Self-Instructional Manual (SIM) For Self-Directed Learning (SDL)

DEPARTMENT OFBUSINESS ADMINISTRATION EDUCATION
Human Resource Management Program

Contact: +63995587040/+639107045559
UNIVERSITY OF MINDANAO
Tagum College
Department of Business Administration Education

Physically Distanced but Academically Engaged
Self-Instructional Manual (SIM) for Self-Directed

Learning (SDL)
Course/Subject: BAHR 211– Human Resource
Name of Teacher: VIRNEX R. GIAMALON
THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT

FOR REPRODUCTION AND DISTRIBUTION OUTSIDE OF
ITS INTENDED USE. THIS IS INTENDED ONLY FOR THE
USE OF THE STUDENTS WHO ARE OFFICIALLY
ENROLLED IN THECOURSE/SUBJECT.
EXPECT REVISIONS OF THE MANUAL
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Table of Contents
Page
Part 1. Course Outline and Policies ...................................................... 1

Part 2. Instruction Delivery
CC’s Voice ............................................................................…….. 5
Course Outcomes ........................................................................... 5
Big Picture A: Unit Learning Outcomes ............................................. 6
Big Picture in Focus:ULOa ……………………………………………… 6
Metalanguage .......................................................................... 6
Essential Knowledge ............................................................... 9
Self-Help .................................................................................... 9
Let’s Check .................................................................................... 9
Let’s Analyze ......................................................................... 9
In a Nutshell .................................................................................... 13
Q&A List .................................................................................... 14
Keywords Index ......................................................................... 15
Big Picture in Focus:ULOb ……………………………………………… 15
Metalanguage .......................................................................... 15
Self-Help .................................................................................... 18
Let’s Check .................................................................................... 18
Let’s Analyze ......................................................................... 19
In a Nutshell .................................................................................... 23
Q&A List .................................................................................... 24
Keywords Index ......................................................................... 25
Big Picture in Focus:ULOc ……………………………………………… 25
Metalanguage .......................................................................... 25
Self-Help .................................................................................... 30
Let’s Check .................................................................................... 30
Let’s Analyze ......................................................................... 31
In a Nutshell .................................................................................... 34
Q&A List .................................................................................... 35
Keywords Index ......................................................................... 36
Big Picture B: Unit Learning Outcomes ............................................. 41

Metalanguage .......................................................................... 41
Self-Help .................................................................................... 43
Let’s Check .................................................................................... 44
Let’s Analyze ......................................................................... 44
In a Nutshell .................................................................................... 48
Q&A List .................................................................................... 49
Keywords Index ......................................................................... 49
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Metalanguage .......................................................................... 50
Self-Help .................................................................................... 54
Let’s Check .................................................................................... 54
Let’s Analyze ......................................................................... 55
In a Nutshell .................................................................................... 58
Q&A List .................................................................................... 59
Keywords Index ......................................................................... 60
Metalanguage ......................................................................... 60
Self-Help .................................................................................... 66
Let’s Check .................................................................................... 66
Let’s Analyze ......................................................................... 66
In a Nutshell .................................................................................... 70
Q&A List .................................................................................... 71
Keywords Index ......................................................................... 72
Big Picture C: Unit Learning Outcomes ............................................. 72

Metalanguage .......................................................................... 72
Self-Help .................................................................................... 77
Let’s Check .................................................................................... 77
Let’s Analyze ......................................................................... 77
In a Nutshell .................................................................................... 81
Q&A List .................................................................................... 82
Keywords Index ......................................................................... 83
Metalanguage .......................................................................... 83
Self-Help .................................................................................... 89
Let’s Check .................................................................................... 89
Let’s Analyze ......................................................................... 90
In a Nutshell .................................................................................... 93
Q&A List .................................................................................... 94
Keywords Index ......................................................................... 95
Metalanguage .......................................................................... 95
Self-Help .................................................................................... 100
Let’s Check .................................................................................... 100
Let’s Analyze ......................................................................... 100
In a Nutshell .................................................................................... 104
Q&A List .................................................................................... 105
Keywords Index ......................................................................... 106
Big Picture D: Unit Learning Outcomes ............................................. 106
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Metalanguage .......................................................................... 106
Self-Help .................................................................................... 110
Let’s Check .................................................................................... 110
Let’s Analyze ......................................................................... 111
In a Nutshell .................................................................................... 114
Q&A List .................................................................................... 115
Keywords Index ......................................................................... 116
Metalanguage .......................................................................... 116
Self-Help .................................................................................... 121
Let’s Check .................................................................................... 122
Let’s Analyze ......................................................................... 122
In a Nutshell .................................................................................... 126
Q&A List .................................................................................... 126
Keywords Index ......................................................................... 127
Metalanguage .......................................................................... 128
Self-Help .................................................................................... 136
Let’s Check .................................................................................... 136
Let’s Analyze ......................................................................... 137
In a Nutshell .................................................................................... 141
Q&A List .................................................................................... 142
Keywords Index ......................................................................... 143
Part 3. Course Schedule ......................................................................... 144
Online Code of Conduct .............................................................. 144
Monitoring of OBD and DED............................................................ 145
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Course : BAHR 211–Human Resource

OuOutline Management
Course Facilitator: Virnex R. Giamalon

Email: [email protected]
Student Consultation: By appointment
Mobile: +639070294505
Effectivity Date: August 2020
Mode of Delivery: Online Blended Delivery
Time Frame: 54 Hours
Student Workload: Expected Self-Directed Learning
Requisites: none
Credit: 3
Attendance Requirements: A minimum of 95% attendance is required at all
scheduled virtual or face to face sessions
Course Outline Policy
Areas of Concern Details

Contact and Non-contact Hours This 3-unit course self-instructional manual is
designed for online blended delivery mode of
instructional delivery with scheduled face to face or
virtual sessions. The expected number of hours will be
54 including the face to face or virtual sessions. The
face to face sessions shall include the summative
assessment tasks (exams) since this course is crucial
in the licensure examination
for teachers.
Assessment Task Submission Submission of assessment tasks shall be on 3rd, 5th, 7th
and 9th week of the term. The assessment paper shall
be attached with a cover page indicating the title of the
assessment task (if the task is performance), the
name of the course coordinator, date of submission
and name of the student. The document should be
emailed to the course coordinator. It is also expected
that you already paid your tuition and other fees before
the submission of the assessment task.
If the assessment task is done in real time through

the features in the Blackboard Learning Management
System, the schedule shall be arranged ahead of time
by the course coordinator.
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Turnitin To ensure honesty and authenticity, all assessment

Submission (if tasks are required to be submitted through Turnitin
necessary) with a maximum similarity index of 30% allowed. This
means that if your paper goes beyond 30%, the
students will either opt to redo her/his paper or explain
in writing addressed to the course coordinator the
reasons for the similarity. In addition, if the paper has
reached more than 30% similarity index, the student
may be called for a disciplinary action in accordance
with the University’s OPM on Intellectual and
Academic Honesty.
Please note that academic dishonesty such as
cheating and commissioning other students or people
to complete the task for you have severe punishments
(reprimand, warning, expulsion).
Penalties for Late The score for an assessment item submitted after the
Assignments/Assessme designated time on the due date, without an approved
nts extension of time, will be reduced by 5% of the
possible maximum score for that assessment item for
each day or part day that the assessment item is late.
However, if the late submission of assessment paper
has a valid reason, a letter of explanation should be
submitted and approved by the course coordinator. If
necessary, you will also be required to present/attach
evidences.
Return of Assessment tasks will be returned to you two (2)
Assignments/ weeks after the submission. This will be returned by
Assessments email or via Blackboard portal.
For group assessment tasks, the course coordinator
will require some or few of the students for online or
virtual sessions to ask clarificatory questions to validate
the originality of the assessment task submitted and to
ensure that all the group members are involved.
Assignment Resubmission You should request in writing addressed to the course
coordinator his/her intention to resubmit an
assessment task. The resubmission is premised on the
student’s failure to comply with the similarity index and
other
reasonable grounds such as academic literacy
standards or other reasonable circumstances e.g.
illness, accidents financial constraints
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Re-marking of You should request in writing addressed to the program

Assessment Papers and coordinator your intention to appeal or contest the
Appeal score given to an assessment task. The letter should
explicitly explain the reasons/points to contest the
grade. The program coordinator shall communicate
with the students on the approval and disapproval of
the request.
If disapproved by the course coordinator, you can

elevate your case to the program head or the dean
with the original letter of request. The final decision will
come from the dean of the college.
Grading System All culled from Quipper sessions and traditional
contact
Examinations:
1st to 3rd Exam – 30%
Final Exam – 30%
Quizzes – 10%
Assignments – 5%
Research – 15%
Oral Recitation- 10%
All culled from on-campus/onsite sessions (TBA):

Final exam – 40%
Submission of the final grades shall follow the usual

University system and procedures.
Preferred Referencing Style Depends on the discipline; if uncertain or inadequate,
use the general practice of the APA 6th Edition.
Student Communication You are required to create an email account which is a

requirement to access the Quipper portal. Then, the
course coordinator shall enroll the students to have
access to the materials and resources of the course.
All communication formats: chat, submission of
assessment tasks, requests etc. shall be through the
portal and other university recognized platforms.
You can also meet the course coordinator in person
through the scheduled face to face sessions to
raise your issues and concerns.
For students who have not created their student email,
please contact the course coordinator or program
head.
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Contact Details of the Dean Dr. Gina Fe G. Israel

0909-994-2314
[email protected]
Contact Details of the Dr. Raiza Mae C. Narciso

Program Head [email protected]
0933-820-1418
Students with Special Needs Students with special needs shall communicate with
the course coordinator about the nature of his or her
special needs. Depending on the nature of the need,
the course coordinator with the approval of the
program coordinator may provide alternative
assessment tasks or extension of the deadline of
submission of assessment tasks. However, the
alternative assessment tasks should still be in the
service of achieving the desired course learning
outcomes.
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Help Desk Contact Dean’s Office

Globe: 09158325092
[email protected]
Business Administration Education
Globe: 09955870420
Smart: 09107045559
FB Page: UM Tagum College – DBAE
Cashiering Office
Globe: 09458941632
Smart: 09494254457
Sun: 09336032028
Records and Admission Office
Globe: 09752634831/09151825490
[email protected]
Student Accounts Office
Smart: 09075135112/09151825190
[email protected]
Library Contact 0927-395-1639
CC’s Voice: Hello prospective business practitioners! Welcome to this course BHAR
211:The Human Resource Management. I am confident that you
already envision yourself as a successful business practitioner
conducting business in your own specific field of expertise. Let it be
marketing, financial or human resource management. Withso, in this
course, you’ll be able to learn how the HRM functions are used to
support corporate strategy in pursuit of organizational goals and
objectives.
CO: Before the actual endeavor and exposure in business practice, you have
to deal with several possible challenges in line with dealing your greatest
asset, the human resources. Every business practitioners must have a
proper fundamental knowledge on the concepts, theories, principles and
functions of Human Resource Management. As well as, indentifying the
current trends and development in the field of HR Management and
demonstrating an understanding of the functions and processes of its
different facets.
Let us begin!
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Big Picture A
Week 1-3: Unit Learning Outcomes (ULO): At the end of the unit, you are
expected to
a. Describe the nature of Human Resource Management

b. Identify the functions and activities related to Human Resource
Management
c. Recognize the Recruitment and Selection process
Big Picture in Focus: ULOa. Describe the nature of human resource

management.
Metalanguage
Please proceed immediately to the “Essential Knowledge” part since the first
lesson is also definition of essential terms.
Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for the first three
(3) weeks of the course, you need to fully understand the following essential
knowledge that will be laid down in the succeeding pages. Please note that you are
not limited to exclusively refer to these resources. Thus, you are expected to utilize
other books, research articles and other resources that are available in the
university’s library e.g. ebrary, search.proquest.com etc.
1. Management – To be able to fully understand the concept of

Human Resource Management, defining management is the very
key. If we are to mention ‘management’, we pictures out a
managerial work that commands people. However, there are
various definitions of Management and the following are some of
those notable descriptions:
 Management can be viewed as a science. Where
experts have to accumulate a distinct body of
knowledge about management which, if studied and
applied, can enhance organizational effectiveness.
In this concept, it is said that effective managers can
be trained.
 Management can also viewed as an art. This means
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that managerial ability and success depends on

management’s traits such as charisma, enthusiasm,
intelligence, integrity, decisiveness and self-
confidence. Grounded in the concept that
management is an art, managers is said to already
possess the managerial abilities when they are born.
 Defined in terms of planning, organizing, staffing,
directing and controlling.
2. Human Resource Management – is about the policies,

systems, and practices that influence employee’s behavior,
performance and attitudes in the organization.
 In the same thought, human resource management
focuses on employee or people in work organization
that is part of the overall management process. In
the concept of HR, employees possesses critical
role being the competitive advantage and should be
linked with the corporate strategy.
 Every HR practitioners must be the partner of the
organization in controlling organizational activities to
meet efficiency and equity objectives.
 To be able to support organizational business
strategy or performance, there are various HR
practices that must be followed (Figure 1):
i. Analysis and design of work
ii. Determining how many employees with
specific knowledge and skills are needed
(HR Planning)
iii. Attracting potential employees
(Recruiting)
iv. Choosing the right employee fit for the job
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(Selection)
v. Training employees how to execute their
jobs efficiently and equipping them for the
future (Training and Development)
vi. Strategically evaluate their output
(Performance Management)
vii. Rewarding human resources
(Compensation)
viii. Ensuring a conducive work
environment(Employee relations)
 Take note that human resources is often referred to as
the staff, worker or personnel.

