HUMAN RESOURCE

MANAGEMENT
FOR
PUBLIC SAFETY
JUNIOR LEADERSHIP
P/Insp. Divinia D. Enrile
(Ret)

Basis of establishing an
organization

the demand from the

factors
In the External Environment

WHAT IS THE DEMAND?

SECURITY

In order for the people to be

secured
THE PNP WAS ESTABLISHED THROUGH THE
PROVISIONS OF THE LAW IN THE IN THE 1987
CONSTITUTION
SECTION 4 ARTICLE 2 WHICH STATES:
There must be an agency which shall promote
and maintain peace and order, which shall be
civilian in character and national in scope,
shall work in partnership with the responsive
community in the attainment of its objective.

THE OBJECTIVE OF THE PNP

ORGANIZATION

PEACE AND ORDER

WHAT ARE THE TWO CATEGORIES

OF MANAGEMENT IN THE
ORGANIZATION?

Administrative
Operational

What is MANAGEMENT?
Man - Human being capable + ability =
capability
+ Age - Period
of Existence Tim
MEN
e
Manage
MANAGEMENT is
of

an

act

MANAGING

What is MANAGING?
activity of getting things done
through people by using all
resources to achieve
organizational goal

What are the Resources

Needed?
HUMAN
MATERIAL
a. Financial
b. Logistical

THE FOUR BASICS

FUNCTIONS THAT MAKE UP
THE MANAGEMENT PROCESS
Planning
TOP MANAGER
Controlling
Organizing
Leading

MIDDLE MANAGER
FIRST LINE MANAGER

Planning involves where to take the

organization,
formulating the different activities suitable to
adopt geared towards the achievement of the
goal. In this activities, allocation of resources
must be considered
to avoid waste.

Controlling is a function of management that

involves
measuring achievements against goals and
objectives. It requires managers to identify
sources of deviation from successful
accomplishment and to provide corrective
action. He should see to it that if some part
of the organization is on the wrong track, he
has the responsibility to find out why and set
all things right.

Organizing function that coordinates both

human
and material resources to achieve
goal. The
manager, identify, classify,
assign the
different activities to groups
or individuals,
create responsibilities and
delegate
authority, coordinate the
relationships of
responsibility and
authority.

Leading requires the managers to motivate

employees
by establishing harmonious
relationships to
achieve goals and
objectives. Effective
leaders uses the
authority to achieve those
ends as well as
ability to communicate
effectively. They
should set themselves as
an example in
influencing their
subordinates in
doing their tasks.

THE MANAGEMENT PROCESS

OF HUMAN RESOURCE
RECRUITMENT
PLACEMENT
TRAINING
DEVELOPMENT

CATEGORIES OF HUMAN
RESOURCES

SUPERIOR - Managers
SUBORDINATEOperatives

who are those superiors?

The Managers

Different kinds of
MANAGERS
First Line Managers
The Middle Managers
The Top Managers

RESPONSIBILITIES OF
MANAGERS
1. First Line Managers direct operating employees

only. They do not supervise other managers. They often

called supervisors.
2. Middle Manager direct the activities that implement

the organizations policies and balanced the demands of

their superiors with the capacities of their subordinates
3. Top Managers responsible for the overall

management of the organization, established operating

policies and guide the organizations interaction with its
environment

REQUIRED MANAGERIAL
SKILLS
First Line Managers (SPOI to SPO4)
technical
Middle Managers (Inspectors and Up)
Human
Top Managers (Chiefs of Bureaus)
Conceptual

KEY ATTRIBUTES OF
MANAGERS
1. Work with and through other people

working with anyone at any level within or

outside the organization who can help to
achieve unit or organizational goals; act as
channel of communication within the
organization

2. Responsible and accountable seeing the

specific tasks are done successfully.

Responsible for the action of subordinates
(Success and failure of subordinates is a direct
reflection of managers success or failures)

3. Balance Competing Goals and set priorities at

any given time, managers faces a number of

organizational goals, problems and needs all of which
compete for managers time and resources (both Human
and Material), since such resources are always limited,
managers must strike balance between various goals
and needs through prioritization of tasks selection.

4. Must think analytically and conceptually he must

be able to break a problem down into each

components- analyze these components and then come
up with a feasible solution; he must be able to view the
entire tasks in the abstract and relate it to other tasks.

