UNIVERSITY OF THE IMMACULATE CONCEPTION

Bonifacio St., Davao City, Philippines

HUMAN RESOURCE MANAGEMENT (HRM)

 HUMAN RESOURCE MANAGEMENT

 JOB ANALYSIS

PRESENTACION C. ACOSTA, DBM

Professor

MADELYN L. ALBIOS

JEFFREY E. ALBITE

JAMES M. JADRAQUE

December 01, 2017

 TABLE OF CONTENTS

 HUMAN RESOURCE MANAGEMENT

o What is Human Resource Management? Origin of HRM? 3

o Great Quotations on Human Resource? 4
o What are core elements and objectives of HRM? 4
o What is Framework of Human Resource Management? 5
o What are the operational and managerial Functions of HRM? 6-7
o Who is HR Manager? And his responsibilities? 7
o What are the current trends and issues of HRM? 7
o Case Study 8-9
o Case Analysis 10-12

 JOB ANALYSIS

o What is Job? Job Analysis? 13

o Steps in Job Analysis Process 14
o Relationship of Job Analysis to other Function of HRM 14
o Nature of Job Analysis 14-15
o Types and Methods of Job Analysis 15
o Procedure and objectives of Job Analysis 15
o Reasons and important applications for Conducting Job Analysis 16
o Outcome and its Benefits of Job Analysis 17-18
o Summary of Job Analysis 19
o Case Study 20-21
o Case Analysis 21-24

Human Resource Management 2

HUMAN RESOURCE MANAGEMENT
What is Human Resource Management?

HUMAN RESOURCE MANAGEMENT is management function that helps

managers to recruit, select, train and develop members for an organization.
Obviously HRM is concerned with the people’s dimensions in organizations.
HRM refers to set of programs, functions, and activities designed and carried out.

HR management can in turn be defined as:

Edwin Flippo defines- HRM as “planning, organizing, directing, controlling of

procurement, development, compensation, integration, maintenance and
separation of human resources to the end that individual, organizational and
social objectives are achieved.” 

According to Decenzo and Robbins, “HRM is concerned with the people

dimension” in management. Since every organization is made up of people,
acquiring their services, developing their skills, motivating them to higher levels
of performance and ensuring that they continue to maintain their commitment to
the organization is essential to achieve organsational objectives. This is true,
regardless of the type of organization – government, business, education, health
or social action”.

‘The process of analysing and managing an organization’s human resource

needs to ensure satisfaction of its strategic objectives’ (Hellriegel, Jackson,
Slocum and Staude, 2009)

‘The policies and practices involved in carrying out the “people” or human
resources aspects of a management position, including recruitment, screening,
training and appraising’ (Dessler, 2007).

Origin of HUMAN RESOURCE MANAGEMENT

The history of HR management can be dated back to the 19th century,

when some enlightened industrial companies in the US and Europe employed
welfare officers to look after the wellbeing of workers, especially women and
children. In the 1920s and 1930s companies employed labour managers to
handle pay, absence, recruitment and dismissal. By the late 1940s labour
management and welfare work had been integrated under the banner of
‘personnel administration’. As the importance of people to the success of firms
was increasingly recognized throughout the 1970s and 1980s, personnel
administration became ‘personnel management’ and eventually ‘human
resource management’. Today some companies refer simply to the ‘people’

Human Resource Management 3

function and call their most senior HR executive the ‘chief people officer’.

Great Quotations on Human Resource

"You must treat your employees with respect and dignity because in the most
automated factory in the world, you need the power of human mind. That is what
brings in innovation. If you want high quality minds to work for you, then you
must protect the respect and dignity. "
---Mr N.R. Narayana Murthy, Chairman Emeritus, Infosys Ltd .

"I emphasize this - no matter how good or successful you are or how clever or
crafty, your business and its future are in the hands of the people you hire".  
--- Akio Morita (Late) (Businessman and co-founder of Sony Corporation.
Japan)Ref: The Book: MADE IN JAPAN. Page.No.145

Core Elements of HRM

1. People: Organizations mean people. It is the people who staff and manage
organizations.

2. Management: HRM involves application of management functions and

principles for acquisitioning, developing, maintaining and remunerating
employees in organizations.

