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CUBCL HRM Dec 15.pptx

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CUBCL HRM Dec 15.pptx

  1. 1. Human Resource Management Prof. Josefina B. Bitonio, DPA Associate Professor IGPS - LNU For Cooperative Union of Baguio City and Luzon December 15, 2022 Your only limit is your mind!
  2. 2. Angelita B. Gayados Chairperson, BOD Thank you Jocelyn L. Mariano Vice-Chairperson, BOD Management Staff
  3. 3. • Getting to know the participants • How are you today? Activity 1
  4. 4. Seminar Co Pax Resource Person Method Output 1 : Team reporting 5 min each
  5. 5. How are you today? Happy Motivated Shy Sad Mixed Feelings Neutral Energized Thankful Excited
  6. 6. •40 % genetics • 60% you have complete control of!
  7. 7. Present environment of Organizations We live in a:  Diverse  Volatile  Uncertain  Complex  Ambiguous  Disruptive WORLD (Woodward, 2018)
  8. 8. Diverse – showing a great deal of variety involving people of different social & ethnic backgrounds, genders & sexual orientations. Volatile - liable to change rapidly and unpredictably, especially for the worse. Uncertain – not known or not sure of something. (Covid) Complex – difficult, hard consisting of many different and connected parts. Ambiguous – unclear or not exact because of many choices or interpretations. Disruptive – prevents continuity and can bring social change.
  9. 9. Objectives: • to Introduce the concept of human resources management (HRM). • Variables Affecting the Management of Human Resources in an Organization • Individual characteristics
  10. 10. Human resource management has undergone numerous changes over the last couple of years in terms of its application, development, and a role in organizational success. Various factors have influenced its development as an organizational concept and a scholarly discipline. Organizational leaders are having a hard time managing human resources in the 21st Century due to factors such as the high rate of globalization, technological advancements, and increased competition due to innovation (Goldsmith, 2003). Such factors have influenced the functions of human resource management in the 21st Century because organizations deal with a more dynamic workforce, workplace environment, organizational structure, and new change management strategies. 21st Century Human Resource Management: Its Role and Changes - Report Example (ivypanda.com)
  11. 11. HRM is a broad concept from employee selection, training and development programs, career development, promotion, performance review and union – management interface and other activities. Peterson and Tracy (1981) emphasized that HRM is an “emerging dynamic field in terms of both the staff functional and day-to-day utilization of human resources throughout the organization”.
  12. 12. W. French (1990) refers to HRM as that which embodies the “philosophy, policies, procedures, and practices related to the management at people within the organization.”
  13. 13. The Art of Doing things Develop your muscle to focus, practice and train your self
  14. 14. Employee’s skills, abilities, and motives must match the job requirements for a satisfactory performance. Job design specifies the tasks to be performed by the individual employees as well as groups within the agency. It set out rules and regulations and establishes working conditions under which tasks are performed Many recruited personnel occupy positions which do not match with their qualifications resulting in poor performance, absenteeism and turnover. Employee’s skills, abilities, and motives must match the job requirements for a satisfactory performance. Job design specifies the tasks to be performed by the individual employees as well as groups within the agency. It set out rules and regulations and establishes working conditions under which tasks are performed
  15. 15. Initially, this starts with the planning of human resources by reviewing the organization’s human resources requirements to: - ensure the required number of employees with the required skills; - assess its manpower needs in relation to its goals and objectives; - determine the quantity and quality of work force and ensure competent personnel are employed.
  17. 17. Organizational size also matters. In large subnational jurisdictions, personnel may be staffed by hundreds of employees and divided into divisions. In smaller ones, the personnel “department” may include only a few employees, or the chief administrative officer or an assistant may perform its responsibilities. There are many possible variants within these extremes.
  18. 18. How to retain a competent work force? The process include motivation, compensation administration, rewards and sanctions, performance evaluation, benefits, services, maintenance of discipline and working conditions
  19. 19. This include training and education which are aimed in upgrading knowledge and skills and improving the attitudes of all personnel. It includes career planning & counseling;
  20. 20. © 2005 Prentice Hall Inc. All rights reserved. 17–23 Training Methods Individual and Group Training Methods Formal Training Informal Training On-the-Job Training Off-the-Job Training E-training
  21. 21. © 2005 Prentice Hall Inc. All rights reserved. 17–24 Individualizing Formal Training to Fit the Employee’s Learning Style Participation and Experiential Exercises Readings Lectures Visual Aids Learning Styles
  22. 22. © 2005 Prentice Hall Inc. All rights reserved. 17–25 Career Development Responsibilities • Employees • Know yourself. • Manage your reputation. • Build and maintain network contacts. • Keep current. • Balance your generalist and specialist competencies. • Document your achievement. • Keep your options open. • Organization • Clearly communicate organization’s goals and future strategies. • Create growth opportunities. • Offer financial assistance. • Provide time for employees to learn.
  23. 23. Given the opportunity to select your HR, What kind of people skills would you prefer? Activity 2
  24. 24. Recruitment
  25. 25. an induction refers to the process of getting new employees acquainted with your cooperative, helping them to settle in and giving them the information required for them to become a valuable team member.
