Human Resources at DepEd RO XI

Assignment 9: Interview a personnel/human resource manager on his concept on the nature, scope and role of human resource management. Do you agree with him? Explain. Is his concept similar to that of the management of his organization? If not, ask him how the differences are settled. (1500 words)

Regarding this task, I chose as my interviewee the administrative officer V of the Personnel Section of the Administrative Division of The Department of Education Regional Office XI.

Asked about her concept about human resource management, from its nature and scope to its role in their firm, the following are her answers based on her own insights and the views of the firm she involved in.

Human Resource Management

Nature

It is about managing the employees of the organization. It includes the keeping track of records their attendance, their benefits, their concerns, trainings of different office divisions. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

Scope

As she mentioned, the regional office consists of five divisions namely the Elementary Division, Secondary Division, Administrative Division, Budget and Finance, and Alternative Learning System. The Administrative Division classifies different sections which include Legal, Cashier, Supply, Record and the Personnel Section. The Personnel Section is considered as their Human Resource Management. The Human Resources Management (HRM) function includes a variety of activities including managing your approach to employee benefits and compensation, employee records and personnel policies. Aside from managing the office’s employees, The Dep Ed XI also caters the needs of the divisions of Region XI, from the divisions down to the districts and from the districts down to the schools in the said region.

Their management however is limited to some aspects. Of course, they are not ones who manage the office’s supplies, budget and finance. From the word itself, one can understand their scope of management. They only manage the important matters of their “employees” as great resource in their organization. It also includes the records of the employees as opposed to the function of the record section which keeps the records of the regional office.

Role

In all organizations, there should be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources (HR).

Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company. Workforce planning, Recruitment (sometimes separated into attraction and selection)
Induction and Orientation, Skills management, Training and development, Personnel administration, Compensation in wage or salary, Time management, Travel management (sometimes assigned to accounting rather than HRM), Payroll (sometimes assigned to accounting rather than HRM), Employee benefits administration, Personnel cost planning and Performance appraisal.

Human resource management serves these key functions: Recruitment & Selection, Training and Development (People or Organization), Performance Evaluation and Management, Promotions/Transfer, Redundancy, Industrial and Employee Relations, Record keeping of all personal data., Compensation, pensions, bonuses etc in liaison with Payroll, Confidential advice to internal 'customers' in relation to problems at work , Career development , Competency Mapping (Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.) , Time motion study is related to HR Function, and Performance Appraisal.

Is her concept similar to that of the organization?

Based on the answers of the interviewee, it is then concluded that her concepts and the organization’s are similar to each other. On previous discussions, it is realized that personnel management and human resource management are just synonymous to some organization while the other distinguished their differences. Dep Ed XI Personnel Section allows the similarity to take in the context of managing their workforce. It is evident in our visit. When we asked to be sent to the human resource department, we end up in their personnel section.

Administrative discipline of hiring and developing employees so that they become more valuable to the organization. It includes (1) conducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) appraising performance, (8) resolving disputes, (9) communicating with all employees at all levels.

It is stated that the term means an administrative discipline in the company which provides the specific needs of the people ware so as their benefits and incentives and other programs. Additionally, this discipline is merely concerned on the processes with regards to the "EMPLOYEES" in the company.

Personnel management is concerned with the effective use of the skills of people. They may be salespeople in a store, clerks in an office, operators in a factory, or technicians in a research laboratory. In a business, personnel management starts with the recruiting and hiring of qualified people and continues with directing and encouraging their growth as they encounter problems and tensions that arise in working toward established goals.

This definition is generally meant for all the people, their skills, and its development in their respective organizations. Personnel management is the discipline which manages all of the processes concerned in the people of the organization. These processes start in the hiring of the employees to their development or growth and also to the level of managing tensions that arises among the employees.

Source. http://www.zeromillion.com/business/personnel/personnel-mangement.html#ixzz0QfaMPmTf

Personnel Mgt and Human Resource Mgt

PERSONNEL MANAGEMENT

Definition 1. In all organizations, there should be someone concerned with the welfare and performance of persons who are a part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the company, they are engaged in the process of personnel management, sometimes referred to as human resources (HR).

Source. http://www.wisegeek.com/what-is-personnel-management.htm

Critique. In this definition, the term personnel management is synonymous to human resource management. It implies that both have the same meaning, the management of the persons involved in the operations of all the organizations. They are the ones who are concern with the programs and activities for their company's persons.

Definition 2. Administrative discipline of hiring and developing employees so that they become more valuable to the organization. It includes (1) conducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) appraising performance, (8) resolving disputes, (9) communicating with all employees at all levels.

Source. http://www.businessdictionary.com/definition/personnel-management.html

Critique.It is stated that the term means an administrative discipline in the company which provides the specific needs of the people ware so as their benefits and incentives and other programs. Additionally, this discipline is merely concerned on the processes with regards to the "EMPLOYEES" in the company.

Definition 3. Personnel Management is responsible for the provision of specialist personnel and human resource management advisory services to departments, and the development and implementation of a relevant, coherent and modern framework of employment policies and practices throughout the University.

Each member of Personnel Management is responsible for the provision of these services to a number of departments. This distribution is known as the Personnel Management Portfolio.

Personnel Management is also responsible for the delivery of the Human Resource Strategy and associated programmes of work.

Source. Staffordshire University
http://www.staffs.ac.uk/uniservices/personnel/management/index.php

Critique. This term is specifically meant in the university, particularly, the Staffordshire University. But the relevance of the meaning is just the same with the other definitions, only it is specific. Personnel Management is responsible for the implementation and distribution of the human resource management services throughout the university and its individual departments.

