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    CASE STUDY - Tenure Promotion

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    Trish Garrido
    The document discusses seniority-based promotions versus performance-based promotions. Seniority-based promotions promote employees solely based on how long they have been at the company, regardless of qualifications. While this rewards loyalty, it lacks motivation for employees to excel and can cause resentment. The alternative proposed is to implement performance-based promotions that reward employees for competency and talents, encouraging increased productivity. The chosen action is to execute performance-based promotions to better utilize employee skills and resources in the organization. An action plan is outlined to improve performance monitoring, training, and rewarding employees based on quarterly and annual performance ratings.

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    © All Rights Reserved
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    CASE STUDY - Tenure Promotion

    Uploaded by

    Trish Garrido
    45 views11 pages
    The document discusses seniority-based promotions versus performance-based promotions. Seniority-based promotions promote employees solely based on how long they have been at the company, regardless of qualifications. While this rewards loyalty, it lacks motivation for employees to excel and can cause resentment. The alternative proposed is to implement performance-based promotions that reward employees for competency and talents, encouraging increased productivity. The chosen action is to execute performance-based promotions to better utilize employee skills and resources in the organization. An action plan is outlined to improve performance monitoring, training, and rewarding employees based on quarterly and annual performance ratings.

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    CASE-STUDY_tenure-promotion

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    The document discusses seniority-based promotions versus performance-based promotions. Seniority-based promotions promote employees solely based on how long they have been at the company, regardless of qualifications. While this rewards loyalty, it lacks motivation for employees to excel and can cause resentment. The alternative proposed is to implement performance-based promotions that reward employees for competency and talents, encouraging increased productivity. The chosen action is to execute performance-based promotions to better utilize employee skills and resources in the organization. An action plan is outlined to improve performance monitoring, training, and rewarding employees based on quarterly and annual performance ratings.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    45 views11 pages

    CASE STUDY - Tenure Promotion

    Uploaded by

    Trish Garrido
    The document discusses seniority-based promotions versus performance-based promotions. Seniority-based promotions promote employees solely based on how long they have been at the company, regardless of qualifications. While this rewards loyalty, it lacks motivation for employees to excel and can cause resentment. The alternative proposed is to implement performance-based promotions that reward employees for competency and talents, encouraging increased productivity. The chosen action is to execute performance-based promotions to better utilize employee skills and resources in the organization. An action plan is outlined to improve performance monitoring, training, and rewarding employees based on quarterly and annual performance ratings.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 11

    HUMAN RESOURCES MANAGEMENT

    CASE STUDY: TENURE PROMOTION


    Presenter:
    Curioso, Cristle
    Garrido, Trisha Leen
    Santiago, Aya Inah Mari
    Rivera, Roel Noynay
    Ruadera, Jhon Arlan

    PROF. DR. MARGIE D.G. DELA CRUZ


    I.INTRODUCTION

    Many employees are eager to get promoted for a variety of


    reasons ranging from more money to increased
    responsibilities. Companies usually use one of two methods for
    determining who deserves a promotion, which are seniority-
    based or performance-based promotions. You may know what
    method your employer uses or you may not, but
    understanding the differences between the two can be helpful
    in finding out how to get promoted in your workplace

    2
    A seniority-based promotion is where management
    promotes an employee because of their seniority within the
    company compared to other candidates. Employees who
    are promoted due to seniority have been at the company
    longer than any other candidates, and may or may not have
    any other qualifications for the promotion. There are
    benefits to using this method, including that employees will
    feel their loyalty to the company has been rewarded, but
    there are also challenges. In companies that promote
    employees based on seniority only, employees begin to
    expect promotions at a certain point.

