Civil Service Commision

The Civil Service Commission (CSC) is the central personnel agency of the Philippine government. One
of the three independent constitutional commissions with adjudicative responsibility in the national
government structure, it is also tasked to render final arbitration on disputes and personnel actions on
Civil Service matters.

Mandated Functions

Under Executive Order No. 292, the Civil Service Commission shall perform the following functions:

 Administer and enforce the constitutional and statutory provisions on the merit system for all
levels and ranks in the Civil Service;

 Prescribe, amend and enforce rules and regulations for carrying into effect the provisions of the
Civil Service Laws and other pertinent laws;

 Promulgate policies, standards and guidelines for the Civil Service and adopt plans and programs
to promote economical, efficient and effective personnel administration in the government;

 Formulate policies and regulations for the administration, maintenance and implementation of
position classification and compensation and set standards for the establishment, allocation and
reallocation of pay scales, classes and positions;

 Render opinion and rulings on all personnel and other Civil Service matters which shall be
binding on all head of departments, offices and agencies and which may be brought to the
Supreme Court on certiorari;

 Appoint and discipline its officials and employees in accordance with law and exercise control
and supervision over the activities of the Commission;

 Control, supervise and coordinate Civil Service examinations. Any entity or official in
government may be called upon by the Commission to assist in the preparation and conduct of
said examinations including security, use of buildings and facilities as well as personnel and
transportation of examination materials which shall be exempt from inspection regulations;

 Prescribe all forms for Civil Service examinations, appointment, reports and such other forms as
may be required by law, rules and regulations;

 Declare positions in the Civil Service as may properly be primarily confidential, highly technical
or policy determining;

 Formulate, administer and evaluate programs relative to the development and retention of
qualified and competent work force in the public service;

 Hear and decide administrative cases instituted by or brought before it directly or on appeal,
including contested appointments, and review decisions and action of its offices and of the
agencies attached to it. Officials and employees who fail to comply with such decisions, orders, or
rulings shall be liable for contempt of the Commission. Its decisions, orders or rulings shall be
final and executor. Such decisions, orders, or rulings may be brought to Supreme Court on
certiorari by the aggrieved party within thirty (30) days from receipt of the copy thereof;
  Issues subpoena and subpoena duces tecum for the production of documents and records pertinent
to investigations and inquiries conducted by it in accordance with its authority conferred by the
Constitution and pertinent laws;

 Advise the President on all matters involving personnel management in the government service
and submit to the President an annual report on the personnel programs;

 Take appropriate actions on al appointments and other personnel matters in the Civil Service
including extension of service beyond retirement age;

 Inspect and audit the personnel actions and programs of the departments, agencies, bureaus,
offices, local government including government-owned or controlled corporations; conduct
periodic review of the decisions and actions of offices or officials to whom authority has been
delegated by the Commission as well as the conduct of the officials and the employees in these
offices and apply appropriate sanctions whenever necessary.

 Delegate authority for the performance of any functions to departments, agencies and offices
where such functions may be effectively performed;

 Administer the retirement program of government officials and employees, and accredit
government services and evaluate qualification for retirement;

 Keep and maintain personnel records of all officials and employees in the Civil Service; and

 Perform all functions properly belonging to a central personnel agency such as other functions as
may be provided by law

The 1987 Constitution of the Republic of the Philippines

B. The Civil Service Commission

Section 1.
(1) The civil service shall be administered by the Civil Service Commission composed of a Chairman and
two Commissioners who shall be natural-born citizens of the Philippines and, at the time of their
appointment, at least thirty-five years of age, with proven capacity for public administration, and must
not have been candidates for any elective position in the elections immediately preceding their
appointment.
(2) The Chairman and the Commissioners shall be appointed by the President with the consent of the
Commission on Appointments for a term of seven years without reappointment. Of those first appointed,
the Chairman shall hold office for seven years, a Commissioner for five years, and another Commissioner
for three years, without appointment. Appointment to any vacancy shall be only for the unexpired term of
the predecessor. In no case shall any Member be appointed or designated in a temporary or acting
capacity.

Section 2.
(1) The civil service embraces all branches, subdivisions, instrumentalities, and agencies of the
Government, including government-owned or controlled corporations with original charters.
(2) Appoints in the civil service shall be made only according to merit and fitness to be determined, as far
as practicable, and, except to positions which are policy- determining, primarily confidential, or highly
technical, by competitive examination.
(3) No officer or employee of the civil service shall be removed or suspended except for cause provided
by law.
(4) No officer or employee in the civil service shall engage, directly or indirectly, in any electioneering or
partisan political campaign.
(5) The right to self-organization shall not be denied to government employees.
(6) Temporary employees of the Government shall be given such protection as may be provided by law.

