ARDEN JAKE M.

ABADIEZ, RPm

INTRODUCTION
TO HUMAN
RESOURCE
MANAGEMENT
Topic content:
• Human resource development and Human Resource Management
• Differentiate:
a. Human resource development and Human resource management
b. Human resource development and Organizational Development
c. Human resource development and employee training
• Identify the activities involved in human resource development
• Examine the scope, coverage, and processes across different areas of
human resource development.
• Analyze the organizational activities in human resource management
• Compare the role of the human resource manager and human resource
development manager.
HUMAN RESOURCE MANAGEMENT

• Managing organization’s employees.

• The process of acquiring, training, appraising, and
compensating employees, and of attending to their
labor relations, health and safety, and fairness
concerns.
• Maximize Profit and Performance.
 HUMAN RESOURCE DEVELOPMENT (HRD) ,
HUMAN RESOURCE MANAGEMENT (HRM),
ORGANIZATIONAL DEVELOPMENT (OD)

• HRD- refers to an assortment of training programs

• Employees develop their personal and
organizational skills
• HRM- process of acquiring, training, appraising, and
compensating employees.
• OD- Focusing on organization.
STAFFING COMPENSATION

HRM

DEFINING OR
BENEFITS DESIGNING
WORK
HUMAN RESOURCE
MANAGEMENT HR PLANNING

DESIGN OF
SELECTION THE
AND ORGANIZATI
STAFFING ON AND THE
JOB

ORGANIZATI TRAINING
ONAL AND
DEVELOPMEN DEVELOPMEN
T T

HRM

COMPENSATI UNION/
ON AND LABOR
BENEFITS RELATIONS

PERSONNEL
EMPLOYEE RESEARCH
ASSISTANCE AND INFO
SYSTEM
HUMAN RESOURCE • continuous
MANAGEMENT HR
PLANNIN process of
SELECTION
AND
G DESIGN OF
THE
ORGANIZATI
systematic
planning to
STAFFING ON AND THE
JOB

achieve optimum
ORGANIZATI
ONAL
TRAINING
AND
use of an
DEVELOPMEN DEVELOPMEN
T

HRM
T
organization's
employees.
COMPENSATI UNION/
ON AND LABOR
BENEFITS RELATIONS

PERSONNEL
EMPLOYEE RESEARCH
ASSISTANCE AND INFO
SYSTEM
HUMAN RESOURCE
DESIGN OF
• ways in which
MANAGEMENT
HR PLANNING

SELECTION
THE things are done
AND ORGANIZATI
STAFFING
ON AND THE in the work
JOB
system of a
ORGANIZATI
ONAL
TRAINING
AND
business by
DEVELOPMEN
T
DEVELOPMEN
T teams and
HRM
individuals.
• Organization
COMPENSATI
ON AND
BENEFITS
UNION/
LABOR
RELATIONS
structure,
authorities,
EMPLOYEE
ASSISTANCE
PERSONNEL
RESEARCH
AND INFO
relationship and
SYSTEM
responsibilities.
HUMAN RESOURCE
MANAGEMENT HR PLANNING

SELECTION DESIGN OF
THE
AND ORGANIZATI
ON AND THE

• Process of STAFFING JOB

recruitment ORGANIZATI
ONAL
TRAINING
AND

and selection DEVELOPMEN

T

HRM
DEVELOPMEN
T

of staff.
COMPENSATI UNION/
ON AND LABOR
BENEFITS RELATIONS

PERSONNEL
EMPLOYEE RESEARCH
ASSISTANCE AND INFO
SYSTEM
HUMAN RESOURCE
MANAGEMENT HR PLANNING

DESIGN OF
SELECTION THE
AND ORGANIZATI
STAFFING ON AND THE
JOB

• Generating ORGANIZ
healthy ATIONAL TRAINING
AND

DEVELOP
DEVELOPMEN

interpersonal HRM
T

MENT
and inter-group
relationship COMPENSATI UNION/

within an ON AND
BENEFITS
LABOR
RELATIONS

organization.
PERSONNEL
EMPLOYEE RESEARCH
ASSISTANCE AND INFO
SYSTEM
HUMAN RESOURCE
MANAGEMENT HR PLANNING • This is the area
of wages and
DESIGN OF
SELECTION THE
AND ORGANIZATI
STAFFING ON AND THE
JOB
salaries
administration
ORGANIZATI
ONAL
DEVELOPMEN
TRAINING
AND
DEVELOPMEN
where wages
T

