San Sebastian College – Recoletos de Manila

ETEEAP - HUMAN RESOURCE MANAGEMENT

Activity 1 – HRM
Part I. Answer the following questions.
1. Where is the Human Resource Department in the organizational structure of
Philippine organization? Explain

 The Human Resource Department in the organizational structure of the Philippine

organization is directly under the control and supervision of the Management headed by
the President and the Board of Directors.

2. What is the minimum qualifications should a human resources department manager

possess?

 A Human Resource Department Manager should have excellent leadership skills

considering the fact that he/she will be handling employees. He/she must also have great
listening skills because he/she is the go-to person of all personnel when it comes to
dealing with issues that affect their work. Interpersonal skills is also necessary because
he/she stands as a middle man between the Management and its employees. He will
relay all the policies and directive of the Management and will also relay the issues and
concerns of the employees to the Management.

3. What are the functions of the human resource department?

 The primary function of the Human Resource Department is to encourage the employees
to meet the objectives of the organization. Its operative functions are hiring, training,
Employee Retention, Feedback, Performance Appraisal and Actionable HR Insights. Its
managerial functions includes Planning, Organizing and Controlling.

4. What information is needed to prepare job descriptions and job specifications?

 Job description is a broad, general, and written statement of a specific job, based on the
findings of a job analysis. It generally includes duties, purpose, responsibilities, scope,
and working conditions of a job along with the job's title, and the name or designation of
the person to whom the employee reports. While the he job specification lists qualities that
the employee should or sometimes, must have in order to qualify for the job. Some
examples may include the educational qualifications, training/experience in the specific
job, relatable skills, previous responsibilities and the ability to work within
a certain environment.

5. What are the sources of job applications? Which of these sources are commonly
used in the Philippines?
 Sources of job applications include: Job sites, Social Media posting, Current employees,
Employee referrals, Networking, Unsolicited applications, Schools and colleges, Alumni
placement offices, Job fairs, Associations.
 Job sites is commonly used in the Philippines.

6. What are the factors that affect the recruitment program in general? Discuss each
factor in relation to Philippine conditions.

 There are two factors affecting the recruitment programs in the Philippines, first is the
Internal Factors, are the factors within the organization that effect recruiting personnel in
the organization. The internal forces i.e. the factors which can be controlled by the
organization are: Recruitment Policy, Human Resource Planning, Size of the
Organization, Cost involved in recruitment, Growth and Expansion. And the other factor is
the External Factors, includes the Supply and Demand, Labor Market, Goodwill / Image of
the organization, Unemployment Rate, and those Competitors.

7. Discuss the relationship between human resources planning and recruitment?

 The recruitment process is an important part of human resource management (HRM). It
isn't done without proper strategic planning. Recruitment is defined as a process that
provides the organization with a pool of qualified job candidates from which to choose

8. In what ways does worker orientation assist the organization?

 Start with the basics. Orientation should introduce employees to the company and to their jobs.
 People become more productive sooner if they are firmly grounded in the basic knowledge they
need to understand their job. Provide employees with an introduction and education to your
organization.

Part II. Case Incident

Acme International Company had no job evaluation and pay scale program at the start.
Jobs were given their importance and weight in pay depending on the Department Manager or
on its top man’s understanding and decision. Nobody questioned his decisions, nor did
anybody complain.
The company, however through the years grew into a big corporation and its staff
correspondingly increased that it became apparent that guidelines in grading jobs and paying
them commensurately should be set up to eliminate discriminations inherent in a one-man
evaluator- administrator job and to pay jobs in accordance with their importance to the overall
objective of the company.
The job evaluation and pay scale program of the company was started by obtaining the
services of a personnel management group to conduct a seminar on job evaluation for its
supervisors and executives. The next step taken was the formation of a group of executives to
compose the Job Evaluation Committee whose function was to evaluate all jobs; assign pay
grades and set-up pay scales. The Personnel Administrator was appointed as the Chairman of
the Committee.
Job questionnaires were distributed to all employees and each one was asked to
provide the Job Evaluation Committee descriptions of their jobs. Based on the answers to
these questionnaires together with the job description, the Job Evaluation Committee assigned
values and finally assigned a pay grade to each job. The completed job evaluation was
submitted to the Personnel Administrator who was authorized to make his own evaluation or
changes in the job evaluation as he saw fit.
The Job Evaluation and pay Scale Program of Acme Company, when presented to the
employees, created chaos and angry protests though not directly made to the Job Evaluation
Committee of the Personnel Administrator. Complaints were aired thus:
1. Newly hired employees appeared to be graded higher and therefore, assigned more pay
than those who had been with the company for a long time
2. Those employees who were, of common knowledge, with lower educational background
and minimal experience, were graded higher than those with higher educational attainment
and wider experience
3. The staff of a particular section was all downgraded. The employees in this section believed
that because the Personnel Administrator did not like the supervisor of the Section, the
Personnel Administrator took his revenge by downgrading all of them
4. Salaries of some employees whose present pay was lower that of their grades was to be
given increases or adjustments while others were not given adjustments
Many requests for re-evaluation were made. Those who could not accept the results of
the evaluation decided to resign. Due to the problems created by the Program, the whole
scheme was scrapped out and a new plan was being investigated.

Case Analysis Format

I. Background of the Company
Acme International Company had no job evaluation and pay scale program at the start.
Jobs were given their importance and weight in pay depending on the Department Manager or
on its top man’s understanding and decision. Nobody questioned his decisions, nor did
anybody complain.
The company, however through the years grew into a big corporation and its staff
correspondingly increased that it became apparent that guidelines in grading jobs and paying
them commensurately should be set up to eliminate discriminations inherent in a one-man
evaluator-administrator job and to pay jobs in accordance with their importance to the overall
objective of the company.

II. Areas of Considerations

A. Internal Environment
1. Strengths (5 factors)
 The company grew into a big corporation and its staff correspondingly increased that it
became apparent that guidelines in grading jobs.
 The job evaluation and pay scale program in the company is a much – needed in the
company
 Paying them commensurately should be set up to eliminate discriminations inherent in a
one-man evaluator- administrator job and to pay jobs in accordance with their importance
to the overall objective of the company.
  The job evaluation and pay scale program of the company was started by obtaining the
services of a personnel management group to conduct a seminar on job evaluation for its
supervisors and executives
 The next step taken was the formation of a group of executives to compose the Job
Evaluation Committee whose function was to evaluate all jobs.
 Assign pay grades and set-up pay scales that will serve as a motivation for the
employees if it is standardized.

2. Weaknesses (5 factors)
 Acme International Co. had no job evaluation and pay scale program at the start.
 Jobs were given their importance and weight in pay depending on the Department
Manager or on its top man’s understanding and decision
 The Job Evaluation and pay Scale Program of Acme Company created chaos and angry
protests.
 The management before the implementation of the program must call the attention of the
employees for a conference
 The employees are very much involved in this particular case directly in evaluating their
jobs because they are the subject concern.

B. External Environment
1. Opportunities (5 factors)
 The management before the implementation of the program must call the attention of the
employees for a conference.
 The employees are very much involved in this particular case directly in evaluating their
jobs because they are the subject concern.
 The implementation of the program will be implemented if majority of the heads and
employees are being informed.
 Many requests for re-evaluation
 To avoid chaos and angry protest procedures must be transparent to all concerns.

2. Threats (5 factors)
 The Job Evaluation and pay Scale Program of Acme Company created chaos and angry
protests.
 Newly hired employees appeared to be graded higher and therefore, assigned more pay
than those who had been with the company for a long time
 Those employees who were, of common knowledge, with lower educational background
and minimal experience, were graded higher than those with higher educational
attainment and wider experience
 The staff of a particular section was all downgraded. The employees in this section
believed that because the Personnel Administrator did not like the supervisor of the
Section, the Personnel Administrator took his revenge by downgrading all of them
 Salaries of some employees whose present pay was lower that of their grades was to be
given increases or adjustments while others were not given adjustments
 Those who could not accept the results of the evaluation decided to resign.

III. Statement of the Problem.

 Who has the competence to do the evaluation of jobs and the company’s pay scale
program? And what steps could have been taken by management before the
implementation of the program?
IV. Statement of Objective

 To assess the competence to do the evaluation of jobs and the company’s pay scale
program and steps taken by management before the implementation of the program?

V. Alternative Courses of Action

ACA 1. Department Manager has the competence to do the evaluation of jobs and the
company’s scale program. As manager, they knew the performance, attitude, skills of their
employees in the respective department.
ACA 2. The management before the implementation of the program must call the attention of the
employees for a conference. The agenda is about the process of the evaluation of jobs and the
company’s pay scale program.
ACA 3. The evaluators and guidelines also be presented in the meeting and open forum and
suggestion will follow.
ACA 4. The implementation of the program will be implemented if majority of the heads and
employees are being informed
ACA 5. The employees are very much involved in this particular case directly in evaluating their
jobs because they are the subject concern. For the legal aspects, the Personal Administrator
must follow the rules and regulation in the evaluation of jobs and pay scale programs.

VI. Final Decision.

 To avoid chaos and angry protest procedures must be transparent to all concerns.

VII. Detailed Plan of Action

 The job evaluation and pay scale program in the company is a much needed in the
company. It will serve as a motivation for the employees if it is standardized. Things to
consider in this case, I think Department Manager has the competence to do the
evaluation of jobs and the company’s scale program. As manager, they knew the
performance, attitude, skills of their employees in the respective department. The
management before the implementation of the program must call the attention of the
employees for a conference. The agenda is about the process of the evaluation of jobs
and the company’s pay scale program. Who will be the evaluators and guidelines also
be presented in the meeting. After all, open forum and suggestion will follow. The
implementation of the program will be implemented if majority of the heads and
employees are being informed. The employees are very much involved in this particular
case directly in evaluating their jobs because they are the subject concern. For the legal
aspects, the Personal Administrator must follow the rules and regulation in the
evaluation of jobs and pay scale programs. To avoid chaos and angry protest
procedures must be transparent to all concerns. Thus, if there are irregularities in the
said evaluation the employees had their right to complain and clarification. The
Department of Labor and Employment (DOLE) is the appropriate department to lean on.