Topic 8: Changes in Personnel Status competent than another worker

Promotion -refers to moving up to a with more years of service and gets

higher position that requires more effort, promoted. 3. Social factors/friendship
more responsibility, and a higher social
standing for a worker. 2. Current and Past Performance - Demotion - is a transfer to a lower-level
Performance in the past does not guarantee position than the individual previously
Approaches to Recruit Employees for performance in the future. Analysis of held. The position will often have fewer
Promotion: current performance is necessary for responsibilities or necessary competence
1. Closed Promotion System - only a optimal placement. Performance may be than the prior one, along with a lower pay
few members of the team are qualified for measured in terms of how involved an grade. It can take place as an outcome of
a promotion. It is based on the notion of employee was in the company's poor worker performance, the termination
elevating current employees from within development. And performance of a post, disciplinary proceedings, or
the company as opposed to taking into distinguishes between hard labor and the organizational reorganization. They can
consideration external potential candidates quantity of work assigned to an individual. also take place voluntarily or involuntarily.
for higher-level roles. As a result, if a person has an outstanding
performance in their work that has helped Reasons behind Demotion
2. Open Promotion System - it is the firm expand in the greatest way 1. A decrease in employment due to
possible, it might be an employee's hard reorganization, a merger of companies, or a
sometimes referred to as job posting. It is a
work that has helped them be paid for downturn in business forces some workers
situation in which every employee in a
performance in their line of work. to accept a demotion.
company is qualified for the job. It
promotes involvement and a goal of equal
Unofficial Promotion Criteria: 2. Employees' inability to fulfill their
opportunity.
1. Personal Characteristics duties in accordance with accepted
Criteria Used in Promoting Employees: standards.
1. Seniority - It is one of the most often 2. Nepotism - derived from the Italian
used ways for promoting employees. term for nephew, 'Nipote,' is when persons 3. Considered as a common kind of
Seniority is determined by the overall in positions of authority display favoritism punishment for misconduct, as a sort of
duration of service, which begins on the at work, mainly to family and friends. The disciplinary action, or as a means of
day of his appointment to the organization. unfair advantage takes the form of superior resolving disciplinary issues.
● Straight seniority - occurs when growth prospects, higher incentives,
preferential treatment for promotion, and 4. The method for warning an employee
an employee's length of service is
so on. In such instances, the that they are starting to become a "liability"
the primary factor in determining
decision-maker's relationship with the instead of an "asset" towards the company.
who receives a promotion.
employee is more important than their
competence and experience. Transfer - is the practice of moving
● Qualified seniority - occurs
when one individual is more individuals into roles where they are more
likely to be successful or to have greater season, company expansion, layoffs, or Governing Laws Regarding Separation
job satisfaction. No changes are made to improper placement. from the Service
the role, title, status, or pay 3 during 1. Art. 279 Security of Tenure - In
transfers. It is a process of adjusting to the 5. A remedial transfer is made in order to situations involving regular employment, it
task, time, and place for the employee. make the employee more suitable or fit to is imperative for employers to adhere to
Transfers can also be done as disciplinary the position. specific guidelines when considering
measures. terminating an employee's services. The
Employee separation - is the termination should only occur if there is a
Reasons for Transfer termination of a worker's working valid and justifiable reason, either due to a
1. As a result of work dissatisfaction. connection with a corporation. This can just cause or an authorized cause.
When an employee feels unsatisfied at occur when an employer and employee's Furthermore, it is crucial that the employer
work, transfers may be made at his or her employment contract or at-will agreement follows the appropriate legal procedures
request. By allowing the employee to expires. While an employer may choose to and ensures that due process is observed
benefit from job enrichment opportunities, end employment, an employee can submit throughout the entire termination process.
management is provided with a more a voluntary employment separation once
capable and experienced candidate for a they choose to retire or resign. 2. Art. 282. Termination by employer
higher position. (Dismissal) -In accordance with the
Termination of Employee in the provisions outlined in Article 282 of the
2. Employees may request a move because Philippines Labour Code, it is stated that an employer
of personal issues such as lack of In contrast to the United States of America, possesses the authority to terminate an
cooperation or having a conflict with their which has an "at-will employment" theory, employee's employment contract based on
supervisor or coworkers. employers in the Philippines can only end valid and justifiable reasons. These reasons
their connection with an employee may include, but are not limited to, the
3. Employees may request transfers to help provided a "just" or "authorized" cause, as following:
them work during the hours that are most defined by the law, has been established
convenient for them, for example, a and due process has been followed. Thus, A. In cases where an employee engages in
transfer from the night shift to the dismissing an employee in the country is serious misconduct or willfully disobeys
early-morning shift or even from the first considered very seriously and can be a lawful orders from their employer or
through the second shift (such as in the complicated process, especially since the representative in relation to their work,
case of female employees who may prefer Labor Code of the Philippines is construed appropriate action will be taken.
to care for their children and complete the to be in favor of employees when in
necessary household tasks in the morning). question. B. If an employee consistently and
significantly neglects their duties, it will be
4. Depending on the needs of the considered a serious matter that requires
organization, a transfer may be necessary attention.
due to departmental demands during peak
C. Instances where an employee commits the affected employee will be eligible for a layoffs. This strategic decision has been
fraud or willfully breaches the trust placed separation package equal to a minimum of influenced by three key factors:
in them by their employer or duly one month's salary or one month's salary
authorized representatives will be dealt for each year of service, whichever amount a. The firm is currently experiencing a
with accordingly. is greater. In the event of retrenchment, decline or crisis situation, characterized by
which is implemented to mitigate losses, or a decrease in demand for our products or
D. If an employee commits a crime or in situations where an establishment or services. This decline can be attributed to
offense against their employer, any undertaking ceases operations or closes various factors, including a challenging
immediate member of their family, or duly down for reasons other than significant business climate marked by a recession and
authorized representatives, it will be business losses or financial setbacks, the intensified competition on the international
treated as a grave issue that necessitates separation pay provided to affected stage.
appropriate measures. These are just a few employees shall be calculated as follows: it
examples of the types of situations that shall be equal to one (1) month's pay or at b. Technological advances -
may warrant intervention in accordance least one-half (1/2) month's pay for every revolutionized the way companies operate,
with human resources management year of service, whichever amount is allowing them to enhance productivity
practices. higher. In accordance with our human while minimizing the need for a large
resources management policy, it is stated workforce.