Definition 4. Personnel management is concerned with the effective use of the skills of people. They may be salespeople in a store, clerks in an office, operators in a factory, or technicians in a research laboratory. In a business, personnel management starts with the recruiting and hiring of qualified people and continues with directing and encouraging their growth as they encounter problems and tensions that arise in working toward established goals.

Source. http://www.zeromillion.com/business/personnel/personnel-mangement.html#ixzz0QfaMPmTf


Critique. This definition is generally meant for all the people, their skills, and its development in their respective organizations. Personnel management is the discipline which manages all of the processes concerned in the people of the organization. These processes start in the hiring of the employees to their development or growth and also to the level of managing tensions that arises among the employees.

Definition 5. the part of management that is concerned with people and their relationships at work. Personnel management is the responsibility of all those who manage people, as well as a description of the work of specialists. Personnel managers advise on, formulate, and implement personnel policies such as recruitment, conditions of employment, performance appraisal, training, industrial relations, and health and safety. There are various models of personnel management, of which human resource management is the most recent.

Source. http://dictionary.bnet.com/definition/personnel+management.html

Critique.5. In this definition, the personnel management is distinguished to human resource management. The former means a part of management that is concerned with the people and their relationships at work. The latter is the most recent model of the personnel management. To sum it up, the personnel management is part of the general management which has various models in which human resource management is the most recent.


HUMAN RESOURCE MANAGEMENT

Definition 1. Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Source. http://en.wikipedia.org/wiki/Human_resource_management

Critique. Here, it is clearly stated that the term human resource management replaces the term personnel management because of their significant distinction from each other. One means the strategic and coherent approach to the management of the organization's most prized assets- people. The other merely means the description of the processes involved in managing the people of the organization.

Definition 2. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies.

Source. Carter McNamara, MBA, PhD
http://managementhelp.org/hr_mgmnt/hr_mgmnt.htm

Critique. In this definition, the term HRM has the functions which is concerned in the staffing of the company., the processes involved in it and the various decisions and activities which conform to the regulations.

Definition 3. Administrative activities associated with human resources planning, recruitment, selection, orientation, training, appraisal, motivation, remuneration, etc. HRM aims at developing people through work.

Source.http://www.businessdictionary.com/definition/human-resource-management-HRM.html

Critique. At this point, the term HRM implies the administrative activities associate within the human resources of the company. HRM aims at developing the people of the organization through work.

Definition 4. Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Source. Susan M. Heathfield
http://humanresources.about.com/od/glossaryh/f/hr_management.htm

Critique. in this definition, the term implies the function in the organization that is focused on the management of the people of the organization.

Definition 5. Term that is replacing personnel management and implying that personnel managers should not merely handle recruitment, pay, and discharging, but should maximize the use of an organization's human resources.

Source. http://www.answers.com/topic/human-resource-management

Critique. Here, the term HRM replaces personnel management. It implies that personnel management should not be concerned with the processes including recruitment, pay, discharging, etc... but should maximize the use of human resources. Then, it only means that the human resource management is the one who is concerned in the aspects which is beyond the scope of the personnel management.

Human Resources

“Human beings are the most important, potent, and critical resource of any organization and yet the least understood and worst managed.”


Human Resource is the most important


Human beings are considered as the assets and resource in any organization. Yet, compared to other resources such as physical ones such as the land, equipments and cash, human beings are considered the most important. Just think in a shallow manner, it’s already perceived that all of the other resources would just be useless without the human manipulation in the organization. It is because human beings are the ones responsible for the strategic development of the organization with the use of the other existing resources.




Without human beings, would you still think the concept of organization exists?

According to the Webster’s dictionary, organization is simply defined as a number of individuals systematically united for some end of work as a business enterprise, a political party, club, church, etc. Individuals mean the human beings which are also known as the organization men. Organization men are the members of the organization, party, company, etc. who is fully committed to its aims and methods of organization.

“Human resource” is a broad term that refers to “human capital,” the people of an organization. It’s a strategic function that links between talented and engaged people and the organizational success. However the terms “human resources” and “human capital” face the rational controversy. One of the reasons is that these terms may be perceived to as insulting to people because they bring the impressions that people are mere commodities, like equipments and other organizational assets despite the assurances to the contrary.


Another important controversy is the broader philosophical issue with the usage of the phrase “human resources” which is best illustrated in labor mobility. It is said that governments in developing countries often regard developed nations that encourage immigration or “guest workers” as appropriating human capital that is rightfully part of the developing nation and is required to further growth as civilization.


In this matter, modern analysis emphasizes that human beings are not “commodities” or mere “resources”. It is viewed that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting.


So what is Human Resource Development by the way? Human Resource Development is the framework for the expansion of human capital within an organization. It’s a combination of training and education, in a broad context of adequate health and employment policies, which ensures the continual improvement and growth of the individual, the organization and the national human resourcefulness. Human Resource Development is not a defined object, but a series of organized processes with specific aiming of objectives. (Nadler, 1984)


Human Resource is the most potent


Every individual in an organization has the ability to develop itself which is a potential in satisfying the organizational goals. The development of the individual will benefit both the individual and the organization. In the corporate vision, the Human Resource Development framework views employees as an asset to the enterprise whose value will be enhanced by the development, “its primary focus is on growth and employee development…it emphasizes developing individual potentials and skills”(Elwood, Olton, Trott 1996). Its objective is to foster human resourcefulness through enlightened and cohesive policies in education, training, health and employment at all levels (JES Lawrence 2000). Human Resource Development in this treatment can be in-room group training, tertiary or vocational courses or mentoring and coaching by the senior employees with the aim for a desired outcome that will develop the individual’s performance.


