I.

Introduction Better Professors equal better Universities. Certainly! It is impossible to have good university without good staffs and faculties. To be good, a school of course needs a knowledgeable staff that is informed about and able to implement the best practices in their classrooms. But, perhaps more importantly, it needs to be guided by a shared vision and sense of mission. It needs an organi ing principle that places children!s learning needs at the center of every activity, within a culture that values learning and insists on thoughtfulness, reflectiveness, self assessment, and self"e#amination. $nd it needs a staff that interacts regularly and fre%uently, collaborates to make decisions about all aspects of the school based on sound professional &udgment, and takes individual and collective responsibility for the success of its students. $nd with so many of our schools in trouble, and no way of getting a significant number of new and more %ualified teachers into classrooms, there has been a sense of urgency on the part of everyone interested in improving our schools to invest in %uality professional development for those already in the teaching force. 'imply to say that in every organi ation, there is a need for (uman )esource *epartment. In simple term, an organi ation!s human resource management strategy should ma#imi e return on investment in the organi ation!s human capital and minimi e all financial risk. (uman )esources seeks to achieve this by aligning the supply of skilled and %ualified individuals and the capabilities of the current workforce, with the organi ation!s ongoing and future business plans and re%uirements to ma#imi e return on investment in capital and secure future survival and success. +yceum of the ,hilippines" Cavite, one of the famous universities in the ,hilippines, is indeed one of those schools that has human resource department. Because of this, there is a recognition that %uality professional development for teachers is critical, and not as an add"on to their regular duties but as an integral part of their work. +yceum of 1|Page

the ,hilippines -niversity is committed to provide

%uality, efficient and effective service

to the -niversity stakeholders through a dynamic and e#cellent management system imbued with values and professionalism.

II.

Profile of the Company +.C/-0 12 T(/ ,(I+I,,I3/' -3I4/)'IT. " C$4IT/ prides itself with its long and rich tradition of $cademic /#cellence through the legacy of its founder, *r. 5ose ,. +aurel. The only ,resident to have served in all three branches of the 6overnment, *r. +aurel was a successful lawyer, legislator, constitutionalist, &urist, writer, scholar, statesman, philosopher, and above all things, an educator. *r. +aurel7s concern for education was his most abiding passion. $ graduate of top educational institutions such as -niversity of the ,hilippines College of law, /scuela de *erecho, -niversity of 'anto Tomas and .ale -niversity, his credentials as an educator were unassailable. (e wrote e#tensively on /ducation and managed to teach in several educational institutions in 0anila, despite his numerous commitments. VISION

+yceum of the ,hilippines -niversity " Cavite envisions itself as a leading university in the $sia",acific region, dedicated to the development of the integral individual who constantly seeks the truth and acts with fortitude in service to 6od and country.

MISSION +yceum of the ,hilippines -niversity " Cavite, espousing the ideals of 5ose ,. +aurel is committed to the following mission8

2|Page

,rovide e%uitable access to learning through relevant, innovative, industry"based and environment"conscious programs and services in the conte#t of nationalism and internationalism. " I3'T)-CTI13 and 9-$+IT. '/)4IC/' ,rovide necessary knowledge and skills to meet entrepreneurial development and the managerial re%uirements of the industry. : I3'T)-CTI13

/stablish local and international linkages that will be the source of learning and growth of the members of the academic community. " I3'T)-CTI13 and I3'TIT-TI13$+ */4/+1,0/3T

$dvance and preserve knowledge by undertaking research and disseminating and utili ing the results. : )/'/$)C(

'upport a sustainable community e#tension program and be a catalyst for social transformation and custodian of 2ilipino culture and heritage. " C100-3IT. /;T/3'I13

Build a community of 6od"centered, nationalistic, environment"conscious and globally"competitive professionals with wholesome values and attitudes. ",)12/''I13$+I'0 and 4$+-/'

EDUCATIONA P!I OSOP!" +yceum of the ,hilippines -niversity ,an institution of higher learning, inspired by the ideals of ,hilippine ,resident 5ose ,. +aurel, is committed to the advancement of his philosophy and values8 4eritas et 2ortitudo< =truth and fortitude> and <,ro *eo et ,atria< =for 6od and Country>. CO#E VA UES

3|Page

+ " +ove of 6od , " ,rofessional Integrity - " -nity 3 : 3ationalism 5 : 5ustice , : ,erseverance + " +eadership III. Di$cu$$ion of the four ma%or purpo$e$ of manpo&er mana'ement (. AC)UISITION +,-"Cavite uses ,erson"5ob matching scheme which compares the skills of the applicants to demands, e#pectations, skills of their current staffs and sees whether these skills are ade%uate. They establish a process for recruitment and selection through interview, demo teaching and psychological testing. $ll applicants will go through a panel interview that is composed of the () *irector, $cademic head and the chairperson of the department. They are entertaining applicants in the internet but still, this applicant must undergo the recruitment and selection process. $nd they are using multimedia approach, they advertise on local T4 and cable T4 and they are conducting interviews. 9ualified employees are ensured to be promoted because +,- promotes them rather than hiring new ones. In terms of the top management recommending or referring someone to be hired, he?she must also undergo the proper recruitment process which is set by the management.

