San Gabriel, Brylle Allan P.

Villanueva, Ma. Socorro G.

3BES1
February 16, 2015

1. A Change of Role: Human Resource Management as a business

strategic partner
Many organizations have been dwelling on the ongoing evolution of HR as a business strategic
partner, contrary to maintaining the personal touch culture. Everything else can be replicated, a reason
that makes people a companys most important asset and a source of competitive advantage. That being
said, we can explore how HR should transform itself into a more effective resource for the organization, to
potentially earn a place at the top.

2. The Effects of maintaining the health and well-being of employees on

organizational commitment.
HR needs to help the business examine working practices to make sure
everyone is flexible and efficient as possible. Meaning, an employees fundamental
purpose and needs should not be undermined by their job. C ompanies also need to draw on
some of the last thinking about resilience and find new ways to support
employees. Beyond that, commitment and satisfaction shall work hand in hand
to be able to maintain a harmonious reputation.
3. Difference between Traditional Marketing Theory & Advanced WebBased Hiring: determining which is more efficient in recruiting new
talents.
HR software now makes it possible to automate many of the routinary
tasks that take up so much time that could make their job so much easier
without needing specialist. Speeding up the recruitment process was identified
as the second most important benefit of purchasing recruitment. The market for
recruitment automation is growing fast. Almost a quarter plan to do so within
the next years.

4. The effect of education-job mismatch on employees productivity.

The study aims to find out the impact of an employees attained level of
education and the relatedness of the college degree program on the skills the
employees have acquired for them to be able to perform well in their selected
jobs.
REVIEW OF RELATED LITERATURES :
What Do Educational Mismatches Tell Us About Skill Mismatches? A
Cross-country Analysis
While other study focuses on educational mismatch in terms of attained
level of education i.e. over- or under-educated, Allen & De Weert (2007) aimed
to find out through a cross-country analysis the mismatch of knowledge acquired
in higher education to the skills a job requires. A five-point scale survey was
used to measure mismatch between required and actual education in terms of
the relatedness of the degree course to the job; and according to the level
attained and field of education. In addition, 16 competencies were enlisted to be
also measured by five-point scale. Regression analysis was used to determine
the effects of educational and skill mismatches on the 3 dependent variables :
(1) match between education and job, (2) use of knowledge and skills acquired
at university and working life and (3) competence the graduates lack among 14,
240 participants in 5 countries: Germany, Japan, Spain, Netherlands and UK.
Results showed that conventional approach of mismatch have to be modified to better responsive forms of
relationships between higher education and work. Although the analysis shows that educational and skill
mismatches are indeed related, mismatches by no means imply mismatches between available and
required knowledge and skills.
Educational mismatch and self-employment
Previous studies have given much emphasis on the consequences of
educational mismatch on the labor market. Bender & Roche (2013) explored the
mismatch in the context of self-employment. Finding the difficulty to maintain a
wage and salary job might be the primary reason why some people resort to
being self-employed. The researches utilized a dataset with a question :
Thinking about the relationship between your work and your education, to
what extent is your work related to your highest degree? asked to 74, 229 fulltime workers. The response are then categorized into matched, moderately
mismatched and severely mismatched. Results revealed a great difference of
mismatch by gender. Furthermore, mismatch rises with age, and for workers in
Social Science, Technology, Engineering and Mathematics have a depreciating
human capital.
The impact of educational mismatch on firm productivity: Evidence
from linked panel data
Kampelmann & Rycx (2012) focused the study on the direct effect of
educational mismatch in terms of a workers attained level of education i.e. over
or under educated on a firm productivity of a worker such as absenteeism,
shirking, turnover or training. The study also shows its effect on wage and job

satisfaction, however, it did not focus on these two factors. They mainly
investigated the effect of reaching the required education of the job and whether
the mismatch varies according to the age of over- or under-educated workers.
The research design used was Causal design. The study was conducted to 3, 062
firms with 8, 954 observations within the period of 1999-2006. Ordinary Least
Squares served as a tool to estimate the regression of firm-level productivity and
level of attained education. Results showed that a (1) there is a significant
positive influence between a higher level of required education and firm
productivity, (2) it is beneficial for firm productivity if both young and older
workers have additional years of over-education and (3) it causes harm for firm
productivity if young workers have additional years of under-education. From
these results, one can infer that over-educated workers have a higher
productivity all over their career because of additional skills acquired through
schooling while under-educated workers compensate their lack of productivity by
either having additional work experience or ending up in less demanding jobs.
Education-to-job mismatch and the risk of work injury.
Work injury is defined as an illness or injury that happens in relation to a
workers job, though the job does not directly cause the injury. Friedland (2003)
measured objectively and subjectively the association of over-education with
poor general mental and physical health and with chronic diseases which Premji
& Smith (2012) try to investigate. To examine the relationship, cross-sectional
data from 2003 with 50, 557 participants that had 87% response rate and 2005
with 12, 905 participants that had a response rate of 85% were used. Probability
of injury for respondents with educational mismatch were analyzed using a
series of logistic regression model. It is then revealed in the results that
respondents who have education level matched with their job skill requirements
have the lowest rate of incidence of injury. Furthermore, there is a strong
relationship between over-education and work injury among female
respondents. While among men, lower level of education attained than what the
job requires, correlates with a lower risk of work injury.
Education and job match: The relatedness of college major and work.
Unlike other studies that focused on discussing the relationship between the
years of schooling required for jobs and completed schooling, Sloane (2003) took
note of the possibility of a workers mismatch in terms of type of schooling
despite the level appropriate for the job is matched. An example Sloane stated is
an English major graduate working as a statistician. Robst (2006) addresses in
this study the match between a workers schooling and job with much emphasis
to whether the field of study in college is related to the current job. It focuses
mainly on the mismatch on the type of schooling which is an individuals college
major and job. 124, 063 people were asked to respond to a survey. The
researcher estimated an ordered logit regression with an ordered dependent
variable to categorize workers into being partially or completely mismatched. In
addition, standard wage regression was used to determine if wage effects
happen on this type of mismatch. Results showed that mismatch are prevalent
among men, disables and those who did not marry. Only 20% of the sample
reported a mismatch between their field of study and work. Finally, majors who
provide more general skills than occupation specific skills such as foreign
language studies, social science, liberal arts, computer and information sciences
are more likely to have mismatch.

