Group1

Magracia, Brian Gil Delos Reyes, Inah Flores, Marie Theodette Yasay, John Emmanuel Rustia, Rizia Arah Nagpala, Pauline Angela Acua, Patricia Jane Gumban, Kristina Belmonte, John Samuel -4ITC

Trades are on barter system No management of labor groups

Civil Code of Spain regulated management-labor relations in a limited way Reformists struggled to free workers Only few were educated. Others are prone to abuses.

Business and industry activities were annihilated. Unions were smothered temporarily

Change of tide is in favor of personnel management

The increasing complexity of business operations The number of government regulations and

Companies started to form departments that addressed personnel needs Dept. of Labor, GSIS, SSS, NYMC created. PMAP was organized.

labor laws promulgated in recent years The growth of labor unions The influx of new concepts in management

Less proliferation of local unions Most of the private sector organizations discontinued or pared down personnel programs and projects to survive. Employees became biggest export of the Philippines Rights were suppressed

Solutions were made for the problems caused by Martial Law Government gave the right to selforganize to private sector Unions were formed

Restoration of freedom gave rights to employees through laws and international conferences. PMAP continues to lead professionalization of human resource management.

FACTORS
1. Scope: People Involved

PERSONNEL MANAGEMENT
Mostly rank and file

HUMAN RESOURCES MANAGEMENT

All people working for and with the organization including the Board, top management, consultants or resource persons, middle management , rank and file Full-time, part-time, flex-time
Formal and informal settings Varied and complex: *Job organization and information: job analysis, job design and job evaluation

2. Hours of Work
3. Place of Work 4. Types of Service/Function

Full-time work
Formal setting: office, factory/plant Few and simple: personnel information, recruitment and screening social activities, management-labor relationships

*Acquisition of human resources: human resources planning, recruitment, screening, selection and placement

FACTORS

PERSONNEL MANAGEMENT

HUMAN RESOURCES MANAGEMENT

*Maintenance: orientation, motivation, assessment and evaluation, compensation administration, movement analysis benefits, participation and services programs, management-labor relations *Development: training and education, career planning, testing and counseling *Research on human resources

5. Department Head or Officerin-Charge 6. Department Staff: Qualifications 7. Level of Reporting

Administrative Officer or Chief Executive Officer Lawyer Records clerk Lower Level to Line Managers

Separate Human Resources Department manned by human resource specialist Behavioral scientist Social science researcher Higher Level to General Manager or Chief Executive Officer

FACTORS
8. Goals 9. Technology

PERSONNEL MANAGEMENT
Accomplishment of organization goals being emphasized Mechanistic: reactive, structural, inflexible, technical, controloriented and organizationoriented Personally subjective based on managements needs and values Compartmentalized approach

HUMAN RESOURCES MANAGEMENT

Accomplishment of organization and individual goals Developmental: proactive, socio-technical orientation, flexible, participatory, creative and innovative Objective and scientific based on individual and organization culture Total systems approach Humane with emphasis on respect for individual and societys well being

10. Strategies

11. Philosophy

Traditional work orientation with priorities on organization and management welfare mainly for profit People: an expense and a factor of production

People: an investment and a resource

Labor Force all the people willing and able to work.

Internal Labor Force the organizations

workersits employees and the people who have contracts to work at the organization External Labor Market individuals who are actively seeking employment

An Aging Workforce
Concerns related to retirement planning Retaining older workers Motivating workers whose careers have

plateaued Rising cost of health care and other benefits Attract, retain, and prepare the youth labor force

A Diverse Workforce
Racial and Ethnic Diversity Immigration Gender Diversity Share of women in the labor force

A Diverse Workforce
HR practices that fully utilize the talents, skills,

and values of all employees Establish a bias-free HR systems Value the perspectives and experience that women and minorities can contribute to the organization Help employees understand and appreciate cultural differences

Skill Deficiencies of the Workforce

Increasing use of computers to do routine

tasks Competition for qualified college graduates is intense Gap between skills needed and skills available Need for employees with skills in decision making, customer service, teamwork, and technical skills

Organizations that have the best possible fit between their social system (people and how they interact) and technical system (equipment and processes)

Knowledge Workers
Employees whose main contribution to the

organization is specialized knowledge In a position of power because they own the knowledge the company needs to produce its products and services

giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.

