University of Santo Tomas College of Commerce and Business Administration Business Administration Department Human Resource Development Management Area
Compete or Complement: A Study on Employers’ Perspective towards Human Resources Related Courses in the University of Santo Tomas
A Research Paper Submitted to the Faculty of the University of Santo Tomas
In Partial Fulfillment of the Requirements of the Degree Bachelor of Science in Business Administration Major in Human Resource Development Management
By
Jennylyn Morano Eulyn Deccie Roxas Chastine Pearl Vargas
March 5, 2011
TABLE OF CONTENTS
Page Introduction I.
3
Statement of the Problem
6
a. Hypothesis
7
b. Objectives of the Study
8
c. Scope and Limitation of the Study
9
II.
Review of Related Literature
10
III.
Significance of the Study
39
IV.
Theoretical Framework
40
V.
Conceptual Framework
45
VI.
Operational Framework
47
VII.
Research Design
50
a. Methodology
51
b. Data Gathering Tool
53
c. Data Analysis
54
VIII.
Results and Discussion
59
IX.
Summary, Conclusion and Recommendation
74
Bibliography
78
Annexes
85
2
TABLE OF CONTENTS
Page Introduction I.
3
Statement of the Problem
6
a. Hypothesis
7
b. Objectives of the Study
8
c. Scope and Limitation of the Study
9
II.
Review of Related Literature
10
III.
Significance of the Study
39
IV.
Theoretical Framework
40
V.
Conceptual Framework
45
VI.
Operational Framework
47
VII.
Research Design
50
a. Methodology
51
b. Data Gathering Tool
53
c. Data Analysis
54
VIII.
Results and Discussion
59
IX.
Summary, Conclusion and Recommendation
74
Bibliography
78
Annexes
85
2
INTRODUCTION
People are assets. Empowering and serving the employees very well is certainly a big responsibility of the management.
The old term for Human Resource Department is Personnel or Administrative Management (Khilawala, n.d.). They focus more on the back office activities such as filing and encoding of employee‟s files. But now, Human Resource Department is now considered as a strategic partner of the business industry; although administrative tasks are still part of human resources.
According to H. John Bernardin (2010), all decisions that affect the workforce concern is the organization‟s human resource management function. Safety and health issues, legal and ethical issues, job analysis, human resource planning, recruitment and selection, performance management and appraisal, employees training and organizational development, reward systems, benefits and compliance, and other related activities are indeed greatly affects the business as a whole. Employees are the ones operating the business and Human Resource Department as a strategic partner, provides everything for the human capital.
Human Resource professionals can enter the field from different Bachelor‟s Degree since Human Resource Management as an academic discipline is newly offered in colleges and universities. Most of the personnel in Human Resource Department are 3
graduates of Psychology or Behavioral Science because they studied Human Behavior that makes them suitable in handling employees. University of Santo Tomas has been offering the two academic courses for a long time while the Human Resource Development Management was offered just two years ago. These three (3) undergraduate courses are closely related to the human resources functions. In a way that, Psychology graduates are helpful in the recruitment and staffing function because of their background psychological tests; while Behavioral Science to conduct and analyze an applicant‟s psychological graduates deals primarily with human behavior, society and in the organization itself; And lastly, graduates of Human Resource Development Management have the knowledge on how human capital and the whole organization would work effectively and efficiently toward achieving their vision, mission and goals. Its curriculum also focuses more on the industrial setting that makes them more suitable in the corporate world. Nonetheless, these still vary depending on the preferences or perspectives of the employers. Some may indicate specific or comprehensive key indicators or competencies needed to fill the position.
This study provides theories, models, frameworks, and facts. It also identifies the perspectives and preferences of the employers in different industries among the aforementioned courses, as well as if they complement or compete for the human resources entry level position. The word complement was operationally defined as, the skills and competencies of graduates from three (3) courses (Psychology, Behavioral Science and Human Resource Development Management) are all needed to address the
4
human resources functions.; while the word compete defined as, the three (3) courses have a sense of rivalry and striving to do one‟s best, as well as to outdo one another.
5
I.
STATEMENT OF THE PROBLEM
Human Resource is a vital component in an organization because it is perceived to be the one that handles and manage the best assets in every company. This study is developed to find out the future of the University of Santo Tomas graduates from the three competing or complementing courses that are planning to be employed at the Human Resource Department in companies of different industries.
The questions that are expected to be addressed are:
1. Do graduates from the three (3) courses compete or complement with each other when it comes to the human resources position in a corporate setting? 2. What are the advantages and disadvantages of the three courses? 3. Among the three (3) courses which is the most suitable for the human resources field? 4. Based on the data to be collected from different industries: a. What are the probabilities of each course that they will be preferred by companies for the human resources position? b. What are the competencies (knowledge, skills, behaviors and values) & other factors that companies look for a candidate to become a human resources employee?
6
A.
HYPOTHESIS
This research as an alternative hypothesis relates the Bachelor‟s Degree courses offered in University of Santo Tomas which are Psychology, Behavioral Science, and Human Resource Development Management as complementary courses that they are all considered necessary to fill human resources functions through their distinctions in meeting the requirements of different business industry which the information about their preference can be gathered by conducting an interview to any of their human resource recruitment staff.
While as a null hypothesis, these courses are competing in filling the human resources
functions.
They
compete
through
their
similarities
in
competencies
(knowledge, skills, behaviors and values) obtained from the course‟s program or curriculum, and fitting to the functions of human resources. They could also compete through their likeness in meeting the preference of each business industry for human resources functions.
7
B.
OBJECTIVES OF THE STUDY
The research aims to conduct a study on the three (3) courses (Human Resource Development Management, Behavioral Science and Psychology) that have different approach in studying the human behavior yet usually lead towards the same profession which is the management of the co mpany‟s best asset.
This research aims to achieve the following objectives:
1. Identify the relationship of the three (3) human resources related courses using employer‟s perspective;
2. Determine the probabilities of the graduates from the three (3) courses in the selection of a company‟s potential human resource employee; and
3. Recognize
other
factors
such
as
educational
attainment,
competencies
(knowledge, skills, behaviors, values, etc.) in hiring an entry level employee for the human resources group.
8
C.
SCOPE AND LIMITATIONS:
In this study, the main subject would be the relationship of the three (3) Human Resource related courses which are Psychology, Behavioral Science and Human Resource Development Management; and how the employers of different industries perceived them. The study will explore in companies having different natures of business which get hold of Human Resource positions. The companies to be used as respondents came from the following industries: Call Centers, Business Processing and Outsourcing (BPO), Hospital, School or Academe, Manufacturing, Information Technology, Telecommunications and Banking. Through conducting interviews, the study may result in finding out the preferences of each industry among the three (3) courses when it comes to hiring an entry level Human Resource employee as well as the other factors that they considered in pointing out a candidate for the human resource position. This study will also examine the opinions of the Human Resource practitioners to find out how the graduates from these courses are related and suitable to be future Human Resource practitioners after they finished their respective courses.
One of the limitations of this study is not conducting a comparison with other schools, colleges or universities offering the same three (3) courses to avoid issues. Furthermore, the specific industries to be used were the aforementioned only. There is also limitation on the information due to the confidentiality of companies and results are acquired from opinions and perceptions of employers as the respondents.
9
II.
REVIEW OF RELATED LITERATURE (RRL)
Table 2. 1. The Human Resources Related Subjects Offered in the Courses Psychology, Behavioral Science and Human Resource Development Management at the University of Santo Tomas Subjects Offered that are Related in Human Resources functions
Psychology
Behavioral Science
Human Resource Development Management
Human Behavior in Organization
•
Administrative and Office Management
•
Human Resource Planning
•
Recruitment and Selection
•
Operations Management
•
Career Planning
•
Training and Development
•
Compensation and Rewards Management Organizational Development
•
•
•
•
•
•
•
Employee Relations
•
Labor Law and Legislation
•
Labor Relations and Negotiations
•
•
Conflict Management
•
Business Ethics and Corporate Social Responsibility
•
Total Quality
• 10
Management Strategic Human Resource Management
•
Coaching and Counseling
•
Performance Management Systems Appraisal
•
Corporate Culture
•
Logistics Management
•
Theories of Personality
•
•
Psychometrics
•
•
Industrial Psychology
•
•
Group Dynamics
•
•
Test Construction and Measurement
•
Counseling and Psychotherapy
•
Management of Human Resources
•
Psychodiagnostics
•
•
Office Systems and Procedures
•
Labor Standards
•
Industrial Counseling
•
Seminar on Current Issues and Trends
•
Behavior Measurement and Analysis
•
•
11
In the table, academic subjects that can be useful in human resources functions were enumerated. Columns of each course were marked if the respective subjects were taught in their curriculum.
It can clearly show whether the courses possessed the
necessary academic foundation in entering the Human Resource profession.
As stated on the site of HR Degrees (2010), typical courses that should be taught for all of the Human Resources Bachelor's Degrees are Compensation, Industrial psychology, Organizational Structure, Performance Appraisal, Principles of management, Recruitment, and Training and development (para. 1). Accordingly, there are useful optional courses offered by some bachelor's degrees programs that include Business Administration, Collective Bargaining, Economics, Labor History, Labor Law, Political Science, Psychology, Public Administration, Sociology and Statistics (para. 2).
Entering into a career in Human Resources has a necessary college education to be considered. According to Ng (2010) one doesn't necessarily to have a degree in Human Resources, however, majoring in Business Administration, Psychology, Labor Relations and Personnel Administration, as well as degrees in Social and Behavioral Sciences, can also be beneficial. It simply indicates that such courses of Psychology, Behavioral Science, and Human Resources Development Management are applicable in entering the profession of Human Resources.