3. Art. 283. Closure of Establishment that a duration of six (6) months or more
and Reduction of Personnel/Layoffs - will be deemed equivalent to one (1) full c. Organizational restructuring -
employers have the authority to end an year. refers to the strategic modification of a
employee's employment for various company's structure in order to transition
reasons, such as the implementation of towards a less hierarchical framework.
labor-saving devices, redundancy, Factors Behind Downsizing Leading to This involves the elimination of the layer
retrenchment to prevent losses, or the Layoff of middle management within the firm. In
closure of the establishment or In times of business recession, industrial order to support employees who have
undertaking. However, it is important to depression, or seasonal fluctuation, experienced job loss, employers have the
note that the closure should not be done management may opt for temporary opportunity to offer various services aimed
with the intention of evading the measures such as layoff or downsizing. at facilitating their transition. These
regulations stated in this Title. In such These actions are taken to address the services may include outplacement
cases, the employer must provide written challenges posed by these economic assistance, which involves aiding
notice to both the workers and the Ministry conditions and ensure the overall stability employees in their search for new
of Labour and Employment at least one (1) and sustainability of the organization. In employment opportunities. Additionally,
month prior to the intended date of recent times, there has been a noticeable employers can provide relocation
termination. In the event of termination shift towards downsizing within assistance to help employees navigate the
resulting from the implementation of organizations, resulting in significant process of moving to a new location for
labor-saving technologies or redundancy, work. Furthermore, employers can offer
family counseling services to support categories: business closure, as stated in equivalent to at least one (1) month's salary
employees and their loved ones during this Article 283 of the Labour Code, or a or one-half (1/2) month's salary for every
challenging period. In the realm of human disease contracted by the employee that year of service, depending on which
resources management, there exist several may pose a risk to their own health and the amount is greater. This financial assistance
viable alternatives to the unfortunate health of their colleagues, as outlined in aims to alleviate the financial burden that
practice of employee layoffs. These Article 284 of the Labour Code. The may arise due to medical expenses and loss
alternatives are designed to mitigate the amount allocated to the employee is of income. We understand the importance
negative impact on both the affected contingent upon the particular authorized of supporting our employees during
individuals and the overall organizational cause for their termination, which difficult times, and this policy reflects our
structure. By exploring these alternatives, encompasses a range of possibilities commitment to their well-being. Our
organizations can strive to maintain a including: human resources team is available to
harmonious and productive work provide further guidance and assistance to
environment. a. In the event of the implementation of employees who may require this benefit.
labor-saving devices or redundancy,
a. Implement a temporary hiring freeze to employees will be entitled to receive a 4. Art. 284. Disease as ground for
effectively manage the workforce and align severance package. The severance package termination - In accordance with Article
it with the current business needs. will be calculated based on the higher of 284 of the Labour Code, employers have
either one month's pay or one month for the authority to terminate an employee's
b. Enforce restrictions on overtime every year of service. employment if they are diagnosed with a
c. Provide opportunities for retraining or disease that is prohibited by law or poses a
redeployment b. In the event of retrenchment, closure, or risk to their own health and the health of
d. Implement job sharing arrangements. cessation of business, employees will be their colleagues. This provision allows for
e. Utilize the option of taking unpaid entitled to receive a severance package. the necessary measures to be taken in order
vacations. The amount will be calculated based on the to maintain a safe and healthy working
f. Implementing a shorter workweek higher of either one (1) month pay or environment for all employees. The
g. Utilize the implementation of pay one-half (1/2) month pay for every year of employer is required to acquire a
reductions service. certification from a qualified public health
h. Utilize sabbaticals c. In the unfortunate event of an employee authority confirming that the employee's
i. implementation of early retirement being diagnosed with an incurable disease, illness has reached a stage where it cannot
program the company recognises the need for be cured within a six-month period, even
financial support during this challenging with medical treatment.
Separation pay -refers to the time. As per our human resources
compensation provided to an employee management policy, we provide a 5. Art 285. Termination by employee
who has been legally terminated from their compassionate benefit package to assist (Resignation) - Voluntary Resignation is a
employment due to authorized reasons. employees in such circumstances. The form of termination that is supported by
These authorized causes can fall into two benefit package includes a payout the regulations outlined in Article 285 of
the Labour Code. This article honour and personal dignity. ● Any employee may leave the
acknowledges that employees have the Additionally, if the employer or workforce after they reach the
ability to initiate two types of termination - their representative treats the retirement age specified in their
one without just cause and the other with employee in an inhuman and employment contract or collective
just cause. unbearable manner, it can also be bargaining agreement
considered a just cause for
● In the event that an employee resignation. Furthermore, if a ● If there is no employee agreement
decides to resign without just crime has been committed against about the retirement age yet, it is
cause, it is expected that they the employee or any immediate assumed that when an employee
provide a written notice of members of their family, it can be becomes 60, their retirement will
resignation, commonly known as a grounds for resignation. Lastly, be considered as optional, but
"resignation letter," to their there may be other similar causes when they turn 65, their retirement
employer. This notice should be that can be deemed as justifiable will be compulsory. Employees
given at least one (1) month in reasons for an employee to resign. must have at least five years in the
advance. This time frame allows company in order to be
the employer to initiate the process Article 280. SECTION 9. compensated at the rate of one
of finding a suitable replacement Termination Pay -In the event of half-month’s salary for every year
and ensures a smooth transition to termination resulting from the of labor, even if they have only
prevent any disruptions in the implementation of labor-saving worked for six months.
workflow. In the event that an technologies or redundancy, the impacted
employee neglects to submit a employee will be eligible for a separation Article 280 Section 14
formal resignation letter, there is a package. This package will be equal to Retirement benefits. (a) An employee who
potential for them to be held their one-month salary or one month's retires in accordance with a bona fide
accountable for any resulting salary for each year of service, whichever retirement plan, there is a collective
damages. amount is greater. agreement concerning the corporate policy
● In the event that an employee SECTION 10. Basis of Termination stipulates that the termination
resigns with just cause, it is not Pay - The computation of an employee's compensation shall be equivalent to at least
necessary for them to provide a termination pay will be determined using one and a half months’ worth of wages for
formal resignation notice. their most recent salary rate, unless the every year spent working in the industry.