Analysis and design
Employee Relations
Compensation
Development
Management
Performance
Training and
HR Planning
Recruiting
Selection
Company
of work
Performance
Figure 1. HR Practices
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Self-Help: You can also refer to the sources below to help you further
understand the lesson:
*Bueno, D.C. (2016). Theory and Practices of Human Resource Management.

Manila. Great Books Trading.
*Noe, R. et. al, (2020). Fundamentals of Human Resource Management (8 th

edition). USA. McGraw-Hill.
Let’s Check
Assignment Exercise 1. Now that you know the most essential terms of Human
Resource Management. Let us try to check your understanding of these terms. In the
space provided, write the term/s being asked in the following statements:
1. In this management perspective, managers can be trained _____________
2. Refers to the policies, systems, and practices that influence employee’s
behavior, performance and attitudes in the organization _______________
3. Managers is said to already possess the managerial abilities when they are born.
___________
4. This HRM practice focuses on deciding the right employee fit for the job
______________
5. Another HRM practice that evaluates employees output strategically.
_______________
6. to 10. Determine 5 HR practices that must be followed to support organizational
business strategy
Let’s Analyze
Research Activity 1.Getting acquainted with the essential terms in the introduction
of Human Resource Management, I will not require you to conduct your own
research. Discuss your answer in the blank spaces provided. This activity will be
rated based on the following rubrics:
CATEGORY 4 3 2 1
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Information
Information
clearly
clearly Information
relates to
relates to the clearly relates
the main Information has
main topic. It to the topic.
Quality of topic. It little or nothing
includes No details
information provides 1-2 to do with the
several and/or
supporting topic.
supporting examples are
details
details and/or given.
and/or
examples
examples
Information is
very
Information
organized Information is
is organized Information is
with well- organized but,
with well- not organized
Organization constructed paragraphs
constructed and not well-
both are not well-
paragraphs constructed
paragraphs constructed
only
and sub-
headings
All sources
All sources All sources
are Some sources
are are accurately
accurately are not
accurately documented
Sources documented accurately
documented but many are
but few are documented or
in APA not in APA
in APA not at all
format format
format
Thorough Research is
and legitimate applied and is
legitimate scholarly loosely
scholarly research is applied Little research is
research is clear and is throughout applied /sources
Research
clear and is applied written may be limited
applied throughout report/sources or questionable
throughout the written may be
the written report limited or
report questionable
No Almost no A few Many
grammatical, grammatical, grammatical, grammatical,
Grammar spelling or spelling or spelling or spelling or
punctuation punctuation punctuation punctuation
errors errors errors errors
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1. Look for a Filipino grown company and describe the nature of Human
Resource Management in their organization.
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2. Using the same Filipino company, define management in their context. Hint: In
depth research on their Vision, Mission, Goals or Philosophy can help.
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Reference:
In a Nutshell
Based from the definition of the most essential terms in the study of human resource
management exercises that you have done, please feel free to write your arguments
or lessons learned below. I have indicated my arguments or lessons learned.
1. Human Resource management is the heart of the organization.

2. HR practitioners are not only the police of the organization but, also a
partner.
Your Turn
3.
_____
4.
Q and A List
In this section, you may list down all emerging questions or issues to help you in your review
of concepts and essential knowledge. Answers will be specifically tackled in the scheduled
video conferencing.
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Do you have questions or clarifications?
Questions/Issues Answer
1.
2.
3.
4.
5.
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KEYWORD INDEX
Management Human Resource HR Practices Company

Management Performance
Big Picture in Focus: ULOb. Identify the functions and activities related to
Human Resource Management
.
Metalanguage
In this section, the essential terms relevant to the study of Human Resource
Management and to demonstrate ULOb was operationally defined and discussed in
the essential knowledge to establish a standard frame of reference as to how the
texts work in your chosen field or career. You will encounter these terms as we go
through the study of Human Resource Management. Specific discussion per topic
shall be provided in the later part to help you understand more about the scope in
studying this course.
Essential Knowledge
weeks of the course, you need to fully understand the following essential knowledge
that will be laid down in the succeeding pages. Please note that you are not limited
to refer to these resources exclusively. Thus, you are expected to utilize other books,
research articles, and other resources that are available in the university’s library,
e.g., ebrary, search.proquest.com, etc.
1. Functions of Human Resource Management – Now, after defining Human

resource management, let us discuss the five functional areas of HR
Management:
i. Staffing – This involves the process of recruiting, selecting,
human resource planning, job analysis and training human
resources. Putting the right people on the right jobs with the
appropriate skills, abilities, knowledge and experience.
ii. Rewards - Example of these are job evaluation,
performance appraisal and benefits are the key practices in
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this HRM function. It also involves the meticulous

administration and design of organizational rewards system.
iii. Employee Development – To ensure effective delivery of
employees’ job in the organization, employee development
is conducted. It is when the training requirements are
analyzed using the required knowledge, skills and abilities
(KSA) for the job.
iv. Employee Maintenance – This is the organization’s ability to
retain employees by monitoring their safety and health in
the workplace, complying with the statutory requirements
imposed by the government and monitoring their welfare
policies.
v. Employee Relations – refers to the effort of the organization
to maintain good employee-employer relationship that
involves employee involvement on union or non-union
workplaces.
2. Responsibilities of Human Resource Departments
i. Administrative services and transaction – A HR
responsibility that entails conducting administrative tasks
like hiring employees, addressing employee queries and
alike. This requires expertise on the particular HR task.
ii. Business Partner services – HR practitioner must
understand the business so they can understand the
business needs. The role of HR as business partners is to
develop effective HR systems that can help the organization
meets its goals for keeping, developing and attracting
people with skills it needs.
iii. Strategic partner - Through an understanding of its existing
and needed human resources and ways, HR practices can
give competitive advantage to the company’s strategy. For
strategic ideas to be effective, HR people must understand
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the business, its industry and its competitors.

3. Skills of Human Resource Management Professionals
i. Human resource expertise – the basic skill is knowing the
technicalities related to HR Management to effectively
perform the function. This includes usage of HR
technology, applying fairly the policies and procedures and
keeping updated on HR laws.
ii. Relationship management – as an HR personnel, you are
expected to handle personal interactions necessary for
providing support and service for the organizational goal.
Treating employees respectfully, providing exceptional
customer service and building trust.
iii. Consultation – Coaching, gathering data to assist business
decision making and creating solutions on business
strategies are examples of ways for HR to guide the
organization through consultation.
iv. Leadership and navigation – refers to directing the
organization’s process and program. Depending on the
level of the organization, the necessary behavior includes
behaving consistently with the organization’s culture,
encouraging people to collaborate or setting vision for the
HR function or the entire organization.
v. Communication – A HR skills that involves exchanging of
information of persons inside and outside the organization.
Examples ofwhich includes providing constructive criticism,
listening carefully and expressing information clearly.
vi. Global and cultural effectiveness – includes considering
various people’s point of view regardless of cultural
background. You can do this by acquiring additional
knowledge on other cultures, resolving conflicts and
supporting inclusiveness so that all can contribute to the
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organizational goal.
vii. Ethical practice – Maintaining confidentiality, rewarding
ethical behavior and responding to reports of unethical
conduct of examples on how to maintain ethical practice.
viii. Critical evaluation – means the interpretation of information
needed for making business decisions that includes actions
of applying factual statistical knowledge to analyze data,
gathering significant data and understanding problems
using root cause analysis.
ix. Business acumen – Understanding more how information
can be used to support the achievement of organizational
goals. This includes applying and gaining knowledge of
business principles and how HR functions affects business
success.


Let’s Check
Assignment Exercise 1. Now that you know the functions and
responsibilities of Human Resource Management, let us try to check
your understanding of these terms. In the space provided, separate if it is
a function, skill or responsibility.
 Rewards
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 Strategic Partner
 Staffing
 Employee maintenance
 Human resource expertise
 Relationship management
 Consultation
 Employee relations
 Administrative assistant
 Employee development
 Business Partner
 Critical evaluation
 Business acumen
 Leadership and navigation
 Communication
 Global and cultural effectiveness
 Ethical practice
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Function Responsibility Skill
Let’s Analyze
Research Activity 1.Getting acquainted with the essential terms in the

introduction of Human Resource Management, I will now require you to
conduct your own research. Discuss your answer in the blank spaces
provided. This activity will be rated based on the following rubrics:
CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
relates to the clearly relates Information
main topic. It
main topic. It to the topic. has little or
Quality of includes
provides 1-2 No details nothing to do
information several
supporting and/or with the
supporting
details examples are topic.
details
and/or given.
and/or
examples
examples
Information
is very
Information
organized Information is Information
is organized
with well- organized but, is not
with well-
Organization constructed paragraphs organized
constructed
both are not well- and not well-
paragraphs
paragraphs constructed constructed
only
and sub-
headings
All sources All sources All sources Some
Sources are are are accurately sources are
accurately accurately documented not
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documented documented but many are accurately

in APA but few are not in APA documented
format in APA format or not at all
format
Little
research is
scholarly research is applied
applied
research is clear and is throughout
Research /sources
clear and is applied written
may be
applied throughout report/sources
limited or
questionable
report questionable
1. Why do you think it is important to get the right people to do the

right job and placing them to the right place? How does it affect the
organization in ensuring the attainment of the company’s overall goals?
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2. How the HRM responsibility did became a “strategic partner”?

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In a Nutshell
Based from the definition of the most essential terms in the study
of human resource management exercises that you have done, please
feel free to write your arguments or lessons learned below. I have
indicated my arguments or lessons learned.
1. The alignment of organizational goals and HR goals are essential

part of the responsibility of the HR practitioner being the
‘strategic partner’.
2. All employees are engaged or participated in almost all HR
activities.
Your Turn
1.
2.
Q and A List
In this section, you may list down all emerging questions or issues to help you
in your review of concepts and essential knowledge. Answers will be
specifically tackled in the scheduled video conferencing.
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1.
2.
3.
4.
5.
KEYWORD INDEX
Staffing Rewards Employee Employee

Development Maintenance
Employee Relations Skills Functions Responsibilities
Big Picture in Focus: ULOc. Recognize the Recruitment and Selection process
Metalanguage
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Management and to demonstrate ULOc was operationally defined and discussed in
through the study of HR Management. Specific discussion per topic shall be
provided in the later part to help you understand more about the scope in studying
this course.
Essential Knowledge
weeks of the course, you need to fully understand the following essential knowledge
that will be laid down in the succeeding pages. Please note that you are not limited
to refer to these resources exclusively. Thus, you are expected to utilize other books,
1. Recruitment and Selection Processes – There are steps in Recruitment and

Selection process. Although, the process differs from one organization to the
other, shown below are the guidelines on how organization recruits personnel
and fill vacant posts and sources of personnel or skills needed for each position.
 Short listing –after gathering the pool of applicants, the HR
practitioner consolidates the candidates who will be endorsed to
preliminary screening basing on the information available in the
applications. Short listing is important since it is impossible to
invite each and every applicant for an interview due to time and
financial constraints.
 Preliminary Interview – Enables the HR practitioner to meet the
applicant personally so that both emotional and physical
disposition of the applicant can be evaluated. Through
preliminary interview, the recruiting officer may also validate the
information provided by the applicant in his application forms
and letters. At any rate, factual information is possible to be
obtained using application blanks that can be filled out by the
applicant. These are series of questions prepared by the
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recruiter to know more about the candidate.