    3
    4
    A. INTERNAL ENVIRONMENT

    1. STRENGTH
    • Reduces appearance of favoritism by
    rewarding employees for seniority. 2. WEAKNESS
    • Reduces turnover as employees will
    want to stay in order to get promoted. • Less motivation among employees to
    • Lowers chances of backstabbing among excel, as it doesn't factor into
    employees since performance and promotions.
    favoritism play no role. • Increases resentment among motivated
    • Having a clearly communicated metric or talented employees if mediocre
    for promotions that everyone can meet is employees are promoted over them.
    helpful to employees and managers. • Can cause challenges with recruiting, as
    • Senior employees often have the training new employees will be promoted last.
    and skills needed for promotions. • Hard work isn't being rewarded.
    • Rewards loyal employees.
    5
    B. INTERNAL
    A. EXTERNALENVIRONMENT
    ENVIRONMENT

    1. OPPORTUNITIES
    • Senior staff are valuable employees who become 2. THREATS
    knowledge-leaders in the organization. They're
    essentially a free training resource, passing their • This is the main criticism of seniority – that it
    knowledge and experience on the next generation. The
    values longevity over merit. If an under-
    seniority system rewards these efforts.
    • Job security. The seniority rule protects those who have
    performing employee is promoted solely on the
    achieved seniority from being laid off. This protects basis of seniority, then that company could end
    older, more experienced workers who tend to have the up paying more for an employee who is not
    toughest time finding a job in the labor market. achieving as much as a less-senior colleague.
    • People recognize that if they remain with the company, • It hinders recruitment, as it can even signal
    they gain access to better paychecks and promotion career disaster for ambitious junior employees
    opportunities. For the company, this should result in who want to advance their careers as quickly as
    lower staff turnover and all its associated replacement possible. These employees may see little point in
    costs.
    over-delivering at their jobs when it's loyalty, not
    • Some workers want to know where the next pay rise
    and promotion is coming from and, for them, the
    talent that gets rewarded. As a result, they may
    seniority system can be a godsend. Knowing that your choose to avoid jobs with seniority systems that
    salary and benefits will rise with every year of tenure is might stifle their ambition.
    reassuring for many who budget around this relative 6
    predictability
    III. STATEMENT OF THE PROBLEM

    The seniority-based promotion rule will fuel


    resentment and conflict between senior and
    junior employees.
     

    7
    IV. ALTERNATIVE COURSE OF ACTION

    ACA: 1. Execute competent/merit-based promotion. Since efficiency and


    talents are rewarded, it encourages employees to increase their knowledge
    in maintaining a high level of productivity.
    ACA 2: Address the potential conflict between Senior and Junior
    employees. This way it helps in building a better work relationship of all the
    employees and improve overall productivity. Furthermore, it will quickly
    resolve any miscommunication and prevent the situation from getting worse.
    ACA 3: Implement a merit pay system. Merit pay makes the employer to
    recognize individual performance on a one-time basis. This can provide
    motivation leading to increase productivity. Rewards those who may have
    the most to offer the organization in the long run.
    8
    V. CHOSEN ACTION

    It is recommended to execute the ACA 1 because it


    will encourage all employees regardless of length of
    service in maintaining a high level of productivity
    because the efficiency is recognized and rewarded
    and it will lead to the better utilization of skills of the
    employees, and also to the fuller utilization of the
    human resources in the organization.
    9
    VI. PLAN OF ACTION
    AREAS FOR IMPROVEMENT ACTIVITIES TIMELINE POINT PERSON

    Setting performance expectations for the Implementing Performance Management that Monthly HR
    employee. evaluate and review each employee’s
    performance as basis of promotion.

    Monitoring the continuous measuring of Monthly coaching and performance review can Monthly HR Manager and Heads
    performance and providing feedback on progress correct in case of suboptimal performance, rather
    towards the goals. than finding this out at the end of the year when it
    is too late.

    Training and Development Create training and development activities to Quarterly Heads and HR
    improve employee’s performance through
    challenging assignments and other opportunities
    for personal and professional growth.

    Rating & rewarding: Rating performance is an inevitability to Quarterly and Annual HR to Oversee and All
    determine the added value of employees to the leaders to
    organization. This is usually done during the implement
    employee’s quarterly or annual performance
    appraisal performance.

    10
    THANK YOU!!!

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