RIZAL TECHNOLOGICAL UNIVERSITY

Cities of Mandaluyong and Pasig

COURSE TITLE

Student Name
Section
Schedule
Program BSBA Major in Human Resource Development Management
College College of Business and Entrepreneurial Technology
Professor
Module Duration

1ST SEMESTER I 2020 - 2021

 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

ADMINISTRATIVE OFFICE MANAGEMENT MODULE:

SESSION NO. 5/ WEEK NO. 5

MODULE NO. 5: Managing Human Resources

Topics:

1. Selecting and Orienting Office Employees;

2. Supervising Office Employees;
3. Training, Appraising and Promoting Office Personnel;
4. Analyzing and Evaluating Jobs;
5. Compensation/Salary Administration;
6. Labor-Management Relations in the Office;
7. Office Personnel Problems; and
8. The Biggest Lesson.

Overview

Much of an organization’s success is attributed to the quality of its workforce.

Making a significant contribution to this area is the employee selection program used
by the organization. Effective, well-designed programs generally yield better results
than do their counterparts. Human resources, training and labor relations managers
and specialists provide this connection.

Human resources are considered one of the most valuable assets of an

organization. It constitutes the most significant and potent factor of all the available
resources in an organization in determining the success of its operations (growth and
development) or failure. Managing human resources helps in bridging the gap between
office personnel’s performance and the strategic goals and objectives of the
management. This module is designed to help the learners understand the significance
of effectively managing the workforce in the best way possible to meet the needs of

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 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

both employees and the organization. This module includes the discussion of human
resource management’s fundamental principles, scope, and various functional areas.

Study Guide

The following are the learners’ guide to complete this module:

• The learner should spend time in studying the given module;
• This module will be uploaded in the Google Classroom and
synchronous lectures will be done via Google Meet;
• The learning module encourages activities such as web-based
research and other reading materials to gain more ideas and
knowledge;
• This learning module focuses on exercises and learning activities to
increase the learners’ exposure to the given topic;
• Learners are encouraged to ask relevant questions regarding the
module in order to have a better understanding regarding the topic that
has been discussed; and
• The learners’ participation is closely monitored in both synchronous
and asynchronous sessions.

Learning Outcomes

At the end of the module, the learner will be able to:

1. Identify sources of potential office employees;

2. Know the role and function of supervision of employees;
3. Appreciate the value of job analysis;
4. Know how to administer salary and compensation;
5. Acquire knowledge in labor-management relations in the office; and
6. Identify problems of personnel in the office.

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 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

Topic Presentation

SELECTING AND ORIENTING OFFICE EMPLOYEES

Sources of Potential Office Employees

1. Internal Sources. It is better to promote an employee who meets the requirements

of the position than hiring from the outside. It is also an evidence that employee’s
competence is rewarded.

• Employee Referral. When this is used, employee recommend individual for

open positions within the organization. Referrals give employees a feeling of
recognition or it may cause problems if the individual referred does not perform
satisfactorily.
• Employee Promotion. Morale is likely to increase and turnover decrease when
employees can be promoted.
• Databanks. The information regarding employees' job qualifications is stored
in a computerized databank. This can be easily and quickly screened to
determine which employees are presently qualified for the open position.

2. External Sources. The advantage of external sources is that there will be big
potential applicant pool with new ideas to join in the organization. The disadvantage is
the possibility of getting or hiring mediocre to unsatisfactory employees due to a large
number of applicants for just one opening.

3. Unsolicited Applications. This is used to apply for a position without knowing

whether an opening actually exists. Individuals using this method may apply either in
person or by mail.

• Advertising - As a recruiting source, advertising includes classified newspaper

advertisements, magazines and journals. Radio and television notices,
electronic bulletin boards found on the internet.
• Educational Institution Placement Services - provide important services to both
the employer and the job seeker. The disadvantage is that some organizations
may recruit only at a limited number of colleges or universities.
• Public Employment Agencies and Private Employment Agencies - these
agencies help employers design testing programs, job analysis and evaluation.

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 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

• Web-based Employment Services using the web, the iob seekers registers with
the employment service and electronically submits resume-type information

4. Outsourcing. Organization turns over certain of its function to outside agency that
has the specialization of any recruiting, acting, and hiring employees. It is also common
to outsource janitorial, security, payroll, processing, food services, office services, etc.

