COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR

NOTES
HRM Levels and their Strategic Value
JANUARY 15, 2024
HRM Activities and Percentages of Time Spent on Them
THE HUMAN RESOURCES ENVIRONMENT -​ Transformational
-​ Traditional
Human Resource Management (HRM)
➔​ Refers to the policies, practices, and systems that influence Functions
employees’ behavior, attitudes, and performance. -​ Administrative management
➔​ Many companies refer to HRM as involving “people practices.” -​ Resources and ?
➔​ HR contributes to the achievement of organizational goals -​ Training and development
-​ Performance management
Strategic human resource management -​ Compensation and ? management
➔​ Having the goal to deploy and allocate human resources for -​ Safety and heath management
competitive advantage. -​ Organization change management
➔​ Using a HRM business to create value for customers. -​ Employer employee relations
◆​ Business model -​ Policies management
●​ How firm will create value for customers and how it -​ Legal compliance management
will do so profitably.
Transformational Reinvent HRM services
Organization Culture -​ knowledge-based
➔​ The complex set of values, beliefs, assumptions, and symbols -​ technological based
that define how a firm conducts its business. -​ Digitizing data and information for agility and
efficiency
Effective versus successful managerial activities -​ Digital interaction and communication to allow
➔​ Effective: Traditional Management employee participation and investment?
◆​ Decision-making: planning, organizing, leading, and -​ Data analytic: evidence-based HR workforce
controlling: 75% time spent. analytics, big data management
➔​ Successful: Cohesive Whole -​ Automating process
◆​ Human resource management: staffing to exist: 50% time
spent.
◆​ Networking, Socializing, Politicking: 50% time spent. JANUARY 22, 2024

JOB TASKS AND JOB REQUIREMENTS

Organization Stakeholders
Workflow Design
-​ is a sequence of tasks necessary to complete a job.
●​ Stockholders
-​ No “one best way” to design jobs and structures.
●​ Employees
-​ Worker is WHO (Goal - 100 boxes per day)
●​ Customers
-​ Organization Goal is the WHY (Goal: “on time delivery of
●​ Government
goods”)
●​ Civil society
-​ Job Content - Bindle of Tasks to perform is the WHAT
●​ industry
(assembly of boxes)
-​ What employee do on their job: tasks and duties
HRM of an employees, machines and tools used,
Roles additional tasks involved.
-​ Enter to exit of employees -​ Job Requirements is HOW (Qualifications: Abilities, skills,
knowledge)
Competitive advantages influencing human resource management -​ Job Context is WHERE (Production assembly line)
●​ Three types of assets -​ The condition a person’s job is performed
1.​ Financial assets (standing up, room ventilation, etc.)
2.​ Hard asset
3.​ Intangible asset: human capital assets Workflow design analysis define the organization of jobs within a job
➔​ Tacit knowledge: experience, competencies, critical family and within the organization structure.
thinking. -​ Job tasks is all about:
➔​ Technical skills, knowledge. -​ Responsibility
-​ Accountability
HRM in Small-Medium Enterprises -​ Coordination
●​ Three-Person HR Department Structure -​ Communication
○​ -​ Divide each committees and enumerate the tasks below
●​ Six-Person HR Department Structure each committees.
○​ -​ Create the structure based on the work flow

Job Descriptions
-​ Tasks, duties, and responsibilities (TDRs).
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
-​ Need effective balance between range and specificality -​ Describe work environment/physical demands of
Job Specifications the position
-​ Indicate if a physical examination is required
before entrance to this position.
Job Design -​ If the job requires at least occasional manual
-​ Process of defining how work will be performed and tasks effort
required in each job.
FEBRUARY 5, 2024
-​ Job redesign - Changing tasks or way work.
-​ Mechanistic Approach RECRUITMENT AND SELECTION
-​ Scientific management - workers are rained in
the “one best way” to do the job, then selected ●​ Recruiting Applicants
on their ability to do the job. ➔​ If you run a successful company, to keep on rising, you need the
-​ Motivated Approach best employees, but they’re probably already working for
-​ Focuses on psychological and motivational someone else, so you must attract their attention, so they come
potential of a job - reward and recognition.
over and work for you.
-​ This is more focused on the sales/marketing
department because they bring in the number of
sales needed to be achieved. ●​ The Human Resource Recruitment Process
-​ Biological Apprach ➔​ The Human Resource Recruitment Function is - to identify and
-​ Minimize physical strain by structuring the attract potential employees.
physical work environment around how thebody ➔​ Key areas of recruitment:
works (ergonomics). ◆​ Determining labor surplus and shortage.
-​ Perceptual-Motor Approach
◆​ HR Overall Goals and strategies.
-​ Design jobs that dont exceed people’s mental
capabilities and limitations.

