The result of the study will serve as the basis for recommending the most effective HRM practices. There are twenty-four PHEIs in Albay Province, Philippines but only nineteen participated and was surveyed but the respondents utilized herein are a simple random sampling. Only fourteen have an organizational structure. At least eight have the same structure. The status of the HR department of PHEIs in the Province of Albayalong with organizational structure, HR programs, and facilities and services was determined through hard data, survey questionnaire, and follow-up interviews. Almost all PHEIs utilized a formal and centralized a formal and centralized type of organization while other PHEIs combined both a centralized and decentralized organization with the overall decisions being made by upper management. All PHEIs respondents offer HR programs as part of the institutional services to the employees. The topmost programs currently being practiced by all PHEIs were "employee orientation" and "succession planning"; and the least mentioned response was "employee career developments." Based on record and observation conducted by the researcher, all PHEIs have incorporated a modern telephone communication system, computers, scanners, typewritters, printters, photocopiers, facsimiles machines as well as having installed internet connection. The three groups of respondents on HRM practices have agreed that the following are rated "very effective" specifically: HR planning; job analysis and specification; recruitment, selection, and placement; personnel orientation, integration, and training; and employee compensation. There is a significant relationship regarding the perception of the respondents on HRM practices since the computed t garnered 15.3 that is greater than the tabular value at 5 per cent which is 1.96.
The topmost response was "avoidance of unionism" in which the solution offered is to schedule a meeting of management and employees to present the pros and cons of a labor union in the institutions. The second highest response was "lack of basis for reward and penalty" in which the solution offered is that management should select a committee whhich would conduct a meeting with each department to obtain a general consensus before convening a general meeting of the committees delegated to formulate a new policy on a reward and penalty system. Third highest response were" "leniency of rating", lack of training for updating", and the "presence of the halo effect of uniformity rates" management should admonish the HR staff to implement a rating policy without leniency. The least mentioned responses of the aforementioned indicators were "lack of development programs", "lack of career planning and guidance", followed by "miscommunication of retirement plans" and ending with "lack of grievance procedure." The PHEIs should increase employee benefits to include: an incentive plan, a development plan, and career planning and guidance programs.
