Strategic Human Resource Management Framework for State Universities and Colleges in the Philippines

Ana Flor Adrias

doi:10.18535/ijsrm/v10i4.em8

Abstract

State Universities and Colleges (SUC) in the Philippines are governed by their own Board of Regents while being mandated to comply with the guidelines set by Civil Service Commission (CSC). Despite CSC’s efforts to implement varied HR programs, SUCs still face major challenges in recruitment, selection and placement, and performance management. Being exploratory in nature utilizing Grounded Theory methodology, in-depth interviews with ten human resource management officers were conducted. Results from the qualitative data showed that an HRMO’s role in addressing any strategic challenges was not optimized due to strategic, leadership, management, organizational value, and culture constraints. This paper concludes that HRMOs are compliance-oriented and that an HRMO’s initiative is an important enabling competency. Furthermore, this paper concludes with a Strategic Human Resource Management Framework for SUC that will enable HRMO to create better HR services for its stakeholders.

Keywords

Strategic Human Resource ManagementGrounded TheoryState Universities and College the Human Resource Management Officer (HRMO) to propose the implementation plan as

References

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[refR-1] Armstrong, M. (2013). A Handbook of Human Resource Management Practices. In Core Topics in Cardiothoracic Critical Care (10th ed.). https://doi.org/10.1017/CBO9781139062381.069DOI ↗Google Scholar ↗

[refR-2] Baruch, Y. (2014). Careers in academe : the academic labour market as an eco-system. Career Development International, 18(2), 196–210. https://doi.org/10.1108/CDI-09-2012-0092DOI ↗Google Scholar ↗

[refR-3] Beer, M., Spector, B., Lawrence, P., Quinn Mills, B., & Walton, R. (1984). Managing Human Assets.Google Scholar ↗

[refR-4] Brewer, P. D., & Brewer, K. L. (2010). Knowledge Management, Human Resource Management, and Higher Education: A Theoretical Model. Journal of Education for Business, 85(6), 330–335. https://doi.org/10.1080/08832321003604938DOI ↗Google Scholar ↗

[refR-5] Castano, M. C. N., & Cabanda, E. (2011). Sources Of Efficiency And Productivity Growth In The Philippine State Universities And Colleges: A Non-Parametric Approach. International Business & Economics Research Journal (IBER), 6(6), 79–90. https://doi.org/10.19030/iber.v6i6.3379DOI ↗Google Scholar ↗

[refR-6] Cuenca, J. (2011). Efficiency of State Universities and Colleges in the Philippines: a Data Envelopment Analysis.Google Scholar ↗

[refR-7] Dioses, G. M., Aquino, R. P., Cammayo, R. P., & Dellosa, R. M. (2019). The analysis of perceptions on the level of awareness and implementation of merit system of state universities and colleges of the Philippines. International Journal of Scientific and Technology Research, 8(10), 2845–2849.Google Scholar ↗

[refR-8] Donahue, A. K., Selden, S. C., & Ingraham, P. W. (2000). Measuring Government Management Capacity: A Comparative Analysis of City Human Resources Management Systems. Journal of Public Administration Research and Theory, 10(2), 381–411. https://doi.org/10.1093/oxfordjournals.jpart.a024274DOI ↗Google Scholar ↗

[refR-9] Etienne, J. (2011). Compliance theory: A goal framing approach. Law and Policy, 33(3), 305–333. https://doi.org/10.1111/j.1467DOI ↗Google Scholar ↗

[refR-10] 2011.00340.xGoogle Scholar ↗

[refR-11] Finefter-Rosenbluh, I. (2017). Incorporating perspective taking in reflexivity: A method to enhance insider qualitative research processes. International Journal of Qualitative Methods, 16(1), 1–11. https://doi.org/10.1177/1609406917703539DOI ↗Google Scholar ↗

[refR-12] French, P. E., & Goodman, D. (2012). An Assessment of the Current and Future State of Human Resource Management at the Local Government Level. Review of Public Personnel Administration, 32(1), 62–74. https://doi.org/10.1177/0734371X11421499DOI ↗Google Scholar ↗

[refR-13] Goodwin, T. (2018). Digital Darwinism: Survival of the Fittest in the Age of Business Disruptions. Kogan Page Limited.Google Scholar ↗

[refR-14] Jacobson, W. S., Sowa, J. E., & Lambright, K. T. (2014). Do Human Resource Departments Act as Strategic Partners? Strategic Human Capital Management Adoption by County Governments. Review of Public Personnel Administration, 34(3), 289–301. https://doi.org/10.1177/0734371X13507158DOI ↗Google Scholar ↗

[refR-15] Jiang, K., & Messersmith, J. (2018). On the shoulders of giants: a meta-review of strategic human resource management. International Journal of Human Resource Management, 29(1), 6–33. https://doi.org/10.1080/09585192.2017.1384930DOI ↗Google Scholar ↗

[refR-16] Meyer, R. E., & Hammerschmid, G. (2010). The degree of decentralization and individual decision making in central government human resource management: A European comparative perspective. Public Administration, 88(2), 455–478. https://doi.org/10.1111/j.1467-9299.2009.01798.xDOI ↗Google Scholar ↗

[refR-17] Mugenda, O. ., & Mugenda, A. G. (2003). Research methods: Quantitative and Qualitative Approaches. Nairobi: African Centre for Technology Studies.Google Scholar ↗

[refR-18] Opiniano, G. A. (2019). Challenges in the implementation of the PBB scheme in NGAs. 0865.Google Scholar ↗

[refR-19] Saunders, M., Lewis, P., & Thornhill, A. (n.d.). Research Methods for Business Students.Google Scholar ↗

[refR-20] Selmer, J., & De Leon, C. (2001). Pinoy-style HRM: Human resource management in the Philippines. Asia Pacific Business Review, 8(1), 127–144. https://doi.org/10.1080/713999124DOI ↗Google Scholar ↗

[refR-21] Teece, D. J. (2016). Dynamic Capabilities. The Palgrave Encyclopedia of Strategic Management, 18(March), 1–9. https://doi.org/10.1057/978-1-349-94848-2_689-1DOI ↗Google Scholar ↗

[refR-22] Tompkins, J. (2002). Strategic Human Resource Management in Government: Unresolve Issues. Public Personnel Management, 7, 95–110. https://doi.org/10.1081/JA-200058868DOI ↗Google Scholar ↗