Sison (2003) suggested that a person who is getting into personnel work should be acquainted with basic knowledge in related study fields such as Psychology, Economics, 12
Law, Sociology, Research, Statistics & especially Behavioral & Social Science. He discussed the importance of having the knowledge in each field:
Table 2. 2. The Significance of Other Fields in Personnel Management Related Study Fields
Significance in Personnel Management
Psychology
To understand the problems revolving the personnel functions
Economic
Law
Sociology
Research
Statistics
To be used in relating the compensation and the economy To know the right, privileges & responsibilities of both the labor & management To understand the work especially relation with the workers & community To abreast with the most recent advances in handling the problem workers To present & report in clear & concise language the statistical analysis & interpretation
Sison‟s statement just proved that Personnel Management or presently known as Human Resource Management is a complex tasks that requires flexibility and suitable competencies.
According on the online article written by Gast (2002), before considering Human Resource Development as a profession, understanding how it evolved over the past few decades is a must (para. 1). Today, Human Resources are not just about hiring and firing 13
employees anymore. The Human Resource department is now vital to a company‟s success, and there are many jobs to choose from within the field. A college education is not mandatory, but it can be very helpful. The article also advised that if someone is attracted to a career in Human Resources development, it is a must to be people-oriented (para. 4). In addition, recent surveys show that competition will be quite high for jobs in this field due to the abundant supply of qualified college graduates and experienced workers. A college degree is not an absolute in order to gain employment in this field; however, many employers seek college graduates to fill entry-level positions, and prefer applicants that have majored in human resources, personnel administration, or industrial or labor relations (para. 6). The article also stated that several colleges have programs leading to the Human Resources
degree.
Some
Business Administration,
of
these
Education,
courses Instructional
are
in
the
Technology,
departments
of
Organizational
Development, Human Services, Communication or Public Administration. Yet, an interdisciplinary background is favored for Human Resource positions, and some schools will offer a combination of courses in the Social Sciences, Business and Behavioral sciences (para. 7). The article also enumerated traits that a Human Resource profession must have, such as effective communications skills, both verbal and written; supervise people with various cultural backgrounds, levels of education, and experience due to the growing diversity in industry; and lastly, a good Human Resources employee can also manage conflict, cope with differing points of view, function under pressure, and demonstrate
discretion,
integrity,
fair-mindedness,
and
a
persuasive,
congenial
personality (para. 8). By the end of the article, it advised that the most successful 14
employees in the field will begin their first position with a college degree. If possible, attend college before seeking employment, in order to gain an edge over competing applicants (para. 9).
Denisi and Griffin (2008) affirmed that in most of today‟s organizations the role of human resource management has become quite important. This statement has been confirmed by several authors and undeniably Human Resource profession has evolved from being an administrative to strategic business partner. The two authors also stated the HRM function came to require dedicated professionals who could balance legal and ethical concerns with the need that organizations gave to survive and profitable. The reason for this requirement is that the real emergence of human resource management as a critical management function probably came with the passage in 1964 of the civil rights act. This law and the court cases that followed from it made it clear that organizations had to find ways to hire new and manage people effectively while ensuring that they worked within the limits of the law (p. 5).
Boudreau and Ramstad (2007) stated that Human Resource professionals are justifiably proud of their careers and their unique contributions in Human Resource function specialties such as compensation, benefits, training, labor relations, staffing, and recruiting. However, there is a common misconception that if Human Resource professionals do not become strategic business partners, then they have no future in the Human Resource profession. They insisted that there are still bright future for Human Resource leaders who make contributions as organizational experts in functional 15
specialties such as motivation, development, talent pipelines, diversity, engagement, and providing employees a voice at work. Future organization can hardly expect to succeed if they don‟t have leaders who share a consistent logical perspective on questions about motivation, learning, talent development, and organizational design. A fundamental new purpose of human resource center of expertise will be to teach, not just implement. Careers for Human Resource professionals will include paths that lead to high-level functional expertise, just as many organizations have career paths for other technical professionals that lead to high-level positions, such as fellows in engineering, chemistry, or physics. Human Resource people will not only be essential to the effective running of the process in their area but they will also be responsible for ensuring that organization‟s decisions are informed by the appropriate research in human behavior and organizational effectiveness (pp. 164-165).
According on the latest statistics from the U.S. Government Bureau of Labor Statistics, the demand for Human Resource professionals is expected to grow much faster than average in the next decade compared to other fields. Overall employment in this sector - including human resources, training, and labor relations managers and specialists‟ occupations - is set to grow 22% between 2008 and 2018 (para. 1). The Human Resource Career Growth (2010) online article provided that the reason for the positive picture is the recently passed health care reform legislation will likely increase demand for specialists who can design creative benefits packages for prospective employees. The article also encouraged the College graduates and those who have earned 16
certification will have the best Human Resource career growth paths. A bachelor‟s degree is a typical requirement for Human Resource jobs; however, the educational path to a career in Human Resources widely varies. Many colleges and universities don‟t offer degree programs in Personnel Administration, Human Resources, or Labor Relations until the graduate degree level, an interdisciplinary background with a combination of courses in the Social Sciences, Business and Behavioral Sciences is acceptable. Someone without a Human Resource degree or experience could also complement their bachelor‟s degree with a certificate in Human Resources (para. 4)
The online article entitled Job Descriptions: Human Resources, Training, and Labor Relations Managers and Specialists (n.d.) explained that variation of educational backgrounds of human resources, training, and labor relations managers and specialists is due to the diversity of duties and level of responsibility assigned to them. Furthermore, it pointed out that the duties given to entry-level workers will vary depending on whether they have a degree in Human Resource management, have completed an internship, or have some other type of Human Resources-related experience. Entry-level employees commonly learn the profession by performing administrative duties-helping to enter data into computer systems, compiling employee handbooks, researching information for a supervisor, or answering the phone and handling routine questions. Entry-level workers often enter formal or on-the-job training programs in which they learn how to classify jobs, interview applicants, or administer employee benefits (para. 7).
Editors Losey, Ulrich and Mesinger (2005) discussed on their book the future of 17
Human Resource profession as well as the present and future critical Human Resource issues. One of the issues that they raised is the inexistence of educational path to become an Human Resource professional that makes them come from many backgrounds; unlike other disciplines such as accounting, engineering, or pharmacy, one must achieve specific courses and education requirements. Furthermore, study conducted by Kluttz and Cohen (2003) resulted that only about one-third of surveyed Human Resource professionals had a degree in Human Resources, Industrial Relations, or Psychology. It clearly implies that there is job mismatch due to rare Human Resource course offered. To identify the necessary knowledge and education, it is important to understand the issues and other factors that will be facing by aspiring Human Resource professionals. Human Resource functions are not only about conducting test, interview, etc., it is beyond that. Human Resource professional should know how to properly execute the knowledge they possessed. To echo the words of Kaufman (1999), “there remains a significant gap between the skills and competencies provided to student in most HR/IR programs and those desired by business executives.” To accomplish the necessary background, this gap must be closed. Besides, Human Resources require lot of skills that cannot be acquired from merely lectures and discussions in school. (pp. 63 – 69).
The Human Resources degree program mentioned in the website distancelearning-college-guide.com (n.d.), elaborated what human resources is all about. According on the site, Human Resources degree programs are ideal for those who are seeking a career that provides connection between employees and top management. In addition to handling hiring and firing, human resource staff train employees; work to 18
enhance employee morale, satisfaction, and productivity; ensure compliance with employment laws; address benefits and compensation; and consult with executives about strategic planning. The online article entitled Skills of Human Resource Professionals More Critical than Ever for Companies to Maintain a Competitive Edge adapted the new study conducted by The RBL Group and the Ross School of Business at the University of Michigan, in cooperation with SHRM, IAE School of Business, IMI, Tsinghua University, AHRI, and National HRD Network (n.d.). According on the study, the skills of a company's Human Resource professionals are becoming more critical than ever, accounting for 20 percent of its business results, and are increasingly becoming part of an organization's competitive advantage (para. 1). Furthermore, based on the 2007 round of the Human Resource Competency Study, In order to be prepared for the greater demands being placed on them, Human Resource professionals must define, assess, and improve their performance against a set of specific competencies (para. 2). The article quoted Dave Ulrich statement, "It's no longer enough for Human Resource professionals to just want to contribute to the bottom line. They need to know how to do this, and have the ability to use what they kno w” (para.3), he also added that "a company's intellectual capital, talent, intangibles, and capabilities all derive from the competence and commitment of its Human R esource professionals” (para. 4). The study conducted also advised that Human Resource professionals must be adept in six major competency areas to ensure that they bring the most value to their businesses. The most critical human resource skill involves being a credible activist - part of which is performing "Human Resources with an attitude” (para. 9). In addition to 19
being a credible activist, the five other major areas in which human resource professionals need to be proficient are: Culture and Change Steward, Talent Manager/Organization Designer, Strategy Architect, Operational Executor and Business Ally. By the end of the article, it quoted another Ulric h‟s statement, “Human Resource professionals need to ensure that Human Resource practices are aligned with customer expectations and strategy, integrated with each other, and innovative. This linkage helps make customer-driven business strategies real to the company's employees (para. 20).
Oliver (2007) suggested that skills for being a Human Resource practitioner can be divided into two categories; technical skills or competence, and personal skills or competence.