5. Mediators organizations are made up of people. Within

the organization the human resources disagree with each
other. Dispute can lower the morale and productivity that
hindered work towards goals, the managers should act as
mediators to resolve problems, settled quarrels or
disputes tactfully and skillfully otherwise if that disputes
will not be resolved the results is organizational failures.
6. Politicians He must build relationship and use
persuasion and compromise to promote organizational
goals to move their programs forward. Develop networks
of mutual obligations with other managers. It will win
support or gain cooperation in carrying out goals

7. Diplomats He serves as official

representatives of their unit., who represent
the entire organization in dealing with its
clients.

The Composition of the workforce changes overtime

because:
Managers do not stay in the position
permanently
Reasons:
a. Promotion
b. Transfer or Reassignment
c. Resignation
d. Dismissal or Discharge

INTRODUCTION:
The essential elements in every
organization are its human resources. The
individuals and groups of people whose
performance
contributions
make
the
organization possible to attain its objectives.
However, the organization need more
than people to survive and prosper. They also
need material resources to build up capability
in producing standard products required and
demanded by their customers, in the PNP,
the people they vowed to serve.

From the organizations external

environment, it obtains its human and
material resources and transforms them
into products in the form of police services.
The outputs are then offered to the
community for consumption.
For the organization to survive and
produce standard product, the primary
concern of the organization is the effective
and efficient management of its human
resources.
27

II. What is Human

Resource Management?
functions that deals with recruitment,
placement, training and development of
personnel so that the organization will
be able to employ the right people for
the right position at the right time.

PROCESS OF HUMAN
RESOURCE MANAGEMENT:
a. Recruitment
process

must be a continuing

b. Placement
people

supplied with the right

c. Training

for the right position

d. Development

at the right time

HUMAN RESOURCE
MANAGEMENT PRINCIPLE
AND POLICY
EMPLOYING THE:
1. RIGHT PEOPLE

FOR THE

2. RIGHT POSITION

AT

3. RIGHT TIME

THE

Activities in Human Resource

Management Process
A. Human Planning making a design to ensure that

the organizational needs of personnel will be

constantly and appropriately met. In this activity
the organizations Personnel Department/Unit
must analyze the following factors:
1. Internal the organizations vacancies, the
skills needed based on the demand, the capacity
of material resources.
2. External - outside environment such as the
labor market where the resources will be made
available

THE FOUR STEPS IN HUMAN

RESOURCE
PLANNING

1. Planning for future need

determining
how many people with what abilities will
the organization need to remain in
operation for the foreseeable future.
The output of this step is Required

2. Planning for future balance

determining how many people presently
employed and can be expected to stay with
the organization. The difference between this
number and the number the organization will
need leads to the next step.

3. Planning for Recruiting and

Selecting for the most qualified

personnel
determining how can the organization
locate
And Lure the number of people it will
need

4. Planning for development

determining how the training and
movement of personnel in the
organization be managed so that it will
be assured of continuing supply of
experienced and capable personnel.

Factors to consider in Human

Resource Planning:
1. Strategic plan The organizations
basic strategy and detailed goals,
objectives, and tactics for making that
strategy will define the personnel needs of
the organization.
2. Potential change in the
organizations external environment
this may mean change in the market, in the
availability of financing, or in the labour
force.

Considered Elements in Human

Resource Planning are:
1. FORECASTING attempts to determine
what personnel the organization will need
to maintain its growth and exploits future
opportunities.
2. HUMAN RESOURCE AUDIT
appraisals of personnel skills and
performance.

B. RECRUITMENT
the process of attracting, screening
and selecting the most qualified candidates
from the large number of applicants.
Two types of recruiting:
a. General recruiting - most appropriate for
operative employees, takes place when the
organization needs a group of workers.

b. Specialized recruiting used mainly

for higher level executives or specialists,
occurs when the organization desires a
particular type of individual.

Sources of Recruitment:
Recruitment takes place within a labor
market- that is people available with the
skills needed to fill open positions. The labor
market changes over time in response to
environmental factors.