HRM
T
and
compensations
COMPENS are fixed.
ATION UNION/
LABOR
AND RELATIONS

BENEFITS
PERSONNEL
EMPLOYEE RESEARCH
ASSISTANCE AND INFO
SYSTEM
HUMAN RESOURCE HR PLANNING

MANAGEMENT SELECTION
AND
DESIGN OF
THE
ORGANIZATI
• Each employee
STAFFING ON AND THE
JOB is unique in
character,
ORGANIZATI
ONAL
TRAINING
AND
personality,
expectation, and
DEVELOPMEN DEVELOPMEN
T T

HRM
temperament.
COMPENSATI UNION/
ON AND LABOR
BENEFITS RELATIONS

EMPLOYEE PERSONNEL

ASSISTANC RESEARCH
AND INFO
SYSTEM
E
HUMAN RESOURCE
MANAGEMENT HR PLANNING

DESIGN OF
SELECTION THE
AND ORGANIZATI
STAFFING ON AND THE
JOB

• Healthy industrial ORGANIZATI TRAINING

and labor ONAL

DEVELOPMEN
T
AND
DEVELOPMEN
T

relations are very HRM

important for
UNION/LABOR
enhancing peace
COMPENSATI
ON AND
BENEFITS RELATIONS
and productivity PERSONNEL

in an EMPLOYEE
ASSISTANCE
RESEARCH
AND INFO
SYSTEM

organization.
HUMAN RESOURCE HR PLANNING

MANAGEMENT DESIGN OF
SELECTION
AND
STAFFING
THE
ORGANIZATI
ON AND THE
• Continuous
research in HR is
JOB

unavoidable
requirement. It
ORGANIZATI TRAINING
ONAL AND
DEVELOPMEN DEVELOPMEN
T T

HRM must also take

care in improving
COMPENSATI UNION/
exchange of
information.
ON AND LABOR
BENEFITS RELATIONS

PERSONNE
L
EMPLOYEE
ASSISTANCE RESEARCH
AND INFO
SYSTEM
HUMAN RESOURCE
MANAGEMENT
SELECTION
HR PLANNING

DESIGN OF
THE
• This involves
AND
STAFFING
ORGANIZATI
ON AND THE
JOB
an organized
TRAININ
attempt to find
ORGANIZATI
ONAL G AND out training
DEVELOP
DEVELOPMEN
T

HRM needs of the

MENT
individuals.
COMPENSATI UNION/
ON AND LABOR
BENEFITS RELATIONS

PERSONNEL
EMPLOYEE RESEARCH
ASSISTANCE AND INFO
SYSTEM
What every manager should know about:

• Equal opportunity and affirmative action.

• Employee health and safety.
• Handling grievances and labor relations.
ORGANIZATION

• A group consisting of people with

formally assigned roles who work
together to achieve the organization’s
goals.
 THE
MANAGER

Someone who is responsible for

accomplishing the organization’s
Goals.
 THE
MANAGERwho
Someone is PLANNING

responsible for
accomplishing
the CONTROLLING ORGANIZING

organization’s
Goals.

