Teams/Groups - are composed of two or more
ambitious? individual, who exist to perform organizationally
9. Special aptitudes Are numerical or literally skills required? relevant tasks, share one or more common goals and
Manual dexterity? Mechanical ability? interact socially.
10. Interests It is usually desirable for employees to
have interests outside 5. Robotics - Innovative strategies in the field of human
work. resource management is increasingly fueled through
the application of artificial intelligence and robotics.
Robots are vital self-operated tools. They are
Employee Specification - Secretary programmable and movable manipulators which can
1. Personality Outgoing, keeps calm in crisis move.
2. Circumstances Age not important
3. Physique, health, Good health, low absence record in
appearance last job. Smart and well-spoken 6. Work environment - it refers to the location where a
4. Education Math and English desirable certain work task is completed. When concerning to a
5. General Bright with a degree of initiative place of employment, the work environment involves
Intelligence the physical geographical located as well as the
6. Experience Previous experience as personal immediate surroundings of the workplace. Typically it
secretary
also involves other factors relating to the place of work,
7. Past Record Stays in jobs at least 2 years
8. Motivation Happy to take on responsibility, but such as noise level, air, and additional perquisites and
not too ambitious benefits of work such as free coffee, assigned parking,
9. Special aptitudes Able to construct a letter fitness center and resting areas.
10. Interests An interest outside of work 7. Discretionary workweeks an approach of the
organization by allowing workers to manage their time
USES OF JOB ANALYSIS RECORDS AND and consistently get the most important things done
INFORMATION each week. One approach is to work from home one
day a week. Another approach is to allow administrative
1. Serves as guides to job applicants in their decision work to be done during Mondays and Fridays, and then
making of entry in the organization\ use other days of the week to focus on high priority
works.
2. Make the organizing and re-organizing processes in
the entire organization smooth and systematic 8. Part-time work - it usually requires fewer that 30
hours a week, but hours can vary widely depending on
3. Assist in the hiring of personnel the company, position and agreement. Part-time jobs
4. Serve as standard for performance evaluation can also be done remotely or in the office, and can be
5. Are used as guides for orientation and training comprised of both flexible hours or alternative
schedules.
6. Are used as basis for job evaluation
7. Serve as guide to determine movement of employees TECHNIQUES OF JOB DESIGN:
8. Promote wholesome relationships among the staff
and employees in the organization. 1. Work simplification - the task of one job designed to two
different jobs. It also refers to the conscious seeking of the
easiest and fastest method of doing a work. It is a technique
JOB DESIGN designed by top management in order for workers to
process of determining what work to be done, how accomplish more tasks within ag given amount of time.
much authority the incumbent has over the work, the kinds 2. Job rotation - a technique that gives the opportunity to
of decisions that can be made and how many task the job individual to move from one job to another. It is a pre-
incumbent has to complete. planned technique approach with an objective to test the
employee skills and competencies in order to put him or her
Job design is primarily under the responsibility of at the right place. It also lessens job boredom or monotony
the Production/Operations department. of the job and gives the worker wider experience and helps
the gain more insights/competencies.
3. Compressed workweeks/Compressed Schedule- it is a
PARAMETERS USED IN JOB DESIGN: technique that allows employee to work full-time hours over
fewer days. The most common type of compressed
1. Job rotation - is a management approach where
schedule is a four-day work week in which employees work
employees are shifted between two or more
full-time hours in four 10-hour days. It allows employees to
assignments or jobs at regular intervals of time in order
work longer hours on some days and accrue enough time
to expose them to all verticals of an organization. It is a
for an additional day off.
well-planned practice to reduce the boredom of doing
same type of job everyday and explore the hidden
potential of an employee. It helps the management in JOB EVALUATION
discovering the latent of employees and determining
what he or she is best at. is the costing of each job attaching to its proper
money value. It is also called job rating or job valuation.
2. Job enlargement - a job design technique in which the
number of tasks associated with a job is increased (and
appropriate training provided) to add greater variety to REASONS FOR JOB EVALUATION:
activities, thus reducing monotony. It is considered a
horizontal restructuring method in that the job is 1. To determine what positions and job responsibilities are
enlargement may also result in greater workforce similar for purposes of pay, promotions, lateral moves,
flexibility. transfers, assignments and assigned work.
3. Job enrichment - It means enhancing individual jobs 2. To determine appropriate pay or salary grades and
to make them more rewarding and inspiring. It expands decide other compensation issues.
HUMAN RESOURCES
CHAPTER 6: FUNCTIONS OF HUMAN RESOURCES MANAGEMENT
1st Semester | A.Y. 2025-2026 | BSBA – 2I
3. To help with the development of job descriptions, job resource planning also looks at broader issues relating to
specifications, performance appraisal system. the ways in which people are employed and developed in
4. To assist with employee career paths, career planning order to improve organizational effectiveness. It can
and succession planning. therefore play an important part in strategic human
resource management.
5. To assist the employee in the recruitment process by
having in place job responsibilities that help with the
STEPS IN HUMAN RESOURCES PLANNING:
development of job postings, the assessment of
applicant qualifications, suitable compensation, and
1. Identifying objectives and plans of the organization
salary negotiation.
2. Projecting manpower requirements of plans
STANDARD APPROACHES TO JOB 3. Surveying of existing human resources
EVALUATION: 4. Projecting available manpower resources
5. Determining overstaffing and understaffing
1. Ranking method - jobs are arranged in a simple rank
order from highest to lowest. This is done by reviewing
all job descriptions which are grouped into classes and RECRUITMENT
putting each job into the ranking hierarchy.
is the search for potential applicants for actual and
2. Classification or grading method - key
anticipated vacant positions in the organization. It is the
components of factors in each job as found in the job
process of linking the sources of labor and the organization
analysis are isolated. Jobs are placed into grades on
which is the specific labor market.
this job analysis information.
3. Point method - the components in each job are  It is the process by which prospective applicants are
determined like responsibility, effort and skills and induced to apply to the company in order that their
points are allocated to each component. Appropriate qualifications can be evaluated through sound
weights are assigned to each factor depending on its screening and selection procedures.
importance to the job.
4. Factor comparison from a cross section of jobs are SOURCES OF APPLICANTS:
chosen as standards and as representative of duties
and responsibilities. Factors like mental, skill and 1. Internal - the organization itself is the first and easiest
physical requirements, responsibility and working source
conditions are utilized to rate various types of jobs like 2. External - this sources is mainly tapped when the
sales, production, managerial and clerical. positions whose job specifications cannot be met by
existing personnel
B. ACQUISITION OF HUMAN
RESOURCES (Second function) COMMONLY USED EXTERNAL SOURCES:
1. Educational Institutions
An important function of human resources management is 2. Employment agencies
to ensure that the organization has an adequate supply of 3. Recommendations of present staff
the right quantity and quality of human resources at all 4. Walk-in applicants
levels and in all positions at the right time and in the right 5. Leasing
place to man the jobs that have been properly identified 6. Labor unions
and described. It is also termed as procurement. 7. Employer's families
8. Management consulting firms
FIVE PHASES: 9. Executive and technical recruiters
10. Professional association meetings and conferences
1. Human resources planning 11. Other companies especially competitors
2. Recruitment 12. General public
3. Screening 13. Office files of past applicants
4. Selection
5. Placement SCREENING AND SELECTION
HUMAN RESOURCES PLANNING Candidate screening is one of the most important tasks that
you have as a c-recruiter. However, analyzing numerous
determines the human resources required by the curriculum vitae for a given position and deciding who to
organization to achieve its strategic goals. As defined by move forward in the recruitment process based on
Bulla and Scott (1994) it is 'the process for ensuring that the incomplete and insufficient information is an overwhelming
human resource requirements of an organization are responsibility. Organizations look for ways to improve job
identified and plans are made for satisfying those candidate screening and develop a more accurate and valid
requirements'. recruitment process. Pre-employment screening plays an
important role in this scenario allowing recruiters to make
- the process of anticipating the manpower needs of the an evidence-based selection of candidates.
organization in light of its goals and putting them in
formal written form for its implementation. Screening - is the process of sifting the good applicants
from the host of recruits
Human resource planning is based on the belief that people Selection - is choosing the best among the screened
are an organization's most important strategic resource. It is applicants
generally concerned with matching resources to business
needs in the longer term, although it will sometimes
TWO TYPES OF SCREENING METHOD:
address shorter term requirements. It addresses human
resource needs both in quantitative and qualitative terms,
1. Typical method
which means answering two basic questions: first, how
many people, and second, what sort of people? Human 2. Atypical method
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CHAPTER 6: FUNCTIONS OF HUMAN RESOURCES MANAGEMENT
1st Semester | A.Y. 2025-2026 | BSBA – 2I
future performance in the job in comparison with the
THE TYPICAL METHOD predictions made for any other candidates.
 These are commonly used by many groups and consist
Interviewing therefore involves processing and evaluating
of various tools and techniques at different stages.
evidence about the capabilities of a candidate in relation to
the person specification. Some of the evidence will be on
Initial phase: Information sheets
the application form, but the aim of the interview is to
Resume/Bio-data
supplement this data with the more detailed or specific
Secretary takes note of the applicant's
information about competencies, attitudes, experience and
physical appearance, fitness, voice and
personal characteristics that can be obtained in a face-to-
speech
face meeting. Such a meeting also provides an opportunity
Middle phase: Employment and psychological tests for judgments by the interviewer on whether the individual
(intelligence, aptitude and Personality) are will 'fit' the organization, and by both parties as to how they
administered and the results are the main would get on together. Although these judgments are
subject entirely subjective and are often biased or prejudiced, it has
Of the in-depth interview with a staff of the to be recognized that they will be made.
HRD
Background investigation (Barangay In particular, selection interviews aim to provide answers to
clearance, Previous job, Police, NBI) these questions:

Final phase: Interview with the HRD Manager  Can individuals do the job - are they competent?
Final interview with the top management  Will individuals do the job - are they well motivated?
Physical examination  How will individuals fit into the organization?
Requirements
COMMON INTERVIEW QUESTIONS:

 What are your salary requirements?

 Can you work overtime?
THE ATYPICAL METHOD  Do you have a driver's license?
 Are you a computer literate?
The uncommon methods use the following tools
 What is there about selling that appeals you?
and techniques:
 What makes you feel that you would do well in
clerical work?
1. Organization brochures/catalogues
 Tell me something about yourself and your past
2. Job descriptions and job specifications job.
3. Group dynamics  What makes you different from other applicants?
4. The assessment center WHAT ARE THE BASIC CONTENTS OF
INTERVIEW?
SELECTION PROCESS 1. Personal qualities
is an inevitable continuation of the recruitment 2. Academic achievement
process. After all the applications are pooled, the selection
process begins. 3. Occupational experience
4. Interpersonal competence
1. Reception of applicants
5. Career orientation
2. Preliminary interview
3. Application bank PREPARATION
4. Employment test
Careful preparation is essential and this means a careful
5. Interview
study of the person specification and the candidate's
6. Investigation of previous history application form and/or CV.
7. Preliminary selection (by supervisor) in employment
department RESUME/CURRICULUM VITAE
8. Final selection by supervisor
A resume is a document used by individuals to
9. Physical examination present their background and skillsets. Resumes can be
10. Placement used for a variety of reasons but most often to secure new
employment. A typical resume contains a summary of
relevant job experience and education. The resume is
INTERVIEW
typically one of the first items, along with a cover letter and
 Is a conversation between two people (the interviewer sometimes job application packet that a potential employer
and the interviewee) where questions are asked by encounters regarding the job seeker and is typically used to
the interviewer to obtain information from the screen applicants, often followed by an interview, when
interviewee. seeking employment. The resume is comparable to
curriculum vitae.
TWO TYPES OF INTERVIEW:
CURRICULUM VITAE or CV - Latin for "course of
1. Initial interview life". It is a summary of the applicant's qualifications,
experience and achievements.
2. Evaluation/final interview
APPLICATION FORM - a good application form is
 The purpose of the selection interview is to obtain and worth its weight in gold. Its initial use is to select applicants
assess information about a candidate which will for interview. It is a tool as you can compare candidates on
enable a valid prediction to be made of his or her the same basis.
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CHAPTER 6: FUNCTIONS OF HUMAN RESOURCES MANAGEMENT
1st Semester | A.Y. 2025-2026 | BSBA – 2I
be business, civic, religious, special interest, sport-
PAY ATTENTION ON THE FOLLOWING ITEMS: related, political or professional groups. Some
applicants have been turned down because of their
1. Number of pages - a fresh graduate is expected to active affiliation with militant labor groups.
have one or two pages only, having minimal work 13. Personal details - in this section it is
experience. It only turns out to be two pages when understandable if some applicants do not indicate
the applicant has achievements, leadership roles, their religion or even their marital status for fear of
affiliations and seminars. It is advisable not to have discrimination by biased recruiters and managers.
more than eight pages of CV as it becomes difficult Their age, height, weight and other physical
and tedious to read. descriptions need to be matched with the desired
2. Contact details - the topmost page of any CV physical qualities as indicated in the job
should include the full name of the applicant and all specifications.
his contact details home and business telephone 14. Character and work references - this section in
numbers, facsimile number, cellphone number and the CV is tricky one. Ideally relatives do not count as
email address. reliable references as they tend to cover for the
3. Photograph - two inches by two inches close-up applicant and are not always truthful. Previous
recent color photograph of oneself in business attire employers, work associates and even subordinates
is preferred. Do not hire purely on looks. can make good references. Parish priests, pastors,
former teachers, colleagues in association,
4. Quality of paper - a good CV is written on a clean
community leaders, neighbors, previous suppliers or
good quality paper. If there is more than one page, WH
customers make good character references.
the pages of the CV should be stapled or fastened or PH
bound together. Using colored paper, scented paper 15. Essential identification numbers - (SSS, TIN, CO
or paper with silhouette designs tells that the Passport, PRC License, Driver's license). This section
applicants is a highly attention-seeker. usually omitted by many applicants.
5. Career objectives - an applicant with clearly
stated career objectives or career goals is a person COMMON TYPES OF PRE-EMPLOYMENT TESTS:
who knows what he wants. 1. Ability tests - are assessment instruments used
6. Education - for fresh graduates, they tend to write to measure an individual's ability, mental or
all the schools they have attended. Applicants under physical skills level. They measure a variety of
30 years old may start with high school onward. areas ranging from verbal reasoning, numerical
More mature applicants tend to place only their ability, problem solving, motor or spatial agility,
college education plus, possibly, graduate and post mechanical ability or finger dexterity.
graduate courses. Scholastic honors of an applicant 2. Aptitude tests - standardized test designed to
are good indication of intelligence and aptitude. measure the ability of a person to develop skills
acquire knowledge.

