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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
2
TABLE OF CONTENTS
Page
Introduction 3
I. 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
IX. Summary, Conclusion and Recommendation
59
74
Bibliography 78
Annexes 85
3
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
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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
to conduct and analyze an applicant‟s psychological tests; while Behavioral Science
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
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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.
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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?
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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.
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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 company‟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.
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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.
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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 •
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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
•
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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,
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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 To be used in relating the compensation and the economy
Law To know the right, privileges & responsibilities of both the
labor & management
Sociology To understand the work especially relation with the workers &
community
Research To abreast with the most recent advances in handling the
problem workers
Statistics 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
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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 of these courses are in the departments of
Business Administration, Education, Instructional Technology, 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
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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
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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
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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
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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 distance-
learning-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
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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 know” (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 Resource 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
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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 Ulrich‟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”
Personal skills or competence
“it is how Human Resource people will apply
the technical data in a pragmatic and realistic
way”
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
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
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Table 2. 4. Basic Competencies that Human Resource Professional Must
Possess Regardless of Designation. (Himachali, 2005)
Basic Competencies Meaning
Relationship Focused
-Approachable
-Relates easily to diverse groups and individuals
-Builds and develops relationships
Customer Focused -Focused on all aspects of service and product delivery
-Always know that customer comes first
Organizational Skills -Set priorities, time and meeting management skills
-Ability to delegate
Problem Solving
-Ability to weave through necessary channels to
accomplish outcomes in complex settings
-Understanding of processes and quality improvement
Assessment of Talent
-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
Integrity -Forthright, direct and widely trusted
Intelligence -Ability to grasp complex concepts and determine
courses of action
Energetic -Action oriented, hard working and likes challenges
Active Listening
-Ability to absorb and translate others' statements into
objective responses and actions
-Ability to give and receive feedback in an appropriate
manner
Composure and
Professionalism
-Ability to maintain professional demeanor in difficult
or stressful situations, patience with customers and
ability to diffuse anger and deal with difficult customers
Presentation Skills -Ability to present and convey information in a wide
variety of settings
Flexibility
-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
Vision
-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
Political Awareness
-Sensitivity to political situations
-Able to assess political climate and how it affects
responsibilities
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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.
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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
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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
25
psychology (recruitment, selection, training, and performance appraisal) and
organizational psychology (leadership and organizational development, 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 master‟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).
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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: Modern organizations off late have become employee-
27
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 mid-
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 organization‟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 today‟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.
28
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.
International Airline
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.
Management Consulting
Firm
Senior-Level
Manager
- Oversee projects involving the systems
approach to training, training
technologies, and management and
careers development training.
Human Resource
Research and Consulting
Associates
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.
29
Employee Decisions
Consulting Firm
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.
Electronics Corporation
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.
30
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.
31
Employee counseling is often regarded as Professional Counseling. The role of a
counselor is to help an individual do away with emotional, interpersonal and decision-
making 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
32
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 Human Resource Practitioners
They base their work heavily on
science. All work has to be backed up
by scientific evidence and statistics is
always in their toolbox
Emphasizes more on the practical side,
with less focus on the scientific side
Focus more on the design and
development of procedures, tools and
principles
Work more on the operational level,
such as implementation of selection
systems and applying training
principles in real training scenario
Provide technical skills and knowledge
to HR
Partners, advisors and sometimes
suppliers for Organizational
Psychologists
Job consultation Assist with internal matters as well as
providing an insider view
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
33
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
Skills Learned By Psychology Majors
That Employers Seek
Characteristics
Rated Highly by
Employers
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)
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)
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
34
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
35
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 “complex self actualizing animal”
Man has “needs” not “wants”
Behavioral science since its inception in the mid 20th
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.
36
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
37
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
38
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.
39
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.
40
IV. THEORETICAL FRAMEWORK
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
Supply Factors Organization Goals and
Priorities Demand Factors
Organization Policies and Procedures
Recruiting, Hiring, Training,
Appraisal, Compensation, Promotion,
Dismissal, Retirement
Individual Career
plans
Personnel Plans
Skills Inventory
Education and
Training (in
organization and
out)
Public Policy on
Personnel
Learning and
Experience
Output and Sales
Productivity
Developments
Job Changes
Technological
Changes
Profit-growth
Forecasts
Research and
Development
External factors
Collective
bargaining
Government policy
41
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.