According to Article 285, there are employer intentionally reduced the rate to Six months are still counted as one year.
specific circumstances that can be undermine the provisions of the Code. In
considered as just causes for an such cases, the amount determined will be Following are the processes for
employee's resignation. These based on the rate before the deduction was calculating retirement pay:
include instances where the made. a. Based on the most recent wage rate,
employee has been subjected to fifteen (15) days’ salary;
serious insults that affect their 6. Art 287. Retirement -
b. Five (5) days of service incentive time subcontractor finds the employees who 2. Probationary Employment -a
off in cash and one-twelfth (1/12) of the will do a certain assignment. The security worker has been employed on a
thirteenth-month salary. agency serves as one illustration of this. probationary basis. If the person does not
c. The calculation should look like this: meet the reasonable requirements set by
(1/12 x 365/12)=0.083 x 30.41= 2.52 As a Labor contracting -refers to a situation the employer to qualify as a regular
result, “one-half month salary” is in which the primary employer join in a employee, they will be terminated. The
corresponds to 22.5 days. If we express contract with a staffing firm for the supply employee’s probationary term cannot go
minimum retirement it should be rate of personnel. A legitimate labor contract more than six months from the day they
multiplied by 22.5 days and years of must meet two requirements in order to be began working.
service valid: The contractor must (a) engage in
the labor-providing business, and (b) 3. Part time Employment -are the
Republic Act 7641 and Republic Act possess a substantial sum of money. workers who are hired to perform work for
8558 -are the two separate statutes that a duration shorter than the common
regulate retirement benefits. The thirteenth Types of Employment working hours which is eight or those
paycheck and the monetary equivalent of people who work fewer than the normal six
the perquisite for work leave are legal 1. Regular employment -is when a days of work weekly.
entitlements for both elective and required worker is hired to carry out tasks that are
retirees. typically required or desired in the Examples: freelance, teacher’s assistant,
employer’s regular business or trade. Even food service jobs
Contractual employees -A signed when the person is doing a “necessary or
contract has a certain length of time and desirable” task, it does not automatically 4. Commission paid employment -are
expires by its own terms at the end of that make them a regular employee. There are compensated according to the revenue they
time, therefore employees engaged on a certain exceptions, such as when the generate for the company. They receive a
“fixed period” are not subject to an individual and the employer have cut of the money they made for their
unlawful dismissal if the contract has previously agreed upon the length of their employer.
terminated owing to its expiration. employment.
Examples: Salespeople, recruiters,
The law provides three rules on how to be stockbrokers
a regular employee:
Job Service/Labor Contracting (1) It depends on the nature of work 5. Casual employment -occurs when
Job or service contract -is a written personnel are recruited for a specific
agreement that enables the principal to (2) It depends upon the years of service to timeframe or period. They could be
provide the assembler—the person who the employer. employed to temporarily fill in for regular
supplies the components to complete the employees who are out on leave or during
project—a task, work, or labor (3) Through probationary employment. times of high demand when extra
commitment. The contractor or personnel are required.
6. Contractual Employment -these are (4)Switch career if the need arises
the workers who are engaged may do so at Topic 9: Career management and (5)planning
any time but must commit to a tenure of no Development
more than six (6) months. Find a suitable field:
Career Development - prepares a Includes the identification of interest which
person for progression along a designated would also bring forth material rewards
career path. This is a formal approach to 1. Influence of parent, relative, or friend
ensure that people with the proper 2. Read colleges' course catalog
qualifications and experiences are available 3. Counseling or testing
when needed. It also enriches and develops 4. Academic advisers, professors
an organization's HR for both employee 5. Natural and forced opportunity
and organization needs. 6. Reference books about career
information
Objectives of Career Development: 7. Computer-assisted career guidance
1. Timely response to immediate and future 8. Newspapers and magazines
human resource needs 9. Speaking to people

2. Inform organizations and individuals Self-assessment -use of information by

about potential career paths within the employees to determine their career
organization interests, values, aptitudes, and behavioral
tendencies
3. Utilize existing HR programs by
integrating individual career selection, • Strong-Campbell Interest Inventory
development and management activities • Self-Directed Research
with organizational plans • Self-Assessment Exercise

Career and the Individual: Undergraduates studies completer:

Logical Flow of Events in Developing a 1. Where am I? (Examine Current Position
Career Finding a suitable field of Life and Career)
(1) Finding a job 2. Who am I? (Examine different roles)
3. Where would I like to be and what
(2) Establish career goals and path would I like to happen (future goal setting)
4. An ideal year in the future (Identify
(3)Select relevant career advancement resources needed)
strategies 5. An ideal job (create current goal)
6. Career by objective inventory ➔ Not taking initiative to generate 3. Identify growth fields and growth
(summarize current situation) leads companies
➔ Having a poor resume 4. Find the right organization for you
Choosing a college major and charting 5. Display good job performance
ideal path: Establishing career goals: 6. Obtain broad experience
1. Examination on interest Career Planning -process whereby an 7. Find a sponsor and a mentor
2. Examination on abilities individual sets career goals and identities 8. Document your accomplishment
3. Examine what you value in work that means to achieve them. This refers to 9. Rely on networking
4. Career exploration efforts by individuals in becoming aware 10. Make the necessary career transitions
5. Reality Check of their own skills, values, interests, and 11. Cope with career plateau
6. Narrowing choices and focusing on opportunities. It precedes finding a job.
choosing a major Career Switching:
Goals: -This is the shift from one career to
Conducting job campaigns • Relate to desired positions another.
Three major aspects of the job campaign: • Level of skill application
1. Job hunting tactics • Work setting Making Career Changes :
2. Preparing a resume • Skill acquisition 1. Assessment of likes and dislikes
3. Performing well in an interview 2. Researching new careers
Establishing career path: 3. Transferable skills
• Identify objectives Career path -flexible line of progression 4. Training and education
• Identify potential distribution through which an employee typically 5. Changing in or out
• Use multiple approaches and tactics moves during employment with a 6. Job hunting basics
•Use networking company. 7. Be flexible
➔ friends
➔ parents and other family members • Analyzing work and information flows Retirement Planning:
➔ faculty and stuff • Type of tasks performed across jobs -This completes the career cycle. It
➔ former or present employer • Similarities and differences in working includes planning what to do after
➔ community groups environment retirement.
