BA 201 - Reviewer Institutional Outcomes: Basta-West…

HUMAN RESOURCE MANAGEMENT

How important is the vision-mission of the school to students?
 A 'vision' is a clear statement of what the school is trying to achieve so that all
stakeholders –teachers, students , their families and community members –are
working together. It is about looking forward and seeking to motivate and unify
everyone to achieve the very best for the students.
 A vision statement, or simply a vision, is a public declaration that schools or other
educational organizations use to describe their high-level goals for the future—what
they hope to achieve if they successfully fulfill their organizational purpose or
mission.
How important is the school vision mission and goals?
 The school vision, mission and goals are very important part in curriculum
development.
 It serves as the guiding post around which all educational efforts including in the
curriculum should be aligned.
 Objectives direct the change in behavior which is the ultimate aim of learning.
1.is a creative and critical thinker
2.is an effective and responsible communicator
3.has uncompromising personal and professional ethical standards
4.is technologically skilled
5.has teaming and collaborative skills
6.is socially responsible and has strong national identity
7.is globally employable
8.is self-directed, competent, and accountable professional
9.can utilize lifelong learning skills or personal development and excellence in professional
practice.
Objectives of the College of Business and Management
1.Assured of quality instruction and industry driven curriculum;
2.Emphasized the need for research in business and industry and allied disciplines and
disseminate product of research in actual instruction;
3.Innovated, collaborative, and shared expertise
4.Achieved relentless excellence.

Vision:
WVSU as the center for educational excellence in the Visayas and the hub for Human
Resource Development in the Asia-Pacific Region.

Mission:
WVSU is committed to provide holistic education geared towards sustainable growth and
development.

Core Values:
Scholarship Harmony Innovation Nurturance Excellence Service
 Why is HR important?
HRM plays a strategic role in managing people and the workplace culture and environment. HRM Components
–Component should be consistent with the others, organization structure, and strategy.
Human Resource Management deals with the following major functions:
Recruitment: develop a pool of qualified applicants.
 Training and others –Selection: determine relative qualifications & potential for a job.
 Employee benefits
 Performance management Training & Development: ongoing process to develop worker’s abilities and skills.
 Organization development
 Safety, wellness Performance appraisal & feedback: provides information about how to train, motivate,
 Issues related to compensation and reward workers.
–Managers can evaluate and then give feedback to enhance worker performance.
DEFINED HUMAN RESOURCE MANAGEMENT
Pay and Benefits: high performing employees should be rewarded with raises, bonuses.
 The process of planning, organizing ,directing (motivating) ,and controlling the –Increased pay provides additional incentive.
procurement, development ,compensation ,integration ,maintenance ,and –Benefits, such as health insurance, reward membership in firm.
separation of organizational human resources to the end that organizational,
individual ,and societal needs are satisfied. Labor relations: managers need an effective relationship with labor unions that represent
 According to Dessler (2008) it is carrying out the “people” or human aspect of a workers.
management position –Unions help establish pay, and working conditions.
 An efficient and effective use of “people” to achieve set of goals
 A process of procuring, developing and maintaining competent “people” in the
organization so that the goals of an organization be effectively and efficiently RECRUITMENT
achieved.
 An art of managing “people” at work and draw out the best in them to achieve 1. External recruiting: managers look outside the firm for people who have not worked at
organizational goals. the firm before.

Human Resource Management includes all activities used to attract & retain employees Managers advertise in newspapers, hold open houses, recruit at universities, and on the
and to ensure they perform at a high level in meeting organizational goals. Internet.
These activities are made up of… External recruitment is difficult since many new jobs have specific skill needs.
A multi-prong approach to external recruiting works best.
1. Recruitment & selection.
2. Training and development. 2. Internal Recruiting: positions filled within the firm.
3. Performance appraisal and feedback.
4. Pay and benefits. Internal recruiting has several benefits:
5. Labor relations. 1. Workers know the firm’s culture, may not have new ideas.
2. Managers “likely “already know the candidates.
3. Internal advancement can motivate employees.
 Hiring Selection Tools
SELECTION PROCESS
After a pool of applicants is identified, qualifications related to the job requirements are
determined:
Background Information: includes education, prior employment, college major, etc.
Interview: almost all firms use one of two types:
1. Structured interview: managers ask each person the same job-related questions.
2. Unstructured interview: held like a normal conversation.
3. Usually structured interviews preferred; bias is possible.
Physical Ability Test: measure strength & endurance.
–Good for physically demanding jobs.
Paper & Pencil Tests: Either an ability and personality test.
1. Ability test: assess if applicant has right skills for the job.
2. Personality test: seek traits relevant to job performance.
3. Be sure test is a good predictor of job performance.
Performance Tests: measure job performance.
1. Typing speed test is one example.
2. Assessment Center: candidates assessed on job-related activities over a period of a few
days.
References: outside people provide candid information about candidate.
–Can be hard to get accurate information.
RELIABILITY & VALIDITY
Selection tools must be reliable and valid.
Reliability: the degree to which the tool measures the same thing each time it is used.
–Scores should be close for the same person taking the same test over time.
Validity: Does the test measure what it is supposed to measure?
–Example: does a physical ability test really predict the job performance of a firefighter?
•Managers have an ethical and legal duty to develop good selection tools.
TRAINING & DEVELOPMENT
Training: teach organizational members how to perform current jobs.
–Help worker’s acquire skills to perform effectively.
Development: build worker’s skills to enable them to take on new duties.
–Training used more often at lower levels of firm, development is common with managers.
–A “Needs Assessment” should be taken first to determine “who needs which program” and
“what topics should be stressed”.
TYPES OF DEVELOPMENT
1. Varied Work Experiences: Top managers must build expertise in many areas.
–Workers identified as possible top managers given many different tasks.
2. Formal Education: tuition reimbursement is common for managers taking classes for
MBA or similar.
–Long-distance learning can also be used to reduce travel.
 JOB ANALYSIS
1.) Job Analysis - the act of examining positions within an organization
2.) Job Description - narrative explaining the scope of a position
3.) Job Characteristics - tasks involved in a position
4.) Job Requirements - personal characteristics necessary to fill a position
PAY AND BENEFITS
Pay level: how the firm’s pay incentives compare to other firms in the industry.
–Managers can decide to offer low or high relative wages.
Pay Structure: clusters jobs into categories based on importance, skills, and other issues.