3. Integration & Consistency: Decisions regarding people must be

integrated and consistent.

4. Influence: Decisions must influence the effectiveness of organization

resulting into betterment of services to customers in the form of high quality
products supplied at reasonable cost.

5. Applicability: HRM principles are applicable to business as well as non-

business organizations too, such as education, health, recreation and the like.

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What are the objectives of HRM?

1. Societal Objective. To be socially responsible to the needs and challenges of

society while minimizing the negative impact of such demands upon the
organization. The failure of organizations to use their resources for society's
benefit may result in restrictions.

2. Organizational Objective. To recognize that HRM exists to contribute to

organizational effectiveness. HRM is not an end in itself; it is only a means to
assist the organization with its primary objectives. Simply stated, the department
exists to serve the rest of the organization.

3. Functional Objective. To maintain the department's contribution at a level

appropriate to the organization’s needs. Resources are wasted when HRM is
more or less sophisticated than the organization demands. A department's level
of service must be appropriate for the organization it serves. 

4. Personal Objective. To assist employees in achieving their personal goals, at

least insofar as these goals enhance the individual's contribution to the
organization. Personal objectives of employees must be met if workers are to be
maintained, retained and motivated.

What is the overall Framework of HRM?

The Framework of Human Resource Management refers to all the

activities that come under the banner of Human Resource Management. These
activities are as follows.

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Managerial Functions of HRM

1. Planning: Plan and research about wage trends, labor market

conditions, union demands and other personnel benefits. Forecasting
manpower needs etc.
2. Organizing: Organizing manpower and material resources by creating
authorities and responsibilities for the achievement of organizational
goals and objectives.
3. Staffing: Recruitment & Selection
4. Directing: Issuance of orders and instructions, providing guidance and
motivation of employees to follow the path laid-down.
5. Controlling: Regulating personnel activities and policies according to
plans. Observations and comparisons of deviations

Operational Functions of HRM

1. Procurement: Planning, Recruitment and Selection, Induction and

Placement
2. Development: Training, Development, Career planning and
counseling.
3. Compensation: Wage and Salary determination and administration
4. Integration: Integration of human resources with organization.
5. Maintenance: Sustaining and improving working conditions,
retentions, employee communication
6. Separations: Managing separations caused by resignations,
terminations, lay offs, death, medical sickness etc.

Who is HR Manager?

The Human Resource Manager is a mid-level position responsible for

overseeing human resources activities and policies according to executive level
direction. They supervise human resources staff as well as
control compensation and benefits, employee relations, staffing, training,
safety, labor relations, and employment records.

Role of HR Managers (Today)

1. Humanitarian Role: Reminding moral and ethical obligations to

employees
2. Counselor: Consultations to employees about marital, health, mental,
physical and career problems.
3. Mediator: Playing the role of a peacemaker during disputes, conflicts
between individuals and groups and management.

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 4. Spokesman: To represent of the company because he has better
overall picture of his company’s operations.
5. Problem Solver: Solving problems of overall human resource
management and long-term organizational planning.
6. Change Agent: Introducing and implementing institutional changes
and installing organizational development programs
7. Management of Manpower Resources: Broadly concerned with
leadership both in the group and individual relationships and labor-
management relations.