➔ trade and professional education • Historical movement patterns of
➔ career fairs employees into and out of the jobs Career Stages:
• Persist -There are different career stages and the
• Take rejection in stride Career Advancement Strategies and stage you are in would influence your
• Avoid common mistakes Tactics: preference for various occupations. The
➔ Not knowing what type of work 1. Make an accurate self-appraisal main stages of the career cycle are given as
one wants to do 2. Stick with what you do best follows:
1. Growth stage - the period from birth to employee who helps develop a less which the person finds alternative uses for
age 14 when a person develops a experienced employee. Many organizations the time and effort formerly spent on
self-concept by identifying and interacting today actively promote mentor his/her occupation.
with other people such as family, friends, relationships
and teachers. Toward the end of this stage,
the adolescent (who by time has developed 3. Establishment stages the period roughly Career Planning
preliminary ideas about what his or her from ages 26 to 44 that is the heart of most -Career planning is important to both
interests and abilities are) begins to think people's working lives. During this period, organizations and individuals. It requires
realistically about alternative occupations. it is hoped a suitable occupation is found careful coordination between the two. The
and the person engages in those activities HR managers usually represent the
2. Exploration stage- the period (roughly that help him/her earn a permanent place in organization in the career planning process.
from 15 to 25) during which a person it. This also involves creating a meaningful
seriously explores various occupational and relevant role in the organization. (a.) Career management for new
alternatives, attempting to match these employees -New employees usually
alternatives with his/her interests and 4. Maintenance stage - between the ages 45 encounter a number of potential problems
abilities. Tentative broad occupational to 60 during which the person receives including their initial job and its
choices are usually made during the his/her place in the world of work and most accompanying challenges.
beginning of this period. Then, toward the efforts are now directed at maintaining that Disappointments with initial job
end of this period, a seemingly appropriate place. If the employee has been in the same assignments frequently spill over into their
choice is made and the person tries out for position for several years, then one must attitudes and job satisfaction. Possible
a beginning job. Each stage presents recognize the possibility of changing job solutions to this concern are realistic job
distinct developmental challenges for the requirements, lateral job movement, preview, a challenging first job assignment,
individual. In addition to these typical lessening of promotional opportunities, and or by means of assigning new employees
career stages, there are also circumstances even possible, job loss or layoff. At this to managers who have demonstrated an
which interrupt or postpone the career stage, the individual should already prepare ability to mentor.
cycle. For example, many women interrupt for the next stage while preparing to cope
their careers in order to raise families and with becoming plateaued. (b.) Career management for
then when their children are already old mid-career employees -Some
enough, they resume their career pursuits 5. Decline or disengagement stage (60 and mid-career problems include mid-career
later in life. In addition, many individuals above) the period during which many plateau and job loss. Most employees after
change careers in midlife. people are faced with the prospect of progressing through two or three levels in
having to accept reduced levels of power the organization and receiving
Two factors in this page appears to be: and responsibility and learn to accept and commensurate promotions are likely to
a. Initial job assignments develop new roles as mentor and confidant encounter a plateau when further
b. Characteristics of the first supervisor or for those who are younger. There is then advancement is less. In extreme cases, they
mentor. A mentor is an experienced senior the more or less inevitable retirement, after are often the first to go in an organization
undergoing downsizing. One way to help Organizational Actions during Late important role in helping employees make
these employees is by providing specially Career a smoother transition from work to
designed career counseling services or by retirement. Such support is of great value
incorporating special career path options. 1. Understanding older employees - in maintaining loyalty and motivation of
managing older employees requires the longer-serving members of the
sensitivity to late career issues on the part workforce. This will enhance
Late career stage of the top management and supervisory employee-employer relationship.
This is the final stage in an employee's staff. 6. Early retirement - this is the flip side
career where he/she has already reached an of the retirement issue which encourages
age of adulthood and should eventually 2. Performance standards and less talented or adaptable employees to
prepare himself/herself, either for a bigger feedback - once confronted with low retire early. Suggested programs include
responsibility or for retirement. This productivity among senior employees, supplementing the reduced Social Security
involves leaving a job and work role and performance problems should be stated in System benefits for the employees who
making a transition into life without work. clear behavioral terms, and consequences retire before full benefits are given, cash
For some employees, retirement involves should be stated and identified to avoid bonuses, maintenance of benefits until age
making a transition out of their current job continuous ineffectiveness. 65, cost of living adjustments to pension
and company and seeking a full or benefits, and full pension benefits for early
part-time employment elsewhere. 3. Education and job restructuring ongoing retirement.
learning opportunities through the
The aging workforce and the use of early integration of stimulating, responsible job Career Plateau -u is the point in
retirement programs to shrink companies' assignments, and continuing education can someone's professional career where
workforces have three implications: play a major role in the revitalization of the promotion is not likely to happen due to
1. Companies must meet the needs of older late career workforce. the lack of ability, company's restructuring
employees. and other factors. Plateauing is not
2. Companies must have taken steps to 4. Establishment of flexible work necessarily bad for the company or the
prepare employees for retirement. employee. A plateaued employee may
Patterns -most retirees feel that they
3. Companies must be careful that early maintain the minimum standard in his/her
should be able to reduce their working
retirement programs do not discriminate job performance and may not assume any
week to get ready for retirement. These
against older employees. more responsibility. When the job doesn't
options include part-time or seasonal
employment, special consulting have any personal growth to offer to the
Developmental needs during Late career employee then plateauing becomes
assignments, job sharing or job rotation,
1. Senior leadership roles dysfunctional.
flexible or compressed working hours, and
2. Productivity
job restructuring.