Section 3. The Civil Service Commission, as the central personnel agency of the Government, shall
establish a career service and adopt measures to promote morale, efficiency, integrity, responsiveness,
progressiveness, and courtesy in the civil service. It shall strengthen the merit and rewards system,
integrate all human resources development programs for all levels and ranks, and institutionalize a
management climate conducive to public accountability. It shall submit to the President and the Congress
an annual report on its personnel programs.

Section 4. All public officers and employees shall take an oath or affirmation to uphold and defend this
Constitution.

Section 5. The Congress shall provide for the standardization of compensation of government officials
and employees, including those in government-owned or controlled corporations with original charters,
taking into account the nature of the responsibilities pertaining to, and the qualifications required for their
positions.

Section 6. No candidate who has lost in any election shall, within one year after such election, be
appointed to any office in the Government or any government-owned or controlled corporations or in any
of their subsidiaries.

Section 7. No elective official shall be eligible for appointment or designation in any capacity to any
public office or position during his tenure.

Unless otherwise allowed by law or by the primary functions of his position, no appointive official shall
hold any other office or employment in the Government or any subdivision, agency or instrumentality
thereof, including government-owned or controlled corporations or their subsidiaries.

Section 8. No elective or appointive public officer or employee shall receive additional, double, or
indirect compensation, unless specifically authorized by law, nor accept without the consent of the
Congress, any present, emolument, office, or title of any kind from any foreign government.

Pensions or gratuities shall not be considered as additional, double, or indirect compensation

History of Human Resources

Key principles and practices associated with HRM date back to the beginning of mankind. Mechanisms
were developed for the selection of tribal leaders, for example, and knowledge was recorded and passed
on to youth about safety, health, hunting, and gathering. More advanced HRM functions were
developed as early as 1000 and 2000 B.C. Employee screening tests have been traced back to 1115
B.C. in China, for instance. And the earliest form of industrial education, the apprentice system, was
started in ancient Greek and Babylonian civilizations before gaining prominence during medieval
times.

Since the inception of modem management theory, the terminology used to describe the role and
function of workers has evolved from "personnel" to "industrial relations" to "employee relations" to
"human resources." While all of these terms remain in use, "human resources" most accurately
represents the view of workers by contemporary management theory: as valuable resources managed in
the same manner as other valuable resources, according to the authors of Human Resource
Management.

The need for an organized form of HRM emerged during the industrial revolution, as the manufacturing
process evolved from a cottage system to factory production. As the United States shifted from an
agricultural economy to an industrial economy, companies were forced to develop and implement
effective ways of recruiting and keeping skilled workers. In addition, industrialization helped spur
immigration, as the country opened its borders to fill industrial positions. Filling these jobs with
immigrants, however, created an even greater need for adequate management of employees.

Between the 1880s and the 1940s, immigration rose significantly and remained robust until World War
II. Advertisements circulated throughout the world depicting the United States as the land of opportunity
where good-paying industrial jobs were plentiful. As a result, the country had a steady stream of low-
skill, low-cost immigrant workers who occupied manufacturing, construction, and machinery operation
positions. Even though these employees performed largely routine tasks, managers faced serious
obstacles when trying to manage them since they spoke different languages.

Early human resource management techniques included social welfare approaches aimed at helping
immigrants adjust to their jobs and to life in the United States. These programs assisted immigrants in
learning English and obtaining housing and medical care. In addition, these techniques promoted
supervisory training in order to increase productivity.

While some companies paid attention to the "human" side of employment, however, others did not.
Therefore, other factors such as hazardous working conditions and pressure from labor unions also
increased the importance of effective management of human resources. Along with the manufacturing
efficiencies brought about by industrialization came several shortcomings related to working conditions.
These problems included: hazardous tasks, long hours, and unhealthy work environments. The direct
cause of employers seeking better HRM programs was not poor working conditions, but rather the
protests and pressures generated by workers and organized labor unions. Indeed, labor unions, which had
existed as early as 1790 in the United States, became much more powerful during the late 1800s and
early 1900s.

There were two other particularly important contributing factors to the origination of modem HRM
during that period. The first was the industrial welfare movement, which represented a shift in the way
that managers viewed employees—from nonhuman resources to human beings. That movement resulted
in the creation of medical care and educational facilities. The second factor was Frederick W. Taylor's
(1856-1915) Scientific Management, a landmark book that outlined management methods for attaining
greater productivity from low-level production workers.