*. DEVE OPMENT

4|Page

+,- Cavite believes that training can improve the employee7s performance and by this, employee7s can be more productive, in fact, they have faculty development program and staff development program that trains and develop their employee to deal with competitive challenges and this training has @ main dimensionsA first is Competency *imension where they build the capacity of their staff in order to respond to current needs. 'econd is addressing the future re%uirements by having developmental programs. $nd last is a program that addresses globali ation and international affairs, they look into emerging challenges in international education and take this as an opportunity. They are also conducting study assessment within the university and integrating /nglish language as an essential tool for their employees. They are also practicing a performance management system that can develop one7s performance, gives e%ual opportunity to learning and development process and to those who were unable to perform their &ob well, there is a remediation process providing e#tra opportunity to demonstrate the needed performance by giving the employees individual coaching and counseling so that they can be improved when they will conduct the performance review and appraisal.

+. MAINTENANCE 'ome of the staffs of +,- Cavite have minimum salary and other receives above minimum depending on the position they are holding. They believe that all their employees are fully committed to the attainment of their goals because in fact last *ecember, they passed the I'1 re"certification. /mployees have vacation leave, sick leave, rice subsidy and education subsidy benefits and if in case the employees have concerns, +,- Cavite is practicing their employee relationship by listening and addressing them all their complaints so that the employees performance will be more productive and if otherwise, the employee with low performance output will undergo 5|Page

remediation coaching procedure. +,- Cavite practices day to day interaction, supervisor"employee performance management system which reviews, plans and assess the level of performance of different units.

,. UTI I-ATION 2eedbacks are entertained by using an employee suggestion system that will give awards to those who perform well. /mployees are monitored by day to day interaction between them and the management, feedback in the e#tent to which they comply or not and by evaluating their performance. +,- Cavite believes that their employees are loyal to the company because of the level of %uality performance, high level of performance.

/mployees en&oy the e#perience of working in a university with high %uality educationA faculty training that is fully budgeted and planned and is conducted outside 0anila or in house. +,- Cavite knows their competitors very well and their competitive edge is their culture that is developed out of institutional truth with fortitude in the service of 6od and country.

IV.

Identify the E .A$ Patrioti$m Be proud to be a 2ilipino. This doesn!t mean that you need to publicly announce your love of nation. It can be a private, personal pride. $fter all, patriotism at its core is a feeling and is voluntary. Be can show our patriotism by regarding all of our employees as family. That!s what a fatherland is all about, working together for the good of our country. $ company can show patriotism to country by contributing to a designated fund?organi ation, created products intended for and made by 2ilipinos, 6|Page

or simply by having working holidays like Independence *ay, )i al *ay, and the others.

.od/ lo0in' )espect is not a trust we give easily and consistently unless we see %ualities that are strong, pure, faithful, and serving. 6od has these %ualities and more. $nd so, by having these %ualities in working with your co"employees, it will show that you truly enact the values of being 6od"loving. $lso, having morality in running a business means you know the standards of behavior of what is right and which is wrong. 1ur moral compasses guide us each and every day in making decisions, from thinking about how to best save money and how to earn profits.

Pa$$ion for e1cellence (aving this attitude will mold better citi ensA everything that you will do must be e#cellent. Because in this fast changing world, the standards are also changing and improving that it is getting higher and higher every time. Bork, if it7s done with e#cellence will affect also the people that are served and benefited by the work done and if all the work is done with e#cellence, it will bear fruit of e#cellence and will also be the basis of the improvement of the people and the country.

V.

#ecommendation Improvement of training programs that has different speciali ation to improve the areas that are not really covered by the other seminars being conducted in the present. Career planning and development must be ensured and properly managed by having different types of developmental scheme that addresses every incidental 7|Page

tribulations that will affect the whole system. +astly, picking employment sites where applicants cannot easily penetrate the company, this will be possible by having a different site for corporate purposes where the applicants will have a glance of what7s happening and if they are %ualified in their desired &ob placement. Benefits must also be improved. They must have different benefits to those who served longer, performed well and to the ones that has the ability to improve.

VI.

Conclu$ion +,- Cavite is an institute that is geared towards e#cellence and this is evident in the way they recruit, select and maintain their employees and ensuring that they are performing well. Improvement is also an issue to them because they know that everything must improve due to the fast changing pace of the environment. $lso, +,Cavite is a company that addresses to every situation and is ready to find a solution. It is also ready to face the competitive challenges that are blocking their way towards attaining their goals so their employees are abiding the regulations that +,- Cavite has been imposing to them because it is for the benefit of everyone inside the institution.

VII.

Documentation

8|Page

9|Page