PHILLIPPINE CHRISTIAN UNIVERSITY

1648 Taft Avenue cor. Pedro Gil Street, Malate, Manila,

Metro Manila

Discussions in
EMPLOYEE ENGAGEMENT
HRM Practices
Competency-based HRM
Job and Role Analysis and Design
Learning and Development
MANAGING PERFORMANCE
Reward Management
Employee Relations
Employee well-being

COMPILED by:
LOU MARVIN C. SANTOS
 EMPLOYEE ENGAGEMENT
HRM Policies and Practices

HRM policies define the attitude, expectations and values of the organization concerning how
individuals are treated, and still serve as point of reference for the development of organizational
practices and for decisions made by people, besides resulting in equal treatment among
individuals.

In order to be sustainable, adaptation of HRM practices and strategies must achieve the financial,
ecological and social goals of the organization over a long-term horizon, while controlling for
negative feedback and unintended side effects.

Competency-based HRM

Competency-based HRM is about using the concept of competency and the results of competency
analysis to inform and improve the processes of performance management, recruitment and
selection, employee development and employee reward. The language has dominated much of
HR thinking and practice in recent years.

In order to better implement a competency-based HRM, the following must be considered:

• competency frameworks should not be over-complex;

• there should not be too many headings in a framework – seven or eight will often suffice
(e.g team orientation, technical skills, etc.);
• the language used should be clear and jargon-free;
• competencies must be selected and defined in ways that ensure they can be assessed by
managers – the use of ‘behavioral indicators’ is helpful;
• frameworks should be regularly updated.

Job and Role Analysis and Design

Job or role analysis provides the information required to produce job descriptions, role profiles
and person and learning specifications.

Job versus Role

A job is an organizational unit which consists of a group of defined tasks or activities to be carried
out or duties to be performed. On the other hand, a role is the part played by individuals and the
patterns of behavior expected of them in fulfilling their work requirements. It is recognized more
generally that organizations consist of people using their knowledge and skills to achieve results
and working cooperatively together.

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Job and Role Analysis

Job Analysis states why the job exists, and what does the job holder is expected to contribute. This
also tells whom the job holder shall report and who reports to them. Lastly, job analysis contains
the nature and scope of the job in terms of the tasks and operations to be performed.

Role Analysis

Role analysis uses the same techniques as job analysis but the focus is on identifying inputs
(knowledge and skill and competency requirements) and required outcomes (key result areas or
accountabilities) rather than simply listing the tasks to be carried out.

Job Design

Job design specifies the contents, methods and relationships of jobs in order to satisfy work
requirements for productivity, efficiency and quality, meet the personal needs of the job holder
and thus increase levels of employee engagement. The process of job design starts with an
analysis of the way in which work needs to be organized and what work therefore needs to be
done – the tasks that have to be carried out if the purpose of the organization or an organizational
unit is to be achieved.

Approaches to Job Design

• Job rotation - movement of employees from one task to another to reduce monotony by
increasing variety.
• Job enlargement - Combining previously fragmented tasks into one job, again to increase
the variety and meaning of repetitive work.
• Job enrichment - maximize the interest and challenge of work by providing the employee
with a job that is complete, afford employee with decision making capability and provides
direct feedback.

Role Development

Role development is the continuous process through which roles are defined or modified as
work proceeds and evolves.

Learning and Development

Learning and development, a subset of HR, aims to improve group and individual performance
by increasing and honing skills and knowledge. Learning and development, often called training
and development, forms part of an organization’s talent management strategy and is designed to
align group and individual goals and performance with the organization’s overall vision and
goals.

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 MANAGING PERFORMANCE
Reward Management

Reward Management is concerned with the implementation and formulation of policies and
strategies that aspire to reward employees equitably, fairly and regularly in accordance with their
performance and value to the company.

Reward management is a good motivational practice that companies use in order to reward their
employees for their success and achievement. The company sets their goals and authorizes rules
for their employees so that they can follow and achieve those set goals.

This makes sure that the employees are completely aware of the rules and goals and they receive
their rewards for their performance. All employees follow the generic reward system as it is a just
system.

Types of Reward Management

• Extrinsic Rewards - These types of rewards satisfies basic needs like security and survival,
pay, treatments and conditions.
• Intrinsic Rewards - These rewards focuses on satisfying higher level needs like
development and esteem.
• Individual Rewards - Includes base pay, incentives, rewards attendance, performance,
competence, and benefits.
• Team Rewards - Includes team benefits and rewards groups cooperation.
• Organizational - Includes profit sharing, gain-sharing and revenue sharing.

Employee Relations

Employee Relationship Management or ERM is the process of managing relationships in an

organization. These relationships can be between the organization and employees as well as
coworkers working at the same level.

For employees to be productive, they need to have a working environment that allows them to
be creative. When employees have an easy-going relationship with others at work, it will show
in their performance and productivity. There will be more communication, collaboration, and
cooperation.

Between Employees Between Managers and Employees

• Cross-functional teams • One on one meetings

• Social interactions • Surveys
• Team Building Activities • Transparency with policies
• Equipping Employees with
Communication Tools

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Employee Well-Being

Employee well-being refers to the state of employees’ mental and physical health, resulting from
dynamics within – and sometimes outside – the workplace. These include their relationships with
colleagues, use of tools and resources, larger business decisions that impact them and their work,
and many other factors.

If done correctly, securing well-being can lead to more productivity, higher morale, better talent
and better customer relation. Employers tend to offer these benefits to the employees such as
income protection schemes, life insurance, fitness allowances, coaching sessions, parental leaves
and other benefits.

However, many employees still feel burnout and tend to leave the company for various reasons.
The most common stressors in the workplace are the following:

• Leadership style – a bad leader makes a quitter.

• Workload – too much of a workload causes burnout, while too little bores the employee
• Reduced social support – if the workplace is not conducive for social interaction, the well-
being is affected.
• Task clarity – an employee needs to know their jobs clearly, for them to do what is ask of
them.
• Motivation – personal issues may affect employee’s morale.

An HR manager must know the organizational culture first, then take steps to take care of their
employee’s well-being. Most employees tend to appreciate leaders who praise for effort and
growth and are proactive with leadership.