7. Work experience - fresh graduate applicants may 3. Performance tests - refer to the assessment of
omit this section unless they had apprenticeship the performance of a human examinee (e.g
experience or they were working students. Take behind-the-wheel driving test, typing, teaching
note of the job hoppers - those who do not last more demo).
than one year in three or more consecutive 4. Personality tests - aim to describe aspects of a
employers. person's character that remains stable throughout
8. Achievements - a CV that contains this section that person's lifetime, the individual's character
indicates that the applicant has attained some pattern of behavior, thoughts and feelings.
degree of fulfillment in his career or personal life or
both. Outstanding and smart applicants usually PLACEMENT
indicate how competitive they are and the things
It is the determination of the specific branch, department,
that they are most proud of whether it be a
division, section or unit where the individual is to be
scholastic achievement in school, a major project
assigned for work.
they organized and led, a competition they have
won, among others. FACTORS DETERMINING WORK ASSIGNMENT:
9. Training courses, seminars, conferences
1. Requisitioning office
attended - a CV that has a number of entries in this
section is a good one especially when the training 2. Branch
courses, seminars and conferences are relevant to 3. Department, Division, Unit, Section
the position applied for. It tells you that the
applicant did something well to enhance and Evaluation of Placement. The Job Performance Rating
upgrade his skills. form should include the extent to which the worker has
been currently placed. If wrong placement is identified, job
10. Technical skills and qualifications - this section
rotation should be resorted to at once.
contains a list of skills related or not related to the
job applied (computer, driving, public speaking, Activity: Read and analyze the following statement based
machine operation, foreign languages, etc.). on a manager's point of view and be able to answer follow-
11. Hobbies, sports and pastimes - this section of up questions.
CV is either omitted or not given attention by Every time you bring in a new employee your company
recruiters. If you want to know how well-balanced a makes many long-term investments related training. Making
person's weekly routine is, this section will tell a lot the best hiring decision will have major impact on your
of things. company, leading to increased productivity and lower
12. Affiliations and organizations - many applicants turnover rates. On the other hand, if you are not able to hire
forget to indicate the clubs, societies, associations the best fit for a role, chances are that the new employee
and organization where they belong. This section won't succeed on the job and all the time, effort and money
will tell you what kind of activities or people they spent with his integration on the company is lost.
spend their time with outside their work. This could
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CHAPTER 6: FUNCTIONS OF HUMAN RESOURCES MANAGEMENT
1st Semester | A.Y. 2025-2026 | BSBA – 2I
Questions: for each worker that will give him adequate "breathing
space". Moreover, in case of emergency like fire, storm, or
1. As a manager, what technique are you going to use earthquake, it would take time for workers in congested
to be able to retain your employees? rooms to escape, and most likely panic and rampage occur
2. What is the most appropriate strategy to use in order resulting injuries and fatalities.
to find the best fit for your organization?
PHYSICAL LAYOUT - The office or plant should be
3. What might be the reason why companies lose their
designed in such a way that communication among the
workers? Give examples.
employees is facilitated. An area for coffee breaks may
allow employees time to socialize and enjoy the company of
C. MAINTENANCE OF HUMAN their friends even at the workplace.
RESOURCES (Third function) TEMPERATURE OF THE WORKPLACE - The right
This phase insures his retention in the organization temperature should be maintained during work hours to
and his motivation for more and better productivity insure efficiency among the workers. It has been observed
that employees work harder and faster in workplaces with
Maintenance is the supportive function of Human air conditioning units. Hot or warm offices are conducive to
Resources Management. drowsiness especially after a Filipino lunch consisting mainly
of carbohydrates and fatty foods.
FUNCTION OF MAINTENANCE INCLUDES:
Employers must realize that generally employees
1. Worker orientation go to work earlier and go home later when the cooled
2. Physical working conditions offices provide them the comfort that their homes do not
offer.
3. Motivation
4. Performance evaluation SAFETY - The office or plant surroundings should be kept
5. Compensation administration not only clean but also safe at all times. Inspection of work
surroundings should be a daily task of the officers in charge
6. Management-Labor Relations to insure that rules and regulations are being enforced.
7. Movement
 Slippery floors should immediately be swept or wiped
 NO SMOKING signs in the factory should be followed
 Electrical connections must be inspected regularly
1. ORIENTATION  Signs leading to dark cubicles
Orientation refers to the assistance given to the  Work equipment and tools should be in the right
newly-hired employee in adjusting to the new work working conditions
environment which encompasses the people around him, 3. MOTIVATION
the facilities of the organization, the programs and services,
and technology used in the production of goods and What is motivation? A motive is a reason for doing
delivery of services. something. Motivation is concerned with the factors that
influence people to behave in certain ways. The three
TYPES OF ORIENTATION: components of motivation as listed by Arnold et al (1991)
are:
1. Formal Orientation - This type of orientation is used
when there is a group of new workers that are regularly  direction-what a person is trying to do;
taken in periodically. The activities include:  effort-how hard a person is trying;
 persistence-how long a person keeps on trying.
a. Tour of the offices and/or plant
b. Film showing the history, Motivating other people is about getting them to move in
philosophy and structure of the the direction you want them to go in order to achieve a
organization result. Motivating yourself is about setting the direction
c. A review of the job description of independently and then taking a course of action which will
each worker ensure that you get there.
d. A general assembly where short
discussion of the benefits, Motivation can be described as goal-directed
programs and services takes place behaviour. People are motivated when they expect that a
course of action is likely to lead to the attainment of a goal
2. Informal Orientation - In smaller organizations, the and a valued reward -one that satisfies their needs.
newly hired worker is assisted by another employee of
the same department where the former is assigned to Well-motivated people are those with clearly defined goals
work. The activity includes a quick tour at the work who take action that they expect will achieve those goals.
setting. Such people may be self-motivated, and as long as this
means they are going in the right direction to achieve what
2. PHYSICAL WORKING CONDITIONS they are there to achieve, then this is the best form of
motivation. Most people, however, need to be motivated to
- The first things that impress or depress any worker
a greater or lesser degree. The organization as a whole can
- Physical aspects of the workplace affect the
provide the context within which high levels of motivation
psychological state
can be achieved by providing incentives and rewards,
SCOPE: satisfying work, and opportunities for learning and growth.
But managers still have a major part to play in using their
1. Space Allocation motivating skills to get people to give of their best, and to
2. Physical Layout make good use of the motivational processes provided by
3. Physical Layout the organization. To do this it is necessary to understand
4. Temperature of the Workplace the process of motivation - how it works and the different
5. Safety types of motivation that exists.
SPACE ALLOCATION - adequate space should be provided - It is the intrinsic inducement that propels an individual
for the employees, to give them elbow room for easy to think, feel, and perform in certain ways. It is
movement while at work. In some western countries, it is internalized and the most important yet elusive
mandated by law to allow a certain amount of cubic space
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CHAPTER 6: FUNCTIONS OF HUMAN RESOURCES MANAGEMENT
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determinant of work behavior. Motivation is stronger
when backed up by a person's needs which are
consistent with his values.
MOTIVATION – BEHAVIOR MODEL

NEEDS/VALUES MOTIVATION

GOAL

BEHAVIOR

Nature: Motivation is predicated on needs and values of an

individual that direct behavior toward goals.
NEEDS are the basic components we cannot live
without
VALUES are the life's artifacts that we prize and
cherish most.
Example: A worker needs recognition and he
values it too. But not all needs are values and not
all values are needs. For instance, a worker needs
raise in pay but he values challenging work more.
"To command the right kind of loyalty you have to make the
needs of the people paramount, not the needs of the
organization. If you can meet the needs of the people, you
will indeed meet the needs of the organization." - Mr.
McColough, Xerox Company

PURPOSES OF PERFORMANCE EVALUATION

1. To guide decisions on movement among personnel.

4. PERFORMANCE EVALUATION
2. To determine salary adjustments, pay increases
Another maintenance function which encourages and fringe benefits
continuance and stability, if done properly is the evaluation 3. To determine training needs.
of performance. 4. To standardize procedures in effecting job
assignments.
- It refers to the appraisal of the accomplishment of the
employees (workers, managerial staff, front line 5. To improve performance of substandard
supervisor and top management). The movements of performers and to provide incentives to maintain, if
the human resources are not just servo mechanisms, not increase, efficiency of those who perform at
their activities and movements have to be places under par.
reasonable, fair and just observation and evaluation. 6. To provide basis for career planning
7. To validate criteria and procedure used in
screening and selecting job applicants
8. To serve as formal records or evidences in labor-
management disputes In grievance procedures.

