MANAGEMENT PRACTICES AND ISSUES IN HUMAN RESOURCE DEPARTMENTS OF PRIVATE SECTARIAN AND NON-SECTARIAN HIGHER EDUCATION INSTITUTION IN CALABARZON: BASIS FOR HUMAN RESOURCE DEVELOPMENT PLANNING MANUAL

The study delved on the issues and practices in Human Resource Departments of private sectarian and non-sectarian Higher Education Institution in CALABARZON Region. The results of the assessment was used to come up with a Human Resource Development Planning Manual to sustain good practices of HEIs in their Human Resource Departments. Participants of the study are 985 teaching and non-teaching personnel of selected HEIs in the CALABARZON Region. Based on the gathered data, it was found out that the respondents are mostly Bachelor‘s degree holder or with Master‘s units, have a monthly salary ranging from PhP11, 000- PhP14, 999, within the bracket of 26-35 years old, belong to a non-sectarian institution, and are faculty members of the schools. Indicators of Human Resource Management practices were reported to be performed to a very much extent. On performance management, the school reminds faculty/personnel to submit school reports on time. When it comes to training and development, HEIs familiarizes personnel with institution's cherished norms, goals, values, work procedures, and pattern of behavior. In the area of recruitment and selection, the HEIs usually sets a defined time for recruitment. There are reported challenges in the HR of the HEIs. The respondents manifest that it needs organizational assessment. Moreover, they have conflict on the time and cost management in the schools. Also, they have a good compensatory schemes or benefit obligation package. Furthermore, they lack career mobility in the schools. Also, they lack assessment and employee evaluation. There is a significant difference on the extent of HRM practices on the aspect of ?recruitment and selection?, ?training and development?, ?compensation and benefits?, and ?career management? when respondents are grouped according to age. There is a significant difference on the extent of HRM practices on the aspect of ?recruitment and selection?, ?training and development?, ?compensation and benefits?, ?career management?, and ?performance management? when respondents are grouped according to education. There is a significant difference on the extent of HRM practices on the aspect of ?recruitment and selection?, ?training and development?, ?compensation and benefits?, ?career management?, and ?performance management? when respondents are grouped according to their salary. There is no significant difference on the extent of HRM practices on the aspect of ?recruitment and selection?, ?training and development?, ?compensation and benefits?, ?career management?, and ?performance management? when respondents are grouped according to whether they have HRD or not. Lastly, there is a significant difference on the extent of HRM practices on the aspect of ?recruitment and selection?, ?training and development?, ?compensation and benefits?, and ?career management? when respondents are grouped according to institution.