5. Hiring people with disabilities. Employers cannot discriminate against an

individual with disability as long as a person is otherwise qualified for the job.

SUPERVISING OFFICE EMPLOYEES

Supervision is managing others through leadership and personal influence.

Management means simply getting things done., not necessarily through coordination
of the efforts of other people. Thus, an individual can be a good manager without even
dealing with people. A supervisor, however, exercises hands-on influence and
leadership skills to guide others. Effective supervisors share many qualities, including
the ability to maintain distance from their employees without losing awareness of their
activities, yet still caring about their productiveness and well-being. Similarly, effective
supervisors are direct and fair in their dealings with employees under their direction.
When supervisors discharge their duties effectively, productivity rises and employees
enjoy greater job satisfaction.

Role and Functions of Supervision

Supervisors play an important role in the business environment. Their primary

job is to see that the work performed by employees is completed on time and at the
highest level of quality. In order to complete this task, they must know the production
process and have an understanding of human behavior. Theirs is a pressure-filled job.

Supervisors perform a wide range of functions, all of which are closely

intertwined. For example, they must be excellent communicators. It is their job to write
reports, letters, memos, performance appraisals and the gamut of documents that
businesses need to operate. They must be equally comfortable in communicating with
chief executive officers and assembly-line- production. They must be able to run
effective meetings. They must carefully monitor the organization’s goals, strategies,
tactics and production schedules. They must be cognizant of union rules where
applicable. They must be computer trainers, confidants, computer experts, goal

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setters- in short, supervisors must be well- rounded employees who are willing to
accept the responsibilities required to keep a company running.

Supervisor as Communicator

Supervisors are required to communicate with a variety of personnel in the

course of their jobs. Approaches that might improve the productivity of people in their
20's, for example, are not generally, applicable to people in their 50's. Similarly,
supervisors must deal with people with a wide range of personal styles, regardless of
their ages and backgrounds. Supervisors must be able to write and speak concisely,
clearly, consistently, and courteously with senior managers, customers, suppliers and
production workers, other people who have an interest in the organization's activities.
It is the supervisor's responsibility to start the upward communication process to inform
middle and senior managers about production problems, adherence to production
schedules, budget variances and other matters. Furthermore, supervisors must be
able to react to downward communications from senior managers in order to address
problems as quickly and efficiently as possible.

Supervisory reporting mechanisms most commonly involve oral and written

reports needed to protect their workers, the organization, and themselves from legal
actions. For instance, supervisors must know when and in what form to use to
document problems, with personnel, which regulatory forms must be completed, to
whom they must be submitted and how frequently they should be done. Supervisors
must also understand laws and ethical guidelines governing employee surveillance as
they endeavor to monitor employee performance. Privacy issues play an increasingly
large role in the workplace, as practices including drug testing, videotaping of
employees, reviewing the computer files of employees and monitoring the phone
conversation of employees become commonplace in the business world. A large part
of a supervisor's time is spent communicating. In fact, some estimates suggest that
supervisors spend as much as 70 percent of their time communicating in one form or
another.

Supervisor as Trainer

An effective supervisor must be a polished trainer. It is part of the supervisor's

responsibility to demonstrate to workers exactly how certain procedures are
performed. Supervisors must also be excellent learners. Workers expect their
supervisors to be doers as well as teachers. Therefore, supervisors must be able to
master the tasks that workers are assigned to perform. This ability is much more critical

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 RIZAL TECHNOLOGICAL UNIVERSITY
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for first line supervisors than those in middle and senior management, especially in
industries using production processes. A thorough understanding of all jobs involved
in a given production process is essential to effective supervision, as supervisors are
ultimately responsible for deploying their workforce in the most productive and efficient
manner possible.

Supervisor as Student

For supervisors, life is a learning process. Not only must they learn the
rudiments of their subordinate’s jobs, but they must also learn basic supervisory skills.
They must take courses management, computers, communications and other skills
that will help them in their supervisory roles. If they do not continually update their
skills, they will fail as supervisors which is something neither they nor their
organizations can afford.

