intro and background of hr

7/28/2019 Intro and Background of HR

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Pio G. CastilloHUMAN RESOURCE MANAGEMENT

Chapter 1


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Medieval Guilds in Europe 14th Century

Guilds (merchant or craft) were associations of

workers belonging to the same trade or engaged

in similar pursuits

They were chartered by the town government

or the king to set apprenticeship rules, quality

standards, prices, conditions of work, selection

of members, training, compensation, and

development


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Industrial Revolution late 18th to early 19th

Century

Modern personnel management started with the

introduction of the factory systems of production

Laborers were considered as parts of the

machine who are capable of certain amounts ofoutputs

The essence of the Industrial Revolution was the

transfer of skill from the hands of the mastercraftsman to the machine now operated by semi-

skilled workers


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Scientific Management late 19th Century

It is a type of management that is guided by the use of

scientific approaches to the solution of managerialproblems in business and industry (Frederick W. Taylor)

time and motion study

Application of science in the development of each job

Scientific selection, training, and development of

workers to achieve optimum efficiency

Adequate compensation and friendly cooperation

between management and workers

Equitable division of work and responsibilities


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Personnel Management in the Philippines

It gained gradual recognition and acceptance in

the 1950s

Top management must be convinced of its necessity

Availability of qualified personnel administrators

Ability of qualified personnel to contribute to the

attainment of corporate goals and objectives


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HUMAN RESOURCE MANAGEMENT


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Source Personnel Management Human Resource Management

Carter

McNamara

Involved mainly on the management

of the paperwork about hiring and

paying people

Includes issues on staffing,

recruitment, training, performance,

conformance to various regulations,

compensation and benefits, employeerecords, personnel policies

N.

Madison

More administrative in nature,

dealing with payroll, complying with

employment law, and handling

related tasks; includes administrative

tasks that are both traditional and

routine; reactive, providing a

response to demands and concerns

as they are presented; an

independent function of the

organization; sole responsibility ofthe Personnel Department (line

authority); employee satisfaction

leads to improved performance

Responsible for managing a workforce

as one of the primary resources that

contributes to the success of an

organization; involves ongoing

strategies to manage and develop an

organization's workforce; proactive, as

it involves the continuous

development of functions and policies

for the purposes of improving a

companys workforce; an integral partof the companys overall function;

performs both line and staff authority;

improved performance leads to

employee satisfaction


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It is the utilization of human resources to achieve

organizational objectives. (Byars and Rue, 1991)

It is the process of achieving the best fit among

individuals, jobs, organization, and its

environment. (Mondy and Noe, 1993)

It is a series of integrated decisions that form theemployment relationship; their quality directly

contributes to the ability of the organization and

the employees to achieve their objectives.(Milkovich and Bondreau, 1997)


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It is the art and science ofacquiring, motivating,

maintaining, and developing people in their jobs

in light of their personal, professional, andtechnical knowledge, skills, potentialities, needs

and values, and in synchronization with the

achievement of individual, organizational andsocietys goals. (Martires, 1999)

It involves attracting, developing, and maintaining

a talented and energetic workforce.(Schermerhorn, 2008)


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Human Resource Functions

Those tasks and duties performed in both large

and small organizations to provide for and

coordinate human resources.

Performed by both operating managers and

human resource practitioners (generalist or

specialist)

*Line and Staff functions of HR


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1. Attracting a Quality Workforce

Human Resource Planning

Recruitment

Selection


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2. Developing a Quality Workforce

Orientation and Employee Training

Management and Organizational Development

Career Development

Performance Management System


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3. Maintaining a Quality Workforce

Organizational Reward System

Base Wage and Salary System

Employee Benefits

Employee Safety and Health Employee Relations

Labor Relations


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HR Roles

Administrative Expert

Employee Champion

Change Agent

Strategic Partner


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Diversity in the Workforce

Diversity means looking at all people and

everything that makes them different from one

another, as well as the things that make them

similar.

Advantages vs. disadvantages


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Regulatory Changes

Changes imposed by the government or any

entity higher than the organization

Structural Changes in Organizations

Downsizing, outsourcing, rightsizing,reengineering, etc.

Technological and Managerial Changes within

Organizations E-HR, telecommuting, empowerment, self-

managed work teams


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Many HR programs fail because they are not

properly marketed to employees.

Communicating HR programs means transferringof information that is meaningful to those

involved.


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Guidelines in Communicating HR Programs

Avoid communicating in peer group or privileged-

class language

Do not ignore the cultural aspects of

communication

Back up communication with management action

Periodically reinforce employee communication

Transmit information, not just data

Do not ignore the perceptual and behavioralaspects of communication


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Equal Employment Opportunity

Refers to the right of all people to work and to

advance on the basis of merit, ability, and potential.

Equal Pay Act

Disparate Treatment

Rehabilitation Act Reverse Discrimination

Sexual Harassment


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