Table 2. 3. The Two (2) Categories of Required Skills for Human Resource Practitioner Technical skills or competence “it is how the Human Resource practitioner of the business needs to be a leader - of change, best practice and of people ”
Strong Human Resource technology to manage the people resource more efficiently Solid Human Resource skills in employment legislation, employee relations, training and development, recruitment and retention, reward and organizational design An understanding of culture, age and sex of the labour market Ability to manage a project
Personal skills or competence “it is how Human Resource people will apply the technical data in a pragmatic and realistic way”
Simple common sense with the ability to lead and manage in a pragmatic way that actually works and is not over-complicated. Key interpersonal attributes such as being open, firm, fair and realistic and develop the acumen about when and how to use these interpersonal skills for best effect. Strong sense of intuition
20
Table 2. 4. Basic Competencies that Human Resource Professional Must Possess Regardless of Designation. (Himachali, 2005) Basic Competencies Relationship Focused Customer Focused Organizational Skills Problem Solving
Assessment of Talent Integrity Intelligence Energetic Active Listening
Composure and Professionalism Presentation Skills
Flexibility
Vision
Political Awareness
Meaning -Approachable -Relates easily to diverse groups and individuals -Builds and develops relationships -Focused on all aspects of service and product delivery -Always know that customer comes first -Set priorities, time and meeting management skills -Ability to delegate -Ability to weave through necessary channels to accomplish outcomes in complex settings -Understanding of processes and quality improvement -Ability to judge and assess talent, recruit and select staff appropriate to current and future needs -Appreciation for and emphasis on developing a diverse workforce -Forthright, direct and widely trusted -Ability to grasp complex concepts and determine courses of action -Action oriented, hard working and likes challenges -Ability to absorb and translate others' statements into objective responses and actions -Ability to give and receive feedback in an appropriate manner -Ability to maintain professional demeanor in difficult or stressful situations, patience with customers and ability to diffuse anger and deal with difficult customers -Ability to present and convey information in a wide variety of settings -Ability to cope effectively with change and uncertainty -Ability to reprioritize quickly -Ability to maintain a balanced perspective and see all sides of an issue -Ability to see the 'big picture' within the industry, the organization and its present and future function -Ability to translate a future state for others and instill a sense of vision in them -Ability to motivate others -Sensitivity to political situations -Able to assess political climate and how it affects responsibilities 21
An anonymous author of the blog entitled 7 Skills an HR Manager Must Have ~ to deliver business value (n.d.) expressed his view that being a Human Resource Manager is one of the most complex, challenging and rewarding jobs.
Table 2. 5. Seven (7) Required Skills to be an Effective Human Resource Manager
1. Organization because when dealing with people's lives and careers, there's really no margin for error. Files and records must be correct, in place, secure and instantly accessible, no matter what; 2. Discretion and Business Ethics because Human Resource professionals are the company conscience and keepers of confidential information; 3. Employee Trust because an effective Human Resource professional will foster an open environment in which employees can safely voice their concerns. At the same time, they must enforce top management‟s policies; 4.
Equity because Human Resource professional should communicate clearly and fairly;
5.
Dedication to Continuous Improvement because Human Resource professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation;
6. Strategic Orientation because as the old saying goes "People are the most important asset", Human Resource professionals help acquire the new skills required to help the organization reach its business goals; and 7. Team
Orientation
because Human Resource managers must consequently
understand team dynamics and find ways to bring disparate personalities together and make the team work.
22
After all, there is no 'product' more complex than people and Human Resource Managers must assess, reward, retain and develop them together with their skills, needs and ambitions.
Psychology was said to be the pioneers in personnel selection as stated, Scott (1969 – 1955) was the one who spark the development of the field of industrial psychology. He was a graduate from a theological seminary but when he realized that there were no vacancies for missionaries in China, he decided to be a psychologist instead. He was the first to apply psychology in advertising, employee selection and other management issues. Scott wrote several articles and published a book entitled The Theory and Practice of Advertising which is generally considered to be the first book to solve
business problems using psychology. In 1913, Munsterberg (1863 – 1916), was America‟s most famous psychologist because of his writings, researches, and consulting activities helped spread the influence of industrial psychology and also, he befriended kings, presidents and movie stars. Munsterberg was an early advocate of the use of psychological tests to employment candidates to match their skills to a particular job. He wrote a book entitled The Psychology of Industrial Efficiency (Schultz, D. & Shultz, S. E., 2010). The Hawthorne studies and motivational issues were investigated and researched and was lasted from 929 – 932 and was conducted by psychologist Elton Mayo, head of Harvard University‟s Department of Industrial Research. It was called Hawthorne studies because they were conducted at the Hawthorne, Illinois, plant of the Western Electric Company. The research program took industrial psychology further than employee 23
selection and placement to the more complex problems of motivation, interpersonal relations, and organizational dynamics. The first formal contacts with I-O psychology outside the classroom are likely to be with recruitment Web sites, application forms, interviews, psychological tests, and other employee selection measures. Because they help employers determine if the applicants are fit for the vacancy position.
DuBrin (1994) stated that the major fields of Psychology are Clinical and Counseling Psychology which includes Psychotherapy, School Psychology, Child and Developmental Psychology, Experimental Psychology; Ergonomics which helps to design equipment and the workplace to best fit human requirements, Industrial and Organizational Psychology; and Health Psychology which helps modify human behavior to prevent and treat physical illness. Among these major fields, Industrial and Organizational Psychology is the well suited area to approach in the corporate business industry. Activities such as designing of employee selection methods like tests and interviews, methods for the training and developing employee at all levels were conducted by the I/O Psychologists. They are also developing methods for improving teamwork and cooperation of the departments. (p. 7).
According to Davis, Giordano, and Licht (2009), Industrial and Organizational Psychology also known as Occupational Psychology and Work Psychology, is the application of psychological principles, theories, and research to the work place. The work of I-O Psychologist has been traditionally split between industrial or personnel 24
psychology
(recruitment,
organizational
psychology
selection,
training,
(leadership
and
and
performance
organizational
appraisal)
development,
and
change
management, attitudes, and motivation). A graduate education in I-O Psychology is directly applicable to careers in academe, business consulting, and working as an organization insider in human resources. The competencies that developed in I-O Psychology are also very important to success in roles such as people management, market research, and organizational leadership. Those who are college graduates, work on motivation, job satisfaction, and organizational development. For those who have maste r‟s degree, most likely will be placed in the areas of psychological test and survey construction, and validation, human resources selection and placement, performance appraisal, fair employment practices, and employee training (pp. 259-260).
Klein and Kozlowski (2000) stated that Industrial Psychology is based upon a study of individual differences-of human variability- the importance which as an objective of scientific psychology seems to have first been definitely recognized and stressed by Sir Francis Galton. It stated that people are unique. Everyone has differences and that‟s the reason why psychology has been developed to identify and understand these differences. Moreover, the knowledge on Psychology is an essential factor to fully understand the behavior of people that you are managing (p. 95).
25
Dr. Kuulshrestha (2007) discussed the evolution of Human Resource function into a complete science in the current times, with strong influence of Psychology, more so as organizations are increasingly dependent upon skilled staff resource to work at the optimum level, along with the high performance expectations. He enumerated the factors that can be the reason why Human Resource Management has become a Psychology linked science
Table 2. 6. factors that can be the reason why Human Resource Management has become a Psychology linked science Growth in the Service Sector: In countries like United States and India, the growth of service sector has been phenomenal and it has overtaken the manufacturing sector in giving employment. Services, including IT/IT Enabled services/Telecom/Retail etc depend upon the high-calibre human resources, that too in fairly large numbers. To groom them and to motivate them to take up high-skilled jobs, the in-depth study of Human Psychology is required. Performance Expectations: Modern organizations have developed and implemented sophisticated tools to map individual and team performance. Tools like Development Centre are increasingly becoming popular where individuals or teams are given some mock tasks to handle and subsequently, the strengths, weaknesses and areas of development are shown to the concerned individuals/teams. Every business organization needs to prove itself to the customers/end users and the same should be reflected on the bottom lines and industry recognitions. To map the performance, knowledge of human psychology is a must as it is required to fill in the performance gaps by mentoring, coaching, motivating etc. Employer Branding: Branding : Modern organizations off late have become employee26
friendly and wish to project themselves “the best” in their Human Resource Policies. There are research organizations who conduct research to rate the “Best organizations to work with” in almost every country. Some companies take help of Psychologists in conducting job interviews. The increase emphasis on employer branding has made Human Resources` quite close to Psychology and allied disciplines. Change in Human Behavioral Pattern : The current generation (in their mid20‟s 20‟s)) is averse to being dominated and follows its own path of quick money, partying and lack of respect. This has an impact on an orga nization‟s functioning and there is a need of coaching and mentoring such kinds of employees in an organization, for which the managers and senior executives have to use psychological tools.
It is undeniable that The HR function is very relevant in toda y‟s context. Considering the tremendous growth in the global economies, including a revolutionary growth in the service sector, there is a huge demand to recruit new people and then to retain the performers.
Having a Master‟s Degree gives a great chance for a productive and rewarding career in I-O Psychology. The possible careers are in the areas of Psychological Test and Survey Construction and Validation, Human Resources Selection and Placement, Performance Appraisal, Fair Employment Practices and Employee Training; while college graduates work on Motivation, Job Satisfaction and Organizational Development. Nevertheless, top management positions required a Doctoral Degree.
27
Table 2. 7. Places of Employment, Job Title and Job Responsibilities of Selected I-O Psychologists. (Schultz, D. & Schultz, S. E., 2010). Places of Employment
Job Title
Job Description
Human Resources Consulting Firm
Human Resource Consultant
- Conduct test development and validation, interview training, assessment center design, performance appraisal system design, career development programs and attitude surveys.
Market Research, Consulting, and Promotional Services Firm
Marketing Research Project Director
- Apply social science research skills to proposal development, analysis, writing, and presentations.