42
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 self-
awareness. 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 self-
assessment, and do have self confidence.
43
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
44
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.
45
V. CONCEPTUAL FRAMEWORK
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.
Supply Factors Organization Goals and
Priorities Demand Factors
Organization Policies and Procedures
Recruiting, Hiring, Training,
Appraisal, Compensation, Promotion,
Dismissal, Retirement
Skills Inventory
Education and
Training (in
organization and
out)
Public Policy on
Personnel
Learning and
Experience
Output and Sales
Productivity
Developments
Job Changes
Technological
Changes
Profit-growth
Forecasts
Research and
Development
External factors
Collective
bargaining
Government policy
46
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.
47
Supply factors “Placing Right
People in the Right
Job”
Demand factors
The Employer‟s
Perspective and
Preference
Competencies (knowledge,
skills, behaviors and
values) of Psychology
Graduates
Competencies (knowledge,
skills, behaviors and
values) needed for
Recruitment and Selection
Competencies (knowledge,
skills, behaviors and values)
of Human Resource
Management Graduates
Competencies (knowledge,
skills, behaviors and values)
of Behavioral Science
Graduates
Competencies (knowledge,
skills, behaviors and
values) needed for
Performance Management
Competencies (knowledge,
skills, behaviors and
values) needed for Training
and Development
Competencies (knowledge,
skills, behaviors and
values) needed for
Compensation and
Benefits
Competencies (knowledge,
skills, behaviors and
values) needed for
Employee Relations
Competencies (knowledge,
skills, behaviors and
values) needed for
Organizational
Development
VI. OPERATIONAL FRAMEWORK
Figure 6. 1. Human Resource Planning System
48
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
49
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.
50
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.
51
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
52
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.
53
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)
54
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
55
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
56
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.
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.
21-25 25-30 30-35 35-40 40-45 45-50 50-55
Age Bracket
Age Bracket
0
5
10
15
Male Female
No
. of
resp
on
den
ts
Gender of Respondents
Male
Female
57
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
0
1
2
3
4
5
Educational Background
College Degree Graduate Studies Certificate of Completion
58
the Certificate of Completion from People Management Association of the Philippines
for Labor Relations and Compensation Management.
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)
Figure 7. c. 5. Years of Experience in Human Resources
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
1-5 5-10 10-15 15-20 20-25 25-30
Years of Experience in Human Resources
Years of Experience in Human Resources
0
2
4
6
8
Staff Supervisor Manager
No
. of
resp
on
de
nts
Position Level of Respondents
Position level of respondents
59
7.36%
36.8%
10.39%
39.39%
1.3%
1.3%.87% 2.59%
Educational Backgroundof the Human Resources Group
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)
VIII. RESULTS AND DISCUSSION
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.
60
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?
Administrative
and Assistance
Work
Recruitment, Training &
Development, Timekeeping,
Compensation and Benefits,
Employee Relations
*ASSISTANT,
ASSOCIATE,
STAFF
Do you accept fresh graduate
students for your Human
Resources Group? Why?
Yes. The first requirement is to be a graduate of Bachelor‟s Degree,
but, an experience is an advantage.
Do you have preferences in
courses for your Human
Resources Group? What are
these preferences?
Yes. 1. Psychology
2. Behavioral Science
3.Human Resources
Management
Others, as long as
they have already
gained experience in
HR
What competencies (knowledge,
skills, values, etc.) are you
looking for your Human
Resources Group?
Customer oriented
Communication skills
Team player
Excellence
Integrity
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?
Yes. Advantages:
Specialized academic
background of each course
and Possession of the basic
knowledge about hr
Disadvantage:
Inadequate Understanding
of Reality
In your opinion, do these HR
courses COMPLEMENT* or
COMPETE *for the Human
Resource position? Explain
briefly.