3. Effective retirement REASONS FOR PLATEAUING
5. Development of retirement •Lack of ability
•Lack of training
planning programs - this plays an
•Low need for achievement 4. Deadwood - individuals whose work is •Social
•Confusion about job responsibilities marginal or inadequate and considered to •Interaction with others to train, educate
•Slow company growth have little to no potential for advancement •Friendly, outgoing, tactful
•Teacher, social workers
•Enterprising
CAUSES OF PLATEAUS Rehabilitating ineffective plateaued •Interaction with others to attain
•Changing skill requirements employee organizational goal, Leadership
•Flattening organization •Alternative means of recognition •Aggressive, ambitious, persuasive
•Boomer bulge •Make their new job satisfying •Sales administration, Business oriented
•Increased automation •Effect revitalization through reassignment •Conventional
•Rise of contingent workers •Utilize reality based self-development •Use of data, clerical, organizing and
•Popularity of business outsourcing programs computational act
•Shifting career expectation •Change managerial attitude towards •Practical, efficient, orderly
plateaued employee •Accounting, secretaries, bankers,
Possible Remedies for Plateaued housekeepers.
Employee: Identifying occupational orientation
1. Must understand the reason for •Personality Groups Identifying career anchor -a self
plateauing. •Sample Interest concept based on different motives and
2. Be encourage to participate in •Sample personal traits abilities. Career anchors are the traits and
development activities. •Sample occupation abilities you hold most dear and won't
3. Be encourage to seek career counseling. •Realistic compromise on at work. Your professional
•Precise use of objects, mechanical, identity is built on them, and they direct
MANAGERIAL CAREER STATE animal, manual your career choices.
1. Learners as latecomers - individuals •Practical, shy, conforming, thing oriented
who have the potential for improving but •Engineer, tech, skilled trades, military Five career anchors:
not yet performing at the present. •Investigative 1. Managerial Competence
•Exploration and exam of physical, 2. Technical/Functional Competence
2. Stars - individuals who performed high biological and cultural things 3. Security
quality work and considered to have high •Rational, introverted, analytical, 4. Creativity
advancement potential intellectual 5. Autonomy and Independence
•Scientific, analytic occupation
3. Solid Citizen - individuals who are •Artistic Career management responsibilities of
doing good or outstanding work. Effective •Use of various materials to create art the manager, the HR management, the
plateauees forms: music, language and drama company, and the employee:
•Creative, expressing, nonconforming 1. Avoid reality shock
PRO, musician, artist, etc 2. Provide initially challenging task
3. Be demanding 2.Information on career and job 6. Improved organizational
4. Provide job rotation and job pathing opportunities competitiveness
periodically 3. Career planning workbooks 7. Improved customer satisfaction and
5. Provide opportunities for mentoring 4. Career counseling loyalty
5. Career paths 8. Enhanced recruitment
Manager’s role in career development Employee’s role -include taking 9. Improved cost effectiveness of HR
roles responsibilities: initiative to ask feedback regarding their decisions
•Coach performance, identify their stage of career (C.) Perceived benefit as far as the
•Probe problems, listen, clarify concerns, development and development needs, gain employees concerned:
define concerns exposure to every learning opportunity, and 1. Improved skills, attitude and knowledge
•Appraiser interact with employees from inside and 2. Enhanced morals and job satisfaction
•Give feedback, clarify company standards, outside the company. 3. Improved opportunities for development
clarify job responsibility, clarify company 4. Greater sense of company direction
needs Benefits of career development system: 5. Increased awareness of how to manage
•Advisor (A.) Career development practices careers realistically
•Generate options, assist in goal setting, 1. Development programs 6. Great sense of personal responsibility
provide recommendations 2. Job information system for their own career development.
•Referral agent 3. Individual counseling or career
•Link to career management resources, discussion
follow up on career management plan 4. Employee self assessment tools
5. Career paths or career ladder
Human resource Manager’s role 6. Career planning workshop
-ranges from providing information and 7. Succession planning
advice in regards to training and 8. Career Resource Center
development opportunities to providing 9. Pre Retirement workshop
specialized tests to appraise an employee. 10. Outplacement
Also HR managers were also tasked to (B). Perceived benefit as far as the
help employees prepare for job searches company's concerned:
and offer counseling related problems. 1. Better alignment of employee
competencies with business goals
Company’s role -responsible for 2. Better communication within the
providing resources for the employees to organization as a whole
be able to succeed in career planning. This 3. More motivated workforce
include the following: 4. Improved retention and reduced turnover
of key personnel
1. Career workshop 5. Enhanced productivity and profitability
 also be applied in cases of misconduct that Labor standards -refers to the minimum
adversely affect the organization's terms and condition of employment to
efficiency. Conduct-related problems which employment employees are legally
usually arise when employees fail to entitled and which employers must comply
adhere to both written and unwritten Labor relations - refers to the
Topic 10: Employee Relations and workplace rules, such as punctuality, interactions between employer and
Employee Discipline obedience to orders, safeguarding company employees or their representatives and the
property, and generally supporting and not mechanism by which standards and other
I. The importance of Labor Relations hindering the organization's efficiency. terms and conditions of employment are
Book V of the Labor Code of the Employees may also face performance negotiated, adjusted and enforced
Philippines -is a crucial part of the labor issues stemming from a lack of knowledge,
legislation that addresses labor relations skill, or ability (KSA) required to perform Terms:
and the role of labor unions or their job duties effectively. Commission -Refers to the National
organizations. It outlines the rights, Labor Relations Commission or its
responsibilities, and processes governing Disciplinary action -is the appropriate divisions.
labor relations in the Philippines. approach to address misconduct directly
related to an employee's job performance. Bureau -Denotes the Bureau of Labor
Employee relations -is often seen as a The overarching goal of disciplinary action Relations and/or Labor Relations Divisions
strategy aimed at avoiding unions. Its is to rectify problems and assist employees in regional offices.
primary objective is to foster a work in achieving success in their work. This
environment where all employees can aspect of Human Resource Management Board -Represent the National
excel and contribute creatively to the pertains to significant actions taken to Conciliation and Mediation Board.
organization. Employee relations activities enforce organizational standards.
have a direct impact on efficiency, as they Council - Stands for the Tripartite
involve addressing potential causes of It's essential to understand that the purpose
Voluntary Arbitration Advisory Council.