 Employment Interview – The next stage after the preliminary
interview is the employment interview. In this stage, the
numbers of candidate are down to the most qualified for the job.
This is considered as the most difficult stage in the selection
process since when you reach this stage, you most likely met
the minimum set of requirements, necessary skills and
knowledge.
i. Principles of Interviewing – There are basic
principles that require a good interviewing that
serves as a guideline for the assessment of the
candidate. Using these frameworks, biases and
personal gains of the interviewer will be avoided.
Below is the popular interviewing guideline from
Mungo Frazer’s Five Point Plan or the Pentagon
Peg discussed in Ubeko (1975).
a. First impression and physical make up
b. Qualifications and expectations;
c. Brains and abilities;
d. Motivation; and
e. Adjustment
 Another principle from Edwin Flippo (1980) slightly differs
from the Pentagon Peg.
i. Preparation – A careful panning must be done
before any conduct of interview. List of objectives
of the interviews and the methods of
accomplishing these major objectives must be
determined. Including some knowledge of the
interviewer with the interviewee. This enables the
interviewer to determine what to expect from the
interviewee. This important stage of interviewing
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process however evades Ubeku’s Pentagon Peg

that states, “First impression and physical make
up” which in fact is largely “setting” the second
stage of Flippo’s analysis.
ii. Setting – There are two major types of setting
that the interviewer is expected to observe:
Physical and Mental settings. Ubeku’s one-sided
approach, the physical setting is a two
dimensional approach for Flippo. The first
consideration of the principle is that, the
interviewer must make the physical environment
as much as possible attractive and suitable for
the vacant job especially for executive levels.
Prospective candidates might be discouraged if
the physical setting is untidy and inconvenient.
Other physical setting includes the first
impression or the appearance of the interviewee
at the beginning of the interview. A smart-looking
gentleman with a good posture will stand out
compared with an untidy and shabby candidate.
iii. Conduct of the interview – In this stage, the
interviewer gets the desired more in depth
information not covered during the preliminary
interview. First, the interviewer must create a
rapport between him and the interviewee. This
will give the interviewee confidence and trust with
the interviewer as part of the introductory piece
of the interview process. Because aside from
enabling the interviewer to feel free, a
conversation starter will determine the reaction of
interviewee to certain issues. After which, the
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interviewer may start asking questions related to

the job. It should be easy to understand and
sensitive questions not related to the interview
questions must be avoided. The interviewer’s job
is to listen carefully to the answers of the
interviewer and must write down essential
information.
iv. Close – When approaching to the end of the
interview, the interviewee must determine some
indications that the interview is done and
followed by information of the interviewer’s future
action. Example is the information about the
outcome of the interview.
 Evaluation – The evaluation of an interview follows after the
interviewee leaves the room. The written information by the
interviewer should be examined for broader perspective
since the details are still fresh in the mind of the interviewers.
 Selection – Differs from one organization to another, the final
selection is done after the evaluation and final decision must
be done immediately. Although, other organizations take
results to selection and placement committee for further
scrutiny. Shown below is an example of a step in Selection
process by Noe, R. (2020).
 First, the human resource professional reviews the basic
requirements and if the applicants met the standards. If the
applicants met the basic requirements, there will be
administered tests and a review on work samples to rate the
candidate. There are also jobs that requires actual
performance of the job to evaluate the candidate’s abilities.
 Then, a proper interview will be conducted to further screen
the candidate through face to face conversation. For the top
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very view candidates who passed the first three steps will be
undergoing background checking to verify if the information
provided by the candidate is factual. Lastly, the supervisors
together with the HR personnel make a final decision who
will be accepted for the job.
Screening Applications and Resume
Preliminary Interview
Employment Interview
Figure 2.
Selection
Making Selection
Process


Let’s Check
Assignment Activity 1. Now that you know the most essential terms in
the study of Human Resource Management. Let us try to check your
understanding of these terms. In the space provided, write the term/s
being asked in the following statements:
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____1. This kind of interview enables the recruiting officer to

validate the information provided by the applicant in his application forms.
___________ __2.Who stated the following principle of interviewing
:First impression and physical make up, Qualifications and expectations,
Brains and abilities, Motivation and Adjustment .
3. Which among Edwin Flippo (1980) principle of

interviewing states that the list of objectives of the interviews and the
methods of accomplishing these major objectives must be determined?
4. Which principle of interviewing states that when

approaching to the end of the interview, it is the right of the interviewee
to know pertinent information of the interviewer’s future action. Example
is the information about the outcome of the interview.
5. The process through which organization make

decisions about who will or will not be invited to join the organization.
Let’s Analyze
Research Activity. Getting acquainted with the essential terms in the

introduction of is not enough, what also matters is you should also be
able to explain its inter-relationships. Now, I will require you to explain
thoroughly your answers.
CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
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Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
All sources All sources Some
are
are are accurately sources are
accurately
accurately documented not
Sources documented
documented but many are accurately
but few are
in APA not in APA documented
in APA
format format or not at all
format
Little
research is
applied
Research /sources
may be
limited or
questionable
report questionable
1. Differentiate preliminary interview and employment interview.
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2. Search for any company recruitment and selection process and make a
suggestion to enhance the process.
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In a Nutshell
Activity 1.The responsibility or role of Human Resource evolved
through time. Once viewed as an administrative work now a partner of
the organization.
Based from the definition of the most essential terms in the

study of human resource management exercises that you have done,
please feel free to write your arguments or lessons learned below. I have
1. It is a vital part of the organization that ensures just and

fair recruitment and selection process.
2. Recruitment and Selection process requires investment
in the part of the organization.
Your Turn
1.
2.
Q and A List
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1.
2.
3.
4.
5.
KEYWORD INDEX
Recruitment Selection Interview Employment Blank
Big Picture B
expected to
a. Examine the Induction of Personnel

b. Describe the Reward System in Organization
c. Identify the Staff Development process
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Big Picture in Focus: ULOa. Examine the Induction of Personnel
Metalanguage
Management and to demonstrate ULOa was operationally defined and discussed in
Please proceed immediately to the “Essential Knowledge” part since the first
lesson is also definition of essential terms.
Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for

the weeks 4-5 of the course, you need to fully understand the following
essential knowledge that will be laid down in the succeeding pages.
Please note that you are not limited to exclusively refer to the these
resources. Thus, you are expected to utilize other books, research
articles and other resources that are available in the university’s library
e.g. ebrary, search.proquest.com etc.
1. Induction of Personnel
 Induction refers to the process of assisting the newly
hired employees in meeting their needs for security,
belongingness, status, information and direction in the
organization. This is conceived at the beginning of the
recruitment process when the inductee made the
necessary personal, position, organizational and social
adaptations to enable him to become an effective
employee. Induction makes sure that the new employee
is at ease in the unfamiliar organizational environment.
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 Upon placement of employees in an organization, a

systematic organizational effort is conducted to
minimize problems among new employees called
Induction. In layman’s term, this is an orientation or
socialization activities done to make the employee fully
adjusted to the environment so that the employee can
give his best in pursuit of the organizational goals.
 The initiation of induction process can contribute to
personnel assimilation, security, personnel development
and satisfaction being a member of the organization.
Since a newly recruited employee requires more
guidance, consideration and understanding for a short
while until he becomes fully self-directed, self-motivated
to do the job and fully effective member of the
organization.
 Most resignation occurs in the early time of placement
or probationary period when induction is not practiced in
the organization. Employees also have emotional needs
in the organizational environment. He is apprehensive
of many things including the community, his co-workers
or his ability to succeed. If new employees are not
informed with the organizational objectives, specific
duties and responsibilities, organizational culture and
taboos or standards he must follow.
 Undeniably, urgent resignations or fast turnover is
considered as loss. The recruitment, selection,
induction and supervision process is also an investment
of the organization. One way to lessen these losses is
the effective induction process.
 However, Induction process in some organizations is
not developed and misstatement or problems is
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prevalent. A careful planning, organizing, directing and

controlling activities must be done in the induction
process.
2. Nature of Induction Program –
 Induction involves more than just making the new
employee comfortable in an unfamiliar and new
working environment. It should be created to enable
the staff to achieve a job satisfaction and use his
abilities unto his maximum potential to be able to
achieve organizational goals.
 It is essential that the officials of the organization be
introduced where the new employee is assigned
with so that if problems occur connected with
adjustment problems will be solved immediately.
Because the new employee will not feel comfortable
and anxious on his work, especially if he do not
know how the department or organization operates.
If not adequately informed of the ways work is done,
the system including the new employee will fall. It is
important that the immediate head and the more
established staff in the department won’t forget the
difficulties of a new employee’s adjustments. There
are a lot of mistakes and misunderstanding in which
the new staff finds himself and it can easily be
avoided with a proper induction program.
3. Scope of Induction Program – Upon arrival of the new staff
in the department, he should be received by the immediate
head whom will provide him the information of the
organization which is often written in the employee manual
and policies and procedures.
 First, the newly hired employee must be aware of
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the terms and conditions of employment; health and

services; his work load; extra duties; working hours
and in-service training requirements.
 Secondly, he should know the community the
organization belongs. Example of which is the
geography of the areas including the customs and
taboos, transportation, religious organizations, the
people and the attitude of the people in the
community toward the organization.
 Thirdly, the new employee must be fully accustomed
to the facilities, equipment materials and aids of the
organization. Together with the values, goals,
practices and operating procedures. All of the
mentioned must be explained to the new employee
as part of the induction.
 Fourthly, the new employee must also know the
executives and employees of the organization. If
possible, including their professional interests, their
social and recreational activities, duties and
responsibilities and the informal groups within.
 We should remember that the induction program
does not automatically mean introduction of the
employees at the meeting. It must be a well planned
program which aims to help the adjustments of the
new staff in the unfamiliar organizational
environment. You’ll know if the induction program
positively impacts the employee if it reduces the
uncertainty and frustration the employee normally
experienced upon arrival to the organization.
4. Objective of Induction Process
 Information – the process should enable every newly
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hired employee, from caretaker to chief executive, to

be fully informed of the community, about duties,
relationships and responsibilities of the position,
about the characteristic of the department (policies,
procedures, purposes, personnel, customs, history)
and about the building unit to which the employee is
assigned. The induction is expected to furnished the
new employee any essential information that is
helpful for his adjustment.
 Need Satisfaction – Employee’s need for
belongingness, recognition and security should be
satisfied. The employee must feel that his job is
essential and contributes to the organizational goal.
 Position Compatibility – The induction do not ends at
the program however, extends to the probationary
period. There should be a long term effect that will
identify if the employee is compatible to the
organization. Whether he is accepted by his co-
workers or he accepts the new environment he is in.
 Assistance – it must provide technical assistance to
the new employee. It may be regarding
understanding goals of in developing attitudes and
skills, there should be plans to remove the possibility
of individual maladjustment or failure due to the non-
assistance of his immediate heads or co-worker.
 Performance – The induction process should be
able to optimize the utilization of human and material
resources in helping the new employee to reach a
satisfactory performance.
 Development – The purpose of induction process is
to satisfy employee in his current position and
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increase his ability to carry out assigned tasks with

low supervision by the management. There should
be satisfaction and initiative.
 Acceptance – It is usual to the current members of
the organization to be hesitant to the new comers.
That is why one important end result of induction
process is to aid new members to blend in. Vital
information related to the job like his assignment,
title or status are well explained so that his
colleagues will not have any fear, aversion or
suspicion to the new member.
 Assimilation – Acceptance by heart and mind of the
new personnel to the system of the organization is
another end result of the induction process. The
inductee should have a positive attitude to the
system with no contradiction, to its purpose,
procedures, policies and its personnel.
 Adjustment – New employee’s difficulty in adjusting
to the system is expensive, harmful to the
satisfaction of the individual and organizational
expectations and also to the socialization process.
The sooner the employee adjusts to the habits
attitude, feelings and knowledge to the work which is
employed, the sooner the organization will benefit.
 Orientation – With or without any induction program,
orientation among new employees are necessary.
The organization must ensure that the new
employee will received the facts from the
organization firsthand. Credible information about
the organizational system conditions must be given
to new employees to avoid getting information solely
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from colleagues. This is crucial since the judgment

of one individual does not represent the entire
organization.
 Retention – Long-term system objective is to retain
the all its employees in the organization as possible.
Each employee must take part in the achievement of
its goals, be effective to his assigned tasks, develop
themselves professionally, work independently and
execute innovative and spontaneous behavior.
 Security – The Induction process is focused on
minimizing difficulties that a change in membership
poses for both old and new employees. Induction
process also indicates that:
i. During the early employment period of an
employee is when turnover usually occurs
ii. Turnover of authority position oftentimes
shows hostility and resistance within the
system
iii. Change in any organization is seen as
unfavorable to the stability and relationships
within the group
iv. Disorganized induction process could result
to discouragement, anxiety, cynicism or
defensive behavior by the new employees.
v. Problems encountered by new employees
related to belongingness, esteem, information
and security can be minimized when
induction process is executed properly.
vi. Development of discouragement of new
employees occurs when there is
inconsistency between organizational life and
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their expectations.
 Continuity – Some information not discussed during
the recruitment and selection process must be fully
covered during the induction process. In the
essence of continuing the process, the administrator
will have to do whatever must be done to aid the
new employee with the full adjustment to the
organizational system.

