STRATEGIC HUMAN RESOURCE MANAGEMENT

What Is Human Resource Management?

Module 1: Introduction to Human Resources

Functions of Management
Management
● Planning
● Staffing
"Part of the stress is that, by nature, HR professionals ● Organizing
tend to take care of others before themselves, it's how ● Controlling
we're hardwired." -Alison Stevens ● Directing

Introduction ● is the process of acquiring, training, appraising, and

Look at the questions given below and try answering compensating employees, and of attending to their labor
them. relations, health and safety, and fairness concerns. The
● Whom do you send your resume to when you see topics we'll discuss should therefore provide you with the
a job opening that interests you? concepts and techniques every manager needs to perform
● Who gives you the job offer and discusses your the "people," or personnel, aspects of management.
pay package with you? - Gressler, 2020
● Who inducts you into the organization when you
are a new employee? ● The organizational function that deals with the people
● Whom do you contact when you have any doubts and issues related to people such as compensation and
regarding your pay package, perks, benefits, benefits, recruiting and hiring employees, onboarding
conveyance, leave management etc.? employees, performance management, training,
● Who helps you in the final exit formalities when organization development and culture, and advising
you leave an organization? senior staff about the impact on people of their financial,
● Who takes care of your training and development planning, and performance decisions on the people in the
needs? organization.
- Susan M. Heathfield, 2018
➔ You must have guessed correctly. It is the
Human Resource Managers and people from Human Resource Management - Definition
the HR Department who take care of you right The process of defining HRM leads us to two different
from the time when you apply to a company, definitions. They are:
you get the job, you join the company, are ● Traditional Definition: The first definition of HRM is
working with the company till the time you that it is the process of managing people in organizations
leave the company. in a structured and thorough manner. This covers the
➔ Hence, in your entire lifecycle of involvement fields of staffing (hiring people), retention of people, pay
with the company, the HR always stands by and perks setting and management, performance
you and supports you during your tenure with management, change management and taking care of
the company. Hence, HR managers are also exits from the company to round off the activities. This is
known as 'People Managers', 'People Enablers' the traditional definition of HRM which leads some
and the practice as 'Human Resource or People experts to define it as a modern version of the Personnel
Management'. Management function that was
➔ Human Resource Management is an important ● Contemporary Definition - The second definition of
function of any organization. It encompasses HRM encompasses the management of people in
the management of people in organizations organizations from a macro perspective i.e. managing
from a macro perspective i.e. managing people people in the form of a collective relationship between
in the form of a collective relationship between management and employees. This approach focuses on
management and employees. the objectives and outcomes of the HRM function. What
➔ Thus, the HR function is concerned with the this means is that the HR function in contemporary
notions of people enabling, people development organizations is concerned with the notions of people
and a focus on making the 'employment enabling, people development and a focus on making the
relationship' fulfilling for both management and 'employment relationship'---
employees. Let us learn about Human Resource
Management in detail.
Importance of HRM for Organizational Success
• The HR Team has small funding... ● There are various reasons for organizations to
• HR professionals complain about manual work, yet are st have a HRM strategy as well as the business
very happy at what they do. drivers that make the strategy imperative for
organizational success.
● It is a fact that to thrive in the chaotic and
turbulent business environment, firms need to
constantly innovate and be ahead of the curve in
terms of business practices and strategies.
● It is from this motivation to be at the top of the
pack that HRM becomes a valuable tool for
management to ensure success.

The following are the various reasons that

organizations need to give importance to HRM:
● The Evolving Business Paradigm
One of the factors behind organizations giving a lot of
attention to their people is the nature of the firms in
the current business environment. There has been a
steady movement towards an economy based on Skills of HR Professionals
services; hence, it becomes important for firms
engaged in the service sector to keep their employees The various skills of HR professionals are as follows:
motivated and productive. Even in the manufacturing HR Skills - HR managers are required to know how people
and the traditional sectors, the need to remain play a role in the organization, an advantage against the
competitive has meant that firms in these sectors competition as well as the policies, programs etc. Today's HR
deploy strategies that make effective use of their professional must be skilled at communicating, negotiating
resources. This changed business landscape resulted and team development.
due to a paradigm shift in the way businesses and
firms view their employees as more than just Leadership Skills - HR managers need to play a leadership
resources and instead adopt a 'people first' approach. role with regard to the organization's HR. In today's
environment, leadership often requires helping the
● Strategic Management and HRM organization manage change. HR professional must oversee
Moreover, there is a need to align organizational goals the changes taking place to make it a success.
with that of the HR strategy to ensure that there is
alignment of the people policies with that of the Technical Skills - These skills are specialized skills. In
management objectives. This means that the HR HRM, professionals need knowledge of state-of-the-art
department can no longer be viewed as an appendage practices in such areas as staffing, development, rewards,
of the firm but instead is a vital organ in ensuring organizational design etc.
organizational success. The aims of strategic
management are to provide the organization with a Decision Making Skills - HR managers should take a variety
sense of direction and a feeling of purpose. The of decisions that affect whether employees are qualified and
current HRM practices in many industries are taken as motivated and whether the organization is operating
seriously as the marketing and production functions. efficiently and complying with the law. This requires
knowledge of the organization's line of business and
● Need for Adopting a Holistic Approach decisions must take into account social and ethical
The practice of HRM must be applied to the overall implications of the alternatives.
strategic goals for the organization instead of a
standalone tint that takes a unit based or a micro
approach. The idea here is to adopt a holistic
perspective towards HRM that ensures that there are
no piecemeal strategies and the HRM policy
enmeshes itself fully with those of the organizational
goals. The practice of HRM needs to be integrated
with the overall strategy to ensure effective use of
people and provide better returns to the organizations
in terms of ROI (Return on Investment) for every
rupee or dollar spent on them. Unless the HRM
practice is designed in this way, the firms stand to lose
from not utilizing people fully and this does not bode
well for the success of the organization.
 ✓ Training Officer
Misconceptions about HR
✓ Training Supervisor
✓ Training Manager
1. HR is just a personnel department ✓ HR Manager
HR no longer exists as a personnel department. It is a ✓ HR Director
profoundly essential capacity inside an association
and when successfully oversaw and used, it can help ● Compensation and Benefits
an organization thrive. ✓ Timekeeper
2. HR is just all about hiring ✓ Payroll Specialist
How many of you really think that an HR's job is just ✓ Payroll Manager
to fill in vacant seats? HR does significantly more ✓CompenBen Specialist
than recruit, fire, or reprimand employees in the ✓ CompenBen Supervisor
present current labor force. ✓ CompenBen Manager
3. HR only exists to punish employees
One myth about HR professionals is that we manage a ● Employee and Labor Relations
"police state," and that we focus in a punitive manner ✓ ER Specialist
on making sure rule-breaking is corrected. This myth ✓ ER Manager
creates environments where people tend to fear HR. ✓ HR Manager
In fact, our focus is really liability mitigation which ✓ HR Director
really has roots in enabling people for success,
developing people and creating environments for ● Performance Management
people to be their best. ✓ Recruitment Team
4. HR always takes the company's side ✓ CompenBen Team
While it's true that HR practitioners work to document ✓ Department Managers
and provide policies that protect the employer, they ✓ HR Manager
can also benefit the employee too. Where an ✓ HR Director
employee features working environment issues like
segregation, bullying or unreasonable treatment, they ● Succession Planning
can attempt to solve this. ✓ Department Managers
5. There is a lot of paperwork in HR ✓ Training Manager
Many individuals accept that a major piece of HR is ✓ HR Manager
documenting desk work, finishing employment ✓ HR Director
agreements and marking references, in any case, HR
has advanced from an administrator weighty capacity ● Human Resources Information System (HRIS)
into something substantially more vital.
6. HR only handles Employee Disciplinary Issues ● HR Data and Analytics
HR does a lot more than handle personnel files and
information. It uses people analytics and insights to
offer employee development as a service, offering
HR Challenges in “The New Normal”
highly personalized approaches and strategies for a
more agile workforce.
1. Re-establishing Company Identity
YOU CAN’T SPELL HEROS WITHOUT HR… HR teams will start from the top to reinstate company
identity and culture after months of being a virtual
HR ROLES
team.
SOLUTION: To reestablish the company's DNA, you
● Recruitment and Selection can have a company-wide activity online that will
✓ Recruitment Staff explain the steps of the company moving forward
✓ Recruitment Specialist such as a review of what has transpired, current
✓ Recruitment Officer actions to bounce back, and a vision for the future.
✓ RecruitmentSupervisor
✓ Recruitment Manager 2. Developing Talent
✓ HR Manager Failure to offer growth opportunities can have an
✓ HR Director immediate effect on employee retention.
SOLUTION: Provide career development training for
● Learning and Development employees to increase employee retention and keep
✓ Training Staff top talents.
✓ Training Specialist
3. Navigating Through Restrictions
Module 3: Introduction to Human Resources
Moving forward with the 'new normal' means
Management
understanding new government regulations for
continuous health and safety measures.
SOLUTION: HR teams will need to determine the
effect of the guidelines to manage business operations
and anticipate employees' actions.

4. Addressing Employees Mental Health

If you continue with remote working or staggered
working hours, it will remain difficult to identify the
signs of an employee needs help.
SOLUTION: Put your words into actions by revisiting
the employee handbook and company policy and
provide a clear provision about mental health. Also,
you can look back at your business continuity plan for
2021 and specify steps to follow when dealing with Why GM collapsed?
your employees' mental health and wellbeing. ● GM makes cars people don’t want
● GM is too slow to innovate because of it’s size
5. Aiming for Diversity and Inclusivity ● GM is too bureaucratic and unable to adjust to
Following social protests that defined 2020, such as changing markets
racial injustices, women's rights, and gender equality, ● GM’ dealer network is too large
diversity and inclusivity should also reflect in the ● GM sold its formerly profitable financing
workplace. You must keep in mind that race, gender, business GMAC
and religion don't have an effect on one's ability to
carry out tasks and help the growth of Goal of Strategic Management
your organization. ● Deploy
SOLUTION: Make sure that you are hiring applicants ● Allocate Resources
fairly and equally. Form a committee for equality and
diversity that will focus on creating policies and
Human Resources Function
processes that would cover issues related but not
limited to proper compensation, fair treatment and Human Resources Managers should:
performance-based merit and promotion. 1. Have input into the strategic plan, both in terms
of people-related issues and in terms of the
6. Implementing Data Driven Strategies ability of the human resource pool to implement
Challenges in the operational and management model particular strategic alternatives;
of businesses will continue to hit organizations. 2. Have specific knowledge of the organization’s
SOLUTION: Rethink your management style, offer strategic goals;
upskill and cross-skill opportunities, and maintain 3. Know what types of employee skills, behaviors,
employee wellness to boost productivity and and attitudes are needed to support the strategic
performance. plan; and
4. Develop programs to ensure that employees have
7. Providing a Quality Employee Experience those skills, behaviors and attitudes.
Keeping employees around when other businesses are
also picking up and hunting for top talents like yours
The Strategic Management Process
is the next obstacle.
SOLUTION: Focus on establishing an employee The Management Planning Process
experience that outmatches the competition. Value ● Setting objectives
your employees as much as you value your customers ● Making basic planning forecast
or clients. ● Reviewing alternative courses of action
● Evaluating which options are best
● Choosing and implementing your plan

Plan - shows the course of action from getting where

you are to the goal

Planning - is always “goal-directed”

 Vision Statement - A general statement of the firm’s
intended direction; it shows in broad terms, “what we
want to become.”

Mission Statement - summarizes the answer to the

question, “What business are we in?”

Types of Strategies

What is Strategic Planning?

Strategic Plan - The company’s plan for how it will
match its internal strengths and weaknesses with
external opportunities and threats in order to maintain
a competitive advantage.

Strategy - A course of action the company can pursue

to achieve its strategic aims.
Competitive Strategy - A strategy that identifies how
Strategic Management - The process of identifying to build and strengthen the business’s long-term
and executing the organization’s strategic plan by competitive position in the market.
matching the company’s capabilities with the
demands of its environment. Functional Strategy - A strategy that identifies the
broad activities that each department will pursue in
order to help the business accomplish its competitive
goals.

Managers’ Role in Strategic Planning

● Formulating and executing human resource
policies and practices that produce the employee
competencies and behaviors the company needs
to achieve its strategic aims.

The HR Strategy Model

 Module 4: Analysis & Design of Work & Human
Strategic Human Resources Management Tools Resources Planning
● Strategy Map - A Strategic planning tool that
shows the “big picture” of how each department’s Work Flow Design Process
performance contributes to achieving the
company’s overall strategic goals.
● HR Scorecard - A process for assigning financial
and nonfinancial goals or metrics to the human
resource management-related chain of activities
required for achieving the company’s strategic
aims and for monitoring results.
● Digital Dashboard - Present the manager with
desktop graphs and charts, and shows a
computerized picture of where the company
stands on all those metrics from the HR scorecard
process.

HR Metrics, Benchmarking, and Data Analytics

● HR Metrics - The quantitative gauge of a human Organizational Structure
resource management activity, such as employee
turnover, hours of training per employee, or
qualified applicants per position.
● Benchmarking - Measuring how one is doing.
● Strategy Based Metrics - Metrics that
specifically focus on measuring the activities that
contribute to achieving a company’s strategic
aims.
● HR Audit - An HR audit is an analysis of the
completeness, efficiency, and effectiveness of the
organization's HR functions, including its HR
policies, practices, and relevant metrics.

High Performance Work System (HPWS) - A set of

human resource management policies and practices
that promote organizational effectiveness. Analyzing Workflow
Work Output
Employee Engagement - refers to being ● Every work unit-whether a department, team, or
psychologically involved in, connected to, and individual-seeks to produce some output that
committed to getting one’s jobs done. others can use.
● An output is the product of a work unit and can
be an identifiable thing or a service.