performance issues and providing of discipline is to correct misconduct and
assistance to resolve them. modify unacceptable behavior, rather than
simply punishing the employee. When
Employer -Includes individuals acting in
the employer's interest, excluding labor
implementing discipline, it should follow a
Employee's attitude toward work -is organization representatives.
progressive approach, commencing with
a crucial factor influencing productivity
the minimum intervention required to
and performance. Discipline is often Employee -Encompasses all individuals
correct the offense. Additionally, penalties
misunderstood as mere punishment, but it employed by an employer, including those
should be reasonably consistent with those
should not be equated with punishment. affected by labor disputes or unfair labor
applied to other employees for similar
Instead, discipline refers to actions taken practices without other employment.
offenses.
by an employer when an employee violates
company policies or rules. Discipline can
Labor organization -Any union or Rank and file employees -All Certainly, supervisors can take actions that
association of employees involved in non-managerial and non-supervisory proactively deter employee misconduct
collective bargaining or dealing with employees from happening altogether. Managers have
employment terms. the potential to avert the need for
Voluntary Arbitrator -A Voluntary disciplinary measures by acknowledging
Legitimate labor organization -A Arbitrator can be any person accredited by the intrinsic value and respect of each
labor organization duly registered with the the National Conciliation and Mediation employee while conveying their belief that
Department of Labor and Employment. Board (NCMB) or someone designated in a all employees aspire to and have the
Collective Bargaining Agreement (CBA) capability to achieve their utmost potential.
Company union -A labor organization by the parties to resolve disputes. They can Here are some examples of how
aided by acts defined as unfair labor also be chosen through a mutually supervisors can potentially prevent
practices. agreed-upon selection process in the CBA employee issues:
or authorized by the Secretary of Labor and
Bargaining representative -A Employment to act as a Voluntary •Leading through personal behavior,
legitimate labor organization, whether or Arbitrator upon the written request and upholding strong professional and ethical
not employed by the employer. agreement of the parties. values.

Strike -A strike refers to a temporary •Creating a top-notch workplace fostering

Unfair labor practice -Refers to acts
work stoppage initiated by employees as a innovation and heightened efficiency.
expressly defined as such by the Labor
Code. collective response to an industrial or labor
dispute. •Setting and sharing explicit office
operation expectations.
Labor dispute -Covers controversies on
employment terms or representation in Lockout -Lockout is the temporary
refusal of an employer to provide work to • Defining performance criteria that are
negotiations, regardless of
employees as a response to an industrial or clear, achievable, and measurable, and
employer-employee relations.
labor dispute. conveying them effectively to staff
Managerial employee -Has authority to •Regularly assessing performance and
formulate and execute management Internal Union Dispute -This term
offering frequent input.
policies and make key HR decisions. encompasses all disputes or grievances
arising from violations of a union's
•Ensuring employees take responsibility
Supervisory employees -Recommends constitution and bylaws, including
for outcomes and acknowledging and
managerial actions that require disagreements over the rights and
rewarding exceptional performance.
independent judgment but are not clerical. conditions of union membership as defined
in the Labor Code.
•Offering chances for individual
advancement, including formal and
II. Prevention of Employee Misconduct
hands-on training, mentoring, and counseling services to assist employees in d. Negligence in the use of property
providing employee role models. dealing with personal challenges.
3. Orderliness/Good Conduct -A high
III. Categories of difficult/problem Substance Abuse -Alcoholism and drug quality of productivity, reputation, or
employees2 abuse are serious issues that can lead to image cannot be preserved by any business
Ineffective Employee Performance absenteeism, accidents, and reduced without order and discipline. If the workers
-When employees underperform, it could productivity. These problems are now commit any of the following breaches,
be due to skill deficiencies, job-related recognized as treatable diseases that orderliness and discipline cannot be
factors, or motivational issues. These require intervention and treatment, rather maintained:
causes should be carefully evaluated and than hoping they resolve on their own.
addressed. a. Fighting/quarreling
IV. Discipline or Infraction case b. Violation of rules
Rule Violators -Companies have rules, Personnel discipline rules and regulations c. Discourtesy/disrespect
some general and others specific, which may include the following offenses d. Intoxication while at work
employees must follow. Violations can involving the following subjects: e. Possession of drugs/narcotics/alcoholic
range from minor infractions to more drinks
serious offenses like possession of 1. Against Person -The phrase "crimes f. Illegal strike
weapons or substance abuse. Employers against the person" refers to a wide range g. Strike violations/sabotage
can enforce rules as long as they comply of criminal acts, most of which entail h. Failure to cooperate in investigations
with the law. causing bodily injury, posing a danger of i. Hygiene
doing so, or acting against the will of the j. Safety
Illegal or Dishonest Acts -Any form of victim k. Union activity
illegal or dishonest behavior, such as theft 1. Moonlighting
or embezzlement, poses a significant a. Physical injury m. Deportment
problem for organizations. Typically, b. Assault n. Financial interest
employees engaging in such acts are c. Homicide o. Unauthorized outside work
terminated unless there is insufficient d. Murder p. Personal affairs
evidence for prosecution. q. Disorderliness, horseplay
2. Against Property Crime -against r. Use of foul language
Personal Problems -Employees are property refers to an act that takes an
expected to manage personal issues owner's property against their choice and 4. Attendance and Punctuality -An
without affecting their work performance. destroys it or takes it away from them. important duty of employees at work is to
Major life events like marriage, divorce, or be present on time and regularly.
family problems may temporarily impact a. Misuse of property Employees are expected to be at work on
job performance. Some organizations offer b. Damage to property time, as scheduled, and ready to go to
c.Theft and robbery work.
 c. Inefficiency 1. Discuss any misconduct or performance
a. Timekeeping violations d. Malingering problems directly with the employee. Give
b. Absenteeism e. Carelessness the employee an opportunity to provide an
c. Tardiness f. Poor quality explanation, and carefully listen to and
d. Undertime consider what the employee has to say.
e. AWOL (absent without leave) 8. Honesty/Integrity -Integrity involves
honesty and moral and ethical principles.
5. Morality -The set of principles that Being honest and having integrity will help 2. Clearly explain expectations to the
allow people to live peacefully in you in building a better relationship with employee and review any rules,
communities is referred to as morality. It is your coworkers. It is very important that regulations, or policies in the area where
what society considers to be "right" and you follow ethical standards and moral the employee is exhibiting problems.