5. Generational diversity in work values and attitudes among Employee

Relations Officer.

REVIEW OF RELATED LITERATURES :

Understanding Generational Diversity in the Workplace: What
Resorts Can and are Doing
The majority of the current workforce is made up of three generation and
the diversity among those generations is blatant. Within each generation is a
relatively benign but present ageist view on the surrounding generations. The
purpose of this study is to examine generational diversity issues within Human
Resource Department in order to develop management strategies that can be
employed to increase intergenerational understanding, morale and improve
productivity. Through a self administered Questionnaire the data for this study
were collected. An equal group was selected from each generational cohort. A
total of 91 employees out of 150 participated in the focus group discussions
(60.7% response rate). Transcripts from each cohort were examined by the
researchers to determine significant issues for each generation. Findings suggest
generational differences do exist and that managers can improve morale and
productivity by understanding and incorporating these differences.
Generational Differences in work values and attitudes among frontline
and service contact employees
Working side by side with different generation is no longer a surprise with
todays business environment. Having said that, Different people from different
generations has created its own challenges and opportunities for managers with
the most significant differences and major source of conflict lies within work
value. It is vital for managers to understand the underlying value structure of
each generation and differences in values among those generations for those
can be a significant strength and opportunities, it will also create and maintain a
work environment that foster leadership, motivation, communication and
generational symphony. A cross-sectional, self-administered survey instrument
was developed to gather data from the employees working. Managerial
implications and recommended strategies to manage those differences to create
and maintain a work environment that foster leadership, motivation,
communication and generational synergy are discussed.

Professionals and academics around the world have been facing a wide array of
factors for over 20 years. They became interested in bridging the gap of how

people can be managed in an efficient and effective way called Diversity

Management. It is said to provide the opportunity to attract talented candidates,
improve performance and to foster better customer relations when properly
applied. A case study design is used to propose and implement diversity
management in a detailed way such that it can be adapted to a specific
organization.
People from different organizations have worked in the same organization over
the years, but a system hierarchy and by virtue, they were separated.
Generational mixing was rare, There were no communication among the
younger workers when veterans made decisions. A top-down bureaucratic
approach; they direct and control all activities of people below working for them.
These generational differences are likely to create further conflicts in their
respective workplace, having an us vs. them mentality. Therefore, the purpose
of this study is to examine similarities and differences in the goals, expectations,
worldviews, work philosophies and values of each generation of hospitality
employees and managers for an efficient, effective and developed workplace.
Through a series of in-depth discussion (Case Study Design) date were gathered
on employees of a North American branded hotel chain with over 50 hotels
owner operated, franchised and leased. Using the data collected through a
series of in-depth focus group discussions from employees of a US hotel chain,
generational similarities and differences were identified. Therefore, this study
holds the potential for helping companies and managers to better understand
generational issues in the workplace. In addition, the results of the study will,
hopefully, serve as a base for more comprehensive research.
Effective leadership, teamwork and mentoring Essential elements in
promoting generational cohesion in the nursing workforce and
retaining nurses
The nursing workforce may have many as four generations working together.
Individuals born in each era share common life experiences that contribute to
their attitude and assumptions. There is no absolute end to these generational
groups. In the nursing culture, conflict, tension, and misunderstanding arise as a
result of cross-generational differences. Problems are subject to investigation
when differences is age, experience converge. Organizations need to understand
that that challenge linked to Generational Diversity is crucial for a cohesive
workplace. The aim of the study is to explain how effective a cohesive working
place is to assists effort and promote generational cohesiveness. A cohort design
is used to be able to see the summary of employment values and needs of the
three different eras of nurses that represent the majority of the
nursing strategies to improve the retention rates of nurses need to focus on
building a cohesive workforce by utilizing the strengths and skill sets that
characterize different generations of nurses, and creating the conditions in
which nurses across all generations feel supported and valued. Managers need
to recognise the challenges and opportunities associated with generational
diversity and understand what nurses from different generations consider as
desirable managerial traits.

BIBLIOGRAPHY

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