MBA 503 & MBA 503a Module 1: * The Role of Human Resources in an Organization * Success of Firms Through Human Resources * History of Human Resources in the Philippines Submitted to: Dr. Albiem Cabatingan Submitted by: (MBA, SWU) Pagaling, Junivi Del Mar, Gina Lucmong, Janice Pino, Melva Gloria Table of contents I. The Role of Human Resources in an organization 2. 1 The importance of human resources 2. 2 Definition of Human Resources Management 2. 3 Scope of Human Resources Management 2. 4 General management, personnel management and human resources management: A Differentiation II. Success of firms through human resources . 5 Success of Firms thru HRM 2. 1A San Miguel Corporation (SMC) 2. 1B Philippine Long Distance Telephone Company (PLDT) 2. 1C Bank of the Philippine Islands (BPI) 2. 1D Technical Education and Skills Authority (TESDA) 2. 2 Cost reduction and profit increase through HRM III. History of human resources in the Philippines 4. 6 Periods in Philippine History and Human Resource Management 4. 7 The environment and Human Resources Management IV. Topic Synthesis I. The Role of Human Resources in an Organization 2. 1 The importance of human resources 2. 2 Definition of Human Resources Management . 3 Scope of Human Resources Management 2. 4 General management, personnel management and human resources management: A Differentiation Presented By: Pagaling, Junivi The Importance of Human Resources Human Resources is simply a term used to describe the organization or individuals who make up the workforce of an organization or the PEOPLE. People constitute an organization’s most important and vital factor in its success or failure. The most important resources of an organization are its human resources – the people who supply the organization with their work, talent, creativity and drive.
Needless to say, without competent people, organizations will either pursue inappropriate goals or find it difficult to achieve appropriate goals once they have been set. What distinguishes a successful company from unsuccessful one is the quality of manpower. Through and by the workforce – money, machines, materials, methods and markets that are considered assets are acquired and utilized. The acquisition, utilization and development of financial, material, technological and market resources are dependent on human resources’ decisions.
It is through people that assets can be harnessed and developed or in the contrary dissipated and lost. Man does or undoes what exists; man creates or bypasses opportunities and scenarios. Indeed, the accomplishment of the goals of any organization depends upon the hands of the most valuable resource: US. Unlike material and financial assets, human resources, by their nature are highly dynamic and elusive, defying quantitative analysis and any predictability. The challenge of management is not so much in its money, machines, methods, materials, markets but in its people.
Both the individual and organization interact with one another, each having its set of goals, needs, perceptions and culture but both influencing each other to promote their ends. The personal, professional and career development of people is a prime concern of the organization if its goal is for its human resources to become assets that will contribute to its growth and development. The realization by organizations on the importance of human resources paves the way for an organized, systemized, coordinated and humane approach instead of it being the contrary.
Hence, any individual or group that contributes to the achievement of the organization is considered a resource. Definition of Human Resources Management Human resource management is the art and science of acquiring, motivating, maintaining and developing people in their jobs in the light of their personal, professional, and technical knowledge, skills, potentials, needs and values and in synchronization with the achievement of individual, organization and society’s goal. The process implies the five functions of management which are planning, organizing, staffing, directing and controlling.
Human resources management deals only with people so they can manage the other resources within their domain of responsibility efficiently and effectively. Human resource management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives. Scope of Human Resources Management
Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value. Thus, the scope of Human Resources Management becomes more extensive as management endeavors to meet the needs and goals of its people in the organization.
The following are the 5 major functions of Human Resource Management: (1) Job Organization and Information – it is related to job analysis, every job is defined in terms of duties and responsibilities and of the qualifications of the job holder. This function also includes job design and evaluation. (2) Acquisition or Procurement – begins with the planning of human resources in relation to available jobs or job need. It consists of knowing the demand and supply of the resource and integrating it into the strategy o acquiring more or retrenching the force in light of the organization needs and goals.
This phase includes recruitment, screening, selection, and placement of employees. The significance of effective acquisition is based on the recognition and realization of the cumbersome cost of turnover and replacement of personnel – retention forecasting. (3) Maintenance – comprises motivation, compensation, administration, rewards and sanctions, performance evaluation, benefits, services, maintenance of discipline and working conditions that are necessary for worker retention. (4) Development – includes training and education that aims to upgrade knowledge and skills and improve attitudes of all levels in the organization.