"acceptable." values in your workplace. People with Provide the employee an opportunity to ask
integrity are considered trustworthy. any questions and offer assistance in
a. Immorality However, the lack of integrity leads to complying with your expectations.
b. Sexual harassment distrust and below are some of the
violations that employees have done in a 3. If applicable, develop a plan with the
6. Conflict of Interest -If a circumstance workplace. employee directed at helping to improve
that benefits an employee also has an misconduct. If possible, set time limits for
impact on your organization, there is a a. Falsity/falsification improvement and be very clear about the
conflict of interest at work. The code of b. Fraud consequences.
conduct for your business also obligates c. Dishonesty
employees to act in the best interests of d. Breach of trust 4. Give the employee periodic and specific
their employer rather than for their own e. Unfaithfulness feedback. Be firm and clear about what
benefit f. Loss of confidence improvement you expect to occur. Tell the
g. Usurious transaction employee you may have to take further
7. Nonperformance -Unsatisfactory h. Disclosure of information steps if behavior does not improve.
workplace behavior, include being i. Disloyalty
disruptive or acting negatively toward j. Nonpayment of debt 5. If misconduct continues, the supervisor
coworkers, noncompliance with workplace may choose to orally admonish the
policies, rules, or procedures, and V. Addressing employee conduct employee, providing a strong message that
unsatisfactory work performance, which is problems further incidents of similar misconduct
defined as failing to perform job may lead to a more formal action. If after
obligations to the needed standard. There are various actions a supervisor can all informal attempts have failed and the
take to help an employee who is displaying misconduct continues, the supervisor,
a. Insubordination conduct issues to improve. following consultation with HR, may
b. Negligence of duty decide to formally discipline the employee.
 This is an approach in which a solved rather than on who is to blame and
VI. Approaches to Discipline sequence of penalties is administered, each why. This is also an action that follows the
The violation of company rules can be one slightly more severe than the previous infraction and to encourage employees to
handled in many different ways: one. The goal is to build a discipline comply with the existing rules and
program that progresses from less severe to regulations and is oftentimes accompanied
A. Hot Stove Rule by Douglas McGregor more severe in terms of punishment. It is by a disciplinary action such as warnings
This approach to discipline is discussed in important in any disciplinary system to and suspensions.
terms of what happens when a person formally record what the policy is, and The objectives of disciplinary
touches a hot stove. when and what action was taken. This is action are positive in nature and include the
the policy applied by most employers that following: reforming the offender,
The consequences are: entails stronger penalties for repeated deterring others from committing the same
1. A warning system - a good manager offenses. Its purpose is to instill in the infractions, and maintaining the smooth
has, before behavior has occurred, employee an opportunity for self. flow of effective group standards with the
communicated what the consequences are disciplinary correction in order to avoid primary goal of improving the future of the
for the undesirable behavior. further infractions (see topic on process). employee instead of punishing him/her for
Progressive discipline must his/her past.
2. An immediate burn - if discipline is include due process to satisfy that
required, it must occur immediately after employee rights were not violated. It D. Negative Approach
the undesirable act is observed. The person defines the conditions for responsible use This approach emphasizes the
must see the connection between the act of discipline. This means that procedures punitive effects of undesirable behavior.
and the discipline. were taken to ensure the employee was The purpose is to punish employees for
treated justly and fairly to deter outbreaks mistakes and it is usually severe to remind
3. Consistency - there are no favorites; from the labor sector, especially unions. others of the consequences of wrongdoing.
hot stoves burn everyone alike. Any Major requirements include: presumption
employee who performs the same of innocence until reasonable proof is The problem of this approach is
undesirable act will be disciplined presented, and the punishment must fit the that it motivates employees to achieve only
similarly. crime. the minimum acceptable performance.
Employees who are motivated by fear are
4. Impersonal - disciplinary action is C. Positive/Corrective Discipline not oriented toward becoming outstanding
directed against the act, not at the person. It The advocates of this approach performers because they are motivated to
is meant to eliminate undesirable view it as future-oriented, as it involves avoid failure and to produce only the
behaviors. working with employees to solve problems minimum amount of work to avoid
so that problems do not occur again. punishment.
Employees' mistakes are used to help them
B. Progressive Discipline learn how to change. The discussion E. Preventive Discipline
focuses on the problem and how it can be
 This is the action taken by Ideally, This should be in writing as a list employees who must live under it is more
companies to encourage employees to of fundamental, general work regulations, likely to obtain their support and
follow standards and rules so that an employee handbook, or other cooperation. A fair policy also implies that
infractions do not occur. It is more information disclosed to the employee. discipline must be applied uniformly and
proactive in nature since it helps impartially to all employees. A fair policy
employees avoid infractions in the first B. Knowledge of disciplinary does not imply a slack approach; discipline
place, by letting them know firsthand what punishments - Employees should be might be strong, even harsh, but it must be
the rules and regulations are. aware of the penalties that will be imposed fair. If necessary, fair discipline is also
F. Counseling Approach for common violations of the code of easier to defend and justify in court
The erring employee is counseled conduct.
rather than progressively penalized for the When setting up your discipline program,
first few breaches of rules and regulations. C. Appeal procedure - Employees it should contain the following steps in the
This approach believes that employees can should be able to share their side of the disciplinary process:
be constructively corrected without penalty story. While an entire appeal procedure
may not be achievable, you should at least The disciplinary Process
First offense - given a private discussion provide them with a fair hearing before Disciplinary procedure -should include
implementing disciplinary penalties. a progression of increasingly severe
Second offense - entails a corrective punishments for misbehavior. The practice
approach D. Reservation of right - If you have a is known as progressive discipline because
written policy, you should include a the disciplinary action becomes more harsh
Third offense - entails an evaluation of statement stating that the policy is intended over time.
the whole management schema pinpointing to be used as advice and that you reserve
error perhaps on the system itself. The the right to change the policy in any way if 1. Informal talk - this may occur in cases
focus here is fact-finding and guidance to circumstances need it. While this statement where the misconduct is very minor.
encourage desirable behavior instead of does not empower you to disregard your
using penalties to discourage undesirable policy, it is intended to make the employee 2. Verbal warning - a simple comment
behavior. aware that there may be circumstances in by a supervisor to warn employees that
which they would be handled differently. It certain acts are not acceptable. The purpose
VII. Elements of a Disciplinary Program can also be useful if an employee questions is to ensure that employees know what is
An effective, comprehensive, and the appropriateness of a certain disciplinary expected of them and that what they are
successful discipline program should action based on his or her interpretation of doing is wrong.This is frequently used for
contain the following elements: the document's terms. minor offenses such as frequent tardiness,
discourtesy, and the like.
