Human resource development

Republic of the PhilippinesRepublic of the PhilippinesEULOGIO “AMANG” RODRIGUEZEULOGIO “AMANG” RODRIGUEZ

INSTITUTE OF SCIENCE AND TECHNOLOGYINSTITUTE OF SCIENCE AND TECHNOLOGYNagtahan, Sampaloc, ManilaNagtahan, Sampaloc, Manila

GRADUATE PROGRAMGRADUATE PROGRAMMASTER IN PUBLIC ADMINISTRATIONMASTER IN PUBLIC ADMINISTRATION

TOPIC: C. STAFFING THE ORGANIZATIONTOPIC: C. STAFFING THE ORGANIZATION D. MANAGEMENT AND ORGANIZATIONAL D. MANAGEMENT AND ORGANIZATIONAL

DEVELOPMENTDEVELOPMENT

HUMAN RESOURCE DEVELOPMENTHUMAN RESOURCE DEVELOPMENT

Presented by:

LOUIE A. MEDINACELI

A. JOB ANALYSISA. JOB ANALYSIS

• Job analysis is a process undertaken to determine which characteristics are necessary for satisfactory job performance, and to analyze the environmental conditions in which the job is performed.

Purpose of job analysis:• To collect information about what is done on the

job, why the job is done, and how the job relates to the overall objectives of the organization.

Job Descriptions• A job description is that portion of the job analysis which typically

contains the tasks involved in the completion of the job, along with the various behaviors or activities involved in the completion of these tasks.

• Job description usually contains three sections:• Job Identification Section. Within this section, jobs are given various

labels to distinguish them from one another.• Job Definition Section. The information contained in this section

discusses the overall purpose of the job. It tells what the worker does, why the job is being completed, and its overall relationship to other jobs and the organization’s goals.

• Job Description Section. The job description section includes information regarding the responsibilities inherent in the job; this includes the extent of the employee’s supervisory and non-supervisory responsibilities.

Job Specification• A job specification summarizes the human characteristics

necessary for satisfactory job completion.

B. JOB DESIGNB. JOB DESIGN• Job Design involves the integration of significant job components

and worker characteristics to create positions which lead to the need fulfillment of both workers and employers.

Techniques for Designing Jobs:• Job Simplification. It is a design method whereby jobs are divided

into smaller components and subsequently assigned to workers as whole jobs.

• Job Enlargement. It involves the addition to or expansion of worker tasks until the job becomes an entire meaningful operation.

• Job Enrichment. It involves the vertical expansion of jobs by increasing the amount of worker responsibilities associated with the positions.

• Job Rotation. It involves the switching of workers on designated dates among several different simplified jobs.

Theories and Approaches to Designing Jobs

• Scientific Management• The Human Relations Approach• Job Characteristics TheoryThis theory stresses the intrinsic aspects of jobs and maintains that workers will

be satisfied if they view their job as meaningful, if they are given adequate responsibility, and if they receive feedback regarding their performance. This goal is accomplished by focusing on five job characteristics when designing jobs. These include:

• Skill variety. The degree to which the job requires that workers use a variety of different activities, talents, and skills in order to successfully complete the job requirements.

• Task identity. The degree to which the job allows workers to complete whole tasks from start to finish, rather than disjointed portions of the job.

• Autonomy. The degree to which the job allows workers freedom in the planning and scheduling, and the methods used to complete the job.

• Feedback. The degree to which the job itself provides workers with direct, clear, and understandable knowledge of their performance.

• Sociotechnical Systems Approach* The approach taken by the sociotechnical systems method is the design of

work systems that foster a meshing of the technical and social aspects of jobs. In order to create jobs which have this supportive relationship, work teams, not individual jobs, must be studied

C. JOB EVALUATIONC. JOB EVALUATION• Job evaluation is the process of

determining the worth of one job in relation to that of the other jobs in the company so that a fair and equitable wage and salary system can be established.

• Its main objective is to determine the relative positions or levels of the jobs in the company.

BASIC PRINCIPLES IN JOB EVALUATION

• Equal pay for equal job.

• Differences in pay must be based on differences in work; i.e., complexity of duties and responsibilities and the degree of skill required for the job.

• The pay must be related to existing community pay scales.

• The employee is concerned with the general wage level and the relative position of his pay.

JOB EVALUATION METHODSJOB EVALUATION METHODS Non – Quantitative Methods

• The Ranking MethodIt is the process of evaluating a job by comparing it with

others to determine whether it is higher, lower, or of the same rank. It is based on an overall judgment of the skill, effort, responsibility, and working conditions relative to the job.

• Position Classification or Grade Description Method

It is a process of grouping jobs by comparing each job against a rating scale comprising several job grades, to ascertain the grade to which each job appropriately belongs. Jobs are compared to a predetermined standard.

