HRSED- MIDTERMS

• Medieval guilds in Europe


  Associations of individuals within the same trade or profession, formed for mutual aid, protection, and the collective benefit of their members
• Types of guilds


  • Merchant guilds
  • Craft guilds
• Merchant guilds


  Comprised storekeepers, merchants, and builders engaged in trade within towns and neighboring villages
• Craft guilds


  Consisted of masters, journeymen, and apprentices involved in crafts such as shoemaking, weaving, and baking
• Guilds


  • Chartered by town governments or kings to regulate apprenticeship rules, quality standards, prices, and working conditions
  • Maintained a monopoly over their respective trades and had control over member selection, training, compensation, and development
  • Laid the groundwork for modern manpower management practices by organizing and regulating labor within their trades
• Stages of development in guild system

  1. Workers begin as apprentices, entering into agreements with master craftsmen for training

  2. During apprenticeship, masters provide food, clothing, lodging, and sometimes schooling, with apprentices learning trade techniques

  3. The duration of apprenticeship ranges from four to ten years, depending on the trade
• Industrial revolution

  • The development of modern personnel management began with the introduction of the factory system during the late 18th and early 19th centuries
  • It led to the rise of capitalism, large-scale manufacturing, and accelerated production and marketing processes
  • Prior to the industrial revolution, production relied on manual labor and apprenticeship under master craftsmen
  • The revolution replaced home industries with factories and machines, reducing the need for extensive apprenticeship
  • Semi-skilled workers operating machines received higher pay compared to skilled craftsmen of the past
  • The essence of the industrial revolution was the transfer of skill from craftsmen to machines
• Stages of development in guild system

  
  

  4. After completing apprenticeship, individuals become artisans or journeymen, skilled in the trade and able to work independently or for a wage

  5. The ultimate goal is for journeymen to establish their own shops and become master craftsmen

  6. Full ownership in the craft guild is achieved by artisans who progress through apprenticeship, journeyman, and master craftsmanship stages.
• Significance of Mechanical Invention

  
  

  6. Varied workers' backgrounds in industrial areas intensified social and economic issues like low wages, long working hours, and poor working conditions.

  7. Abuses by factory owners and foremen led to industrial disputes, prompting workers to organize into labor unions to demand better rights and benefits.

  8. Democratic ideas and government intervention protected labor rights, empowering workers to assert their demands for higher wages and improved working conditions
• Significance of Mechanical Invention

  1. Mechanical inventions like the power loom, steam engine, and spinning jenny facilitated large-scale production, leading to the establishment of factories and the decline of small home shops.
  2. Factories attracted rural workers to urban areas, causing social and psychological challenges due to increased population concentration
• Significance of Mechanical Invention

  
  

  3. Standardized production methods in factories reduced costs and opened new markets, driving the need for more factories and increased production.

  4. Industrial growth created industrial centers, leading to social problems such as group relationships, adjustment issues, and tolerance challenges.
• Development of Personnel Functions

  • History of management – labor relations (policies, techniques, and methods) gradually turned to specialized functions.
  • Scope and application of personnel management varies – size of the firm, nature of business or firm, complexity of operations, qualifications of personnel staff, attitude and support of top management, and relationship with the union. External – labor market, economic conditions, presence of absence of competition.
• Development of Personnel Functions


  • Small scale businesses were handled by the owner-manager, as they increased in size, it became necessary for personnel functions to be handled by a separate department, serving as a staff to line management.
• Development of Personnel Functions

  
  

  • Compensation and employee benefits – 3rd group to become specialized. Employees were treated through paternalistic concept. This changed due to benevolence of employers, demands of labor unions, fringe benefits, industrializations, and employee benefit programs.
  • Labor relations – 4th group to be specialized because of the growing strength of labor unions. RA 875 or Magna Carta of Labor, Signage of Labor Code in 1974
  • Government in management – 5th group due to passage of laws and issuance of government laws (Minimum Wage Law in 1951).
• Development of Personnel Functions

  • Human and public relations – 6th group, (1) as the physical, social, an psychological need of worker became generally recognized, (2) as management accepted the civic and social responsibilities of business and industry to worker, and (3) as the important roles played by social, political, and educational leaders gained prominence
• Development of Personnel Functions

