INTRODUCTION TO HUMAN RESOURCES  A SHARED SERVICES APPROACH

MANAGEMENT  Shared services are support functions that are used by

many different line departments or units in an
 HUMAN RESOURCE MANAGEMENT (HRM) organization.
 A relatively new approach to managing people in any  A Shared Service Unit (SSU) is a centralized,
organization dedicated provider of such services to internal
 The process of acquiring, training, appraising, and customers - on a quasi-'outsourced' basis.
compensating employees, and of attending to their
labor relations, health and safety, and fairness  TWO FUNCTIONS OF HUMAN RESOURCE
concerns. MANAGEMENT
 It is defined as the strategic approach to managing 1) MANAGERIAL FUNCTIONS
employment relations which emphasizes that o Planning – steps taken in determining in advance
leveraging people’s capabilities is critical to achieving personnel requirements, personnel programs, policies,
sustainable competitive advantage, this being achieved etc.
through a distinctive set of integrated employment o Organizing – organizing the operative functions by
policies, programs, and practices. designing the structure of relationships among jobs,
 It is associated with personnel management (strategic personnel, and physical factors
planning and cultural change) and employment o Directing – concerned with the initiation of organized
relationship (people centered values; trust, action and stimulating the people to work.
commitment, involvement and collaboration) o Controlling – provides basic data for establishing
 GOALS OF HRM (GUEST, 1989) standards, and makes job analysis and performance
appraisal.
a) Strategic Integration
2) OPERATIVE FUNCTIONS
- To integrate HRM issues into their strategic plans,
o Procurement of Personnel - obtaining of the proper
to ensure that the various aspects of HRM cohere
kind and number of personnel necessary to
and for line managers to incorporate an HRM
accomplish organizational goals.
perspective into their decision-making.
o Development of Personnel - increasing skills of the
b) High Commitment: Flexibility
employees necessary for proper job performance
- Behavioral commitment & attitudinal commitment
through training.
to pursuing goals and strong identification with the
o Compensation to Personnel - determination of
enterprise
adequate and equitable remuneration of personnel for
c) High Quality
their contribution to the organization's objectives.
- Delivering top-notch performance and excellence
o Maintaining Good Industrial Relations - intended to
should be present in every aspect of the
reduce strife, promote industrial peace, provide fair
organization
deals to workers, and establish industrial democracy.
o Record Keeping - collects and maintains information
 CHARACTERISTICS OF HRM
concerning the staff of the organization.
1) To achieve strategic fit or integration between HR and
o Personnel Planning and Evaluation - evaluation of
business planning; the HR policy should be formulated
performance, personnel policy of an organization and
at the strategic level; vertical integration
its practices, personnel audit, morale, survey, and
2) The development of mutual supporting HR policies
performance appraisal.
and practices; horizontal integration
3) Orientation towards commitment
HR PROCESS (ARMSTRONG, 2009)
4) The treatment of people as assets rather than costs;
human capital
1) Strategic HRM
5) Unitarist approach to employee relations; no inherent
2) Policy making
conflict of interest between employers and employees.
3) Competency, job and role analysis
4) Change management
 FEATURES OF HR MANAGEMENT
5) Knowledge management
 Inherent Part of Management
 Pervasive Function SIX MAIN COMPONENTS / PILLARS OF HRM
 Basic to all Functional Areas
 People-Centered 1) DISTRIBUTED HR
- Blue-collar workers (Working on machines and
- tasks are being redistributed from a central HR
engaged in loading, unloading, etc.) department to the company’s employees and line
- White-collar workers (Clerical Employees,
managers
Managerial and Non-managerial personnel, 2) STRATEGIC HR
professionals) - Strategic Human Resource Management –
 Personnel Activities or Functions Formulating and executing human resource
 Continuous Process policies and practices that produce the employee
 Based on Human Relations competencies and behaviors the company needs
to achieve its strategic aims.
 SHARED RESPONSIBILITY FOR HRM - Three-step sequence of Strategic HR: Set the
 Centralization and decentralization refer to the firm’s strategic aims → Pinpoint the employee
degree to which the authority to make decisions behaviors and skills we need to achieve these
 Centralized: implies the existence of an HR officer or strategic aims → Decide what HR policies and
department with authority over (or advisory input to) all practices will enable us to produce these
personnel management tasks in the organization. necessary employee behaviors and skills.
