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CSC MC 01, s. 2021: Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM): Revised Guidelines on the Conferment of HR Recognition and Award

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EXPLORING PRIME-HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL COMMITMENT: A PERSPECTIVE

2020, PalArch’s Journal of Archaeology of Egypt/Egyptology

There is little literature in the Philippine public organization setting relative to human resource systems since they are often aligned with private corporations' backgrounds. While there are many articles on human resource systems, this article concentrated on ideas and processes in public service and organizational participation for human resource management. The study made use of quantitative research with a design of descriptive correlation. It used the instruments of the Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM) of the Civil Service Commission (CSC) and the Organizational Commitment Questionnaire (OCQ). It was performed in the province of Rizal, Philippines, in one of the first-tier municipalities. There are n = 142 participants in 27 offices from the 219 local government practitioners' stratified sample system. The PRIME-HRM was realized in various ways. The respondents demonstrate a profound degree of engagement that they are glad to be part of the company and comfortable with it but thought it is not the best place to work. Implementation of human resource systems has been found to have a strong correlation with the engagement of employees. The company will then delve into and understand the beneficial benefits of providing a well-implemented human resource management program that will influence participation in the context of policy enhancement or the initiation of worthwhile initiatives about it. Consequently, to reach the highest degree of PRIME-HRM expertise directed towards Strategic Human Resource Management

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International Journal of Economics, Commerce and Management United Kingdom Vol. III,

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The purpose of this study is to investigate the relationship between human resource management practices and organizational commitment. HRM practices particularly addressed six dimensions: Reward; Compensation; Selection; Training; Information Sharing and Performance Appraisal. The data were collected from employees of the selected three telecommunication companies in Somalia. 210 questionnaires were disturbed into the respondent and 125 questionnaires were returned, as an average seventy employees of each company were participated in this survey. Data was analyzed using "Statistical Package for Social Science" (SPSS). Multiple regression analysis and correlation were used to analyses the data. The findings show evidence of that there is significant and positive correlation between six dimensions of human resource practices toward Organizational commitment (OC). The findings set up that there were relationship between the independent variables HRM practices and were positive relationships between HRM practices and Organizational commitment dependent variables. Finally, the researcher has developed a conceptual framework based on the literature reviews, and from there the researcher constructed the research`s hypothesis. Foundation on the result, theoretical implications, limitations, conclusion and suggestions for future research are also highlighted.

Procedia - Social and Behavioral Sciences

Şükrü Güven

IJARW Research Publication

Human resource management in the public sector is the process of building and applying mechanisms and policies to motivate the contingent of cadres, civil servants and public employees to contribute to the common interests of the State and society. That issue plays an important role in the process of ensuring a sustainable development agency or organization. The article analyzes and evaluates the current situation of recruitment, employment, training, retraining, assessment, salary payment and incentive policies and regimes for officials and employees; from there, identify the problems that need to be solved in order to renew the way of management, improve the capacity of public service implementation of the contingent of civil servants in our country today.

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Patrick Wright

Journal of Security and Sustainability Issues

nelson situmorang

Recently researchers of Human Resource Management have highlighted the advantages of a committed workforce. All the activities of an organization are initiated and completed by employees and every success of organization depends on efficient and committed human resource. It is significant that for the success of the organization it is need of the day to implement best HRM practices for the employees' commitment to the organization. HRM practices molds employee's commitment level and their behavior and attitude. To build up the employee commitment through HR practices can lead to hard and long time work as well as the accomplish the organization' goals. The aim of this study is to identify the role of Human Resource Management practices on employees' commitment of organizations with the review of existing literature and theory.

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Hezlin Harris

Malaysia’s higher education sector is of critical importance to the country’s development and global competitiveness due to their role in producing high quality human capital. Academic employees in higher education institutions (HEIs) must be effectively managed as they are directly involved in teaching and student development. Hence, the field of human resource management (HRM) becomes relevant as it refers to policies and practices involved in managing people in organizations. However, HRM research on academics in Malaysia is perceived limited despite research showing that specific HRM practices lead to important results, such as employees’ organizational commitment levels. In turn, organizational commitment levels impact critical outcomes like employee retention and productivity. Through a structured questionnaire research method involving 127 academicians in a private university in Malaysia, this paper investigates the dimensions of HRM practices on organizational commitment in the context of HEIs, and further examines the relationship between HRM practices and organizational commitment.

International Journal of Business and Management

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Implementation of PRIME-HRM Program Using Cloud-Based Technology

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Citation Count

Employee adjustment and well-being in the era of COVID-19: Implications for human resource management.

Human resource management and industrial relations, international hrm insights for navigating the covid-19 pandemic: implications for future research and practice., the covid-19 crisis as a career shock: implications for careers and vocational behavior., 100 years of training and development research: what we know and where we should go., related papers (5), the complementary relationship between human resources accounting and human resources information system, information systems support to the human resource management in universities, human resource information system in croatian companies, the value of human resource information systems in human resource management, application of computer technology to human resources informatization management under the background of innovation and entrepreneurship.

DepED, Division of Malaybalay City

Prime-hrm in the dep-ed: a transformational initiative.

Enhancing quality, accessible, relevant, and liberating basic education services necessitates the transformational process of the Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM) in the Department of Education (DepED). As professed by the Civil Service Commission (CSC) Chairperson Alicia dela Rosa-Bala (2016), PRIME-HRM transforms the quality of the Philippine bureaucracy, governance and public service delivery. Consistent to this notion, the DepEd considers the integration of the PRIME-HRM into the basic education system not only as a mandatory requirement but also as a transformative initiative towards building a culture of excellence.