Assessment Center Specialist for Overseas Development
- Coordinate and supervise assessment center for evaluation of employees being considered for promotion: develop assessment materials, make recommendations to improve effectiveness, select and train staff to become qualified assessors.
Senior-Level Manager
- Oversee projects involving the systems approach to training, training technologies, and management and careers development training.
I-O Project Manager
- Work with interdisciplinary staff (psychologists, sociologists, computer science specialists, and educators) on information systems, test development, survey design, and equal employment issues, including providing expert witness testimony in selected court cases.
International Airline
Management Consulting Firm
Human Resource Research and Consulting Associates
28
Director of Human Resources
- Provide services in counseling, coaching executive candidates for job interviews, assessment and test interpretation, and career development.
Pharmaceutical Firm
Manager of Psychological Services
- Design psychological strategies for employee testing and job analysis, assess legal considerations in hiring, research and recommend changes in corporate compensation procedures, develop and monitor performance appraisal practices.
Public Utility (Gas and Electric Company)
Executive Consultant in Organization Planning and Development
- Work with unions, line operations, human resources departments, and senior management groups to redesign human resource systems and implement major organizational changes.
Team Leadership and Communication Trainer
- Implement self-directed production work teams: train workers in manufacturing team concepts, problem solving techniques, leadership development, communications, and cooperative decision making; monitor and evaluate programs and document results.
Telecommunications Company
Human Resource Research Intern
- Serve as a pre-doctoral intern (for person admitted to doctoral candidacy at an accredited university) to conduct research on human resource programs while working with licensed I-O psychologists and human resource professionals.
State College
Assistant Professor of Psychology
- Teach courses in organizational behavior, group processes, and tests and measurements; direct undergraduate research projects.
Employee Decisions Consulting Firm
Electronics Corporation
29
News Break section from the book of Schultz, D. & Schultz, S. E. (2010) stated that having no plan to take up master‟s or doctoral degree, Bachelor‟s Degree in Psychology still find employment in all sectors of the economy. Approximately half of them work for private corporations, 15% are employed by government agencies, 14% in education, 12% run their own businesses, and 9% work for charitable organizations. Those who work on private corporations are mostly in managerial positions; the rest work in sales, human resources, training, and other staff functions.
Agarwal, a member of the factoidz website, wrote a blog that pertains to a rewarding career path for the Psychology majors. He said that Human psyche is too deep to delve into the depth of. It is difficult to explore the riches and reach the recesses of human psyche. Study on psychology has gained momentum among youngsters who are taking more and more interest in this field. Emergence of applied psychology as a mostly chosen discipline has lead to multiple job opportunities in different sectors of arena. The field in which study on Psychology is being largely utilized is employee counseling. The profession of Employee Counseling is growing popular in leaps and bounds. Corporate industry is the field for counseling professionals to offer their service. To elaborate the advisable career path for the psychology major he also gave an insight about the Human Resource profession. He said that it is the chief capital for investment to make profit in any field. Workforce is a valuable asset for any company. The stronger the workforce is the higher is the margin of profitability for an organization. To make it straight to the point, the specific function that he wanted to define as the rewarding career path for the Psychology major is the employee counseling. 30
Employee counseling is often regarded as Professional Counseling. The role of a counselor is to help an individual do away with emotional, interpersonal and decisionmaking problems. It is purposeful for the growth of organizations and beneficial for the development of employees. A course on Applied Psychology will introduce the attributes of successful counseling, understanding the psyche of individuals, providing effective solutions to their problems, teaching them emotion-controlling skills. The growing popularity of employee counseling has put applied psychology in demand as career option.
Kuther and Morgan (2010) stated that Psychology majors who have interests in business world are excellent matches for the Human Resource department because of their solid liberal arts background. Positions like Human Resource generalist, Employment, Recruitment, and Placement specialist, Training and Development specialist, and Compensation and Benefits specialist were some of the examples of positions that Psychologists may apply with. But for entry level positions, they will be basically exposed in general Human Resource functions that leads to an opportunity for advancement and job experience. Although administrative works are the basic task of Human Resource Management it will still give a chance to interact with a lot of people which will require skills, flexibility and patience.
Based on Tyler (2008), principles of Psychology can be applied into one of the most important areas of people's life - work. Specifically, psychologists work with the
31
human aspects of the workplace and aim at improving people's efficiency, and hence organizational effectiveness, through their knowledge about human functioning (para. 1). She also stated that Human Resource professionals share a similar aim and are working closely with Psychologists. Although there are quite a few overlapping areas between Organizational Psychology and Human Resource Management, there are fundamental differences between them. There is always some confusion among the general public that people just cannot tell who is who.
Table 2. 8. Complementary Relationship of Organizational Psychology and Human Resources Organizational Psychologists
They base their work heavily on science. All work has to be backed up by scientific evidence and statistics is always in their toolbox
Focus more on the design and development of procedures, tools and principles
Provide technical skills and knowledge to HR
Job consultation
Human Resource Practitioners
Emphasizes more on the practical side, with less focus on the scientific side
Work more on the operational level, such as implementation of selection systems and applying training principles in real training scenario
Partners, advisors suppliers for Psychologists
Assist with internal matters as well as providing an insider view
and sometimes Organizational
Developing competencies is a major thing to do when applying for a job position especially for newly graduates. Listed in the Psychology Undergraduate Student Handbook (PUSH) of the University of Dayton (2010) are the knowledge, skills, and
32
characteristics that the employers look for in prospective employees. Psychology courses that emphasize specific skills or types of knowledge are indicated in parentheses.
Table 2. 9. The Knowledge, Skills, and Characteristics That the Employers Look for in Prospective Employees.
Knowledge Learned By Psychology Majors That Employers Seek How attitudes and opinions are formed and changed (Social Psychology) Principles and techniques of personnel selection and organizational development (Industrial Psychology) How people think, solve problems and process information (Cognitive Processes) Structure and dynamics of small groups (Social Psychology) Effects of the environment on people's feelings and actions (Environmental Psychology) Principles of human learning and memory (Learning)
Skills Learned By Psychology Majors That Employers Seek Identifies and solves problems based upon a knowledge of research methodology and understanding of human behavior (All Psychology courses and especially Experimental Psychology) Performs statistical analyses (Elementary Statistics) Designs and conducts research projects (Experimental Psychology and Independent Study) Selects and interprets psychological tests (Psychological Tests and Measurement) Works productively as a member of a team (Experimental Psychology) Plans and carries out projects successfully (Experimental Psychology and Independent Study) Conducts interviews (Interviewing and Counseling) Writes proposals and reports (any psychology class that requires a paper) Speaks articulately and persuasively (any psychology class that requires an oral presentation)
Characteristics Rated Highly by Employers Satisfactory grades Strong communication and interpersonal skills Outgoing personality Ability to present oneself in a positive manner Relevant previous employment Enthusiasm Flexibility Leadership Problem solving abilities High energy level Maturity
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Psychology graduates have skills that are relevant to Human Resource profession. Based on Dean (2009), Psychology graduates or students are able to understand and manipulate both quantitative and qualitative data, use computers and solve problem effectively. Klatt, Murdick, and Schuster (1978) mentioned that Human Resource Planning requires accurate and current information regarding both qualitative and quantitative factors, such as skills inventories and public policy toward human resources which mentioned as one of the skills of a Psychology graduate. Consequently, they are well placed to move into research or numeric-based careers such as market research, academia, and accounting. Accounting skills can be applied in the compensation and benefits function in Human Resource. They are also developing many of the skills of humanities graduates, such as critical thinking and essay writing.
Based on the Encyclopedia of Business (2007), studying Behavioral Science focused on applying conceptual and analytical tools to the problem of understanding and predicting behavior in the workplace. However, the study of Behavioral Science and Organizational Behavior was also a result of criticism of the human relations approach as simplistic and manipulative in its assumptions toward the relationship between worker attitudes and productivity. The Behavioral Science as offered course has contributed to the study of management through its focus on personality, attitudes, values, motivation, group behavior, leadership, communication, and conflict, among other issues.
The influence of Behavioral Science in the practice of management is applicable in Human Resource profession. According to Sundaram (2004), Behaviorism in 34
management has been extended to very much include the mental state. Robbins (2003) enumerated some key points of Behavioral Management which can be related to the Human Resource functions. The following are: Uses Scientific Method for the research and study of Organizational Behavior Developed understanding of Leadership, Employee Motivation and the Design of Jobs It influences Decision Making, Organization Structure Design, Types of Control Tools and Techniques Differed from the Human Relations Movement in the fact that the Human Resource Management maintained a satisfied worker whereas the Behavioral Movement recognized man as a “co mplex self actualizing animal” Man has “needs” not “wants” Behavioral science since its inception in the mid 20
th
century has remained
consistent in its application and relevance to management. Theories such as Maslow‟s hierarchy of needs and McGregor‟s Theory X and Y are contributions to Behavioral Science and being played for managing people. Maslow‟s Hierarchy of Needs influences the satisfaction of people in their working lives as much as outside work. The application of management methods derived from McGregor‟s Theory X or Y are equally prevalent. The adaption of methods consistent with Theory X would see managers coercing „lazy‟ workers with bribes, rewards, threats and punishment. While proponents of Theory Y would interact and communicate effectively with staff to ensure the job they are doing suits them, understand what is being asked of them and providing any tools (such as training) to permit workers to gain maximum satisfaction from their job. 35
The Behavioral Science approach to management is relevant to Human Resource functions because it also deals with human emotions, achievements, satisfaction and these elements will always dictate the productivity and outcome of an organization as long as organization continues to employ people.
