BA 101

HUMAN RESOURCE
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-HUMAN RESOURCES DEVELOPMENT-

MANAGEMENT
2nd Semester, AY 2024-2025
Prepared by:

Hiedi Lou A. Nemenzo

Instructor I

Adopted from:

Ms. Ailyn G. Randolph

Asst. Professor IV

College of Public Administration and Management

Bachelor of Science in Business Administration
 Course Description

Human Resource Management

HUMAN RESOURCES MANAGEMENT

HUMAN RESOURCES MANAGEMENT

The course develops a critical understanding of the role and

functions of the various human resource activities in an
organization, providing students with a comprehensive review of
the HRM concepts, techniques and issues.
 Topics:

o Concepts of human resource

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management
o Developing and implementing
strategic human resource
management plans
o Recruitment
o Selection
o Compensation and benefits
o Relation and Motivation
o Training and development
o Employee assessment.
 CHAPTER 1
Concepts of Human Resource Management

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This chapter introduces Human Resource Management

(HRM) as both a term that defines a management function
and an operating department within an organization. The
chapter outlines the progressive existence of HRM and
recounts various perspectives, theories, and approaches to
the concept. The purpose is to ensure the reader's
understanding of the definition, evolutionary progress,
opposing viewpoints, basic functions, and challenges of
Human Resource Management.
 CHAPTER 1
Concepts of Human Resource Management

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Learning Outcomes
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1. Explain the nature and concerns of HRM.

2. Discuss how Human Resource Management evolved to
what it is today?
3. Discuss the theories of Human Resource Management.
4. Enumerate the various approaches and their effect on the
concept of Human Resource Management
 1.1 Evolution Of Human Resource Management

Human Resource Management

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Is a description of formalities and established
patterns targeted at creating problem-solving
strategies for the progress of an organization.

It is a simple scheme that employs policies,

practices, and systems to close any
unpromising gaps between the company,
management, and staff. These impending gaps
could be both abstract and concrete.
The objective of HRM is to identify the gap(s) and implement the
strategies that best impede the discord between the primary
constituents of its purpose.

HRM policies, practices, and systems are developed and implemented

with a focus on three primary components:
 The objective of HRM is to identify the gap(s) and implement the
strategies that best impede the discord between the primary
constituents of its purpose.

HRM policies, practices, and systems are developed and implemented with
a focus on three primary components:

▪ Company/Organization
▪ Management
▪ Staff/employees
 Employees/
Staff

HRM
Policies,
Practices &
Systems

Organization/
Management
Company
 For many companies, one of the most abundant resources is human. Thus,
human resources become an essential element for productivity and subsequent
organizational performance.

Organizations that seek to effectively address regulatory compliance issues,

employee underperformance, low outputs, and other pain points, must first
safeguard its vital resource-its employees.

Employer-employee relationships can be complicated. Because the

relationship introduces both abstract and concrete interaction such as
sharing ideas, behavior, emotion, human capital, tangible work products,
attitudes, performance, and more, there is a delicate means by which
organizations must address protecting the relationships.
 • Attempts to protect the relationship
Human Resource that fuels the human productivity
element that contributes to the
Management organization's success.

• This protection is best served by

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developing and implementing

appropriate strategies to address issues
that compromise the relationship
between employees, management, and
the company.

• Many organizations establish an

individual business division or
department referred to as Human
Resource Management to be the
developer, keeper, and enforcer of these
problem-solving strategies.
 This stems from:
What is Human Resource ▪ Interviews,
Management? ▪ Analysis of an organizational stance -
financial and proprietary,
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Management division of an ▪ Imparting excellent and yielding

establishment is often tasked with knowledge on employees,
duties pointing towards the ▪ Work discipline,
general development of ▪ Curbing harassing and intimidating
acts among staff in the company, and
employees.
most importantly,
▪ Holding and preserving the industrial
and progressive relationship of an
organization.
 What is Human Resource Management?

• Staggering and various reports suggest the correct or appropriate

human resource personnel to employee ratios.
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• Leading consultants, SHRM (Society for Human Resource

Management), business bloggers, and others have all shared what
they deem to be best practices or the most common and effective
strategies for when to employ HR personnel. On average, most
reports and information suggest that a human resources
professional should be hired when a company has approximately
40 employees.
 What is Human Resource Management?