Role of HR Managers (Future)

1. Protection and enhancement of human and non-human resources

2. Finding the best way of using people to accomplish organizational goals
3. Improve organizational performance
4. Integration of techniques of information technology with the human
resources
5. Meeting challenges of increasing organizational effectiveness
6. Managing diverse workforce

Current Trends of Human Resource Management

1. Globalization - trend towards opening up foreign markets to international

trade and investment.
2. Technology – Use of technology to communicate with employees a move
toward single platforms such as PeopleSoft, Oracle, SAP, and Integrated
Human Resource Information System (HRIS)
3. Managing Change – Increased diversity in the workforce and work-life
balance employees experiencing burnout due to overwork and increased
stress.
4. Human Capital
5. Responsiveness – Total Quality Management (TQM), Merger and
Acquisitions, Reengineering.
6. Cost Containment - Downsizing, outsourcing and employee leasing

Issues of Human Resource Management

1. An Aging Workers
2. A Diverse Workforce
3. Skill Deficiencies of the workforce

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CASE STUDY
Two years ago, the State Department of Economic Development created
the Business Services Group to provide special services to out-of-stae businesses
that were considering relocating in the state. Another key task of the group was
to help those business who had recently relocated fet settled and operating as
quickly as possible. In two-year period, the Business Services put together a good
record of helping more than 35 businesses move into the state efficiently.

The Business Services Group was staffed with a complement of a

department manager and 5 Business Development Specialists, along with some
secretarial and clerical support. The job of the Business Development Specialists
consisted principallyof contacting and working with appropriate personnel in
each business to identify the kinds of information or help they needed, then
making sure that the correct assistance arrived. The specialists also served as
“troubleshooters” for the business whenever there were problems with the
beaucracy. Specialists were responsible for keeping these business happy and
efficient. As such, the specialists needed to be imaginative, persistent, and self
driven. Each specialist had a qouta of contacts and services to make each month.

Charles Thompson was initially made acting supervisor of the Business

Service Group after the hasty departure of the previous Department Manager.
After three weeks of keeping things running, he was promoted to manager.
Charles originally was hired as a specialist. Six months ago, he was transferred to
another, related department to serve as assistant manager.

When Charles learned that he was moving back to the Business Services
Group, he was very happy because he would be reunited with the people with
whom he used to work. In fact, Charles had worked with all five of them to some
degree while he was in Business Services.

John Willis, now the senior specialist, joined the Business Services Group
the same day Charles did. In fact, they had come from the same department to
join Business Services. Suzy Harris and Barbara Garret became specialist shortly
thereafter. For most of the time that Charles was in the Group, these four worked
together easily and effectively. As the Business Services Group expanded, Tom
Rollins was added. Finally, before Charles transferred, he had a chance to orient
and train Melanie Bronson, who had been hired as his replacement.

As a group, these individuals represented a fairly high level of experience

in the business services function. Moreover, based upon their record and
reputation, they also performed very well. Charles reviewed the batch of
complimentary letters sent to the Business Services Group, some of which had
been signed by the governor. They worked effectively and creatively on their own
with few personnel problems.

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 In spite of this consistent record, though, Audrey Downs (Charles new
boss, the head of Economic Development) felt there was still room for
improvement. She explained her thinking to charles in a lucnheon meeting one
day, not long after Charles had been promoted to manager. By that time, Charles
had seen enough of the Business Services Group’s operations to agree. One of
Audrey’s major programs for the entire department was to institute a Service
Quality Management program, and she wanted to start in the Business Services
Group. Charles agreed with the idea.
Early the following Monday, Charles called the staff together for a meeting.
He told them of Audrey’s goal for instituting a Service Quality Management
Program and that they were selected to begi it. He also told them that in order to
move them forward, he was going to do two things, effectively immediately:

 Raise their services quotas by 20 percent

 Submit anyone who failed to meet that qouta to a formal disciplinary
action

The specialists left the meeting without comment, although there was a lot
of mumbling in the hallways as they walked back to their desks.

Over the nextweek or so, Charles noticed that they seemed to avoid him
and were noticeably cooler to him when he was at hand. He had to make more an
effort to get information and ideas from them, and it seemed that the tone and
tenor of the offices became more tense, hostile, and somber.

After two weeks, Charles reviewed the performance records of the

specialists. Sure enough, Suzy Harrishad not met her qouta, and as pomised,
Charles issued a written reprimand to her. Suzy was speechless, though clearly
angered by Charles, as he reviewed the reprimand with her.