Supervisor as Goal Setter

Supervisors are responsible for setting goals for themselves and their
subordinates. In addition, they are charged with ensuring that unit and individual goals
set by senior management are met. They must sit down with their subordinates and
work together to set goals and monitor progress. This function requires full employment
of the supervisor’s communication skills.

Supervisors cannot simply set goals and then ignore them. First, they must set
realistic goals for themselves and their staff members. Then, they must establish
communication channels through which they and their subordinates monitor progress.
This involves constant feedback between supervisors and subordinates, without which
supervisors cannot be effective.

Supervisors as Evaluator

It is the supervisor's job to evaluate workers on a regular basis. Workers

appreciate feedback on their progress. Generally, they want honest and frequent
appraisals of their work and suggestions from their supervisors on how to improve their
performance.

Supervisors as Human Resource Specialist

Supervisors need to be aware of the needs of their subordinates. For example,

they must know how to motivate people, how to reward them, how and when to
discipline them and when and how to refer them to employee assistance programs.

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 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

They may have the assistance of human resources specialist in some of these areas,
but the basic responsibility is the supervisors. Given their daily presence among their
employees, supervisors play a critical role in maintaining good moral among the
workforce. Employees who are happy and take pride in their work and more productive,
loyal and responsive to overall corporate goals and projects.

Supervisors as Computer Expert

In today's business environment, supervisors must be computer proficient.

Many of today's management functions are tied closely to computers. For example,
computers are used extensively in decision making, production scheduling and product
design. Supervisors are not responsible for many of the functions facilitated by
computers, but they must have a working knowledge of how computers operate and
their role in the production process. The same production line, it is essential that
supervisors understand how these computerized systems work if they are to remain
technologically current. First-level supervisors in particular must stay abreast of
developments in computerized production systems. They must also be in positions to
advise senior management as to what computerized systems are applicable in
particular environments and what are not.

Supervisors as Producer

The supervisor is inextricably linked to the production of goods and services.

First, supervisors must be knowledgeable about the production process they control.
They are responsible for a large variety of simultaneous activities in the ongoing
production process. For example, to a large extent they control the production
schedule, supervisors are invariably involved in product planning design, project
staffing, employee training, simplification of work methods, maintenance of equipment
and organization of task and activities while striving to keep relations with workers as
amicable as possible. While performing these tasks, supervisors must keep the object
of meeting organizational or corporate goals in the forefront. The supervisor's tasks in
the production process also include equipment and materials management, such as
establishing guidelines for layout of the work being performed and selecting the right
equipment for each job. Supervisors must schedule carefully to ensure that time is not
wasted. It is a fact of business that idle time and workers are unproductive, costly and
a waste of capital investment. Thus, supervisors must be effective time managers and
employee motivators. They must also keep an eye on technological developments,

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since innovative advancements in machinery and work performance techniques are

constantly being made.

Supervisors must keep an eye on the future when performing their tasks. For
example, a punch machine in a factory may become outdated and need to be replaced.
It is an axiom in the manufacturing world that what is right for a particular job today
may be outdated tomorrow. Therefore, supervisors may not only need to recommend
new equipment, but might also be required to do economic analyses to justify the
purchase of new machinery. In some cases, they might also be asked to maintain
machinery or upgrade computer software systems. At the least, they must be effective
communicators who can convince senior management of the need for upgraded
machinery and the justification for capital expenditure outlays.

Supervisor as Adviser

Supervisors must be particularly effective in an advisory role. Supervisors who

can advise senior managers, middle managers and subordinates on topics that affect
their work activities are valuable. The problem is to restrict advice only to those areas
directly related to individuals needs at a particular time. More often than not, the
supervisor does not provide detailed advice on particular issues. Generally, the
supervisor's role is to point employees toward qualified professionals who can be of
assistance. That in itself requires that supervisors be aware of where the proper
professionals can be found.

There is seemingly no end to the areas in which supervisors become advisers.

In whatever are the advice is provided, it must be aimed at improving individual’s
performance and meeting organizational goals. As such, supervisors are called on to
advise staff members regarding their job performance and their personal lives as they
relate to the organization's goals.

