MEMBERS

MANALOTO, ARISTOTLE JOHN P.

HIPOLITO, MIKKO KYLE C.
MEJIA, JERICHO B.
HIPOLITO, JAMES EZRAH
GUZMAN, IZZY D.
SANTOS, JOHN MICHAEL
OBJECTIVES

• Human Resource Management by Dr. Roberto G. Medina focuses

on the importance of human resources in achieving organizational
objectives. It covers management functions like planning,
organizing, staffing, training, motivation, and maintenance, as well
as job analysis and design. It also discusses alternative work
schedules, job analysis methods, and job descriptions and
evaluations. It provides a comprehensive understanding of HRM
principles and methods.
INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT
• Organizations are established to achieve specific objectives. Many of them
compete with one another in the attempt to reach their goals. When they are
not in competition, they try their best to survive. Success comes as a result
of the effective and efficient use of resources, whether human or
nonhuman. Most often, however, the outcome is attributed to the
performance of the organization’s human resources. This happens even in
the presence of various constraints like those concerning equipment,
materials, and money.
MANAGEMENT FUNCTIONS AND
HUMAN
RESOURCE MANAGEMENT
MANAGEMENT
• It is the process of working with and through people in the
achievement of organizational objectives. Human resource
management is part of this larger discipline and so it must be
viewed in the context of the basic management functions.
PLANNING
• It is that management function involved in setting goals and
objectives of the organization. Planning is done at the corporate
level and this task is usually assigned to the corporate planning
unit.
ORGANIZING

• It is the mobilization of the human and non-human

resources of the organization to put the plans into effect.
WHAT IS HUMAN RESOURCE
MANAGEMENT?
Defining human resource management (HRM) is useful in the sense that it
provides a starting point in presenting the various principles and methods
involved.
HRM is that management function concerned with making sure that the human
component of the organization is able to achieve the goals assigned to it.
Among the five Ms of management namely men, money, machines, materials,
and methods, HRM addresses the concern about the first M, which is men. It is
believed that in the five Ms, "men" is the most difficult to manage.
THE CENTRAL FUNCTIONS OF
HUMAN RESOURCE MANAGEMENT
• One way of learning HRM is to understand its central functions. They are as
follows:

1. Staffing
2. Training and Development
3.Motivation
4. Maintenance
STAFFING
• It refers to that function which locates competent employees and getting
them to work for the organization. The major activities of staffing consist
of

(1) strategic human resource planning,

(2) recruitment, and
(3) selection
LABOR UNION
• It is an organization formed to represent the interestof workers
in bargaining with employers for contracts concerning wages,
fringe benefits, and working conditions.
MANAGEMENT THOUGHT
• The practice of HRM has been largely influenced by eminent
thinkers. They were able to formulate theories as a result of
extensive research. These pioneers have contributed their share
in shaping the world of management including HRM.
ORGANIZING THE HRM DEPARTMENT
• The HRM department is the unit assigned to implement the organization's
HRM policies. Its size and structure depend on several factors such as

(1) available resources

(2) number of company employees, and
(3) philosophy of management.
In a large organization, the president delegates in full
the HRM responsibility to a vice president, who in
turn, manages the HRM department. Figure 3 is an
illustration of a typical HRM department of a large
organization which consists of six units individually
supervised by a manager.
JOB ANALYSIS AND DESIGN
• When the job fits the individual occupying it, his performance is expected to be
better. Even if it is hard to provide perfect fitting jobs for every worker, however,
it pays to design jobs with workers in mind. There are specific reasons why job
design is an important activity. These are as follows:

1. Job design can impact employee performance. There are some jobs where
employee motivation is a crucial factor to performance, and the right motivation
may be a result of good job design.
2. Job design can affect job satisfaction. Some workers are more satisfied
when they perform their jobs in a manner most convenient to them.
3. A good job design may help reduce turnover and absenteeism, and these
may be translated to a reduced cost of staffing.
4. Job design can affect a worker both physically and mentally.
Improperly designed jobs may result to problems like loss of hearing, back
pains, cramps, and the like.
 WHAT IS A JOB?
• A job may be defined as a grouping of similar positions.
• A position is a collection of tasks, duties, and responsibilities performed by a
single person.
• A task is composed of motions and is a distinct identifiable work activity.
• A duty is composed of a number of tasks and is a larger work segment
performed by an individual.
• Responsibilities are obligations to perform certain tasks and duties.
 WHAT IS JOB DESIGN?
• Job design may be defined as an approach that specifies the tasks that constitute a job for an individual or a
group. The objective is to develop requirements of the organization and the technology that satisfy the
personal and individual requirements of the jobholder. In designing jobs, the following aspects must be
carefully considered:
1. Job specialization and enrichment
2. Psychological components
3. Ergonomics and work methods
4. Motivation and incentive systems
SPECIALIZATION

• It is an important consideration in designing jobs. Since specialization requires a worker to

concentrate on one particular type of work, labor costs are reduced in several ways. Because of it,
high-speed and low-cost production in factories and offices were made possible.
JOB ENLARGEMENT AND JOB ENRICHMENT

• JOB ENLARGEMENT
• It is the grouping of a variety of tasks about the same skill level. The grouping is horizontal in
nature.
• JOB ENRICHMENT
• It is a method of giving an employee more responsibility that includes some of the planning and
control necessary for job accomplishment.
 PSYCHOLOGICAL COMPONENTS