Hodgetts (2002) believed that people who practiced human relations do not have time to make a systematic study of human behavior at work because they are too busy in the operations of the company. However, there are people in the academia and industry who still have time for the scientific, behavioral research, including Psychologists who are interested in individual behavior and Sociologists who are most concerned with group behavior. These highly skilled people are known as Behavioral Scientist and are responsible for a great deal of what we know about human relations in the industry. Moreover, he defined Behavioral Scientist as an individual who apply their training to the study of behavior in organization (p. 15).
Table 2. 10. Core Skills Developed by Behavioral Science Majors during their College Degree Programs that are Relevant in Human Resource Functions (World Wide Learn website, n.d.) Understanding of dynamic development. Behavioral scientists examine how people and groups grow and change over time. Therefore, they learn to develop theories that adapt to shifts in culture and environment along with their subjects. Professional ethics. Behavioral scientists that study groups and organizations
36
often examine the situational ethics within those social networks. In addition, behavioral scientists must maintain their own professional integrity when conducting fieldwork or other types of research. Data analysis. Behavioral scientists use mathematics as a jumping off point for their research, especially when attempting to analyze the financial impact of a decision or a consistent behavior. Presentation and writing skills. Students who pursue an academic career must develop the ability to express the results of their research as a clear, concise research paper. Aside from seeking publication and peer review, behavioral science majors must prepare themselves to present their findings in front of live audiences as major conferences and conventions. Critical thinking and problem solving skills. Unlike scientists who develop a theory and then spend time trying to prove it, Behavioral Scientists often arrive at their theories in the field. They must develop the ability to see patterns that emerge over the course of a research project. In addition, they must learn to adapt their own ideas over time when data shows subtle shifts in direction. Project management skills. Behavioral Science majors must learn to coordinate the efforts of other researchers to aggregate research data effectively. In addition, behavioral scientists who work in the corporate world must be able to analyze the efficiency of project management tools and procedures within client organizations. Interpersonal communication skills. Because behavioral scientists study the impact of communication between people, they must develop superior skills. A career in
37
behavioral science requires the ability to communicate effectively to people in a variety of settings.
A typical four-year Bachelor's Degree program in Behavioral Science allows students to blend many traditional humanities courses with vital coursework in their chosen specialty. Behavioral science majors who have not settled on a concentration can explore classes within their majors to expose themselves to the widest variety of career options. Today, Behavioral Scientists can choose from a plethora of thriving careers. They can apply their skills to social work positions within government agencies or nonprofit organizations, or they can work as analysts and specialists within large corporations. Many Behavioral Scientists even work as freelancers or consultants.
Madin (1998) stated that the degree in Behavioral Science leads to a variety of potential career paths. Graduates interested in human behavior often go to successful corporate careers in human resources or marketing departments while a completion of a Master's or Doctorate in Behavioral Science often results in teaching career at colleges or universities.
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III.
SIGNIFICANCE OF THE STUDY
This study will be a significant endeavor in promoting that Bachelor ‟s Degree courses in University of Santo Tomas which are Psychology, Behavioral Science, and Human Resource Development Management are having distinctive competencies, values, and capabilities to work in any human resources functions. It is beneficial in the four (4) stakeholders that are the university, professors and instructors, students of the three human resources related courses, and the business industries. For the university, this research will provide recommendations on how to evaluate the performance of Thomasians in accordance to human resource management by locating which part of each course‟s curriculum should be enhanced. They should understand the real meaning of human resource profession by analyzing the needs of the students and benefits of quality education. This study will also be beneficial for professors and instructors in utilizing effective learning in a classroom setting about different concepts related to the use of effective human resource management. For students of the three (3) human resources related courses, they will be knowledgeable regarding employer‟s preferences that could guide them as they enter the career in the corporate world. This research can also provide students deeper understanding of human resources practices and can be use as their future reference on any human resource related subjects. Moreover, it promotes area of human resource
management,
objectives,
and
strategies
for
companies
and
business
practitioners. Business industries have to be aware if they are really fulfilling their responsibility in the Human Resource Division for the community or just showing off to promote their business. 39
IV.
Supply Factors
THEORETICAL FRAMEWORK
Organization Goals and Priorities
Skills Inventory Education and Training (in organization and out)
Demand Factors
Output and Sales Organization Policies and Procedures
Productivity Developments
Recruiting, Hiring, Training, Appraisal, Compensation, Promotion, Dismissal, Retirement
Job Changes
Public Policy on Personnel
Technological Changes
Learning and Experience
Profit-growth Forecasts
Individual Career
Research and Development
Personnel Plans Figure 4 .1. Human Resource Planning System
This framework was based on Felician F. Foltman, Manpower Information for Effective Management, part 2. Skills Inventories and Manpower Planning (Ithaca: New
York State School of Industrial Relations, Cornell University, 1973), p.27.
The framework is linked to this research by illustrating systematic steps in locating right people where they can perform their competencies on its designated 40
activities that could give individual and the organization maximum benefit. The supply and demand side must be continuously balanced within the framework of organizational goals and priorities. It should be apparent that success in the use of the organizational patterns or structure resulting from organization planning will depend to a great extent on the individuals assigned to the resulting positions. If the human resource needs of a firm are planned in concert with formal organization planning, a meaningful and effective structure is more likely. In a sense, then, human resource planning is really applied organization planning.
An essential element of this Human Resource Needs Planning is a forecast to anticipate future human resource needs. Equally important are work force inventories which in this research those workforce are the graduates of the three human resource related courses.
41
Figure 4. 2. The Emotional Competence Framework
This was adapted from the works of Daniel Goleman, Emotional Intelligence and Working with Emotional Intelligence . The emotional competency of any human resource
professional would be motivation, self-regulation, social skills, empathy, and selfawareness. In motivation, human resource professionals should have an achievement drive, commitment, initiative, and should be optimistic always. In self-regulation, they should have self-control, trustworthiness, consciousness, adaptability, and a sense on innovation. For social skills, they should have the power to influence others, can manage conflict, can be a change catalyst, has collaboration and cooperation, good communication skills, leadership skills, building bonds with other people, and team capabilities. For empathy, they should understand others whether the side of the management or the labor, have the capacity to develop others, service orientation, leveraging diversity, and should be aware of the political issues around the workplace. Lastly, on self-awareness, they should have emotional awareness, have an accurate selfassessment, and do have self confidence. 42
Figure 4. 3. Competency Model for Human Resources Professionals.
This model is created by National Academy of Public Administration (NAPA). It states that Human Resource Professionals are considered as a business, a leader, an advocate, an expert and most importantly, a change agent. Being a change agent is the core function of any Human Resource Personnel. They manage changes in the organization and/or the factors affecting the organization, they consults, analyzes problems regarding the changes, uses coalition skills, and they influence others to accept the changes around the workplace.
Being in a business, Human Resource Professionals are mission oriented, considered as a strategic partner, a systems innovator, and they are the one who understands mostly team behavior. As a leader, they take risks, have ethical values as they are models of the organization, decisive, develop staff, and create trust in the 43
workplace. Human Resources as an advocate portrays a diversity in values, they resolves conflict, communicates well for they are the middle men between the management and the employees, and also, they respect other people and other departments. Human Resources is an expert because they know the human resource principles, they are customer oriented, applies business procedures, manages resources, and uses human resources tools.
44
V.
Supply Factors
CONCEPTUAL FRAMEWORK
Organization Goals and Priorities
Skills Inventory Education and Training (in organization and out)
Demand Factors
Output and Sales Organization Policies and Procedures Recruiting, Hiring, Training, Appraisal, Compensation, Promotion, Dismissal, Retirement
Productivity Developments Job Changes
Public Policy on Personnel
Technological Changes
Learning and Experience
Profit-growth Forecasts Research and Development
Figure 5 .1. Human Resource Planning System
From the given theoretical frameworks, the framework by Felician F. Foltman which is the Human Resource Planning System (Figure 4.1.) is more appropriate to be the conceptual framework of this research because it is the most relevant among the other theoretical frameworks to design the operational framework. It shows that the company has demands and supplies should correspond to it. To be able to deal with the gaps of the demand and supply, human resources should make the effort to meet those demands. 45
The individual career and personnel plans are omitted because these factors applied to present employees who are not included in this study. Also, the added arrows from supply factors and organization policies and procedures pertain to which the two are aiming to address the demand factors.
46
VI.
Supply factors
OPERATIONAL FRAMEWORK
“Placing Right People in the Right Job”
Competencies (knowledge, skills, behaviors and values) needed for Recruitment and Selection
Competencies (knowledge, skills, behaviors and values) of Psychology Graduates
Competencies (knowledge, skills, behaviors and values) of Behavioral Science Graduates
Demand factors
The Employer‟s Perspective and Preference
Competencies (knowledge, skills, behaviors and values) of Human Resource Management Graduates
Competencies (knowledge, skills, behaviors and values) needed for Performance Management
Competencies (knowledge, skills, behaviors and values) needed for Compensation and
Competencies (knowledge, skills, behaviors and values) needed for Training and Development
Competencies (knowledge, skills, behaviors and values) needed for Em lo ee Relations Competencies (knowledge, skills, behaviors and values) needed for Organizational Development
Figure 6. 1. Human Resource Planning System
47
This framework was adapted from the Human Resource Planning System (Figure 4. 1.) by Felician F. Foltman. Human Resource Planning is a systematic process of ensuring whether employees are situated in the right job. Employees will be asset if the competencies (knowledge, skills, and values) possessed were suitable with the responsibilities and tasks undertaken. Therefore, the goal of this plan is to select and place suitable applicants in the right position by examining whether the competencies demanded were able to correspond by aspiring employees.