It also includes career planning and counseling which assists the individual path his growth and development in light of his and organization’s needs and values and gives guidance when beset with problems. (5) Research – supplies facts, theories and principles on human resources management that are needed to improve the policies and practices of the above mentioned functions. General Management General Management, Personnel Management and Human Resources Management: A Differentiation M A N Human Resources Management Other Resources: * Money * Machines * Materials Market * Methods * Minutes (Time) Personnel Mngt As depicted in the illustration above, General Management encompasses all resources including Human Resource, thus it is a big umbrella in scope. Human resource management, just like personnel management, involves only MAN. Personnel Management is under the umbrella of Human Resources Management. Personnel Management vs. Human Resources Management * People Involved – Personnel Management deals with the rank and file workers (a. k. a labour management) as the middle and top managers are the domain of the CEO.
In contrast, all those who help in the achievement of the organization goals from top to bottom level of the organization are covered in the embracing umbrella of Human Resources Management. * Hours of Work – While personnel management places relatively greater emphasis on the full time workers (rendering 40 hours of work in a week according to labor code), two other type of workers, the part timers and flex timers, fall under human resources management. * Place of Work – The full time rank and file workers are expected to report for work in their respective formal work settings in personnel management.
While human resources management affords more flexibility with regard to time and place of work which the staff and workers find less rigid, more emotionally satisfying and more productive. * Types of Service/Function – Personnel management has been offering relatively limited services, hence functions are fewer and repetitive associated with mechanical and routine work. On the other hand, Human Resources Management is tasked with multifarious services. Anything outside the technical, financial and administrative phases is the domain of human resources management resulting in very complex and complicated web of services. Department Head/Officer in Charge – The Personnel Department’s activities being very simple and mechanistic could be done by any paymaster or personnel records keeper. In contrast, the Human Resources Department tasked with the traditional and new services is a separate department headed by a Human Resources Manager who is a specialist in behavioral sciences. * Staff Qualification – The complexity of human resources management services calls for more professional qualifications like a college degree backed up by a sound knowledge of and apt skills in human behavior.
On the other hand, not much is required for the Personnel Management as task are mainly clerical in nature. * Level of Reporting – The level at which personnel management staff report is comparatively lower. They are under the supervision of any line manager: either administrative, finance, production. On the other hand, human resources management staff report directly to general management. * Goals – Conceptually, the goals are likely to be the same but in organizational practices it still shows some distinction. The achievement of organizational goals is the prime end of personnel management.
In contrast, human resources management purports to accomplish not only organization goals but also individual goals. The congruence of both goals is directly proportional to the harmony between management and labor. * Technology – The organization-oriented personnel management tends to be structural and mechanistic. Rigidity and reactive and it is control-oriented utilizing an “auditorial” approach in dealing with people. While human resources management takes on a socio-technical orientation. It is more proactive providing opportunities and mechanisms even before it makes things happen.
It paves a way for individual and group creativity and productivity which in turn results in better organization productivity. * Strategies – The concept of personnel management may be healthy and wholesome but commonly it tends to be personal and subjective. Approach used in personnel management is segmented and compartmentalized reacting to ne situation at a time without regard to relationships. Human resources management is objective and scientific, based on actual data, qualifications and performance – thus the evolution of human resource accounting. Philosophy – Traditionalism is the byword of personnel management with priorities on the welfare of the proprietors and managers. In contrast, human resources management is people-based and is characterized by its humane treatment of and respect for the individual’s well being. Personnel management looks at people as expense items and as factors of production. Human resource management looks at people as investments, assets and a real resource. II. Success of firms through human resources 2. 1 Success of Firms thru HRM 2. 1a San Miguel Corporation 2. 1b Philippine Long Distance Telephone Company (PLDT) 2. c Bank of the Philippine Islands 2. 1d TESDA Presented By: Lucmong, Janice 2. 2 Cost reduction and profit increase through HRM Presented By: Del Mar, Gina Success of Firms thru HRM The appearance of an organization in the list of top corporations in the country is one indication of great success. Various factors affecting the success of these top notched corporations but based on analysis, it shows that one common factor came out to be the significant contributor for such achievement and that is Intense People Orientation. And through this practice, it constitutes productivity to their end. The following success tories of renowned corporations in the country shows how Human Resources Management has been effectively implemented and the underlying policies/programs/projects/initiatives associated along with it. San Miguel Corporation The country’s largest diversified manufacturing and marketing firm is among the top corporations of the country which show great concern for its human resources. Of the corporation’s eight key objectives, two are primarily related to people, namely: a. To provide an environment which is conducive to the development of the individual and which encourage employees to realize their full capabilities; and b.