Skill development is yet another area in which the supervisor becomes an

adviser. Supervisors who do not encourage their subordinates to develop their
personal and work-related skills are defeating their own purposes and depriving
employees of valuable training and advancement opportunities. Supervisors must
have a grasp of what training is available, how it relates specifically to individual
employees needs and where such training can be completed.

Supervisors as Idea Champion

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 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

An idea champion is an individual who generates a new idea or believes in the

value of a new idea and supports it in the face of potential obstacles. Generally, idea
champions are members of the lower supervisory levels. They typically are creative
people who are willing to take risks. Consequently, they frequently have trouble
convincing senior managers that a particular idea or system will be beneficial to the
organization. Thus, idea champions must often coordinate their activities with
sponsors, who are more often than not middle level managers.

Supervisor as Environmental Watchdog

Contemporary supervisors exemplify the prototypical knowledge workers that

the business world is beginning to demand. They must be knowledgeable about a wide
range of environmental issues and workplace safety programs. Today's supervisors
must be aware of public policy issues that were of no concern to their predecessors,
but which are taking on added importance today. For example, supervisors today must
have a broader knowledge of legislation affecting production than did their
predecessors. They must be careful to regulate the amount of air, water and ground
pollution released by the machinery and processes they oversee. In particular they
must have some knowledge of the reporting mechanisms that provide governmental
regulatory agencies with the information they need to ensure statutory compliance. It
is the first-level Supervisors who are closest to the production process. Therefore, it is
primarily their responsibility to make sure the production process is safe for their
workers and the public.

Supervisors as International Manager

The emergence of large international businesses is creating a new demand for

supervisors who can manage effectively in difficult circumstances. Contemporary
supervisors are well-advised to learn new languages and become aware of cultural
differences among workers. They must learn international trade laws and regulations
and the differences in reward and punishment systems. They have to learn how to
motivate workers in different countries and differentiate between what is ethical and
legal in one country but not in another. There is no doubt that to acquiring the
knowledge and experience supervise an international business is placing even
pressure on managers, but it is also opening new opportunities for supervisors.

TRAINING, APPRAISSING AND PROMOTING OFFICE PERSONNEL

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Cities of Mandaluyong and Pasig

Employee development which helps maximize use of human potentials is seen

as a continuous process that lasts for the duration of office tenure with an organization.
Beginning with employee orientation, the employee development process continues
with the training, counseling, appraising and motivating of employees.

Training

In every organization there is a need for a training and development manager

who will make sure that the training the company will provide to their employees will
give them the skills and knowledge they need to succeed in their jobs.

Appraising Performance of Office Employees

A performance appraisal, employee appraisal, performance review, or (career)

development discussion is a method by which the job performance of an employee is
evaluated (generally in terms of quality, quantity, cost and time) typically by the
corresponding manager or supervisor. A performance appraisal is a part of guiding
and managing career development. It is the process of obtaining, analyzing, and
recording information about the relative worth of an employee to the organization.
Performance appraisal is an analysis of an employee's recent successes and failures,
personal strengths and weaknesses, and suitability for promotion or further training. It
is also the judgment of an employee's performance in aa 0o based on considerations
other than productivity alone.

ANALYZING AND EVALUATING JOBS

Job Analysis

A job analysis is a step-by-step specification of an employment position's

requirements, functions, and procedures. Successful HRM practices can lead to
outcomes that create competitive advantage. Job analysis that is properly performed,
enhance the success of these HRM practices by laying the foundation. Job analysis
information can be applied to a variety of HRM practices.

Job Evaluation

Job evaluation is the process of systematically determining a relative internal

value of a job in an organization. In all cases, the idea is to evaluate the job, not the
person doing it. Job evaluation is the process of determining the worth of one job in

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 RIZAL TECHNOLOGICAL UNIVERSITY
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relation to that of the other jobs in a company so that a fair and equitable wage and
salary system can be established.

COMPENSATION/SALARY ADMINISTRATION

Compensation is a tool used by management for a variety of purposes to further

the existence of the company. Compensation and may be adjusted according to the
business needs, goals and available resources.

LABOR-MANAGEMENT RELATIONS IN THE OFFICE

The Labor Management Relations Act (LMRA), commonly referred to as the

Taft-Harley Act had two primary purposes: (a) to lessen industrial disputes and (b) to
place employers in a more equal position with the unions in bargaining and labor
relations procedures.