Work Processes
● Is recognized as the activities that members of a
work unit engage in to produce a given output.
● Every process consists of operating procedures
that specify how things should be done at each
stage of the development of the product

Work Input
● Inputs can be further segregated into equipment,
raw material and human skills need to achieve a
task.
 ➔ When was it updated?
Raw materials 3. Job Summary
● consist of the materials that will be converted ➔ Overview of the job. Main and general purpose.
into the work unit's product. 4. Duties Performed
Equipment ➔ TDRs. Receive, perform, establishes,
● refers to the technology and machinery necessary assembles.
to transform the raw materials into the product 5. Job Specification
➔ Reflect the minimum, not the ideal
qualifications.
Organizational Structure
Dimension of Organizational Structure Reason for Conducting Job Analysis
● Centralization - refers to the degree to which ● Staffing: right person to the right job.
decision-making authority resides at the top of ● Training and Development: upskill and reskill
the organizational chart as opposed to being ● Performance Appraisal: create metrics of
distributed throughout lower levels (in which performance based on KSAO and TDRs.
case authority is decentralized) ● Compensation: evaluation to know the relative
● Departmentalization - refers to the degree value
which units are grouped based on functional ● Safety and Health: (ex. PPE)
similarity or similarity of workflow. ● Employee and Labor Relation: standard
Structural Configuration evaluation
● Legal Considerations: for transparency
● Functional Structure
Job Analysis Method
1. Questionnaires: quick
2. Observation: watch over (hawthorne effect)
3. Interview: to validate what was said on the
quest.
4. Employee Recording: prevent hawthorne effect
5. Combination of Methods
● Divisional Structure Job Design Concepts
1. Job Design: task need to perform
2. Job Enrichment: provide vertical expansion of
responsibility and opportunities
3. Job Enlargement: horizontal expansion of
capacity or capability
4. Job Rotation (Cross-Training)
5. Re-engineering: realign system
Human Resource Planning
Components of HR Planning: Requirements and
Job Analysis: The Building Block of HRM Availability
● Requirements Forecast - A requirements
Nature and Sources of Job Analysis Information forecast involves determining the number, skill,
Job Description and location of employees the organization will
● Is a list of the tasks, duties, and responsibilities need at future dates to meet its goals.
(TDRs) that a job entails and these are
observable actions. ● Availability Forecast - The determination of
● For example, a clerical job requires the jobholder whether the firm will be able to secure
to type on a computer keyboard. If you were to employees with the necessary skills, and from
observe someone in that position for a day, you what sources.
would certainly see some word processing or
data input occurring. Forecasting Human Resources Requirements
● Zero-based Forecast
Parts of Job Description ● Forecasting Human Resources Requirements
1. Job Identification (Position, Title) ● Bottom-up Forecast
➔ To whom do you directly report? ● Shortage or Surplus of Workers Forecasted
2. Date of Job Analysis
● Innovative Recruiting
● Compensation Incentive Borrow
● Succession
● Hiring contingent personnel
● Go third party and borrow agencies
● Grooming Managers
● OJT
● Interactive

Recruitment Source
● Alternative to Lay-offs
○ hard freeze means that no new workers are Internal
hired to replace a vacated position. ● Current Employees
○ soft freeze means that the company is only ● Previous Interns
hiring to fill critical positions. New workers External
are hired only when the overall performance ● Job Boards
of the organization may be affected. ● Social Media
○ smart freeze (new term) has entered HR ● Referral
vocabulary. HR and managers evaluate every ● Placement agencies
position to determine the ones the company ● Consultancy
could not survive without and those that are ● Gov. PESO
difficult to fill and continue to hire them. ● Campus Recruitment
● Early Retirement ● Career Fair
● Walk Ins

Recruitment and Hiring Process

Module 5: Recruitment and Selection - Private
● Job Analysis
Sector
● Submit Requisition Form by the Hiring Manager
● Develop Job Description upon receiving the
Manpower Request
● Job Posting (Websites, Job Boards, Social Media)
● Screen Candidate (sourcing, paper screening)
● Application Form
● Assessment (Aptitude and Personality Test)
● Interview Process (Initial and Final)
● References and or background checking
● Selection and Deliberation
● Job Offer
● Onboarding

Selection Process
Recruitment: Find and Attract ● Application Verification
Selection: Choose, Process, and Select ● Interview
● Skills Evaluation
● Skills Profile
Recruitment Strategy ● Applicant Rating
Buy ● Decision (Hired, Hold, Pool)
● Replacement
● You will buy talent (those who resigned or Part I: Preparing for the Interview
retired)
● Reactive Understanding My Role
● Conducting an interview gives you a great chance
Build to demonstrate your employer branding and
● Retention company culture.
● Retaining current employee ● This means that apart from focusing on the
● Develop leaders candidate, you should also spend time on figuring
● Proactive out how you want to present your company.
● It is your chance to really get to know your
Part II: Knowing the Fundamentals
prospective employees. You'll be delving deeper
into the skills and requirements noted on the Craft Your S.T.A.R.
resumé and phone screening. Situation - you set the scene
● Remember that during the interview process, Task - define what is required, the when, where and
candidates are deciding whether they want to who
work for you just as much as you're trying to Action - describe the action taken to overcome the
decide whether to hire them. situation or challenge
● You have only about an hour to make a good Result - describe the result or the outcome of the
impression on the candidate and to obtain the action taken
critical information you need about their skills,
experience and personality. What to do?
➢ Ask specific skills - ask questions about training
Preparing for the Interview and certifications, knowledge of tech tools,
➢ Set enough time design, and processes.
- Dedicate specific time, conducting the Example:
interview in an appropriate location, 1. What are your technical certifications?
uninterrupted by email, telephones or other 2. How did your education prepare you for
employees. this job?
- This will allow you to concentrate, while 3. What do you do to maintain your technical
also giving a good first impression of your certifications?
company to the applicant. 4. How would you rate your key competencies
for this job?
➢ Read the resume first
- Make sure you have carefully studied each. ➢ Ask questions related to software languages -
resume ahead of time. to determine whether the applicant have a
- Know the resume so you can use the time to comprehensive understanding of how to use the
dig deeper. language
Example:
➢ Make a List of Questions That Directly Relate 1. What is SAN and how it is used?
to the Job's Responsibilities 2. What languages have you programmed in?
- Don't just take the candidate's resume and 3. How was your experience using the SAP
wing it. software and discuss it's purpose?
- If you don't have a job description, then list
the key responsibilities of the position, and ➢ Ask questions about tech tools, systems and
create a list of questions that relate to those security - for you to know applicants technical
responsibilities. competency
Example:
➢ Don't talk too much during the interview 1. What development tools have you used?
process 2. Have you used Visual Studio?
- Interviewers should only talk about 30% of 3. Have you used Eclipse?
the time.
- Allow candidates time to describe their skills ➢ Ask about their projects made and/or
and qualifications during the interview. accomplishments - to find out how they have
- Make sure to get to all of your questions and performed in typical workplace situations.
that you haven't missed anything to avoid the Example:
need for additional follow up. 1. Tell me about the most recent project you
worked on. What were your
➢ While Being Polite and Professional, Don't Get responsibilities?
Too Chummy 2. Describe a time you were able to improve
- Keep all of your questions job-related. upon the design that was originally
- If you spend the interview chatting, you may suggested.
make a hiring decision because you liked the 3. Tell me about the project you are most
candidate versus whether the person is truly proud of, and what your contribution was.
qualified for the job. 4. Give an example of where you have applied
your technical knowledge in a practical
way.
 5. How did you manage source code? ➢ What skills or characteristics make someone
an effective remote worker?
➢ Ask portfolios, if applicable - mostly, - This is an important question to ask given
applicants would have their own portfolios the ongoing impact of the COVID-19
especially those positions in: pandemic.
● Web Design - Remote workers must be self-starters who
● Graphic Artist are able to work with supervision.
● Draftsman - They need excellent communication
● Architects abilities as well as self-discipline and stellar
● Etc. time-management skills.

➢ Prepare a hands-on technical assessment - ➢ What would you hope to achieve in the first
This is quite straightforward, you basically ask six months after being hired?
the applicant to have a hands-on experience on - A candidate's response will give you
the skills you are looking. insights into their overall. understanding of
the position.
Questions to Know the Applicants Drive to - If their goals and ambitions don't match the
Succeed job description, this may not be the right
➢ What online resources do you use to help you position for them.
do your job?
- The answer to this question will give you an
Part III: Parting Words and Assessment
indication of how engaged the candidate is.
Wrapping Up
➢ How do you keep your technology skills ➢ Leave time for interviewee to ask questions
current? - A good candidate will be curious about
- This interview question can help you gauge things like the job responsibilities and how
the candidate's enthusiasm for the a company prioritizes employee
profession, as well as open up a satisfaction, but few are given adequate
conversation about professional time to ask questions. Or they may be too
development. nervous to bring them up on their own. It's
important to leave plenty of time for a
➢ Pretend I'm not a tech person. Can you candidate to ask good questions.
explain [a relevant technology] in simple - An interview isn't just about assessing skill.
terms? It is also a chance for all parties to
- The ability to communicate with determine if this role at this company is a
non-technical people is a must; you can good fit.
assess candidates' communication skills.
➢ Check on the Red flags
➢ Can you tell me about a time when things ● Unclear answers
didn't go the way you wanted at work, such as - Candidates who struggle to explain their
a project that failed or being passed over for a resume might have had little. or no
promotion? participation in the projects they listed.
- Everyone deals with professional setbacks - Ask follow-up questions to identify their
at some point in their career. What you exact roles and contributions.
want to know is how people handled and ● Lack of energy
what they learned from those situations; - Ask candidates about fun side projects,
Listen to not only the problem they or about their favorite tools.
mention, but also what they did after the - Their reactions can indicate how
disappointment. committed they are to the field.
● Inflexibility
➢ How do you think further technology - You can't expect candidates to know
advances will impact your job? every software or framework that you
- This question is a good way to start a use.
conversation about trends and - Opt for candidates who showcase a
advancements in the field, and it will also desire to learn and aren't discouraged by
give you insight into how the candidate getting used to new systems.
perceives their role over the long term.
 ● Bad team players ➢ Is the individual likely to become a good,
- Employees' usually work most of the long-term employee of the company or
time in front of a computer screen, but organization?
they need to communicate with various - Looking for someone that has the potential to
people and teams on a daily basis. become a good, long- term employee.
- Poor interpersonal skills and signs of
rudeness or arrogance indicate lack of
Module 5: Recruitment and Selection - Public
team spirit.
Sector
● Order-takers
- Candidates who fail to see the "big
picture" are not able to understand your
Recruitment, Selection, and Hiring in the
company's needs and objectives.
Government Sector
- Consider candidates who are proactive
and suggest solutions they don't simply Civil Service Commission
wait for instructions. ● Serves as the central personnel agency of the government
to establish a career service and adopt measures to
Assessing the Applicant promote morale, efficiency, integrity, responsiveness, and
● Screening for technical talent can be tricky. courtesy in the civil service.
● Having a holistic view of both the role and the ● Appointments in the Civil Service shall be made
candidate is key to making the right hiring according to merit and fitness
decision. ● They also provide technical advice and solutions
● Develop a good understanding of a job regarding personnel administration
candidate's qualifications, interests and character ● They also provide seminars/trainings to government
traits that are relevant to the position being filled. agencies.
● Different things are valued for different positions. ● Establish Program to Institutionalize Meritocracy and
Excellence in Human Resource Management
➢ Is the candidate a person of good character (PRIME-HRM)
who will exhibit necessary level of
professionalism? Type of Positions in the Government
- Traits that align with good character include: 1. Career Service Positions - entrance is based on merit
Honesty, dependability, flexibility, and fitness, opportunity for advancement to higher
respectfulness, and being hardworking, career positions; and security of tenure.
team-oriented, and self- motivated. ● 1st Level - clerical, trades, crafts, and custodial
- Many employers indicate that the biggest service positions which involve non-professional or
challenge they have with new employees is sub professional work in a non-supervisory or
personality/attitude issues (i.e., coachability, supervisory capacity requiring less than four years
motivation, etc.). of collegiate studies.
● 2nd Level - professional, technical, and scientific
➢ Does the individual have the knowledge and positions which involve professional, technical, or
skills needed to do the job or can he/she be scientific work in a non-supervisory or supervisory
trained in a reasonable amount of time? capacity requiring at least four years of college
- It is important to skills/traits that are work up to Division Chief level; and
particularly important to an employer and 2. Non-Career Service Positions - entrance on the service
emphasize the experiences that match those bases other than those of the usual tests of merit and
skills/traits during the interview. fitness utilized for the career service; and tenure which is
limited to a period specified by law, or which is
➢ Is the individual a good fit for the position so coterminous with that of the appointing authority
he/she and rest of the team will be happy and or subject to his pleasure, or which is limited to the
productive? duration of a particular project for which purpose of
- Look for individuals who have a strong employment was made. Ex. Elective officials,
interest or passion for the type of work that confidential staff, secretaries.
needs to be done.
- These individuals will put more effort into Recruitment
their work, take more pride in their work, 1. Publication and Posting of Vacant Positions
enjoy their jobs more, and stay with the ● Vacant positions in the career service, including
company longer vacant executive/managerial positions in the second
level that are authorized to be filled shall be
 published and posted in at least three (3)
conspicuous places for a period of at least (10)
calendar days.
➢ Filling of vacant position shall be made 10
calendar days from publication date for
SUC, LGU after 15 calendar days
➢ Validity of Publication is up to 9 months
➢ Positions that are exempted from Posting:
Primarily Confidential, Coterminous with
the appointing authority, other non career
positions.
Other sources: newspapers and other job websites.

Selection
2. Preliminary Assessment of applicants documentary
requirements based on the Qualification Standards of
the Vacant Position
Necessary documents:
● Application Letter
● Resume
● Personal Data Sheet
● Authenticated copy of TOR & Diploma
● Certificate of Trainings/Seminars
● Approved Clearance from previous employer (if
applicable) NSO Birth Certificate
● NBI Clearance
● Authenticated Copy of PRC or CSC Eligibility(if
applicable)

Qualification Standards - are the minimum and basic

requirements for positions in the government in terms of the
following:
● Education, (CHED registered institutions or
certifications from CHED)
● Experience/Training
● Eligibility- refers to the result of passing a merit and
fitness test which may be determined as far as
practicable by competitive examination, or based on
highly technical qualifications or other tests of merit
and fitness conducted by CSC & PRC examinations.
● Career Service Professional Eligibility
● Subprofessional Eligibility
● Board/Bar Eligibility (RA 1080) - automatically
granted to passers of bar examination conducted
by the Supreme Court and of licensure board
examinations administered by the Professional
Regulation Commission
● Skills Eligibility - Category II (CSC MC 11, s. 1996,
as Amended by CSC MC No. 10, s. 2013)
● Skills eligibility shall be appropriate for specific
categories of positions corresponding to a skill
eligibility, as listed under CSC MC No. 11,
s. 1996, as amended. (Electrician, Automotive
automotive mechanic, heavy equipment operator,
laboratory technician, shrine curator, carpenter,
draftsman, & plumber)
 ● Skills eligibilities are not equivalent/comparable to ● First level and 2nd level rank and file career employees
Career Service SubProfessional and Professional
eligibilities. Other Eligibilities granted under speci 5. Recommended Applicants by PSB Committee will be
laws and CSC Issuances. endorse to the University President for final selection
(Honor Graduate Eligibility, BOE) of appointee and for the approval of the Board of
● Appointees to Casual, Contractual and Regents. (CSW Cover Memo, published notice of vacant
Coterminous positions that are not confidential position, PSB NOTICE OF MEETING, PDS OF
in nature should meet the education, training and APPLICANTS, PSB RECOMMENDATION FORMS.)
experience. Exempted from the qualification
requirements are those appointees with primarily 6. Issuance of the appointment to the appointee
confidential
Hiring
6. Preparation of Report on Appointments Issued
(RAI) for submission to CSC and approval of the
appointment by the CSC - If the appointment is
invalidated by the CSC, the appointing authority or
appointee may file an appeal or motion for
reconsideration within 15 days from receipt of the letter
of invalidation otherwise the CSC action is deemed
final. (In coordination with the Office of the University
Legal Counsel (CSC) Letter of Invalidation & Letter of
Appeal) payment of P 500.00 to CSC.