The first corporate employment department designed to address employee concerns was created by the
B.F. Goodrich Company in 1900. In 1902 National Cash Register formed a similar department to handle
worker grievances, wage administration, record keeping, and many other functions that would later be
relegated to HRM departments at most large

U.S.companies. HRM as a professional discipline was especially bolstered by the passage of the Wagner
Act in 1935 (also known as the National Labor Relations Act), which remained the basic U.S. labor law
through the 1990s. It augmented the power of labor unions and increased the role and importance of
personnel managers.

During the 1930s and 1940s the general focus of HRM changed from a focus on worker efficiency and
skills to employee satisfaction. That shift became especially pronounced after World War II, when a
 shortage of skilled labor forced companies to pay more attention to workers' needs. Employers,
influenced by the famous Hawthorne productivity studies and similar research, began to emphasize
personal development and improved working conditions as a means of motivating employees.

In the 1960s and 1970s the federal government furthered the HRM movement with a battery of
regulations created to enforce fair treatment of workers, such as the Equal Pay Act of 1963, the Civil
Rights Act of 1964, the Employee Retirement Income Security Act of 1974 (ERISA), and the
Occupational Safety and Health Act of 1970. Because of these acts, companies began placing greater
emphasis on HRM in order to avoid lawsuits for violating this legislation. These regulations created an
entirely new legal role for HRM professionals. Furthermore, during the 1970s, HRM gained status as a
recognized profession with the advent of human resource programs in colleges.

By the end of the 1970s, virtually all medium-sized and large companies and institutions had some type
of HRM program in place to handle recruitment, training, regulatory compliance, dismissal, and other
related issues. HRM's importance continued to grow during the 1980s for several reasons. Changing
workforce values, for example, required the skills of HRM professionals to adapt organizational
structures to a new generation of workers with different attitudes about authority and conformity. Shifting
demographics forced changes in the way workers were hired, fired, and managed. Other factors
contributing to the importance of HRM during the 1980s and 1990s were increasing education levels,
growth of service and white-collar jobs, corporate restructuring (including reductions in middle
management), more women in the workforce, slower domestic market growth, greater international
competition, and new federal and state regulations.

Recruitment and selection process

Overview
The recruitment and selection process is important for new and established businesses alike. Your
human resources department has the support and expertise of employment specialists who assist hiring
managers with the procedures to ensure your company's leaders are making wise hiring decisions. There
are several pieces to the recruitment and selection process: sourcing candidates, reviewing and tracking
applicants, conducting interviews and selection for employment.

 Sourcing Candidates
This is the first step in the recruitment and selection process. Sourcing candidates means your
employment specialist is using a variety of methods to find suitable candidates for job vacancies.
Sourcing can be done via online advertising on job and career sites or professional networking and
participation in trade associations. Another creative sourcing technique employment specialists utilize is
monitoring employment changes at industry competitors to recruit applicants familiar with the same type
of business you are operating.

 Tracking Applicants
The next steps in the recruitment and selection process are tracking applicants and applications and
reviewing resumes. Applicant tracking systems (ATS) are becoming extremely helpful to employers, and
this technology aids in the management of job vacancies and applications for every open position.
Employment specialists use ATSs to review applications and resumes. Following your employment
 specialist's applicant review, he can then decide which applicants he wants to interview. With some
ATSs, applicants can track application status. An ATS can be developed for organizations of any size,
including small businesses.

 Preliminary Phone Interview

Conducting a preliminary phone interview is essential for obtaining information about the applicant's
background, work history and experience. When your employment specialist conducts a preliminary
interview, the objective is to determine whether or not the applicant has the requisite skills and
qualifications for the job vacancy. Consistent with widely accepted human resources practices, the Texas
Association of Counties recommends, "A quick initial review will reveal those applicants who obviously
do not meet the minimum requirements for the job." While an employment specialist may probe further
into the applicant's experience and interpersonal skills, the purpose of this interview is to narrow the field
of applicants to send for consideration by the hiring manager.

 Face-to-Face Interview and Selection

In this stage of the recruitment and selection process, the hiring manager reviews the applications and
resumes the employment specialist forwarded to her. The hiring manager invites the applicant to
interview face-to-face; communication about the interview and scheduling is generally handled by the
employment specialist. This ensures that all qualified applicants receive the same information. At times,
the employment specialist will prepare the applicant for the face-to-face interview. After the hiring
manager interviews the applicant, she further narrows the field of candidates from which to select for the
job opening. In many companies, there is an additional interview by the same hiring manager or perhaps
a panel of interviewers.

