Human Resource Management

1. Pangasinan State University
Module 2 Framework for Viewing
HRM
DM 212 & ME 212 Human Resource
Development & Management
Prof. Josefina B. Bitonio,DPA
Summer 2012

2. Introduction
This module discusses the various
variables affecting the management of
human resources in an organization. An
understanding of these variables will
help you explain the various problems
and issues which beset your own
organization or agency.

3. Module 2
Framework for Viewing HRM
 To explain how various variables affect the management
of human resources in a government agency.
 To look into the framework of viewing HRM by the
International Civil Service Commission

4. Internal and External Variables
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.

5. Pressures
Governmental
from Labor
Pressures
Union
Market Pressures
Conditions from
Employee
association

6. Managerial Philosophy
The organization’s management philosophy defines the policies for the
management of personnel. This philosophy may follow one or a
combination of these approaches:
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eria
phy
nag
lo so
Ma
Phi

7. 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.

8. The human relations approach is concerned not only with the agency’ production efficiency and
task goals accomplishment but also with the social and psychological needs of employees. It is assumed
that satisfying the needs will make them more productive. In other word, this approach focuses on the
individual needs of the employees. As such, the organization employing this approach is viewed to be
benevolent and paternal. However, despite the recognition of the social and psychological needs of
employees, they are not given opportunities to meaningfully participate in decision-making and this is
big criticism of this approach.

9. The human resources approach takes a different perspective. It assumes that realistically, 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 is its focus 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.

10. A Framework for Human Resources
Management
Mission, Mandate, Strategy
Internal External
Forces Forces
Evolution of Development of
Technology Conceptual Base
Human Resources
Management Strategies
Ethics/Standard of HR Information
Conduct Management
Organizational design, including job design and
human resources planning
Source: International Service Commision:2001

11. continuation
Human Resources
Management Strategies
Ethics/Standard of HR Information
Conduct Management
Organizational design, including job design and human resources planning
Compensation Employment Career Good
& benefits Management Governance
Compensation & Recruitment, Placement Career management,
Role of Staff
Benefit System & Retentions staff development &
training
Contractual Administration
Arrangements Mobility
of Justice
Staff well-being Performance
Management
Source: International Service Commision:2001

12. 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.

13. HR Approach
S TO
AD GREATER
EMPLOYEE LE
Quality and
Quantity of
LE
HIGHER Work
A
DS
Employee
Motivation and
TO
Applied Ability
TO
HIGHER
DS
Organization
A
LE
productivity
GREATER LE and profits
ORGANIZATION Employee AD
Rewards and TO
S
Profits
Source: Carell, Elbert and Hatfield, 1995, p. 9.

14.  Do you think the traditional and human relations philosophies are supportive
of control by top management?
 Determined which approach is being applied by your agency.
 Does your agency employ only one approach or that is use a combination of
approaches?
 In your view, What enhances the effectiveness of the agency operations?

15. 2. Employee need,
values and expectations
When you entered your agency, 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.
• How would you then described yourself? If you are passive
and non assertive, you may not like to play an active role
in managing people. If you are supervisor, your approach
and dealing with your subordinates may defined your
supervisory style. For example, if you are too lax, some
may lose their respect for you because they expect the
tough but fair supervisor.
• 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.

16. 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.

17. 3. Technology
• Organizations been using a number of
techniques in accomplishing your work goals.
These techniques are part of what we call
technology.
• Peterson and Tracy define it as the
“techniques use by organizations in work-
flow activities to transform inputs into
output”.

18. Technological changes brought
about by a changing, complex
environment effect to a large
extent the efficient and effective
operations of an organization. A
desirable job design cannot be
carried out if the organization is
not able to adopt the existing
techniques to the new design.

19. Mondy and Noe (2012) emphasize the fact that the rate of
technological change is accelerating so fast that may
changes are required from the workforce in terms of
knowledge and skills.
 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. The Civil Service Commission has
started to change the nomenclature of position from clerks to
computer operators or data entry machine processors.

20. Technology
Development
HR Availability -
Quality
Organization
Structuring
Challenges Economic Growth
Demographic
Source: Sugiharto, SH.MM 2009

21. What are the technological changes taking place in
your agency?
Are the system and procedures computerized?
How are these changes affecting the operations and
personnel function within your organization?
Has the service delivery improve as a result of
computerization of system and procedures?
Has there been a reduction in the number of personnel
involved in the delivery of service?