LEADING STAFFING
 • Establishing
PLANNIN goals and
G
standards.
• Developing
CONTROLLING ORGANIZING
rules and
procedure,
developing
plans and
LEADING STAFFING
forecasts.
 PLANNING
• Giving each
subordinate a
specific task.
CONTROLLING

ORGANIZING
• establishing
departments
• coordinating
the work of
LEADING STAFFING
subordinates
 PLANNING • what type of people
should be hired.
• Recruiting prospective
employees
CONTROLLING
ORGANIZING • compensating
employees
• evaluating
performance
• counseling employees
STAFFIN • training and
LEADING
G developing employees
 PLANNING
• Getting others
to get the job
CONTROLLING
done
ORGANIZING
• Maintaining
morale
• Motivating
LEADING subordinates
STAFFING
 • Setting
standards such
PLANNING

as sales quotas,
CONTROLLIN quality standards
G ORGANIZING
• production levels
• checking to see
how actual
LEADING STAFFING performance
compares with
these standards.
LINE AND STAFF ASPECTS OF
HUMAN RESOURCE MANAGEMENT
(HRM)

AUTHORITY- the right to make decisions, to direct

the work of others, and to give orders.
LINE AND STAFF FUNCTIONS IN HR
• Line Functions: have primary responsibilities
for meeting the major goals of the organization,
like the production department.
• Staff Function: support the line’s activities but
are regarded as subsidiary in overall
importance to line functions.
LINE AND STAFF ASPECTS OF
HUMAN RESOURCE MANAGEMENT
(HRM)
HUMAN RESOURCE
DEVELOPMENT

• The cultivation of an organization’s employee.

• Providing workers with skills and relevant
knowledge that may help them to grow in the
workplace.
 HRM HRD
Broader focus on labor Training employees and
relations, compensation, aligning their personal
benefits, and compliance. development goals with the
broader goals of the
organization or business.
Benefits, payroll, recruiting Training and development
specialists and managers,
instructional designers , or
program developers.
PROBLEM SOLVING
THE HUMAN RESOURCE
DEPARTMENT
• RECRUITERS- Use various methods including
contacts within the community and print and online
media to search for qualified job applicants.
• JOB ANALYSTS- Collect and examine detailed
information about job duties to prepare job
descriptions.
• COMPENSATION MANAGERS- Develop
compensation plans and handle the employee
benefits program.
THE HUMAN RESOURCE
DEPARTMENT
• TRAINING SPECIALITSTS- Plan, organize, and direct
training activities.
• LABOR RELATIONS SPECIALIST- Advise management
on all aspects of union– management relations.
• Equal employment opportunity (EEO)
representatives or affirmative action
coordinators- Investigate and resolve EEO grievances,
examine organizational practices for potential
violations, and compile and submit EEO reports.
THE HUMAN RESOURCE
DEPARTMENT
• EMBEDDED HR TEAMS- “Relationship
managers” or “HR business partners”
• Consists of HR generalists assigned to
functional departments like sales and
production.
• CENTERS OF EXPERTISE- specialized HR
consulting firms within the company.
 TRENDS IN SHAPING HUMAN
RESOURCE MANAGEMENT
WORKFORCE DEMOGRAPHICS AND DIVERSITY
TRENDS
-more diverse with more women, minority group
members, and older workers in the workforce.
BONA FIDE OCCUPATIONAL QUALIFICATION (BFOQ)
-a legally authorized restriction granted to employers to
refuse the hiring or a person based on their sex, religion,
or national origin.
 TRENDS IN JOBS PEOPLE DO

Work has shifted from manufacturing to service.

On-Demand Workers
• most workers aren’t employees at all: They’re freelancers
and independent contractor–gig work, who work when they
can, on what they want to work on, when they’re needed.
Human Capital
• more jobs are becoming “high tech.”
• Employers rely on their employees’ expertise and skills.
 GLOBALIZATION TRENDS

Companies extending their sales, ownership,

and/or manufacturing to new markets abroad.
 ECONOMIC TRENDS

LABOR FORCE TRENDS

• labor force in America is growing more slowly.
• baby boomers aging, the “labor force participation rate” is
falling.
UNBALANCED LABOR FORCE
• demand for workers is unbalanced.
• almost half of employed U.S. college graduates are in jobs that
generally require less than a four-year college education.
 TECHNOLOGY TRENDS

• technological change is affecting the

nature of jobs.
• technology is changing how employers
get human resource management tasks
done.
 SEVERAL TECHNOLOGY TRENDS

• SOCIAL MEDIA TOOLS- Recruit new employees.