To adopt a flexible and objective attitude towards change and pursue an active policy of innovation. Employer-employee relations are highly satisfactory in SMC. Communication lines are often kept open to ensure that management policies and directions and employees’ needs and concerns are made known and acted upon. In fact, an employee magazine, “Kaunlaran” is circulated monthly to keep employees abreast with corporate events. Moreover, year-round sports activities are sponsored by the company. Employee facilities such as canteens and locker rooms are maintained for the well-being of the personnel.
The involvement of the employees of SMC is clearly shown in the firm’s strategic planning process. Participants in this planning activity include over 200 managerial and technical people who propose strategies for the numerous business lines of SMC. Quality Circle programs have also been initiated by the company in that employees could propose solutions to work-related problems. As many successful companies are doing to ensure a highly motivated and satisfied personnel, SMC offers compensation commensurate with the employee’s contribution and comparable to that prevailing in the community.
SMC has also developed a unique Professional/Technical Compensation Classification System (PROTECCS), which provides a promotional and pay ladder for employees more inclined towards a technical career than a managerial one. Aside from the monetary benefits offered by SMC, the company also provides a package of non-monetary benefits which include a rice ration, group hospitalization, insurance plan for dependents, educational program, medical and dental benefits. Human resources development is of utmost importance for SMC; thus, a wide range of technical and managerial training opportunities are provided.
Training is done both in-house and externally. If desired courses are not available in the country, the employees are sent overseas to study. An outstanding feature of the training program of SMC is that it is not restricted to the already educated. The company also funds a Corporate Educational Program which enables qualified employees to obtain, after office hours, a high school or bachelor’s or graduate degree or to obtain a certificate on technical course. San Miguel Corporation today is almost synonymous to the phrase “total commitment to people”. It has recognized the role of its human resources in its growth and stability.
And this recognition assures SMC nothing but continued success. Philippine Long Distance Telephone Company Having a virtual monopoly in the telephone industry could be one factor that contributed to PLDT’s success. It was pointed out, however, that the essential ingredients in PLDT‘s success are the vital service it offers the people, a dynamic and innovative management team and an adequately compensated manpower that provides these essential services to its subscribers. According to Dr. Magno, people motivates to work in PLDT because of its stability, being the biggest telecommunication firm in the country.
The firm’s salary structure is very competitive compared with that of other firms in the industry. Furthermore, it is one company that offers a wide range of fringe benefits many of which exceed what the law requires. It also gives as much as four months bonus per year. “These are probably the reasons why the people take time to line up just to get an application form for employment in the company,” says Dr. Magno. To assure the company of highly qualified personnel, recruitment is done strictly according to a set of standards and policies.
Except for craft positions, the minimum requirement is a college degree even for messengers. Because according to Dr. Magno, they want people to grow with the company, therefore, they must already possess the basic requirement of a college degree. A unique feature of the recruitment policy of PLDT is the practice of allowing relatives to work in the company provided they are not in the same craft of department. This practice stems from management’s philosophy that the more members of a given family are employed, loyalty generated for the company is increased as well.
PLDT is people-oriented, as could be gleaned from the company’s year round training program. The training program as handled by the Human Resource Development Division sends personnel for training here and abroad. After completion of their training, participants are asked to gauge the applicability of the program they have undergone to the needs of the company. If found to be applicable and relevant to the company, then another batch is sent for training in the program. A recent attitude survey conducted by Dr. Magno revealed that PLDT employees are happy with the company.
However, personnel turnover is relatively high for skilled personnel, who opted to work abroad. Sick leaves are quite abused by some employees and malingering remains a problem. The company tries to resolve this problem by such motivations as monetary incentives or productivity bonuses. To reiterate its people-oriented policy, the company launched a program aptly called “Isang Kumpanya, Isang Pananaw” which aims to align an employee’s individual goal with company goals. In spite of the many benefits that PLDT employees enjoy, the company has suffered from major strikes in the past. According to Dr.