Importance of Job Analysis For Old or New Employees

-​ Recruitment/selection
-​ Employee orientation prior immersion to the job position
-​ Training and career development opportunities
-​ Performance evaluation
-​ Compensation and benefits
-​ Employee discipline
-​ Safety and health programs
-​ Rewards and Recognition Program

Guidelines for Completing the Job Description Form

Job descriptions are created/revised using the following information:
-​ General information about the job ➔​ The nature of the vacancies and the employer’s value
-​ department/unit proposition shape the job seeker’s choice decisions.
-​ Position or working title
-​ Direct supervisor
-​ Job location
-​ Job summary
-​ Summarize the basic but main functions and
responsibilities.
-​ Description of work on a Job POsting
-​ Salary considerations
-​ Salary range for new position
-​ Salary increase for re-classifcaiation
-​ Duties and responsibilities (as specific as possible for
employees to better understand what they are getting Recruitment Sources
into) ➔​ Internal Sources
-​ In order of importance, describe in detail ◆​ Promotions
principal responsibilities ◆​ Transfers
-​ Zone definition factors ◆​ Recruiting Former Employees
-​ KSOCs
◆​ Employee Direct Referrals
-​ Qualification requirements
-​ Level of education ➔​ External Sources
-​ Work experience ◆​ Online job boards
-​ Special training ◆​ Educational institutions/schools
-​ Physical requirements
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
◆​ Networking events (job fair) Step 2: Selecting Applicants
◆​ Electronic Recruiting ➔​ Technical Standards for Selection Practices.
◆​ Private Recruiting Agencies ◆​ Reliability
◆​ Validity
Evaluating the Source Efficiency
➔​ Yield Ratio Recruiting Source Matric

➔​ How to prove that the assessments conducted as a basis for

hiring potential employees are valid?
◆​ Criterion-Related Strategy

Establish HR Recruitment Policies and Goals

➔​ Limit costs without lowering efficiency.
➔​ Capture candidates’ attention.
➔​ Employee retention policies & programs.
➔​ Comply with non-discrimination laws.
➔​ Create a more diverse workforce:
◆​ Different talents/skills/capabilities.
◆​ Different backgrounds. ◆​ Content-Oriented Strategy
◆​ Inclusive. ●​ Driving skill of a Chauffeur
➔​ Attract high-quality applicants. ●​ Chambermaid making beds
➔​ Job fit. ●​ Proficiency with programming languages
◆​ Validity Generalization Strategy
Why should you measure cost per hire? ●​ Nurse for a Large Hospital
➔​ Because it takes money to make money and recruiting the top ○​ “Generalized” as valid, that the company
talent doesn’t come cheap. uses a test that is the same or similar with
◆​ Advertising - time spent by recruiter = average wage * that used from previous employer.
hours spent). ●​ Nurse for a Small Hospital
◆​ Recruiter travel (airfare, land transportation).
◆​ Candidate expenses (new hire onboarding time = average
wage * hours spent).
◆​ Sign-on bonuses (offered to applicants to immediately
sign a contract).
◆​ Agency/search firm fees (recruiter consultant fees).
◆​ Recruiters’ salaries and benefits (position as HR
personnel).
◆​ Managers’ time (evaluating recruited applicants =
average wage * hours spent).
◆​ New hire training cost (lost productivity = average wage *
hours spent). Selection Validation Measurement Tools
➔​ Typically, ⅓ of the new hire’s annual salary. ➔​ Background Investigations
➔​ P13,000 basic pay per month x 12 months = Php 156,000 = ⅓ or ➔​ Pen and Paper Test
P52,0000. ➔​ Reference checks
➔​ Face-to-Face interviews
Recruiting Planning Steps ➔​ Physical Ability test
Step 1: Meet with the Candidates ◆​ Heavy physical work
➔​ Provide applicants with information about the job and the ➔​ Honesty Test and Drug Test
company. ◆​ Absence of dysfunctional behaviors: Theft, violent
➔​ Provide specific rather than general information. tendencies substance abuse, medical record.
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
➔​ Job-Person Fit Example:
◆​ Fits in the culture of the company, enjoys work and its
Toyota Environmental Sustainability Presents Doing More With Less
challenges, has ambitions for promotions
Work Team Area Manual Spray Zone Section
Legal Considerations When Selecting Applicants
➔​ To prevent HR Officer and Manager Abuse and Discrimination. Operators Karl and team members
➔​ Most frequently used recruiting metrics:
Issue Found Using a lot of excess manual spray for
anti-corrosion water leak sealant paint placed at
the bottom of the vehicle.