 Extending an Employment Offer

Once the hiring manager decides which candidate is most suitable for the job vacancy, it's time to inform
the candidate of pre-employment matters, such as background inquiries, drug tests and, if applicable,
licensing information. When recruiting for positions where you negotiate the terms of employment,
compensation and benefits, and other issues, a draft employment offer may change hands from the
candidate to the employer until the parties reach an agreement. An employment offer should always be in
writing to document the terms of your agreement with your prospective employee.

 Considerations
Your company's recruitment and selection process is the best way to achieve success in the business
world. According to Dr. Stuart Greenfield, contributor to the American Society for Public
Administration, "implementing more effective processes to recruit candidates and select 'the best and the
brightest' will improve one’s ability to meet one’s organization’s human resource needs."
Recruitment Direct,
Based in centrally located Adelaide Street, Belfast, provides a high-quality search and selection
service to numerous organisations throughout Northern Ireland.
All types of staff are supplied including temporary, permanent, and full-time and part-time staff. The
Recruitment Direct formula for success is built on an in-depth knowledge of our markets, a sound
understanding of our client's requirements and the professionalism and dedication of our employees.

Recruitment Process

The recruitment and selection is the major function of the human resource department and recruitment
process is the first step towards creating the competitive strength and the strategic advantage for the
organisations. Recruitment process involves a systematic procedure from sourcing the candidates to
arranging and conducting the interviews and requires many resources and time. A general recruitment
process is as follows:

Identifying the vacancy: 

The recruitment process begins with the
human resource department receiving
requisitions for recruitment from any
department of the company. These contain:
Preparing the job description and person
specification.
Locating and developing the sources of
required number and type of employees
(Advertising etc).
Short-listing and identifying the prospective
employee with required characteristics.
Arranging the interviews with the selected
candidates.
 Conducting the interview and decision making

1. Identify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making.

The recruitment process is immediately followed by the selection process i.e. the final interviews
and the decision making, conveying the decision and the appointment formalities.

Code of ethics
A code of ethics is a set of principles of conduct within an organization that guide decision making and
behaviour. The purpose of the code is to provide members and other interested persons with guidelines
for making ethical choices in the conduct of their work. Professional integrity is the cornerstone of many
employees' credibility. Member of an organization adopt a code of ethics to share a dedication to ethical
behavior and adopt this code to declare the organization’s principles and standards of practice.

Code of Ethics
A code of ethics issued by a business is a particular kind of policy statement. A properly framed code is,
in effect, a form of legislation within the company binding on its employees, with specific sanctions for
violation of the code. If such sanctions are absent, the code is just a list of pieties. The most severe
sanction is usually dismissal—unless a crime has been committed.

Business ethics emerged as a specialty in the 1960s in the wake of the "social responsibility" movement
embraced by some large corporations; that movement itself was stimulated by rising public interest in
consumerism and the environment. An important distinction exists between law and ethics. Obeying the
law is the minimum level of ethical conduct enforced in society; ethical behaviour includes more than
simply legal behaviour. It is unethical to lie, for instance; but lying is against the law only under certain
limited circumstances: lying under oath is perjury. Business ethics, and the codes that formally define it,
always include elements that go beyond strict legality; they demand adherence to a higher standard. In
the wake of the Enron and WorldCom corporate scandals, codes of ethics have taken on yet another
dimension. Legislation passed in 2002, the Sarbanes-Oxley Act ("SOX"), requires that corporations
whose stock is traded under the provisions of the Securities Exchange Act of 1934 must publish their
codes of ethics, if these exist, and also publish any changes to these codes as they are made. This
requirement has given corporations strong incentives to formulate codes of ethics in order to win investor
confidence. Most small businesses, of course, are not regulated by the Securities and Exchange
Commission (SEC) because they do not issue publicly traded stock; thus they are not affected by SOX.
Perhaps the best-known code of ethics in history is the Hippocratic Oath taken by all doctors. Contrary to
common belief, that oath does not include the phrase "First, does no harm." The actual language, in the
third paragraph of the classical version, states: "I will apply dietetic measures for the benefit of the sick
according to my ability and judgment; I will keep them from harm and injustice." According to Bartlett's
Familiar Quotations, the more famous phrase comes from Hippocrates' Epidemics: "As to diseases make
a habit of two things—to help, or at least, to do no harm."

Pamantasan ng Lungsod ng Muntinlupa

NBP Reservation Muntinlupa city

Human Resources Management

(Assignment’s)

Submitted by:
 Carmina Yap
BS Psychology/2-B

Submitted to:

Dr. Wendelyn Sacramento

Dean college of arts and Sciences