• Above all, it is important to know that with the absence of this vital
authority in any modern organization, there will be a series of
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challenges that affect the entire facets of the company. In essence,

setbacks such as poor staffing, strained staff relationships, poor
employer- employee connection, and various other hindrances
would be everyday happenings.

• The key is to seek a human resource professional early enough in

the process to avoid mishaps tied to compliance, law, recruitment,
performance, development, retention, and separation.
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Evolution of Human Resource
Management
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 Evolution of Human Resource Management

Human Resource Management as a term

A Historical Perspective and as a field of study did not just come
to be. It passed through several phases
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and labor divisions to forge its

prominence within organizations.

Practically, the medieval period saw the

rise of Human Resource Management
and its procession from an era limited to
agriculture to industrialization and on to
post-industrialization.
US
 Evolution of Human Resource Management

A Historical Perspective

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Pre-Industrial Revolution

As the name implies, this revolution encompassed a limited occupation in

society.

• The primary occupation was agriculture, accompanied by handicrafts.

• The idea of industrialization was lacking, and as such, the use of mostly
natural resources in a natural way owned the period.
 Evolution of Human Resource Management

A Historical Perspective
The following are the three main categories notable in three aspects -
slavery, serfdom, and contracted labour.
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A. Human Resource Mangement and slavery

✓ The use of humans as workforce commenced

on the mounds of slavery.

✓ The source of labor was majorly slaves

purchased by masters to work on farms.

✓ The masters were often less concerned or not

concerned with any aspects of staffing,
including wellbeing, health, and working
hours.
 Evolution of Human Resource Management

A Historical Perspective
A. Human Resource Mangement and slavery
✓ On this ground, masters were unable to filter
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unproductive workers from the field. Instead,

unable slaves were terribly dealt with and
compelled to work under difficult and sometimes
impossible conditions.

✓ However, there stood closeness between the

master and the slave. A loyal slave would often get a
reward of some sort or get sold out to the better
working ground.

✓ Eventually, some workers would depart and

establish their own industries while some others
remained with their masters.
 Evolution of Human Resource Management

A Historical Perspective
B. Human Resource Management and Serfdom:

✓ Serfs were bound to the land and owned

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by feudal lords.

✓ Since the era was mainly feudal, the

responsibility of serfs started and ended
on agricultural grounds.

✓ Serfs enjoyed some sorts of treats from

the feudal lords who often rewarded them.

✓ The reward could be in money or any

valuable material thing.
 Evolution of Human Resource Management

A Historical Perspective
C. Human Resource Management and Contracted Labor

As time evolved, human resources changed,

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and this altered the overall conception of

labor.

The days began to witness indentured or

contracted labor who enjoyed most of the
liberty over slaves and serfs.

✓ Masters tended to respect the laborers

during this time, and it was largely due
to the contracted nature of the dealing.
 Evolution of Human Resource Management

A Historical Perspective
C. Human Resource Management and Contracted Labor
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✓ The masters, on seeing hardworking

laborers, intended to keep them for
longer periods through extended
contracts or for a lifetime.

✓ To achieve this, masters introduced

several work benefits, incentives, and
some positive motivational influence
for workers to remain happy and
extend contracts.
 1.2 Theories of Human Resource Management

Universalistic Theory

The universalistic theory of Human Resource Management is

founded on the idea of best practice and high performances of work
practices. It argues that the performance of the industry mainly has to do
with the practices of available human resources. This suggests that a
defective human resource would have a negative effect on the entire
organization.
 Theories of Human Resource Management

Contingency Theory

The contingency theory is the complete opposite of the Universalistic

theory of Human Resource Management.

This theory argues that there can be no similar practice worldwide. On

this note, industries and organizations are supposed to strategize a format
that agrees with their business environment.
 Theories of Human Resource Management

Resource-Based Theory

The unique term used to describe this theory is 'learning.’

The resource-based theory argues that the knowledge ability of a worker

would certainly contribute largely to the productivity of a company.

An organization would gain more significantly by training its staff to

become more skilled in their class. Once skilled, the worker would find it easier
to cope with the demands of such an organization, and this would encourage
high productivity within short periods.
 Theories of Human Resource Management
HARD VS SOFT

• Stricter control of the • Employees are a vital means of a

environment by management. company's competitive advantage
• Organization is more concerned • The company is supposed to hold
with its growth while not being high, the integrity of its workers.
attentive to the worker welfare.
• Recognizes human resources as
• Company's management style is critical to the successful growth of
rigid. the company.
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Thank you for listening!
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