*Noe, R. et. al, (2020). Fundamentals of Human Resource Management (8th

Let’s Check
Assignment Exercise 1.Now that you know the information related to
Induction of Personnel, let us try to check your understanding on the
various objectives of the induction process. Write your answer on the
space provided.
1. New employees should feel that they are part of the organization and
the community it serves. ___________________.
2. There should be plans to eliminate the possibility of individual failure
by providing technical assistance to the new employee.
______________.
3. Utilization of both human and material resources in helping the new
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employee reach satisfactory performance. ________________.

4. Induction process must lessen the aversion, insecurity and such of
seasoned employees towards the new employees. ______________.
5. Long-term objective of the induction process is to have the new
employee remain in the organization. _________________.
Let’s Analyze

introduction of Human Resource Management, I will not require you to
CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Thorough legitimate Research is Little
Research and scholarly applied and is research is
legitimate research is loosely applied
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scholarly clear and is applied /sources

research is applied throughout may be
clear and is throughout written limited or
applied the written report/sources questionable
throughout report may be
the written limited or
report questionable
1. Differentiate orientation with induction process.

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2. Elaborate how can Induction process affects employee’s perception of
the entire organization.
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Reference:
In a Nutshell
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Based from the definition of the most essential terms in the study of
human resource management exercises that you have done, please feel free
to write your arguments or lessons learned below. I have indicated my
arguments or lessons learned.
1) To avoid misconception on the organizational system, the
administration should be the one to give information related to the
organization firsthand.
2) Induction process is most of the time disregarded but appears to
be an important process that will contribute to the achievement of
organizational goals.
Your Turn
1.
2.
Q and A List
1.
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2.
3.
4.
5.
KEYWORD INDEX
Induction Organizational Placement

Culture
Big Picture in Focus: ULOb. Describe the Reward System in Organization
Metalanguage
this course.
54
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Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for the weeks 4-
5 of the course, you need to fully understand the following essential knowledge that
will be laid down in the succeeding pages. Please note that you are not limited to
refer to these resources exclusively. Thus, you are expected to utilize other books,
1. Reward System in Organization

 Every company’s reward system is designed to
attract, retain and motivates its employees. This is to
ensure that the employees provide the
organizational their optimum capabilities.
 All employed individual who renders services and
utilizes their time for the benefit of the organization,
deserves the equitable pay. The question now is
how much money each employee must receive in
lieu with the duties he or she executes.
 Different companies have different rewards system.
It is not only limited to wages and salaries but it also
includes benefit programs like fringe benefits,
insurances and paid leave. It is important to have
these benefit programs that serves as an incentive
that will later on increase productivity of its
employees.
 Employees receive income from the organization for
work rendered, but how much work constitutes, “fair
day’s work” or “equitable pay”?. There is work
measurement techniques used to be able to come
up with precise and incontrovertible results. Usually,
jobs are classified into pay classes or salary
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increase is in accordance with the pay class.

1. Wage and Salary Administration
 Employee’s pay is not only about the money they
received for a job done but also about satisfaction.
Employee’s job who receives higher pay is regarded as
highly important and therefore boosts employee morale.
It is common that employees who receive low salary
objects and feel upset. It is said that wage and salary
inequities are alleged results to conflicts and low morale
of the employees.
 Imagine if the policy on wage administration is not fair
and if the way to determine pay is based on
“personalized” decisions without putting consideration
the overall wage structure.
2. Aspect of Wage and Salary Administration
 The HR department is usually the assigned personnel in
proposing a wage and salary program. The management
on the other hand reviews and approves the policies.
The following are the identified four aspects of wage and
salary administration:
i. wage and salary survey – an aspect used to
gather data as to the current general pay levels
in the community and industry the organization
belongs.
ii. job evaluation – This is an HR activity wherein
the worth or value of the job is determined.
iii. merit rating – These are incremental steps in
salary. Instead of assigning one rate for every
job, organizations usually gives increase starting
from the base salary. Employee will be granted
with increase as he gain seniority and efficiency
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at work.
iv. incentives – This is a common concept in wage
and salary administration. An incentive is an
extra pay for an employee’s performance that
exceeds his normal output.
v. Determining the Overall Wage and Salary Level
– One of the most difficult decisions as top
management is to determine the over-all wage
and salary policy. It is crucial since all figures will
affect employee’s performance and motivation.
The management must come up with high,
average or below average level of pay
considering the standard of the community or
industry. That is why the following factors must
be considered at all times in lieu of wage and
salary policies:
 The wage and salary policy could either attract or make
the employee quit their jobs. It is also related to the
recruitment and selection process, if the pay is attractive,
the management has the capacity to choose from a
wider scope of exceptional applicants. However, we
must also take note that if the employee does not
somehow believe that difficult or harder work will be
rewarded with higher pay, motivation may be affected.
 Locality and employment conditions of the organization
affect its policy. It is common that if the unemployment
rate is high, a well organized non-unionized organization
can pay its employees a little more than the minimum
wage. If the labor market in the other hand is tight, the
organization might have to pay higher to attract
applicants.
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 In order to gain reputation in the industry, the

organization may opt to give higher pay than other
organizations to have good public relations.
 Unions are a great deal in every organization.
Employees have the right to unionize and this would
affect wage and salary policies. Some organization due
to union is pressured to give higher pay than
organizations who do not have unions.
 Organizations have to set limit as to employees and their
salary since the profit is not infinite. Some cannot afford
to give higher pay more than the minimum.
 There are also other factors that influence wage policies.
Organizational stability as to employment do not
necessarily need to pay high wages compared to those
who have high turnover rates. If the organization also
gives fringes benefits, it is not advised to give higher
pay. Unions also affect the wage and salary policies
depending on the union’s collective bargaining
agreements.
3. Job Evaluation – This is an HR activity wherein we determine
the worth of the job. In practice, it is difficult to determine the
worth of a job. Job evaluation is usually a comparison between
internal job levels and external job levels. It is an essential
activity since the result of the evaluation will eliminate wage
inequalities and maintain consistent, fair pay structure.
However, this still involves judgment of the management
although, in a systematic way. There are a lot of methods in
determining the worth of the job, some are simple and others
are quite difficult however, the end goal is to enable
management decide how much pay should be given in a
specific job.
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Let’s Check
Reward System in Organization, let us try to check your understanding
on the various objectives of the induction process. Write your answer on
the space provided.
1-2 . Name atleast two aspect in wage and salary administration.

___________________.
3. Who is responsible for the proper administration of the wage and salary
program? __________.
4. The determination of worth of the job is called _______________.
5. True or False. It is essential that there is a wage and salary policy to
avoid fairness in pay structure.
Let’s Analyze

CATEGORY 4 3 2 1
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Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Research is
Thorough
applied and is
and legitimate
loosely Little
legitimate scholarly
applied research is
scholarly research is
throughout applied
research is clear and is
Research written /sources
clear and is applied
report/sources may be
applied throughout
may be limited or
throughout the written
limited or questionable
the written report
questionable
report
1. Examine the current conditions of employment in our Region. Is the
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minimum wage enough for employees in Region XI?

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2. As an HR practitioner, explain how we can make sure there is equalities
in terms of pay and giving of incentives to employees.
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Reference:
In a Nutshell
human resource management exercises that you have done, please feel
free to write your arguments or lessons learned below. I have indicated
my arguments or lessons learned.
1. Jobs can be categorized according to specifications and

qualifications to easily determine pay structure.
2. Higher pay constitutes difficult job.
Your Turn
1.
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2.
Q and A List
1.
2.
3.
4.
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5.
KEYWORD INDEX
Rewards Wage Salary Job Evaluation
Big Picture in Focus: ULOc. Identify the Staff and Development Process
Metalanguage
this course.
Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for the weeks 4-
5 of the course, you need to fully understand the following essential knowledge that
1. Staff Development
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 Firstly, it is important to note that training and

development are two different concepts in HR
Management. Development focuses on general
decision making and human relations skills, while
training is about factual, specific and narrow-range
content. However, they both aims to enhance the
current set of skills and job performance of every
member of the organization.
 Given these definition, staff development can be best
viewed in two dimension: a) being an in-service training
programs wherein employees are given equal
opportunities by the organization to educate themselves
and prepare them for any possible future positions; b)
prepares employees to perform well their new job
assignments.
1.1 Types of Staff Development (Training)
 Training policy can be viewed as a written statement
regarding the programs created to enhance the skills of
the worker. A needs assessment must be conducted
before any training activity to gather information as to
what is the priority set of skills the employees want to
develop. The following are useful training methods:
1.1.1 In Service Course for Staff – this is a staff
development method wherein the employees are
trained and they discuss with their subordinates
and immediate heads the nature of work. If
applicable, employees attend in-service courses
which will update their knowledge and skills to be
able to upgrade their qualifications and in return
improve the condition of providing work or
service.
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1.1.2 Staff Seminar – These activities are one of the

most common staff development methods that
enables employees to attend an organized
gathering to talk about specific topics related to
the job. Informative discussions by the
experienced employee together with his
subordinates on such topics do not only
contribute to their professional development but
also results to positive organizational
environment.
1.1.3 Induction Courses – This was discussed on the
previous chapters. Induction courses or process
is conducted in the introductory phase of newly
hired employee wherein they learn the
organizational system and the people in it.
1.1.4 On-the-Job Training – It’s similar to induction
courses in a sense that, it is commonly
conducted to newly hired employees. On-the-Job
training is a staff development method that
enables employee to train at the workplace while
he is doing the actual job.
1.1.5 Off-the-Job Training – This type of staff
development method is conducted outside the
workplace. Employees are taken away from their
office to attend courses in some training facilities
or classrooms.
1.1.6 On-and-Off-the-Job Training – A combination of
both on-the-job training an off-the-job training.
Employees attend classroom training and at the
same time receive practical instructions in the
working environment.
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1.1.7 Vestibule Training – To reduce failure costs at

work, vestibule training is undergone by
employees who use expensive machinery or
materials. A simulated equipment that works the
same as the actual machine is where the
employee trains.
1.1.8 Refresher courses – Sometimes when
employees feel that their work is routinely done,
employees might be less satisfied. A refresher
course is done to update employees with
innovative ideas or new knowledge related to the
assigned job.
1.1.9 Conference Training – Conference training is
usually a training method that gathers hundreds
of participants. It is not that organized and it is
done through workshops. Oftentimes due to the
crowd, speakers treat their participants passively.
1.1.10 Role Playing – An active learning technique is
used in this staff development method.
Employees assume that they are into specific
scenarios in the organization and their
performance will be given feedbacks.
1.1.11 Sensitivity Training – Most of the participants in
this training are the employees who hold
executive and managerial positions.
Development of awareness on behavioral actions
of one employee to his colleagues is the goal of
this training. It is to ensure that everyone in the
workplace must be respected without putting into
consideration their positions.
1.1.12 Supplementary Training – Among all training
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methods, this one is conducted by an

independent institution. Organizations may opt to
hire organizations that offer training programs.
2. Training Processes – Any training starts with identifying the
specific and measurable training objectives based on the needs
assessments. Employees who will participate will be selected, as
well as the instructors. Necessary equipments or resources must
be provided by the organization. Afterwhich, instructors may
choose as to what training method best suits the employees
basing on the training outline and the actual capacity of the
trainees. It I important to note that the training must not be
necessarily too long and instructors will do all the talking. Active
participation among trainees are encouraged.
3. Evaluation of Training – training are costly and the organization
expects return on its investment on employee’s training. It is best
determined through the following training evaluation criterias:
3.1 Participants’ Reactions or Changes in the Trainees’
Reaction – at the end of the training, an evaluation form is
distributed as a method of gathering information as to what
the participants’ overall feedback on the training.
Instructors may be difficult to deal with and understand, the
training place might be not conducive for learning or the
training session might be too long. These feedbacks are
used to improve the current training content.
3.2 Changes in the Trainee’s Knowledge – Training programs
specific goal is to enhance participant’s knowledge or skill
on a specific area. It is expected that employees will show
improvement at his or her knowledge on the job.
3.3 Changes in Job performance – Trainees are expected to
demonstrate change in job performance. This can be
measured by checking whether the employee can now
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effectively handle difficult working conditions.