5. COMPENSATION ADMINISTRATION
COMPENSATION (Martirez, 2007) is the equivalent in
any form that is given to the individual for his work. It is also
called as "job reward"
Wages in most companies refer to the
compensation paid by employers to workers. Usually
paid in an hourly rate, this is paid to groups such as
those who work in production or maintenance;
this could also include family allowance, relief pay
and other financial support.
Salary is paid to employees who work in a clerical,
administrative, and professional capacity. Usually
salaries are based on a weekly or monthly rate.
Incentives on the other hand are schemes or
programs of companies to motivate their employees.
This is usually monetary but can also include a
variety of non-monetary benefits and/or prizes.
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Bonus refers to extra pay due to good COMPENSATION ADMINISTRATION TERMS
performance.
Demotion refers to a change of status from one
Allowance is an amount of money set aside for a position to another position of a lower pay level; one type of
designated purpose. demotion is reclassification of a position to a lower level.
Maximum pay rate is the highest wage that an
The payment of commission as remuneration for employing organization unit may pay an employee for a
services rendered or products sold is a common position within a given pay level after the 90-day provisional
way to reward period.
sales people.
Minimum pay rate is the lowest wage that an
Fringe Benefits - benefits provided by employers employing org unit may pay an employee for a position
by means of pay of various kinds of: rest periods, within a given pay level.
holidays, vacation, sick leaves, leaves of absence,
Promotion refers to a change of status from a
paternity and maternity leave, bereavement leave,
position at a lower staff classification or pay level to a
insurance of life, health, accident, workmen's
position of a higher pay level; one type of promotion is
compensation coverage.
reclassification of a position to a higher staff classification or
Cash - base pay, merit increases, incentives and pay level.
bonuses.
Regular employment refers to those continuing
indefinite positions that are occupied 50 percent or more of
COMPENSATION ADMINISTRATION includes the reward
a workweek for a 12-month period. (The percent changes
structure, its philosophy and bases.
for periods of fewer than 12 months.)
TYPES OF REWARDS: Regular pay means the employee's hourly rate of
a. Intrinsic - are those related to job itself pay exclusive of extra pay, such as shift differential,
overtime, etc.
Kinds of Intrinsic Rewards:
Transfer refers to a change in position from one
 Participation in Decision-Making org unit to another org unit.
 Greater freedom and discretion
 More responsibility Pension - is an arrangement to provide people
 Opportunities for personal growth with an income when they are no longer earning a regular
 Diversity of Activities income from employment.
Retirement Plan/ Superannuation - refer to a
b. Extrinsic - refer to the components outside the job pension granted upon retirement. It may be set up by the
like pay. It is the most obvious form of compensation. employers, insurance companies, government, or other
Three (3) Classifications of Extrinsic Rewards institution s such as trade or labor unions