Module 6: Compensation and Benefits for

Private and Public Sector
Selection
Salary Standardization Law of 2015
3. Assessment of Applicants based on Interview and
● It is a legislative measure to modify the compensation
Testing - Semi-Structured Type of Interviews by HRD
and position classification system of civilian government
personnel and Chief of the Requesting Office
personnel and the base pay schedule of military and
● Psychological Testing
uniformed personnel.
○ IQ Tests:
● It was approved by President Benigno Aquino III.
- Culture Fair Intelligence Test
● Senate President Franklin M. Drilon and Senate Finance
- Purdue Non Language Test
Committee chairperson Loren Legarda co-author the
- Watson-Glaser Critical Thinking Test
proposed measure (Senate Bill 3009).
○ Personality Tests:
● The basis for the proposed compensation adjustment of
- Guilford Zimmerman Temperament Surve
the SSL 2015 is the Compensation and Benefits
- 16 Personality Factor
Study for the Public Sector – a survey carried out by
- Basic Personality Inventory
the DBM pursuant to its mandate to administer the
● Performance Based Test
compensation and position classification system of
○ Driving Skills
the government under Presidential Decree No. 985
and RA No. 6758 or Salary Standardization Law I.
Selection and Hiring
● The DB engaged the services of Towers Watson who
4. Deliberation of Personnel Selection Board
offers consulting, technology and solutions in the
Personnel Selection Board - primarily responsible for the
areas of benefits, talent management, rewards, and
selection of candidates for appointment in the agency in
risk capital management.
accordance with the CSC rules, regulations and shall subm
● The objectives of the study are:
to the appointing officer/authority the top 5 ranking
○ To compare the competitiveness of government pay
candidates deemed most qualified for appointment to the
in relation to the private sector.
vacant position.
○ To craft a compensation strategy to bring
government pay closer to market rates.
PSB Composition:
Chairperson: Chief of HRDO/ or his/her authorized
● Increased by 45%
representative
● The higher the salary grade the higher the increase
Members:
an employee may get from its previous level.
● Head of the organizational unit where the vacancy exi
● Works on the premise that the higher the level, there
● HRMO in charge for Recruitment
 is less opportunity for promotion and the labor pool Salary Schedule for Civilian Personnel and
of critical talents is smaller. Authorizing the Grant of Additional Benefits for Both
● P525 – non-agricultural Civilian and Military and Uniformed Personnel
● P495 – agricultural
● P550 – retail Coverage
● All civilian personnel in the Executive, Legislative, and
Guiding Principle of SSL 2015 Judicial Branches. Constitutional Commissions and
● Payment of just and equitable compensation to Constitutional Offices, GOCCs not covered by RA
government personnel in accordance with the 10149, and LGUs
principle of equal pay for work of equal value. ● Military personnel of the DND
● Comparability of civilian government pay with those ● Uniformed personnel of the DILG, PCG, and NAMRIA
in the private sector.
● Rationalized and standardized compensation across Exclusion
all government agencies; and ● Those engaged through job orders, contracts of service,
● Adoption of a performance-based incentive scheme. consultancy contracts. service contracts with no
employee-employer relationship
Parameter of SSL 2015
● Minimum basic salary (SG 1) shall be raised from 9,00 Step Increment (Executive Order No. 164)
to 11,068 a month. ● Officials and employees of national government agencies
● Compensation shall be adjusted to at least 70% of (NGAs) including state universities and colleges (SUCs),
the market for all salary grades government-owned or -controlled corporations
● To recognize differences in duties and (GOCCs), government financial institutions (GFIs) and
responsibilities, there shall be no salary overlaps local government units
● The link between pay and performance shall be (LGUs), under permanent status, regular agency
strengthened templates
● A one (1) step increment shall be granted to officials and
Main Objective of the SSL 2015 employees for every 3 years of continuous satisfactory
● To be competitive with the market thereby attract service in their present positions
and retain talent ● An employee may progress from Step 1 to Step 8 of
● Strengthen the link between pay and performance the salary grade allocation of his/her position in
● Reduce costs and benefits (i.e. GSIS premiums and recognition of meritorious performance based on a
PhilHealth contributions) while maximizing the Performance Management System.
benefits of employees
● Allow higher take home pay, especially for
government personnel belonging to lower salary
grades.

Increase of budget: P225.82 B

Allowance and Benefits that Public Sector
Receives
Personnel Economic Relief Allowance (PERA)
Budget Circular No. 2011-2
Coverage
21,000 and below is non-taxable. ● All civilian government employee occupying
Executive Order No. 201, s. 2016: Modifying the
 regular, contractual and casual status, whether Longevity Pay
elective or appointive, rendering FULL TIME or part ● A monthly longevity pay equivalent to five percent (5%)
time basis. of the present monthly basic pay shall be paid to public
health workers for every five (5) years of continuous,
Payment efficient and meritorious services rendered as certified by
● Paid only when basic pay is also paid the Head of Agency/Local Chief Executives
● P2,000.00 per month provided they render fulltime commencing after the approval of the
services for eight (8) hours per working day, twenty-tw Act. (April 17, 1992)
(22) working days per month, inclusive ● After 10 years, then every after 5 years.
of leave of absence with pay.
Representation and Transportation Allowance
Gov: 40 hours RATA - A collective term for two distinct but
Private: 48 hours complementary allowances. Both allowances are provided to
select government official to cover related expenses
Subsistence, Laundry, and Quarters Allowance incidental to and in connection with the actual performance
(SLQA) Under the Magna Carta Benefits of Public of their respective functions.
Health Workers Pursuant to RA No. 7305
For those in higher positions. Official
Hazard Pay functions/business.
● to protect and promote the welfare of public servants b
providing them with additional compensation
considering the nature of their responsibilities and
exposure to hazard or possible dangers pertaining to th
positions

Coverage
● All employees and officials of the Government shall
be paid hazard pay when stationed or assigned to
work in or under the following
circumstances/conditions: Medicare Sharing (PhilHealth Sharing)
○ Hazardous or less hazardous areas. ● The new sharing scheme, which was implemented
○ Difficult areas or hardship posts characterized by starting last month, is divided to the medical department
distance, inconvenience of travel due to bad roads (50%) that would include doctors,
and conditions of the terrain, isolation, hospital administrator, medical director, chief nurse,
inaccessibility and extreme weather conditions head of billing section, medical social services and
○ Stations which offer risks to health and safety due the personnel officer who handles the accounts of
exposure to radiation, contagious diseases and PhilHealth.
volcanic activity; ● The other 50% is divided among the rank and
○ Institutions that tend or care for mentally deranged file employees (75%), senior nurses,
patients; supervisors and quality teams (15%) and all
○ Those in prison reservations and penal colonics the hospital department heads who are members of
without adequate police protection; the management circle (10%)
○ Plants and installations of the arsenal; ○ varies on collection of hospitals
○ Aboard aircraft and watercraft in crossing bodies o ○ May share sila sa PhilHealth collection na
water nakukuha nila, meaning an employee may get
additional salary/incentive depende kung gaano
karami nag-avail ng PhilHealth.

Night shift Differential Pay

● Compensation premium granted to government
personnel whose regular working hours fall wholly
or partly within 6:00 PM to 6:00 AM of the
following day.
● Hourly Basic Rate - The basic salary rate per hour
derived by (a) dividing the monthly rate by 22
working days, and-dividing the quotient derived in
(a) by-S hours.
● 20% of the hourly basic rate of the employee ○ Consultants and experts hired for a limited period to
○ For private: 10pm to 6am, only 10% perform specific activities or services with expected
○ BPO: 25-30% outputs:
○ Laborers hired through job contracts (pakyaw) and
13th Month Pay (Mid-year Allowance) those paid on piecework basis
● Coverage: All positions in the government whether ○ Student workers and apprentices; and
regular, casual or contractual in nature, elective or ○ Individuals and groups of people whose services are
appointive engaged through job order, contracts of service, or
● Guidelines: others similarly situated.
○ Equivalent to ONE (1) month basic pay as of
MAY 15 Collective Negotiating Agreement (CNA)
○ Rendered at least a total or an aggregate of ● Administrative Order (AO) No. 1351 s. 2005
FOUR (4) months of service from July 1 of the ● This may be granted to both management and
immediately preceding year to May 15 of the rank-and-file employees of agencies with approved and
current year successfully implemented CNAs in recognition of their
○ Remains to be in the government service as of efforts in accomplishing performance targets at lesser
May 15 of the current year cost, in attaining more efficient and viable operations
○ With at least a SATISFACTORY performance ratin through cost cutting measures and systems improvement.
in the immediately preceding rating period ● Should not exceed 25,000

14th Month Pay (Year-End Allowance) and Cash Gift Performance Based Bonus (PBB)
● Coverage: All government employees whether ● Subject to the achievement by departments, agencies of
regular, contractual, or casual in nature. Appointive performance targets and compliance with good
or elective. governance and other conditions
● Guidelines: ● Based on a progressive rate system as the position
○ Year-End-Bonus equivalent to one (1) month and responsibility goes higher, so does the amount
salary as of October 31 and Cash Gift of of PBB.
P5000 - given not earlier than November 15 of
the current year
Conditions:
○ Must have rendered at least a TOTAL or
AGGREGATE OF FOUR (4) months of service fro
January 1 to October 31 of the current year
○ Must remain in the service as of October 31 of the
same year ● Dito rawnag-umpisa yung “No Person is Left
○ Private sector: No 14th month pay, only 13th mont Behind” kasi kapag may estudyanteng
pay. bumabagsak, babagsak din ratings ng school. So
ipapasa na lang yung mga bumabagsak para
Clothing Allowance hindi rin bumagsak ratings.
● Section 40 of the General Provisions of Republic Act ● Performance Based Bonus is depending on how
(R.A.) No. 10155, the Fiscal Year (FY) 2012 General satisfactory the performance is.
Appropriations Act (GAA), provides that appropriation
for each department, bureau, office, or agency may be Loyalty Award
used for uniform or. Clothing allowance of employees ● The provision for the cash gift component of the Loyalty
not more than P5,000 per annum. subject to the rules a Award for qualified officials and employees,
regulations issued by the DBM. in addition to the loyalty memorabilia/souvenir, on
the incumbent's milestone year.
Productivity Enhancement Incentives (PEI) ● 10th year anniversary and every 5 years thereafter
● Pursuant to Executive Order (EO) No. 201, s. 2016 ● Shall be computed at P500.00 but not more than
● Beginning FY 2016, the Productivity Enhancement P1,000.00 for every year of service, in accordance
incentive shall be given not earlier than December 15 o with CSC MC No. 06, s.2002
every year to all qualified government employees at Fi
Thousand Pesos (P5,000) each for the purpose of Anniversary Bonus
improving the government employee’s productivity ● The provision for Anniversary Bonus (AB) at P3,000.00
● Exclusions: per qualified personnel shall be made
only on the agency's milestone year.
● 15th anniversary and every 5 years thereafter
Overtime Pay Salary Step Increment for Completion of a
● A duly authorized work rendered beyond the Postgraduate Degree
regularly scheduled normal hours of work, such as R.A. No. 7305
work during the day beyond the 8 hours of work ● a PHD who holds a position in the agency plantilla of
required from daily paid workers or work during the regular positions and who completes a master's or
week beyond the 40 hours of work required from doctoral degree related to the performance of the duties
monthly paid workers. and responsibilities of his/her position after at least two
● Sa government, wala. (2) years of service as PHW, may be entitled to one (1)
step increase to be integrated into the basic salary, in
recognition of his/her efforts towards professional
advancement.

Types of Leaves
● Vacation leave – (13) vacation leave
● Sick leave – Twelve (12) days of sick leave
● Privilege Leave – 3 days, (Birthday, and other special
Honoraria events)
● Honoraria shall be paid to the following personnel ● Maternity leave – Sixty (60) calendar days leave.
subject to the guidelines issued by the DS ● Paternity leave – All married male employees are
● Coverage eligible for 7 working days
○ Teaching personnel of the DepEd, TESDA, ● Bereavement – Three (3) days
SUCs, and other educational institutions with ● Solo-Parent Leave – Seven (7) working days
excess and outside the teaching load. ● Leave for Victims of Violence Against Women and
○ Lecturers, resource persons, coordinators, and Their Children – ten (10) days leave
facilitators in seminars
○ Chairs and members of Monetization of Leave Credits
Commissions/Boards/Councils ● Officials and employees in the career and noncareer
○ Those involved in science and technological service whether permanent, temporary/casual or
activities who render services beyond their coterminous, who have accumulated fifteen (15)
regular workload days of vacation leave credits shall be allowed to
○ Officials and employees assigned to special monetize a minimum often (10) days: Provided that
projects at least five (5) days is retained after monetization
● The rates of honoraria shall depend on the level of and provided further that a maximum of thirty (30)
responsibilities, nature of work rendered, and extent of days may be monetized in a given year. (CSC MC 41
individual contribution to produce the desired outputs. s. 1998) Sec. 23. Monetization of 50% of
The total honoraria received from all special projects Vacation/Sick Leave Credits.
shall not exceed 25% of the annual basic salary. ● This may be allowed for valid and justifiable
reasons subject to the discretion of the agency head
Magna Carta Benefits and the availability of funds, (MC 41, s. 1998).
● Honoraria for assignment in special project ● Maximum of 30 days
● Honoraria for lecturers and Resource person
● The Per Diem Terminal Leave
● Hazard Pay ● Agencies shall also use BP Form 205 to reflect the
● Subsistence Allowance terminal leave benefits of FY 2019 retirees. TLB of
● Laundry Allowance compulsory retirees whether permanent or casual,
● Free Quarters shall be computed separately from those of optional
● Longevity Pay retirees.
● Salary Increase for Retirement and Termina Leave
● Benefit Purposes Computation:
TLB-SXDx CF
Salary Grade Increase Prior to Retirement TLB-Terminal Leave Benefit
● Upon Retirement, Personnel shall automatically S-Highest Monthly salary Received
be granted one (1) salary grade higher tha his/her D-No. of accumulated vacation and sick leave credits
basić, D salary and retirement benefits shall be CF-Constant factor is 0.0481927
computed based on the highest salary received,
pursuant to section 14 or R.A No. 8439. ● Nag-resign ka or retire ka and effective siya January 15
but gagamitin mo terminal leave mo na 30 days, so,
 December 15 pa lang pwedeng hindi ka na pumasok. ○ Be held liable for a criminal offense
(instead of using their terminal leave pay) punishable by fine and/or imprisonment.