De-centralized: implies the delegation to line 3) PERFORMANCE
managers and team leaders of the authority for - HR Department Lever: The HR manager ensures
personnel management tasks affecting their own staff that the human resource management function is
and activities. delivering services efficiently.
 - Employee Costs Lever: The HR manager takes a  Establishing channels of authority and
prominent role in advising top management about communication;
the company’s staffing levels, and in setting and  Coordinating the work of subordinates
controlling the firm’s compensation, incentives, and 3) STAFFING
benefits policies.  Determining what type of people should be
- Strategic Results Lever: HR manager puts in hired;
place the policies and practices that produce the  Recruiting prospective employees;
employee competencies and skills the company  Selecting employees;
needs to achieve its strategic goals.  Setting performance standards;
- Performance measurement in HR is like using
 Compensating employees;
data and metrics to ensure that HR processes are
 Evaluating performance;
effective and aligned with the organization's goals
 Counseling employees;
/ their claims / objectives.
- Evidence-based human resource management  Training and developing employees
means using the best-available evidence in making 4) LEADING
decisions about the human resource management  Getting others to get the job done;
practices you are focusing on.  Maintaining morale;
- The evidence may come from:  Motivating subordinates
1. Actual Measurements – such as, how did the 5) CONTROLLING
trainees like this program?  Setting standards such as sales quotas,
2. Existing Data – such as, what happened to quality standards, or production levels;
company profits after we installed this training  Checking to see how actual performance
program? compares with these standards;
3. Published Research Studies – such as, what  Taking corrective action as needed
does the research literature conclude about
the best way to ensure that trainees remember  LINE AND STAFF ASPECTS OF HRM
what they learn?
AUTHORITY – The right to make decisions, direct others’
- “HR Value Proposition.”: They say human
work, and give orders.
resource management’s aim is to add value.
1) LINE AUTHORITY – Traditionally gives managers the
Adding value means helping the firm and its
right to issue orders to other managers or employees.
employees improve in a measurable way as a
 Creates a superior (order giver)–subordinate
result of the human resource manager’s actions.
4) SUSTAINABILITY (order receiver) relationship.
LINE MANAGER – authorized to direct the work of
- They argue that companies’ efforts should be
subordinates and is responsible for accomplishing the
“sustainable,” by which they mean judged not just
organization’s tasks
on profits, but also on their environmental and
o LINE MANAGER’S HRM RESPONSIBILITIES
social performance as well.
5) EMPLOYEE ENGAGEMENT  Placing the right person in the right job
- Employee Engagement refers to the extent which  Starting new employees in the organization
an organization’s employee being psychologically (orientation)
involved in, connected to, and committed to getting  Training employees for jobs that are new to them
one’s jobs done.  Improving the job performance of each person
- Engaged employees “experience a high level of  Gaining creative cooperation and developing
connectivity with their work tasks,” and therefore it smooth working relationships
drives performance/work hard to accomplish their  Interpreting the company’s policies and procedures
task-related goals.  Controlling labor costs
6) ETHICS  Developing the abilities of each person
- The principles of conduct governing an individual  Creating and maintaining departmental morale
or a group; specifically, the standards you use to  Protecting employees’ health and physical
decide what your conduct should be. conditions
2) STAFF AUTHORITY – Gives a manager the right to
 ORGANIZATION advise other managers or employees.
 A group consisting of people with formally assigned  Creates an advisory relationship.
roles who work together to achieve the organization’s STAFF MANAGER – A manager who is supportive,
goals. assists and advises line managers.
 MANAGER
 Someone who is responsible for accomplishing the  THE HUMAN RESOURCE DEPARTMENT
organization’s goals, and who does so by managing the 1) Recruiters
efforts of the organization’s people.  Use various methods including contacts within the
 MANAGING community and print and online media to search for
 To perform five basic functions: planning, organizing, qualified job applicants.
staffing, leading, and controlling. 2) Equal employment opportunity (EEO)
representatives or affirmative action coordinators
 5 BASIC FUNCTIONS OF THE MANAGEMENT  Investigate and resolve EEO grievances, examine
PROCESS organizational practices for potential violations, and
1) PLANNING compile and submit EEO reports.
 Establishing goals and standards; 3) Job analysts
 Developing rules and procedures;  Collect and examine detailed information about job
 Developing plans and forecasts duties to prepare job descriptions.