The Operational Framework was designed in accordance to the topic of this study and will give the readers a clear overview and understanding of the contents. Since this framework was adapted from an existing theoretical framework, variables were replaced by more applicable and useful variables. The goal in the framework is to put right people in the right job; this goal is directly influencing the quality of supply and demand factors. On the other hand, the achievement of the goal depends if the supply and demand factors were aligned. Human Resource Department have demands for the aspiring employees specifically, competencies (knowledge, skills, behaviors and values) needed for each Human Resource functions; and these demands being the independent variable should corresponded by the supply which is the unique and specialized competencies encompasses by the future workforce specifically, the graduates of the HR Related Courses. The unique and specialized competencies of graduates from courses Psychology, Behavioral Science and Human Resource Development Management is the main reason for their complimentary relationship. Along with these two (2) variables is the Employers‟ Perspective and Preference wherein it was classified as the intervening 48
variable in this study. Employers are the one who decide and dictate if an applicant is qualified or not, will most likely mediate the effects of supply to the demands. Most of the time, they also produce these demands to the supply. And this is the reason why they were chosen as the respondents and their perception is the basis of this study.
49
VII.
RESEARCH DESIGN
In a given study, the chosen method to obtain the objectives of the study will greatly affect results and conclusion. There are two (2) main approaches to a research problem namely quantitative research and qualitative research.
On this study, qualitative research approach was used. Qualitative Research generates non-numerical data. It focuses on gathering of mainly verbal data rather than measurements. Gathered information is then analyzed in an interpretative manner, subjective, impressionistic or even diagnostic.
Aside from the approach used to obtain the objectives, the design of this research study is descriptive. Descriptive research aims to observe and describe a certain topic and an interview questionnaire was used as a data gathering tool.
50
A.
METHODOLOGY
This research is conducted primarily in order to determine whether the fresh graduates from the three (3) Human Resources related courses – B.S. Human Resource Department Management, B.A. Behavioral Science, and B.S. Psychology of University of Santo Tomas complement or compete towards the human resources entry-level position. Determining the probabilities of the aforementioned courses in the selection of a company‟s potential human resources employee, as well as their similarities and differences are part of the objectives.
The design of this research study is descriptive. A descriptive and interpretative type of questionnaire was developed which aimed at obtaining the dynamics of the three human resources related courses. Descriptive in a sense that the questions asked are a help to the study to know what is going on in terms of actual, observable event and behavior. And interpretative in a sense that the questions asked seeks to explore the meaning of the study for the people involved. The fourteen (14) company respondents were selected through under non-probability sampling techniques where every member of the populace is not ensured of an equal chance of being selected. These are the purposive and convenience sampling. Purposive because the selection of the sample elements is based on the criteria listed according to purpose or objective of the study. This research has identified only eight (8) industries to choose from; and convenience sampling because the sample elements are selected in a process most convenient to the researcher. The locations are considered and the contacts and referrals are prioritized. Then, request
51
letters were prepared to be signed by researchers and thesis facilitator. Next was to contact the human resource representative of the company and asked for their convenient time to conduct the interview. The gathered data was then summarize in charts and tabular forms and analyzed it in a subjective and interpretative manner. In this way, it will be able to prove the given hypotheses. This research is purely qualitative so there will be no statistical computation.
52
B.
DATA GATHERING TOOL
As mentioned earlier in the research design, this study is descriptive and qualitative. In addition to answer the objectives, statement of the problem, and to be able to gather information and opinions of different companies, an interview questionnaire serves as the data gathering tool. The reason is that there is a need to collect deeper ideas and perspectives of the respondents about the topic. The questions are design to be descriptive and interpretative and consist of three parts. The first part is the general information of the Human Resource Department representative of a company. Second is the population of the organization‟s human resources group which is summarized in Chart 7.b.1. And the last part is the interview questions. (See Annexes)
53
C.
DATA ANALYSIS
The data that were gathered from interviews helped to attain awareness or understanding on the perceptions of the employers regarding the three human resources related courses in the human resources functions. Perceptions present us with evidence of the world, not as the world is thought to be but as it is lived. Thus, answers were based on the respondent‟s insights, thoughts, and experiences.
There are fourteen (14) respondents which come from any of the eight (8) industries (Call Center, Business Processing and Outsourcing (BPO), Hospital, School or Academe, Manufacturing, Information Technology, Telecommunications, and Banking) for this research paper. These are composed of the representatives from Human Resource Department of different companies in different industries.
The following are the respondents categorized by industry.
Call Center Industry: Mr. Dondi Clemente, Recruitment Supervisor of Convergys Philippines, Makati branch
Business Processing and Outsourcing (BPO): Mr. Marion Andrew Danganan, Human Resource Associate for Recruitment/Talent Acquisition of WNS Philippines
54
Hospital: Ms. Kaye Arabia, Human Resources Assistant of the University of Santo Tomas, and Ms. Cythia Sarayba, Section Manager of Personnel Administration Department of St. Luke‟s Medical Center
School or Academe: Ms. Leonina Aureus, Human Resources Supervisor of Emilio Aguinaldo College, and Ms. Lina M. Peñafiel, Human Resources Manager of Asian Institute of Management
Manufacturing: Ms. Ressa Lagadiao, Human Resource Specialist of Diamond Motor Corp., and Ms. Lin Perillom Human Resources Assistant of Toyota Inc., Quezon Ave, Branch
Information Technology: Ms. Lorie Llorente, Human Resource Supervisor of Level Up! Inc.; Ms. Daisy May Sacluti, Sourcing Manager of Azeus Systems Philippines Ltd.; and Ms. Gemma Tacata, Assistant Manager of Human Resources of Interactive Technology Solutions, Inc.
Telecommunications: Mr. Carlos Andres Jazmines, Employer Brand Consultant of Bayan Telecommunication, Inc., and Ms.
Princess Lavides, Senior Recruitment
Officer of Sun Cellular
Banking: Ms. Leah Mabel Faustino, Human Resources Vice President Program Manager of Citibank 55
Age Bracket
Age Bracket 21-25 25-30 30-35 35-40
40-45
45-50
50-55
Figure 7. c. 1. Age Bracket of Respondents
Most of the respondents are at the age of twenty five (25) to thirty (30) years old. Followed by the range of thirty five (35) to forty (40) then twenty one (21) to twenty five (25) years old and the least are at the age of thirty (30) to thirty five (35), forty five (45) to fifty (50), and fifty (50) to fifty five (55) years old respectively.
Gender of Respondents s t n e d n o p s e r f o . o N
15 10
Male Female
5 0 Male
Female
Figure 7. c. 2. Gender of Respondents
The female respondents outnumbered the male. There are 11 (78.5%) who are female and only 3 (21.4%) are male. 56
Educational Background 5 4 3 2 1 0
College Degree
Graduate Studies
Certificate of Completion
Figure 7. c. 3. Educational Background of Respondents
The respondent‟s educational backgrounds are not the same. In fact, most of them are Bachelor‟s Degree holders of courses not related to human resources. Six (6) of the respondents are Bachelor‟s Degree holders of Psychology and Behavioral Science respectively. And only one who earned the Bachelor‟s Degree of Human Resource Management. Aside from having Bachelor‟s Degrees, the respondents also earned Masteral Degrees. Some of them finished it in other courses unrelated to human resources and others earned it in the course of Psychology. And lastly, one of the respondents has
57
the Certificate of Completion from People Management Association of the Philippines for Labor Relations and Compensation Management.
Position Level of Respondents 8 s t n e d n o p s e r f o . o N
6 4
Position level of respondents
2 0 Staff
Supervisor
Manager
Figure 7. c. 4. Position Level of Respondents
The supervisory level and the managerial level have equal respondents of 6 (42.8%) and only 2 (14.28%) of them are staff/personnel (see chart 7.b.3)
Years of Experience in Human Resources 5 4.5 4 3.5 3 Years of Experience in Human Resources
2.5 2 1.5 1 0.5 0 1-5
5-10
10-15
15-20
20-25
25-30
Figure 7. c. 5. Years of Experience in Human Resources 58
VIII. RESULTS AND DISCUSSION
Educational Backgroundof the Human Resources Group 1.3% 1.3%
.87% 2.59% 7.36%
39.39%
36.8%
10.39%
Human Resource Management (Bachelor's Degree) BS or AB Psychology (Bachelor's Degree) Behavioral Science (Bachelor's Degree) Others (Bachelor's Degree) Human Resource Management (Graduate Studies) BS or AB Psychology (Graduate Studies) Behavioral Science (Graduate Studies) Others (Graduate Studies)
Figure 8. 1. Educational Background of the Human Resource Group
The total population of all respondents‟ Human Resources Group is two-hundred thirty one (231) employees. For the educational background of these human resource group, the category Others, which composed of different courses unrelated to the Human Resource Development Management is the highest: It has 91 (39.3%) Bachelor‟s Degree holder and 6 (2.6%) from the Graduate Studies; 85 (36.8%) Bachelor‟s Degree holder of Psychology and 3 (1.3%) from its Graduate Studies; 24 (10.4%) Bachelor‟s degree holder of Behavioral Science and 2 (.8%) from its Graduate Studies; and has 17 (7.4%) Bachelor‟s Degree holder of Human Resource Development Management and 3 (1.3%) from its Graduate Studies. 59
Table 8. 1. Summary of Results from the Data Gathering What is the entry level position for your Human Resources Group? What are these functions? Do you accept fresh graduate students for your Human Resources Group? Why? Do you have preferences in courses for your Human Resources Group? What are these preferences?
Administrative and Assistance Work
In your opinion, do these HR courses COMPLEMENT* or COMPETE *for the Human Resource position? Explain briefly.
*ASSISTANT, ASSOCIATE, STAFF
Yes. The first requirement is to be a graduate of Bachelor‟s Degree, but, an experience is an advantage. Yes.
