The Model Employers in the Philippines

Human resource management performs an integral and strategic function in managing firms. It is a key management tool since human resources are considered essential in the continued existence and success of any business. It is therefore, not surprising that management continuously invests in the recruiting, training and motivating of its people to develop effective and efficient managers, supervisors, and rank-and-file employees.

This paper contains an in-depth look at those human resource management practices that make a company a model or a good company to work for. This two-year research effort, involving 20 companies listed in the Top 1,000 Corporations and 1,937 employees and management representatives showcases the distinguishing Human Resource Management practices related to recruitment, training and development, performance management, compensation, labor relations, health and safety, and leadership.

Based on the overall ranking of the judges across the seven HR practices, GMA Network got the highest ranking (x=2.72), followed by Ayala Land (x=5.00) and Yazaki-Torres (x=6.31). On the other hand, the lowest ranked companies are RFM (x=12.78); SKK Steel (x=13.16); and Fedders Koppel (x=13.66). Categorized by type of industry, Yazaki-Torres got the highest ranking in the manufacturing sector, followed by Unilever Philippines, and San Miguel Foods. In the non-manufacturing group, on the other hand, the highest rates companies are GMA Network; Ayala Land, and Toyota Makati.

The common emerging workplace patterns and best human resource management practices were clustered according to employment experience such as the creation of enabling structures and systems that intentionally enable individual employees and teams to translate the firms larger strategic goals into actual day to day work and achieve corporate goals; leadership such as focusing on the corporate vision-mission-goals and using self-empowering teams; and labor relations like engaging in productive social partnership of labor and management.

To answer the very first question forwarded, finding show that counselors do lie. The findings of this study however show that lying and dishonesty cannot simply judged as is. As has been shown in the results, counselors do engage in forms of dishonesty, but the context of these behaviors has to be considered. Client welfare, better case management and maintenance of harmony, among others, are worthy matters that appear to be behind the said behavior. Further inquiry is needed to further help us understand how cognitions and judgments, as well as behavior tendencies operate, when counselors decide to engage in a behavior that is dishonest.