2) ORGANIZING 4) Compensation managers
 Giving each subordinate a specific task;  Develop compensation plans and handle the
 Establishing departments; employee benefits program.
 Delegating authority to subordinates;
 5) Training specialists o HR processes – formal procedures and methods used
 Plan, organize, and direct training activities. to put HR strategic plans and policies into effect.
6) Labor relations specialists
 Advise management on all aspects of union– 2) THE HARD AND SOFT HRM MODELS
management relations. o HARD: emphasizes the quantitative, calculative and
business-strategic aspects of managing human
 NEW APPROACHED TO ORGANIZING HR resources in as "rational" a way as for any other
1) Reengineering economic factor.
2) Actively seeking to transform: adopting new HR o SOFT: the need for HR to be strategic and
technology tools businesslike and to add value
3) Shared Services Arrangements: These create
centralized HR units whose employees are shared by 3)THEORY X AND THEORY Y
all the companies’ departments to assist the o Theory X holds that human beings have an inherent
departments’ line managers in human resource dislike of work and will avoid it if they can.
matters.  The 'hard-tight' control theory of management
 They aim to provide managers and employees with  People prefer to be directed, wishing to avoid
specialized support in day-to-day HR activities responsibility.
(such as discipline problems).  They have relatively little ambition and want
4) Corporate HR: These assist top managements in top- security above all, resisting change.
level issues  They are self-interested, and make little effort to
5) Embedded HR teams: HR generalists (also known as identify with the organization’s goals.
“relationship managers” or “HR business partners”)  They must be coerced, controlled, directed, offered
 They provide the employee selection and other rewards or threatened with punishments in order to
assistance the departments need. get them to put adequate effort into the
6) Centers of expertise: are basically specialized HR achievement of organization objectives: this is
consulting firms within the company. management's responsibility.
o Theory Y the expenditure of physical and mental effort
 TRENDS IN JOBS PEOPLE DO
in work is as natural as play or rest. The ordinary
1) ON-DEMAND WORKERS
person does not inherently dislike work.
 They’re freelancers and independent contractor–
 The 'soft-loose' commitment theory of
gig workers
management.
 who work when they can, on what they want to
 it may be a source of satisfaction or deprivation.
work on, when they’re needed
2) HUMAN CAPITAL  A person will exercise self-direction and self-control
in the service of objectives to which (s)he is
 Letting workers make more decisions presumes
committed.
you’ve selected, trained, and rewarded them to
 Management's responsibility is to create conditions
make more decisions themselves.
and methods that will enable individuals to
 This means adjusting how you select, train, and
integrate their own and the organization's goals.
engage these employees.
4) THE FOUR CS (HARVARD MODEL)
 TECHNOLOGY TRENDS
o Commitment – employees' identification with the
 social media tools organization, loyalty and personal motivation in their
 mobile applications work.
 Office enable employers to inject gaming features into o Competence – employees' skills and abilities, training
training, performance appraisal, and recruiting needs and potential for performance improvement and
 Cloud computing–based tools: enable employers to career development.
monitor things like a team’s goal attainment and to o Congruence – the harmonization of the goals, values
provide real-time direct evaluative feedback. and efforts of management and employees (or at least
 Data Analytics: basically means using statistical the perception by employees that they have a mutual
techniques, algorithms, and problem solving vision and purpose, to mutual benefit).
 Talent Analytics: Data analytics when applied to o Cost-effectiveness – efficiency, whereby HRM
human resource management objectives are met and benefits obtained at the lowest
 Artificial Intelligence (AI): basically means using input cost
computers to do tasks in human-like ways.
 Augmented Reality (AR): transforms huge amounts of 5) THE MATCHING MODEL OF HRM
data and superimposes digital summaries and images o Indicated that HR systems and the organization
on the physical world. structure should be managed in a way that is
congruent with organizational strategy.
 MODELS OF HRM o The critical management task is to align the formal
1) THE 5 – P MODEL OF HRM structure and human resource systems so that they
o HR philosophy – the role they play in the overall drive the strategic objectives of the organization. Thus
success of the business, and how they should be they took the first steps towards the concept of
treated and managed. strategic HRM.
o HR policies – these provide guidelines for action on
people-related business issues and for the  Strategic Human Resource Management (Strategic HRM
development of HR programs and practices based on or SHRM)
strategic needs.  an approach to the development and implementation of
o HR programs – intended to initiate and manage HR strategies that are integrated with business
organizational change efforts prompted by strategic strategies and support their achievement.
business needs.
o HR practices – these are the activities carried out in
implementing HR policies and programs.