GSIS, PhilHealth, and PAG-IBIG Benefits Under The Employees’ Compensation

● GSIS: Section 11 of the Revised Implementing Program (PD 626)
Rules and Regulations of RA 8291 approved on ● A government program designed to provide a
June 23, 2010, under Board Resolution No. 88 compensation package to public and private
provides that the rate of contribution payable by the sector employees or their dependents in the event
member and the government agency shall be 9% and of work related sickness, injury, disability, or
12%, respectively, based on the actual monthly salary death.
of the member. (GSIS for public, SSS for private) ● Coverage
○ The ECP covers all workers in the formal
Compensation and Benefits Under the Private sector.
Sector Compensation ○ Coverage in the ECP starts on the first day of
● a systematic approach to providing monetary employment.
value to employees in exchange for work ○ Employees in the private sector who are
performed. compulsory members of the Social Security
● May achieve several purposes in recruitment, job System (SSS), with employer-employee
performance, and job satisfaction relationship
● A tool used by management for a variety of ● Benefits
purposes to further the existence of the company. ○ Loss of income benefit
Compensation may be adjusted according to the ○ 2 Medical benefits
business needs, goals and available resources ○ Rehabilitation services
● Compensation may be used to: ○ Carer's allowance
○ Recruit and retain qualified employees ○ Death and Funeral
○ Increase or maintain morale/satisfaction
○ Reward and encourage peak performance PAG-IBIG Benefits (Republic Act No. 9679)
○ Achieve internal and external equity Contribution
○ Reduce turnover and encourage company - The maximum monthly compensation used in
loyalty computing the employee contributions is currently set
○ Modify (through negotiations) practices of at P5,000. This means that the maximum member
unions contribution and employer counterpart per
month are both currently P100.
Social Security Benefits ● Benefits:
RA 1161, as amended by RA 8282 ○ Savings
● Coverage ○ Short Term Loans
○ private employee, whether permanent, ○ Housing Programs
temporary or provisional
PAG-IBIG: Pagtutulungan sa Kinabukasan: Ikaw,
● Benefits Bangko, Industriya at Gobyerno
○ Sickness Service Incentive Leave
○ Maternity ● Coverage
○ Disability ○ Every employee who has rendered at least 1
○ Retirement year of service whether continuous or broken
○ Death & Funeral ○ 5 days with pay
○ May be used for sick and vacation leave
● Reminder to Employer purposes.
○ An ER who does not report his/her EEs, ○ Commutable to its money equivalent at the
regardless of status of employment is end
violating the SSS law. Meanwhile, an HR of the year.
who does the same can be sued for violation. ○ 5 days after a year of service
○ If found guilty, the ER/HR is liable to the
EEs and must: ● Applies to all employees except
○ Pay the benefits of those who die, become ○ Government employees
disabled, get sick or reach retirement age. ○ Persons in the personal service of another
○ Pay all unpaid contributions plus a penalty of ○ Managerial employees
3% per month; and ○ Officers or members of a managerial staff
 ○ Field personnel and those whose time and ○ Physical and/or mental incapacity of spouse
performance is unsupervised by theemployer as certified by a public medical practitioner;
○ Those already enjoying these benefits ○ Legal separation or de facto separation from
○ Those enjoying vacation leave with pay of at spouse for at least one year: Provided that
least five (5) days he/she is entrusted with the custody of the
○ Those employed in establishments regularly children;
employing less than ten (10) employees ○ Declaration of nullity or annulment of
marriage as decreed by a court or by a
Maternity Leave (RA 11210) church: Provided, that he/she is entrusted
with the custody of the children;
○ Abandonment of spouse for at least one year;
○ Unmarried father/mother who has preferred
to keep and rear his/her child/children,
instead of having others care for them or give
them up to a welfare institution;
○ Any other person who solely provides
parental care and support to a child or
children: Provided, that he/she is duly
licensed as a fosterNparent by the
Department of Social Welfare and
Development (DSWD) or duly appointed
legal guardian by the court; and
○ Any family member who assumes the
Paternity Leave (RA 8187) responsibility of head of family because of
● Granted to all married male employees in the the death, abandonment, disappearance, or
private sector, regardless of their employment prolonged absence of the parents or solo
status (e.g., probationary, regular, contractual, parent: Provided, that such abandonment,
project basis) disappearance, or prolonged absence lasts for
● shall apply to the first four (4) deliveries of the at least one year
employee's lawful wife with whom he is ○ Additional 7 days on top of your regular
cohabiting leave
● 7 days ○ Dapat 1 year service
● Not convertible and non-cumulative
Conditions: Leave for Victims of Violence Against Women and
● He is an employee at the time of the delivery of Their Children (RA 9262)
his child. ● "Violence against women and their children," as
● He is cohabiting with his spouse at the time that used in Republic Act 9262 (the "Anti-Violence
she gives birth or suffers a miscarriage. Against Women and Their Children Act of
● He has applied for paternity leave with his 2004"), refers to any act or a series of acts
employer within a reasonable period from the committed by any person against a woman who
expected date of delivery by his pregnant spouse, is his wife, former wife,or against a woman with
or within such period as may be provided by whom the person has or had a sexual or dating
company rules and regulations, or by collective relationship, or with whom he has a common
bargaining agreement; and child, or against her child whether legitimate or
● His wife has given birth or suffered a illegitimate, within or without the family abode,
miscarriage. which result in or is likely to result in physical,
sexual, psychological harm or suffering, or
Parental Leave for Solo Parents (Solo Parent economic abuse including threats of such acts,
Leave) RA 8972 battery, assault, coercion, harassment or arbitrary
● Granted to any solo parent or individual who is deprivation of liberty.
left alone with the responsibility of parenthood ● The leave benefit shall cover the days that the
due to: woman employee must attend to medical and
○ Giving birth as a result of rape or, as used by legal concerns.
the law, other crimes against chastity; ● 10 days provided certification from
○ Death of spouse; barangay/clerk of court is submitted to employer
○ Spouse is detained or is serving sentence for ● Not convertible and non-cumulative
a criminal conviction for at least one year; ● Police report and medico-legal
 ● Coverage
Special Leave for Women (RA 9710) ○ The wage increases prescribed under Wage
● All female employee regardless of age and civil Orders apply to all private sector workers and
status employees receiving the daily minimum
● The special leave shall be granted to the qualified wage rates
employee after she has undergone surgery without
prejudice to an employer allowing an employee to ● Basis
receive her pay before or during the surgery. ○ The basis of the minimum wage rates
● 2 months prescribed by law shall be the normal
● Not convertible and non-cumulative working hours of eight (8) hours a day.
● Conditions:
○ She has rendered at least six (6) months Coverage from Income Tax of Minimum Wage
continuous aggregate employment service for Earners
the last twelve (12) months prior to surgery. ● Minimum wage earners (MWEs) are exempt
○ She has filed an application for special leave from income tax
with her employer within a reasonable period ● The following income of MWEs shall also be
from the expected date of surgery or within exempt from income tax:
such period as may be provided by company ○ Statutory Minimum Wage (SMW) inclusive
rules and regulations or collective bargaining of the COLA;
agreement; and ○ Holiday pay;
○ She has undergone surgery due to ○ Overtime pay;
gynecological disorders as certified by a ○ Night shift differential pay; and
competent physician. ○ Hazard pay.
Minimum Wage: P500
Service Charges Metro Manila: P570
Sharing
● All rank-and-file employees of employers and Holiday Pay
contractors working therein a collecting service Regular Holidays
charges are entitled to an equal share in the 85% ● Every employee covered by the Holiday Pay Rule
of the total of such charges. The remaining 15% is entitled to the minimum wage rate (daily basic
of the charges may be retained by management to wage and COLA). This means that the employee
answer for losses and breakages and for is entitled to at least 100% of his/her minimum
distribution to managerial employees, at the wage rate even if he/she did not report for work,
discretion of the management in the latter case. provided he/she is present or is on leave of
Service charges are collected by most hotels and absence with pay on the work day immediately
some restaurants, nightclubs, cocktail lounges, preceding the holiday.
among others.
Premium Pay
Tips ● Premium pay refers to the additional
● Where a restaurant or similar establishment does compensation for work performed within eight (8)
not collect service charges but has a practice or hours on non-work days, such as rest days and
policy of monitoring and pooling tips given special days.
voluntarily by its customers to its employees, the ● Applies to all except:
pooled tips should be monitored, accounted, and ○ Government employees
distributed in the same manner as the service ○ Managerial employees, if they meet all of the
charges. following conditions:
○ Officers or members of a managerial staff
Minimum Wage ○ Kasambahay and persons in the personal
● Republic Act No. 6727 (also known as the service
"Wage Rationalization Act") mandates the of another;
fixing of the minimum wages applicable to ○ Workers who are paid by results.
different industrial sectors, namely, ○ Field personnel, if they regularly perform
non-agriculture, agriculture plantation, and their duties away from the principal or branch
non-plantation, cottage/handicraft, and office or place of business of the employer
retail/service, depending on the number of and whose actual hours of work in the field
workers or capitalization or annual gross sales in cannot be determined with reasonable
some sectors. certainty.
Special Days ○ Separated due to an authorized cause.
● The "no work, no pay" principle applies during
special days and on such other special days as ● Coverage from Income Tax of Separation Pay
may be proclaimed by the President or by ○ Exempted from taxation is the separation pay
Congress. received by an employee because of his/her
○ Hindi lahat ng holiday ay double pay. separation from the service of the employer
○ Double pay kapag regular holiday. due to death, sickness or other physical
disability or for other cause beyond the
Overtime Pay (Article 87) control of said employee such as
● Overtime pay refers to the additional retrenchment, redundancy or cessation of
compensation business operations.
for work performed beyond eight (8) hours a day.
● Same as those covered under Premium Pay.
Module 7: Compensation and Benefits for
● RDOT – Rest Day OverTime
Private and Public Sector
Night Shift Deferential ● Performance appraisal
● Refers to the additional compensation of 10% of ● Performance evaluation
an employee's regular wage for each hour of work
performed between 10pm to 6 am. Employee Performance
● This benefit applies to all employees except: ● An essential component when it comes to IO
○ Government employees (conducted Performance Appraisal is an
○ Those of retail and service establishments objective that uses valid and reliable measures)
regularly employing not more than five (5) or HR (approach is more on administrative stand
workers; point which involves employee performance and
○ Kasambahay and persons in the personal identifying employee training and development
service needs)
of another ● Performance appraisal doesn’t mean salary
○ Managerial employees increases
○ Officers or members of a managerial staff ● IO focuses on scientific validity and reliability
○ Field personnel and those whose time and of appraisal process
performance are unsupervised by the ● HR focuses on administrative and practical
employer process