Magno, this is mainly due to the deadlocks in the Collective Bargaining Agreement. Bank of the Philippine Islands The BPI, with 6000 employees, is now the leader in the banking industry, having the widest universal banking operations. Its success could be attributed to a combination of innovation and conservatism in its management policies. It has continued to provide an array of financial services in a smorgasbord. The VP of Human Resouces Division of BPI, explains further, “We are practically a one-stop shop supermarket of a bank depending on what you need – a credit card, car loan, housing loan, etc. Moreover, BPI prides in being a pioneer in investment and in merchant banking as well as taking the lead in marketing innovations such as the automatic teller system. The HRD of BPI has managed to keep pace with the innovative policies of the bank. Since the start of 1980, HR’s presence has been felt in the organization in terms of optimizing the human resource contribution to the company. From the traditional personnel department which simply acts as a record keeper and provider of benefits, it has grown to be a division involved with management and organizational development.
The division concerns itself with personnel research, productivity studies and team building efforts other than its personnel administration activities. It has provided workable interventions in the company’s mergers and acquisitions, while at the same time making sure that the careers of their people are properly directed. On the whole, the contribution of the HRD is its ability to keep pace with the growth of the organization by making sure that they service the requirements of the company, well and fully. In BPI, personnel management is not the responsibility of HRD, rather it is the responsibility of line managers.
HRD’s role is to provide support and advice to these line managers. BPI’s salary structure is also something which it can boast of. It is the leader in the industry in terms of the salaries it gives. It’s officers’ are 19. 2% ahead of industry while rank and file employees is 25. 3% above industry. Through the years, the growth of its salaries has always been ahead of inflation. It also provides numerous benefit, it offers 27 benefit plan to serve the needs of its people. Further, budget for sports, recreational and special events are allocated.
Training & development are also their major concern. It has a training center complete with rooms equipped with the latest facilities. An annual budget of P5 milllion is allocated. The firm’s recruitment policies and practices the latest in selection and assessment procedures. But lately the company has concentrated its efforts not in recruitment but on redeployment due to numerous mergers it has undergone. A policy of open communication has always been maintained in the bank. A quarterly labor-management conference is always held to keep the lines of communication open.
It has very low annual turnover which is an indication of employees’ satisfaction. Embarked on “concern for people” program to intensify interaction within the bank and increase employee participation. Awarded the Personnel Program of the year by the Personnel Management Association of the Phil (PMAP). This is indeed an indication of BPI’s continuous effort to improve its personnel programs thus, meeting the needs of its people. Those were the stories of the 3 among other successful corporations in the country. Now, this is also to share some good points undertaken by the Human
Resource Management Division in the organization where I belong. Technical Education and Skills Development Authority The Technical Education and Skills Development Authority (TESDA), created by law through R. A. 7796, is the lead government agency tasked to manage and oversee the technical-vocational education sector in the country. Providing Quality skills training and producing world-class competent skilled workers is one of its concerns. It is a non-profit organization, so basically, it draw success not in terms of monetary measure but on the quality and quantity of services extended to the public.
The Office of the Human Resource Management Division is stationed at the Central Office of TESDA in Manila, but each operating units in the regions and in the provinces has its counterpart division headed by the Administrative Officer. The agency have given much importance to the development of the employees, thus, “Staff Development Program” is one of the Key Performance Indicator of the agency’s target every year. The respective Administrative Officers in the operating units will know the list of trainings/seminars each employee needs at the beginning of the year and will initiate the conduct of such.
This is done so that the employee could effectively and efficiently perform his/her duties. Upgrading of skills to the trainers is also being conducted to ensure that they deliver the best and the most current technical expertise. This is can be manifested through the number of graduates taking technical courses who find employment locally and abroad. The newcomers in the agency should also expect loads of trainings either conducted by TESDA, Civil Service Commission or other private/public organization.
This is to make sure that even if they are new, they already equip with such knowledge. Also, in the beginning of every semester, each employee is required to submit a Performance Target Worksheet (PTW) on which at the end of the semester, the supervisor will rate the performance of the employee. If such able to carry out what is expected from him/her based on the PTW and achieve a “Very Satisfactory” rating, he/she can claim a P2,000 incentive bonus. In this way, it gives more motivation for employees to achieve their targets and even go beyond.