  • Employee selection, hiring, and placement were the first management functions where specialization developed.
  • Selection and hiring were done by foreman, supervisors, and managers – but due to expansion, this was not the case today.
  • Training and development – due to technological advances, training specialists are required.
• Personnel management


  • Personnel management involves the management of individual employees rather than groups.
  • It includes tasks such as recruitment, selection, placement, utilization, and development of competent employees.
  • Employee relations and personnel administration are sometimes synonymous with personnel management
• Labor relations 


  • Labor relations involve management's interactions with employees represented by labor unions.
  • It focuses on issues related to labor unions, such as negotiating labor contracts and interpreting collective bargaining agreements.
  • Labor relations also encompasses managing grievances and disputes through the grievance procedure.
  • It involves maintaining daily relations with union stewards and officials.
• Industrial relations


  • Industrial relations encompasses personnel management and labor relations.
  • It specifically focuses on relations between a company and its employees in industrial enterprises.
  • Industrial relations involve relations between workers and management, among workers themselves, and between management and labor unions.
  • The term covers labor relations and human relations in the production process.
  • Industrial relations, personnel management, personnel relations, and employee relations are often used interchangeably.
• Personnel Administration


  Implementing personnel policies and programs, including administrative functions performed by personnel management, labor relations, and public relations
• Personnel Administration


  • Planning and directing the application, development, and utilization of human resources in employment
• Manpower management


  Sometimes used interchangeably with personnel administration, although some prefer the latter
• Personnel management


  Commonly used in the Philippines to encompass all aspects of human resources and industrial relations in many companies
• Human resources management


  
  

  • Human resources management is a newer term used interchangeably with manpower management, industrial relations management, or personnel management.
  • However, "personnel" is more commonly used to encompass all aspects of human resources and industrial relations.
• Public relations


  In personnel management, the personnel manager's interactions with employees, whether unionized or not
• Training


  • Training in personnel management involves a methodical and well-managed effort by management, often led by skilled instructors.
  • The goal of training is to impart "Know-how" and enhance or refine specific aspects of an individual's skills, attitudes, discipline, behavior, or knowledge.
  • Training aims to make individuals more effective in their current roles or better prepared for future job opportunities.
• Public relations

  • Good public relations are crucial for promoting sound human relations in business and industry
• Human Resource Planning


  • Human Resource Planning (HRP), also known as manpower planning, analyzes an organization's HR needs under changing conditions.
  • It involves developing activities to satisfy these needs and ensuring the right number of people with the right skills are employed in suitable roles.
• Systematic Forecasting of Manpower Needs


  • On the basis of business conditions and forecasts, manpower needs are planned and monitored closely.
• Performance Management


  • Analyzing, improving and monitoring the performance of each employee and of the organization as a whole. 
• Career Management


  • Determining, planning and monitoring the career aspirations of each individual in the organizations and developing them for improved productivity.
• Management development


  • Assessing and determining the developmental needs of managers for future succession requirements
• Objectives of the HRP

  • To ensure optimum use of human resources currently employed.
  • To determine future recruitment level.
  • To ensure that necessary resources are available as and when required.
  • To forecast future skill requirements to serve as a basis for training and development programs.
  • To create plans, rules and regulations that meet the local and statewide laws in the given industry.
• 5 STEPS IN HUMAN RESOURCE PLANNING

  1. DETERMINING THE WORKLOAD
  2. STUDYING THE JOBS IN THE COMPANY
  3. INVENTORY OF MANPOWER
  4. IMPROVEMENT PLAN
  5. LEGAL FRAMEWORK
• Delphi Technique 


  Involves collecting opinions and feedback from a selected panel of experts anonymously through multiple rounds of questionnaires.
• • Assessment of: Skills, Career aspirations, Strengths and weaknesses of each incumbent, Potentials and portability.
  • Matching of current manpower against forecasted needs.
  • Positions filled by: Promotion, Transfer, Assignment of qualified personnel.
  • Net result: Just enough manpower, Excess manpower lacking required skills, Insufficient manpower with inadequate skills.
• Improvement plans to meet corporation objectives:

  • Action plans for current personnel development
• Remedies for shortfall:

  • Recruitment from inside or outside organization
  • Training and development for existing employees lacking skills
• Integration into total development program:

  • Includes career planning, management development, succession programs
• Human resource planning responsibility lies with line or operating managers:

  • Determine organization structure, required number, and skills of personnel