Complement = HR Related
Courses
Compete = People targeting the
same position
61
QUESTION #1
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.
0
2
4
6
8
N
o
.
o
f
R
e
s
p
o
n
d
e
n
t
s
Areas of Entry Level Positions in Human Resource Department
62
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
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
0 2 4 6 8 10 12 14 16
Yes
No
No. of Respondents
Accepting Fresh Graduates
63
requirement for an applicant. However, if you will target managerial positions, it
requires a higher degree like Master‟s Degree or a Doctoral 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
Figure 8. 4. Preferences in Courses for HR Group
0
2
4
6
8
10
12
PsychologyBehavioral
Science Human Resource
Development Management
Others
N
o
.
o
f
R
e
s
p
o
n
d
e
n
t
s
Preferences in Courses for HR Group
64
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 entry-
level 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.
65
QUESTION #4
Table 8. 2. Competencies Needed in HR Group
COMPETENCIES NEEDED TO BE IN THE HR GROUP
No. COMPETENCIES NO. OF
RESPONDENTS No. COMPETENCIES
NO. OF
RESPONDENTS
1. Customer oriented 6 16. Background on
T&D
1
2. Communication
skills
4 17. Basic knowledge on
mandated benefits
1
3. Team player 4 18. Collaboration 1
4. Excellence 3 19. Dependability 1
5. Integrity 3 20. Interpersonal skills 1
6. Ability to conduct,
analyze
psychological exams
2 21. Leadership 1
7. Competitive 2 22. Learning 1
8. Computer skills 2 23. Less supervision 1
9. Initiative 2 24. Multitasking 1
10. Innovation 2 25. Organizational skills 1
11. Patience 2 26. Punctual 1
12. Adaptability 1 27. Social responsibility 1
13. Background on ER 1 28. Timeliness at work 1
14. Background on HR
standards and labor
laws
1 29. Trustworthy 1
15. Background on OD 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.
66
As an article quoted from 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.
67
QUESTION #5
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
0 5 10 15
Yes
No
No. of Respondents
HR Related Courses Provide Preferred Qualities
ADVANTAGES
No. No. of
Respondents
1. Basic knowledge and ethics on the HR field 5
2. Psychology graduates are good in screening
applicants
2
3. Can easily adapt 2
4. Human Resource Development graduates are
good in benefits administration
1
5. People oriented 1
68
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. No. of
Respondents
1. Competencies are developed through years
on experience and through values gained
from home
1
2. Dependent much on books 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
69
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
Figure 8. 6. Relationship of HR Related Courses
15%
85%
Compete or Complement
Compete Complement
70
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
71
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.
72
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.
73
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.
74
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
75
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
76
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.
77
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.
78
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Wikipedia The Free Encyclopedia. (2010). History of Psychology. Retrieved July 28,
2010 from http://en.wikipedia.org/wiki/History_of_psychology
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ANNEXES: TEMPLATE OF REQUEST LETTER
University of Santo Tomas
College of Commerce and Business Administration Human Resource Development Management
<Date>
<Name of Recipient>
<Position>
<Company>
<Company Address>
Dear Ms./Mr.:<Name of Recipient>
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
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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 Covered Period
From To
Level Staff Supervisor Manager
Type of Industry*
Company Position and Department Covered Period
From To
Level Staff Supervisor Manager
Type of Industry*
Company Position and Department Covered Period
From To
Level Staff Supervisor Manager
Type of Industry*
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*Legend:Type of Industry 1 Call Center 5 Manufacturing 2 BPO 6 Information Technology 3 Hospital 7 Telecommunications 4 School/Academe 8 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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6. In your opinion, do the courses Human Resource Management, Behavioral Science and Psychology COMPETE* or COMPLEMENT* for the Human Resource position? Explain briefly.
*COMPETE- the three courses have a sense of rivalry and striving to do one’s best as well as to outdo one
another.
*COMPLEMENT- the skills and competencies of graduates from three courses (B.S.B.A. Human Resource
Development Management, B.A. Behavioral Science and B.S. Psychology) are
needed to complete the whole human resource department.; counterpart