The sources to which human resources

offices turn to meet their recruitment needs
depend on the availability of the right people in
the local labor pool, as well as the nature of the
positions to be filled. An organizations ability to
recruit employees depends of the organizations
reputation and attractiveness of the specific job
offer. If the people with the appropriate skills are
not available in the local labor pool, they may
have to be recruited from some distance away.

a. Recruitment from Outside the

organization
b. Recruitment from within the organization
Disadvantages of recruitment from
within:
1. Limitation of available talent;
2. Reduces the chance for a fresh viewpoint
to enter the organization; and
3. Encourage complacency because
employees may assume that seniority will
assure promotion

Advantages of recruitment from within the

organization:
1. Familiarization of the organization
2. Considered as promotion that foster
loyalty and inspire greater efforts
3. Less expensive.

JOB ANALYSIS
Job Description for Operative Level
best defined as statement of
activities to be performed

Position description for Managerial

Level best defined as statement of
responsibilities

C. SELECTION securing from the large number

of candidates who have the highest potential for
appointment.

D. SOCIALIZATION designed to provide new

employees with the information in order to function
comfortably and effectively. It conveys three types of
information:

1. General information about the job;

2. A review of the organizations history,
purpose, operations, services rendered;
and
3. Detailed presentation of the
organizations policies, work rules, and

E. TRAINING AND DEVELOPMENT:

- Training Programs are directed towards
maintaining and improving current job
performance; Designed to improve skills
- Development Programs seek to develop
skills for future jobs.

Four Procedures to determine the

training needs:
1. Performance appraisals employees
work is measured against the performance
standards or objectives established for his job;
2. Analysis of job requirements- the skills
and knowledge specified in the appropriate job
descriptions are examined. Those personnel
without necessary skills or knowledge will
become candidates for training.

3. Organizational analysis the

effectiveness of the organization and its
success in meeting its goals are analyzed,
4. Survey of human resources managers
as well as subordinates are asked to describe
what problems they are experiencing.

Management Development
Program
designed to improve the overall
effectiveness of managers in their present
positions and to prepare for greater
responsibility when they promoted. This
program is necessary because of increasing
complex demands. Experience alone is a time
consuming and unreliable in process.

Early management development activities

were program-centered; that is, a program would be
designed and administered to managers regardless
of their individual differences. However, it is being
increasingly recognized that managers differ in
ability,
experience,
and
personality.
Thus,
management development programs are becoming
more manager-centered tailored to fit the unique
developmental
requirements
for
managers
attending. Training Needs Analysis is conducted to
identify the training needs

Training Programs is designed to improve

skills.
The two methods of training
approaches:
a. On-the-job Methods takes place within
workplace. It includes:
1. Coaching training of subordinates by his
immediate superior.
2. Job rotation shifting from one position to
another so that they may broaden job experience.
3. Training positions trainees are given staff posts
immediately under a manager.
4. Planned work activities or practical exercises
involve giving participants to do important work
assignments to develop their experience and ability.

b. Off-the-Job takes place outside of

the workplace.
F. PERFORMANCE APPRAISALS
- the process of determining effectiveness and
efficiency of personnels performance in their
assigned tasks.

Ways in conducting performance

appraisals:
1. Informal the process of continuously
feeding back to subordinate information regarding
their work performance. It is conducted on day-today basis.

2. Formal Systematic Appraisal - occurs

semi- annually or annually on a formalized basis.
Four major purposes:
a. It lets subordinates know formally how
their current performance is being rated;
b. It identifies those subordinates who
deserve merit raises;
c. It locates those subordinates who
require additional training; and
d. It plays an important role in identifying
those subordinates who are candidates for
promotion.

3. Formal Appraisal Approaches evolves:

a. A superiors rating of subordinates the most
common approach;
b. A group of superiors rating subordinatessubordinates are rated by a managerial committee or
by a series of managers who fill out separate forms;
c. A group of peers rating a colleague the
individual is rated separately and on paper by coworkers on the same organizational level;
d. Subordinates rating bosses subordinates
evaluate their superiors performance.

