Sir Ren ppt thesis ppt for the defense needed

ppt

1. t Embracing Diversity. Transforming Lives.

2. HUMAN RESOURCE MANAGEMENT PRACTICES IN THE RECRUITMENT, SELECTION, AND TRANSITION OF NURSING FACULTY IN THE BS NURSING PROGRAM Embracing Diversity. Transforming Lives.

3. Embracing Diversity. Transforming Lives. Background of the Study Human resources (HR) practices play a critical role in the operations of higher education institutions, similar to their importance in other sectors. Effective HR management, including recruitment and hiring, is essential for achieving organizational goals and enhancing performance, revenue, and efficiency ( Jarosinski et al., 2021; Algase et al., 2020). With the global demand for nurse educators rising due to an aging population and increased healthcare needs, nursing schools must expand their enrollments significantly (Ross & Kerrigan, 2020). However, the nursing faculty is aging, with many educators nearing retirement, exacerbating the shortage of qualified instructors ( Loyd & Murray, 2021). The decline in full-time faculty with advanced degrees and the competition from other career paths further complicates the situation ( Hansbrough et al., 2023). In the Philippines, the shortage of nursing educators is critically impacting the ability of schools to admit students and maintain educational standards ( Jaymalin , 2022). As a part-time clinical instructor, the researcher observes firsthand the challenges in attracting and retaining nurse educators, which affect academic quality and institutional viability. This research aims to evaluate the HR management practices in recruiting, selecting, and transitioning nursing faculty in the BS Nursing Program to address these issues.

4. Embracing Diversity. Transforming Lives. Review of Related Literature This chapter reviews the literature foundational to this study, encompassing books, articles, periodicals, and theses. The review aims to offer a comprehensive understanding of HR practices, focusing on recruitment, selection, and transition in educational settings. It highlights that precise job descriptions and realistic expectations can reduce attrition by helping candidates make informed decisions ( Seldomridge et al., 2023). Effective recruitment strategies are essential for reducing turnover and complying with anti-discrimination regulations ( Mudzi & Bruce, 2023). The selection process, involving various methods such as background checks and interviews, is crucial for identifying suitable candidates (He et al., 2021; Zhang et al., 2022). Transition practices, including onboarding and succession planning, enhance organizational efficiency and leadership development (Martin, 2015; Bertalanffy , 1968). Overall, the review underscores the need for robust HR practices to address challenges in attracting and retaining qualified personnel.

5. Embracing Diversity. Transforming Lives. Philosophical Underpinning The researcher's investigation will be grounded in a pragmatist philosophical approach, which blends various methods and is deeply rooted in the evolution of pragmatist philosophy. Pragmatism holds that researchers should use the most suitable philosophical or methodological approach for their specific study challenge ( Tashakkori & Teddlie, 1998). This approach emphasizes that knowledge stems from social experiences and is shaped by individual and shared interactions (Morgan, 2014a). According to pragmatist epistemology, knowledge is a tool for enhancing one's life and engagement with the world, rather than an objective reality ( Rorty , 1980; Goldkuhl , 2012).

6. Embracing Diversity. Transforming Lives. Theoretical Framework The study investigation will be based on Bertalanffy's General Systems Theory (GST). According to Valentinov (2014), Bertalanffy's theory explains how organizational phenomena like policy formation and employee development are influenced by environmental demands. GST is useful for predicting organizational transitions and aligning HR practices with management needs to prevent performance issues ( Bertalanffy , 1972). As Caws (2015) notes, GST links labor groups with organizational processes, helping HR practitioners identify and address issues in hiring and recruitment practices (Adams et al., 2014). Rousseau (2015) adds that GST helps executives understand staff knowledge and procedural changes, though it relies on structural principles that may not adapt well to all changes. To enhance productivity, HR specialists should align recruitment procedures with company values and objectives (Moeller & Valentinov , 2012). GST focuses on worker interactions and performance benchmarks ( Bertalanffy , 1972; Karakurt & Silver, 2014), and HR audits can set new standards for improvement (Corning, 2014). By applying GST alongside Thelen and Smith's fluid systems theory (1994), HR and recruitment managers can gain insights into effective hiring practices and contribute to research on improving HR processes ( Saez -Rodriguez et al., 2016).

7. Embracing Diversity. Transforming Lives. Conceptual Framework This research inquiry utilized the Input-Process-Output Model (IPO Model) to explain the steps or chronology on how the research study will be undertaken.

8. Embracing Diversity. Transforming Lives. Statement of the Problem This study aims to assess the human resource management practices in the recruitment, selection and transition of nursing faculty in the BS nursing program. Specifically, it aims to answer the following questions: 1. What are the human resource management recruitment practices in the nursing faculty in the BS nursing program in terms of: 1.1. Internal Recruitment Practice 1.2. External Recruitment Practice 1.3. Traditional Recruitment Practice 1.4. Alternative Recruitment 2. What are the human resource management practices in the selection of faculty members as assessed by the respondents? 3. What are the human resource management transition practices for faculty members as assessed by the respondents in terms of: 3.1. Pre-Employment Orientation 3.2. Initial Training and Development 3.3. Support and Mentorship 3.4. Administrative Support 3.5. Integration into the Academic Community 4. Based on the results of the study, what human

9. Organizations and Businesses HR and Recruitment Managers Nursing Programs Nursing Schools in Cavite Significance of the Study Embracing Diversity. Transforming Lives. Nursing Educators

10. Embracing Diversity. Transforming Lives. Scope and Limitations This study will explore the human resource management practices in recruitment, selection and transition process for the nursing programs in Emilio Aguinaldo College – Cavite and Cavite State University. The respondents of the study will be nurse faculty members in the said Universities during the school year 2024-2025.