  26. 26. A good induction process includes the following:  An overview of the cooperative's history, products and services.  A description of the company mission, vision, culture and values.  Physical orientation (where things are)  Organizational orientation (how the employee's role fits into the organization)
  27. 27. Orientation – Tasks and Responsibilities • Promotion • New Board/Officers
  28. 28. Evaluation • Formal and systematic follow-up is necessary for the process. • The manager/supervisor should frequently evaluate how well the new employee is doing his job. • The purpose of this evaluation stage is to make sure about the current orientation program reaching the need of new employees and the company’s needs. Furthermore, the evaluation helps to identify new ways to improve the current program.
  29. 29. Variables Affecting the Management of Human Resources in an Organization
  30. 30. This framework is called an “open system” because HRM processes are affected by factor which are internal to the organization. The internal factors include the managerial philosophy of the organization, employee needs, values and expectations, and technology Meanwhile, the external factors are governmental pressures, market conditions, and pressures from the labor unions or employee associations Internal and External Variables
  31. 31. Government al Pressures Market Conditions Pressures from Labor Union Pressures from Employee associatio n Governmental pressures Market conditions, Pressures from the labor unions or employee associations
  32. 32. The organization’s management philosophy defines the policies for the management of personnel. This philosophy may follow one or a combination of these approaches: Managerial Philosophy
  33. 33. The traditional approach is more concerned with the production efficiency and accomplishment of task goals. It recognizes economic incentives as the primary motivators for work performance. It assumes that better work lay-out and employees full knowledge of their jobs will result in greater efficiently.This will lead to more profits for the organizations and will ultimately result in higher wages or salaries and more benefits for employees.
  34. 34. Human Relations • We can define human relations as relations with or between people, particularly in a workplace or professional. From a personal perspective, human relations is an important part to our career success. It is defined as relations with or between people, particularly in a workplace setting. Because an organization depends on good human relations through its organizational structure, developing these skills is important. • First, of the top ten reasons people are fired, several reasons relate back to lack of human relations skills— for example, the inability to work within a team, personality issues, sexual harassment, and dishonesty.
  35. 35. Employees work for the accomplishment of the organization goals and objectives if individual needs and interests are being met by the organization. They are mutually interdependent. For example, an employee looks for challenging work, more equitable pay and more participation in decision- making and the organization expects better work performance for more efficient and effective operations. What distinguishes the human resource approach from the other two approaches? The focus is on the full development and utilization of the talent and skills of the employees. as such, they are given better and more opportunities to actively involved themselves and decision-making processes. Human Resources Approach
  36. 36. Carrell, Elbert and Hatfield (2000) put forward a number of principles which provide the basis for a human resources approach. These are: ●Employees are investment. If effectively management and developed, they will provide long term rewards to het organization in the form of greater productivity. ●Policies, programs and practices must satisfy both the economic and emotional needs of employees. ●A working environment must be created in which employees are encouraged to develop and utilized their skills to the maximum extent. ●Implementation of HR programs and practices must meet the goal of balancing the needs and meeting the goal of both the organization and the employees.
  37. 37. HR Approach HIGHER Employee Motivation and Applied Ability GREATER Quality and Quantity of Work HIGHER Organization productivity and profits GREATER Employee Rewards and Profits Source: Carell, Elbert and Hatfield, 1995, p. 9. EMPLOYEE ORGANIZATION
  38. 38. In management, the first concern of the company is the happiness of people who are connected with it, If the people do not feel happy and can not be made happy, the company does not deserve to exist
  39. 39. HR
  40. 40. 2. Employee need, values and When you entered your cooperative, you brought into your job you own set of values, attitudes, needs, interests, and expectations acquired from previous work experiences. These have definitely influenced your work relationships with other as well as your work ethic. If you are the type who is conditioned to distrust anything that management says or does, then you may find your opportunities for movement in the organizational limited.
  41. 41. Individual Characteristics Activity 3: Describe your individual characteristics By pair
  42. 42. As you described your individual characteristics, you will come to realize the difficulty of management developing common or shared values and needs among employees. Do you think that it is necessary for management to come up with common or shared values among employees? If you think so, what are the ways and means by which by management of your agency would be able to accomplish this with personnel. Positive Helpful Mindful Energetic Motivator Encourager influencer Sense of Urgency Responsible Reliable
  43. 43. ❑ Employees have to be trained and retrained in order to keep up with the pace of changes. For examples, computers in office work demand a new set of skills from the employees particularly from the clerical force. ❑ In fact, computer literacy as now a requirement in hiring new personnel in many agencies. Other organizations change the nomenclature of position from clerks to computer operators or data entry machine processors.
  44. 44. Challenges Technology Development HR Availability - Quality Organization Structuring Economic Growth Demographic Source: Sugiharto, SH.MM 2009
  45. 45. Due to lack of financial resources, may organizations are losers because of its inability to retain in its work force that are highly qualified and competent. The private firms usually get the best people because of their higher salary scale.
  46. 46. IntegratingTheory and Practice Activity 4: Based on your work experience, what do you think are the factors that affect HRM as a system?
  47. 47. Both influence each other to promote their needs and well being
  48. 48. Without the active involvement and participation of the employees, the organization cannot grow and develop to meet its goals. All these are critical in understanding HRM.
  49. 49. https://youtu.be/O9_EHU5BKnQ Wisdom Of The Ants - Best Motivational Video - YouTube
  50. 50. https://youtu.be/KT2TQGFWcko Wisdom Of The Geese - Best Motivational Video - YouTube
  51. 51. “You cannot mandate productivity; you must provide the tools to let people become their best.” — Steve Jobs.