• Quantitative Methodsa. The Point System• It evaluates the job by appraising it separately

against each of the factors or characteristics, such as skill, effort, responsibility, and working conditions, and adding up the corresponding point values to arrive at a single point score for each job.

b. The Factor-Comparison Method• The factor – comparison method was developed

out of a knowledge of the strengths and weaknesses of the other methods already described. This method requires that each job be compared and ranked with the other jobs under each separate factor.

c. The Hay Method

• This method requires that the organization develop its own key jobs, called benchmark, selected from among the positions within the company. The factors and the quantitative weights must be established by the organization. It works similar to the point system. The evaluator makes specific comparative identification of the weights assigned for each factor so that it tells which job is worth more and how much more.

d. The Paterson Method• Thomas T. Paterson proposed this job

evaluation scheme on the assumption that it is equally attractive and acceptable to all members of the firm, whether at the Board level or elsewhere. Acceptability, he claims, rests on three factors: simplicity (understability), justice and fairness, and participation.

• It is a method of analyzing jobs “according to the kinds of decisions made, and assessing them, according to the universal pattern and the amount of the total payroll available.”

HUMAN RESOURCE PLANNING

• Also known as manpower planning• Process of analyzing an organization’s human resource

needs under changing conditions and developing the activities necessary to satisfy these needs

• It is a dynamic management process of insuring that at all times a company or its unit has employed the right number of people, with the right skills and assigned to the right jobs where they can contribute most effectively to the productivity and profitability of the company.

• Concerned with the efficient acquisition and maximum utilization of the company’s human resource in order to enable the company to attain its goals and objectives

Elements of Human Resource Planning:• organizational planning• selection and placement• training• development• motivation of employees

Five Steps to Human Resource PlanningThe basic steps in human resource planning are:• Determining the workload inputs based on the corporate goals and

objectives.• Studying the jobs in the company and writing the job description and job

specifications.• Forecasting of manpower needs – determination of the number and skills of

people required for the work.• Inventory of manpower – an analysis of the present manpower complement

of the company to determine whether it has enough or less or more personnel (both quantitatively and qualitatively) than is required.

• Improvement plans – determination of the appropriate steps to implement the human resource plan in order to insure that the company has the right number and right quality of people, properly assigned to jobs for which they are most useful.

Factors that Make a Good Employee

• Opportunities for demonstrating one’s ability

• Security on the job

• Chances on advancement and professional growth

• Desirable working conditions

PROCEDURES IN RECRUITMENT, PROCEDURES IN RECRUITMENT, SELECTION AND HIRINGSELECTION AND HIRING

• Studying the Different Jobs in the Company and Writing the Job Description and Specification

• Requisition for New Employee

• Recruiting Qualified Applicants

• Reception of Applicants

• Application Form

• Testing

MENTAL ALERTNESS TESTS• Also known as Intelligence tests, verbal reasoning tests, and personnel tests.• Measure a person’s ability to quickly learn those jobs which involve memory,

reasoning, abstracting, analyzing and solving problems and reading comprehension• Also indicate ability to visualize relationships objects or space, to think ahead, and to

judge accurately, which are manifestations of a person’s intelligence.

CLERICAL APTITUDE TESTS• Measure the individual’s speed and accuracy in dealing with similarities and clerical

relationships• Individual’s ability to perform typical clerical tasks in an office

SHOP ARITHMETIC TESTS• Measure how well an individual can work out mathematical problems• Most of the questions would require understanding of drawings, reasoning out

problems correctly, and doing accurate arithmetical computation

MECHANICAL APTITUDE TESTS• Measure mechanical abilities or skills, either natural or acquired• Also indicate the applicant’s potential for certain trades especially in factory or

maintenance work

SPACE RELATIONS TESTS• Measure the ability to visualize a constructed object would appear if

not rotated in various ways• Ability to manipulate things mentally to create a structure in one’s

mind from a plan is what the test is designed to evaluate

PROFICIENCY, TRADE OR ACHIEVEMENT TESTS• Measure the individual’s proficiency on the job or trade in which he

has had prior experience or in which he is actually engaged at the moment

• Measure job skills through work-sample tests• “trade bluffers”

VOCATIONAL INTEREST TESTS• Designed to discover the patterns of employee interest and thus

suggest what types of work may be satisfying to the individual

DEXTERITY AND MANIPULATION TESTS• Given to the applicant’s for jobs requiring manual skills, especially

the use of fingers

PERSONALITY TESTS• Measuring personality characteristics which are considered to be

the basis of success in the job, particularly for supervisory and managerial positions

• Purpose is to measure Emotional Maturity of the individual, his ability to withstand stress and tension, and his ability to gain respect and cooperation

2 Types:• - Personality Inventories (Bernreuter Personality Inventory)• - Projective Tests (Rorschack Test & Thematic Apperception)