At the organizational level, a successful Human Resources Development program will prepare the individual to undertake a higher level of work, “organized learning over a given period of time, to provide the possibility of performance change” (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business its human resource by, “attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise” (Kelly 2001).The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual’s growth and development, “development occurs to enhance the organization's value, not solely for individual improvement.




Human Resource is the most critical


Only human beings have the capability to lead the organization. In nutshell, it is very absurd to think of other physical assets managing their own. Leadership, cohesion and loyalty played an important role in the organizational success. Although this view was increasingly challenged by more quantitatively rigorous and less soft management techniques in 1960s and beyond, Human Resource Development had gained a permanent role inn the organization. It’s very important o assess employee development needs and promotional potentials.


Another reason is that human beings are also decision-makers which affect the organization’s future. Their decisions will greatly influence the organization’s outcome. Wrong decisions may lead to the organization’s collapse while right decisions bring the organization’s success and growth.


Human Resource is hard to understand




It is a reality that every human individual is unique and always has differences with each other. And it’s very difficult to deal with differences.


For instance,, a certain employee complains that his boss is keep on demanding on the things he should do, to the level that the boss may seem to neglect the employee’s efforts and ideas. Boss’s sometimes have different ideas with the employees. It consequently results to misunderstanding between the senior employees and the employees themselves.


At the organizational level, Human Resource Management (HRM) has the objective to maximize the return on investment from the organization’s human capital and minimize the financial risks. It is the responsibility of the human resource managers to conduct these activities in an effective, legal, fair and consistent manner. It simply implies that managers in the organization is really expecting a lot from their employees as a mean in the success of the organization, be it on the return of the organization’s investment while minimizing the financial risks. There are times that employees can’t reach the expectations of their employers. Also employers can’t meet the demands of the employees. That is why they can’t be easily understood.


Human Resource is the worst to manage




It is also said that human beings are the most difficult to handle and to manage. They are the ones who can break or puzzle the heads of their senior employees or managers.


There are so many explanations that can answer the statement.
One, it is because of the individual differences. Also, it is because of the personal goals set by certain employees with the organizational goals. It is said that the greatest opponent of an individual is his self and defeating your own enemy also needs a great effort in part of for your self and the manager.


Two, there also individuals that are naturally stubborn, have behavioral abnormalities, inadequacies, have different life aspects that can affect his behavior and performance.


Lastly, human beings are not merely leveled to the other assets of the organization. Assets except people are easy to manage, even if we say, they are also difficult, still they can’t be compared to the level of difficulty in managing people.


The word “management” is a very crucial term especially when it pertains to human beings. It is because of the thought, “Human beings managing human themselves.” To elaborate, the Webster’s dictionary defines management as the act, art or manner of managing, controlling or conducting. It’s a skillful use of means to accomplish a purpose. “Individual development is a toll and means to an end, not the end goal itself” (Elwood F. Holton, James W. Trott Jr.)


Manage is sometimes referred to as control and to use which means that managers are to control the means (human) to accomplish a specific organizational goal. It’s very critical to note the phrase “person being controlled by another person”. It seems that you are like a puppet being controlled by a puppeteer for a certain movement you have to do so that you show (puppet show) would be successful.


Managers on the other hand, have also critical functions for the development of the organization. These are referred to as the Human Resource Management Key Functions which are the following: 1. Recruitment & Selection; 2. Training and Development (People or Organization); 3. Performance Evaluation and Management; 4. Promotions/Transfer; 5. Redundancy; 6. Industrial and Employee Relations; 7. Record keeping of all personal data. ; 8. Compensation, pensions, bonuses etc in liaison with Payroll ;9. Confidential advice to internal 'customers' in relation to problems at work; 10. Career development; 11. Competency Mapping; 12. Time motion study is related to HR Function; 13. Performance Appraisal




REFERENCES:


http://en.wikipedia.org/wiki/Human_resources

SONA 2009 on Human Resource Management

On her 9th State of the Nation Address (SONA), last July 27, 2009, President Gloria Macapagal Arroyo cited the status and improvements of the nation in terms of different fields. One of which is related to Human Resource Management. Some of the areas related to HRM and the reasons that can help in the improvement in the quality of life are the following:

1.) Tourism Sectors

Tourism sectors serve as an additional engine of the growth of the country in whose development helps in creating wealth. It is said that the tourism is now a $ 5 billion industry. Tourism provides more jobs and generates more income.

Take the case of the 100 families living in the Suba fishing community on Olango Island.
At first, fishermen had caught less fishes which mean very low income, pushing them to do illegal fishing which results to more damaged coral reefs. Also, the village women feels like the market in making shell handicrafts has been oversaturated, that’s why they are facing the income challenges. Plus, scarcity in potable water, electricity, health services brought them to the low livelihood status. It is then found that the family income was only $37 a month.

Because of the initiative of USAID funding enabled the Philippine Department of Environment and Natural Resources’ Coastal Resource Management Project (CRMP) to conduct a series of workshops for community members. Its goal is to help the village attain their economic goals by creating the place as a tourist destination from the region’s migratory bird flyway.

After a trial tour by international tourism experts in 1998, and earning an “A” rating, the authentic community ecotourism product was launched. In 1999, the cooperative took over administration of the tour operations and formalized collective ownership of the business.

As a result, The Olango Birds and Seascape Tour, now managed by fifty-five cooperating community families, had thirty-three runs with 357 visitors during its introductory period, with 31% foreign guests from seventeen countries. More than thirty international organizations have visited the project. Familiarization tours were introduced for government agencies and tour operators to experience the potential of the project. Hopeful villagers are made as local tour guides which means additional income, so on and so forth.

Another major boon for Philippine tourism is the government’s current P2.4 trillion budget for infrastructure developments to be implemented from 2006-2010, which will be increased by nearly 60% per year until 2010.