• MOBILE APPLICATIONS- provide digital photos at the facility clock-in.
• WEBSITES- training, performance appraisal, and recruiting.
• CLOUD-COMPUTING BASED TOOLS-monitor things like a team’s goal
attainment, real-time direct evaluative feedback.
• DATA ANALYTICS-statistical techniques, algorithms, and problem solving to
identify relationships among data.
• ARTIFICIAL INTELLIGENCE
• AUGMENTED REALITY- Transforms huge amounts of data and
superimposes digital summaries into physical world.
 IMPORTANT COMPONENTS OF
TODAY’S HUMAN RESOURCE
MANAGEMENT

• “Personnel management”
• technologies like social media and cloud
computing, more human resource management
tasks are being redistributed from a central HR
department to the company’s employees and line
managers.
 STRATEGIC HUMAN RESOURCE
MANAGEMENT
• Formulating and executing human resource policies and
practices that produce the employee competencies and
behaviors the company needs to achieve its strategic aims.
• THREE-STEP SEQUENCE
• 1. Set the firm’s strategic aims.
• 2. Pinpoint the employee behaviors and skills we need to achieve
these strategic aims.
• 3. Decide what HR policies and practices will enable us to produce
these necessary employee behaviors and skills.
 PERFORMANCE AND HUMAN
RESOURCE MANAGEMENT

• employers expect human

resource management to
spearhead employee
performance-improvement efforts.
 THREE LEVERS OF HUMAN
RESOURCE MANAGEMENT
• HR DEPARTMENT LEVER- delivering services efficiently.
• EMPLOYEE COSTS LEVER- advising top management
about the company’s staffing levels, controlling the firm’s
compensation, incentives, and benefits policies.
• STRATEGIC RESULTS LEVER- puts in place the policies
and practices that produce the employee competencies
and skills.
 HR AND PERFORMANCE
MEASUREMENT

• Human resource managers use performance measures (or

“metrics”) to validate claims of employee’s performance.
 HR AND EVIDENCE-BASED
MANAGEMENT

• The use of data, facts, analytics, scientific rigor, critical

evaluation, and critically evaluated research/case studies
to support human resource management proposals,
decisions, practices, and conclusions.
• actual measurements, existing data, and research studies.
 HR AND ADDING VALUE

• today’s employers want their human resource

managers to add value by boosting profits
and performance.
• helping the firm and its employees improve in
a measurable way.
 SUSTAINABILITY AND HRM

• Organization should not be judged not just on

profits, but also on their environmental and
social performance.
 EMPLOYEE ENGAGEMENT AND HRM

• Employees are psychologically involved in,

connected to, and committed to getting their
jobs done.
• Employers expect HR to help achieve
employee engagement today.
 EMPLOYEE ENGAGEMENT
PROGRAMS
• leadership development programs.
• new employee recognition programs.
• improved internal communications programs.
• a new employee development program.
• modifying its compensation and other
policies.
 ETHICS AND HRM

• The principles of conduct governing an

individual or a group; specifically, the
standards you use to decide what your
conduct should be.
 SHRM BODY OF COMPETENCY AND
KNOWLEDGE
• Leadership and Navigation- direct and contribute to initiatives and processes within the
organization.
• Ethical Practice- integrate core values, integrity, and accountability throughout all organizational
and business practices.
• Business Acumen- understand and apply information with which to contribute to the organization’s
strategic plan.
• Relationship Management- manage interactions to provide service and to support the organization.
• Consultation- provide guidance to organizational stakeholders.
• Critical Evaluation- interpret information with which to make business decisions and
recommendations.
• Global and Cultural Effectiveness- value and consider the perspectives and backgrounds of all
parties.
• Communication- effectively exchange information with stakeholders.
 HR MANAGER CERTIFICATION AND
PHILOSOPHY

• Many human resource managers use certification to

demonstrate their mastery of contemporary human
resource management knowledge and competencies.
• No manager should manage others without first
understanding the personnel philosophy that is
driving his or her actions.