Employee benefits includes: Mid-year and year-end bonus, anniversary bonus, bonus as per discretion of the President to the government employees, sick leaves, vacation leaves and special leaves. Employee Facilities includes: Fitness gym, canteen, basketball court. So with these initiatives of the agency, objectives were met and carried out excellently. Cost Reduction and Profit Increase thru HRM It is to note, that there may be other factors that contributes to a firm’s success but ultimately their strength lies in their PEOPLE.
It has been proven that if employees are properly handled. increase in productivity is achieved coupled with the reduction in costs. The company has several elements that make up its cost structure – raw materials, direct labor, overhead. All throughout, people are assigned at every station and their performance is critical in the reduction or increase in costs. Factory Inventory, Depreciation and People Related Costs * Work is not interrupted if HRM provides incentives for the workers so that the continuous work could be done to avoid depreciation – less depreciation costs. Accidents are reduced if proper maintenance of machines is practiced – less medical and insurance costs. Breakdown of machines could be avoided if the workers are motivated to take care of them – less replacement and maintenance costs. * When employees are satisfied with their jobs, personnel turnover is minimized. Materials and time are not wasted when there is minimal turnover because there are few employees to train – less training costs and transition for job efficiency. Plant Burden * If the right people are hired, they would be knowledgeable about the equipment they use.
This would avoid costs of having machines fixed. Getting the right people to do the jobs efficiently would decrease overhead costs Proper Training of the Sales Force and Managers * If managers are properly trained, they in turn can motivate their employees to work more efficiently and work productively. If sales force are trained well, goods are sold quickly; there will be less inventory and less storage costs for keeping unsold items. Increased productivity is assured when workers are satisfied with their working conditions. Factory Costs Adjustments HRM helps and contributes a lot in the cost reduction of a business firm. It leads to productivity/efficiency, dedication to quality work, elimination of waste and scrap and loss of materials. Operating Costs (Distribution, Advertising and Promotion, Selling and Product Service, Research and Development, Administration and General Services) * HRM can reduce costs if the right skills and right people are introduced to the specific job functions. The right motivation would also assure that not only are you maintaining high skilled workers but also high willed.
III. History of Human Resources in the Philippines 3. 1 Periods in Philippine History and Human Resource Management Presented By: Pino, Melva Gloria 3. 2 The environment and Human Resources Management Presented By: Del Mar, Gina Periods in Philippine History and Human Resources Management * Pre-Spanish Occupation No formal and permanent groups existed that would necessitate the organization of management and labor groups. The “mayordomo” system of the foreign groups took on a master-servant type of relationship with no written codes used as guidelines.
Personnel management was not known and was unheard of during such period. * Spanish Occupation Although there was some commerce between Manila and Spain through Mexico, business organizations were very loose and management-labor relations was unheard of. The relationship that existed was between master and domestic servant or laborer which was regulated by the Civil Code of Spain, known as the Civil Code of 1889. The relationship between employers and workers was regulated in a very limited way by the Code of Commerce which governed more the trade and commercial transactions in the country.
The plight of the workers who were mistreated was lamentable due to the absence of labor laws that regulated employment. Unpaid forced labor was one of the reasons for the rise of reformists and their struggle to free the workers from the shackles of harsh and cruel employment conditions. The term rights was unheard of; much less labor management or personnel management. * American Occupation The labor conditions during the American Period, though not forced and not as harsh from the previous colonizers, it was still far from being fair and just.
No labor laws were passed against oppressed women and child labor conditions. The farmhands and industrial workers, aside from oppressive working conditions, suffered from lack of proper avenues for ventilating their grievances, exacerbated by their fear of losing their jobs. Unionism was introduced due to increased in trade and industry and became the feeble yet growing anchor for protection of worker’s rights. However, management effort to maintain and develop workers was virtually non-existent. * Japanese Occupation World War II witnessed a suspension of the normal educational system.
Although Filipino government leaders were co-opted by the Japanese in the governance of the land, they still had their last say on policies and practices. The 5-year war decimated big trade, business and industry activities and also annihilated whatever sparse management-labor relations existing before the period. The anemic union movement and labor management or personnel management was smothered temporarily. * Post War The period after the war saw a change in tide in favor of personnel management. Frenzied efforts to rise from the war debris were exerted.