One of its many importances is that it enables in the reduction of the Filipino jobless workforce. Within the last year, the country saw a continued reduction in unemployment, with 900,000 new jobs created as a result of government, a figure the Arroyo administration was able to accomplish annually since 2001 (an annual average of 897,000 versus the previous administrations yearly average of 134,000). Nine out of 10 working age Filipinos are now employed.

“The most important result of President Arroyo’s economic achievements is the elevation of Filipino citizens’ well-being,” said Emma Ruth Yulo, Director of the Philippine Department of Tourism in New York.

(Michael Verikios - Wednesday, June 27, 2007)

"Tourism means jobs. Where tourism advances, poverty retreats," said Richard Gordon, former secretary of the Department of Tourism

 He explained that the benefits from tourism "will trickle down to the members of the population, as seen in the Maldives experience. Just as in that island paradise, the cottage industries of this region, such as weaving and rattan furniture, will also profit from the advances in tourism. More importantly, the international market will be aware of the other, more established components of the regional economy, such as mining and agriculture."(http://www.senate.gov.ph/press_release/2007/1127_gordon1.asp)

2.) Microfinance

P165 billion worth of microfinance has given benefits in almost 7 million entrepreneurs.
The Philippine Microfinance Industry:

• Made remarkable progress the past ten years
• Reached a large number of the poor
• Market has grown
• Large unmet demand for microfinance services among the poor
• At end 2002, 25% of 4.3 million poor households reached
• Mostly married women
• MF clients clustered around the poverty threshold, including the vulnerable non-poor
• Estimated leakage to non-poor clients was 20%

(http://www.kms.aim.edu.ph/aim-adb/day1/mfp.pdf)


Microfinance Council of the Philippines, Inc. has the following objectives:

1. To help members serve significant numbers of poor households with financial and non-financial services.
2. To promote the adoption of poverty assessment tools and social performance monitoring systems.
3. To promote the adoption of and adherence to international performance standards.
4. To advocate for a policy environment that is conducive to the growth and development of a market-oriented microfinance sector.
5. To help build members' capacity for innovation that enhances the development of a market oriented microfinance sector.
6. To promote market-oriented microfinance products and services.
7. To initiate the conduct of international and national forums for best practice microfinance.
8. To mobilize resources and to network with government, donors, funding agencies, investors, and financial markets in order to enhance the development of the microfinance sector.
(http://www.microfinancecouncil.org/mission-vision.htm)

3.)Economic Resiliency Plan

Economic resiliency plan benefited 1,000 entrepreneurs including Gigi Gabiola, former Dubai household service worker who is now working in DOLE.

The P300-billion Economic Resiliency Plan of the country is aimed to pump prime the country's economy in 2009.
This was announced by Socioeconomic Planning Secretary and NEDA Director-General Ralph G. Recto as he recently bared the plan's framework.

The Plan, which is the country's own stimulus package, was borne out of President Gloria Macapagal - Arroyo's desire for the country "to hit the ground running in 2009" in response to the global economic crisis.
"What we intend to do is upgrade infrastructure and capital stock and expand social protection at the same time," Recto said.

[size=14]The resiliency plan hopes to ensure sustainable growth and attain the higher end of the growth targets for the year. The Development Budget Coordination Committee has pegged growth for 2009 at 3.7 percent to 4.7 percent.
In particular, the Plan aims to save and create jobs, protect the poorest of the poor, returning OFWs and workers in export industries, ensure low and stable prices to support consumer spending, and enhance competitiveness in preparation for the global rebound.
(http://www.pia.gov.ph/?m=12&fi=p090109.htm&no=43)

4.) Health Insurance

In Health Insurance, it almost covered 86 % of the over all population.
Philhealth is a premier government corporation that ensures sustainable, affordable and progressive social health insurance which endeavors to influence the delivery of accessible quality health care for all Filipinos.
As a financial intermediary, PhilHealth shall continuously evolve a sustainable National Health Insurance Program that shall:
• Lead towards universal coverage
• Ensure better benefits for its members at affordable premiums;
• Establish close coordination with its clients through a strong partnership with all stakeholders; and,
• Provide effective internal information and management systems to influence the delivery of quality health care services.
(http://www.philhealth.gov.ph/about_us/index.htm)

 It is significant because employees deserved different kinds of benefits and one of these benefits is related to health, an important asset of every workforce.

Securitization law didn’t encourage the recklessness that brought down giant banks and insurance companies elsewhere and laid their economies to waste. It monitors and regulates the new fangled financial schemes.

5.) Technical Education and skills training

In Technical Education and skills training, the government has invested three times that of three previous administrations combined. Jennifer Silbor, one of the 10 million trainees learned medical transcription and is now an independent contractor and lecturer for transcriptions in Davao and is earning Php 18, 000 per month.

Also, over 800,000 workers will be trained to help them find higher paying jobs and better employment opportunities this year through a P5.66-billion fund the government has set aside for massive skills training and technical education.
(Paolo Romero, The Philippine Star)

(http://www.philstar.com/Article.aspx?articleid=470711)

 It helps in the improvement of the life of the human resources to learn specific in demand needs of the industry.

6.) Benefits for OFWs

In the case of Overseas Filipino Workers (OFWs), the government is trying to create jobs which generates greater earnings so that oversea work will just be a career choice ; not the only option for a hardworking Filipino in search of a better life.

It is known that OFWs have a big help in the advantage of the nation’s economy. It records $ 16 B last year and is expected to grow this year. However, this is not a sacrifice joyfully borne. It is a lonely and hard work.