1. Direct KINDS OF LEAVES:

2. Indirect
3. Non-financial compensation 1. Sick leave - can be availed when an employee is
sick, operated
DIRECT INDIRECT NON-FINANCIAL 2. Vacation leave - can be availed of when an
COMPENSATION COMPENSATION COMPENSATION
employee wants to take vacation or time off work to
• Basic • Protection • Preferred enjoy holidays or trips in the countryside or simply
Salary/Wages Programs Office spending time with their family
• Overtime & • Pay for time
furnishings
3. Maternity leave - can be availed only by pregnant
Holiday not worked • Preferred women expecting to deliver a baby and may range
Lunch from 30 days to 75 days
• Performance • Services and
Bonuses Perquisites • Assigned 4. Paternity leave - can be availed only by men
whose spouses are expecting to deliver a baby.
• Profit Sharing
Parking
Issues however, have been raised on availment of
• Stock Options
• Preferred
such benefits when the pregnant spouse is not
Work
assignments legitimate spouse of a man.
5. Emergency leave - can be availed during
• Business
inclement weather, transportation strike, natural
Cards
disaster and similar situations
• Own Secretary
6. Bereavement leave - can be availed during death
• Impressive of a family member or relative. It could be three to
Titles five days in a year
7. Birthday leave - can be availed only once a year,
*Protection Programs (examples: insurance, tenure, security during an employee's birthday.
guards, and burglar alarms) 8. Childcare leave - can be availed to attend to
* Pay for time not worked - (example: "no salary deduction") school events, babysit at home, or to bring a sick
* Services and Perquisites (scholarships, non-formal training child to the doctor.
programs, tuition refunds, bus and car services, rice 9. Study Leave - can be availed by employees who
allowances, counseling services, etc.) are working students, taking a certification or
licensure board exam, or completing their school or
Rewarding means recognizing employees course requirement training, and corporate
individually and as members of teams, for their executive orientation around the country or outside
performance, acknowledging their competencies and the country.
contributions to realizing the organization's strategic goals. 10. Holiday pay - is mandated by law wherein
employees get time off and get paid at a premium
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when they report for work during an official public 15. Transportation allowance - money given to an
or special holiday (Labor Day, Independence day, All employee for his transportation expenses in lieu of
Saints Day, Christmas Day) a company car service. (in some cases they may
11. Extra time off - is given to employees who have be in the form of a cash advance)
worked straight duty for two or more shifts. 16. Cellphone Allowance - money given to the
employee to cover his communication expenses.
12. Sabbatical leave - is availed with or without pay
17. Educational Plan - benefit given to an employee
by employees who will be out of the company for a
whose children are about to go to college and the
specific period of time, e.g. 1 year, to pursue
educational plan is meant to pay for the children’s
important things to do like a course or a project.
tuition.
18. Scholarship - availed of by employees who wish
Tenured or Regular Employees are those who have
to advance their professional education, e.g.
completed and passed the probationary period and,
master’s degree, certification courses, doctorate
subsequently, become entitled to all kinds of leave allowed
degree and othe special course
by the company.
19. Study grant or student financial assistance -
EXAMPLES OF FRINGE BENEFITS: availed by employees pursuing an education but
did not qualify for the company’s scholarship
1. Duty meal - one free meal availed at the grants.
employee’s cafeteria for every 8-hour duty. 20. Housing or accommodation - is a benefit
Overtime duty could mean an additional meal. provided to employees who are not residents of the
2. Dining Privileges refer to entitlement to dine in F local community. (given to expatriates or non-
and B outlets. Usually limited to a certain amount residents)
set by management. 21. Housing Loan - availed by employees who are in
3. Discounts in Product and services refer to the process of building their own homes
entitlement to reduce payment of 22. Salary Loan or salary Advance - availed by
accommodations, F and B products and other employees who need extra cash for family needs
services of hotels. or emergency needs
4. Company car is vehicle owned by the company 23. Computer Loan - availed by employees who want
but may be used by a manager or employee by to buy a personal computer or laptop
virtue of his position or nature of work. Managers 24. Memorial plan and burial benefits - n availed
and key officers are given this benefit for mobility of by an employee for himself or a family member
purposes. 25. Sack of Rice - is provided by companies to
5. Car plan is the availment of a vehicle to be employees in countries where rice is a staple food
purchased and paid in advance by the company for once in a quarter or once every six months or once
an employee whose salary will be deducted a a year.
monthly amortization until the cost of the car is 26. Grocery or shopping Vouchers - given by some
fully paid up. companies to augment the food household budget
6. Employee’s uniform is a provision of a company of their employees.
of prescribed uniform to its employees. In the case 27. Club or Gym Memberships - are provided to
of multinational companies, these uniforms are employees by companies that are fitness and
designed by prominent countries and fashion health conscious.
houses. More austere companies provide a uniform 28. Stock Options - are benefits given to senior
or clothing allowance to employees paid once a managers as a privilege to become stockholder of
year. the company
7. Commission is an amount, usually in percentage 29. Medical Examination or Check up - a benefit
term, equivalent to a fraction of an employee or a check-up given to employees to assess their
unit’s revenue contribution to the company. It is overall health condition.
usually given to sales executive and frontiers that 30. Dental treatment - a benefit to employees who
may or may not be mandated with a sales quota. may want to have their teeth or dentures fixed,
8. Service Charge – cumulative amount collected cleaned, extracted or gum problems cured
within a given period, as part of customers’ bills, 31. Employee Awards - Employee of the year,
and subsequently divided equally among all perfect Attendance Award, Top Producer of the
regular employees of a hotel or restaurant Month/Year
9. Performance Bonus or merit Increase - refers 32. Training - benefit most employees welcome
to a monetary incentive awarded to an employee because they become better at their jobs
with outstanding work performance during a 33. Employee Associations - Employee’s Chorale,
specific period. Basketball team, Chess team, Art Club, prayer
10. Christmas Bonus - a monetary incentive given Groups
during the Christmas Season aimed at augmenting
the employee’s expenses at year-end. 6. MANAGEMENT-LABOR RELATIONS
11. Mid-year Bonus - is a monetary incentive given in
may or June aimed at augmenting employee’s The term, management-labor relations refers to
expenses during school opening. the interaction between the top and middle officers on one
12. Travel Opportunities - a benefit to selected hand and the rank and file workers on the other hand as
employees who are tasked to attend conferences, affected by and as a result of the internal and external
meetings, expositions, trade shows, negotiation forces of the organization.
