DM 212 HRMD Pangasinan State University Urdaneta City

1. ORGANIZATIONAL
LOCATION OF HRM
DEPARTMENT
CESAR W. CARIÑO
Student/Discussant
JOSEFINA B. BITONIO, D.P.A
Professor

2. ORGANIZATIONAL LOCATION
 The logical arrangements of an units
varies according to its environment
factors, such as individuals, tradition,
size and purpose of the office and the
decision-making needs of an institution.
 Has important implications for the type
of work performed, the staffing needs of
the office and the decision-making
process of the organization.

3. Figure I. Educational Institution
Organizational Location Chart
Organizational Location and Core Values
Administrative Independent HRD
Finance
Services Budget Services
Departmen
Department Office Department
t
Financial Program Policy
Accountabilit Productivity
Evaluation Developmen
y Improvement
& Responsiveness t
Population

4. ORGANIZATIONAL STRUCTURE
 The framework, typically hierarchical, within which an
organization arranges it lines of authority and
communications, and allocates rights and duties.
 Determines the manner and extent to which roles,
power, and responsibilities are delegated, controlled,
and coordinated and how information flows between
levels of management.
 “Management is Personnel Administration.”(Lawrence A.
Appley)
 Business environment has become less predictable
and the competitive value of the firm is decided by its
unique and skilled force.

5. HUMAN RESOURCES AND ORGANIZATIONAL
STRUCTURE ELEMENTS
A. Personnel Assessment
B. B. Human Resource Function Auditing
C. Implement Organizational
Improvements
D. D. Productivity Recommendations

6. Organizational Structure of HR
Department
 It can be noted that an organizational structure that
HR manager head an individual work group. This
emphasizes specialized HR Functions.(refer to
Figure 2)
 If the HR is merged with another unit and at the
same time acts as the Administration Section, then
this is a telling a sign that management did not give
due importance to the HR functions. This further
means that HR Policies are often neglected or not
integrated into overall strategic plan of the
organization developmental aspects of HR Function
are thus relegated to the background.

7. BEST PRACTICES IN HUMAN
RESOURCE MANAGEMENT
1. Safe, Healthy and Happy Workplace
2. Open Book Management Style
3. Performance linked Bonuses
4. 360 Degree Performance Management
Feedback System
5. Fair Evaluation System for Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions and Feedback
Mechanism
9. Reward Ceremonies
10. Delight Employees with the Unexpected
11. Value –Added Approach (refer to Figure 3)

8. TOP 3 ISSUES ON ORGANIZATIONAL
LOCATION OF TODAY:
1. Speed
2. Technology
3. Organizational Culture and Innovation
1. Values – the beliefs that lie at the heart of the
corporate
2. Heroes – the people who embody values
3. Rites and Rituals – routines of interaction that have
strong symbolic qualities.
4. The culture network – the informal communication
system or hidden hierarchy of power in the
organization.

9. SUMMARY
The “BEST PRACTICES” on
upgrading the competencies of
human resource management
staff contributes to creating a
world class HRMD team and
well defined effective execution
of HR delivery system.

10. CONCLUSION
The organizational location of
an institution may no longer be a
fundamental issue for the
manager. Rather, the critical
managerial issue may be to build
the innovative capacity with the
right and effective function,
regardless of its location.

12. References:
• Gregory C. Kesler, Published in HRM Journal,
University of Michigan, Summer 1995
• Department’s Staff Development Division-Human
Resource Development Services,(SDD-HRDS)
March 25, 2011
• Personnel/Human Resource Management Today-
Second Edition(1993), Craig Eric Schneir, Richard
W. Beatty, Glenn M. McEvoy
• UP Open University – Unit I Module 4, PM 227
Human Resource Management and Development

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