“Meanwhile, we should make their sacrifices worthwhile,” the president said. She noted the need to protect and give importance with the earnings the OFWs gained. That means stronger consumer protection for OFWs to property and products back home. In this connection, Investors Protection Task Force is addressed.

PGMA noted that she didn’t hesitate to visit the OFWs all over the world with their respective host countries such as Japan, Brazil, America, Middle East, and Europe, so and so forth. Its purpose is to listen and understand their needs and problems and how the government could answer these by working out better policies on migrant labor or by saving lives and restoring liberty.

Her visit to Saudi made way for King Abdullah pardon almost 700 OFWs in prison. Her visit to Spain made King Juan Carlos to communicate with other countries to address the problems of the OFWs. Same with Sheikh Khalifa, Prime Minister of Bahrain. Also, her visit to Kuwait made Emir al-Sabah to commute death sentences.

Other Overseas Filipino Workers Programs, Services , OFW Benefits,Charity and Welfare for General Filipino Community are the following:

* OWWA and Microsoft's Tulay Project for Overseas Filipino Workers (Added Mar 2007)
* Atikha - Economic and Social Services to OFWs and their Families (Added Mar 3 2007)
* ACHIEVE,INC - Action for Health Initiatives, Inc. (Added June 24 2007) - NEW
* Banco De Oro - BDO Asenso Kabayan Program (Added Mar 4 2007)
* BPI Express Online - Tulong Sa Pinoy Project (Updated Mar 3 2007)
* Classroom Galing Sa Mangagawang Pilipino Abroad (Updated Mar 3 2007)
* CFO Services for Overseas Filipino Workers and Filipino Immigrants (Updated Mar 3 2007)
* DBP (Development Bank of the Phils) Electronic Cash Remittance (EC REMIT) Program (Added JUn 24 2007) - NEW
* DOLE: Kasanayan at Hanapbuhay Program - KasH Program (Added Mar 2007)
* DOLE: KAbataan Program for Filipino Youth (Added Mar 22 2007)
* DTI: Order Regalo Program for OFWs (Added Mar 22 2007)
* Duty FREE Philippines Balikbayan Plus Program (Updated Mar 3 2007)
* ECONOMIC RESOURCE CENTER FOR OVERSEAS FILIPINOS (ERCOF) PHILIPPINES, INC. (Updated Mar 3 2007)
* Friend of Overseas Filipinos Incorporated Scholarship Program (Updated Mar 3 2007)
* Gabay ng OFW - Rated Public Service Radio Program for OFWs (Added Mar 3 2007)
* Gawad Kalinga (GK) - Building Houses for the Poorest of the Poor (Added Mar 4 2007)
* Globe Kababayan - makabagong mga serbisyo para sa mga OFWs at kapamilya (Added Mar 3 2007)
* GO Negosyo - Philippine Center for Entrepreneurship (PCE) promotes entrepreneurship nationwide (Added Mar 4 07)
* HONDA Motors - CAREmittace Program for Overseas Filipino Workers (Added Mar 2007)
* LIBRENG Aral Sa Computer - FREE Computer Course Training
* National Reintegration Center for Overseas Filipino Workers (NRCO) (Added June 24 2007) - NEW
* OFW E-Card - Equitable PCI Card Service for OFWs / Overseas Filipino Workers
* OWWA Credit Program for OFWs (Updated Mar 3 2007)
* OWWA EDUCATION AND TRAINING BENEFITS (Updated Mar 3 2007)
* OWWA Insurance and Health-Care Program Benefits (Updated Mar 3 2007)
* Pabahay Handog sa Pilipino, Inc. (Updated Mar 2007)
* Pag-Ibig Fund Overseas Program for Overseas Filipino Workers (OFW)
* Pamilyang OFW-SME Netwwork Foundation, Inc (Updated Mar 2007)
* Pasali Cooperative Nederland - Advance the Ecoonomic Empowerment of the Overseas Filipinos (Added Mar 4 07)
* Philhealth's Coverage for Overseas FIlipino Workers Medicare Program (Added Mar 22 2007)
* PNB: OWN A PHILIPPINE HOME LOAN PROGRAM for OFWs and Non-OFW (Added Mar 22 2007)
* POEA - The Bagong Bayani Awards
* POEA OFW Services ( Philippine Overseas Employment Agency)
* Scholarship on Professional Animation for OFW Dependants
* SMEF-Center for Overseas Filipino Workers! (Added June 24 2007) - NEW
* Social Security System (SSS) Flexi Fund for Overseas Filipino Workers
* SSS Housing Loan Facility for Trade Union Members and OFWs ( Updated Mar 3 2007 )
* Ugnayan at Tulong para sa Maralitang Pamilya Foundation, Inc. (Updated Mar 3 2007)
* UNLAD KABAYAN MIGRANT SERVICES FOUNDATION INC.

(http://vanie.ofw-connect.com/an_overseas_Filipino_Workers_Programs_Services_Welfare_Benefits.htm)

 It is important since it addresses the needs and problems our fellow Filipino workers in the other countries which is a big help in the growth of the countries economy.. It means that the government values them and offers the things they really deserved in exchange with their sacrifices.

MY BLOG:
http://shielamariepnara.blogspot.com/2009/08/assignment-8-in-mis-sona-2009.html

REFERENCES:

http://jlp-law.com/blog/state-of-the-nation-address-sona-2009/
http://archondigital.com/wp-content/uploads/sona.jpg
http://www.usaid.gov/stories/philippines/cs_philippines_tourism.html
http://www.traveldailynews.com/pages/show_page/18746-Philippines%60-sustainable-growth-benefits-tourism

Downsizing

His assignment says we have to Visit and identify a company website that has undergone Human Resource downsizing. Identify the cause of downsizing and describe its processes.