VALIDITY TESTS• Useful in determining on the job; measure the ability of the individual

to perform the job for which he is being hired

REABILITY OF TESTS• A test is reliable if the person being tested obtains the same or

nearly the same score or his relative standing in the group shows little change every time he takes the same test or an alternative equivalent test. If the results of the test are good and also consistent with good performance on the job, the test is said to have both validity and reliability

Step 7: CHECKING THE APPLICANT’S WORK EXPERIENCES, SCHOOL RECORDS AND PERSONAL REFERENCES

Step 8: INTERVIEWPurpose of the interview:• to find out how well qualified the applicant is for the

vacancy• to give the applicant the information. He needs in order

to decide whether or not he will take the job if offered to him

• to create goodwill for the companyInterviewer must be skilled in asking questions and sizing

up people, alert, keen, and free from prejudice (bias); even tempered; and most important he must have a true knowledge of the jobs for which he is interviewing applicants.

Step 9:MATCHING THE APPLICANT WITH THE JOB

Step 10: FINAL SELECTION BY IMMEDIATE SUPERVISOR OR DEPARTMENT HEAD

Employment involves three decisions:• Management’s decision• Applicants decision• Supervisor must decide if the applicant is the kind of

man who can work with him in his team

The Rule of Three• - This means that after considering all the applicants

for a job, that three best qualified, as determined by the employment officer, are referred to the supervisor who needs the new employee.

Principles of Selection

• Physical attractiveness of applicant• Age of applicants• Positive non-verbal cues• Favoring later interviewee• Letter of reference and application

Cherrington’s Principle of Selection

• Past behavior is the best predictor of future behavior• The organization should collect as much reliable and

valid data as in economically feasible and then use it to select the best applicant

Step 11: PHYSICAL AND MEDICAL EXAMINATIONS

Step 12: HIRING

Follow-up on Placement

- When a new employee is placed on the job, his work should be followed up to ensure that his progress is not being hampered by certain problems affecting him or his job.

Categories of EmployeesCategories of Employees• Regular Employee – a person who, having passed through a probationary

period of employment, is placed on the regular rolls of the company. Also called permanent employee.

• Employment without a definite period – where the employee has been hired without any specific date or termination or period of employment

• Probationary employee – hired to occupy a permanent or regular position in the company for a specific trial period to prove if he is acceptable for the job.

• Temporary employee – hired to perform work in a specific project, job or period, upon completion of which the worker’s employment is terminated.

• Contractual employee – one hired on an individual employment contract basis to perform work on a specific project or projects. The duration of such employment is indicated in the employment contract which may not exceed three months.

• Casual employee – by connotation, one who is hired for only a few days or a few months a time to perform a unit of work or to fill a gap in the absence of another employee, or a worker who is hired occasionally and intermittently especially during peak production periods.

ORIENTATIONORIENTATION• Orientation is the planned and guided program

of adjustment of a new employee to his company, his job and his associates in that job. It is a joint responsibility of the personnel department and the supervisor of the new employee.

• Orientation includes (1) the introduction of new employees to the job, also called induction, and (2) the refresher training of workers already on rolls for their training to changes in methods, procedures, and working conditions.

PHYSICAL WORKING PHYSICAL WORKING CONDITIONSCONDITIONS

• Pre-Employment Physical and Medical Examination• First Aid Treatment• Policy on Health Safety• Health and Medical Services • Medicines and Facilities • Occupational Health Program

Costs of Accident

Direct Costs. The direct costs of accidents are:• Compensation of the injured employee, now borne by the Social Security System and

the G.S.I.S• Hospitalization and medical care expenses of the employee.• Loss of earning of the employee.• Rehabilitation of the employee.

Indirect Costs. The indirect costs, also known as hidden costs, are additional company expenses which are not part of the company’s contributions to the State Insurance Fund.

TRAININGTRAININGTraining – entails the use of prepared programs which reinforce

employees’ existing competencies or facilitate the acquisition of new knowledge, skills, and abilities in the interest of improving job performance.

THE RATIONALE FOR TRAINING• The principle of potentiality. The ultimate success of organizations

depends on the abilities of employees to successfully complete their present duties and to adapt to new situations. The term potential implies capability of future performance, given adequate development.

• The uniqueness of the situation. Businesses have discovered that employees have smoother transitions when some form of initial training is used.

• Job changes. To be competitive, companies are constantly updating and changing equipment, methods, policies, and procedures.

• Government rules and regulations. The ever-increasing pressure by the government to advance minorities in the workforce has caused companies to develop extensive skills training programs for these groups.

• Organizational Analysis – is a continuous process of gathering information and reviewing it to determine training needs.