It has been two days since that meeting. Since then, Suzy has filed a
grievance in the Personnel Department against Charles. John Willis put in a
request for a transfer and Charles heard that Barbara is preparing to request a
transfer. None of the employees in the Business Group now talk to him at all and
simply pass along infromation in handwritten notes. He also noticed how servies
to certain bunisesses have now slightly slipped.

He knows there is a major problem. As he sits at his desks at 5;00 p.m. in

an empty office, waiting to make a call to one of the businesses who have
complained, he wonders what went wrong and what he should do now.

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CASE ANALYSIS

Improving Performance in Business Service

I. Introduction of the case

Charles Thompson recently was appointed manager of the

Business Services Department. Earlier in his career, he had worked as a
specialist in their department for 18 months, until he transferred to another
department. When he moved back, he was reunited with a group he had
previously worked with. This group, known usually as the Business
Services Group, was experienced and effective in working together.
Spurred by his new boss to improve service quality, Charles raised their
quotas by 20 percent and threatened to put anyone who did not meet this
quota on formal discipline. After two weeks, he did so to one employee.
There is now a major morale problem and a grievance filed with the
Personnel Department.

II. Issues Underlying the problem

The implementation of the Service Quality Management Program in

their Department, make Charles made some changes that resulted
problems. It causes serious morale problem, lowered productivity, reduced
communication, increased clients complaints and internal conflicts. This
will affect the internal and external operation of the company, the
employee-manager relationship as well as its profit.

III. Alternative Courses of Action

A. Charles will remain implementing the rules he set. If his employees

cannot achieve his standards, then he will allow them to transfer in
other department. In this case, he can now look for other individuals
who can visualize and attain his goal.
B. Now that the problem existed and creating bad aura in their
department, Charles must call for a meeting. Creating a direct
approach was ineffective that a more participative approach is
needed to achieve the goals to improve service quality.

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IV. Analysis of Alternative Courses of Action

A. It is possible that he can find others who are effective and

competitive other that his team. This may lead him to success and
being effective as the new manager of Business Service
Department. Problem is if he will let go his team, it will never
resolved the problem instead it will remain bad impressions to him
as their manager and their leader. In addition, if he will have a new
team, he needs to train them and review data’s before facing
clients. It may take time but it would be a risk to take if he still firm
to his objectives in increasing 20% on their service quotas.

B. It is very important to listen and understand what your subordinates

say. Charles triggered the problem that supposedly a solution in
increasing service quality towards their client. Conducting a
meeting, letting them express what they think and what they feel
can find a solution out of their problems. Charles must accept the
responsibility of the problem. Charles must used participative
process for instituting the service quality management program.

V. Conclusion

It is very important to retain employees who can do his/her job

effectively. There are some reasons why they tend to bend. Choosing B of
the alternative courses of action is what he must imposed. He lost their
trust, and now he has to face the grievance filed against him at Personnel
Department. Letting them talked and be heard emphasizes that Charles is
still on their side and willing to change what must have to change. There
no problem that cannot be solved by participative approach.

VI. Recommendation

Charles already knows how his team works effectively for once he
is one of them. Now that he is more superior and wanted to make a
difference, it caused trouble in their personal relationship in the workplace.
Setting up a meeting helps him to identify what really the problem is. He
must listen to his employees and encourage them to raise their anger or
any concerns so that he can make some changes needed to prevent
future problems. Yes, it is good to make some changes but pros and cons

Human Resource Management 11

 must be considered to happen. Also, it doesn’t mean that because he was
once one of them, work will be easy or he will not be treated as their
manager but still as their colleague. During in a participative approach, he
must make things clear that even he is now their manager, he must be
treated as a manager and also as their friend. It will unite them work hard
to make the company grow and work harmoniously. In this case the
Service Quality Program is achieved and must be maintain. If these things
happen when Charles wants to make thing change or wants to implement
new rules, at least his subordinates can share their views and will not
forced to follow it. There is a saying that “A good general not only sees the
way to victory; he also knows when victory is impossible. —Polybius

VII. Factual Experience

On my previous company, I faced problems like this. Policies and

memorandum from the top management had greatly affected my work
performance. True, that companies concerns is how they make profit even
this means that employees may suffer from it. I experienced that every
time the company noticed that we are performing well and receiving
incentives by achieving quotas, they will make memos stated that they
have to increase performance rate to receive rewards. And they did it
every time. I think they are fond of making impossible things possible.
Also, some of our managers pushed us to perform to the extent that it
would be against our will. So I resigned and look for another job.