Honestly, I don't know if I misunderstood the topic or what.However I came with this understanding.So, this article is subject to corrections and editions...

Beforehand, let’s first define the terms Human Resource (HR) and downsizing.

HR is simply defined as the discipline of managing people in an organization, the people themselves, the personnel and the employees in the organization.

DOWNSIZING

Downsizing (rightsizing for a more optimistic approach) I a technical name for the shrinkage cycle of the organizational growth, layoffs (human jetsam) and the reduction in force. (Church, Allan).

It is part of the rationalization process or organizational restructuring which involves the reduction of levels within the organizational hierarchy or closure of other departments in the company, replacement of permanent staff with contract employees or even laying off staffs.

Its primary goal is for the organization to be more flexible, efficient and responsive to its environment as a consequence of the organization’s strategic review.

In the current situation, this process is somewhat a trend in the organizations. It has become so widespread that even the giant industries and corporations go with its flow. This strategy was adopted by almost all major industries such as banking, automobiles, chemical, information technology, FMCG, air transportation and petroleum.

Some of the firms that has undergone HR downsizing are:

• Sears- “our dramatic downsizing certainly attracted a lot of attention over the last 18 months”
• IBM- “to right size the company as quickly as we could”
• Boeing- “to take the steps necessary to adjust to the market downturn”
- due to its merger with the McDonnell Douglas (1994, April, TIME, 143(16))
• Kodak-“ to reduce cost base”
• GE-“to increase productivity and efficiency, optimize resources and survive competition and eliminate duplication of work”
• Mobil- due to the acquisition of Exxon
• Deutsche Bank- due to its merger with Bankers Trust
• Hoescht AG- due to its merger with Rhone- Doulenc
• WedTech USA- “to reduce operating costs because the business ha not expected revenue levels ” (Tulsa World, Okla, Business Brief Column, Part 2)
• AT & T

And several others;

THE HEIGHT OF DOWNSIZING

During the 1980s, there are only limited firms that adopted the concept of downsizing but it dramatically changed in the early 1990s.

By the mid-1990s, the need for downsizing decreases as factors such as increased investor, awareness, stronger economies and decreases in level of unemployment were met.

Its trend seemed to grow in the late 1990s. the study of the US government found that the formulation and communication of a proper planning and downsizing strategy , the support of the senior leader, incentives and compensation, and planning and effective monitoring systems were the key factors for a successful downsizing.

During the early 21st century, many firms is in advent of having flexible work arrangement to their employees to avoid negative impact of downsizing. Flexible work results to an increased morale and productivity, decreased absenteeism and employee turnover and retain supervisor quality employees improved service to clients.

CAUSES

To sum it up, the aforementioned companies including those several that have not mentioned but also having the downsizing strategy, falls to some of the following causes which forces them to adopt the concept:

• Cut costs
• Optimize resources
• Survive slumps
• Survive the downturns of economy
• Threatened by imminent collapse
• Manage short term profits
• ‘me-too’ strategy- just go with the flow even if not really needed
• Compensation system- the bigger the department, the more the manager makes
• Increase global competitiveness
• Pervasive management that is shattering the confidence and heightening the fears of the workers.


EFFECTS

Analyst commented that downsizing results to more damage than good to the companies as it results in:

• Increased centralization of decision making
• the adoption of a short-term, crisis mentality
• loss of innovations
• increased resistance to change
• decreased employee morale, commitment and loyalty
• the escalation of politicized special interest groups and political infighting
• risk-aversion and conservatism in decision making,
• loss of trust among customers and employees,
• increased interpersonal conflict,
• restricted communication flows and less information sharing
• lack of teamwork, and
• loss of accessible, forward-thinking, aggressive leaders


PROCESSES

In Case of IBM;
“In IBM, HR is right there at the table whatever the issues are- shutting a plant down, hiring workers, downsizing, we work with the management on the decision, help craft the action plan, and then implement it with the line management,” says Laura Russell, program director, resource program at IBM Headquarters in Armonk, New York.

In Case of Boeing Commercial Airplane;
Boeing downsized its air traffic business unit, ATM, etc. In agreement with QinetiQ, it decided to join with the R&D collaboration. Also, the company plans to cut more jobs through attrition and lay offs.

"The economy is lagging, people aren’t flying, carriers aren’t buying, so we’re losing jobs,” says Mark Blondin, president of Machinists Union District 75.

“Boeing is reducing its staff so much; it’s jeopardizing the company’s ability to develop its proposed new jet, the 707.” “We don’t think they know what they are doing,” says Bill Dugovich, spokesman for the society of Professional Engineering employees in Aerospace.

Because of downsize, the company’s management, organized labor, the local community, multiple levels of government, and community colleges collectively worked together to develop Reemployment Centers to assist transition of their specialized workforce into alternative forms of employment.

If downsizing becomes really necessary, there are many options to choose from:
• Voluntary plans that offer incentives for employees who choose to leave or retire : (considered as the best option)
• Strategic cuts that eliminate less important products, branches or services
• Involuntary departures based on the competence
• Or hybrid of the above mentioned options

We have to know the truth that we are in a paradigm shift which means that employees are all ‘temps’ or temporary in an organization. You can’t have the lifetime assurance in the company. The company cannot afford to offer their employees such as 40-50 years of being with them.