PERFORMANCE APPRAISAL Benefits: Some are required (social security, workers comp).
Process of evaluating employee performance –Others (health insurance, day care, and others) are provided at the employer’s option.
 job related strengths –Cafeteria-style plan: employee can choose the best mix of benefits for them. Can be hard
 development needs to manage.
 progress toward goals
Base Wage
 determine ways to improve performance –Job Based Pay-paid for the job that is done
–Competency Based Pay-pay is linked to job-relevant skills, knowledge, and experience
 Pay a promotion decisions
•More systematic is better, for the most part Incentive Pay-linked to job performance
–can increase motivation
•Self-Appraisal –links employees to firm performance
•Peer Appraisal –works well when employees trust firm

•360 Degree appraisal INDIVIDUAL INCENTIVES

•Central Tendency Error-everyone ranked as average
• Piece-Rate - Pay for each unit of output
•Leniency-individuals are ranked higher than they deserve
• Commissions - Pay from percentage of sales or profits
WHO APPRAISES PERFORMANCE?
• Bonuses - Lump sum payments

• Merit Pay - Permanent increases in base pay linked to individual’s previous performance

• Seniority - Increases over time

TEAM OR ORGANIZATIONAL INCENTIVE

• Gain Sharing - teams of employees share in gains from improvements in productivity or

cost saving measures
• Profit Sharing - A percentage of profits earned by a department or company
• Stock Ownership
–Options
–Employee Stock Ownership Plans
  L –E –S Spectrum
FAIR LABOR STANDARDS ACT Posing a Q:
• Minimum Wage Do we do things because the law tells us to, the employer or the society?
• Pay for overtime Legal –Ethical –Social
• Does not cover commission, salary, or tips
 Human Resource Planning
Analysis of the HR requirements of an organization
THE CIVIL RIGHTS ACT
• Prohibits discrimination in all phases of employment based on race, color, religion, sex, or  The Strategy
national origin. How do you know you have the qualifications?
–Such information can’t be considered in hiring, firing, promotions, training, or granting PEST = Political –Economic –Social –Tact
raises Wages / look outside the box / Employability Skills Include:
–religious discrimination 1. Basic academic skills
2. Personal management skills
Today’s Human Resource Management Professional 3. Teamwork

Master of HR Management Tools WARMED HR

Should be familiar with staking, training, compensation planning, performance appraisal and W – Wellness (health insurance, compensations)
planning etc. A – Attraction + Selection (who is fit for the job?)
R – Rewards (commission)
Change Mastery M – Motivated (internal –how do we externally motivate?)
HR professionals should be able to bring change in the organization E – Execution (review, does it get done?)
D – Development (how much are we investing?)
Personal Credibility
Should be trustworthy, ethical, courageous Human Resource Business Partner (HRBP)
Organizational awareness
Certified Human Resource Professional (CHRP) HR Practitioner, formally accredited to Trusted relationships
practice (only thing needed to practice)
1. The Strategic HR Management Model
2. Planning Human Resources
3. Attracting Human Resources
4. Placing, Developing, and Evaluating HR
5. Motivating Human Resources
6. Maintaining High Performance
7. HR Management in a Global Context
 As Steve Jobs once said,
“people with passion can change the world.”
Successful entrepreneurs are abundantly passionate —but not
necessarily about the product.

They're passionate about their missions.

They're passionate about what their products or services
mean to the lives of their customers.
Sep 13, 2018