1. CHAPTER 4
ORGANIZING
HUMAN RESOURCE
MANAGEMENT
REPORTED BY: RAFAEL
L. GONGON

2. Orientation
• The introduction of a new employee into his
or her job and the organization.
The major Objectives:
• To reduce the initial anxiety all new
employees feel as they begin a new job.
• To familiarize new employees with the job.
• They view the unit and the organization as a
whole.
• To facilitate the outsider-insider transition.

3. Employee Training
• Educational preparation for performing a job
that is typically provided to staff by
the business that has recently hired them
before they become active in service to
the company. Employee training is
increasingly required to assist
the work force in using modern techniques,
tools, strategies and materials in their jobs.

4. Training is a major factor in the
development of cruise ship personnel. In
addition to learning specific job skills, on board
staff get coaching in how to cope with the
particular stress they face, such as being away
from home for weeks at a time and being on
call 24 hours a day, seven days a week

5. Three Skill Categories of
Employee Training
1. Technical-most training is directed at upgrading and improving an
employee’ technical skills, including basic skills- the ability to
read, write, and perform math computation- as well as job-
specific competencies.
2. Interpersonal-work performance depends on an employee’s
ability to interact effectively with his /her co-workers and boss.
This include learning how to be a better listener, how to
communicate ideas more clearly, and how to reduce conflict
3. Problem Solving-many employee have to solve problems on their
job, particularly in jobs that are no routine. This would include
participate activities to sharpen logic, reasoning, and skills at
defining problems, assessing of developing alternative and
building creativity; analyzing alternatives and selections.

6. Training Methods
• On-the-Job Training- involves lateral transfers
in which employees get to work at different
jobs. Popular methods includes Job rotation.
• Off-the-Job Training- The training of
employees at a location other than the usual
work location, through the use of simulation
exercises, classroom lectures, films.
• Mentor- a person who sponsors or supports
another employee who is lower in the
organization.

7. • Vestibule training – training in which
employees learn on the same equipment
they will be using but in a simulated work
environment.
Career Development
Career the sequence of positions occupied
by person during his/her lifetime.

8. Top Ten Important Job Factors
for College Graduates
1. Enjoying what they do
2. Opportunity to use skills and abilities
3. Opportunity for personal development
4. Feeling what they do matters
5. Benefits
6. Recognition for good performance
7. Friendly co-workers
8. Job location
9. Lots of money
10.Working in teams

9. Steps to a Successful
Management Career• Develop a Network
• Continue Upgrading your Skills
• Think Laterally
• Stay Mobile
• Support your Boss
• Find a Mentor
• Don’t Stay Too long
• Stay Visible
• Gain Control of Organizational Resources
• Learn the Power Structure
• Present the Right Image
• Do Good Work
• Select Your First Job Judiciously

10. Compensation and Benefits
• is a sub-discipline of human
resources, focused on employee
compensation and benefits policy-making.
• The purpose of designing an effective and
appropriate compensation seem is to attract
and retain competent and talented individuals
who can help the organization accomplish its
mission and goals.

11. Components of a
Compensation System
• Base wages and salaries
• Wage and salary add-ons
• Incentive payments
• Benefits and services
Skills-Based Pay a pay system that rewards
employees for the job skills and competencies
they can demonstrate.

12. Factors that Influence Employee
Compensations
• Kind of Business
• Size
• Level of Skill Required
Equally important are the individual’s
tenure, job performance, and level of skill
attained.
Broad banding Compensation an approach to
pay systems that reduces the number of job
levels or salary grades into a few wide bands.

13. Current issue in Human
Resource
We include this chapter by at some
contemporary human resource issues
facing today’s managers. These include
managing workforce diversity, sexual
harassment, family concerns, and AIDS in
the workplace.

14. Managing Workforce Diversity
affects such basic HRM
concerns asRecruitment the popular practice of relying on
current employee referrals as a source of new
job applicants tends to produce candidates
who similar to present employees.
Selection once a diverse set of applicants
exists, efforts must be made to ensure that
the selection process does not discriminate.
Moreover, applicants need to be made
comfortable with the organization and any
interview or testing.

15. • Orientation and Training the outsider-
insider transition is often more changing
for women and minorities than for white
males. Many organizations provide
special workshops to raise diversity
awareness among current employees
and programs for new employees that
focus on diversity issues.

16. Sexual Harassment
• Behavior marked by sexually aggressive
remarks, unwanted touching and sexual
advances, requests for sexual favors, or
other verbal or physical conduct of a
sexual nature.

17. How can companies minimize occurrences of
sexual harassment at work?
Organization must establish a clear and
strong policy against sexual harassment.
That policy should then be reinforced by
regular education and discussion
sessions in which managers are
reminded of the rule and carefully
instructed that even the slightest sexual
overture to another employee will not be
tolerated.

18. Family Concerns
What kinds of family issues can arise that might affect
an employee’s job performance? Here are some
examples:
 Is it OK for someone to bring his baby to work
because of an emergency crisis with normal child
care arrangements?
 Should a boss praise an employee for flying to
Japan on business the day after the employee’s wife
gives birth? Should a boss discipline an employee
who refuses to go for the same reason?

19.  A manager has an assignment to give out that
requires a lot of travel. In deciding whom to give
it to, should she consider which workers have
small children?
 Is it OK for a worker to cover his work area with
pictures of his newborn baby or drawings
scrawled by his young children?
 A 7 month pregnant worker is completing an
important assignment. The culmination of the
project- a formal contract signing- requires three-
hour plane trip. Her doctor would prefer that she
not go, but says it’s up to her. The woman wants
to see the assignment to its completion. The
manager could easily send someone else, but he
knows the project means a lot to the pregnant
woman. What should he do?

20. AIDS in the Workplace
Is an issue in human resource management
because of the profound impact it can have on
the workplace and on employees.
A comprehensive AIDS programs include:
1. a workplace policy that includes adherence
to applicable laws and relations as well as
provides guidelines for dealing with
employees who may be HIV positive.

21. 2 . Training for managers, supervisors, and
union leaders who may have HIV positive
employees with their work group.
3. Employee education on AIDS related issues.
4. Family education programs and materials
on AIDS and AIDS prevention.
5. Community involvement in AIDS education.

22. THANK YOU!!!