• Task Analysis – is a process undertaken to determine the knowledge, skills, and abilities (KSAs) necessary to complete the various tasks involved in a total job.

• Person Analysis – concentrates on identifying the strengths and weaknesses specific to individual workers

PRINCIPLES OF LEARNING

• Motivation. The effectiveness of any training program is largely dependent on whether or not people have a motivation to learn.

• Feedback. Individuals learn more rapidly when they are provided with feedback – negative as well as positive – about their performance.

• Reinforcement. The principle of reinforcement maintains that the likelihood of a behavior being repeated is dependent on its consequences.

• Transfer of training. Positive transfer occurs when the information learned in the training sessions directly transfers to the work environment, resulting in improved performance. Negative transfer ensues when the material learned in the training sessions interferes with job performance. No transfer occurs when training has neither a positive nor a negative effect on performance.

• Meaningfulness of the material.• Repetition. Learning is enhanced when trainees are provided ample

opportunities to repeat the tasks.• Environmental considerations. It is logical that workers who are exposed

to training in comfortable environments with adequate, well spaced rest periods are more likely to learn than employees whose training conditions are less than ideal.

• Behavioral objectives. The development of training curricula and the subsequent evaluations necessitate that concrete, observable outcomes be stated as succinctly as possible.

TRAINING METHODS

• On-the-Job Training- is the most common method of training used in business. It requires that

supervisors instruct employees in proper work methods directly at their work stations.

• Orientation Training- sometimes referred to as “indoctrination” or “induction” training, and it is

conducted primarily by human resource personnel. Each employee is usually taken on a formal tour of the facilities, introduced to key personnel, and informed about company benefits, policies, and procedures.

• Job Instruction Training (JIT)- is a structures approach to training which requires an orderly progression

through a series of steps. Step1 involves orienting trainees to the situation by providing them with an overview of the job, a perspective of its purpose within the total process, and a statement of the goals of the training program. Step2 involves a demonstration of the entire job by the trainers. In Step3, trainees perform the job as often as necessary until satisfactory performance is obtained. The final phase of JIT involves periodic monitoring of employee performance and the provision of supplementary training, if necessary.

• Apprenticeship Training- One of the oldest forms of on-the-job training. Apprentices are

trainees who spend a prescribed period of time working with an experienced journeyman.

• Job Rotation- Trainees are periodically moved to different jobs within the

organization.

• Coaching and mentoring- Coaching is a one-on-one relationship between trainees and

supervisors which offers workers continual guidance and feedback about their performance.

- Mentoring is a particular form of coaching used by experienced executives to groom junior-level managers.

• Off-the-Job Training- Programs can be creatively designed to meet changing needs without

being hampered by the lack of on-site resources. Personnel from several company locations can be combined into one training program, and a variety of trainers can be used for different sessions, thus providing individualized expertise.

• Lectures- One of the oldest methods for imparting knowledge both on and off

the job, provide information to large numbers of people in a highly cost-efficient manner. A well-prepared lecture provides useful information when audiences are homogenous in nature.

• Vestibule Training- involves the creation of an off-site environment similar to the actual

workplace.

• Programmed Instruction (PI)- sometimes referred to as programmed learning, is a self-taught,

self-paced learning system which eliminates the need for instructors. Material is presented to trainees in written form or by learning machines through a series of steps, called frames.

• Computer-Assisted Instruction (CAI)- is a sophisticated form of programmed learning. It offers the capability

of analyzing trainees’ responses and refining the individualized learning process.

• Case Study and Incident Methods- Case Study Method, which is widely used in educational settings and

management development seminars, involves analysis and discussion of either true or hypothetical organizational problems.

- Incident Method is a variation of the case study method and attempts to duplicate more closely the actual managerial decision-making process. The trainees are only given with brief synopsis of the problem instead of providing them all the necessary details.

• In-basket Technique- Trainees assume managerial roles in order to cultivate their skills.

Training goals are accomplished by having trainees respond to a series of written memos within a given time frame.

• Role Playing and Multiple Role Playing- Is the portrayal of real work situations in which trainees have the

opportunity to experience subordinate and supervisory positions. When the size of a training group is too large to allow each trainee an opportunity to role play, multiple role playing is used. Trainees are divided into groups of four, five, or six members each, and they role play situations within their groups.

• Sensitivity Training- Sometimes called T-group or laboratory training.

It is probably the most controversial and extensively researched training method. Its goal is to enhance trainees’ awareness of how they are viewed interpersonally by others.

• Management or Business Games- It requires that groups of participants (each

representing a separate enterprise) make a series of decisions affecting their business. These games are complex in nature, and success requires knowledge of general managerial principles.

We Are what we repeatedly do. We Are what we repeatedly do. EXCELENCYEXCELENCY is Not a is Not a ACTACT but but HABIT!!!HABIT!!!

Thank you!!