ADDITIONALS:
 Organizational Culture – Offers a shared system of
meanings which is the basis for communications and mutual
understanding
 Values – Refer to what is believed to be important about
how people and organizations behave.
 Norms – Unwritten rules of behavior
 Work Design – The creation of systems of work and a
working environment that enhance organizational
effectiveness and productivity
 Work Environment – Comprises the design of jobs,
working conditions and the ways in which people are treated
at work by their managers and coworkers
 System –A set of practices or activities that fit together and
interact to achieve a purpose
 Organization Design – Process of deciding how
organizations should be structured in terms of the ways in
which the responsibility for carrying out the overall task is  IMPORTANCE OF JOB ANALYSIS AND JOB
allocated to individuals DESCRIPTION
 Job Design – Specifies the contents of jobs in order to
1) EMPLOYEE SELECTION
satisfy work requirements
 by identifying tasks performed and competencies
 Job Rotation – This is the movement of employees from
needed to perform those tasks, it is possible to
one task to another to reduce monotony by increasing
select tests or develop interview questions that will
variety
determine whether a particular applicant
 Job Enlargement – Combining previously fragmented
possesses the necessary knowledge, skills, and
tasks into one job, again to increase the variety and meaning
abilities to carry out the requirements of the job.
of repetitive work.
2) TRAINING
 Job Enrichment – This goes beyond job enlargement to
 Job analyses yield lists of job activities that can be
add greater autonomy and responsibility to a job.
systematically used to create training programs.
 Organization Development –Systematic approach to 3) PERSONPOWER PLANNING
improving organizational capability, which is concerned with
 One important but seldom employed use of job
process – how things get done
analysis is to determine worker mobility within an
 Organization Development Strategy – The ability to
organization
manage people for competitive advantage
 Worker Mobility: This means understanding how
 Organizational Diagnosis – Systematic process of employees can move within the company's
gathering data about a business organization hierarchy or from one role to another over time. It's
like plotting a career path for employees within the
JOB ANALYSIS, DESIGN & TALENT MANAGEMENT organization.
 JOB ANALYSIS  Personnel Planning: involves using job analysis
 Also known as work analysis; to chart a course for employees' career
 foundation for almost all human resource activities. progression within the organization, considering
 The process of determining the work activities and what positions they could move into as they gain
requirements, and the job description is the written experience and skills. It's about hiring not just for
the current role but for future growth and success
result of the job analysis.
within the company.
 TALENT MANAGEMENT
 PETER PRINCIPLE: promoting employees until
 The holistic, integrated and results and goal-oriented
they eventually reach their highest level of
process of planning, recruiting, selecting, developing,
incompetence.
managing, and compensating employees
4) PERFORMANCE APPRAISAL
 JOB DESCRIPTION
 The evaluation of employee performance must be
 A brief, two- to five-page summary of the tasks and job
job related.
requirements found in the job analysis 5) JOB CLASSIFICATION
 a written output information resulting from a job analysis
 Job analysis enables a human resources
such as specific duties, skills and training needed
professional to classify jobs into groups based on
(working conditions, responsibilities, and job duties)
similarities in requirements and duties.
 Types of information will most likely to be collected by a
 Job classification is useful for determining pay
human resource specialist through a job analysis:
levels, transfers, and promotions.
 Work activities 6) JOB EVALUATION
 Human behaviors  Job analysis information can also be used to
 Performance standards determine the worth of a job.
 Job context 7) JOB DESIGN
 Human requirements  Job analysis information can be used to determine
 JOB SPECIFICATION the optimal way in which a job should be
 It is a list of human requirements that is the requisite performed.
education, skills, personality, and so on and another
product of a job analysis.  WRITING A GOOD JOB DESCRIPTION
 Determined by deciding what types of KSAOs are
needed to perform the tasks identified in the job 1) JOB TITLE
analysis  An accurate title describes the nature of the job.
 Job titles provide workers with some form of
identity.