1. Psychology 2. Behavioral Science 3.Human Resources Management
Others, as long as they have already gained experience in HR
Customer oriented Communication skills Team player Excellence Integrity
What competencies (knowledge, skills, values, etc.) are you looking for your Human Resources Group? Do HR courses (Psychology, Behavioral Science, and Human Resource Management) provide these qualities? How does each of these courses address your HR needs? What are the advantages and disadvantages of these courses to the HR field?
Recruitment, Training & Development, Timekeeping, Compensation and Benefits, Employee Relations
Yes.
Advantages: Specialized academic background of each course and Possession of the basic knowledge about hr
Complement = HR Related Courses
Disadvantage: Inadequate Understanding of Reality
Compete = People targeting the same position
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QUESTION #1
Areas of Entry Level Positions in Human Resource Department R e N o . o f
8
s p
6
o n d e n
4 2
t 0
s
Figure 8. 2. Areas of Entry Level Position in Human Resource Department
This question was asked to prepare the graduates on what they will expect if they decided to apply in an entry level position. The respondents answered that most of the entry level positions for human resources are assigned to do administrative or assistance job in different areas such as recruitment, timekeeping, training and development, compensation and benefits, labor relations, organization development and all facets in Human Resource. Their usual job titles are assistant, associate, or staff.
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The answer of respondents can be supported by an online article entitled Job Descriptions: Human Resources, Training, and Labor Relations Managers and Specialists (n.d.) that the duties given to entry-level workers will vary depending on whether they have a degree in Human Resource management, have completed an internship, or have some other type of Human Resources-related experience. (para. 7). QUESTION #2
Accepting Fresh Graduates No
Yes
0
2
4
6
8
10
12
14
16
No. of Respondents
Figure 8. 3. Respondents Accepting Fresh Graduates The second question intended to know if employers consider fresh graduate applicants that means they doesn‟t have any employment experience except for the internship which is part of their curriculum. Luckily, all of the respondents answered yes. They all consider fresh graduates in the entry – level position for their human resources group, having a bachelor‟s degree is actually their first
62
requirement for an applicant. However, if you will target managerial positions, it requires a higher degree like Master‟s Degree or a Do ctoral Degree. The result just proved what Gast (2002) had stated on his online article that a college degree is not an absolute in order to gain employment in this field; however, many employers seek college graduates to fill entry-level positions, and prefer applicants that have majored in human resources, personnel administration, or industrial or labor relations (para. 6). He also advised that the most successful employees in the field will begin their first position with a college degree. If possible, attend college before seeking employment, in order to gain an edge over competing applicants (para. 9).
QUESTION #3
Preferences in Courses for HR Group
R
N o . o f
e
12
s
10
p
8
o
6
n d e
4 2 0
n t s
Psychology
Behavioral Science
Human Resource Development Management
Others
Figure 8. 4. Preferences in Courses for HR Group 63
The question pertains to determine if employers have course preferences when it comes to filling the entry level position. It resulted that all of the respondents have their respective preferences regarding academic backgrounds for their human resources group. Majority of them answered Psychology, followed by Human Resource Management and Behavioral Science. Some also mentioned that any business management courses and other unrelated courses are considered as long as they have already gained experience in human resources. Several literatures can supplement their answer. One of them are, Ng (2010) who stated that one doesn't necessarily to have a degree in Human Resources, however, majoring in Business Administration, Psychology, Labor Relations and Personnel Administration, as well as degrees in Social and Behavioral Sciences, can also be beneficial.; Gast (2002) mentioned that many employers seek college graduates to fill entrylevel positions, and prefer applicants that have majored in human resources, personnel administration, or industrial or labor relations (para. 6). ; According on online article entitled The Human Resource Career Growth (2010) that many colleges and universities don‟t offer degree programs in Personnel Administration, Human Resources, or Labor Relations until the graduate degree level, an interdisciplinary background with a combination of courses in the Social Sciences, Business and Behavioral Sciences is acceptable. 64
QUESTION #4 Table 8. 2. Competencies Needed in HR Group COMPETENCIES NEEDED TO BE IN THE HR GROUP No.
COMPETENCIES
1.
Customer oriented
2.
Communication skills Team player Excellence Integrity Ability to conduct, analyze psychological exams Competitive Computer skills Initiative Innovation Patience Adaptability Background on ER Background on HR standards and labor laws Background on OD
3. 4. 5. 6.
7. 8. 9. 10. 11. 12. 13. 14.
15.
NO. OF RESPONDENTS 6
No. 16.
COMPETENCIES
4
17.
4 3 3 2
18. 19. 20. 21.
Background on T&D Basic knowledge on mandated benefits Collaboration Dependability Interpersonal skills Leadership
2 2 2 2 2 1 1 1
22. 23. 24. 25. 26. 27. 28. 29.
Learning Less supervision Multitasking Organizational skills Punctual Social responsibility Timeliness at work Trustworthy
NO. OF RESPONDENTS 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1
The top five (5) competencies that were cited by respondents are people-oriented, with communication skills, team player, encompasses excellence and integrity at work Dealing with the diverse people and attending to their concerns everyday at work probably are very challenging for human resources practitioners. Since they are dealing with diverse people, communication skill is also needed. As supported by Gast (2002) traits that a human resource professional must have is an effective communications skills, both verbal and written. 65
As an article quoted f rom Dave Ulrich (n. d.), “It is no longer enough for human resources processionals to just want to contribute to the bottom line. They need to know how to do this, and have the ability to use what they know. And a company's intellectual capital, talent, intangibles, and capabilities all derive from the competence and commitment of its Human Resource professionals. Business
industries
are
having
requirements
regarding
the
competencies
(knowledge, skills, values, etc.) that a Human Resource Practitioner must have. Among the basic competencies enumerated by Himachali (2005), some are evident in the data gathered. Oliver (2007) suggested skills can be divided into two categories; technical skills or competence, and personal skills or competence. Based on Competency Model for Human Resources Professionals (Figure 4. 3.), Human Resources practitioners are considered as a business, a leader, an advocate, an expert and most importantly, a change agent so they manages constant changes in the organization and/or the factors affecting the organization.
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QUESTION #5
HR Related Courses Provide Preferred Qualities
No
Yes
0
5
10
15
No. of Respondents
Figure 8. 5. HR Related Course Provide Preferred Qualities
Through data gathering it fortunately confirmed by the respondents that fresh graduates of Human Resources related courses provide the qualities that the corporate world is expecting them to have. Table 8. 3. Advantages of the HR Related Courses ADVANTAGES No. 1. 2. 3. 4. 5.
Basic knowledge and ethics on the HR field Psychology graduates are good in screening applicants Can easily adapt Human Resource Development graduates are good in benefits administration People oriented
No. of Respondents 5 2 2 1 1
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The three human resources related courses, although have some similarities on basic knowledge about the human resources field, still have advantages and disadvantages. These courses have the edge among those who do not acquire the Human Resources related degree due to their general knowledge in Human Resources and the theoretical concepts learned in the academe which are related to the operation. Sison (2003) suggested that a person who is getting into personnel work should be acquainted with basic knowledge in related study fields such as Psychology, Economics, Law, Sociology, Research, Statistics & especially Behavioral & Social Science. HR Degrees (2010) enumerated, typical courses should teach about Compensation, Industrial psychology, Organizational Structure, Performance Appraisal, Principles of management, Recruitment, and Training and development Table 8. 4. Disadavantages of the HR Related Courses DISADVANTAGES No. 1.
2.
Competencies are developed through years on experience and through values gained from home Dependent much on books
No. of Respondents 1
1
The disadvantage is that there is the inadequate understanding of reality and skills are not yet fully shaped. Closely related to what Kaufman (1999) said, “There
68
remains a significant gap between the skills and competencies provided to student in most HR/IR programs and those desired by business executives”. Human resources activities are more of the applications. Learning from school is essential however; human resources practitioners will need a lot of skills in the field work. Some also may be too independent on textbook knowledge since they only have the basic knowledge, believing that they are over qualified and are searching for the next job rather than mastering the one that they had (Appleby, 2000). It is good that employers optimistically view this as something that can be resolved through constant training. Entry level positions are mostly for the fresh graduates, and employers understand the need for training and exposures especially to those who are a promising employee.
QUESTION #6
Compete or Complement Compete
Complement 15%
85%
Figure 8. 6. Relationship of HR Related Courses
69
The last question aimed to discover the employers‟ opinion on the relationship of human resources related courses whether they compete or complement. The study provided the operational definition as: Compete is more on the negative side; it is putting something or someone into a position where it can cause to outdo its competitor. On the other side, complement is considered positive. It is having the sense of completion from the help of others. The respondents affirmed that the courses are complementing each other within human resources functions. They complement in terms of addressing the needs of the human resources department. Relating the results on the operational framework (Figure 6. 1.), unique and specialized competencies of graduates from courses Psychology, Behavioral Science and Human Resource Development Management that is aligned on the variety of human resource functions is the main reason for their complimentary relationship. In addition, some of the respondents stated that it is good to have graduates of a mix of these courses that can complement their individual strengths. Although they have quite similar background, they still have specific specialties to address concerns that result to lesser conflict. Moreover, the passion and interest that they exhibit in the Human Resources field are able to contribute in the department. According to Davis, Giordano, and Licht (2009), Industrial and Organizational Psychology is the application of psychological principles, theories, and research to 70
the work place. For behavioral science, the course is focused on applying conceptual and analytical tools to the problem, so as to understand and predict behavior in the workplace (Reference for Business, 2007). Lastly, According on the curriculum of Human Resources Development Management in University of Santo Tomas, the subjects of this program are more focus on operational functions of the industry setting Other respondents say that there is a chance for the graduates of these three human resources related courses to compete if they target the same position, because each of them proves that they are fit for the position. They will give and enhance the acquired knowledge from school and their respective competencies to everything related to work in order to please the management.