11. METHODOLOGY Embracing Diversity. Transforming Lives. Research Design: Descriptive research Research Site: two nursing Universities in Cavite, namely: Emilio Aguinaldo College and Cavite State University. In addition, pilot testing of the questionnaire will be conducted in the Lyceum of the Philippines University Sample and Sampling Design: Random Samling Research Instrument: A researcher-made questionnaire Data Gathering Procedure The researcher will request authorization from the university administration to distribute the survey sets to the nursing department respondents in accordance with routine operating procedures. The collected information will be tallied, statistically processed, examined, and interpreted to address the particular research issues.

12. Demographic profile of the respondents The respondent profile distribution reveals a diverse range of backgrounds and experiences among the participants. Key roles, including President, Vice-President, Dean, and Department Head, each make up 23.33% of the sample, with 30.00% in the "Others" category. Academic qualifications are evenly distributed across Bachelor's, Master's, Master's unit, Doctoral unit, and Doctor's degrees, each at 20.00%. Licensure exams are also evenly split among Teacher, Nurse, and Other certifications at 33.33% each. Experience levels vary widely from "Less than 1 year" to "21-25 years," though none exceed 25 years. Teaching responsibilities are equally divided between general and professional subjects, each at 50.00%. This balanced distribution ensures a broad and inclusive perspective on recruitment, selection, and transition processes. Results and Discussion

13. Human Resource Recruitment Practices The table provides an in-depth analysis of human resource recruitment practices, highlighting the effectiveness of both internal and external methods, as well as traditional and alternative strategies. Internal practices, such as job postings on bulletin boards and colleague referrals, are highly effective, with weighted means of 4.20 and 4.10, respectively, indicating their significant role in attracting qualified candidates. External methods, including job advertisements and job fairs, also play a crucial role, with means of 4.00 and 4.10, and social media is increasingly important for digital recruitment. Traditional practices remain essential, with high standards for candidate selection and evaluation tools receiving weighted means of 4.30 and 4.10. Alternative practices like subcontracting and faculty sharing are utilized flexibly, with means between 3.70 and 4.00, reflecting adaptability in managing faculty resources. Overall, the data shows a well-rounded recruitment strategy that integrates both traditional and modern approaches to effectively meet the institution's staffing needs. Results and Discussion

14. Human Resource Selection Practices The data on human resource selection practices indicates a consistent and effective application of established procedures. A significant portion of respondents (20.00%) reported that HRD practices, including gathering and using information on externally recruited applicants, conducting screening, interviews, and teaching demonstrations, are applied extensively, with weighted means ranging from 4.00 to 4.10. The importance of physical and medical tests, as well as diagnostic tests, is similarly acknowledged by 16.67% of respondents. Notably, background checks, applicant selection, and hiring decisions received a higher weighted mean of 4.20, highlighting their critical role in the selection process. Overall, the data reflects a thorough and effective approach to faculty selection, ensuring that the best candidates are chosen. Results and Discussion

15. Transition Practices Table 4 presents nursing educators' perceptions of the HR department's onboarding transition practices, showing high satisfaction across all criteria. Each item received a weighted mean between 4.00 and 4.10, indicating a strong agreement with the practices. Respondents felt that the pre-employment orientation clearly set role expectations (4.10), provided comprehensive information about the program (4.00), and communicated timely (4.00). Initial training was considered relevant and adequate (4.10 for training content and 4.00 for curriculum), while support and mentorship were viewed as beneficial (4.10). Administrative support and integration into the academic community were also rated positively, with means of 4.10 and 4.00, respectively. Overall, these ratings suggest that the HR department's practices are effectively aligning with educators' expectations, ensuring a smooth transition into their roles. Results and Discussion

16. Summary of Findings The study offers detailed insights into the human resource management practices for recruiting, selecting, and transitioning nursing faculty within the BS Nursing Program. Respondents, including Presidents, Vice-Presidents, Deans, and Department Heads, were well-represented, with diverse academic qualifications and licensure exams. Recruitment practices, both internal (e.g., job postings, referrals) and external (e.g., job ads, job fairs), were highly valued, with implementation ratings ranging from 3.70 to 4.20. Selection practices, such as background checks and interviews, were consistently applied to a "great" or "very great extent," with similar ratings. Transition practices, including pre-employment orientation, training, mentorship, and administrative support, were also rated highly, reflecting a well-structured and supportive process. Overall, the study confirms that the HR practices in place are comprehensive and effective, ensuring a smooth integration of new nursing faculty. Discussion of Findings, Conclusion, and Recommendation

17. Conclusions The study concludes that the human resource management practices for recruiting, selecting, and transitioning nursing faculty within the BS Nursing Program are both well-structured and effectively implemented. Recruitment practices, including internal methods like job postings and external methods such as job ads and job fairs, are used extensively, reflecting a strong commitment to attracting qualified candidates. The selection process is thorough, incorporating established HRD practices, background checks, and interviews, ensuring that the best candidates are chosen. Transition practices, such as pre-employment orientation, training, mentorship, and community integration, are robust, providing new faculty with clear expectations and support. Overall, the program's comprehensive approach ensures that new nursing educators are well-prepared and successfully integrated, upholding high standards in faculty management and enhancing the program's quality.

18. Recommendation To enhance HR management in recruiting, selecting, and transitioning nursing faculty, the study recommends: 1) Expanding recruitment channels and partnerships, 2) Implementing structured interviews and advanced tech, 3) Improving onboarding, mentorship, and professional development, 4) Facilitating networking and supporting research, and 5) Continuously gathering feedback and evaluating practices.

19. Embracing Diversity. Transforming Lives. Thank you SBCL Family for this great opportunity! Godbless us all!