meeting, special training, and corporate executive It includes the patterns of collaboration,
orientation around the country or outside the cooperation, competition, compromise, avoidance and
country. conflict between the officers and workers in any type of
13. Free trips - form of bonus to top producers of a organization.
company. They could also be familiarization tour
incentive by travel agencies Management refers to the formal group of
14. Secondment opportunities - temporary executives expressing and acting as one body in its
assignment to another branch or affiliate of the relations with the workers of the organization. It
company (usually outside the country of origin of includes the BOD, the top echelon officers and the middle
the employee) management group of supervisors and front-line officers
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2. Justification for outward transfer.
Labor is the group of rank and file 3. Measures to be taken on disappointed candidates.
organized formally, expressing and acting as one 4. Measures to be taken on refusals for promotion.
body in its relations with the management of 5. Provision for equitable promotion opportunities
the organization. This consists of the professional 6. Guidelines on layoff and recall, discharge and
and technical employees, the non- professional demotion.
and non-technical workers below management
level. As a formal group, it is referred to as union. D. DEVELOPMENT FUNCTION
Labor Code of the Philippines (P.D 442) stands as the (Fourth function)
law governing employment practices and labor relations in
the Philippines. It was enacted on Labor Day of 1974 by Human resource or employees are the most dynamic and
President Marcos, in the exercise of his then extant usually the most expensive of all the organization's
legislative powers. resources. They need to be supported and nurtured if they
are to achieve their full potential, both for themselves and
for the organization. As a manager/ administrator one is
SIX MAJOR PARTS: responsible for the performance of all of his/her staff and
he/she should be actively involved in the process of
Book I- Pre-employment identifying and attempting to satisfy their training needs.
Book II- Human Resources Development Programs
Book III- Conditions of Employment - Human Resources Development is a function of
Book IV- Health, Safety, and Social Welfare Benefits management that registers, traces and insures
Book V- Labor Relations individual progress through continued job proficiency,
Book VI- Post-Employment career growth and individual guidance. Competencies
It prescribes the rule of hiring and termination of are upgraded and expertise is developed in this phase
private employees; the conditions of work including of people management.
maximum work hours and overtime; employee benefits
such as holiday pay, 13th month pay and retirement pay; DEVELOPMENT
and the guidelines in the organization and membership in
labor unions as well as collective bargaining agreement - Usually education refers to the broadest view of
(CBA). knowledge and skills acquisition (Mankin 2009). It is
more career-orientated than job-oriented and is
Rights of the Workers concerned with the longer term development and
potential of the individual.
1. Right to self-organization means the right to form,
join and assist a labor union. - Managers look at employees as adaptable resources
2. Right to collective bargaining with a variety of skills and places within the
3. Right to just and humane conditions organization and are concerned with giving the
Examples of unfair labor practices: strenuous child individual the right mix of skills, experiences and
labor, dismissal without due process, overtime work contacts to enable them to achieve their full potential.
without corresponding overtime pay, dismissal without due Education tends to be a matter for the community and
process discrimination against certain individuals/group government to deal with.
4. Right to security of tenure
Training and development are traditionally the matters for
5. Right to participate in decision-making
the concern of individual organizations based on their
6. Right to question if basis is unfair/discriminatory or is
specific needs. However, there are overlaps where the
in violation of collective bargaining agreement.
government intervenes to provide support for training
7. Right to due process
sections of the population in certain widely needed skills.
8. Right to file grievance
For example, skills enhancement courses for the long-term
9. Right to just share in fruits of production
unemployed in developed countries to re-train them for new
industries or needs.
7. MOVEMENT
Competencies - measurable skills, abilities and
This refers to the vertical, lateral, downward or personality traits that identify successful employees
outward shifting of employees at the right time and in the against defined roles within an organization.
right places. It may or may not involve change in pay, status
and job conditions. Except for outward movement activities, Core competencies - competencies that any
movement is considered as a maintenance function for it successful employee will need to rise through the
improves employee retention within the organization organization; the level of accomplishment may vary but the
essential competency will remain the same.
Movement includes: promotion (vertical), transfer Competencies can, of course, change over time and
(lateral/outward), demotion (downward), layoff, should not be regarded as immutable.
discharge, resignation, retirement, involuntary quit
(outward) According to Spencer and Spencer (2003), competencies
include five areas:
A regular employee may be separated to the organization
due to the following: 1. Skills- demonstration of expertise
2. Knowledge- accumulated information
a. Insubordination 3. Self-concepts- attitudes, values, self-image
b. Job negligence 4. Traits- general disposition to behave in certain
c. Retrenchment ways
Guidelines on movements should be firm and disseminated 5. Motives- recurrent thoughts that drive behaviors
to the work force on the
following areas: CORE COMPETENCIES THAT ARE SPECIFIC TO
THE JOB ITSELF SUCH AS:
1. Criteria for promotion
and transfer within a. Integrity
the organization. b. Customer focus
c. Quality Work
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d. Service 4. Larger than expected reject rate.
e. Perseverance 5. High accident rate
f. Teamwork 6. Change in employee career plans and organization
g. Emotional Intelligence objectives, structure and staffing f or the future
7. Untapped potentials that is promising
Other competencies: 8. Through training learning occurs.
a. Statistical Competency
b. Presentation Skills LEARNING - refers to the acquisition of knowledge by
c. Technical Competency Individual employees or groups of employees who are
willing to apply that knowledge in their jobs in making
EXAMPLES OF COMPETENCIES IN GENERAL decisions and accomplishing tasks for the company.
(Raymond Noe)
a. Business Savvy
b. Flexibility Knowledge according to Noe, refers to what individuals or
c. Self-confidence teams of employees know or know how to do (human and
d. Analytical Thinking social knowledge) as well as company rules, processes,
e. Leadership tools and routines.
f. Interpersonal Skills
g. Service Delivery
h. Achievement-Oriented
i. Technical Skills
j. Communication Skills
k. Initiative TWO TYPES OF KNOWLEDGE:
l. Judgment
m. Problem-solving 1. Explicit knowledge - the knowledge that can be
formalized, codified and communicated. Thais is, it can
IMPORTANCE OF DEVELOPMENT FUNCTION: be found in manuals, formulas and specifications.