In designing jobs, the psychological aspects must be taken into account. The objective is to improve the quality of
work life, job satisfaction, and motivation of employees. As such, the following must be considered:
The content of the job must be reasonably demanding and must provide some variety;
The worker must be provided with the opportunity to learn on the job and this must be continuously provided;
The worker must be allowed to have some minimal area of decision-making that he can call his own;
The worker must be provided with some degree of social support and recognition;
The worker must be allowed to relate to his social life what he produces; and
The worker must be made to feel that performing his job well leads to a desirable future.
ERGONOMICS AND WORK METHODS

ERGONOMICS
• It is the study of the relationship between people at work and their working conditions, especially
the machines they use.
WORK METHODS
• Some work methods are superior than others. If one is using an inferior work method, a better one
must be devised.
COMPRESSED WORKWEEKS

The arrangement under compressed workweeks calls for performing one week's work in less than five
days. This is designed to allow workers to enjoy a longer weekend which they may spend with their
families or doing some other important activities. Examples of forty-hour compressed workweeks are
as follows:
• 1. Four days with ten hours of work per day (Ex. Monday to Thursday);
• 2. Three days with twelve hours of work per day (Ex. Monday to Wednesday); and
• 3. Four and one-half days with nine hours of work for four days and four hours of work for the fifth
day.
PART-TIME EMPLOYMENT

The employment of people on a part-time basis is also an alternative work schedule. The use of part-time employees has
long been practiced in some organizations. The usual reason is economics, as some cannot afford to maintain employees
on a full-time basis.
Private colleges and universities are examples of institutions which hire part-time employees. Part-time employment may
be classified as follows:
• 1. Permanent part-time employment

• 2. Job sharing

• 3. Work sharing

• 4. Temporary part-time work

Job sharing occurs when two part-timers share one full-time job.
JOB ANALYSIS

• It is defined as a systematic investigation of the tasks, duties, and responsibilities required in a job, and the necessary
skills, knowledge, and abilities someone needs to perform the job adequately.
USES OF JOB ANALYSIS
Information obtained through job analysis is very useful inperforming various HRM activities. These are the following:
• Job definition. Defining a job through a description of duties and responsibilities is very useful to the employee
holding the job, as well as a prospective employee and the supervisor.
• Job redesign. When there is a need to change the current design of jobs, this will be detected in the process of job
analysis.
• Recruitment. The idea in recruitment is to be able to hire people who, more or less, will fit the jobs they are to hold.
• Selection and placement. Selecting the best among the various qualified job applicants is made easier when the requirements of
the job are spelled out in clear and precise terms.
• Orientation. When the requirements of the job are clearly understood, orienting new employees becomes a matter of procedure.
• Training. Information provided in job analysis is useful in determining what aspects of the job must be included in training.
• Career counseling. Knowledge of the various jobs in the organization will make career counseling activities easier and more
effective.
• Employee safety. In a job analysis, practices of current jobholders that are deemed unsafe are brought into the open.
• Performance appraisal. It is very difficult to evaluate the performance of an employee if the evaluator does not have a thorough
understanding of what actions are expected of the employee in the performance of his job.
• Compensation. Job analysis provides some basis in determining the worth of a job. This is arrived at by clearly identifying its
difficulty in relation with other jobs, the duties and responsibilities, and the skill requirements.
METHODS OF GATHERING INFORMATION

OBSERVATION
• It is a method of job analysis in which the analyst observes the person performing the job and takes
notes to describe the tasks and duties performed.
INTERVIEW

The interview method requires the job analyst to personally meet and interview the jobholder. There
are three ways of gathering information using the interview method. They are as follows:
• 1. Interviewing the job incumbent
• 2. Interviewing a group of employees having the same job
• 3. Interviewing the job incumbent supervisor who is thoroughly knowledgeable about the job under
consideration.
Interviews may either be structured or unstructured. In a structured interview, a pre-designed
format is used, while an unstructured interview does not use a definite format.
QUESTIONNAIRE

A pre-designed survey instrument is used under the questionnaire method of gathering information.
This instrument is given to employees and managers for them to accomplish.
There are two types of questionnaires that have been developed and which are very useful in job
analysis. These are as follows:
• Position analysis questionnaire. This is a highly specialized instrument used in analyzing jobs in
terms of employee activities.
• Management position description questionnaire. This highly structured questionnaire is used in
analyzing jobs of managers.
PRODUCTS OF JOB ANALYSIS

JOB ANALYSIS
• It is the basis for the production of three important outputs: job description, job specification, and job evaluation.

JOB DESCRIPTION
• It is a written statement of the tasks, duties, and responsibilities in a job. It indicates what the jobholder does, how it is done,
under what conditions it is done, and why it is done. A job description normally contains the following:
• 1. the job title,
• 2. the duties to be performed,
• 3. the distinguishing characteristics of the job,
• 4. environmental conditions
• 5. the authority and responsibilities of the jobholder
JOB EVALUATION
It is the systematic determination of the relative worth of jobs within an organization. It aims to rank
all the jobs in the organization to pave the way for assigning compensation figures for each job
SUMMARY

The objectives of any organization may be achieved depending on the motivation and ability of its
individual members. Providing the organization with the right members is the responsibility of human
resource management.
Efficiency in the performance of employees requires, as a pre-requisite, the matching of the right jobs
with the right people. This is made possible by the effective use of job analysis and design.
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REFERENCE

• https://books.google.ge/books?id=Oz-ezT3IeGUC&printsec=frontcover#v=onepage&q&f=false