Human resource management practices of Wesleyan College of Manila / by Ma Xiao.

Thesis (Doctor of Philosophy in Management) Cavite State University

Includes bibliographical references.

Graduate School and Open Learning College (GSOLC)

MA, XIAO, Human Resource Management Practices of Wesleyan College of Manila. A dissertation. Doctor of Philosophy in Management. Cavite State University, Indang, Cavite. June 2014. Adviser: Dr. Luzviminda A. Rodrin.
A study entitled "Human Resource Management Practices of Wesleyan College of Manila" was conducted from September 2013 to March 2014 to: (l) determine the socio-demographic profile of the participants; (2) identify the present practices of the Human Resource Management Office of the Wesleyan College of Manila in terms of recruitment and selection, performance evaluation, promotion and personnel development; (3) identify the level of acceptability by the academic and non-academic personnel of the existing practices in terms of recruitment and selection, performance evaluation, promotion and personnel development; and (4) identify the problems encountered by the respondents regarding the existing human resource management practices in Wesleyan College of Manila.
The study made use of complete enumeration of all the academic and nonacademic personnel of the College.
Results of the study showed that Wesleyan College of Manila personnel belonged to the middle-aged group. Majority were female, were still single, and bachelor’s degree holders with an average of 5.5 years length of service. More than half of them had permanent appointments and were hired as faculty members. The present practices of the Human Resource Management Office of Wesleyan College of Manila were focused on the following: (a) personal contacts as a means of recruiting academic personnel while walk-in and publication of vacancies In Wesleyan College of Manila vicinity for the non-
academics; (b) administrators/supervisors’ evaluation in conducting performance evaluation for academic personnel while PES for the non-academics; (c) outstanding performance was the main reason for promotion for the academic personnel while next-. in-rank for the non-academics; and (d) there exists a personnel development program both for academic and non-academic personnel. Most of the HRM practices along recruitment and selection, performance evaluation, promotion and personnel development were "highly acceptable" to both group of participants from Wesleyan College of Manila. Not many participants encountered problems as regards human resource management practices. Although, some participants had problems on personnel development, this was not on the HR practice per se but on the availability of funds.
It is recommended that the human resource management practices of Wesleyan College of Manila be maintained so as to recruit, promote, and develop its personnel in accordance with its human resource development program. In connection with this, it is suggested that an updated HR development program be in place to monitor the career path of their academic and non-academic personnel. Additional funds för the attendance of personnel to in-service trainings and conferences may be considered for inclusion in the budgetary estimates of the College for the benefit of the personnel themselves and the students as well being the most important clientele of the College. A follow-up study along this line is suggested to include even the affiliate staff and faculty members from other universities and colleges as well as part-time instructors and practitioners from private firms to determine if the same practices are extended to them.

Submitted to the University Library 08/04/2020 T-6060