PRIME-HRM aims to elevate public sector HRM to a level of excellence through the assessment, assistance, and awarding processes of HRM Systems, Practices, and Competencies using HRM maturity level indicators that are at par with global HRM standards (CSC PRIME-HRM Guidebook, 2016). Specifically, the program aims to: (1) inspire agencies to transform their HRM systems to support the agency mandate; (2) empower agencies in the performance of HRM functions; (3) promote and reward excellent HRM practices; (4) serve as a venue for the exchange and development of expertise in the area of HRM between and among government agencies; and, (5) serve as a search mechanism for the best practices in HRM. The DepEd has the biggest number of employees in the government. As of July 11, 2018 (BHROD Data), the employees continue to increase in number in all governance levels with a total of 772,710 plus. PRIME-HRM enable the DepED employees to understand and practice HR and institutionalize a management climate conducive to public accountability.

PRIME-HRM covers all government offices like DepED in all governance levels. It does not only involve all Human Resource Management Officers (HRMOs) but also heads of agencies, supervisors, and rank-and-file employees. PRIME-HRM serves as a developmental intervention that steer the transformation of the DepED towards the fulfillment of its mandate, vision, mission, and core values through the 4C’s of Change (Committing to Change, Capacitating for Change, Contributing and Collaborating for Change, and Celebrating and Continuing Change).

PRIME-HRM utilizes the maturity levels/indicators model showing progressive levels with indicators per level for each core HRM system. These maturity levels include: Transactional HRM (Maturity Level 1), Process-Defined HRM (Maturity Level 2), Integrated HRM (Maturity Level 3), and Strategic HRM (Maturity Level 4). The Competency Proficiency Levels include Level 1- Basic, Level 2-Intermediate, Level 3-Advanced, and Level 4-Superior. The four (4) core HRM Systems consists of: (1) recruitment, selection, and placement; (2) learning and development; (3) performance management; and, (4) rewards and recognition. The DepED will be assessed using three (3) lenses, like: Systems, Practices, and Competencies. The PRIME-HRM Pillars include: (1) Recruitment, Selection and Placement – Governance, Talent Planning, Talent Sourcing, and Talent Selection and Placement; (2) Learning and Development – Governance, Planning and Monitoring and Evaluation, and Execution; (3) Performance Management – Governance, Performance Planning and Commitment, Performance Monitoring and Coaching, Performance Review and Evaluation, and Development Planning; and, (4) Rewards and Recognition – Governance, Planning, and Execution.

According to the CSC (2016), the PRIME-HRM Stages include: assess, assist, and award. Assessment includes both self-assessment and on-site assessment which determine the current reality of the agency’s core HRM systems and its strengths and opportunities for improvement. Assist enables agency to be assisted on the basis of the identified development opportunities from the Self-Assessment Result. Award enables the celebration and recognition of HRM systems, practices, and competencies of the agency in the four (4) core HRM areas.

The agency will be conferred with awards depending on the maturity level achieved in at least one or all core HRM systems, and may be given a certain degree of autonomy through accreditation and/or deregulation.

• Maturity Level 1 (Transactional HRM).

The status of the agency is “regulated” which means that the agency has not fully demonstrated readiness in exercising delegated HR functions and needs to be subjected to regular monitoring/assistance by the CSC. Hence, no recognition and award is yet given.

• Maturity Level 2 (Process-Defined HRM).

The state of the agency is “accredited” which implies that the agency demonstrated readiness in exercising delegated HR functions and can be given Level II accreditation status and enjoy certain privileges (e.g. the authority to take final action on appointments). Certificate of Recognition for at least one core HRM system is granted. Bronze award is given for all core HRM Systems.

• Maturity Level 3 (Integrated HRM).

The agency’s status is “deregulated”. The agency has distinguished itself as “excellent” in all or some areas of HRM and its core HRM Systems, Practices, and Competencies have been assessed as Maturity Level 3 (Integrated). On top of the authority to take final action on appointments, another incentive for deregulated agencies is the authority to establish and implement their own HR mechanisms without the CSC’s prior approval. Certificate of Recognition for at least one core HRM system is given and Silver Award is conferred for all core HRM systems.

• Maturity Level 4 (Strategic HRM).

The status of the agency is “deregulated” which indicates that the agency has distinguished itself as “excellent” in all or at least one area of HRM and its core HRM Systems, Practices, and Competencies have been assessed as Maturity Level 4 (Strategic). “Center of HR Excellence” is awarded to an agency which has been certified and assessed under Maturity level 3 in all core HRM systems and has achieved Maturity Level 4 in at least one (1) core HRM system. “Seal of HR Excellence”, the highest recognition, is conferred when an agency has been certified and assessed under Maturity Level 4 (Strategic HRM) in all four (4) core HRM Systems.

The CSC Change Agents play an important role in the PRIME-HRM journey of the government agencies. Specifically, (1) the Commission promote change as being the champion, (2) the Regional Directors reinforce quality assurance and institutionalize key support systems and policies, (3) the assessors serves as the mirror that helps recognize gaps, strengths and opportunities of an agency for improvement, and (4) the assistors, as enablers, provide agencies with the tools and advice on how to improve their HRM systems. Other than the CSC Change Agents, PRIME-HRM requires the collaborative effort of the the public sector agencies, namely the: agency head (promoters), HRMO (reinforcers), HR Committees (implementors), managers (movers), and rank and file employees (enablers).

Successful implementation of the PRIME-HRM requires an in-depth understanding of the context of the PRIME-HRM, capability building, adequate resources, stakeholder’s support, positive values, among others. While the DepED considers PRIME-HRM as a challenging task, it complements to the three (3) major strategies for DepED from 2018-2022, such as: organizational alignment, Quality Management System, and school organizational structure review towards organizational excellence. The DepED adheres to the CSC’s change management initiative for public service excellence.

By: DR. JUTCHEL L. NAYRA        Administrative Officer V

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