OFFICE PERSONNEL PROBLEMS

After being supervisor for a while, you realize that people demonstrate similar
patterns of behavior no matter where you work. Thankfully, for those of us in the free
service, most of these behavior patterns are positive and productive, but occasionally
we need to give some folks' behavior a tune-up.

Common Personnel Problems

Below, I've highlighted some of the more common or problems articular a

company office will face. The list is in no 0yee you'll n employee order, but if you're a
supervisor for any amount of time eventually deal with all of them.

The Inherited Poor Performer:

This can be one of the most difficult problems to take care of because
most of these people have developed their poor performance level from years
of little or no supervision. When you're a company officer to someone with this
problem, you’re first inclination is to seek out their former supervisor and punch
them. But what we'd like to do is often very different from what we can do

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 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

legally, so focusing on and dealing with the poor performer's behavior is

probably the better route to take.

The Excuse Meister

The excuses people come up with truly amaze me. Why can't people
just say, "I screwed up and will do a better job". Instead, we get an avalanche
of nonsense that pours out of the mouths in attempt to avoid taking
responsibility for their actions. We've become so accustomed to the "Excused
Meister” type of behavior that it has become the norm to blame someone else
and divert attention away from what really happened.

The Piss-Poor Attitude:

Trying to change someone's attitude can take a great deal of patience,

determination and commitment, because the person may not even realize they
have a problem. Maybe nobody’s ever thought it to their attention or maybe
they have been told, but they simply disregarded the information. I'm not sure
how people get away with maintaining a bad attitude, but this one of the most
challenging employee problems, because there’s rarely something in writing
that defines a poor attitude. It can be difficult to define or even describe a poor
attitude in words or on paper, but you know it when you see it.

The Lazy Lump:

The lazy lump is the person who seems to get away with doing a whole
lot of nothing. The most challenging thing about lazy people is they're rarely
called out for being lazy. Most firefighter would rather pick up someone else
slack than deal with the problem. The same could be said for parents that pick
up the house at the end of the night after their children have made a mess. The
parents didn't make the mess, but they pick it up because sometimes it’s not
worth the hassle of trying to teach the kids to pick up after themselves.

Responsibility and Accountability

Before you even begin to correct a problem, everyone needs to realize what
they’re personally responsible for. That may sound very basic, but not all employee
truly understands what their responsibilities are until you sit them down and clearly
outline them.

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 RIZAL TECHNOLOGICAL UNIVERSITY
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Once you've had that discussion, your personnel must also understand that
you'll hold them accountable all the time. Chief Summers from the Chino Valley Fire
District once told me, "You throw a few people out of the helicopter, the other people
start paying attention". Put another way, when people realize that you mean what you
say, and you hold them accountable for their action and/or inaction, they come around
fairly quickly.

The Biggest Lesson

The most significant lesson I've learned in dealing with personnel issues is that,
we have to care about what we’re doing. If you don’t care, then don’t waste your time
with discipline, because you’ll fail miserably. Plus, you’ve got to have a certain amount
of courage to inform someone that they’re behavior is detrimental to your crew and/or
department.

Guided Exercises / Learning Activities

To be able to answer these learning activities, make sure you will find time to
the read the module provided and/or participate in the synchronous class discussion.

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 RIZAL TECHNOLOGICAL UNIVERSITY
Cities of Mandaluyong and Pasig

Learning Activity 1

Instructions: Enumerate the Roles and Functions of a Supervisor. If you will be a

supervisor, among all of the twelve roles, what do you think is the role that you must
primarily possess to be able to be a good supervisor?

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 RIZAL TECHNOLOGICAL UNIVERSITY
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Learning Activity 2

Instructions: Office personnel problems are one of the issues that a manager faces.
Suppose that you are the manager of the company experiencing such things, suggest
ways on how you will manage the problem.

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Assessment

Instruction: The assessment for this module will be done through Google Forms.
The instructor will send the link on your respective Google Classroom. Kindly read the
instructions properly and answer the questions in all honesty and integrity.

References

Book:

M. Flores, Administrative Office Management, (2016) Unlimited Books Library

Services and Publishing Inc.

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