- Human Resources grow in worth thus their utilization 2. Tacit knowledge - the personal knowledge based on
reaches maximum strength and power. individual experience that is difficult to explain to
- Prepares human resources for any shift in work that others. It is difficult to
may be undertaken within the organization or outside. communicate. Thus, it is passed
- Workers are updated to the latest technology to avoid along to others through direct
obsolescence. experience (e.g. interacting with
- Gaps in knowledge, skills and attitudes can be filled. other employees, watching
- Strengths are developed. Limitations are decreased. others employees)
- Employees are recognized and their aspirations are TYPES OF LEARNING
met.
OUTCOMES:
- Helps employees learn so they can successfully
1. Verbal Information - includes names or labels, facts,
THREE PROGRAMS: and bodies of knowledge. Verbal Information includes
1. Training and education specialized knowledge that employees need in their
2. Career Planning jobs.
3. Counseling 2. Intellectual Skills - include concepts and rules which are
critical to solve problems, serve customers, and create
TRAINING products.
3. Motor Skills - include coordination and dexterity of
seen as a series of program or events that physical movements
employees attend. After attending the training program,
employees are responsible for using what they have learned 4. Attitudes - combination of beliefs and feelings that
in training on the job, and any support they might receive is predispose a person to behave a certain way.
based on the whims of their manager.
Training site - refers to the room where training will be
Dessler (2005) defines training as methods used to give conducted.
employees skills they need to perform their jobs. Therefore,
training implies preparing an employee for an occupation or FEATURES OF A GOOD TRAINING SITE:
specific skills. In this case, it has to be narrow in its focus
and be for the job, rather than personally oriented.  It is comfortable and accessible
Training is usually provided to adults and is aimed at  It is quite, private and free from
producing an improvement in performance at work, by interruptions
addressing weaknesses in knowledge, skills, or attitudes. It  It has sufficient space for trainees to
tends to be more practically focused and can take place in a move easily around in.
variety of environments and concerned with the acquisition
of knowledge, skills and attitudes. DETAILS TO BE CONSIDERED WHEN
EVALUATING A TRAINING ROOM:
SIGNALS FOR THE NEED OF TRAINING
a. Noise - check for noise from heating and air-
People learn best when they have to learn. Applying what
conditioning systems
was learned to real-world situations strengthens one's focus
b. Colors - pastel hues such as oranges, greens, blues
and determination
and yellows are warm colors. Variations of white are
The following conditions occur, training may be cold and sterile. Blacks and brown shades will close the
imperative: room in psychologically and become fatiguing
c. Room structure - use room that is somewhat square
1. Substandard work performance. in shape. Long narrow rooms make it difficult for
2. Decreased productivity trainees to see, hear and identify with the discussion
3. High wastage or scrappage of resources
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d. Lighting - main sources of lights should be is the process by which the individual workers
fluorescents lights patterns and orchestrates his separate but related work
e. Wall and floor covering - carpeting should be placed activities to prepare him together with the organization to
in meeting area take greater job and personal responsibility for his future.
f. Meeting room chairs - chairs should have wheels, Career Planning is when an employee maps his future
swivels and backs
g. Glare - eliminate glare from metals surfaces, TV The objective of career planning is to make the
monitors and mirrors individual accept responsibility for whatever he achieves.
h. Ceiling-ten-foot-high ceilings are preferable An employee don’t want status quo in his life as a
i. Electrical Outlets - outlets should be available every career person. Status quo means to keep the things the way
six feet around the room they presently are.
j. Acoustics - check the bounce or absorption of sounds
from the walls, ceiling and floor and furniture.