PERSPECTIVES
By Kim Cameron,
professor of Organizational Behavior and Human Resource Management in the Graduate School of Business Administration at the University of Michigan,

o Approach

• Approach downsizing as a long-term strategy and a way of life rather than as a single program or target to be completed and abandoned.
• Approach downsizing as an opportunity for improvement rather than as merely a reaction to a threat or crisis.
• Approach the human resources in the organization as assets rather than as liabilities, and plan to invest in their development and ideas.

o Involvement

• Involve employees in identifying what needs to change through downsizing and in implementing those changes rather than driving downsizing from the top down.
• Hold everyone accountable for downsizing goals rather than treating it as only top management's responsibility.
• Involve customers and suppliers in designing and suggesting improvements in downsizing strategies rather than focusing entirely internally.

o Leadership

• Ensure that the leader(s) is visible, accessible, and interacting freely with those affected by the downsizing instead of succumbing to the temptation to avoid confrontation, pain, and discomfort associated with managing downsizing.
• Associate downsizing with a clearly articulated vision of a desired future for the organization, not merely as an escape from the past.
• Project positive energy and initiative from the leader(s) in order to motivate the workforce in a downsizing organization instead of adopting a defensive or paranoid perspective.

o Communication

• Ensure that everyone is fully informed of the purposes of downsizing, the strategies to be pursued, the costs involved, the time frame, and so on, rather than revealing only "need to know" information and keeping sensitive information at the top.
• Overcommunicate as the downsizing process unfolds so that information is provided frequently, consistently, and honestly to all employees on the progress and processes in downsizing rather than reporting only decisions and results or allowing rumors and ambiguity to flourish.
• Generate on-going analyses and feedback from participants in the downsizing process rather than completing the process before an evaluation is done.

o Preparation

• Prepare for the downsizing before it is mandated or crucial for survival rather than waiting until time for advanced analysis is gone and a "ready- fire-aim" approach is required.
• Identify the future mission of the organization, its core competencies, and an organizational structure that will most effectively accomplish the mission via the core competencies as the way to develop downsizing strategies, as opposed to formulating strategy based merely on headcount targets.
• . Establish targets, deadlines, and objectives for downsizing independent of the mandated downsizing goals from parent organizations in order to prepare the organization to view downsizing as an improvement strategy rather than as the cause of a loss of discretion.

o Support

• Provide equal attention to and support for those who stay in the organization and those who leave the organization rather than focusing all benefits on leavers.
• . Provide safety nets (adequate lead time, financial benefits, counseling, retraining, outplacement services, etc.) for those who leave the organization in order to smooth the transition to another position, rather than letting people go without the required severance pay and advanced notice.
• . Provide training, cross-training, and retraining in advance of downsizing in order to help individuals adapt to downsizing rather than relying merely on post hoc on-the-job training.

o Cost Cutting

• Institute a variety of cost-cutting activities (such as restricting overtime, providing leave without pay, eliminating redundancies) rather than limiting downsizing to headcount reductions.
• Focus on attacking sources of fat in the organization that often go unnoticed and unmeasured, such as data fat (excess information), procedure fat (excess meetings), time fat (excess response time), and launch fat (excess new programs) rather than on cutting only the noticeable and measured features of the organization.
• Map and analyze all processes in the organization to eliminate inefficiencies, redundancies, non-value-added steps and resources, and to redesign work, rather than assuming that old processes must be maintained.

o Measurement

• Measure speed and time use in the organization, not merely headcount, in looking for ways to downsize.
• Develop specific measures of all activities and processes that directly relate to the key products and services provided by the organization in order to determine how improvements can be made, rather than measuring only outputs.
• Assess the skills, experience, and relevant attributes of all human resources to help improve decision making regarding personnel and assignments when downsizing and restructuring occur.

Implementation

• Implement a broad array of downsizing strategies, including redesign strategies and systemic strategies (e.g., culture change), instead of relying narrowly on headcount reduction strategies.
• Administer downsizing equitably and fairly by ensuring that adverse impacts are not experienced unevenly by unempowered people (e.g., minorities, certain age groups) rather than implementing strategies based on power.
• Provide opportunities for personal growth and development for individuals in the midst of downsizing rather than ignoring everything except profits and the financial bottom line.
• Form cross-level and cross-functional teams to plan and implement downsizing with no required hand-offs, rather than implementing downsizing using only a chain of command.
• Change the appraisal, reward, selection, development, and communication systems to reflect the new goals and objectives of the downsized organization rather than keeping those systems that reflect the old, larger organizational form. Implement downsizing by beginning with small wins--i.e., changing things that can be changed quickly and easily--that, when celebrated, create inertia toward desired results rather than attacking downsizing as a large, complex, indivisible task."

REFERENCES:

http://dictionary.bnet.com/definition/Human+Resources.html?tag=col1;rbDictionary
http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Behavior/Employee%20Downsizing-HRM-Case%20Studies.htm
http://www.questia.com/googleScholar.qst;jsessionid=KQhQgRMdrgB2vpJ4chJvpr6qpTVvfCVrHFHry1GQxTl2vLLL24GX!1506827602!456235400?docId=5001503240
http://resources.bnet.com/topic/boeing+co.+and+downsizing.html
http://faculty.css.edu/dswenson/web/dnsize5.htm
http://findarticles.com/p/articles/mi_hb6671/is_200405/ai_n26139051/
http://www.allbusiness.com/human-resources/workforce-management-hiring/555511-1.html

Organizing for Succesful HRIS Implementation

HRM module 10: Organizing for Succesful HRIS Implementation

EMCOR

THE INTERVIEW

1.) What is HRM department in your company?

HR department is directly responsible for the employees.
It concerns with the hiring, management and the separation of employees with the copany.
It starts upon the employment, payroll administration, benefits, trainings, and development.


HR is also responsible for training employees. Normally, They don't hire supervisors and managers from the external resources for they believe the equal opportunity with the internal resource.


2.) How and when did the HRM department implemented in your company?

It started when the company branches out.

3.) What are the best practices of HR department?


Company/Corporate Practices includes daily morning meeting and the general principles and the

creeds so as the company mission and vision.