3.4 Changes in the Trainee’s Attitude – Another evaluation tool
is to measure if there are any changes in employee’s
behavior after the training. Comparison of trainee’s
previous sense of duty to his current behavior is measured.
Since the training itself is considered as a change agent for
the trainee’s behavior.
3.5 Organizational Performance or result – The mentioned four
evaluation tools in training are useless unless the effect on
organizational performance are determined. Since the
objective of training is to increase organizational
performance, it is essential to evaluate the overall
performance of the employees using the organizational
criteria.
4. Advantages of Training
4.1 Employees are given an opportunity to learn new things
and improve themselves on their current jobs.
4.2 Training reduces costs related to damaged or failed
machinery.
4.3 With the new skills, capabilities and knowledge of the
employees, their sense of achievement and motivation
increases.
4.4 Training also prepares employees for promotion and
makes them appreciate their work more.
4.5 Employees learn and adapts to work relationships and
major job contents.

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Let’s Check
Staff Development in Organization, let us try to check your
understanding. Write T if the statement related to staff development is
correct and F if false.
1. training and development are two different concepts
2. Participants’ Reactions is part of evaluation tools in staff
development
3. Vestibule training is where employees attend classroom training and
at the same time receive practical instructions in the working
environment.
4. Identifying the specific and measurable training objectives are done
using needs assessment.
5. Staff seminars has speakers from external institutions.
Let’s Analyze

CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
71
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Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Research is
Thorough
applied and is
and legitimate
loosely Little
legitimate scholarly
applied research is
scholarly research is
throughout applied
research is clear and is
Research written /sources
clear and is applied
report/sources may be
applied throughout
may be limited or
throughout the written
limited or questionable
the written report
questionable
report
1. Discuss the importance of any four training programs mentioned above.

Explain when and to whom these training are most applicable.
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2. Search for an Asian company and give feedback on their training

programs given especially to top management or prospect leaders.
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Reference:
In a Nutshell
1. Training is not only applicable to new employees.

2. It is possible to train even the rank and file employees to
employees who have managerial positions.
Your Turn
1.
2.
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Q and A List
1.
2.
3.
4.
5.
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KEYWORD INDEX
Training Development Staff Needs assessment
Big Picture C
expected to
a. Discuss the nature of Transfer and Promotion of Staff

Organization
b. Define Morale, Motivation and Performance in the organization
c. Describe the importance of Job Analysis, Job Satisfaction and
Performance
Big Picture in Focus: ULOa. Discuss the nature of Transfer and Promotion of Staff
Organization
Metalanguage
Management and to demonstrate ULOa was operationally defined and discussed in
Please proceed immediately to the “Essential Knowledge” part since the

first lesson is also definition of essential terms.
Essential Knowledge
the week 6-7 of the course, you need to fully understand the following
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e.g. ebrary, search.proquest.cometc.
1. Meaning and Scope of Transfer
 Transfer is a common HR activity that involves
movement of employees from one position to another.
When there are vacant positions, the first option is to be
filled by internal sources.
 Transfer can either be promotion or demotion.
Promotion is the movement of employee from lower
position to higher position that aims to reward employee
for an excellent performance. Meanwhile, demotion is a
movement of employee from higher position to lower
position which oftentimes done to punish employees for
any wrong actions.
 Other organizations views transfer as a means of
employee of expanding his experience and train him for
any possible executive position.
2. Conditions of Transfer
 Some transfers are neither for punishment nor reward.
Other transfers are done to separate two warring
employees to avoid direct contact. It is prevalent that
conflict exists between employees. Transfer is made to
manage misunderstanding.
 By organizational transfer, arrangements are worked
out to offer an assignment in another location or
position of an employee who causes conflict. If possible,
the management can redraw the organizational chart
where the functions of contradicting parties are
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transferred. So that the line of authority or their

immediate boss will not be the same.
 When informal groups are formed in the organization,
chances are these groups hamper the achievement of
organizational goals. These are called “cliques” and are
not advised to develop. Where they exist it is essential
that members of the informal groups will be disbanded
by transferring them. So that the employee’s energy will
be directed to the organizational objective not to any
possible interest of informal groups.
 However, it is important to take note that constant
transfer among staffs and management leaders are not
healthy for the organization psychologically. Ofcourse it
does not improve motivation of employees and in result
affects performance and productivity.
 Prior to any movement of employees, the following must
be considered by the management:
i. To be able to measure the performance of
an employee before transfer, he or she must
stay on a minimum period of time. Since
movements of employee require them to
adjust on new workplace, it could hamper the
operation. Interruption in work and
production will be avoided.
ii. Employees must comprehend the purpose of
the transfer. Procedures for processing
transfer request must be established first to
aid him in adjusting to newly assigned task.
3. Reasons why Transfer are made
i. As mentioned above, some transfers are
made as a disciplinary action towards an
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employee due to negative behavior.

ii. Some employees however requests transfer
or themselves due to personal reasons like
the desire to work near his home.
4. Meaning of Promotion
 Movement of employee to higher position.
Promotion is reward given to an employee who
demonstrates excellent performance. This would
also mean higher salary with increase of work
responsibilities and status in the organization.
Promotion boosts the motivation and morale of an
employee and on the other hand, lack of movement
to higher position results to demotivation, frustration
or worst – resignation.
5. Conditions of Promotion
 Prior to promotion of a candidate employee to a
vacant position, they usually undergo interviews and
exams to evaluate further if the deserve the position.
The officers or member of the management team
together with the HR personnel determines the fate
of the candidate.
 When the employee is already identified, he must
confirm the acceptance of the promotion through an
appointment contract. It is after the confirmation by
the employee after showing exemplary performance
will the movement be completed.
 Depending on the organization, the following are
some criterion commonly used for promotion of an
employee:
i. Standard qualification
ii. Seniority
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iii. Competence
iv. Productivity
6. Principle of Merit Performance- Promotion is an important
task that may motivate or demotivate employees. That is
why, before promoting an employee, the following are
some notes to be taken into consideration:
i. Firstly, the work effectiveness of an employee.
Does the employee shows exemplary output
with less inputs? Do the employee masters his
work, possesses good communication skills
and can properly deal with the people around
him?
ii. The candidate participates in the
organizational activities
iii. General impression and his attitude towards
work
iv. Work experience and academic qualification
v. The management must also consider when
was the last date if promotion and his current
salary
vi. Creativeness and innovativeness
vii. Understands his responsibility and work load
well.

Let’s Check
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Transfer and Promotion, let us try to check your understanding. Write
your answer on the space provided.
1. This movement of employee aims to reward employee for

an excellent performance ___________________.
2. Another movement of staff that is oftentimes linked as a
punish employees for any wrong doings ________________.
3-4 Provide atleast two criterion commonly used for promotion
of an employee. __________________ & _________________.
5. This is an informal group that is formed that may hamper
the achievement of organizational goals
____________________.
Let’s Analyze

CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
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Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
Some
All sources
All sources All sources sources are
are
are are accurately not
accurately
accurately documented accurately
Sources documented
documented but many are documented
but few are
in APA not in APA or not at all
in APA
format format
format
Little
research is
applied
Research /sources
may be
limited or
questionable
report questionable
1. Describe any working conditions that you think transfer of employee

must be conducted.
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2. Examine some possible problems that an employee can encounter in

the transfer and promotion of an employee.
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Reference:
In a Nutshell
1. Higher position also means higher responsibility.

2. There might be possible biases in promoting a certain
employee.
Your Turn
1.
2.
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Q and A List
1.
2.
3.
4.
5.
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KEYWORD INDEX
Transfer Promotion Merit Performance Informal Groups

Formal groups
Big Picture in Focus: ULOb. Define Morale, Motivation and Performance in the
organization
Metalanguage
this course.
Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for the week 6-7
of the course, you need to fully understand the following essential knowledge that
1. Morale, Motivation and Performance
 Organization may equip all employees with the
technical equipment and best science; provide all the
basic materials, equipment, facilities and good working
place. However, the problem related to management
will only be half solved.
 Employees also want to be treated fairly and their
efforts be recognized by the management. Therefore,
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the goal of an improved system will be just a illusion

even if their resources provided, unless the human
need for recognition will not be satisfied.
2. Morale of Employees
 Employee morale is the overall viewpoint of employees
related to his workplace that includes outlook, attitudes,
emotions, and satisfaction level. An employee with
good morale lead to confident, satisfied and positive
employees while low morale can be observed in angry,
negative and uncaring employees.
 Morale is not concrete. It cannot be touched and
dictated. However, high or low morale can be seen
through employee behaviors. Indolence and
absenteeism is a sign of low morale among employees.
On the other hand, high morale is observed among
employees who show enthusiasm, cooperation,
dissatisfaction and promptness.
 It is suggested that the government will also deliberate
policies and took into consideration the welfare of not
only government employees but also those in the
private sector. All employees experience the same
dilemma in terms of employee morale.
3. Boosting the morale of staffs
 It is suggested that the government will also deliberate
policies and took into consideration the welfare of not
only government employees but also those in the
private sector. All employees experience the same
dilemma in terms of employee morale.
 According to an article in Forbes magazine, there are
six ways to increase employee morale and performance
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without giving a raise:

i. Give them reason to believe - does your
employee believes you when you tell them that
their contribution to the organization is notable?
Management should make sure their employee
understands the organizational vision and knows
that their job contributes to that vision.
ii. Show you care - Simple actions that show that
you genuinely care will make a difference. If
possible, be involves in their personal lives to
make them feel that they are valued. Whenever
there are birthdays, send them greetings. Send
simple gifts for weddings or new babies.
iii. Recognize the good – It is a cliché but, it is
essential. Whenever an employee did a great
job, recognize their efforts. This will result to
domino of employee motivation and going
beyond the call of duty. On the other hand,
negative performance also gets feedback but in a
discrete, private and proper correction.
iv. Learn the value of fringe- it is not necessary that
the bonus that you give your employee is big or
expensive. Employees have to believe that the
value of their bonus is big enough for their
efforts.
v. Promote from within - The first option when there
are vacancy must be the employees that are
already at the organization. Management must
invest on training programs that will prepare their
potential employees for a position instead of
hiring externally.
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vi. Bring on the fun - organizations can organize

parties or fun activities that will promote social
interactions and camaraderie.
4. Staff morale and Motivation

 Motivation is the inner drive which prompts employee to
act in a certain way that is influence of a lot of factors.
 As the life-blood of all organization, human resources greatly
affects the success of the department since they are the ones
who perform specific tasks to attain the goal. Withso, retaining
the most efficient and effective staffs is a very challenging
task among HR personnel and the management.
 Therefore, motivation has great effect on employee’s
performance. When an employee is motivated, he will show
great enthusiasm and will be satisfied in the institution where
he belongs.
 Abraham Maslow formulated in 1943 the theory of needs that
aids the management in determining what drives employee
motivation. Maslow explained that motivation is an ascending
series of urges that has to be satisfied. Employees who are
dominated by the lowest group of need will remain unsatisfied
until such time that need will be filled. When that happens,
employees tend to play and active role to the organization.
The next higher need in the pyramid will therefore be pursued
by the employees. Management must know if their manpower
are motivated or not. Figure 3.
 Theorist named Frederick Taylor on the other hand said that
the working environment is the source of dissatisfaction. This
theory is called, two-factor theory that is classified into
motivational factors and hygiene factors. Mostly intangible,
motivational factors include advancement in the job, personal
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growth, self-fulfillment and recognition. While hygiene factors

includes worker’s pay, fringe benefits or quality of supervision.
Figure 4.
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*Conner, C. (2014). Six ways to increase employee morale and performance

without giving a raise.Forbes Magazine.Retrieved from
https://www.forbes.com/sites/cherylsnappconner/2014/09/11/6-ways-to-
increase-employee-morale-and-performance-without-giving-a-
raise/#3725a7964977.
Let’s Check
Morale, Motivation and Personnel Performance let us try to check your
understanding on the various topics. Write T if the statement related to
staff development is correct and F if false.
1. Morale is concrete which means it can be seen or isolated

___________________.
2. Motivation is an essential aspect of morale ________________.
3. In order to boost employee’s morale and motivation, department
heads should establish oppressive way of management
_______________.
4. Favoritism will have a positive impact on staff motivation
________________.
5. Motivation refers to confidence in the means of goal attainment
______________.
6. -10 Provide five among the six ways to increase employee morale
and performance without giving a raise.
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Let’s Analyze

CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Little
research is
applied
Research /sources
may be
limited or
questionable
report questionable
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1. Define the concept of Morale and Motivation.