Rehabilitation programs assumed various forms of physical, governmental, educational and economic and moral infrastructure which made people employable and busy. General skills were handy. However, after the rehabilitation work, attempts towards specialization and professionalization in various areas were registered and the movement permeated into personnel management. Private and public organizations started to organize formally a department that addressed personnel needs and added to the already organized departments of finance, production, marketing, administration.
The government’s positive role was reflected in the creation and operationalization of instrumentalities such as Department of Labor, GSIS, SSS, NYMC and other agencies which aimed to assist both management and labor sectors on employment, training, security, benefits and services. The formation of (PMAP) Personnel Management Association of the Philippines provided a national push to awaken, remind or inform top management of the latter’s role in personnel management through its educational, informational, public relations and legal support programs’ and projects.
In the education sector, schools on the tertiary level started offering courses directly or indirectly treating concepts on labor, manpower, human relations, industrial relations and other related topics. * Martial Law Period This period was characterized by relatively less proliferation of local unions, by the federation of existing unions and by a government ban on strikes in vital industries as mandated by presidential decrees. In spite of government and management attempts to give redress to labor grievances, the latter felt restive.
Both management and labor groups were in doldrums with the labor group feeling the greater financial pinch due to layoffs, retrenchment, freeze hiring and promotion policies and close down of organizations. Laid off employees and unemployed labor were the biggest export of the Philippines with the government’s Ministry of Labor and Employment playing footsie with foreign countries in its desire to stave off the national economic crisis. The government which took on the cudgels to express its power and desire to assist, became a formal and third partner, thus the introduction of the tripartite system.
Schools continued offering courses on “people”. During this time, the term and concept of human resources management seeped into the work setting and the academe through literature and returning scholars, grantees, academe and practitioners from abroad. * Post Martial Law Period Reeling and reefing from the immediate past national economic and political convulsion and from a massive human resources hemorrhage, the work setting was still shot through with management-labor problems.
The areas of greatest concern – insurgency, attempts to abrogate constitutional authority, indebtedness with international financial intermediaries, implementation of a land reform program, continuing graft and corruption and the presence of foreign military bases – were ultimately a burden to labor. Funds for the development of the working masses and their families were diverted to resolve these areas of concern. Their hopes were pinned on a responsible and conscionable management and on a government that is honest, efficient, firm and credible. * From 1995 to date
The new era, reinstitution of democracy, the exercise of freedom, the mechanisms of wider consultation, the participative law making process through national legislation for management and labor, the serious effort by the Tripartile Conference to formulate, agree on and sign the 1987 Accord on Industrial Harmony constitute some positive signals to unfreeze the previous and present status quo. The PMAP has now exerted and shown leadership in the professionalization of human resource management thru formal and informal training, giving awards and recognitions to individuals, organizations and firms.
The Environment and Human Resource Management Human Resources Management is a product of its environment. It is a subsystem within a large system at both micro and macro levels. The employment conditions and management labor relations in a work setting are a reflection of forces that are either stimulating it to progress and development or impeding it to stunted growth or phase out. Economic Environment. Where the windfall of trade, business and industry is robust and there is plenty of activity, employment is high.
The need is felt to regulate employment conditions to maintain and sustain motivation and interest among management and workers. Political Environment. Where political stability, expression of ideas and opportunities for innovations are curtailed, the employed and unemployed forces are seething. The desire for humane and participative avenues stands strong at a cover level. Educational Environment. Where masses are enlightened through training, education and media, the workers become conscious of their rights, even risking their lives in defense of the latter.
Topic Synthesis Human beings are the most important, potent, and critical resource of any organization and yet are the least understood and the worst managed. Human Resource Management is the art and science of dealing with people at work for the optimum achievement of individual organization and society’s goal. Human Resource Management has gone through its painful years and managed to seek comfort through the openness of organizations to embrace its benefits. Now is the time that human resource management is realized in its full sense beyond the policies and practices.
Much evidence has been given by successful organizations who sees the value of investing in Human Resources Management, the question now is would all organizations have what it takes to be successful then the key is in US: HUMAN RESOURCES. To find out what one is fitted to do, and to secure an opportunity to do it, is the key to happiness. John Dewey In order that people may be happy in their work, these three things are needed: They must be fit for it. They must not do too much of it. And they must have a sense of success in it. John Ruskin