Thirteenth Month Pay (PD 851) Performance Appraisal Process – can be divided
● All employers are required to pay their into nine interrelated steps.
rank-and-file employees thirteenth-month pay,
regardless of the nature of their employment and
Step 1: Determine the reason for evaluating
irrespective of the methods by which their wages
employee performance
are paid, provided
they worked for at least one (1) month during a ● The first step in the performance appraisal
calendar year. The thirteenth-month pay should be process is to determine the reasons your
given to the employees not later than December 24 organization wants to evaluate employee
of every year. performance
● This determination is important because the
Separation Pay various performance appraisal techniques are
● An employee's entitlement to separation pay appropriate for some purposes but not for others.
depends on the reason or ground for the
termination of his or her services. An employee IO – we check into the human behavior.
may be terminated for just cause, and other ○ We use assessment and measurement
similar causes, generally, may not be entitled to techniques such as surveys, performance
separation pay. On the other hand, where the metrics, etc.
termination is for authorized causes, separation ○ Develop feedback and have some strategies
pay is due. ○ IO is research based
● Basis
○ The computation of separation pay of an Human Resources – policy development and
employee shall be based on his/her latest implementation
salary rate. ○ administrative and organizational knowledge
 ● When performance management techniques are
Probationary – 3rd & 5th month; 2nd & 4th month not successful, the results of a performance
review
Regular – annually (usually January to July or July to might suggest that the best course of action is to
January) terminate the employee.
● Personal Development Plan (PDP) – a track
Providing Employee Training and Feedback record of performance on how your company or
● By far, the most important use of performance superior will help you increase your rating
evaluation is to improve employee performance ○ 90 days
by providing feedback about what employees are
doing right and wrong. Conducting Personnel Research
● Even though employee training should be an ● A final reason for evaluation employees
ongoing process, the semiannual performance ● Employment tests must be validated, and one way
appraisal review is an excellent time to meet this can be done is by correlating test scores with
with employees to discuss their strengths and some measure of job performance
weaknesses. ● To do this, an accurate and reliable measure of
● But more importantly, it is the time to determine job performance must be available
how weaknesses can be corrected. ● Personnel research is important, especially in
organizations where union contracts forbid the
Determining Salary Increases use of performance evaluations in personnel
● A job’s worth is determined by many factors, decisions
including the degree of responsibility and level of
education required to perform the job.
Step 2: Identify Environmental and Cultural
● But the difference in compensation between two
Limitations
individuals within the same job is a function of
both tenure and job performance. ● To identify environmental and cultural factors
● That is, it would not seem fair to pay that could affect the system
poor-performing employee the same amount as ● In an environment where there is no money
an excellently performing one. available for merit pay, developing a numerically
● Thus, one important reason for evaluating complex system will become frustration. The
employee performance is to provide a fair basis results of the evaluation may not be taken
on which to determine an employee’s salary seriously.
increase.
● If performance appraisal results are to be used to
Step 3: Determine Who Will Evaluate
determine salary increases, a numerical rather
Performance
than narrative format is probably needed.
● Traditionally, employee performance has been
Making Promotion Decisions evaluated solely by supervisors
● Another reason for evaluating performance is to ● Recently, organizations have realized that
determine which employees will be promoted. supervisors see only certain aspects of an
● The policy in some organizations is to promote employee’s behavior
employees with the most seniority.
● Even though promoting employees on the basis Supervisors
of performance or tenure seems fair, it may not ● Most common type of performance appraisal is
always be smart. The best employee at one level supervisor rating.
is not always the best at the next level. ● Bernardin and Beatty (1984) estimated that more
● Promoting the best or most senior employee often than 90% of all performance appraisals are
results in the so-called Peter Principle – the conducted using supervisor’s rating of
promotion of employees until they reach their performance.
highest level of incompetence. ● Though supervisors may not see every minute of
employee’s behavior, they do see the result.
Making Termination Decisions ● A supervisor may not actually a teller sign up
● Unfortunately, providing feedback, counseling customers for Visa cards but will review the daily
and training to employees does not always sales total.
increase performance or reduce discipline ● Likewise, a professor does not see a student
problems. research and write a paper but infers the levels of
 these behaviors by viewing the results – the the employee’s job description; important
finished term paper. because not only are these prosocial
organizational behaviors substantial to the
Self-Appraisal success of an organization, but they also tend to
● Allowing an employee to evaluate their own be similar across jobs, whereas the dimensions
behavior and performance is a technique used by involved in task performance differ across jobs.)
a small percentage of organizations (Atwater,
1998). Decision 2: Should Dimensions Be Weighted?
● Research on self-appraisal has found what we ● Grading systems in the classes you have taken
might expect to find: employee self-appraisals provide good examples of weighing dimensions.
tend to suffer from leniency and correlate only ● Weighing dimensions makes good philosophical
moderately with actual performance and poorly sense, as some dimensions might be more
with subordinate and management ratings. important to an organization than others.
● Self-appraisal of performance appears to be most ● Another advantage to differentially weighing
accurate when the self-appraisal will not be used dimensions is that it may reduce racial and other
for such administrative purposes such as raises or biases.
promotions ● Though differential weighing of dimensions
makes sense and has some advantages, many
Customers organizations choose to weight all performance
● Customers provide feedback on employee dimensions equally because it is administratively
performance by filing complaints or easier to compute and to explain to employees.
complimenting a manager about one of their
employees. Decision 3: Use of Employee Comparisons,
● Formally, customers provide feedback by Objective Measures, or Ratings
completing evaluation cards.
Employee comparisons (the easiest and most
Peers common of these methods is the rank order)
● Rank orders are easily used when there are only a
few employees to rank
Step 4: Select the Best Appraisal Methods to
● To make this process easier, paired comparison
Accomplish your Goal
can be used
● Criteria are ways of describing employee success. ● Forced distribution
● Categorize employees on predetermined groups
Decision 1: Focus of the Appraisal Dimensions based on their performance
● Trait-focused performance dimensions (help
provide a structured frame work) Objective measures (common type includes
● Competency-focused performance dimension quantity of work, quality of work, attendance, and
(concentrates on employee’s knowledge, skills, safety; uses key performance indicators)
and abilities; easy to provide feedback and ● Quantity of work is evaluation of a worker’s
suggest the steps necessary to correct performance in terms of quantity is obtained by
deficiencies) simply counting the number of relevant job
● Task-focused performance dimensions (organized behaviors that take place.
by the similarity of task being supervisors are
concentrating on tasks that occur together and can Ratings of Performance
thus visualize an employee’s performance; the ● Graphic Rating Scale such scales are fairly
disadvantage is that it is more difficult to offer simple, with 5 to 10 dimensions accompanied by
suggestions for how to correct the deficiency if an words such as excellent and poor anchoring the
employee scores low in a dimension) ends of the scale.
● Goal-focused performance dimensions (organize ● Behavioral checklist consist of a list of
the appraisal based on goals to be accomplished behaviors, expectations, or results for each
by the employees; advantage is that it makes it dimension.
easier for an employee to understand why certain ● Comparison with Other Employees.
behaviors are expected.) Supervisors can rate performance on a dimension
● Contextual performance (the effort of an by comparing employees' level of performance
employee makes to get along with peers, improve with that of other employees.
the organization, and perform tasks that are ● Frequency of Desired Behavior. Behaviors can
needed but are not necessarily an official part of be rated based on the frequency which they occur.
Evaluation of Performance appraisal methods ● A production supervisor might review the number
● It is important to understand that although the of days an employee was absent, number of units
various performance appraisal methods may yield produced, and the tons of material wasted.
results that are technically similar, the way in ● These data, when combined with critical-incident
which a performance appraisal system is logs, provide a solid basis on which to rate an
administered can affect employee trust and employee
satisfaction. ● Reading critical incident logs
● Gaby and Woehr (2005) found that the greater the ● After obtaining objective data, the supervisor
employee perception of the fairness of the should go back and read all of the critical
performance appraisal system, the greater was incidents written for an employee. Reading these
their job satisfaction and commitment to the incidents should reduce errors of primacy,
organization. recency, and attention to unusual information
● Though many of the behavioral methods yield ● Completing the rating form
similar results, the same is not true when ● Distribution errors
comparing subjective and objective methods. ○ This is used when a rater uses only one part
of the rating scale.
(steps 7, 5, and 6 are done internally before ○ Leniency error – certain raters tend to rate
conducting the actual appraisal process) every employee at the upper end of the scale
regardless of the actual performance of the
employee
Step 5: Train Raters
○ Central tendency error results in a
● The effectiveness of rater’s training also is supervisor rating an employee in the middle
function of training format. Raters who receive of the scale
frame-of-reference training make fewer rating ○ Strictness error rates every employee in the
errors and recall more training information than lower end of the scale
do untrained raters or raters receiving ○ Halo errors occurs when a rater allows either
information about only job-related behaviors. a single attribute or an overall impression of
● Though training raters is certainly important, it is an individual to affect the ratings that they
also important to explain the performance make on each relevant job dimension
appraisal system to employees. Not surprisingly, ○ Proximity errors occurs when a rating made
the better that employees understand the on one dimension affects the rating made on
performance appraisal system, the greater is their the dimension that immediately follows it on
satisfaction with the system. the rating scale
○ Contrast errors – the performance rating
one person receives can be influenced by the
Step 6: Observe and Document Performance
performance of the previously evaluated
● Critical incidents are examples of excellent and person
poor employee performance.
● Such documentation is usually written in a
Step 8: Communicate Appraisal Results To
critical incident log – formal accounts of
Employees
excellent and poor employee performance that
were observed by the supervisor. ● Most important use of performance-evaluation
● Supervisors tend to remember the following: data is to provide feedback to the employee and
○ First impressions assess their strengths and weaknesses so that
○ Recent behaviors further training can be implemented.
○ Unusual or extreme behaviors ● Although this feedback and training should be an
○ Behavior consistent with the supervisor’s on-going process the semi-annual evaluation
opinion might be the best time to formally discuss
employee performance.
● Prior to the interview:
Step 7: Select the Best Appraisal Methods to
○ Allocate time – both the supervisor and the
Accomplish Goals
employee must have time to prepare for the
● Obtaining and reviewing objective data review interview.
● When it is time to appraise an employee’s ○ Scheduling the interview – performance
performance, a supervisor should first obtain and appraisal review interviews should be
review the objective data relevant to the scheduled at least once every month for most
employee’s behavior.
 employees and more often for new ○ If a rule exists, a company must prove that
employees. the employee knew the rule
● Preparing for the interview – this step is ○ The third factor is the ability of the employer
important because the quality of feedback given to prove that the employee violated a rule
to employees will affect their satisfaction with the ○ The fourth factor considered by the court is
entire performance appraisal process. the extent to which the rule has been equally
● During the interview, the supervisor should enforced
communicate the following: ○ The fifth and final factor is the extent to
○ The role of performance appraisal that which the punishment fits the crime
making decisions about salary increases and
terminations is not its only purpose Inability to Perform
○ How the performance appraisal was ● A properly designed performance appraisal
conducted system is the key to legally terminating an
○ How the evaluation process was employee
accomplished ○ Are based on a job analysis
○ The expectation that the appraisal interview ○ Have concrete, relevant standards that have
will be interactive been communicated to employees
○ The goal of understanding and improving ○ Involve multiple behavioral measures of
performance performance
○ Include several raters, each of whom has
received training
Step 9: Terminate Employees
○ Are standardized and formal
● Performance appraisal results are also used to ○ Provide the opportunity for an employee to
make positive personnel decisions such as raises appeal
and promotions
● Unfortunately, there are times that when a Reduction in Force (Lay Off)
manager must terminate an employee ● Employees can be terminated if it is the best
economic interest of an organization to do so
Employment-At-Will Doctrine
● In most states, this allows employers freedom to The Termination Meeting
fire an employee without a reason – at will. In the ● Prior to the meeting
public sector, an employee can be fired only for ○ The first step is to ensure that the legal
cause. process has been followed
● There are some limitations to the employee-at- ○ The next step is to determine how much help,
will doctrine: if any, the organization wants to offer the
○ State law employee. Form of help can include
○ Provisions of federal or state law references, severance pay, and outplacement
○ Public policy interest assistance.
○ Contracts ○ The final step is to schedule an appropriate
○ Implied contracts place and time for the meeting to occur.
○ Covenants of good faith and fair dealing
● During the meeting
Legal Reasons for Terminating Employees ○ The supervisor should get to the point about
● Probationary period – in many jobs, employees terminating an employee
are given a probationary period in which to prove ○ The supervisor should rationally state the
that they can perform well. Though most reasons for the decision, express gratitude for
probationary period last 3-6 months, those for the employee’s efforts, and offer whatever
police officers are usually a year, and the assistance the organization intends to provide.
probationary period for professors is 6 years.
● After the meeting
Violation of Company Rules ○ The natural reaction of the supervisor is to
● Courts consider 5 factors in determining the feel guilty. To relive some of this guilt, a
legality of a decision to terminate an employee supervisor should review the facts they’ve
for violating company rules: given the employee every chance to improve,
○ Fist factor is that a rule against a particular but the employee chose not to.
behavior must exist
 Module 8: Designing and Evaluating Training
Person Analysis
Systems
● The third and final step in the needs analysis
process is determining which employees need
training and in which areas.
● Person analysis is based on the recognition that
not every employee needs further training for
every task performed.
● To determine the individual training needs for
each employee, person analysis uses performance
appraisal scores, surveys, interviews, skill and
knowledge tests, and/or critical incidents.

Performance Appraisal Scores

● Management would rather produce ● Low ratings on a particular dimension for most
items/products employees may indicate that additional training in
than implement/attend trainings. that dimension is needed. Conversely, if most
employees score high on a particular dimension,
Determine the Training Needs relatively little training time is needed.
● Ano ba ang need ng mga tao? Not all that you ● Although using performance appraisal scores
read is needed by the company. So determine if appears easy as a method of needs assessment,
training is really needed, and what kind of three problems can interfere with their use. First,
training. And not all problems of a company, as discussed in the previous chapter, several types
training ang solution. of rating errors can reduce the accuracy of
● And then from the need, we design, then we performance appraisal scores. The most relevant
develop, then implement, then evaluate. here are leniency errors and strictness errors.
● The second problem is that rarely are their
Organizational Analysis situations in which all employees score either
● The purpose of organizational analysis is to high or low on a dimension. Instead, it is more
determine those organizational factors that either common for only a few employees to score
facilitate or inhibit training effectiveness. poorly.
● A properly conducted organizational analysis will ● In this case, a person examining the average
focus on the goals the organization wants to performance appraisal scores might conclude that
achieve, the extent to which training will help training in a particular dimension is unnecessary.
achieve those goals, the organization's ability to But that conclusion would be only partially
conduct training (e.g., finances, physical space, correct.
time), and the extent to which employees are ● Third, the current performance appraisal system
willing and able to be trained (e.g., ability, may not provide the type of information needed
commitment, motivation, stress) (McCabe, to conduct a training needs analysis (Herbert &
2001). Doverspike, 1990).
● An organizational analysis should also include a
survey of employee readiness for training. Surveys
● Another common approach to determine training
Task Analysis needs is to design and administer a survey that
● If the results of the organizational analysis asks employees what knowledge and skills they
indicate believe should be included in future training.
that a positive organizational climate for training ● Second, employees often know their own
exists, the next step is to conduct a task analysis. strengths and weaknesses best. Thus, to
● The purpose of a task analysis is to use the job determine what employees need, ask them.
analysis methods discussed in Chapter to identify ● Finally, training needs can be determined with
the tasks performed by each employee, the surveys even when the organization has not
conditions under which these tasks are previously tried to design an effective
performed, and the competencies (knowledge, performance appraisal system or adequate job
skills, abilities) needed to perform the tasks under descriptions.
the identified conditions. ● This process is used to determine whether the
● The most common job analysis methods used for supervisors agree with their employees'
this purpose include interviews, observations, and perceptions and to prioritize training needs.
task inventories.
 ■ In other words, vague objectives such as
Interviews "to be a better salesperson" should be
● The third method of needs analysis is the replaced with specific objectives such as
interview, which is usually done with a selected increasing customer contacts by 10%
number of employees. and increasing new accounts by 5%.
● Interviews are not used as extensively as surveys,
but they can yield even more in-depth answers to
questions about training needs.
● The main advantage of interviews is that
employee feelings and attitudes are revealed more
clearly than with the survey approach.
● The main disadvantage of interviews is that
interview data are often difficult to quantify and
analyze (Brown, 2002).

Skill and Knowledge Tests

● The fourth way to determine training needs is
with a skill test or a knowledge test
● Some examples of areas that could be tested to
determine training needs include knowledge of
lending laws for loan officers, knowledge of
company policy for new employees, free-throw
shooting for basketball players, and the dreaded
midterm exam for this course.
● If all employees score poorly on these tests,
training across the organization is indicated. If
only a few employees score poorly, they are
singled out for individual training.
● The greatest problem with using testing as a
method to determine training needs is that
relatively few tests are available for this purpose.