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 JOB ANALYSIS

JOB ANALYSIS
What is a job?

– Group of related activities and duties

– Made up of tasks.

What is a job analysis?

A job analysis is the process used to collect, information about the

duties, responsibilities, necessary skills, outcomes, and work environment of a
particular job.

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Steps in Job Analysis Process

1. Job descriptions—Task requirements

– Statement that explains duties working conditions, etc. of a job

2. Job specifications—Person requirements

– Statement of what a job demands of the incumbent

– E.g., knowledge, skills, abilities (KSAs) and other characteristics required in
performing job.

Relationship of Job Requirements to Other HRM Functions

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Determining Job Requirements

Types of Job Analysis

1. TASK BASED-A distinct, identifiable work activity composed of motions.

2. COMPETENCY BASED-Individual capabilities that can be linked to

enhanced performance by individuals or teams.

METHODS for Job Analysis

 Direct observation
 Interview of existing post holder
 Interview of immediate supervisor
 Questionnaires
 Previous studies
 Work dairies

Job Design

Job Enlargement- Broadening the scope of a job by expanding the number of

different tasks to be performed

Job Enrichment- Increasing the depth of a job by adding the responsibility for
planning, organizing, controlling, and evaluating the job

Job Rotation-The process of shifting a person from job to job.

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PROCEDURE FOR JOB ANALYSIS

Job analysis is done by using two approaches one is work oriented approach and
second one is employee oriented approach

1. Work oriented approach-this approach focus on the actual task involved in a

Job. This approach mainly concentrates on duties, functions and responsibilities
involved in a job.

2. Employee oriented approach-this approach focus on examining of human

attributes needed to perform the job perfectly. Human attributes have been
classified into knowledge, skills, attitude and other characteristics

Its Objectives Include 

(a) to determine most effective methods for performing a job. 

(b) to increase employee job satisfaction.
(c) to identify core areas for giving training to employees and to find out
best methods of training.
(d) development of performance measurement systems, and 
(e) to match job-specifications with  employee specifications while selection of an
employee. 

Reasons for Conducting Job Analysis:

 Training & Development

 Staffing
 Compensation & Benefits
 Safety and Health
 Employee and labor relationship

Important Applications of Job Analysis:

The Job Analysis provides the foundation for almost everything HR is involved in.
 Job Descriptions
 Employee Selection
 Training
 Performance Appraisals
 Job Classification
 Job Evaluation
 Job Design and Redesign

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Job analysis-helps in analyzing the resources and establishing the strategies to
accomplish the business goals and strategic objectives. Effectively developed,
employee job descriptions are communication tools that are significant in an
organization's success

An ideal job analysis should include:

Duties and Tasks: The basic unit of a job is the performance of specific
tasks and duties. This segment should include frequency, duration, effort,
skill, complexity, equipment, standards, etc.

Environment: This segment identifies the working environment of a

particular job. This may have a significant impact on the physical
requirements to be able to perform a job.

Tools and Equipment: Some duties and tasks are performed using

specific equipment and tools. These items need to be specified in a Job
Analysis.

Relationships: The hierarchy of the organization must be clearly laid out.

The employees should know who is under them and who they have to
report to.

Requirements: The knowledge, skills, and abilities required to perform the

job should be clearly listed.

Outcome of Job Analysis

 What is to be done? How it is to be done? (CONTENT)

 Under what conditions is the job to be done (CONTEXT)

 What KSA & other characteristics are required to perform the job
(HUMAN REQUIREMENTS

JOB CONTENT

 Duties & responsibilities

 Job demands
 Machines, tools, & equipment
 Performance standards

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JOB CONTEXT

 Physical, organizational & social context

 Work conditions, & work schedule
 HUMAN REQUIREMENTS
 KSA,
 Education, Experience & personal attributes (personality, interests, etc.)