4.) How did the company maintain the HR?

Maintenance of HR:

• appropriate salary

• other benefits

• insurances

• company initiated-allowances, subsidy, dentakl check-up in- house hospital etc.

When employess met problems:

• they advise

• they issue memorandum

• they call fot termination or voluntary resignation

5.) What is HRIS in your company?

HRIS technically, is based in the EDP?MIS department.

It only links with the HR depatment. The head of the department can only access the encoding

process. The MIS department is responsible for the udates of the information.

6.) What are the risks of change?

Risks of Change:

• tend to forget the basics

• data loss

• readiness of people
• 
  

7.) What are the benefits?

Benefits:

• fast

• less people (less wage allotment)

EMCOR, of not the best, is almost the best company.

It will make the employees responsible, knowledgeable, updated, etc.I

It believes in the EQUAL OPPURTUNITY. It doesn't mean that if you are janitor, you'll be

forever a janitor in the company. We'll never know, you'll become a president. That's why, part

of their qualifications for the applicants is the collgege degree.

HRM at Ansuico

Ansuico Inc.

Company Name ANSUICO, INCORPORATED (Red Ball Express) Date Established June 4, 1953 Company Address Km. 13 Panacan, Davao City Mailing Address Km. 13 Panacan, Davao City Philippines 8000

Company Profile

It is a trucking company based in Davao City, Philippines. From its humble beginning in 1953, servicing only the cities of Davao and Cagayan de Oro, ANSUICO INC. has expanded significantly into a nationwide network and has in fact been awarded as the Most Outstanding Trucker in Mindanao, Philippines.

It is a successful family-owned trucking company with over 50 years of trucking experience, providing a reliable, dependable & quality service at competitive prices and maintaining high standards for service & customers satisfaction, throughout the Philippines.

Ansuico Inc. offers different services to help other companies like Davao light and Power Co., Holcim, Lapanday, Philip Morris, Mindanao trucking and others. The company is responsible for the trucking, warehousing, Heavy Lift Services, Hauling heavy machinery (120+ tons), Domestic Delivery (Farm to Port, Air-ride Hauling, Inland Hauling, Sea. / Air Freight – Export or Import,Sea / Air Inbound & Outbound Hauling & Consolidation, Project Cargo / Heavy Haul / Heavy Lift, Warehousing & Yarding, Insurance, Reefer Plug-in Facility, Static Cold Storage, Refrigerated Vans / Reefer Gensets Equipment Rental: Cranes, Forklift, Gensets & Reefers, Truck and Van Repairs, Training Drivers of Clients and other services like LowBed Trailers, Refrigerated Vans and Reefer Gensets services (that can be packaged in trucking/hauling) and any other transportation consultancy service at a reasonable and competitive price.

Aside from that, the company has also a training school in which they train their future employees for six months. The training for truck drivers for instance, comprises the extensive driving lessons and preventive maintenance. As per business partners/clients' needs/request, Ansuico, Inc. provides a training package specifically for drivers, at competitive price, conducted by the company's experienced driver's trainor, assisted by competent Engineering Staff for some mechanical subject/concern.

Ansuico, Incorporated adopts a simple and uncomplicated structure. Top Management covers all key areas of the business. It is a Management team where decision-making, leadership and power emanate. The Top Management positions are composed of top caliber and experienced individuals. It is divided into following divisions: FINANCE and CONTROL, MARKETING, and ENGINEERING and OPERATION

THE INTERVIEW

Ansuico inc., the company that was approved with regards to the assignment 1 of HRM which is about the best practices in Human Resource in the company.

On July 6, our group visited Ansuico Inc. located at Km. 13, Panacan, Davao City. We asked the guard the permission to talk with the Human Resource Department Personnel Head. He agreed but he said that the said head is busy for the reason that it is Monday. He asked us to go to the Training department. There, we met Mr. John Lebosada, the school administrator. After we gave him the letter which is actually addressed to the head of the HR Dept., he agreed to answer certain questions for as long as he can.

From him, we found that Ansuico has two main departments, the Training and the HR Department. The personnel head of the the former is Mr. Lebosada while the other is the Officer-in-charge Ms. Marife Cruzada. Ms. Cruzada was once a secretary but he replaced the resigned Department’s head.

Because she is busy in this day that she can’t set an appointment for our interview, Mr. Lebosada offered to be interviewed in place of her. Even though, he is the school andministration, he still gave us the chance to ask him the details aboutr the HR department of the company. He also said that The Training Dep’t is considered as the arm of the HR Dep’t. It is because they are the ones who implement the rules.

As an introduction, he gave a brief background of the company. ANSUICO, INC. is known in the trucking industry by its name: Red Ball Express. It has been in business since 1953.

According to him, the HR Department is the one responsible for the promulgation of the rules and laws and the handling of the employees. The Training Dept. on the other hand, is for the training itself.
The company’s best practices in Human Resource are concerned with the training and the daily routines of the employees. They are practicing the so-called “5S,” which according to him, were adapted from the Japanese standards and is used by the ISO.
These 5Ss evaluates on what type of employee a certain worker is.The 5Ss consist of :

sorting the materials
Systematized
Sanitized
Self-discipline and
Swift

Sorting of materials means that a worker must be responsible for his own materials needed.
Systematized in a manner that employees must be organized in all aspects in the company.
Being sanitized is also emphasized for the reason that employee’s cleanliness affects its performance.
Self-discipline is also set as a standard for the belief that employees’ performance in the company starts from within self.He also said that not to boast but to tell the truth, their company offers good services and training to their trainees that when their trainees graduate and apply for a job, they can easily get accepted by different companies.

References:

http://www.ansuico.com/

Photos: