HUMAN RESOURCES MANAGEMENT

Dr. Irma L. Parajas College of Public Health University of the Philippines Manila

WHY HR? HR as a human capital is the driving force and the most indispensible resource, thus, the ultimate source of wealth

Why Manage HR?

The continuous development and harnessing of

their skills and welfare is imperative, they must be nurtured

People are the lifeblood of every organization

and the most valuable resource.

People make it all happen

 People are important because they:

Create ideas

Execute systems and programs

Influence change and behavior

Produce results and wealth

Why Manage HR?

There is need to manage HR to:
Harness their talents and skills Provide directions Harmonize relationships

Improve morale
Increase productivity

Deliver better services

Why is the HRM Practitioner important?

If people are important, there must be someone who should take care of them.
There is to be somebody whose sole business is HR. There must be someone to develop systems to ensure their growth. To put premium to HRM in the organization

Why is HRM in the Public Sector important? Public service . . . . . . .

Directly impacts/effects/touches lives Has the monopoly of services Provides basic social services (health,

security, school)
Is the sole domain of government Consists of people who make it all happen

What issues and challenges confront HRM in the Public Sector?

Are we getting the right people?

Are we allowing people to grow?

Are we treating people fairly? Are we empowering people to achieve their

own identity?

What HRM Phases correspond to these issues and challenges?

RECRUITMENT (Determining staffing needs, publication, screening and selection) RETENTION (terms and conditions of work, performance management, capability building)

RECOGNITION (promotion, rewards and incentives)

RETIREMENT (types of retirement, counseling)

HUMAN RESOURCE MANAGEMENT FRAMEWORK

GlobalizatIon
Socio-cultural G l o

Production
T e c h n o l o g i c a l

Marketing

Finance
Firms
Resources Owners Nature Size

G l o E c o n o m i c b a l i

b
a l i z a t i o

Firms
Vision Mission Objectives

Strategies

HRM Recruitment Training & Development Compensation Labor Relations Health & Safety Post employment HR Information & Research

z
a t i

GOALS Individual Organizational Political-Legal Societal

o n

GlobalizatIon

External Environment: National Health Plan, Government pressures, Union pressures, Countrys development & Societal culture
Staffing & Organizational Entry Job Analysis & Performance Appraisal Employee Compensatio n & Benefits

Outcomes: Competence Congruence Commitment Cost Effectiveness Employee discipline & Employee Mgt. Rel. Long term consequence Individual well being Organizational Effectiveness

Internal Environment: Organizational Strategy Management Philosophy Human resource Characteristics Decentralized delivery of HRM

HR POLICIES
Employee Influence Work Design & Motivation HR Flow Work Systems Reward System Team & Leadership development

HR Development & Career Plng

HRM Monitoring and Evaluation System

Dimensions of Health Human Resource development process

Socio-economic planning Health Planning Health Human Resource Planning Development of Health system Health Human Resource Management Health Human Resource Product

Health needs

Health Resources

Training & Development

Organizational Development Focus: Assuring healthy interand intra-unit relationships and helping groups initiate and manage change Organization/Job Design
Focus: Defining how task, authority, & systems will be organized & integrated across organizational units and in the individual j hob

H R M Functions

Focus: Identifying, assessing & through planned learning, helping develop the key competencies, (knowledge, skill, attitudes) that enable individuals ton perform current future job.
Union/Labor Relations Focus: Assuring healthy union organization relations
HR goals:

Quality of work life Productivity HR Satisfaction HR Development

Employee Assistance: Focus: Providing personal problem-solving, counseling to individual employees

Readiness for change

Human Resource Planning Focus: Determining the organizations major human resource needs, strategies & philosophies Selection & Staffing Focus: Matching people and their career needs and capabilities with jobs & career paths

Compensation Benefits Focus: Assuring compensation benefits fairness & consistency

Personnel Research & Information System Focus: Assuring personnel information base

HRM FUNCTIONS

Training & Development Focus: Identifying, assessing & through planned learning, helping develop the key competencies, (knowledge, skill, attitudes) that enable individuals to perform current future job.

Organizational Development Focus: Assuring healthy inter-and intra-unit relationships and helping groups initiate and manage change

Organization/Job Design

Focus: Defining how task, authority, and systems will be organized & integrated across organizational units and in the individual job

Human Resource Planning

Focus: Determining the organizations major human resource needs, strategies & philosophies

Selection & Staffing

Focus: Matching people and their career needs and capabilities with jobs & career paths

Personnel Research & Information System

Focus: Assuring personnel information base

Compensation Benefits

Focus: Assuring compensation benefits fairness and consistency

Employee Assistance

Focus: Providing personal problem-solving, counseling to individual employees

Union/Labor Relations

Focus: Assuring healthy union organization relations

HR goals: Quality of work life

Productivity
HR Satisfaction HR Development Readiness for change

Operational functions of HRM and Relationship to HR Planning and Production

Staffing Health Organizations

HR Production

HR Production

Recruitment, selection, deployment & orientation

Productivity & Performance standards development Employee development & empowerment Employee Appraisal and rewards Employee compensation Non-labor inputs

HR Requirements

HR Management

ENTRY: Preparing the Workforce Planning Education Recruitment WORKFORCE: Enhancing worker performance Supervision Compensation Systems support Lifelong learning

WORKFORCE PERFORMANCE Availability Competence Responsiveness Productivity

Exit: Managing Attrition Migration Career choice Health & Safety Retirement

ENTRY: preparing the workforce through strategic investments in education and ethical recruitment practices.

ACTIVE WORKFORCE: enhancing workforce availability and accessibility and performance through better human resource management in both the public and private sectors. EXIT: managing migration and attrition to reduce wasteful loss of human resource.
Temporary exits maternity leave sick leave

Permanent exits retirement, death, disability, etc.

Context for Analyzing Policies for HRH

Politico - Administrative Systems interacting with Socio-economic system and International System
Health Status as it affects and is affected by the Health Care System Inputs, Processes and Outputs Effects of both of these systems to Legislation, Executive/Administrative Orders-Guidelines/SOPs

Policy Issues in HRH

Equity and Access in HRH Development - education training, development, recruitment, deployment, benefits and incentives Relevance of HRH development-education-training deployment to Philippine scenarios and

Quality management - professional competency and quality in the practice and delivery of health services by providers

HRH Policy Issues Role and function scopesexpansion of roles of health care providers to meet demand for services

Planning and tracking the demand and supply for all health professionals and care providers
Financing HRH development in all its elements Motivation and support for the retention of health professionals and health care providers particularly in the public health system and for service in the country Effects of Devolution and Globalization on HHRD

Rapid assessment of management of human resources

Public sector context Decentralization of human resources functions Other specific initiatives on human resources Stewardship of HRH Senior management of public sector HRH Engagement with the private and NGO sector Core administration of human resources management Job descriptions, performance review Career path (job classification system, promotion) HRH deployment (recruitment, transfer, discipline, grievances, termination) Personnel files Health management information system

MACRO MESO

Rapid assessment of management of human resources

Institutional Involvement Working conditions (adequate supplies, equipment) Intra-system communication Facility organizational practices Teamwork Vision, high standards, clear expectations

MICRO