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2. Explain the influence of motivation on employee performance. Cite
concrete example.
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Reference:
In a Nutshell
1. Pay is not only the one thing that motivates employees.

2. Induction process is most of the time disregarded but
appears to be an important process that will contribute to the
achievement of organizational goals.
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Your Turn
1.
2.
Q and A List
1.
2.
3.
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4.
5.
KEYWORD INDEX
Morale Motivation Performance Hierarchy of Needs
Big Picture in Focus: ULOc. Describe the importance of Job Analysis, Job
Satisfaction and Performance
Metalanguage
In this section, the essential terms relevant to the study of Human

Resource Management and to demonstrate ULOc was operationally defined
and discussed in the essential knowledge to establish a standard frame of
reference as to how the texts work in your chosen field or career. You will
encounter these terms as we go through the study of HR Management.
Specific discussion per topic shall be provided in the later part to help you
understand more about the scope in studying this course.
Please proceed immediately to the “Essential Knowledge” part
since the first lesson is also definition of essential terms.
Essential Knowledge
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1. Job Analysis and Description
i. Task - This means the specific work activity
that is done to create an output.
ii. Duty - number of tasks that are related to
performance of events
iii. Position - Means the combination of duties
and responsibilities that are performed by
one employee.
iv. Job - This refers to one or more position in
the organization that has similar duties
v. Job specification - It is a written description
of designated set of qualifications, skills or
education for the job. Stated also in the job
specification the minimum and acceptable
human qualities necessary
vi. Job Classification - grouping of jobs on
specific basis like pay or kind of work. It is
used as simplified method of job analysis.
vii. Job description - factual, organized written
summary of duties and responsibilities
required. It tells what has to be done, how
and why the task is done.
viii. Job Analysis – is an essential HR function
that gathers information related to the
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specific job’s responsibility and operations.

The job analysis also determines the
minimum acceptable qualifications
necessary for the job and identifies the
similarities and differences in work. Nearly
all of the function in HR management uses
the results gathered from a job analysis –
recruitment, selection, compensation,
training, development, safety and health,
discipline and so on. Example in
compensation administration, through JA
we can strategically determine the exact
pay for a job and compare similar individual
tasks across the organization. Job analysis
plays the foundation for a well written job
description and job specification.
2. Job Satisfaction and Performance
 Job satisfaction is the state, quality or level of
fulfillment an employee feels towards his job
together with the various facets of the job like
supervision, nature of work or pay. It is measured
by the employee’s effort towards the
actualization of the organizational goals. There
are a lot of researches actually on what variable
significantly influence job satisfaction.
 Job satisfaction is also seen as a measure
between need satisfaction of employees and the
organization’s performance which is seriously
influenced by the current organizational climate.
 Various theorists shared their perspective
regarding job satisfaction like Simmons (1973) a
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human relations movement scholar said that the

high morale leads to increase productivity since it
is believed that a happy worker will work
productively.
 Researches proves that job satisfaction and
employee effectiveness of performance is related
with some factors that include:
i. Equitable pay
ii. On time payment of salary
iii. Attractive fringe benefits
iv. Conducive working environment
v. Good relationship between colleagues
and other member of the organization
3. Job Performance Appraisal
 The only way for us to determine the productivity
of an employee if through appraisal techniques.
He must be evaluated based on his duties and
responsibilities. Job performance appraisals are
either quantitatively or qualitatively done.
Employees are measured or monitored to
effectively reward a job well done or to detect
corrections needed for improvement.
 Performance appraisal major goal is to focus on
achieving results. A HR activity wherein an
employee’s performance during a specific period
of time is observed and evaluated on a basis of
systematic uniform performance standard.
 There are also criteria to be considered when
conducting Performance Appraisal that includes:
i. Relevance – performance scope must be
only limited to the duties and
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responsibilities stipulated on the employee

job description
ii. Reliability – every employee with same
job must have the same evaluation to
make it consistent and not biased
iii. Freedom from contamination – the
evaluation tool must also be free from
indicators that are not controlled by the
employee like poor equipment or lack of
resources.
 Methods in appraising employees differ from one
organization to the other. Added to that, the most
common are annual evaluation using a
standardized form. It is when a superior or the
immediate head will evaluate their subordinates.
However, it is noted to be subjective and
oftentimes vindictive.
 Benefits of Job Performance Appraisal
i. Results of performance appraisal include
detection of weaknesses in performance
and employees will be subjected t
trainings to develop certain skills.
ii. Develop camaraderie and relationships
among staffs, to be able to understand
one another
iii. Career development through conduct of
in-service training
iv. Leads to enhanced learning opportunities
v. Significantly contributes to the efficiency
and morale of the employees
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*Corpuz, C. (2013). Human Resource Management (3rd edition). Rex

Bookstore, Inc.
Let’s Check
Induction of Personnel, let us try to check your understanding on the
various objectives of the induction process. Write your answer on the
space provided.
1. These are the combination of duties and responsibilities that

are done by an employee.___________________.
2. Good pay, regular payment of salary, attractive fringe benefits,
friendly colleagues and ______________ are some factors that
influences job satisfaction.
3-4 The end results of Job Analysis are ____________ and
______________.
5. What criteria of performance appraisal states that evaluation
tools must be free from things that an employee cannot control
_____________________.
Let’s Analyze

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CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Little
research is
applied
Research /sources
may be
limited or
questionable
report questionable
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1. Imagine that job performance appraisal do not exist, what do you think
will be the effect on the organization?.
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2. Search for the pay structure of employees from Philippine National
Police for 2020.
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Reference:
In a Nutshell
1. Task, duties, position and job are different terms used

interchangeably in management.
2. Employees must know that they are evaluated and in what
duties and responsibilities.
Your Turn
1.
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1.
Q and A List
1.
2.
3.
4.
5.
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KEYWORD INDEX
Job Analysis Job Description Job Specification Job Classification

Satisfaction Performance
Appraisal
Big Picture D
expected to
a. Describe the nature of Safety, Security and Health Services

b. Explain Staff conduct and Discipline
c. Discover the importance of Organizational Culture and
Personnel Commitment
Big Picture in Focus: ULOa. Describe the nature of Safety, Security and Health
Services
Metalanguage
In this section, the essential terms relevant to the study Human

Resource Management and to demonstrate ULOa was operationally defined
and discussed in the essential knowledge to establish a standard frame of
reference as to how the texts work in your chosen field or career. You will
encounter these terms as we go through the study of HR Management.
Specific discussion per topic shall be provided in the later part to help you
understand more about the scope in studying this course.
Essential Knowledge
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1. Staff Services: Safety, Security and Health Services in
Organization
 Safety, Security and Health Services in
Organization is a vast concept that is necessary
for organizations to follow since there are laws
governing this aspect in management. In the
previous chapter, we were able to discuss
Maslow’s Hierarchy of Needs. Safety and
Security is on the third level of Human Needs.
 There are also implementing rules and
regulations governing OSH specifically, the
Philippine Republic Act No. 11058 of 2018
entitled “An Act strengthening Compliance with
Occupational Safety and Health Standards and
providing Penalties for Violations Thereof” aims
to strengthen the Health, Safety and Social
Welfare Benefits of employees under the Labor
Code of the Philippines.
2. Safety and Security Services
 Employees feel secure in a lot of ways, although
it is undeniable that many organizations do not
put weight on the importance of occupational
safety and health especially those who are not in
the industrial businesses. Employees feel secure
when they are working in an organization
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wherein their basic needs are met. That is why

the organization must make sure that their
employees are paid on time without delay, and
ofcourse accurately.
 Employees also feel secure when they are
promoted. A good position in the organization
gives them extra security in terms of monetary
rewards after a promotion is granted. The
management therefore must look after the
movement of employees and take note
employees with exemplary performance.
 The management must also protect their
employees from environmental hazards in the
working environment just like danger, bodily
harm, deprivation loss of job and threat.
 Through in-service training, the management can

ensure the safety and security of the workers in
many ways. In-service training provides them an
additional educational background and it could
enhance employee’s self-esteem. The
management must make sure that deserving
employees attends in-service training and make
effort.
 As part of staff service, the organization must
provide transparent information on where the
organization is heading. Employees feel secure
when they know the management’s goals and
objectives. Employees must be guided by the
management in fulfilling their roles and
responsibilities. Some employees need a certain
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form of security measures because of the tasks

they perform.
3. Health Services
 One of the major concerns of an employer is also
the mental and physical well being of their
employees. Since we also believe that health is
wealth. The distinction between health and safety
is somehow arbitrary in a sense that, “safety
means the hazards resulting in direct injuries
such as cuts, bruises, sprains, impaired hearing,
broken limbs and loss of eyesight”. While health
means the role of working environment in
producing diseases and illness.
 Employers need to ensure the good health of its
employees especially those who are working in
hazardous working environment. Periodic
examinations are mandatorily done and medical
consultations can help serve this purpose.
Another health service the management can
offer is in line with movement of employment or
transfer among employees. Employers should be
able to make recommendations regarding staff
health conditions so that those with notable
sickness that can affect performance should be
transferred to more safer workplace.
 Since the Philippines economy as of now is “not
buoyant”, there is little the administration can do
about health services. However, the passing of
the Republic Act 11058 is a manifestation that
the government starts to take leaps on ensuring
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that the employees are safe in the workplace.

The World Health Organization commends this
action that will require each and every employers
to comply with the occupational safety and health
standards informing employees with the hazards
in the workplace. In this law, employees have the
every right to refuse to work in unsafe working
condition. The employers must provide protective
equipment and necessary facilities and
resources to keep employees safe.