Tacit to Explicit ➔​ Identify areas where to remove spray that

Process are not necessary for the vehicle.
Improvements ➔​ Reduce spray jobs by 28% per vehicle, from
32 times spray jobs to 23 times.

Team’s ➔​ Reduce 4 oz per vehicle = $2.00 savings.

Improvement ➔​ 150,000 vehicles er year x $2.00 = $300,000
Results savings annually.
➔​ 24,000 pounds of paint saved = Good for the
planet.

https://www.youtube.com/watch?v=Lmk1XM8iu3g
FEBRUARY 12, 2024
Idea: Kaizen = continuous improvement.
TRAINING AND DEVELOPMENT
●​ Training and Developing Employees Example:
➔​ Training is an investment
Toyota Technical Training Institute Bidadi, Bangalore, India
➔​ Training is not always the answers to:
◆​ Customer’s changing lifestyle Knowledge Management Technical Training
◆​ Marketing strategy
◆​ Mental health or stress issue Explicit Knowledge Work-based Math, Data Science, Basic English
◆​ Manager’s leadership style Classroom
◆​ Management culture issue Training
➔​ Training for current job = development for future job
➔​ Spiral of Knowledge
◆​ From tacit to tacit:
●​ Learn by observing, imitating and practicing.
●​ Recording of actions or innovations in a manual and
then use the content to create a new process. Explicit and Tacit 8 months Work Site Training: Machining,
◆​ From explicit to explicit: Knowledge Welding, Paint, Assembly, Car Production
Sharing Processes
●​ Combines separate pieces of explicit knowledge
into a new whole.
●​ Reframe or interpret in a personal way.

Organizational Personality & Attitude Wellness and Social

Culture and Work Programs
Discipline

https://www.youtube.com/watch?v=mYQqpkrGAAk
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
●​ The Steps in Instructional Process
➔​ ADDIE MODEL
1.​ Analyze 2.​ DESIGN: Transfer of Learning Through Training
2.​ Design ➔​ Lay out the training content and prepare the design document
3.​ Develop ➔​ Transfer of Learning Methods
4.​ Implement ◆​ Distributed practice - “Chunk it”
5.​ Evaluate ◆​ Whole task (one time)
◆​ Batch training
➔​ Behavioral Characteristics Influencing Transfer of Learning
◆​ Manager should guide employees to change their
behaviors towards learning or training.
1.​ Do I want this?
2.​ Can I do this on my own?
3.​ Do I have the skills to do this?
4.​ Will this solve my problem at work?
5.​ Can I avoid it?