Critical Incidents
● The fifth method for determining training needs
is the critical-incident technique discussed in
Chapters 2, 4, and 7
● To use this technique for needs assessment, the
critical incidents are sorted into dimensions and
separated into examples of good and poor Motivating Employees
performance, as discussed in Chapter 2. ● For a training program to be effective, employees
● Dimensions with many examples of poor must be motivated to attend training, perform
performance are areas in which many employees well in training, and apply their training to their
are performing poorly and in which additional jobs.
training is indicated.
Motivating Employees to Attend Training
Developing a Training Program ● The most obvious way to "motivate" employees
● Establishing Goals And Objective to attend training is to require them to attend
○ It is important that these goals and objectives training "on the clock."
be obtainable given the time and resources ● Here are some strategies to motivate employees
allocated to the training. to attend training:
○ Training goals and objectives should ○ Relate the training to an employee's
concretely state the following: immediate job
■ What learners are expected to do. ○ Make the training interesting
■ The conditions under which they are ○ Increase employee buy-in
expected to do it. ○ Provide incentives
■ The level at which they are expected to ○ Provide food
do it. ○ Reduce the stress associated with attending
Motivating Employees to Perform Well in
Training Who will conduct the training?
● Providing Incentives for Learning. Employees ● In-house trainers are used when a training
motivated to learn perform better in training than program will be presented too frequently to
their less motivated counterparts (Mathieu, justify the cost of an outside trainer or when the
Tannenbaum, & Salas, 1992). training topic is so specific to the organization
● Types of incentives that can be used to motivate that finding outside trainers would be difficult.
learning include money, job security, ● External trainers are used when the trainers in an
self-improvement, advancement, fun (an organization lack the expertise on a particular
interesting training program), and opportunity to topic or when the cost of internally developing a
enter a new career. training program exceeds the cost of contracting
● A common financial incentive method is skill- with an external trainer.
based pay, which is used by 16% of major U.S. ● Rather than using actual trainers, many
organizations (Mercer Consulting, 2005). organizations use videotapes as part of their
● Similarly, in situations where promotion is not training programs.
possible, pay increases alone are given to ● Many organizations are beginning to use local
employees who master new skills. colleges and universities to handle their training
● Skill-based pay not only provides incentives for needs.
employees to successfully complete training but
also results in increased savings for an Where will the training be held?
organization. ● Training can be offered on-site or at an off-site
location such as a hotel, university, or conference
Motivating Employees to Use Their Training center.
On-The-Job ● The obvious advantage of conducting training
● Perhaps the factor that plays the biggest role in on-site is that it is less expensive.
employee motivation to apply training is the ● However, many organizations have neither the
atmosphere set by management. space nor the equipment needed for on-site
● That is, employees are most likely to apply their training.
new knowledge and skills if supervisors ● Holding training off-site has the advantage of
encourage and reward them to do so. getting the employees away from the work site
and allowing them to concentrate on their
Choosing the Best Training Method training.
● Once goals and objectives have been established,
the next step in developing a training program is How long should the training be?
to choose the training method that will best ● From a cost-efficiency perspective, it is better to
accomplish those goals and objectives. conduct a weeklong training session rather than
● For example, if the goal is for employees to learn divide the training into 10 half-day sessions
an actual skill, some type of hands-on training spread over a one-month period.
will be necessary (e.g., role plays, simulations). ● For the highest level of learning, training material
● Because most training programs have multiple should be presented in small, easily remembered
goals and objectives, the best training programs chunks distributed over a period of time
often use a variety of methods so that employees (distributed learning) rather than learned all at
will understand the reasons for doing a certain once (massed learning).
task, how it should be done, and in what ● The best example of the principle of massed
situations it should be done (Lawson, 2000). versus distributed practice is studying for exams.
If we distribute the reading over several days, the
Conducting Classroom Training material is relatively easy to learn. But if we wait
● Classroom instruction-commonly called a until the night before the test to read three
seminar, lecture, or workshop-is still the most chapters-that is, mass the reading-we will not
common training method. retain much at all.
● With this approach, either a member of the
training staff or an outside consultant provides Adjusting for the Audience
training, often in the form of a lecture, to a few or ● The characteristics of the audience play an
many employees at one time. important role in developing a training program.
● Initial Decisions - Prior to conducting classroom ● A trainer must consider the size, demographics,
training, several decisions need to be made by an and ability of the audience.
organization.
● For example, with a large audience, not only will of questions (e.g., "Who likes baseball?" "Who
the trainer need to use a microphone, but it has a daughter?") and are asked to mingle with
becomes difficult to supplement lecture material the other trainees to obtain answers to the
with such exercises as role play, simulation, and questions.
group discussion. ● Jokes or stories.
● The ability level of the audience members is ● Activities in which trainees, either individually or
another important factor. If they are low on in small groups, are given a question or problem
experience or ability, the training will need to to solve.
proceed at a slower pace than if they were more ● Open-ended questions to elicit audience response
experienced or more skilled. and encourage discussion.
● The toughest situation for a trainer is when the ● Free writes in which audience members are asked
audience has mixed levels of ability. to write about the topic.

Developing the Training Curriculum Making the Presentation

● Putting together a training program can take a ● Though this is not a public speaking text, here are
great deal of time. some tips you might find useful in making a
● The trainer must research a topic, develop a training presentation:
training outline, create visuals (e.g., PowerPoint ○ Make eye contact with the audience
slides), create handouts, and obtain or create ○ Use gestures effectively
supporting materials such as videos and role play ○ Don't read your presentation
exercises. ○ Don't hide behind the podium
○ Use a conversational style
Creating Handouts ○ Be confident
● Handouts should include the following: ○ Speak at a pace that is neither too fast nor too
○ A cover sheet with the title of the training slow
program as well as the date and location in ○ Avoid swearing, making off-color or
which the training took place. A list of goals offensive remarks, and demeaning other
and objectives. people, groups, or organizations.
○ A schedule for the training (e.g., breaks, ○ Try to make the presentation interesting.
ending times). ○ Don't force humor.
○ A biographical sketch of the trainer. ○ When answering audience questions, repeat
○ The notes themselves in outline form, full the question if the room is large.
text, or copies of the PowerPoint slides.
○ Activity sheets such as personality Using Case Studies to Apply Knowledge
inventories, free writes, or group activity ● Once employees have received the information,
information. they need through lecture, it is important that they
○ References and suggestions for further be able to apply what they have learned. One way
reading. to do this is through the case study.
○ A form to evaluate the quality of the training ● Case studies are similar to leaderless group
program. discussions and situational interview problems
and are considered to be good sources for
Introducing the Trainer and the Training Session developing analysis, synthesis, and evaluation
● This can be done by the trainer introducing skills.
himself or by another person doing the ● For case studies to be most successful, the cases
introduction. should be taken from actual situations.
● The introduction should be short and should ● In addition to being realistic, case studies should
establish the credentials of the trainer. be interesting.
● If necessary, a more complete biography of the ● To increase the effectiveness of case studies,
trainer can be placed in the training materials so trainees should first be taught the principles
that the audience can see the trainer's credentials involved in solving a particular type of problem.
without the trainer appearing to be bragging.
Using Simulation Exercises to Practice New Skills
Using Icebreakers and Energizers ● Whereas case studies are effective in applying
Types of icebreakers include: knowledge and learning problem-solving skills,
● Introductions such as asking each trainee to simulation exercises allow the trainee to practice
introduce the person next to him or her, or having newly learned skills.
a scavenger hunt in which trainees are given a list
● Simulations offer the advantage of allowing the ● Finally, programmed instruction presents
trainee to work with equipment under actual information in small units or chunks, because
working conditions without the consequences of learning smaller amounts of material is easier
mistakes. than learning larger amounts.
● Like all training methods, simulation exercises
come in many different forms. Programmed Instruction Using Books, Videos, of
● Whatever the method used, a simulation exercise Interactive Video
can be effective only if it physically and ● With this method, employees are provided with
psychologically simulates actual job conditions. media materials for learning the content, as well
● Although most simulators do not exactly replicate as with a series of exams that measure what they
actual physical and psychological job conditions, have learned from them.
they are still better than the single alternatives of ● If employees do not pass the test at the end of
either lecture or actual practice. each unit, they must reread the material and
retake the test until they pass.
Practicing Interpersonal Skills Through Role Play ● In this way, employees study at their own pace,
● Whereas simulations are effective for learning and the exams ensure that employees understand
how to use new equipment or software programs, the material.
role play allows the trainee to perform necessary
interpersonal skills by acting out simulated roles. Computer-Based or Web-Based Programmed
● Role play is used in many types of training Instruction
situations, from supervisors practicing ● Rather than using books and traditional videos for
performance appraisal reviews to sales clerks distance learning, many organizations are using
taking customer orders. computer-based training (CBT) and e-learning.
● Though role plays allow employees to practice ● A common method of CBT and e-learning is
what is being taught, they are not for everyone. interactive video. With interactive video,
● Farber (1994) thinks that role play should be employees see a videotaped situation on a
replaced by "real play," in which employees television, computer screen, or iPod.
practice their skills on actual customers. ● Fast-growing sources of e-learning are
teleconferences, webinars, and web-casts.
Increasing Interpersonal Skills Through Behavior ● Another fast-growing source of e-learning is
Modeling interactive, online communities of learning such
● One of the most successful training methods has as blogs, wikis, and listservs.
been behavior modeling. ● Meta-analysis results indicate that CBT and e-
● Behavior modeling is similar to role play except learning are at least as effective as classroom
that trainees role-play ideal behavior rather than training and their effectiveness increases when
the behavior they might normally perform. learners can control the pace of the learning and
● For behavior modeling to be successful, the when feedback is given regarding the learner's
videos must represent commonly encountered progress
problems and situations-thus demonstrating the
importance of a thorough job analysis. Conducting On-The-Job Training
● An important and related issue is whether ● In this section, we will discuss how employees
employees should be trained on specific learn through on-the-job training (OJT), an
situational skills or on generic skills that will important topic given that some researchers
cover any situation. estimate that over 60% of employee training is
● Another issue involves the number and types of OJT. Though there is some disagreement about
models that are viewed in the training video. what constitutes OJT, a good definition is that
OJT is informal training by experienced peers
Providing Individual Training Through Distance and supervisors that occurs on the job and during
Learning job tasks.
● One disadvantage of classroom instruction is that
all employees must be taught at the same pace. Learning by Modeling Others
● Most distance learning training takes advantage ● Also called social learning, modeling is a vitally
of the concept of programmed instruction. important method of learning for training in
● First, learning is self-paced-that is, each trainee organizations. As the name implies, employees
proceeds at his own pace. learn by watching how other employees perform,
● Second, each trainee is actively involved in the or model, a behavior.
learning.
● Modeling as a learning technique is astoundingly apprenticeship often is on the production of work
pervasive and is the basis of the behavioral as opposed to teaching new skills to the
modeling method of training discussed earlier. apprentice. Second, unions use apprenticeships to
● Modeling is most effective under certain restrict entry into their trades, which results both
conditions. These conditions mainly involve in inflated wages caused by high demand and a
characteristics of the employee whose behavior is lower supply of workers, and in unfair minority
being duplicated and the characteristics of the hiring practices.
person attempting to model that performance
Learning Through Coaching and Mentoring
Characteristics of the Model ● Coaching is another popular method of training
● We tend to model behavior of people who are new employees and typically takes one of two
similar to us, who are successful, and who have forms: experienced employees working with new
status. employees and professional coaches who work
● This raises an important point about models in with all employees.
industry. We tend to look for a model who is ● Experienced Employees as Coaches. In this
similar to us. form of coaching, a new employee is assigned to
● For modeling to be effective, the appropriate role an experienced employee, who is told to "show
models for employees should be similar to them the kid the ropes.
in significant ways. ● Professional Coaches. To overcome the
● That is why it is essential that a school faculty problems mentioned here, many organizations are
have both minority and female teachers, that an using "corporate coaches." Corporate coaches are
organization have both minority and female similar to consultants, yet rather than working
managers, and that television shows portray all with the organization as a whole, they are hired to
types of people in different occupational roles coach a particular employee-usually a manager.