PROMOTION
- the most significant way to recognize
such superior performance. It is the opposite
of demotion.
Two kinds of promotion:
a. Promotion in rank
b. Promotion in position

Kinds of Promotion in
Rank
1. Regular based on the following
requirements:
a. Passed the Promotional examination
b. Appropriate training
c. Passed the ability and mental
examination
d. Cleared from any Administrative or
criminal case/s
e. Bar Passer as the case may be

2. Special granted to personnel who exhibited

acts of conspicuous courage and gallantry in
action at the risks of his/her life and performed
duties and responsibilities beyond the call which
shall be validated based on established criteria.
Types of Special Promotion:
a. Spot
b. Meritorious
c. Posthumous

Objectives of Promotion:
a. To invest with the degree of authority
over subordinates
b. To increase responsibility where one can
fully use his capabilities
c. To promote incentives that gradually
improve efficiency.

PROMOTIONAL FACTORS
1. Efficiency in Performance
2. Education and Training
3. Experience and Outstanding
Accomplishments
4. Physical Character and Personality
5. Leadership Potential

PREFERENCE FOR
PROMOTION
1. Appropriate Eligibility the most competent and

qualified who has highest eligibility will be considered;

2. Competency and Vacancy when competency,

qualification and eligibility are equal, preference will be

given to personnel in the unit where there is vacancy;
3. Seniority when promotables have the same merit, the

preference will be given to the most senior personnel

Problems in granting
promotion:
a. Employees bypassed for promotion
became resentful thus it affects morale and
productivity
b. It provide discrimination

G. TRANSFER or REASSIGNMENT movement

of personnel within the organization.

Purposes of Transfer:
a. Broader job experiences as part of their
development and fill up vacancies;
b. To keep the promotion ladder open; and
c. To keep individuals interested in the work;
d. Inadequately performing employees may be
transferred to other job simply because a higher
level manager is reluctant to demote or separate
them.

H. DISCIPLINE generally administered when

an employee violates policy or fall short of work
expectations. It progresses through a series of steps
to alleviate or eliminate the problem

Common Disciplinary
steps:
a. Spot correction
b. Warning
c. Reprimand or admonition
d. Suspension
e. Disciplinary transfer
f. Demotion
g. Discharge or dismissal

The result of Disciplinary Action Punishment

The result of Punishment Discipline
To impose Discipline Disciplinary Action

The Four Cs Model for Human

Resources
In order to evaluate the effectiveness of the
Human Resource Management process within the
organization, the following are the proposed a four Cs
model for human resources outcomes:
1. COMPETENCE How competent are
employees in their work? Do they need additional
training? (Assessment and evaluation system by
managers can help the institution/organization in
determining the talent of personnel or employee.) To
what extent do HRM policies attracts, keep, and
develop employees with skills and knowledge needed
now and in the future?

2. COMMITMENT How committed are

employees to their work and organization? (surveys
can be conducted through interviews and
questionnaires to find answers) To what extent do
HRM policies enhance the commitment of employees
to their work and organization?

3. CONGRUENCE Is there congruence

between the basic philosophy and goals of the
organization and its employees? Is there trust and
common
purpose
between
managers
and
employees? (Incongruence can be detected in the
frequency conflicts or an increase of grievances

A low level of congruence results in low levels

of trust and common purpose tension and stress
between employees and managers may increase.
What levels of congruence between management
and employees do HRM policies and practice
enhance or retain?
.

4.

COST-EFFECTIVENESS

Are HRM
policies cost effective in terms of wages, benefits,
turnover, absenteeism, and similar factors.

By shaping HRM policies to enhance

commitment, competence, congruence and costeffectiveness, an organization can increase its
capacity to adapt to changes. High level of the 4 Cs
can contribute to employee and organization
adaptability in the following ways:

1. High Commitment means better

communication between employees and
managers; mutual trust is enhanced, and all
stakeholders are responsive to each others
needs and concerns whenever changes in
environmental demands occur.

2. High Competence- means that employees

are versatile in their skills and can take on new roles
and jobs are needed; they are better able to
respond to changes in environmental demands.
3. Cost effectiveness means that human
resource costs, such as wages, benefits, have been
kept equal to or less than those of competitors; all
stakeholders have undoubtedly faced the realities of
the business.
4. High congruence means that all
stakeholders share a common purpose and
collaborate in solving problems prompted by
external changes in environmental demands.

Organizations that can adapt to changes

in their environment are more effective. It is
important that Human Resource Management
be linked to strategy; by shaping its policies to
enhance the four Cs, an organization will be
able to function more effectively in its everchanging environment.