HRMA 103

• Economic Zones


  • PEZA - Philippine Economic Zone Authority
  • MEPZ - Manufacturing Economic Processing Zone
  • AFAB - Authority of the Freeport Area of Bataan
• Economic Zones


  • Baguio City Economic Zone
  • Cavite Economic Zone (CEZ/CEPZ)
  • Mactan Economic Zone (MEPZ)
• Kinds of Business Organization

  • Commerce
  • Industry
  • Service
• Forms of Business Organization

  • Sole Proprietorship
  • Partnership
  • Corporation
• Activities of Business Organization

  • Merchandising
  • Manufacturing
  • Service
• Classifications of Business Organization

  • Small scale
  • Medium scale
  • Large scale
• Human Resource Management (HRM)

  A management function concerned with hiring, motivating, and maintaining people in an organization, with a focus on people in the organization
• HRM


  A personnel function which is concerned with procurement, development, compensation, integration, and maintenance of the personnel of an organization for the purpose of contributing towards the accomplishment of the organization's objectives
• HRM


  The philosophy, policies, procedures, and practices related to the management of people within an organization
• An organization's employees make able an organization to accomplish its goals
• Perspectives of HRM


  • Process-Systems View
  • People Perspective
  • Management Perspective
• Process-Systems View of HRM

  HRM is the planning involving a system, development, and control of the network of the interconnected processes influencing and entailing all members of an organization, with the purpose of achieving organization-wide goals and contributing to organizational effectiveness and productivity
• People Perspective of HRM


  The "people" variable in management, where the efficiency and effectiveness of an organization will depend upon the availability of an organization to acquire, develop, motivate, and maintain outstanding persons
• Management Perspective of HRM

  Defined HRM in terms of practices and policies needed to carry out the people or personnel aspects of management job
• Scope of HRM


  • Staffing as a managerial function
  • Ensuring personnel functions are in tune with the broad policies of the organization
  • Dealing with the entire organization's personnel aspects
• HRM Model


  • Labor relations
  • Training and Development
  • Organization Development
  • Organization Design
  • Human Resource Planning
  • Selection and Staffing
  • Personnel Research and Information System
  • Compensation
  • Employee Assistance
• Quality of work life (QWL)


  A work environment where an employee's activities become more important
• Productivity


  The volume of product or service an organization produces
• Readiness for change


  An objective of HRM
• Objectives of HRM


  • Procurement and development of competent people
  • Achieving desirable working environment
  • Effective utilization of people to help in the attainment of organizational objectives
• Differences between Personnel Management and HRM

  • Employees are for rules and regulations (Personnel Mgmt) vs Rules and regulations are for the employees (HRM)
  • Restricted to procurement and training personnel (Personnel Mgmt) vs Integrated with the corporate management (HRM)
  • Slow communication and decision-making (Personnel Mgmt) vs Fast communication and decision-making (HRM)
  • Task-oriented approach (Personnel Mgmt) vs People-oriented approach (HRM)
  • Division of labor (Personnel Mgmt) vs Teamwork (HRM)
  • Transactional role of management (Personnel Mgmt) vs Transformational role of management (HRM)
• Strategic Role of HRM

  To adjust individual HR practices to match special purpose corporate and competitive strategies, and the human resource management system must be tailored to the demands of business strategy
• HR management is an equal partner in the strategic planning process
• The need to forge a company's workforce into a competitive advantage implies that human resource management must be equally associated in both the formulation and implementation of the company's corporate and competitive strategies
• Managers have to be aware of economic, technological, social, and legal issues that either facilitate or hinder efforts to achieve organizational objectives
• A firm's success depends on establishing a set of core competencies, which are an integrated knowledge set within an organization that differentiates it from its competitors and deliver value to customers
• The first initiative of the Industrial Revolution and the Factory System was taken in England
• Industrialization wholly changed the way people earned their living and replaced human effort and skill by the work of machine
• The first line supervisor was responsible for the control of workers and successfully running the factory by the use of force and fear
• Major HR issues were working conditions and social patterns of behavior of employees
• A code of discipline was introduced in Britain just to set up standard behavior among the untrained workers
• Labor welfare measures were introduced for self-interest and humanity
• The growth of HRM were uneven for all the time and nations
• The Hawthorne studies were conducted at the Hawthorne plant in Chicago of Western Company, led by Elton Mayo
• The Hawthorne studies attempted to investigate the impact of level of illumination on the job performance, but researchers noticed that the factors outside the job were affecting the work performance
• The presence of informal groups in the organization had the influence on the employees' behavior and productivity
• Production increased as the illumination was increased to a certain point, after which it became stable, and when the intensity was decreased, the job performance stayed at the same level
• The researchers concluded that the collective decision of the members of the informal groups influenced the performance of workers
• Scientific management dealt with labor and management inefficiencies through reorganization of production process and removal of unreasonable elements of work
• F.W. Taylor, the originator of scientific management, was concerned with worker inefficiency and the need for managers to acquire the co-operative achievement of the employees