Learning Through Job Rotation Ensuring Transfer of Training

● Another excellent on-the-job training method is ● Research in learning has indicated that the more
job rotation, in which an employee performs similar the training situation is to the actual job
several different jobs within an organization. situation, the more effective training will be. In
● Job rotation is especially popular for managerial other words, the transfer of training will be
training because it allows a manager trainee to greater.
experience and understand most, if not all, of the ● This principle is extremely important when a
jobs within the organization that his subordinates training program is being chosen or designed.
will perform.
● Job rotation is also commonly used to train Evaluation of Training Results
non-managerial employees. Aside from ● As discussed in Chapter 1, one important
increasing employee awareness, the main characteristic of Industrial psychology is its
advantage of job rotation is that it allows for both reliance on research. Evaluating training results is
lateral transfers within an organization and a good example of this reliance. Because training
greater flexibility in replacing absent workers. programs can be costly in both time and money, it
● An interesting innovation is taking job rotation is essential that they be evaluated to determine if
training outside the organization and encouraging they can be improved, should continue to be
employees to volunteer for worthwhile charities offered, and whether it significantly increases
and nonprofit organizations. performance or affects positive changes in
behavior.
Learning Through Apprentice Training
● Apprentice training is used by more than 50,000 Evaluation Criteria
people annually and is typically found in crafts ● In the previous section, we discussed research
and trades such as carpentry and plumbing. designs for evaluating training. In each design, a
● Apprenticeships are good for both the apprentice pretest and posttest were included. This section
and the expert. The apprentice learns a valuable will discuss the types of criteria that can be used
trade, and the expert or the organization gets for these pretests and posttests. "There are six
inexpensive labor-usually one half the cost of levels at which training effectiveness can be
expert labor. measured: content validity, employee reactions,
● Despite this increased popularity, however, employee learning. application of training,
apprenticeship programs have been criticized for business impact, and return on investment.
two major reasons. First, the emphasis during the
Business Impact employment opportunities through policy research,
● The fifth criterion that can be used to evaluate a standards setting, strategy development, labor market
training program's effectiveness is business analysis and provision of technical assistance to
impact. regional implementers in support of employment
● Business impact is determined by evaluating service operations.
whether the goals for training were met.
● For example, a restaurant such as Buffalo Wild THE LEGAL PROCESS
Wings conducts a training program designed to • Mediation is a method of resolving conflicts in
increase sales of "top shelf" liquor. A week after which a neutral third party is asked to help the two
the training, if sales of liquors such as Knob parties reach an agreement
Creek bourbon and Absolut vodka increase, and • Arbitration resolves conflict in which a neutral
sales of liquors such as Pepe Lopez tequila and third party is asked to choose which side is correct
Aristocrat vodka decrease, the training would be • Binding Arbitration will ask the third party to
considered successful because it has had the choose which side is correct but in which either party
desired business impact. is allowed may appeal the decision
• Non-Binding Arbitration will ask the third party to
Return on Investment choose which side is correct but in which either party
● The sixth criterion for evaluating the success of a may appeal the decision
training program is return on investment (ROI).
● That is, after accounting for the cost of the DETERMINING WHETHER AN
training, did the organization actually save EMPLOYMENT DECISION IS LEGAL
money? For example, imagine that a bank trains •Case Law is the interpretation of a law by a court
its tellers to cross-sell Visa cards. The tellers rate through a verdict in a trial, setting precedent for
the training session as being enjoyable (employee subsequent court decision
reactions), all of the employees pass a test on
sales techniques (knowledge), and sales attempts •Protected Class is any group of people for whom
increase by 30% (application). The ROI approach protective legislation has been passed
would then ask, "If we spent $5,000 training the
tellers, how much more revenue was brought in •Age Discrimination in Employment Act (ADEA)
as a result of the training?" If the answer to the forbids discrimination against an individual who is
question is more than the amount spent on over the age of 40
training, then the program would be considered a
success. •Vocational Rehabilitation Act of 1973 prohibits
discrimination against the physically and mentally
handicapped
Module 9:
Labor Relations
•Pregnancy Discrimination Act 1978 protects the
Employee Selection and Legal Issues rights of pregnant women
Equal Employment Opportunity Commission
(EEOC - • Race on the basis of the Civil Rights Acts of 1866,
a branch of department of labor charged to investigate 1964 and 1991, as well as the Fifth and Fourteenth
and prosecute complaints of employment Amendments to the U.S. Constitution, it is illegal to
discrimination discriminate against a person.
Grievance System - is a process in which an
employee files a complaint with the organization and • Color as protected by the Civil Rights Acts is color.
a person or committee within the organization makes Though commonly used as a synonym for race, the
a decision regarding the complaint reference to color protects individuals against
discrimination based specifically on variations in skin
Republic of the Philippines color.
DEPARTMENT OF LABOR AND
EMPLOYMENT • Sex on The Civil Rights Acts, as well as the Equal
BUREAU OF LOCAL EMPLOYMENT Pay Act of 1963, prohibit discrimination based on
• is a 'bureau' under the Department of Labor and sex.
Employment which aims to improve the local labor
and employment situation in the Philippines. • National Origin is protected under the Civil Rights
• Its mission is to promote full employment by Acts. Note that Hispanics are protected under national
facilitating access of Filipino jobseekers to local origin, not race. Claims of discrimination based on
national origin have increased greatly over the past and the European Union also have laws prohibiting
few years. One of the most common complaints is sexual harassment. (Gutman, 2005).
about “English only” or “understandable English"
speaking requirements. Types of Harassment
• Quid Pro Quo is a type of sexual harassment in
• Religion it is illegal to use an individual's religion which the granting sexual favors is tied to an
as a factor in an employment decision unless the employment decision.
nature of the job is religious. The Civil Rights Acts
also require organizations to make accommodations • Hostile Environment is characterized by a pattern
for religious beliefs unless to do so would be an of
undue hardship unwanted conduct related to gender that interferes
with an individual's work performance (display of
• Age R.A. No. 10911 (2016), "An Act Prohibiting demeaning posters, signs or cartoons)
Discrimination Against Any Individual in
Employment on Account of Age and Providing Organizational Liability for Sexual Harassment
Penalties Therefor," or the "Anti-Age Discrimination • Preventing Sexual Harassment
in Employment Act." To avoid liability, the organization must have a
well-conceived policy regarding sexual harassment,
Disability must have communicated that policy to its employees
• Discrimination against people with disabilities by
the federal government is forbidden by the Vocational • Preventing Sexually Harassing Behavior
Rehabilitation Act of 1973, and discrimination If an employee complains of sexual harassment, it is
against the disabled by any other employer with 15 or essential that the organization investigate the
more employees is forbidden by the Americans with complaint quickly and then promptly take any
Disabilities Act necessary action to rectify the situation and punish
(ADA). the offender. To reduce an organization's liability for
• Republic Act No. 10524 - An Act Expanding the sexual harassment
Positions Reserved for Persons with Disability,
Amending for the Purpose Republic Act No. 7277, as SECTION I R.A. 7877
Amended, Otherwise Known as the Magna Carta for "ANTI-SEXUAL HARASSMENT ACT OF 1995"
Persons with Disability AN ACT DECLARING SEXUAL HARASSMENT
UNLAWFUL IN THE EMPLOYMENT,
• Bona Fide Occupational Qualification (BFOQ) is EDUCATION OR TRAINING ENVIRONMENT,
a selection requirement that is necessary for the AND FOR OTHER PURPOSES
performance of job-related duties and for which there
is no substitute AFFIRMATIVE ACTION
Affirmative Action Strategies
• Adverce Impact is an employment practice that • Monitoring Hiring and Promotion Statistics
results in members of a protected class being Organizations must write affirmative action plans in
negatively affected at a higher rate than members of which they monitor adverse impact as well as
the majority class. Adverse impact is usually compare the percentages of women and minorities in
determined by the four- fifth rule the organization with the percentages of women and
minorities in the qualified workforce.
• Four and Fifth Rule is when the selection ratio for • Intentional Recruitment of Minority Applicants
one group is less than 80% of the selection ratio for Efforts might include advertising in magazines and
another group adverse impact is said to exist newspapers with a minority readership, recruiting at
predominantly minority or female universities,
• Job Related is the extent to which a test or measure visiting minority communities, or paying current
taps knowledge, skill, ability, behavior or other employees a bonus for recruiting a member of a
characteristic needed to successfully perform job protected class.
• Identification and Removal of Employment
HARASSMENT Practices against Minority Applicants and
Harassment is not an issue limited to the United Employees
States. Though the United States has taken the lead in A third affirmative action strategy is to identify and
preventing and punishing harassment, Canada, the remove practices that might discourage minority
United Kingdom, Australia, New Zealand, Ireland, applicants from applying to an organization or
minority employees from being promoted within an
organization. Such practices might involve company practice can also be illegal if it unnecessarily violates
policy, supervisor attitudes, or the way in which an an individual's right to privacy
organization is decorated
• Preferential Hiring and Promotion of Minorities
This is certainly the most controversial and
misunderstood of the affirmative action strategies.
Under this strategy, minority applicants will be given
preference over an equally qualified nonminority
applicant. It is important to note that in no way does
affirmative action require an employer to hire an
unqualified minority over a qualified non minority

Reasons for Affirmative Action Plans

• Involuntary: Government Regulation
These mandatory affirmative action plans typically
involve analyses of all major job categories and
indicate which categories have under representations
of the protected classes, as well as goals and plans for
overcoming such under representations.
• Involuntary: Court Order
When a court finds a public agency such as a police
or fire department guilty of not hiring or promoting
enough members of a protected class, it can order the
agency to begin an affirmative action program.
• Voluntary: Consent Decree
If a discrimination complaint has been filed with a
court, a public agency can "voluntarily❞ agree to an
affirmative action plan rather than have a plan forced
on it by the court. With a consent decree, the agency
agrees that it has not hired or promoted enough
members of a protected class and is willing to make
changes.
• Voluntary: Desire to Be a Good Citizen
Rather than wait for a discrimination complaint, some
organizations develop affirmative action programs
out of a desire to be good citizens. That is, they want
to voluntarily ensure that their employment practices
are fair to all groups of people.
• Consequences
- Affirmative action programs are an important tool in
ensuring equal opportunity, they can result in some
negative consequences for people hired or promoted
as the result of affirmative action (Kravitz et al.,
1997).
- The Heilman and Kravitz studies suggest that
affirmative action programs can have negative
consequences for their recipients. Affirmative action
programs may also have negative consequences for
an organization. Silva and Jacobs (1993) found that
hiring minorities above their level of representation in
the applicant pool (affirmative action) resulted in
decreased organizational performance.

PRIVACY ISSUES
• An employment practice is illegal if it results in
adverse impact and is not job related. An employment
Constitutional Framework of Labor b. government employees in the civil service;
1987 Constitution of the Philippines c. supervisory personnel;
d. security personnel; and,
Article III - Section 8. e. aliens with valid working permit provided there are
The right of the people, including those employed in nationals of a country which grants the same or
the public and private sectors, to form unions, similar rights to Filipino workers as certified by the
associations, or societies for purposes not contrary to Department of Foreign Affairs (DFA).
law who shall not be abridged.
Collective Bargaining
Article XIII-Section 3 It is a process where the parties agree to fix and
-The State shall afford full protection to labor, local administer terms and conditions of employment
and overseas, organized and unorganized, and which must not be below the minimum standards
promote full employment equality of employment fixed by law, and set a mechanism for resolving their
opportunities for all. grievances.
-It shall guarantee the rights of all workers to self-
organization, collective bargaining and negotiations, Collective Bargaining Agreement
and peaceful concerted activities, including the right It is a contract executed upon request of either the
to strike in accordance with law. They shall be employer or the exclusive bargaining representative
entitled to security of tenure, humane conditions of of the employees incorporating the agreement
work, and a living wage. reached after negotiations with respect to wages,
-They shall also participate in policy and decision- hours of work and all other terms and conditions of
making processes affecting their rights and benefits as employment, including proposals for adjusting any
may be provided by law grievances or questions under such agreement.

Article XIII - Section 3. Security of Tenure

-The State shall promote the principle of shared -A political science term which describes a
responsibility between workers and employers and constitutional or legal guarantee that an employee
the preferential use of voluntary modes in settling cannot be removed from work apart from exceptional
disputes, including conciliation, and shall enforce and specified circumstances.
their mutual compliance therewith to foster industrial -Every employee shall be assured security of tenure.
peace. No employee can be dismissed from work except for
-The State shall regulate the relations between a just or authorized cause, and only after due process.
workers and employers, recognizing the right of labor
to its just share in the fruits of production and the Just Cause refers to any wrongdoing committed
right of enterprises to reasonable returns to by an employee including:
investments, and to expansion and growth. 1. serious misconduct
2. willful disobedience of employers' lawful orders
The Right to Self-Organization connected with work
● Self-organization - is the process where 3. gross and habitual neglect of duty
some type of overall order or coordination 4. fraud or willful breach of trust
occurs from the local relations among the 5. commission of crime or offense against the
components of an originally chaotic system employer, employer's family member/s or
● Right to Self-organization -it is the right of representative
workers and employees to form, join or assist 6. other analogous cases
unions, organizations or associations for
purposes of collective bargaining and Authorized Cause refers to an economic
negotiation and for mutual aid and protection. circumstance
It also refers to the right to engage in peaceful not due to the employee's fault, including:
concerted activities or to participate in policy 1. the introduction of labor-saving devices 2.
and decision-making processes affecting their redundancy
rights and benefits. 3. retrenchment to prevent losses
4. closure or cessation of business
The following may join a labor organization
a. all employees employed in commercial, industrial Due Process in cases of just cause involves:
and agricultural enterprises and in religious, 1. notice to employee of intent to dismiss and grounds
charitable, medical or educational institutions for dismissal
whether operating for profit or not; 2. opportunity for employee to explain his or her side
3. notice of decision to dismiss Here are some of the fundamentals for successful
- In authorized causes, due process means written participation by employees:
notice of dismissal to the employee specifying the 1. Strong Trade Unions - having strong unions with
grounds, at least 30 days before the date of creative and enlightened leadership is essential for
termination. participation to do well.
-The inability of a probationary employee to meet the 2. Positive Attitude of Management - the attitude of
employer's prescribed standards of performance made management must be progressive and democratic.
known to him or her at the time of hiring is also a just Suitable value should be provided to employee's
cause for dismissal. views and propositions.
3. Comprehensible Understanding of Objectives -
Humane Working Conditions employers and employees as well should have an
are the focus of salaried work and employment obvious understanding of the objective of the
relationships. participation. Participative management should not
In the Philippines, humane working conditions develop into a formality.
envelop an extensive sort of topics and issues like 4. Education and Training of Workers - employees
hours of work, rest periods, work schedules, and their representatives ought to have satisfactory
compensation, social security, employment status in technical, financial and managerial knowledge.
addition to the physical environment and mental 5. Voluntary Participation Advantageous
demands that are present in the workplace. - participative management must be voluntarily and
not obligatory. Employees' voluntary participation
Companies may cause, contribute or be openly largely controls the success of participative
associated to the following: management.
1. Employment of workers with no protection of a
labor contract. Right to Strike
2. Payment of wages under living wage standard. 3. -Being a constitutional right and civil right is
Unpaid or too much use of overtime. recognized here in our country.
4. Prohibiting contracted or temporary laborers from -Is a potential weapon of employees against possible
benefits or grievance mechanisms. abuse of employers.
5. Failure to contribute to register workers in social -The Philippine law though does not favor strike (and
security payment systems. also lock-out) because of its alarming and destructive
effects on social order and public interest.
Participative Management
-Is strongly linked to the notion of industrial Five key reasons why there is a need for the right
democracy. to strike:
-Means including employees in the process of 1. Striking is a last resort but sometimes the only tool
decision making. for workers to protect themselves.
-It is initiated on the idea that an employee should be 2. To avoid being at the complete mercy of
given an opportunity to participate in the decision employers.
making process of the management when the 3. To give more of a balance between worker and
employee invests his time and secures his destiny to employer power.
the workplace. 4. Without it, more and more governments will ban
industrial action and punish people who date to strike.
The following are the importance of participative 5. Most strikes are over pay and better working
management in an organization: conditions. Without the threat of strike actions,
1. Employees see themselves with the work, which corporations will be able to make bigger profits while
directs to better performance. working conditions will get worse
2. Employees experience motivation because they are
involved in management. Just Share and Reasonable Return
3. This leads to self-worth, job satisfaction and -Both employers and employees rights are recognized
collaboration of employees with management. under the Constitution to regulate and balance the
4.It reduces conflict and stress, resulting in more relations between the two.
commitment to goals and better acceptance to change. -A just sharing the fruits of one's labor is a right
5. It results in improved communication as people guaranteed to all workers. This is the rationale behind
jointly talk about work problems. the minimum wage that must be adequate to maintain
the health of the employees.
-It is certainly appropriate to reward employers who
are risk- takers of their profits coming from -They undermine the work of others.
businesses.
-They are not just indifferent to organization goals
The Human Elements In An Industrial and mission, they express mistrust and outright ill
Organization feelings.
EMPLOYEES ARE HUMAN
-There's a universal truth that applies to all different -As employees increasingly rely on each other to
sizes and types of businesses, a company's greatest generate products and services, the problems and
assets are its employees. tensions that are fostered by employees without pride
-Employees add value, character, and innovation, and can cause great damage to the functioning of the
all these things lead to customers and revenue. organization.
-Employees are human beings, they have their own
emotional and internal drivers, or values, that Acceptance by Fellow Employees
motivate them to do the things they do.
-A whole person does the job, not just half. When -Every employee needs the acceptance and approval
employers see their employees as a whole, they feel of his fellow workers.
appreciated and supported.
-The employee may cut his income if necessary just
Pride in Work to extend help to fellow employees.
-Pride is Intangible
-in order to reinforce their sense of importance some
-Pride is a psychological feeling and an excessively employees seek to become union stewards so that
high opinion employees having about their job and other workers will come to them for help.
organization.
-Whether the co-worker who bulldozes the team
-It is a combinations of pleasure, positive feeling, during staff meetings and shoots down every new
self- esteem, personal warmth, commitment and idea or several colleagues who make up clique
involvement an employee has towards the outsiders just cannot break into, people need to work
organization and its values. with co-workers they do not like. They can tum into
an enjoyable job to daily personal hell
-Every self-respecting employee needs to feel the
significance of his contributions. One of the most -Strategies that can help when there is a need to talk
useful characters that management must cultivate and to higher-ups or to the co-worker with whom
develop is pride for one's work. employee is having problems:

-Employee pride is an important factor in any Count 1-10

organization. The employees who have sense of pride
can speak positively about the organization to In no way react to co-workers most recent offense.
colleagues, potential employees and customers, Always move forward with a cool head Go home,
having a strong desire to be member of the sleep on it, and plan what to say and to whom
organization and exerting extra effort to contribute to
the organization's success. Point the Finger at Yourself
-Use “I” statements Co-workers will be more open to
-Employees with pride tend to get the least dialogue when being asked for help rather being
supervision and direction from the management, attacked or blamed
because they're regularly doing what they are needed -Consider “I think I may have gotten off on the wrong
to do. foot. Is there anything I can be dong differently?”
versus "Why are you shooting down my ideas?"
-Employees who take pride in their work are
motivated, productive, and pleasant to be around. Keep if Professional, Not Personal
-This cuts the chances of a defensive response. Try
-Employees who are not feeling proud of their job “Here's what I think my job is and here's how I'm
and organization are not just unhappy at work. pursuing it. Is that what you and others expected of
me?” rather than "No one is listening to me”
-They express their discontent and sow seeds of
negativity at every opportunity.
PROBLEMS OF EMPLOYEES -An employee may not achieve the desired improved
● High employee productivity is the heartbeat standard immediately after the counseling sessions it
of a successful business. When employees are may require a period of adjustment and time to
distracted and unhappy, their work suffers, steadily improve
and ultimately so does the company.
● When employees experience problems, they -Sometimes an employee's performance or conduct
don't perform to their highest potential issuey may by as a result of personal circumstances
● Troubled employees often call in sick or such sickness or family difficulties.
aren't mental present when they attend work.
● Employers therefore, need to understand the -If their supervisor becomes aware of these during a
kinds of problems of employee unhappiness counseling session it may be appropriate to refer to
and offer appropriate assistance if needed. the person into a Guidance Personnel or other suitable
health professionals for specialist assistance
Employees have three kinds of problems, which
are: -An employer should take these factors into account
1. Personal-money, financing, income tax, legal before deciding on an appropriate course of action,
matters, family health, housing, education of children.
2. Job related supervision, advancement, transfer, Guidelines to Follow in Counseling
relocation, wages, retirement Counseling can form the first step before
3. Jobs, company ad the future-feel inadequate, feel commencement of formal disciplinary procedures. It
neglected, feel insecure is important for the manager or employer to record
the fact that the meeting took place and any courses
Counseling of action that was decided upon.
● Employees/Manager should organize to have 1. Advice the employee the specifics of the
a pite discussion with the employee about the behavior and how the behavior is affecting
problem. It should be in a comfortable, their work.
non-threatening environment and t place at a 2. Be specific and compare cument
time when neither party will be interrupted performance to expected performance or
● The matter may also require a formal behavior like giving examples.
disciplinary procedure to be followed. 3. Avoid comparing the employee with other
● A less formal way of dealing with a employees.
performance issue is to undertake an informal 4. Show empathy, explain, and understand the
counseling session. This is generally in the situation.
form of listening and sharing ideas between 5. Be a positive listener and let the employee
the manager/employer and the employee and know your understanding of the situation.
the manager employer giving advice, 6. Establish how and when to follow-up on
direction and counsel. commitments for improvement. There should
● Counseling at work may help people identify abo be a date set to review
the causes of work-related problems, such as 7. Close on a friendly note ensuring that
poor performance, anything raised in the discussion will be kept
● Problems are inevitable and so employees confidential
need counseling for them to do the right 8. Encourage the employee to keep open lines
things in their jobs and in their personal lives. of communication for future discussion.
There are two techniques in counseling
Development of Department Order No. 208 series
1. Directive - someone gives advice and guidance; of 2020
counselor controls the interview and moves that The Department Order is mandatory to all workplaces
Individual toward a counselor-chosen goal and establishments to formulate a Mental Health
Workplace Policy and Program, which has the
2. Nondirective - neither gives advice and guidance following components and implementation strategies:
but assists the other person in finding solutions to the
problem, counselor stresses means by which the ● Advocacy, Information, Education and
individual becomes more conscious of his own Training
attitude and feelings with a consequent increase in ● Promotion and enhancement of workers
insight and understanding. well-being to have a healthy and productive
lives
● Social Policy
 ● Treatment, Rehabilitation and Referral ● Provides workers with opportunities to
System correct their behavior before an accident
● Benefits and Compensation happens.
● Support Mechanism Program ● It is important that employees understand the
system and have a reference to turn to if they
Professionals Who Can Help have any questions.
● Medical Doctors (Psychiatrists, GP's) ● Most companies use the following actions in
● Guidance Counselors their disciplinary program:
● Psychologist
● Nurse 1. Reminder - employees concern is told of his
● Social Worker performance and reminded that unless he improves
● or any other appropriately trained and his work performance management might forced to
qualified person with specific skills relevant strict measures against him.
to the provision of mental health services and 2. Reprimand - should not be told in disrespectful
R.A. 11036 (Mental Health Act) language but in private way without hurting the
feelings of the erring employee to let him be aware of
Disciplinary Actions his mistakes to prevent repetition.
Through the years, there are employers who 3. Written Warning - let the erring employee be
developed physical, emotional and psychological ills. aware of his mistakes to prevent repetition in
Their previous good records endowed them with job document form and record is kept in 201 file.
security though they are becoming the lability of the
company. Therefore, discipline as a remedial measure Most companies use the following actions in their
becomes a necessity or else the organization is bound disciplinary program:
to fail. 4. Suspension - spend the eing employee for a certain
period of time to impress upon him the severity of his
The following are the concepts of discipline: mistake or its frequency
1. As training - effort of individual in training 6. Dismissal - when erring employee is capable of
himself at self-control for his development reform is necessary to terminate his services. The
2. As sine quo non to orderly behavior - discipline right to fire an employee and the circumstance in
as a condition toward proper behavior in an which it will be exercised is usually in the company
organization among his work group manual which is made to known to a new employee
3. As a judicial due process - involves when he is hired
restrains/punishment 6. Corrective Action- this is to cure a faull in an
attempt to change the attitude of an erting employee
Here are some reasons or situation for disciplinary
action:
Module 10: Occupational Health and Safety,
1. Punching time card for another
Working Conditions and Human Factors
2. Bringing liquor
3. Smoking in non-designated area Occupational Safety and Health (OSH) - is a
4. Habitual tardiness or absenteeism discipline with a broad scope involving three major
5. Refusal to obey reasonable orders by authority fields - Occupational Safety, Occupational Health and
6. Falsifying documents Industrial Hygiene.
7. Appropriating company property for personal use
8. Destruction of company or other employees ● Occupational safety - deals with understanding
property the causes of accidents at work and ways to
prevent unsafe act and unsafe conditions in any
Disciplinary Programs workplace. Safety at work discusses concepts on
● The disciplinary system does not exist good housekeeping, proper materials handling
primarily to punish employees and storage, machine safety, electrical safety, fi ?
● Its purpose should be to control the work prevention and control, safety inspection, and
environment so that workers are protected accident investigation.
and accidents are prevented. ● Occupational health - is a broad concept which
● A disciplinary system helps ensure workplace explains how the different hazards and risks at
safety and health by letting the company's work may cause an illness and emphasized that
employees know what is expected of them. health programs are essential in controlling
work-related and/or occupational diseases.
● Industrial hygiene Discusses the identification, Highlights of RA 11058
evaluation, and control of physical, chemical, ● Coverage. Are establishments, sites, projects,
biological and ergonomic hazards. even the PEZA (Philippine Economic Zone
Authority) establishments, where work is
OSH aims undertaken in all branches of economic activity.
● The promotion and maintenance of the highest Only the public sector is excepted.
degree of physical, mental and social well-being ● Role of Employers now are more specific and
of workers in all occupations; expanded. The employer must inform the
● The prevention of adverse health effects of the workers of the hazards associated with their
working conditions; work, the health risks to which they are exposed
● The placing and maintenance of workers in an to, preventive measure to minimize their risks,
occupational environment adapted to physical and steps to be taken on emergency cases.
and mental needs; ● Liability is spread out. Employers, project
● The adaptation of work to humans (and NOT owners. general contractor or sub contractor if
other way around). any, and any person who manages, control, or
supervise any work to be done are jointly and
Brief History of OSHC solidarity liable under this Act.
● Created by virtue of Executive Order No. 307, on ● The Safety Officer's role is more defined and
November 1987 by then President Corazon C. in some ways expanded. "SOs must responsible
Aquino. to records, documentation, inspection reports,
● The OSHC (Occupational Safety and Health equipment logs, training records of workers and
Center) is envisioned as the national authority for Risk Assessments."
research and training on matters pertaining to ● Role of workers have been expanded. To
safety and health at work. It provides the participate in OSH activities as well as they are
expertise and intervention mechanism to improve asked to make proper use of all safeguards and
workplace conditions in the Philippines. safety devices and observe instructions to prevent
imminent danger.
OSH Standards ● Two critical rights of the workers included.
● A set of mandatory rules on OSH which codifies "Right to know and Right to refuse unsafe work
all safety orders. in imminent danger cases". They must know the
● Patterned after the standards of other developed type of hazards they are to be exposed to: be
countries. given training and education on basic OSH
concerns like chemical, electrical, machine safety
1. General Provisions and ergonomics.
2. Administration and Enforcement ● Training hours. Safety officers have to undergo
3. Occupational Health Services the 40 hours training while workers have to
4. Medical and First Aid undergo 8 hours.
5. Sanitation and Lighting ● Fines and Penalties. Up to an amount of
6. Accommodation for Workers P100,000 will serve as an administrative penalty
7. Ventilation and Temperature for the erring employer for every day of
8. Occupational Noise Exposure non-correction of violation, counted from the date
9. lonizing Radiation the employer or contractor is notified of the
10. Non-ionizing Radiation violation or the date of the compliance order is
11. Hazardous Chemical Substances duly served on the employer.
12. Fire Safety
13. Emergency Preparedness and Response Updates:
14. Construction Safety ● New requirements for hazard communication and
15. Tools, Equipment, and Machinery labeling of chemicals, in compliance with the
16. Materials Handling and Storage United Nations Globally Harmonized System of
Classification and Labeling of Chemicals (GHS)
OSH Recently Updates Strengthened requirements for emergency
● RA 11058 also known as "An Act of preparedness and response, including the
Strengthening Compliance with Occupational development of emergency response plans and
Safety and Health Standards and Providing the provision of adequate training for workers
Penalties for Violations Thereof, Approved by ● New requirements for the management of
PRRD last August 17, 2018. occupational health and exposure monitoring
 programs, including medical surveillance and ● These are caused by improper posture or postural
recordkeeping stress.
● Updated standards for personal protective
equipment (PPE), including requirements for the
Methods in Controlling Hazards
selection, use, and maintenance of PPE
● Updated standards for electrical safety, including Methods in Controlling Hazards
requirements for the use of lockout/tagout ● Engineering
procedures and the maintenance of electrical ● Administrative
equipment ● PPE (Personal Protective Equipment)
● Engineering method is the application of
engineering technology to hazards.
What is Hazard?
● Ex. is a machine guarding which prevent anyone
● A source or situation with a potential to cause from coming in contact with moving parts of
harm in terms of injury, ill health, damage to machine during the operation.
property, damage to the environment or a ● Other examples are installation of safety devices,
combination of these. like emergency stop, limit, grab-wire and photo
● Ex. Slippery Floors, Chemical and Falling electrics switches. These prevents accidents in
Objects. case of improper work practices.
● Administrative method - this aims to minimize
Classification of Hazards
the exposure of humans to workplace hazards and
● Direct Hazards employs administrative approaches such as
● Physical Hazards rotation and shifting.
● Chemical Hazards ● PPE (Personal Protective Equipment) - These
● Biological Hazards are considered as the last line of defense. These
● Ergonomic Hazards devices provide limited protection to the ones
using them.
Direct Hazards
● These are very common in the companies that
Accident
utilize oil, water or any liquid in the production
process and in the construction industry where - is an occurrence or event;
there are a lot of falling debris, like small pieces ● Unexpected
of wood, nails, and hand tools. ● Unforeseen
● Ex. Unguarded moving parts of machines, ● Unplanned
Falling/Flying particles, Slippery Floors ● Unwanted

Physical Hazards - that

● Noise ● interrupts or disrupts the normal and orderly
● Extreme Temperatures (Heat and Cold) progress of any activity
● Radiation ● Physical harm
● Extreme Pressure ● Damage to property
● Vibration ● Delay in operation

Chemical Hazards Causes of the Accidents

● These are substances in solid, liquid or gaseous ● Unsafe/unhealthy conditions
forms know to cause poison, fire, explosion or ill ● Unsafe/unhealthy acts
effects to health.
● Ex. include gases, fumes, vapor, mist and dust. Unsafe/Unhealthy Conditions
(These are airborne particles or airborne toxic ● Inadequate guards or protection
elements that evaporate in the air and can cause ● Defective tools/equipment
irritation, discomfort and even death. ● Congestion
● Chemical routes of entry to the body are by ● Substandard housekeeping
inhalation, ingestion and skin absorption. ● Excessive noise
● Inadequate illumination or ventilation
Biological Hazards
● These are hazards caused by viruses, fungi and Unsafe/Unhealthy Acts
bacteria. ● Operating without authority or permit
● Failure to warn or secure
Ergonomic Hazards
● Operating at improper speed ● For 2013, laborers and unskilled workers had the
● Making safety devices inoperable largest share of occupational injuries with
● Using defective equipment workdays lost at 46.9% (9, 719 cases).
● Using equipment improperly ● The frequency rate of cases of occupational
● Failure to use personal protective equipment injuries with workdays lost in 2015 was posted at
● Improper loading or placement 1.94, lower by 0.09% point from 2.03 frequency
● Improper lifting rate in 2013.
● Taking improper position ● For both the 2015 and 2013 survey rounds,
● Servicing equipment in motion superficial injuries and open wounds were the
● Horseplay most common types of occupational injuries that
● Drinking or drugs resulted in workdays lost to workers employed in
various establishments nationwide.
Accidents Consequences
● Near Miss Occupational Diseases
● Property Damage ● Cases of occupational diseases in establishments
● First Aid reached 125,973 in 2015. This is comparatively
lower by 26.7% than the reported cases in 2013
(171,787).
● Although cases of back pains among workers in
establishments declined by 23.8% from 54, 244
in 2013 to 41, 335 in 2015, this disease still
remained to be the most common type of
occupational disease since 2011.

● Lost Time
● Fatality

Five (5) Best Practices to Prevent Workplace

Accidents
● Shortcuts & Shortcomings
● Safety in Transit
● Weather the Weather
● Make PPE a VIP
● Shipshape Safety

Facts and Figures on OSH in the Philippines

Source: PSA

Occupational Accidents, Injuries, and Illnesses

● The number of occupational accidents reached a
total of 44, 739 in 2015, a decline of 5.7% from
the 47,440 occupational accidents reported in
2013. Despite this reduction, the resulting
occupational injuries as aftermath of these
occupational accidents in 2015 grew by 3.8%
from 49, 118 in 2013 to 50,961.
● Almost all cases of occupational injuries with
workdays lost in 2013 and 2015 resulted to
temporary incapacity only.
● Among occupation groups, plant and machine
operators and assemblers accounted for the
highest share of occupational injuries with
workdays lost in 2015 at 28.3% (5, 052 cases out
of 17, 859).