Functions of Human Resource Management

FUNCTIONS OF HUMAN
RESOURCE MANAGEMENT
PUBLIC HUMAN RESOURCE

MPM 221
ACQUISITION OF HUMAN RESOURCE
• Ensures that the Organization has adequate supply
of the right QUANTITY and QUALITY OF Human
Resources at all levels and in all positions to man the
jobs that have properly identified and described.
RECRUITMENT
• Search for the potential applicants for actual and

anticipated vacant positions in the organization.
SOURCES OF APPLICANTS
• Internal – External
• Coming from the • New hires are needed
organization • Tapped when Job
Positions cannot be met
• First and easiest
by existing personnel
source
• Lower job entry
• Saves recruitment,
screening and
selection expenses
COMMONLY USED EXTERNAL SOURCES
a. Educational Institutions
b. Employment Agencies
c. Recommendation of Present Staff
d. Walk-in Applicants
e. Leasing
f. Labor Unions
g. Employers Family
h. Management Consulting Firms
i. Executive and Technical Recruiters
j. Professional Association Meetings and Conferences
k. Other company’s especially competitors
l. General Public
m. Office Files of Past Applicant
FACTORS AFFECTING RECRUITMENT
Funding
the bigger the organization, the more positions are

available. More funds shall be allocated by the HRD.
RECRUITMENT PROCESS
• Is the method that organizations use to fill job vacancies and

hire qualified applicant into their organization. However, the
vacancies should of course ideally be filled with qualified
candidates and not simply anyone who bothers to apply
• Source: https://www.recruiter.com/recruitment-process.htm
SCREENING AND SELECTION
• Screening – Process of sifting the good applicants from the host

of recruits
• Selection – Choosing the best among the screened applicants

PROCESS OF SCREENING
• Typical Type- commonly used by many groups and
consists of various tools and techniques at different
stages
Methods
a. Use of Information Sheet – PDS, Resume, Bio-data, Curriculum Vitae
b. Middle Phase – Employment and Psychological Tests
c. Final Phase – Interviews with human resource Department Managers
- Undergo thorough physical examination
PROCESS OF SCREENING
• Atypical Methods
a. Organizational Brochures/Catalogues
b. Job Description / Job Specification
c. Group Dynamics
d. Assessment Centre
• Selection and Performance

- Predictive Exercise for later job performance
MAINTENANCE OF HUMAN
RESOURCES
DISCIPLINE
The Management of Employee Discipline
defined as the regulations or conditions that are imposed
on employees by management in order to either correct or prevent
behaviors that are detrimental to an organization.
• The Nature of Discipline
- Training of Mental, Physical, Moral and Development of Individual
Character
- Corrects and strengthen personal values and development of
Self-discipline
- Process of Control to protect the interest of the Organization as well
as those of the employees
- Some forms of penalty are imposed upon individual employee
concerned.
3 DIMENSIONS OF DISCIPLINE
1. It is a means of telling the employee what is
expected of them.
2. It is a means of ensuring that they do what they are
all expected to do.
3. It is a means of correcting reforming employees
committing any infractions or violation of rules and
regulations.
THE ROLE OF HUMAN RESOURCE MANAGER
• Vanguard of all employee’s welfare and discipline.
Disciplining employees in organization is distributed as follows.
1. First line Supervisor
- Lower level of Discipline
- Involves warning
2. Line Supervisors and Managers
- Middle Level
- Involves suspension
3. Line Managers and Human Resource Manager
- Top Level
- Involves Discharges
THE ROLES OF LINE SUPERVISORS AND
MANAGERS
• Rely upon favourable personal and human relations to
accomplish the job of maintaining a high level of productivity
• See to it that human resource policies, rules and regulations are
followed uniformly in the organization.
• Provide personnel records of infraction or letters of reprimand
for inclusions in 201 files for easy reference for other personnel
action.
THE ROLE OF EMPLOYEES UNION
• Union Roles cannot be taken for granted. This could develop
sweet or sour relations between the management and the
union.
• Union serve as catalyst for adoption of grievance procedures
and contributes to collective agreements where discipline is
included.
DIFFERENT TYPES OF PENALTIES
• The crafting of any policy, rules and regulations must conform to
a set of standard norms of conduct for all employees.
• Its given that an employee follow the rules and must know to
abide the policy within the guidelines.
MAIN TYPE OF PENALTIES
1. Reprimand
- Verbal warning given by the supervisor to correct immediately
an infraction of a company rule.
- In giving Reprimand one has to be Calm and Constructive in
critisizing
TEN CARDINAL ARTS OF REPRIMANDING
1. Get all the facts and be sure the employee deserves the reprimand
2. Do it calmly in the confines of your office.
3. Ask why and know the best way to handle him.
4. Do it calmly devoid of sarcasm, abuse and anger.
5. Be firm and explicit on the charges.
6. Reprimand the individual according to the offense as stated in the rules and
policies.
7. Let the employee admit the offense.
8. Be constructive and tactful and avoid threats.
9. Encourage the employee to do better next time and let him know that it is over
and show confidence in him.
10. Follow up and make sure that it is done in a friendly manner.
TYPES OF REPRIMAND
a. Oral Warning
- done to correct immediately the misdeeds of the employee.
b. Written Warning
- could be referred to for future reference in case the employee
may involve or repeat the offense.
2. Suspension
- temporary lay-off of an employee from work due to repeated
violation of minor policies that don’t warrant total separation or
termination.
- employee must realize that work is valued property for the
education of his children and the economic needs of his family.
3. Discharge or Termination of Employment
- Total loss of a job and loss of privileges and fringe benefits.
- Capital punishment in the employment world and must be
handled with great caution.
- Requires not only presentation of evidence but also the
observance of due process.
THE ROLE OF MANAGERIAL COUNSELING IN
MAINTAINING DISCIPLINE
• Designed to help employees do a better job by providing them
with an understanding of their relationships with their superiors,
felloe workers and their subordinates.
• Accepted process of management and operated at all levels
with the understanding and knowledge of human behaviour.
AREAS REQUIRING COUNSELING
1. Job-Related Activities – the most prevalet cases are found in
the following areas:
a. Performance
b. Disciplinary Cases
c. Conflict in the Work Place
d. Safety and Industrial Health
e. Retirement
f. Termination
2. Personal Problems – HRD is bombarded with employees who
suffer problems related to their families, work, interpersonal
relationships, alcoholism, drug abuse and others, which are
personal in nature.
Personal Problems
Family Problem – HRD open its door to employees who suffer
family problems that affect work performance. Thru counseling
employees who have marital and family relationships with in-laws
and common problems would feel relieve from anxiety.
CORRECTIVE DISCIPLINARY MANAGEMENT
• Employees are expected to meet performance standards and to
conduct themselves appropriately in the workplace.
• Disciplinary or corrective action is a process to improve
unacceptable behavior or performance, when other methods
such as counseling and performance appraisal have not been
successful.
If there is a good management system and employees
are treated fairly and impartially it will develop
dedication and loyalty. When management loves the
employees, the employees will love the company and in
return discipline is minimized or would be unnecessary.

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FUNCTIONS OF HUMAN

PUBLIC HUMAN RESOURCE

• Search for the potential applicants for actual and

the bigger the organization, the more positions are

• Is the method that organizations use to fill job vacancies and

• Screening – Process of sifting the good applicants from the host

• Selection – Choosing the best among the screened applicants

• Selection and Performance

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