1. Human Resource
Management
Fundamentals of Human
Resource Management
Reported by: Jay Gonzales and Perdie

2. Human Resource Management
(HRM, or simply HR)
is a function in organizations designed to
maximize employee performance in service of
their employer’s strategic objectives. HR is
primarily concerned with how people are
managed within organizations, focusing on
policies and systems. HR departments and units
in organizations are typically responsible for a
number of activities, including
employee recruitment, training and
development, performance appraisal, and
rewarding. (e.g., managing pay and benefit
systems). HR is also concerned with industrial
relations, that is, the balancing of organizational
practices with regulations arising from collective
bargaining and governmental laws.

3. Management Essentials
 Management involves setting goals
and allocating scarce resources to
achieve them.
 Management is the process of
efficiently achieving the objectives
of the organization with and through
people.

4. TWO FUNCTIONS IN HRM:
A.
Planning – refers to the job determining a proposed
mode of action based on an understanding of factors
involved, and directed at specific objectives.
Organizing – refers to the arrangement and relationship
of jobs and positions, which are necessary to carry out the
personnel program as determined by top management.
THE MANAGEMENT FUNCTIONS:
Directing – is concerned with the guidance of all efforts toward
stated objectives.
Coordinating – a method of getting people in an organization
to work together harmoniously to achieve common goal with
minimum expenditure of effort and materials.

5. TWO FUNCTIONS IN HRM:
A. THE MANAGEMENT FUNCTIONS:
Controlling – concerned with keeping all efforts within the
channels prescribed by management as shown in the personnel for
the entire organization.
B. THE OPERATIVE FUNCTIONS:
Procurement of employees – concerned with the recruitment,
selection, hiring and placement of employees.
Placement and utilization of employees – after the
employee is hired and trained, he is expected to contribute the
maximum of his abilities towards attaining the productivity
objective of the company.

6. TWO FUNCTIONS IN HRM:
B. THE OPERATIVE FUNCTIONS:
Training and development of employees – refers to
employee’s acquisition of knowledge, development of skills, in the
job, and proper work attitudes.
Motivating employees – the means by which the employees
are inspired to work to achieve the objectives of the organization
effectively.
Compensating – the objectives of a good compensation plan
are to attract and retain well-qualified employees in the
organization and to reward them for good performance.

7. Organization is a planned,
coordinated and purposeful action of
human beings to construct or compile
a common tangible or intangible
product. It is framed by formal
membership and form.
Sociologists’ View

8. DEFINITION
Organization is a collection of
people engaged in a specialized
and interdependent activity to
accomplish a goal or mission.

9. Why is HRM Important to an
Organization?
 HRM is the part of the organization
concerned with the “people”
dimension.
 HRM is both a staff, or support
function that assists line
employees, and a function of every
manager’s job.
 HRM Certification
◦ Colleges and universities offer HR
programs.

10. The achievements
of an organization
are the results of
the combined effort
of each individual.
-Vince Lombardi-

11. Principles of GOOD ORGANIZATION:
Formal Organization – well defined, bounded by
delegation and relatively stable
Basic Principles: Subsidiary Principles:
1. Objectives 1. delegation
2. Specialization 2. efficiency
3. Coordination 3. unity of command
4. Authority 4. span of control
5. Responsibility 5. short chain of comm
6. flexibility
7. exception
8. control

12. AN OVERVIEW OF
HUMAN RESOURCE MANAGEMENT :
Personnel Management:
- is the planning, organizing, directing
and controlling of procurement, development,
compensation, integration, maintenance and
separation of human resources to the end
that individuals, organizational and societal
objectives are accomplished.

13. Human Resource Management:
It is the art and science of acquiring,
motivating, maintaining and developing
people in their jobs in light of their personal,
professional and technical knowledge,
skills, potentialities, needs and values
in synchronization with the achievement of
individual, organization, and society’s goals.

14. A COMPARISON OF PERSONNEL MANAGEMENT
And HUMAN RESOURCES MANAGEMENT:
Personnel Management:
Mostly rank and file
Full-time work
Formal setting: office, factory/
plant
Few and simple: personnel
Information, recruitment and
Screening social activities,
management-labor
relationships
HR Management:
All people working for and with
the organization including the
Board, top management,
consultants or resource
persons, middle management,
rank and file.
Full-time, part-time, flexi-time
Formal and informal settings
Varied and complex:
Job organization and
information: job analysis, job
design and job evaluation.
Acquisition of human
resources: human resources
planning, recruitment,
screening, selection and
placement.
Factors
1. Scope: People Involved
2. Hours of Work
3. Place of work
4. Types of Service/ Function

15. A COMPARISON OF PERSONNEL MANAGEMENT
And HUMAN RESOURCES MANAGEMENT:
Personnel Management:
Administrative Officer or
Chief Executive Officer
Lawyer; Records Clerk
HR Management:
Maintenance: orientation,
motivation, assessment and
evaluation, compensation,
administration, movement
analysis, benefits, participation
and services programs,
management-labor relations.
Development: Training and
education, career planning,
testing and counseling.
Research in human
resources
Separate Human Resources
Department manned by
human resources specialist
Behavioral scientist
Social science researcher
Factors
4. Types of Service/ Function:
5. Department Head or Officer-
in-Charge
6. Department Staff: Qualifications

16. A COMPARISON OF PERSONNEL MANAGEMENT
And HUMAN RESOURCES MANAGEMENT:
Personnel Management:
Lower level to line managers
Accomplishment of
organization goals being
implemented
Mechanistic: reactive,
structural, inflexible, technical,
control-oriented and
organization-oriented
Personally subjective based
on management’s needs and
values
Compartmentalized approach
HR Management:
Higher level to General
Manager or Chief Executive
Officer
Accomplishment of
organization and individual
goals
Developmental : proactive,
socio-technical orientation,
flexible, participatory, creative
and innovative
Objective and scientific based
on individual and organization
culture
Total Systems approach
Factors
7. Level of Reporting
8. Goals
9. Technology
10. Strategies

17. A COMPARISON OF PERSONNEL MANAGEMENT
And HUMAN RESOURCES MANAGEMENT:
Personnel Management:
Traditional work orientation
with priorities on organization
and management welfare
mainly for profit
People: an expense and a
factor of production
HR Management:
Humane with emphasis on
respect for individual and
society’s well-being
People: an investment and a
resource
Factors
11. Philosophy

18. BUSINESS PLANNING
HR PLANNING
HR ACQUISTION
VISION/MISSION
Goals/Objectives
Strategies
Forecasting
Inventory
Audit
HR MAINTENANCE and
CONSERVATION
HR DEVELOPMENT
SEPARATION
HR INFO. SYSTEM
Recruitment
Selection / placement
Performance Mgmt.
Rewards/Salary Admin.
Health, Safety, Recreation, Discipline
Training
Career Development
Retirement
Termination
Redundancy, Retrenchment

19. KEY WORDS IN HRM:
Solution on employment problems
Treats each employee as an individual
Concerned with helping an organization
achieve its objectives in the future

20. Thank You
and
God Bless!