Aubrey R.

Ale

BSMA 3-1

MIDTERMS - HRM

A. SOLVE THE QUESTIONS 1-4

1. Point out which changes are occurring in the business that affect HRM.

There are a lot of changes that the this certain firm owned by Jennifer is facing, both
externally and internally. First, we take into consideration the fact that the company is
expecting to experience revenue growth, estimating from 10% at least, and 30% at max,
in some certain cases. This greatly affects the HRM function since this external factor
must be closely monitored and actions taken to maximize this identified revenue growth
should be implemented. One good way to ensure that the company is leading towards
the achievement of this benefit is to put an emphasis on human capital, the workforce,
or in simplest terms, the employees. HRM is one of the main departments that has a
direct influence and effect on the human capital of the business. They are the one who
are engaged in ensuring that best employees would be created and maintained through
performing their responsibilities, all the way from the first step, up to the last bit. This
means that HRM personnel should focus their attentions in accomplishing their
functions—Analyze and design a job, create best strategy in recruiting and selecting
potential employees, train and develop these chosen individuals to transfer their gained
knowledge and apply it to the work environment, measure these performance of these
people, provide them good compensation and incentives when they work in congruence
of what's expected from them, and many more. All these functions of HRM are very
much affected just by this one factor presented, since it deals on how a certain
organization will decide and will use their workforce to take advantage of this change
that provides the entity opportunity to grow. Moreover, internal factors includes diversity
on workplace and workforce and aging of workforce. Diversity on workplace and
workforce is indicated by potentially transforming the workplace into a virtual one and
how different the employees are from one another, which is depicted through their age
differences. This affects HRM vastly since different needs are portrayed by different
types of employees, and the goal of the HRM personnel is to meet and attend each and
every one of these needs. Lastly, aging of workforce is also one of these changes the
organization is facing since they have employees who are about to retire and some who
belong to different age groups. Since there are retiring employees, HRM should be able
to prepare for their retirement plans and should have an action plan on how the
knowledge of these personnel would get transferred to the new employees once they
open new positions to fill up the vacancy. They must ensure that they will be able to
create a strategic work-plan that will allow new employees to to perform as efficient as
the one who are about to retire.

2. . What are some considerations the company and HR should be aware of when
making changes related to this case study?

First off, the company and the HR should consider to apply their action plan in towards
these changes in a gentle and modest manner. Any changes applied drastically has big
chance of creating commotions and confusion among subordinates, instead of making a
union that will work as one in achieving these set goals. Moreover, there should be an
increased communications and cooperation between the Owner/Manager/Jennifer and
the HR Personnel, so that the strategies towards implementing these changes will
definitely translate into benefits. If the Owner and the HR Personnel continuously
exchange opinions and evaluates gathered results, the manager would be able to make
best-strategies possible that the HR Personnel would be able to apply to the
employees. Vice versa, if the HR Personnel shares what has been his/her experience
working with the workforce, Managers would be able to get a much detailed
understanding of how company's staffs work, therefore, it would allow the Manager to
forecast what could be the possible trend of his planned strategies if applied towards
the attitudes, behaviors, and performance of his people. With this, the Manager would
be able to correct any other strategies that does not benefit the organization. Another
consideration is that if there would be any changes that must be implemented, it should
only exists if it would lead to success of the company. In accordance to implementing
changes, Manager and HR Manager should also consider creating a work-design that
will make the workforce feel motivated and not hesitant to any changes. Build a work
design that will satisfy the employees and therefore would allow them to show their best
skills, and let them understand how their performance could vastly affect how the
company would be able to reach their goals. Also consider the fact that there it might be
a great opportunity to try telecommuting in lowering down the costs incurred by the
company, without putting at stake the effectiveness, efficiency and the quality of
product/service provided. This way, the company would be able to even much more
maximize its potential income, and might offer another work environment for their
employees that might work-best for them. Lastly, government laws and employee
benefits should not be neglected. The Manager and the HRM function must find a way
to instigate these changes in accordance to the laws and employees benefits expected
from them.
3. What would the initial steps be to start planning for these changes?

The following are the initial steps that should be taken to start planning for these
changes:

 Establish a comprehensible goals and set a given time and metrics on how to
measure the actions performed towards the achievement of these aims.
Furthermore, ensure that employees are able to understand these changes and
action plans so that their performance would be congruent to these set goals.
 Make a detailed action plan that will allow management to monitor how these
changes affects the employees individually and as a whole. Make sure that this
action plan has contingent ways to battle some incidental problems that may
occur along the progression of implementing these changes, so that it could not
compromised the achievement of set goals.
 Evaluates the strategic position of the workforce which is heavily leaned on how
organization handles and view them. Identify every employees knowledge, skills,
expertise, strengths, weaknesses and plan on what type of training should be
implemented.
 Create a budget plan for these specified actions that will compute for all potential
costs, returns, losses, and capital that will help the managers see the value of
their plans and actions.

4. What would your role be in implementing these changes? What would

Jennifer’s role be?

As HRM Function of this company, my roles would be the following:

 Analyze and create a work design that will be best suitable for the workforce for
the changes employed
 Recruit potential employees that will replace retiring ones, and select the best
possible candidates that will be able to match these lost human capitals to
reinforce these changes.
 Train and develop hired employees to make sure they have the necessary
knowledge to make the work accomplished in good quality.
 Measure these performance of the employees to make sure they are creating
benefits.
 Give due and deserved compensations and incentives to motivate these
employees.
 Gain feedbacks from the workforce to make sure that implemented changes are
accepted and understood.
  Create an analysis that will highlight the benefits of both employees and
company from these changes.

Jennifer, as the Owner/Manager of the company, will have the roles as:

 Lead all departments and employees towards these implemented action plans to
apply the changes.
 Make sure that every actions are leaning towards these changes, constantly
update and monitor the results driven by these changes.
 Transparently communicate the effects of these changes, and gather opinions on
how to build/correct these undesirable results.
 Be courageous enough to implement these changes, since changes might
translate to higher risks, but much greater returns.

B. Solve the case using the decision-making process:

1.1 Identify and define the problem: The problem under this certain type of case study is
the changes identified and explained in the in the item number one in the first part. It is
considered to be a problem since these changes might drastically impact the
organization and there is a great possibility that Jennifer's company might not be able to
keep up with these changes. Rather than taking advantage of these listed opportunities,
these may turn to be threats for the company if not handled, assessed, and planned
properly.

1.2 Determine the criteria that will be used to evaluate the alternative solutions: There
are a lot of criteria to be considered in the creation of alternative solutions to combat the
unpreparedness or unexpected impacts of these changes. First off, the management
must consider an action plan that is feasible or "workable" for the whole company,
specially for the workforce. This will ensure that the set goals of the company would not
turn into waste because the main action plan or strategy of the company is now deemed
possible to work on and is viewed by many as something that is achievable. Since these
changes might be considered by a lot of workers as something so foreign that they were
not able to act accordingly based on learned knowledge and experience, having a
alternative that suits a feasible and "workable" criteria would definitely helps. Another
criteria is that it should be easy to understand and apply, and would yield to the best
solution possible to make sure that there would be no rooms for any other employees to
reject the suggested alternative solutions.

1.3 Determine the set of alternative solutions: These changes brought a lot of potential
problems. First, company assesses if it would be possible for the them to establish
telecommunicating or have a digital workplace. One good alternative solution for HRM
to reinforce this one if their created action plans would not go well, is to enhance the
"self-service" capabilities of the workforce. Self-service means providing online access
to workers or applications that contain information on HR topics such as training,
benefits, wages, and contracts; registering in programs and services online; and
conducting online surveys of attitude. Another alternative the company could take is to
minimize the cost on establishing a system-wide intranet, rather use social media
platforms as the main communications link, and focus their budgets on expanding their
capitals.

1.4 Evaluate the alternatives: The first alternative, which is to promote "self-service"
among all the employees has a lot of advantages if successfully employed. Since the
company is considering to transition for a digital or virtual workplace, it is a good start to
reinforce the changes applied since employees will be familiar on how to use the
internet and other digital platforms to access HRM functions and for them to perform
their jobs. This will also test if telecommuting will be feasible, thus it will partially provide
an assessment if transition from physical offices to virtual workplace would be
successful or not, without having to fully invest immediately on the grand plan. One
possible disadvantage is that it might be time-consuming and need to hire a lot of IT
developers to make this one successful. Another alternative is to have social media
platforms as the main way to communicate through the whole company. Considering
the fact that they have a small number of workforce, capitalizing on heavy and
extravagant intranet systems for secured meetings/communications is not a necessary
as of this moment. This alternative will allow the company to use the excess funds of
money to capital on other things that might bring more ROI. One disadvantage is that
there is a great change of hacking or leaked confidential information since social media
has a weak security system.

1.5 Choose an alternative: I would definitely choose "self-service" alternative to employ

since this almost covers all possible innovation towards boosting and supplementing the
changes applied on the work environment. Most of these changes presented are better
presented if accompanied by technological advancements, and sooner or later, all those
changes shown would lead to this one majro change. Therefore, the preparation that
"self-service" presents would stand the most beneficial.
ESSAY:

1. What is HRM? Explain in your own words and understanding.

Human Resource Management (HRM) is a popular concept for all structured

processes/departments formed within an organization to assist in the management of
workers/employees and other constituents. HRM has been one of the key
functions/departments that a certain company should put emphasis with since they are
now viewed as one of the strategic positions they could implement to benefit the
organization. HRM has a lot of several functions that is necessary for the success of a
business.

The HRM can seek appropriate candidates when there is a necessity to hire more
employees. It will also monitor the redundancy methods for the unwanted workers if the
organization chooses to cut back on spending. The HRM frequently addresses holiday
period, disease concerns, legal disputes and other issues with day-to-day workers
without causing top leadership to engage.

There's still a lot more of functions that HRM can perform but the best significance it
could provide is by helping out the management to create value for the company by
working hand-in-hand with these managers in creating best strategies possible. Their
perspective is very much needed since they are the front department who solely
handles the workforce, and company's workforce is the most essential capital of an
organization. It needs to be taken care of in a way that both the parties will benefit. And
that's where HRM comes in, it ensures that it was able to link the employees to the
managers, and vice versa, to work towards a certain goal with the promise of having
both of them gain from these actions.

2. What is the importance of Job Analysis? Define and explain each.

Analyzing and gathering the data according to its relevance is what job analysis is all
about. Job analysis refers to the method of obtaining comprehensive work information.
To achieve high-quality results, it is essential for companies to recognize and fit job
requirements and individuals. It is highly important not only to give a professional
performance, but with regards to the function of Human Resources Management, to
identify each requirements and capabilities. The techniques of if it can be through
observations and interviews which mainly reflects the process of gathering the data
pertaining to the specific area of work

A job analysis is the most thorough way to consider the specific components of "what
can be done" and "what will be done" of the operation, distribution, and support jobs . It
specifically classify career prospects with the best ability to become top employers with
the aid of a job analysis. The business will reap rewards that include better client loyalty,
higher sales per call, lower early-stage turnover, and an enhanced organizational
atmosphere by using a job analysis to establish a powerful talent acquisition base. This
is highly important for HRM since one of its practices is directly pertains to Analyzing
and Designing jobs which determine the kinds of employees the company needs for it to
be developed and reach its goals.

3. Explain the Human Resource Planning Process.

 FORECASTING: Forecasting is the process where it tries to examine and

indicate the supply of and demand for different types of human resources to
foresee the departments of a certain company where there will be a possible
labor shortages and surpluses in the future upon the performance of various
strategies and implementations.
 DETERMINING LABOR DEMAND: Demand forecasts are built through particular
work classes or expertise fields related to the present and prospective condition
of the company.  If the work descriptions or abilities are defined, the planner has
to search for knowledge that can help determine whether in the long term it will
increase or decrease the need for individuals with those abilities in that field of
employment.
 DETERMINING LABOR SUPPLY: Assessing the intrinsic supply of labor allows
for a thorough examination of how many workers inside the organization are
actually in different work groups (or who have particular skills). In order to
recognize changes in the near future triggered by resignations, promotions,
transfers, voluntary turnover and separations, this framework is then updated.
 DETERMINING LABOR SHORTAGE OR SURPLUS: The planner will review the
projections to decide if there will be a shortage of labor or labor surplus for the
corresponding areas of employment once estimates for labor demand and supply
are identified. The company will decide what it is supposed to do with these
future issues when this is established.
4. What are the Selection Method Standards? Explain each.

 RELIABILITY: describe as the extent to which a performance measure is free

from a random mistake. One use of this empirical method to assess reliability is
when managers obtain data regarding their workforce's height and weight
attributes. Many of these data will change from time to time, so once in a while it
needs to be calculated in order to obtain efficient information, which, in essence,
leads to the concept of a methodical calculation to obtain accurate data.

 VALIDITY: described as the degree to which a performance metric measures all

the relevant aspects of job performance, and only the essential ones. Criterion-
related validation is a scientific procedure utilized in the validity classification, and
is a method of evaluating the validity of a system of staff selection by showing a
substantial correlation among findings and work performance ratings.

 GENERALIZABILITY: It is defined as the stage at which the validity of a selection

method extends to other contexts in one instance. The three contexts includes
different situations, different samples of people, and different time periods.

 UTILITY: The extent to which the knowledge given by selection methods

increases the firm's bottom-line performance.

 LEGALITY: The final rule that must be adhered to by every selection process is
legality. All methods of selection should comply with applicable laws and current
constitutional provisions.

5. Explain the Needs Assessment Process.

A needs assessment an analysis of the workforce which determines they need to be

subjected to training or not. It is a tool used by organizations to assess goals, create
strategic refinements, or allocate resources. It includes three analysis:

a. Organizational Analysis: This method of evaluation assesses the company as a

whole in terms of efficacy and identifies any inconsistencies or discrepancies. It is
used to show the talents, experience and abilities that the organization requires to
fill any gaps. External variables such as the economy, environmental regulations,
technical advancements and changing demographics of the workforce are also
taken into account by organizational evaluations. These tests decide where training
is required, how and when it will be performed. Generally, it tests the relevance of
 the management structure for the adequacy of the training that will be offered as
well as any consequent costs for this process.
b. Personal analysis: The individual assessment focuses on the workers to find out
how well they are doing. This form of evaluation determines the current abilities and
expertise of the person, their manner of learning and ability for new jobs. The
individual assessment identifies who needs training within the company and what
type of training is required.

c. Task Analysis: The task assessment collects data regarding a specific job role or
employment category. It determines essential tasks, competencies and skills
needed to handle the work at the most successful level. These tests are used to
uncover unique training requirements using task descriptions, skill analyses and job
inventory questionnaires. Moreover, this pertains to idea of fundamental principles
of learning which should be emphasized in the instructions. It determines the extent
to which administrators and workers are in a position to highlight the use of training
materials for the work.

6. What is the Process of Performance Management? Explain.

The first two phases of the performance evaluation process include the analysis
of what the organization is seeking to achieve, a collection of key success
dimensions that reflect essential factors or forces that affect the goals or
objectives, and then the establishment of performance measures for the key
performance parameters.

The very first phase in the development of performance management begins with
recognizing and defining essential effects or consequences of performance.
Usually, clients, the employees' colleagues or team, and the company itself gain
from these findings or outcomes.

The second stage of the strategy involves the process to be mastering the
workaround or how to achieve the objectives established in the first step. This
necessitates the recognition of observable targets, behaviors and actions that
enable the employees accomplish the results' rewards. The goals, behaviors,
and behavior should be measured in order to assess the accomplishment of
managers and employees.

The third stage in the methodology includes organizational support, which entails
ensuring training for staff, sufficient resources and facilities, and daily feedback
 communication between the employee and management with a focus on
performance, as well as performance-affecting issues and difficulties.

The fourth phase requires an annual or biannual performance evaluation, which

occurs when the manager and employee analyze the targeted performance
objective and equate it with the actual results and support behaviors.

The final stages include the worker and the supervisor reviewing what the
employee need to do to optimize performance strengths and resolve
shortcomings (step 5) and providing implications for achieving (or fail to
accomplish) performance outcomes (step 6).

7. Explain the four (4) Approaches to Employee Development.

FORMAL EDUCATION: Formal education programs involve off and on-site programs
primarily tailored for staff of the organization brief curriculum delivered by consultants or
colleges, executive MBA courses, and university programs in which respondents
actually reside at the university to take lessons. These courses can include business
experts' seminars, business games and simulations, adventure learning, and customer
meetings.

ASSESSMENT: It includes gathering data accompanied by providing workers with input

regarding themselves, providing information about their attitudes, modes of learning or
interaction, abilities or skills. Data from the employee, colleagues, the manager, and
clients may be gathered.

JOB EXPERIENCES: The challenges, demands, duties, assignments, relationships,

and other characteristics with which workers interact in their employment are job
experiences. It is believed that where there is a disparity among the abilities and
experience of the worker and those needed for the position, job experiences are more
likely to be developmental. Expanding in the workplace, it forces the worker to acquire
new abilities.

INTERPERSONAL: Interpersonal relationships may also be a tool for enhancing the

talents of workers and strengthening their perception of the organization and its clients.
Mentoring requires an experienced, efficient senior (the mentor) employee striving to
improve a less knowledgeable (the protegé) employee. Due to mutual interests, values
or job assignments, most mentoring relationships grow unofficially, but mentoring may
also be formalized into an organization project with a mentoring program.