A. Code of Conduct - Employees should E. Fair discipline - When selecting
understand the distinction between which strategy to choose, remember that a 3. Verbal reprimands - the supervisor
acceptable and unacceptable behavior. system that is perceived as fair by the informs the employee that the situation is
not acceptable and improvement is employee. It should be guaranteed that
required. Since the purpose is to correct the 5. Suspension - if an employee fails to sufficient cause exists for it to be
problem, the employee should leave the respond to the written reprimand and implemented. It should occur only after all
discussion feeling encouraged and persists in wrongdoing, suspension is reasonable steps to rehabilitate an
committed to improve. The supervisor applied where an employee is not allowed employee have failed.
should make a written note of the to work for a period o2f time and his/her
conversation in case further discipline compensation is reduced accordingly. The Art. 282. Termination by Employer
becomes necessary. Reprimands can take purpose is to demonstrate the seriousness (Dismissal) -An employer may terminate
the form of constructive criticism and of the offense and to reinforce the idea that an employment for any of the following
should include: making the facts appropriate behavior is a prerequisite for just causes:
surrounding the reprimand clear; stating maintaining a job. The length of
what the reprimanded employee must do suspension should be considered in light of 1. Serious misbehavior or intentional
and why; and reaffirming one’s belief in the seriousness and type of offense. The disobedience by an employee to the
the reprimanded employee. Always supervisor and the HR head must be able to authorized directives of his employer or the
document the discussion. document every incident that has led to representative in connection with his work;
suspension, explain why it is an
4. Written reprimand - a written unacceptable behavior, indicate the length 2. The employee's gross and continuous
description of the problem and the of the suspension, and what action will be negligence of his responsibilities;
disciplinary action. The supervisor taken next.
prepares a written record that summarizes 3. Employee dishonesty or intentional
what has been said and decided when the 6. Demotion - This step will occur when breach of the confidence placed in him by
supervisor discusses the problem with the it becomes necessary to use against the his supervisor or a duly authorized
employee. Both the supervisor and the employee before termination. representative of the employer;
employee concerned should sign the
reprimand. Employees should be warned 7. Discharge/dismissal - represents the 4. Commission of a crime or offense by the
about the consequences if he/she does not final step in the disciplinary process. If employee against the person of his
change. Here, an employee is given a progressive discipline fails to correct the employer or any immediate member of his
written reprimand where he/she is asked to employee, termination will result. This family or his duly authorized
sign his/her name on it, acknowledging its should not be issued until all facts have representatives; and 5. Other causes are
existence. This report is then included in been gathered and carefully considered. analogous to the foregoing.
his/here 201 file or personal record file for Demotions and transfers are two other
future use. In general, this acts as a big alternatives for taking disciplinary actions Due process -is the system that assures
deterrent to erring employees, since most and are usually recommended only for that management's rights, such as
companies do background checks on problems of unsatisfactory performance. employee punishment and the authority to
aspiring employees by looking at their Dismissal is the most drastic disciplinary dismiss personnel, and an employee's right
previous employment record step the company can take toward an to security of tenure are acknowledged.
 It is the process affording the providing the employee with a written
employee the opportunity to be informed notice of dismissal outlining the grounds
of his/ her alleged violation(s) and to be specified at least 30 days before the date of
heard or to explain his/her side. termination. The Regional Office of the
Department of Labor and Employment of Rights Afforded to an Unjustly
the Philippines (DOLE) must provide a Dismissed Employee
Due process has two elements: copy of the notice.
Substantive due process -provides the An employee who is dismissed without just
ground for disciplinary action, i.e., When due process is not observed, it will cause is entitled to any or all of the
corrective or retributive. result to any or combination of the following:
following:
Procedural due process -provides the 1. Renewal without loss of seniority rights,
procedure on how to go about hearing the 1. Illegal dismissal or suspension or separation pay if reinstatement is not
side of the employee and evaluating all possible
facts and evidence against the allegation. 2. Illegal dismissal will result in
reinstatement and payment of back wages. 2. Full back wages, inclusive of allowances
Procedural due process must follow the and other benefits, or their monetary
twin notice rule: 3. Illegal suspension, on the other hand, equivalent from the time compensation
(1) notice to explain and will result in payment of lost wage. was withheld from him or her up to the
(2) notice of decision time of reinstatement
Grounds for an Employee to Question the
1. A notice of intent to dismiss stating the Dismissal: 3. Damages and attorney's fees if the
basis for termination and providing the dismissal was done in bad faith
employee with a reasonable opportunity to An employee may question his or her
justify his or her position; dismissal based on substantive or 4. Reinstatement refers to restoring an
procedural grounds. employee to the position from which he or
2. A hearing or conference in which the The substantive aspect -pertains to the she was wrongfully dismissed.
employee is given the opportunity to reply absence of a just or authorized cause Reinstatement without loss of seniority
to the charge, submit evidence, or dispute supporting the dismissal. rights indicates that the employee should
the evidence offered against him or her; be treated as if he or she had not been fired
The procedural aspect -refers to the from work when it comes to seniority and
3.A written notice of dismissal indicating notice of termination or the opportunity to continuity of employment. When a labor
that, after careful evaluation of all the present an explanation. judge rules in favor of an illegal dismissal,
circumstances, grounds for termination restoration is instantly effective, even if an
have been found. Due process in appeal is underway.
termination for an allowed cause includes
5. Full back wages are all compensations,
including allowances and other monetary
equivalents, that should have been earned
by the employee but were not collected due
to unfair dismissal. It covers all of the
money he or she may have earned between
the time of dismissal and the moment of
reinstatement. Full back pay are a legal
penalty imposed on an employer who
illegally fires an employee.