22. External Factors
1. Governmental Pressures
• A big factor influencing personnel functions is the
government. The central personnel agency of the
entire bureaucracy is the Civil Service Commission
(CSC). All civil employees of the government are
governed by the civil service laws, rules and
regulations and all administrative orders about
personnel functions and regulations emanate from
the CSC. The hiring, selection, promotion, rewards
and sanctions, discipline, and other personnel actions
are subject to the conditions set and the rules and
regulations imposed by the Commission.
• Have you ever been negatively affected by some CSC
rules and regulations. What particular CSC policies
have a negative impact on you as a government
worker?

23. Public laws such as the minimum wage law. The minimum wage law influences
the salary scale of most government employees. Another law which has disturbing
effects on the government sector is the Salary Standardization Law or SSL.
What is the impact among the public sector worker?
Have you been affected by the imposition of the Salary Standardization Law
(SSL)? If you were, What are the ways that the SSL had influenced your job or
work

24. 2. Market Condition
This factor refers to the supply and demand for labor. The labor force as
defined by Mondy and Noe is:
“a pool of individual external to the firm from which the organization obtains
its workers”.
This pool of work force is always changing as dictated by the demands of the
environment. In other words, any changes in the labor force inevitably
causes changes in the organization’s work which in turn would affect the
way management must deal with its employees

25. In a complex and competitive environment,
organizations, both government and private, have to
compete for the retention of their competent and
qualified personnel. In this competitive arena, the
government usually comes out as the loser because
of its inability to retain in its work force highly
qualified and competent staff due to lack of financial
resources. The private firms usually get the best
people because of their higher salary scale.

26. How long have you been working for
government?
Why are you still working for the
government? Some private firms may have
offered you jobs and yet, you have opted to
be employed in the government.

27. 3. Labor Union
Mondy and Noe explain that a union is a
“group of employees who have joined
together for the purpose of dealing with their
employer”.
In a unionized firm, it is the union rather than
the individual employee that negotiates an
agreement with management in terms of
wage levels, benefits, and working
conditions. Other authors have also
explained the pressures labor unions exert on
management from the perspective of a
private organization.

28. 4. Government Employee Associations
Compare the influence of government employee associations on government
agency management
• Although no government labor unions are empowered through collective
bargaining, there are employee associations which serve as labor unions.
They make demands from government for more benefit, better working
conditions and higher salaries.

29. • Through their association, employees can be
well represented in personnel committees in
the agency. These associations enable them to
participate in decisions which affect their
functions and performance in the agency.

30. Integrating Theory and Practice
The Evolution of HRM
Separated & isolated from the As key part in Organization’s
organization’s mission mission
Production Focused Only Focused on services
Vertical Authority Horizontal responsibility
Human Resources+Cost HR=investment(Expertise)
HRM-One Presented by Sugiharto,SH.MM 2009

31. Integrating Theory and Practice
Based on your work experience, what do you think are
the factors that affect HRM as a system?
• Explain and give examples of how each factor will
affect the management of human resources in your
government agency.
• Are you a member of an employee association in
your agency? If no, why not? If yes, how affective is
your association in serving as a mechanism for
making demands from management?

32. Readings
• Perla Legaspi- Human Resource Development
Open University, University of the Philippines 2002
• Weldell French,, . 2nd edition, New Jersey: Houghton Mifflin Co., Chapter 2-3, pp.
32-75. (1990)
• Richard Peterson and Lane Tracy. Systematic management of Human Resources.
Massachusetts: Addition-Wesley Publishing Co., (1981, 1988), Chapter 2, pp.
21-38.
• Concepcion Martires , Human Resource Management Principles and Practices.
Quezon City Kalayaan Press Marketing, Inc. (1988) Chapter 2-3, pp. 25-44.
• Carrell, N. Elbert, and R. Hatfield Examining the Relationship Between Diversity
and Firm Performance (2000)
• Mondy and R. Noe. Human Resource Management (2012)
• International Civil Service Commission: A Framework for Human Resource
Management2001
• Sugiharto,SH.MM . Human Resource Management-One: 2009
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