The following are the benefits of job analysis. 

1. Organizational structure and design: - Job analysis helps the

organization to make suitable changes in the organizational structure, so
that it matches the needs and requirements of the organization.
2. Recruitment and selection:-Job analysis provides information about
what the job entails and what human characteristics are required to
perform these activities.
3. Performance appraisal and training/development: - Based on the job
requirements identified in the job analysis, the company decides a training
program. Training is given in those areas, which will help to improve the
performance on the job. Similarly when appraisal is conducted we check
whether the employee is able to work in a manner in which we require him
to do the job.
4. Job evaluation: - Job evaluation refers to studying in detail the job
performance by all individual. The difficulty level
5. Training and Requirement’s-skills required and on that basis the salary
is fixed. Information regarding qualities required, skilled levels, and
difficulty levels are obtained from job analysis.

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SUMMARY OF THE JOB ANALYSIS
Before the recruitment process, job analysis takes place. 

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CASE STUDY

Hillary Home Appliances Corporation

Hillary Home Appliances and Furnishings Corporation (HHAC) is a
medium-sized manufacturer of home appliances. Historically, the firm
had followed a low-cost strategy to successfully operate in a highly
competitive industry. In the recent past, increasing global competition had
made it necessary for the firm to revise its strategy in favor of improved
customer service. Historically, the organization had paid virtually no
attention to the human resource function. While there was a human
resource department (called “personnel and staffing department”), it
focused primarily on compensation administration and staffing. Currently,
the top management of the firm is convinced of the need for strategic use
of its human resources. An indication of this new thrust is the hiring of
Leslie Wong, who has a reputation as a results- oriented HR manager (in
two previous organizations) and the renaming of the department to
“Human Resources.” However, progressive HR practices have been slow
to find acceptance at lower levels. In a recent meeting with two work
supervisors, Jeff Gidoe and Mike Tarson, Leslie Wong, the newly hired
human resource man- ager faced these arguments:
Jeff Gidoe: I agree that good employee relations are important. But, I
simply cannot afford to let the HR staff interrupt our daily work with job
analysis. Already, with the arrival of two new competitors, we have lost
most of our cost advantage. Spending time on activities such as this
further reduces our production and increases our costs.

Mike Tarson: Your plan to invite ideas from employees for product
improvement is good; however, I should warn you that many of the
workers in my section are school dropouts. They simply cannot accept
responsibility. They care only for the wages they get and are constantly
looking at the clock for quitting time.
Jeff Gidoe: At least a few of my employees will object to the time spent on
job analysis. As you know, we have a production bonus plan in this plant.
Every minute they spend on activities such as this costs them money.
Already, several of them feel that the production standards are too high.

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 Mike Tarson: Your new idea of employee involvement teams is also likely
to create problems. Already, they waste a fair bit of time each day jesting
and horse-playing. If you put them into groups, things will only get
worse; not better.
Leslie Wong: I value your comments. As supervisors, you know your
employees best. I recognize that you are experts in your production areas.
However, I can tell you this: the facts you have provided have simply
reconfirmed the need for job analysis. Even more, it tells me that HR has
a key role to play in this firm. I’ll tell you why....

CASE ANALYSIS

Hillary Home Appliances Corporation

VIII. Introduction of the case

Hillary Home Appliances and Furnishings Corporation (HHAC) is a

medium-sized manufacturer of home appliances. The company
successfully operates a low-cost strategy. The company has no attention
on improving customer service strategy when global competition arises.
In order to revise the human resource function, they hired Leslie Wong.
They believed that Leslie can make some changes in Human resource
department. Meanwhile, the two supervisors Jeff Gidoe and Mike Tarson
opposes to the idea that emphasizing the role of the Human Resource
Department and imposing job analysis to lower levels causes confusion,
conflicts, reduces production and increases costs. But Leslie believes that
there is a need for job analysis.

