Sope wala naman na masyadong need ma edit here hehe

Hrm
Skills
1. Physical Health and Vigor
2. Mental Ability to understand and learn ( judgment, mental vigor, adaptability ) and
adjust to the new condition
3. Moral Energy - firmness, willingness to accept, responsibility, dignity, initiative, loyalty,
and tactfulness
4. Educational/General Acquaintance- with matters not belonging exclusively to the
function performed
5. Technical - peculiar to the function, have knowledge of strategic planning
6. Experience arising from the work

Qualities
1. Communication Skills: HR management interacts with different employees on a daily
basis. As such, they must clearly communicate in both verbal and nonverbal formats.
Communication skills are important in various aspects of the HR role from hiring new
employees, explaining policies, practices, and programs, and responding to grievances,
suggestions, and issues from staff
2. Negotiation Skills: Sometimes, HR managers may need to intervene in matters
between co-workers, or managers and staff. While emphatic to a situation, HR managers must
take an objective, professional stance to help parties reach a compromise or solution.
3. Leadership Skills: Serving at the forefront of a business, HR managers need leadership
abilities to guide and motivate employees in meeting corporate goals or initiating change.
During the pandemic, HR often led the initiative for remote work policies, working with
department managers in its implementation.
4. Organizational Skills: With so much going on, HR managers must know how to
prioritize and circle back to different tasks to complete them on time. To do so, HR
management must take a systematic approach to keeping organized and maintaining
efficiency in handling different functions.
5. Multi-Tasking: Organizational skills often go hand-in-hand with the ability to
multi-task and have the flexibility to work on changing priorities.
6. Presentation Skills: HR managers often conduct training for new employees, present
new ideas to management, relay important messages to staff, and explain benefits packages. To
convey information takes presentation skills that involve creating good content and delivering
an accurate message to the audience.
7. Integrity: As HR managers deal with sensitive and private information, they must have
the integrity to maintain confidentiality on matters. For example, suppose an HR manager
knows a certain department is downsizing. In that case, they must have the discretion not to
discuss the issue with anyone even if it means laying off good employees. At the same time,
honesty is essential in dealing with different matters involving employees.
HRM MODELS

(i) The Fombrun

just 4 functions and their interrelated­ness: selection, appraisal, development, and
rewards.

The Fombrun model is incomplete as it focuses on only four functions of HRM and ignores all
environmental and contingency factors that impact HR functions.

(ii) The Harvard

The Harvard model claims to be comprehensive in as much as it seeks to comprise 6 critical

components of HRM:
Stakeholders’ interests, Situational factors, HRM policy choices, HR outcomes
Long-term consequences, and A feedback loop.
-The outputs flow directly into the organization and the stakeholders

(iii) The Guest

Guest model was developed by David Guest in the year 1997, and it emphasizes
on the assumption that HR managers has specific strategies to begin with,
which demand certain practices and when executed will result in outcomes

The model emphasizes the logical sequence of six components: HR strategy, HR

practices, HR outcomes, behavioral outcomes, performance results, and financial
consequences. Looking inversely, financial results depend on employee performance,
which in turn is the result of action-oriented employee behaviors. Behavioral
outcomes are the result of employee commitment, quality, and flexibility, which, in
turn, are impacted by HR practices. HR practices need to be in tune with HR strategies
which are invariably aligned with organizational strategies.
The claim of the Guest model that it is superior to others is partly justified in the sense
that it clearly maps out the field of HRM and delineates the inputs and outcomes. But
the dynamics of people management are so complex that no model (including the
Guest model) can capture them comprehensively.
(iv) The Warwick.
Warwick Model developed by the researchers, Chris Hendry and Andrew M. Pettigrew at the
University of Warwick in the early 1990s (hence the name Warwick model). Like other human
resource management models, the Warwick proposition centers around five elements
● Outer context (macro-environmental forces)
● Inner context (firm-specific or microenvironmental forces)
● Business strategy content
● HRM context
● HRM content

The Warwick model takes cognizance of business strategy and HR practices (as in the Guest
model), the external and internal context (unlike the Guest model) in which these activities
take place, and the process by which such changes take place, including interactions between
changes in both context and content.

The strength of the model is that it identifies and classifies important environmental influ­ences
on HRM. It maps the connection between external and environmental factors and explores how
human resource management adapts to changes in the context. Obviously, those organizations
achieving an alignment between the external and internal contexts will achieve performance
and growth.
LEADERSHIP STYLES

1.Participative Leadership
Participative leadership - is a style of leadership in which all members of the organization work
together to make decisions. It is also known as democratic leadership, as management teams
encourage all employees to participate.

There are four styles of participative leadership

•Consensus participative leadership- the leader does not have additional power over other
group members and works exclusively as a facilitator. To reach a decision, all members of the
organization must agree. The goal or decision might have amendments or negotiations until
all parties can agree.

•Collective participative leadership- all responsibility falls equally on the group. The leader
will help facilitate, but all group members are responsible for the process and outcome.
The majority of the group must agree to proceed with a decision. Employees work together to
decide on changes before establishing new processes or policies.

•Democratic participative leadership- the leader has more power than the group. The
group provides ideas and suggestions, and voting may occur on the outcome, but the leader
has the final decision on what action to take. Leaders may gather information through surveys
or interviews and decide what changes an organization might make.

•Autocratic participative leadership- the leader holds even more power than a democratic
style. There is less precedence on the group's ideas and more on the leader. Even if
employees provide unique inputs, the leader can still override opinions with their own
decisions.

2.Delegative Leadership Style

Delegative Leadership Style- a process that helps leaders to delegate tasks and
responsibilities, in which leaders allow employees to make decisions. It helps keep an
organization focused on achieving goals. Here, the employees are the delegative people who
can best determine whether it’s time for action. The delegative leadership style is the new
way of running a successful business. However, it is more effective, efficient, and realistic than
the traditional leadership style. Here, the leaders can maximize the ability to engage and
empower employees. Thus, it simultaneously enriches their focus on the critical priorities in
their areas of influence. In fact, it can be achieved by delegating authority, responsibility, and
accountability to employees at all levels of the organization.

3. Autocratic leadership

Autocratic leadership- also known as authoritarian leadership, is characterized by

individual control from all over all decisions and little input from the group members. It
involves absolute authoritarian control over a group.
4. Transactional leadership
-Rewarding or penalizing employees to achieve expected performance. -Short-term focused
leadership style.
-Little human resource management strategy.
-First described by Max Weber in 1947 and then by Bernard Bass in 1981.
-Transactional leadership or transactional management is the part of one style of leadership
that focuses on supervision, organization, and performance; it is an integral part of the Full
Range Leadership Model. This type of management was born during the Industrial Revolution
as a source of competitive advantage.