1.​ ANALYZE: Deciding What to Teach

➔​ What are the pressure points (reasons)? 3.​ EVALUATE: Measure Whether Training Programs are Effective
◆​ Organization (Business) Analysis ➔​ Mobile learning
●​ Legislation ➔​ Blended learning
●​ Lack of basic skills ➔​ Instructor-led classroom instruction learning
●​ Poor performance ➔​ Virtual meeting room learning
●​ New technology ➔​ Online or computer-based learning
●​ New products
●​ Higher performance standards 4.​ EVALUATE: Measure Whether Training Programs are Effective
●​ New jobs
●​ Business growth
●​ Globalization
➔​ In which area do they need training?
◆​ Job (Tasks) Analysis
●​ Identifies conditions in which tasks are performed.
➔​ Who needs training?
◆​ Employee (Person) Analysis
●​ Identify the knowledge, skills, abilities, and other
factors needed to successfully perform tasks.
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
Steps and Responsibilities in the Development Planning Process Special Issues in Employee Development
➔​ Breaking The Glass Ceiling
◆​ Metaphor for the invisible barrier that prevents people
from rising.
➔​ Lack of Succession Planning
◆​ A strategy for passing on leadership roles, “passing the
baton.”

FEBRUARY 19, 2024

EVALUATING EMPLOYEE JOB PERFORMANCE

Approaches to Employee Development ●​ Assessment vs Evaluation

➔​ Job Enlargement ➔​ Assessment - Obtaining information
◆​ Adding additional activities within the same level to an ◆​ Measuring and giving feedback
existing role. ●​ Progress
●​ Performance
➔​ Evaluation - Decision making
◆​ Overall judgment of effectiveness (summative and
contexts)

Employee Performance Management System

➔​ Performance Evaluation Tool
➔​ Performance Assessment Session
➔​ Performance Reward Merit
➔​ Job Rotation
◆​ Movement of same job family lateral level movement. Traditional Performance Management Process or System

➔​ Mentoring Use of Technology in Performance Management

➔​ Coaching ➔​ Electronic Employee Tracking & Monitoring Software.
➔​ 360-degree feedback and performance dashboards.
Sample of Employee Development Plan Report from HR Office
➔​ Based on Employee Assessment Result

Why is Performance Management Important for companies?

➔​ Administrative Basis
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
➔​ Developmental Basis
➔​ Legal Documentation of Performance
➔​ Strategic Congruence
◆​ Employee Evaluation’s Strategic Congruence

Components of a Performance Evaluation Form

➔​ Identifying information
➔​ Instructions
➔​ Evaluation objectives
➔​ Periodic assessment schedule
➔​ Rating tool or scale to be used
➔​ Competencies to rated
◆​ Knowledge
Performance Management System Requirements
◆​ Skills
1.​ Validity
◆​ Behaviors
➔​ “Content Validity”
➔​ Comments Box
◆​ Direct supervisor
◆​ Manager of the Unit
◆​ HR officer
➔​ Sign-Off sections - signature

2.​ Reliability
➔​ “Content Validity”

Tools to Evaluate Performance

➔​ Comparative Approach
◆​ Ranking

3.​ Acceptability
➔​ Employees (ratee)
➔​ Managers (rater)
◆​ Paired Comparison

◆​ Forced Distribution

Effective Design and Analysis of Performance Report

➔​ Approaches and specific techniques used in each approach.

➔​ Attribute Approach
◆​ Traits and Behaviors
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
◆​ Example: Likert Scale
●​ Advantages:
○​ Easy to understand and use.
○​ Inexpensive ➔​ Result Approach
○​ Quantifying behavior easy to identify and ◆​ Translating organizational goals into specific individual
action. goals.
●​ Disadvantages:
○​ Subjective to perception.
○​ Biases - Halo Effect
○​ Inaccurate summative report.

➔​ Quality Approach
◆​ Total Quality Management (TQM)
●​ Customer Focus
➔​ Behavioral Approach ●​ Prevention Approach to Errors
◆​ Behaviourally Anchored Rating Scales or BARS
●​ Comparing their behaviors with specific behavior
examples that anchor each performance level.
●​ Advantages:
○​ Individualized
○​ Clear standards
○​ Consistent
○​ Impartial
○​ Time efficient vs BARS ●​ Assessment of both employee and system.
○​ Compare results of different employees or ●​ Problem-solving through teamwork (Managers +
across departments. Employee).
○​ Effective for jobs difficult to quantify. ●​ Internal and external factors in setting standards
●​ Limitations for evaluation.
○​ Complex implementation ●​ Use statistical process control tools.
○​ Time consuming ◆​ 360 Degree Review​
○​ Leniency biased ●​ Minimizes bias
○​ Difficult for large teams ●​ Time consuming
○​ Requires active and attentive manager ●​ Expensive
○​ Subjective - unfair results
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
Developing Pay Policies
FEBRUARY 26, 2024