The Discussion of Results:
The upcoming graduates of the three Human Resources related courses in the University of Santo Tomas which are Psychology, Behavioral Science, and Human Resources Development Management are inclined being the future strategic partner of their chosen business industries by going to the career path in field of Human Resources. Each of them is capable dealing with the needs of Human Resources department in any business industries through their educational background and interests for that field.
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Based on the results, the respondents‟ reactions and opinions were mostly the same in most of the questions. It was proven that the alternative hypothesis was true. The subjects provided by each program were comprehensive in terms of their specialized field (see) however there were also similar subjects offered which depicts to the Human Resources field. The three courses are complementing in terms of addressing the needs of each Human Resources functions. Despite of their quite similarities in terms of educational background and interests, there is no conflict because graduates of each course have specific specialties that could facilitate the different Human Resource functions. However, the possibility of competition would happen if the graduates of these courses aimed the similar specific position or function; yet, it still depends on the employer‟s preference.
This research observed that the respondents preferred more the graduates from the Bachelor‟s Degree in Psychology; Alongside were Behavioral Science and Human Resource Management. Despite the reason that Psychology exists for the longest time and was able to fill most of the Human Resource functions, it is not acceptable to conclude that Psychology graduates are most suitable to fill any Human Resource position or functions. The graduates of the aforementioned Human Resource Related courses are interdependent with each other. This study informed the complexity of Human Resources function wherein there was no specific course that could operate the whole Human Resource Department alone.
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Business industries require a college degree for applicants. It may also depend on the culture of the organization or the position to fill in. Most of the employers prefer specific academic backgrounds, but some of them still give chance on applicants whom comprised of required interests, competencies and experiences. The graduates of Human Resources related courses have high probability that they could be preferred by companies due to their basic knowledge on Human Resources functions. The Psychology graduates have the edge on the basic knowledge about the science behind the behaviors of the people in the workplace; Behavioral Science has the edge on the knowledge in understanding the social sciences behind the behavior of the workforce and the society; and the Human Resource Development Management has the edge on the knowledge of the operations of the workforce in the business setting.
Furthermore, according to the respondents, the desire to be a Human Resource practitioner requires competencies (knowledge, skills, values, etc) Managerial Skills, Communication Skills, People Oriented, Patience, Adaptable/Flexible and Practice Confidentiality. Willingness of a Human Resource practitioner to strive for more learning and initiative to perform their tasks will possibly help them to achieve career development as well as to contribute in organizational development.
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IX.
SUMMARY, CONCLUSION AND RECOMMENDATION
The students from the courses Psychology, Behavioral Science and Human Resource Development Management were usually compared with each other since they are perceived to be entering the profession of people management in a corporate setting. They were allegedly identified having a similar academic background which leads them to be viewed as competing professionals. The reason of conducting this study is actually to prove whether the students/graduates of these courses deserve to be put into rivalry.
The assumptive substantial interview questions were prepared to use as the tool in gathering employers‟ perception which would be the basis of identifying which of the given hypothesis is reliable and valid. Moreover, the research was able to answer the questions raised in the statement of the problem and the aimed objectives were achieved.
The analyzed data exhibited that employers being the one who control and decide on the qualifications in hiring an applicant, preferred graduates with the bachelor‟s degree in Psychology, Behavioral Science and Human Resource Management. It is a clear indication that these courses really encompassed the basic academic background that the companies from whatever industries were looking for. Besides, the suitability of the graduates from these courses in filling human resources position is convincing. But in particular, graduates from the course Psychology received a unanimous preference from the respondents. However, the length of existence and popularity should take into consideration. The fact that the course Psychology exists for the longest time, it is 74
inappropriate to declare that among the three it will be the most suitable. On the other hand, the Human Resource Management course is actually new to the ears of the corporate people; even some of them were astonished if they get to know that there was already a Human Resource Development Management course offered in University of Santo Tomas.
Therefore, the study proved its alternative hypothesis wherein courses leading toward the profession of corporate people management were complementary. These courses needed each other to optimize every HR functions in companies of different industries. They are also suitable for the HR position due to their unique specialized academic background that makes them advantageous than others. However, Human Resource Development Management course has a bigger opportunity to conquer the Human Resource profession since most likely; their developed curriculum was more appropriate for the corporate Human Resource position as well as their career path is merely to perform in the Human Resources function, unlike the other two (2) courses that recognized Human Resource Profession as an alternative career. Looking on the other side, the word compete is appropriate on the people not on the courses. Competition rises whenever people, regardless of their academic background targeted a similar Human Resource position.
Human Resources practices strongly affect the way people feel about their work and this is the HR field that is commonly career path of the three courses in University of Santo Tomas which are Psychology, Behavioral Science, and Human Resources 75
Development Management. From the accomplished research, recommendations that can be beneficial to the four (4) stakeholders were produced.
For the university, the courses offered which intend to be strategic partner of an organization should be evaluated for the proper enhancement in the curricula. As they are complementing in filling Human Resources position, the curricula must also be complementing by focusing on the uniqueness of skills and abilities that distinguishes the three (3) courses. With this, confusion will be eliminated and each profession can be distinguished through their specific expertise. Positively, the allegedly competition will turn into a collaborative relationship. These courses should receive equal attention and promotion wherein students will be able to be informed about the real essence of the Human Resource profession. Moreover, the quality of the graduates they produced reflects the quality of education that they provide.
For the professors and instructors, an indication of their job accomplishment should results to instilling necessary knowledge and skills in their students. They should be aware that there are more effective ways of educating than merely presenting visual aids and giving lectures. Especially, those who are teaching human resource related subjects should recognize that they are more appreciated if they would translate the concepts, theories and technical jargon into practical information which their students needs to know and will be able to use in their future employment. The study also encourages professors and instructors to explain the foundation and significance of the subjects taught. 76
For students pursuing human resources related courses, they should not rest assured that their degree will guarantee them in becoming a skilled Human Resource practitioner yet the knowledge and skills learned can be very helpful if executed properly. The success in this profession depends on how great you were able to apply the concepts, lectures and theories that you have get to know in the academe. More importantly, they should appreciate Human resource management as a noble profession, the duties and responsibilities should recognize by the heart and it is the backbone of the organization since they handle the asset of companies. Lastly, having a related academic background is a good foundation but having the passion for your chosen profession is always the best and strongest foundation.
For the different business industries, the research proposed that the entry level job offered for a Human Resource practitioner should not be limited to administrative work. Instead of providing them a merely administrative task, assigning them in different areas of work can be a type of training that doesn‟t require much cost. In this way, they will be motivated and at the same time, it developed multi-tasking skills that prevent career stagnation and boredom. They should also remember that it is their responsibility to develop a competent department in which they will still benefit the most.
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ANNEXES: TEMPLATE OF REQUEST LETTER
University of Santo Tomas College of Commerce and Business Administration Human Resource Development Management
Dear Ms./Mr.: Good Day! We, the students from University of Santo Tomas, College of Commerce Major in Human Resource Development Management, would like to conduct an interview regarding your preference among the three HR related courses (B.S.B.A Human Resource Development Management, B.A. Behavioral Science and B.S. Psychology) in the entry-level human resource position. In relation to this, we will be interviewing your HR manager in his most convenient time. We assure to you that any information that would be gathered will be kept confidential and used for research and thesis purposes only. We are looking forward for your cooperation and will greatly appreciate any help and contribution that you can extend to us. Thank you!
Very Truly Yours, _________________ Jennylyn Morano
__________________ Eulyn Deccie Roxas
__________________ Chastine Pearl Vargas
Noted By: _____________________________ Prof. Edna “Leenchie” Bacarra-Bala Thesis Adviser 85
QUESTIONNAIRE This survey seeks to find out the dynamics of HR courses (Psychology, Behavioral Science, and Human Resource Management). Your answers shall be treated as confidential.
I. PARTICIPANT'S PROFILE
Name: _____________________________________________________ Age : _______________
Gender:
Male
Female
Educational Background School
Degree Obtained
Covered Period
Graduate College High school Others Professional Background (start from current work experience) Company Position and Department
Level Staff Company
Supervisor
Manager
Position and Department
Level Staff Company
Supervisor
Manager
Position and Department
Level Staff
Supervisor
Manager
Covered Period From To
Type of Industry* Covered Period From To
Type of Industry* Covered Period From To
Type of Industry*
86
*Legend:Type of Industry 1 Call Center 2 BPO 3 Hospital 4 School/Academe
5 6 7 8
Manufacturing Information Technology Telecommunications Banking
II. ORGANIZATION BACKGROUND
1. What is the population of your Human Resources Group? ______________________ 2. What are the courses of your Human Resources Group? How many HR employees per course?
Number of Employees Bachelor’s
Degree
Graduate Studies
Human Resource Management Psychology (BS or AB) Behavioral Science Management Others (Please indicate.) ____________________ ____________________ ____________________ III. INTERVIEW QUESTIONS 1. What is the entry level position for your Human Resources Group? What are these functions?
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2. Do you accept fresh graduates for your Human Resources Group? Why?
3. Do you have preferences in courses for your Human Resources Group? What are these preferences?
4. What qualities (skills, competencies, values, etc.) are you looking for in an applicant for your Human Resources Group?
5. Do you think graduates from the courses: Human Resource Management, Behavioral Science and Psychology provide your aforementioned qualities? What do you think are the advantages and disadvantages of these courses to the HR field?
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