IX. Issues Underlying the problem

Leslie Wong has a background in human resource and believes

that job analysis is needed and HR has a key role to play on the firm. The
problem now was how can Leslie pursue his plan while many other
objects from changes.

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 X. Alternative Courses of Action

C. Leslie Wong must present an outline the main role of Human

Resource Department in job analysis. Every department and
employee must know the importance of their job position, job
description and its worth. She must insist to the supervisor her plan
to insist the need of job analysis. Human Resource Dept cannot
effectively implement what has to be done if they will not obey.
D. Forcedly implement her plan, without the good faith of every
department who has doubts if job analysis will succeed.

XI. Analysis of Alternative Courses of Action

C. Human resource dept. must ensure that employees are being

employed in accordance with their skills and qualification of the job
offered. Given that hired individuals are not being evaluated and
properly trained by previous hr head, Leslie must start doing what
must be done by giving them seminars, retrain them or transfer
them if they will exhale in the other department and giving them the
background of the position they have.  Most of the employees
including the supervisor have in mind is to work and to earn without
imagining the bigger picture. Leslie must motivate the two
supervisor first that her plan is for the better and in line with the
policies and guidelines of HR, if his plans work or the plan must
work the credits will be on them as well as to their employees.
Leslie cannot work if he cannot persuade the supervisors. Policies
will be watered, it is not just written in a piece of paper to be read of
for just compliance but to be used. The outlines must be presented .

D. Coercing supervisors and employees to make job analysis

implement has lower chance to succeed. Unless, HR monitors day-
by-day operation and check if they are working according to their
job description. If they disobey, HR may take their action.

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XII. Conclusion

Job analysis, Job Description and Job Specification must

push thru. Leslie was hired to make big improvement in Human
Resource Department on customer service and improve internal
relationship as the competition arises.

XIII. Recommendation

Motivate the supervisor to implement the need of job analysis.

Make an outline for each department the job description of every rank and
position. Supervisor may think that the new HR Head Leslie Wong wants
to impress the bosses by making changes of things the operation used to
be. Also, may be the reason that they will not cooperate. There is one
thing that they will cooperate, which is assurance. To make things clear
that Leslie don't have personal agenda, it must be cleared that everything
is for the benefit of the employee and the company. Also in order to have
their support and commitment, Leslie must disclose if they help him, this
will lead to increase of company's profit that result to their promotion and
salary increase. HR Dept. is not always on the site to make sure that
every employee is following their job description but the Supervisors are.
And also, Supervisors have no choice but to follow as signed by the HRD
Head and the bosses.
Leslie must set a day for job orientation, training and team building
first on Sales Department. Setting up a month before the Seminar will
make them adjust their work for that day. Recognize the highest sales
performer or the best employee and let him/her talk what’s the secret of
being a performer and have a reward (monetary or gift). In this case
competition to become the next Sales Employee of the month will arises.
Customer service orientation must be tackled what are the problems they
faced with the customer about their service and the product. If problems
cannot be solved on their capacity it must be directed to their Supervisor.
Accounting Department is very crucial; they are the ones working
on the monetary side of the company. Any mistakes and job overloads
must be discouraged. Job analysis is much needed. Employees must
have background to the job and must keen in numbers and details. Job
description and job specification should be implemented.
On the operation side where most workers are school dropouts,
they must know that the policies are already existed that they need now to
follow it. Also, they should be the one abiding HR rules for it very difficult
to find a job nowadays. Job analysis and Job Description are not against

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 the employees instead it makes the job easy. If still they have insisted to
disobey, there is no other choice but to give them warning or memos that
may lead to their termination. And the company will hire a person who can
follow company guidelines and policies.

XIV. Factual Experience

Job description is now the problem that our company facing.

Newly hired employees have a job description yet it’s not being
followed. Also there is a problem in job specification, resulting to
employees’ resignation. There is a need for conducting job analysis
in order for the employees to work harmoniously and in accordance
to the position they are applying.

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