COMPENSATION AND BENEFITS

Total Compensation Management (TCM)

Pay Benefits

●​ Wage - Hourly ●​ 13th Month

●​ Salary - Monthly ●​ Retirement/Pension/SSS/G
●​ Overtime SIS
●​ Night Shift Differential ●​ Philheath/Health
●​ Commission Management Org (HMO)
●​ Profit Sharing ●​ PagIBIG Sample Pay Grade Structure
●​ Stock Ownership ●​ Paid/Unpaid Leaves
○​ Maternity/Paternity
○​ Sick
○​ Vacation
●​ Other programs designed
by the company
○​ Allowances - Food,
clothing,
transportation.

Equity Theory and Fairness - Referent Others Developing a Job Structure

➔​ Job structure
Internal Equity - Own External Equity ➔​ Job evaluation
Company
➔​ Compensable factors

Job-Based vs. Skill-Based Pay

Job-Based Pay Basic Pay Skill or Knowledge Based Pay

Compensable Factors and Computation

Strategic Compensations
➔​ Seniority Pay - Recognize employees’ differences in seniority.
Compensation is based on the length of years in service in the
job position.
Developing Pay Levels
➔​ Product Market Competition
➔​ Labor Market Competition

➔​ Longevity Pay - Based on duration of employment in the

company.
➔​ Performance Based Pay - Also called Merit Pay, composed of
compensable factors and a weighting scheme. Measured based
on individual or organization level.
 COBSHUR: HUMAN RESOURCES MANAGEMENT WITH ORGANIZATIONAL BEHAVIOR
NOTES
◆​ Increased employee performance by 20%.

Line Managers Has Access To:

➔​ Evaluate the worth of jobs
Pay Differentials ➔​ Negotiate starting salaries
➔​ Shift differential - DOLE Labor Law ➔​ Recommend pay raises and promotions
◆​ Employee works between 10 p.m. to 6:00 a.m. paid a ➔​ Comply with DOLE guidelines
night shift differential of not less than ten percent (10%) ➔​ Notify HRM department of job changes.
of his regular wage.
●​ Hazard Pay MARCH 4, 2024
●​ Geographic Based-Pay
●​ Expatriate Pay MEETING EMPLOYEE SAFETY AND HEALTH NEEDS
The Costs of Workplace Injuries and Illnesses to Employer
Organizational Performance Reward Based ●​ Worker’s claim for compensations
➔​ Pay Options ●​ Damaged equipment and facilities
◆​ Profit sharing ●​ Survivor’s (death) benefits
◆​ Stock options ●​ Production delays
◆​ Gainsharing ●​ Accident reporting
●​ Productivity costs for replacement of workers while absent
A Complete Program
➔​ The reward pyramid: the makeup of a complete program. Laws Regulating Safety and Health practices at the Workplace
●​ The Department of Labor and Employment is the executing
agency of:

MARCH 11, 2024

People want to be recognized in different ways.

➔​ Financial Rewards Through Pay (Extrinsic Reward)
◆​ The tangible: pay raises, bonuses, and benefits.
➔​ Psychological Rewards (Intrinsic Reward)
◆​ Day-to-day motivation like commendation for a job well
done. Verbal or written phrases.
●​ “Very good job, Mary!”
◆​ Employee of the Month
●​ Photo on the bulletin board.
◆​ Certificate for Good Performance.

Length of Reward Programs

➔​ Long-term incentive programs (last longer than 6 months)
◆​ Increased employee performance by 44%
➔​ Intermediate length incentive programs (last 1-6 months)
◆​ Increased employee performance by 30%
➔​ Short-term incentive programs (last less than 1 month)