Let’s Check
Staff Services: Safety, Security and Health Services in Organization, let
us try to check your understanding on the topic. Write your T is the
statement related to Safety, Security and Health Services in Organization
in correct or F is the statement is false.
1. Philippine Republic Act No. 11058 of 2018 is entitled “An Act

strengthening Compliance with Occupational Safety and Health
Standards and providing Penalties for Violations Thereof”
2. Employees feel secure when they are working in an organization
wherein their basic needs are met.
3. Periodic examinations are not mandatory and medical consultations can
be done on the employee’s expense.
4. In Abraham Maslow’s hierarchy of needs, Security and Safety is at the
2nd level of needs.
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5. The management can also ensure the safety and security of the
workers through in service training.
Let’s Analyze

CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Thorough legitimate Research is Little
and scholarly applied and is research is
legitimate research is loosely applied
Research scholarly clear and is applied /sources
research is applied throughout may be
clear and is throughout written limited or
applied the written report/sources questionable
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report questionable
1. Search for an American company practices excellent employee

occupational safety and health. Cite examples of those activities.
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2. Explain staff services in terms of safety and security.
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Reference:
In a Nutshell
.
1. Safety and security policies are applicable in all types of
industry. Either industrial or not.
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2. As part of management effort in line with safety and

security, employers must consider employee’s health
conditions before assigning them on specific tasks.
Your Turn
1.
2.
Q and A List
1.
2.
3.
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4.
5.
KEYWORD INDEX
Occupational Safety Health Services

and Health
Big Picture in Focus: ULOb. Explain Staff conduct and Discipline
Metalanguage
In this section, the essential terms relevant to the study of Human

Resource Management and to demonstrate ULOb was operationally
defined and discussed in the essential knowledge to establish a standard
frame of reference as to how the texts work in your chosen field or
career. You will encounter these terms as we go through the study of
Human Resource Management. Specific discussion per topic shall be
provided in the later part to help you understand more about the scope in
Essential Knowledge
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1. Staff Conduct and Discipline in Organizations

 In order to maintain a peaceful, harmonious working
environment, there should be a proper conduct among
employees. It is reasonable that stakeholders be
concerned with public expectation in line with conduct
even in different social units, may it be an institution,
government, private establishment or a religious
organization.
 But what do we actually mean when we say conduct and
discipline?. It is universally agreed that everyone in every
organization from rank-and-file employee to managers
needs to be “highly disciplined ad of good conduct” since
they all brings the organization with them.
 Conduct is a general behavior or manners of directing or
managing affairs of all staff within the organization.
Therefore, conduct will mean the good behaviour
expected of all staffs within the organization.
 Discipline like education is difficult to understand and
define. We will know an educated man when we will
meet one but to determine what makes us call him
educated is difficult. The same way with discipline. When
we met a disciplined man, what makes him the way he is
not easy to define. Is disciplined person means
conforming to all rules and norms? A person who is
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compliant to all orders? To these people discipline

conjures up a picture of any army parade ground, with
soldiers responding instantly.
 The discipline is from the word ‘disciple” that means, a
follower. In an organizational concept, a rank-and-file
employee to a manager/leader. Staffs means willingness
in obedience to the immediate head, rules, regulations as
well as work behavior that is generally acceptable to the
organization.
2. Staff conduct
 Above it was defined that conduct is the general
acceptable behavior of an individual. These behaviors will
determine the manners of the individuals acts on his
activities and sense of direction.
 It may sound a cliché but, the employees are the main
factor in achievement of organizational aims, aside from
the management’s leadership. As such, the employees
are expected to be in their best behavior or conduct.
Example, employees are expected to have personal
conduct – dedication and hardwork. Wearing
professionally is another way of showing good conduct.
Employees are expected not to wear shorts or sleeves at
work instead, to dress up and tidy themselves. No
employee must come to work drunk or smoke within
office premises. Another example of good conduct is
being at work on time and not leaving work when it is not
yet time.
 All employees must be disciplined enough a such the
management should provide those conditions that are
conducive for self-discipline on the part of the employee,
let them be informed the requisites of their job as well as
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the conditions which relate to their employment.

 It cannot be avoided that sometimes employees exhibits
unusual behavior that is below expectation. Withso, the
management has the right to impose any disciplinary
measures if needed. Very common example of which are
absenteeism, tardiness, late submission of reports,
inefficient discharge of duties and responsibilities or
abandonment of work and all other actions that constitute
signs of indiscipline.
 Example of serious misconduct that requires disciplinary
actions are falsification of documents, coming at work
drunk or converting company properties to personal use.
It is the responsibility of the management to take actions,
setting as to where and when if necessary.
 Although there are many possible approaches in dealing
with employee misconduct that are friendlier in manner
like, informal discussion, interview, query and others.
However, these informal talks serve as counseling and
helps employee more. Added to that, the immediate head
can make advices and make employers more concerned
to their employees. Employees are expected to be more
loyal, patient, enthusiastic, honest, resourceful and
creative in their work.
3. Professional Conduct – This refers to behavior and conduct of
an employee towards his profession. They are expected to
understand well the principles of the job, master what they do
since this will give them positive attitude towards work.
4. Staff discipline
 When genuine efforts are made, it is not difficult to
maintain discipline among employees. Especially when
your employees are professionally trained, they already
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understand the value of discipline and respect even

before they are hired in the position. Dynamic leadership
and the recognition of individual differences are the basis
of approach to individual’s problems.
 The management can be assured of the cooperation and
adherence from almost all of the employees. We should
always remember that self discipline is not externally
influenced or imposed. It is not based on any fear,
employees displays courtesy, respect, consideration,
honesty, professionalism, good speech and punctuality.
 Employees are expected to cooperate in the organization
in pursuit of maintaining and following rules, work hard
and behave well under favorable conditions. The
management should adopt and maintain this sense of
respect for every employees.
 There might be instances that an employee refused to be
corrected or to change a behavior that is not acceptable.
The management can give oral warning to show that
actions will be done and serious step will be taken when
employees misconducts.
5. Approaches in Maintaining Discipline among staff
 A good discipline should be maintained to help the
employees adjust to the social and personal forces of
his experiences. There will be sometime when
employees need to adjust to the culture of the
organization. A reasonable degree of cooperation,
consistency and conformity of behavior is expected
from the staff.
 Therefore, there are approaches being listed that can
be taken if necessary, to maintain certain behavior
among employees:
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i. Positive approaches stresses that employee

discipline should not be a separate area in
administration. As such, employees should
understand that all regulations and rules are
enacted for the welfare and harmonious
workplace.
ii. Management should treat employees kindly
and endeavor to pursue positive reinforcement
in assisting employee to develop his conduct.
iii. Any organizational rules must be flexible,
simple, clear and they should not be too harsh
for employees. Consultation from the
employees must be conducted during the
formulation of rules so that it can easily be
obeyed.
iv. Every employees must be aware of the existing
rules and regulations. It must be distributed
and posted in all bulletin boards or any place
that is accessible.
v. Communication is also an important approach.
There should be a line of communication
among employees and management. If
possible, there should be a brief meeting to
know if employees have existing problems.
During meetings, the management can
cascade the state and development of the
organization.
vi. The management team should also maintain
discipline.
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Let’s Check
Staff Conduct and Discipline in Organizations, let us try to check your
understanding on the various topic. Write T if the statement related to
staff development is correct and F if false.
1. Religious organization needs not to impose rules on conduct and

discipline since they are already good people.
2. Rules must be flexible, complex, clear and they should not be too
harsh for employees.
3. General behavior or manners of directing or managing affairs of all
staff within the organization is called discipline.
4. The management cannot give warning to employees misconducts.
5. It is the employee’s mere responsibility to know all the rules.
Let’s Analyze

Staff Conduct and Discipline in Organizations, I will not require you to
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CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Little
research is
applied
Research /sources
may be
limited or
questionable
report questionable
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1. Create some strategies you can utilize to maintain employee discipline.

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2. Cite some act of misconduct among employees in your
organization/school. Discuss some steps you considered in managing
misconduct.
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Reference:
In a Nutshell
1. The management who imposes discipline must also be
disciplined enough and has self-control.
2. Sometimes, the essence of discipline is over-emphasized. We
must not forget that the purpose of these models are to mould
employees’ character through their own conduct.
Your Turn
1.
2.
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Q and A List
1.
2.
3.
4.
5.
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KEYWORD INDEX
Professional Conduct Staff Discipline
Big Picture in Focus: ULOc. Discover the importance of Organizational Culture and
Personnel Commitment
Metalanguage
Essential Knowledge
1. What is an organization?
 The organization is the group of people who, with
consciously coordinated efforts, pursue and
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contribute to the attainment of a common purpose.

 For Elton Mayo and his associates in Fleishman
and Bass (1974), organizations are viewed as
social and economic systems. The organization can
only succeed when the leader is able to create a
good human relationship. We believe that effective
administration of any organization built on Mayo’s
submission of good human relationship as a
precondition to organizational success.
 Therefore, it can be viewed that the organization is
seen as a group of people brought together under
“able” leadership toward accomplishing common
goals. The success of any organization depends to
a very large extent on the interpersonal relationship
existing in that specific organization. Successful
leaders establish with his subordinates a good
inter-personal relationship.
2. Organizational Culture
 Organizational culture or commonly coined as
organizational climate can be referred to as the
prevailing quality and style of how people empathize
with one another. It is the prevailing person-to-
person atmosphere in the organization as sensed by
people outside and inside the organization.
 When employees talk about organizational climate,
they are referring to how managers, employees,
administrators and other staff feel about the existing
relationship between members of the organization
with regard of the following:
i. The level of friendship among the members
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of the employees;
ii. The relationship between the managers
and the employees;
iii. The level of cooperation between the
management leadership and the
employees;
iv. The ways regulations and rules are applied
and obeyed.
 Organizational climate can be classified as either
favorable or unfavorable. In almost all organizations,
it is sad to note that organizational climate is
unhealthy. The atmosphere is charged, employees
suffer in silence and refuse to share their work, and
constant outbursts are present. These sample
situations are often caused by the use of
inappropriate leadership styles.
 Other leaders rely on use of force to get
cooperation of his employees to do their task or
respect and obey him. However, force is known to
most likely result in damaged and negative
relationship, which in turn, will tend to work against
the effectiveness of the organization.
 It is important for the management to know that a
healthy organizational climate is not a work of an
individual but, of the group. The following are
included the functions for a healthy organizational
climate:
i. Where ideas and feelings can be openly
expressed
ii. Ideas are assessed on its own merit rather
than on the basis of who offers it
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iii. The employees work together as a whole

rather than as small groups
iv. Respect with individual personality which is
reflected through professional behavior
v. enthusiasm for working is sensed in the
workplace
 Stakeholders usually consider the organizational

climate they are related with. Since they can sense
unfavorable, unhealthy climate. If the department
head is arrogant to his employees, the employees in
turn will be unhelpful and disrespectful. The
stakeholders who will keep coming in the
organization will know this unhealthy climate. On the
other hand, if they find the atmosphere healthy,
where cooperation, humility and calmness is among
employees, the stakeholders will appreciate the
organization more.
 The leaders have also a great role in maintaining
organizational climate. The following are example of
ways a manager can help improve the climate:
i. Leaders must have positive attitudes, values
and behavior to work with his employees
ii. Applying appropriate leadership style in
every decision making
iii. Imposing organizational rules fairly
iv. Showing respect for human dignity
v. Promoting originality and creativity among
the employees
3. Personnel Commitment to work in organization
 The concept of personnel commitment to work
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simply means the total sacrifice that personnel have

to make to ensure the attainment of the
organization’s basic objectives.
 It means personal investment since it entails loyalty
to the organization of the subordinates and their
willingness to make efforts towards positive
realization of the basic objectives.
 Personnel commitment to work is formed in terms of
individual experience and social context. Meaning,
the behavior of the staff to his work depends on the
nature of an individual; how he is as a person, the
nature of the work, reward system, how he relates
with colleagues and the general atmosphere in and
outside the organization.
 Personnel commitment to work is a predisposition of
the staff to perceive, evaluate and act in a particular
way to the tasks assigned to them within and outside
organization, which is relatively enduring.
Commitment to work is made up of elements
namely, feelings (like or dislike), beliefs and values
(of truth and falsehood) good and bad, and a
predisposition to act.
 Organizations can’t be effective unless subordinates
are committed to their work under the leader which
makes policies clear and assigns work schedules to
staff after the group has democratically approved of
the schedule.
 The best organization is described by the following
factors: personnel’s high commitment to his work, an
organization which is resultant from consideration of
their leader’s personal need satisfaction. Therefore,
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the effectiveness of the organization also depends

on employee’s level of commitment and the role the
leader is having. When the employee know that they
are heard and needs satisfied by their leaders, this
will result to positive commitment to work.
 As discussed on previous chapters, when
employees are motivated, there will be expected
change on their attitudes towards work. Since happy
staffs will always be committed and it depends on
three basic factors namely, the employee itself, the
job and organization.
 However, there are existing problems that are not
controlled by the organization that greatly affects the
commitment of work. Examples of which are family
issues, nature of the community he belongs, the
influences of existing social groups, employee’s
location of home and experiences also has
significant effects. Commitment also by employees
evolves from the motivation given by the
management and its leaders who shows them care
and satisfying their needs.
 Employees also look for challenges in the
organization when he wanted to commit to work and
overcomes it. Some employees also finds
colleagues who are committed, too “colonial” and
submissive to rules and regulations.
 That is why, to properly compensate employees who
dedicated so much in their work, they should be
given with proper promotion and opportunities for
growth, train them for future possible opportunities.
4. Organizational effectiveness - The following theorists
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described Organizational effectiveness as follows:

 Herbert (1976) said that organizational effectiveness
is the overall achievement of results by the
organization which might be achieved by an
increase in the effort for production, threats,
incentive system, and so on.
 Elbing (1978) sates that the organizational
effectiveness is the capacity to survive, adapt,
maintain itself and grow despite of the function it
fulfills.
 To elaborate those definition mentioned above,
organizational effectiveness is gained when
leadership insists on being both people centered
and output centered. That is why, organizations
need to adopt and accomplish organizational tasks
with sense of competence.
 There are three groups on which legitimate
leadership are based:
i. Leader-oriented where leaders takes
the decision making alone and no
delegation of authority and little
orientation to rules and regulation
ii. Patriarchal leadership is where
decisions and commands are bound
by standard.
iii. Bureaucracy rules and regulations
exists and decisions are shared to
everyone in the organization.
 Leadership is a dynamic interaction between leaders
and each of his subordinates. It varies on the quality
of routine application of policy and practices to an
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active sharing of the leadership role with the

subordinates finishing the group’s conditions that
allow subordinated to choose courses of action that
will reach their goals and those of the organization.
 It is the duty of the management leaders to create a
conducive climate that will make his subordinates
behave positively, as the success of the organization
depends on how employees behave.
 Now, what does influences the behavior of
employees to the organizational demand?
Organization cooperating under favorable climate is
most likely to have members acting alike in the
matter that prevail in the organization. Although
behavior is influenced by the environment is partly of
a person’s own making. By heir actions, people play
a role in forming the social setting and other
circumstances that arise in their daily transactions.
 As long as employees remain their membership
within an organization, they have similar status even
if their behavior may differ. They need arises of
employees who are competent to be appointed to
head of the organization. The behavior of employees
and the process by which they interact with each
other are the means which the goals are attained.
Behavior and interaction are the same means by
which potential energy and motivation are converted
into results.
 In summary, we can conclude that the more
consistent the behavior as well as interactions are
with organization’s goal, the more efficient the
organization is when it comes to job performance.
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The idea of managing an organization is the idea of

managing and guiding human behavior.

Let’s Check
Organizational Culture and Personnel Commitment, let us try to check your
understanding on the various topics. Write your answer on the space
provided. Fill in the blank to complete the sentence related to Organizational
culture.
1. _________________ is the group of people who, with consciously
coordinated efforts, pursue and contribute to the attainment of a
common purpose.
2. Organizational culture or commonly coined as organizational
____________.
3. The management needs to know that a healthy organizational climate
is not a work of an individual but, of the ___________.
4. _____________________ to work simply means the total sacrifice that
personnel have to make to ensure the attainment of the organization’s
basic objectives.
5. to 7Commitment to work is made up of elements namely,
_____________, ___________, and a predisposition to
_____________.
8. In Leadership _____________, leaders has no delegation of authority
and takes the decision making alone.
9. ________________ is a dynamic interaction between leaders and each
of his subordinates.
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10. Rules and regulations exists and decisions are shared to everyone in
the ____________ kind of leadership.
Let’s Analyze

CATEGORY 4 3 2 1
Information
Information
clearly
clearly Information
relates to the
main topic. It
Quality of includes
information several
supporting
details
and/or given.
and/or
examples
examples
Information
is very
Information
is organized
with well-
constructed
paragraphs
only
and sub-
headings
All sources
are
accurately
Sources documented
but few are
in APA
format
Thorough legitimate Research is
Little
and scholarly applied and is
research is
legitimate research is loosely
applied
scholarly clear and is applied
Research /sources
research is applied throughout
may be
clear and is throughout written
limited or
applied the written report/sources
questionable
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report questionable
1. Elaborate the influence of organizational climate to employee’s

commitment to work.
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2. Explain the effect of employee’s commitment to work on the
organizational effectiveness and productivity.
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Reference:
In a Nutshell
1. The human resources are the life-blood of the organization, the

amount of dedication they give to work and their commitment also
affects the achievement of goals.
2. The stakeholders also senses the status of organizational
climate and it also affects their perception on the organization.
Your Turn
1.
2.
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Q and A List
In this section, you may list down all emerging questions or issues to help you in
your review of concepts and essential knowledge. Answers will be specifically
tackled in the scheduled video conferencing.
1.
2.
3.
4.
5.
KEYWORD INDEX
Organization Organizational Organizational Personnel
Culture Climate Commitment
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COURSE SCHEDULES
Activity Date Where to submit
Virtual Class Orientation August 19, 2020 via Zoom

Video Conference (Big August 28, 2020 via Zoom
Picture A)
Big Picture A: ULOa August 31, 2020 via Quipper.com
Activities
Big Picture A: ULOb September 1, 2020 via Quipper.com
Activities
1st Examination September 4, 2020 via Quipper.com
Video Conference (Big September 9, 2020 via Zoom
Picture B)
Big Picture B: ULOa September 14, 2020 via Quipper.com
Activities
Big Picture B: ULOb September 15, 2020 via Quipper.com
Activities
2nd Examination September 18, 2020 via Quipper.com
Video Conference (Big September 23, 2020 via Zoom
Picture C)
Big Picture C: ULOa September 28, 2020 via Quipper.com
Activities
3RD Examination October 2, 2020 via Quipper.com
Video Conference (Big October 7, 2020 via Zoom
Picture D)
ONLINE CODE OF CONDUCT
(1) Allteachers/CourseFacilitatorsandstudentsareexpectedtoabidebyan
honor code of conduct, and thus everyone and all are exhorted to
exercise self- management and self-regulation.
(2) Faculty members are guided by utmost professional conduct as

learning facilitators in holding OBD and DED conduct. Any breach
and violation shall be dealt with properly under existing guidelines,
specifically on social media conduct (OPM 21.15) and personnel
discipline (OPM21.11).
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(3) Allstudentsarelikewiseguidedbyprofessionalconductaslearnersinatte
nding OBD or DED courses. Any breach and violation shall be dealt
with properly under existing guidelines, specifically in Section 7
(Student Discipline) in the Student Handbook.
(4) Professional conduct refers to the embodiment and exercise of the
University’s Core Values, specifically in the adherence to intellectual
honesty and integrity; academic excellence by giving due diligence
in virtual class participation in all lectures and activities, as well as
fidelity in doing and submitting performance tasks and assignments;
personal discipline in complying with all deadlines; and observance
of data privacy.
(5) Plagiarismisaseriousintellectualcrimeandshallbedealtwithaccordingl
y.The University shall institute monitoring mechanisms online to
detect and penalize plagiarism.
(6) All borrowed materials uploaded by the teachers/Course Facilitators

shall be properly acknowledged and cited; the teachers/Course
Facilitators shall be professionally and personally responsible for all
the materials uploaded in the online classes or published in
SIM/SDL manuals.
(7) Teachers/Course Facilitators shall devote time to handle OBD or

DED courses and shall honestly exercise due assessment of
student performance.
(8) Teachers/Course Facilitators shall never engage in quarrels with

students online. While contentions intellectual discussions are
allowed, the teachers/Course Facilitators shall take the higher
ground in facilitating and moderating these discussions. Foul, lewd,
vulgar and discriminatory languages are absolutely prohibited.
(9) Students shall independently and honestly take examinations and

do assignments, unless collaboration is clearly required or
permitted. Students shall not resort to dishonesty to improve the
result of their assessments (e.g. examinations, assignments).
(10) Students shall not allow anyone else to access their

personal LMS account. Students shall not post or share their
answers, assignment or examinations to others to further academic
fraudulence online.
(11) By handling OBD or DED courses, teachers/Course

Facilitators agree and abide by all the provisions of the Online Code
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of Conduct, as well as all the requirements and protocols in

handling online courses.
(12) By enrolling in OBD or DED courses, students agree and abide by

all the provisions of the Online Code of Conduct, as well as all the
requirements and protocols in handling online courses.
Monitoring of OBD and DED
(1) The Deans, Asst. Deans, Discipline Chairs and Program Heads shall
be responsible in monitoring the conduct of their respective OBD
classes through the Blackboard LMS. The LMS monitoring protocols
shall be followed, i.e. monitoring of the conduct of Teacher Activities
(Views and Posts) with generated utilization graphs and data.
Individual faculty PDF utilization reports shall be generated and
consolidated by program and by college.
(2) TheAcademicAffairsandAcademicPlanning&Servicesshallmonitortheco
nduct of LMS sessions. The Academic Vice Presidents and the Deans
shall collaborate to conduct virtual CETA by randomly joining LMS
classes to check and review online the status and interaction of the
faculty and the students.
(3) For DED, the Deans and Program Heads shall come up with
monitoring instruments, taking into consideration how the programs go
about the conduct of DED classes. Consolidated reports shall be
submitted to Academic Affairs for endorsement to the Chief Operating
Officer.
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Course prepared by:
VIRNEX R. GIAMALON
Name of Course Facilitator/Faculty
Course reviewed by:
DR. RAIZA MAE C. NARCISO

Name of Program Head
Approved by:
GINA FE G. ISRAEL, EdD

Name of Dean
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DEPARTMENT OFBUSINESS ADMINISTRATION EDUCATION

Human Resource Management Program

Department of Business Administration Education

Physically Distanced but Academically Engaged

Self-Instructional Manual (SIM) for Self-Directed

Course/Subject: BAHR 211– Human Resource

Name of Teacher: VIRNEX R. GIAMALON

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT

Part 1. Course Outline and Policies ...................................................... 1

Big Picture B: Unit Learning Outcomes ............................................. 41

Big Picture C: Unit Learning Outcomes ............................................. 72

Big Picture D: Unit Learning Outcomes ............................................. 106

Big Picture in Focus:ULOa ……………………………………………… 106

Course : BAHR 211–Human Resource

Course Facilitator: Virnex R. Giamalon

Course Outline Policy

Areas of Concern Details

If the assessment task is done in real time through

Turnitin To ensure honesty and authenticity, all assessment

Re-marking of You should request in writing addressed to the program

If disapproved by the course coordinator, you can

All culled from on-campus/onsite sessions (TBA):

Submission of the final grades shall follow the usual

Student Communication You are required to create an email account which is a

Contact Details of the Dean Dr. Gina Fe G. Israel

Contact Details of the Dr. Raiza Mae C. Narciso

Help Desk Contact Dean’s Office

a. Describe the nature of Human Resource Management

Big Picture in Focus: ULOa. Describe the nature of human resource

1. Management – To be able to fully understand the concept of

that managerial ability and success depends on

2. Human Resource Management – is about the policies,

*Bueno, D.C. (2016). Theory and Practices of Human Resource Management.

*Noe, R. et. al, (2020). Fundamentals of Human Resource Management (8 th

1. Human Resource management is the heart of the organization.

Do you have questions or clarifications?

Management Human Resource HR Practices Company

1. Functions of Human Resource Management – Now, after defining Human

this HRM function. It also involves the meticulous

the business, its industry and its competitors.

*Bueno, D.C. (2016). Theory and Practices of Human Resource Management.

*Noe, R. et. al, (2020). Fundamentals of Human Resource Management (8 th

Function Responsibility Skill

Research Activity 1.Getting acquainted with the essential terms in the

documented documented but many are accurately

1. Why do you think it is important to get the right people to do the

2. How the HRM responsibility did became a “strategic partner”?

1. The alignment of organizational goals and HR goals are essential

Do you have questions or clarifications?

Staffing Rewards Employee Employee

1. Recruitment and Selection Processes – There are steps in Recruitment and

recruiter to know more about the candidate.

process however evades Ubeku’s Pentagon Peg

interviewer may start asking questions related to

Screening Applications and Resume

*Bueno, D.C. (2016). Theory and Practices of Human Resource Management.

*Noe, R. et. al, (2020). Fundamentals of Human Resource Management (8 th

____1. This kind of interview enables the recruiting officer to