Challenges in Human Resource Management: The University of Eastern Philippines Experience
DOI:
https://doi.org/10.5281/zenodo.18950430Keywords:
human resource management, recruitment challenges, faculty shortages, performance evaluation, training development, rewards recognitionAbstract
This study investigated challenges to human resource management at the University of Eastern Philippines. The research is a descriptive study that employed qualitative methods for data collection and analysis. In recruitment, selection, and placement, staffing workforce plans and recruitment plans exist. These documents are primarily based on consolidated reports and recommendations from university units and colleges. However, flaws are evident in the failure to fill vacant plantilla positions. This has resulted in hiring too many part-time lecturers due to shortages of regular faculty. These part-time hires show accommodation, as many lack master’s degrees and specializations. On training and development, problems include inefficiency from loss of documents like scholarship applications. Trainings are given less importance, with scarce opportunities. Employees are sent to seminars outside their field of specialization, and priority lists are disregarded in scholarships. Regarding performance management, mismanagement of evaluations is apparent. Individual Performance Commitment and Review (IPCR) forms are pre-signed by supervisors or peers, allowing faculty to self-evaluate and inflate ratings. For rewards and recognition, promotions could fill vacancies. Yet, accumulation of vacant positions indicates delays in filling plantilla roles. Faculty are deprived of chain promotion opportunities, worsened by management’s shifting priorities that deprioritize promotions. The study concludes that rising enrollees have caused faculty shortages, shown by numerous part-time hires. Learning and development programs are ineffective, as trainings often mismatch attendees’ specializations. Performance evaluations must be strictly enforced for accurate assessments, or they will undermine the system. PRAISE implementation is irregular; only loyalty awards are common, failing to motivate or retain top performers.
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