TYPES OF TRAINING

1. Task Orientation - This training is given to employees

on probation
2. On the job training/OJT - it is simple and realistic
giving the worker a hands-on approach to actual
methods, problems and solutions right on the job
3. Vestibule Training - in this type of training workers
are offered a short course under working conditions
that approximate those in the next levels.
Vestibule means part of a building that leads one
to the main room.

4. Training for tenured employees

Types of Place of Type of
Employees Training Program Below is an illustration of the career planning succession of
Operative On-site Formal an individual
Managerial Off-site Non-Formal Common Reasons Why an Employee Fails to
Plan his Career:
 Operative Employees - include the professional,
technical, rank and file group 1. A typical Filipino worker is shy and oftentimes
 Managerial Employees - the top and middle awaits management to open up the topic before he
managers dares to articulate his desire to plot out his future.
o On-site training - is a training given within the 2. The fear that he will be labeled by other people as
ambitious or “hambug”.
compound of the organizations which has training
rooms for the program 3. An employee is resistant to change.
o Off-site training - held outside the organization 4. The fear that his supervisor might threaten him for
compound like schools, hotels, resorts, clubhouses his desires to move up.
or special conference places to minimize, if not, to 5. The employees enjoys his present benefits that he
preclude, interruptions of trainees during the forgets to invest something for the future.
training program and
also to provide COUNSELING
fellowship among
trainees. is the person-to-person relationship between a
professional guide and client in which the former helps the
Formal Training - is a degree
latter solve his own problem.
program which is conducted by
an educational institution
From time to time your employees will have
conferring bachelor, master
personal problems which either affects their work or those
and doctoral degrees.
they need to discuss with you.
Non-formal Training - consists of short-courses like
Being cast in the role of counselor can be
seminars, workshops, colloquia
extremely worrying until you realize how
many problems are solved by merely
POLICIES ON TRAINING: offering a sympathetic ear. Giving
1. Institution or Individual Based employees a chance to talk around the
2. Who selects trainees? problem often leads to them finding their
3. Criteria for selection own solutions. In fact it is important not to
4. Resources for training impose a solution of your own devising.

TRAINING RESOURCES: TROUBLE-SPOTTING - you will have to keep an

eye to spot problems: not all of your employees will want to
1. Financial make the first approach. Encourage employees to talk by
2. Resource Persons offering reassurance, encouragement and by asking open
3. Facilities questions: how? Which? What? Why? When? Where? Who?
4. Actual Job needs
GIVING SUPPORT - listen carefully, and show that
you have been listening by summarizing the points the
CAREER PLANNING or CAREER employee makes. Avoid giving advice or criticizing. If you
DEVELOPMENT have an idea which might help, offer it merely as a
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suggestion. When they have found their own solution, relating to compensation, collective bargaining, jobs,
support it and agree with them the action they should take. quality of work and so on. It involves preparing a
Finally let them know that they are welcome to return for series of questions on the area of research. Survey
further talk if they want to. method is used in variety of situations where people
and organizations are involved.
3. Case Studies - through this technique the systematic
E. RESEARCH ON HUMAN and in-depth investigation of the significant
RESOURCES (Fifth Function) relationship under given circumstances is possible.
The careful analysis of case studies may lead to broad
The 21st century paved way for more R&D activities in application in the area of HR Management and Human
different workplaces. HR Reseach is most effective Relations.
developing HR Practices and is supportive in HR activites. 4. Statistical Studies - statistics is widely used in
research. Under this method collection, classification,
Human resources research is a formal and scientific analysis and interpretation of data are undertaken.
investigation on the people component furnishing new data The various statistical methods such as mean, mode,
to the management which uses them for better formulation median, correlation and regression, trends,
and application of policies and practices. probability, chi square and others are used to draw
statistical inferences.
- Is a process of mental picturing of the future of the
people in the organization. 5. Mathematical models - this technique is used to
explain the specific relationships between variables.
The following are the objectives of HR Research: Computers have made the use of mathematical
1. It seeks to evaluate the present position in the models widespread in management research.
concerned are of research. Mathematics helps in examining the complex
relationship between variables and enabling decision
2. It facilitates prediction of future events and making simple and effective.
behavioral patterns.
6. Simulation Models - this technique is used in
3. Evaluation of current programs, practices and procurement and training of employees, collective
policies is possible through HR Research bargaining and to study the problems relating to
production and inventory control.
4. It paves ways and means for building up capabilities
and attitudes of employees regularly. 7. Field or action research - in this research
technique, behavior of the employees or workers are
5. It facilitates the evaluation of proposed HR policies studied. This is very useful to study group behavior in
and programs. organizations as well.
6. It facilitates change, enables management to
replace old techniques with the new ones.
Review Questions:
The objective of research is to discover this truth.
Research purports to improve the philosophy and 1. What do you think are researchable HR-related
psychology of human resources management. it contributes problems of an organization?
to the organization’s continuity and is essential to the 2. Why is it relevant today to focus on research and
development and maintenance of professional human development activities?
resources management. (Flippo) 3. Do you consider research as an indispensable
function of the Human Resource Department? Why?
Flippo, lists five uses of research in human
resources management:
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
By and large, the research program is an
organized, effective and helpful to the organization as the
attitude of those at the management helm is supportive and
professional.

THE RESEARCH TECHNIQUES OF HRM ARE THE

FOLLOWING:
1. Historical studies - past records serve purpose here.
All reputed organizations maintain records of their
employees relating to several aspects creating
problems such as accidents, salary and wage
structure, employee turnover, absenteeism,
performance and leaves. Researches investigate past
records and seek information by conducting interview
of present and past employees.
2. Survey - survey research in relatively inexpensive
and enables collecting large sampling of opinions