The assignment of work to groups of employees with various skills who interact to assemble a product or provide a service.

Total Quality Management (TQM) > A companywide effort to continuously improve the ways people, machines, and systems accomplish work.

organizations join forces through mergers (two companies becoming one) and acquisitions (one company buying another)

churning of employees laying off employees with outdated skills or cutting whole businesses that were in declining markets while simultaneously building businesses and employee bases in newer, higher-growth markets

A complete review of the organizations critical work processes to make them more efficient and able to deliver higher quality.

The practice of having another company (a vendor, third-party provider, or consultant) provide services.

Offshoring moving operations from the country where a company is headquartered to country where pay rates are lower but the necessary skills are available

Human Resource Information System

- a computer system used to acquire, store, manipulate, analyze, retrieve and distribute information related to an organizations human resources. Benefits: - support strategic decision-making - help organization avoid lawsuits - provide data in evaluating programs or policies - support day-to-day HR activities

Helpful for the employees who work outside the office for they can receive and share information easily.

What is e-HRM? Electronic Human Resource Management is the processing and transmission of digitalized information especially using computer networking and the internet.

HRIM Practices
Analysis and Design of work

Implications of e-HRM
Employees dispersed in various locations can work together in virtual teams using video, email, and internet Post job openings online and apply online Online learning can bring training to employees anywhere anytime Online simulations including tests, videos, and emails can measure real-life business challenges

Recruiting Training Selection

Compensation and Benefits

Employees can review salary and bonus information Seek information and enroll in benefit plans

Solution to the privacy issues of HR It is a network that uses Internet tools but limits access to authorized users in the organization

System in which employees have online access to information about HR issues and go online to enroll themselves in programs and provide feedback through surveys

Psychological Contract
A description of what an employee expects

to contribute in an employment relationship and what the employer will provide the employee in exchange for those contributions. Is not formally put into words. It describes unspoken expectations that are widely held by employers and employees.

Traditional version of Psychological Contract:

Organizations expected their employees to

contribute time, effort, skills, abilities, and loyalty. In return, organizations would provide job security and opportunities for pr0motion.

Flexibility from the organizations perspective, is the key to survival in a fast-changing environment.
Flexible workforce is one the organization

can quickly reshape and resize to meet its changing needs. Alternative work arrangements methods of staffing other than the traditional hiring of full-time employees.

Alternative work arrangement methods:

Independent contractors are self-

employed individuals with multiple clients On-call workers are persons who work for an organization only when they are needed. Temporary workers are employed by a temporary agency Contract company workers employed directly by a company for a specific time specified in a written contract

Flexible work schedules

Considered by workers a valuable way to

ease the pressures and conflicts of trying to balance work and nonworking activities. Used by employers to recruit and retain employees and to increase satisfaction and productivity.

Results-Only Work Environment (ROWE)

Gives employees control over how, when,

and where they get the job done, as long as they achieve the desired results.

Cost of products sold Operating Costs

Cost of products sold

work is not interrupted accidents are reduced turnover is minimized materials and time are not wasted

the right people are recruited the sales force and managers are properly trained a working climate that keeps morale high is maintained the manufacturing people produce goods in the needed number and quality

-productivity / efficiency Scrap Cost variances Loss of materials Off-spec products Engineering and purchasing expenses Trial production costs

Effective and Efficient Increasing the customer satisfaction Productivity

Competent and creative employees come up with good advertising ideas Effective advertisements to generate higher sales

Selling costs reduced when :

Good Salesmen Fewer but highly motivated people Strict Code of Conduct Development and Implementing a good system

Highly skilled and innovative people

New goods New services New methods

Huge losses and Customer dissatisfaction Good R and D , Product quality is assured.

Right people to the wrong jobs Administrative and General departments are the backbone of the company

Not a do-gooder operation but a Proper management of Human resources.