  Job titles can also affect perceptions of the status  In a field-based job analysis, the job analyst
and worth of a job. individually interviews/observes several incumbents out
2) BRIEF SUMMARY in the field
 The summary need be only a paragraph in length
but should briefly describe the nature and purpose  CONDUCTING THE JOB ANALYSIS
of the job. 1) IDENTIFY TASKS PERFORMED
3) WORK ACTIVITIES  The first step in conducting a job analysis is to
 The work-activities section lists the tasks and identify the major job dimensions and the tasks
activities in which the worker is involved performed for each dimension, the tools and
 The specialist collects information about the job's equipment used to perform the tasks, and the
actual work activities, for example: cleaning, conditions under which the tasks are performed.
selling, and teaching, and may also include the  The basic unit of a job is the performance of
how, why, and when the worker performs each specific tasks and duties. Information to be
activity. collected about these items may include frequency,
4) TOOLS AND EQUIPMENT USED duration, effort, skill, complexity, equipment,
 A section should be included that lists all the tools standards, etc.
and equipment used to perform the work activities 2) WRITE TASK STATEMENTS
in the previous section  Once the tasks have been identified, the next step
5) JOB CONTEXT is to write the task statements that will be used in
 It describes the environment in which the employee the task inventory and included in the job
works and should mention stress level, work description at the minimum
schedule, physical demands/working conditions,  A properly written task statement must contain: an
level of responsibility, temperature, degree of action (what is done) and an object (to which the
danger, and the organizational and social context. action is done).
6) WORK PERFORMANCE  Task statements will also include such
 The job description should outline standards of components as where the task is done, how it is
performance. done, why it is done, and when it is done.
 This section contains a relatively brief description 3) RATE TASK STATEMENTS
of how an employee’s performance is evaluated  Conduct Task Analysis – using a group of SMEs
and what work standards are expected of the to rate each task statements on the frequency and
employee. the importance or critically of the tasks being
7) COMPENSATION INFORMATION performed
 This section of the job description should contain 4) DETERMINE ESSENTIAL KSAOS
information on the salary grade, whether the  The next step is to identify the KSAOs needed to
position is exempt, and the compensable factors perform the tasks.
used to determine salary  A knowledge is a body of information needed to
 Compensation: form of salaries and bonuses perform a task.
greatly depends upon a job’s required skills,  A skill is the proficiency to perform a learned task.
education level, safety hazards, and level of  An ability is a basic capacity for performing a wide
responsibility range of different tasks, acquiring a knowledge, or
8) JOB COMPETENCIES developing a skill.
 These are the knowledge, skills, abilities, and other  Other characteristics include such personal
characteristics (ksaos) (such as interest, factors as personality, willingness, interest, and
personality, and training) that are necessary to be motivation and such tangible factors as licenses,
successful on the job. degrees, and years of experience.
 Human Behaviors: Specialists may collect  KSAOs = competencies (job specifications)
information about human behaviors like sensing,  Once the list of the essential KSAOs has been
communicating, deciding, and writing. developed, another group of SMEs is given the list
 Human Requirements: This includes job-related and asked to rate the extent to which each of the
knowledge of skills and required attributes. KSAOs is essential for performing the job
5) SELECTING TESTS TO TAP KSAOS
 PREPARING FOR A JOB ANALYSIS  Once the important KSAOs have been identified,
PLANNING the next step is to determine the best methods to
 the systematic process of establishing a need and then tap the KSAOs needed at the time of hire.
working out the best way to meet the need, within a  These methods will be used to select new
strategic framework that enables you to identify employees and include such methods as
priorities and determine your operational principles, interviews, work samples, ability tests, personality
especially job analysis. tests, reference checks, integrity tests, bio-data,
 Typically, a job analysis is conducted by a trained and assessment centers.
individual in the human resources department, but it
can also be conducted by job incumbents, supervisors,  JOB EVALUATION
or outside job analysis and evaluation consultants  This process of determining a job’s worth
 The job description should be updates if a job changes 1) INTERNAL PAY EQUITY: involves comparing jobs
significantly; Job Crafting – the informal changes that within an organization to ensure that the people in jobs
employees make in their job worth the most money are paid accordingly
 In a committee-based job analysis, a group of subject a) DETERMINING THE JOB COMPENSABLE
matter experts or sme (e.g., employees, supervisors) FACTOR
meet to generate the tasks performed, the conditions  To decide what factors differentiate the
under which they are performed, and the ksaos needed relative worth of jobs. Possible compensable
to perform them. job factors include:
 Level of responsibility
  Physical demands o Workflow Analysis: a detailed study of the flow of
 Mental demands work from job to job in a work process
 Education requirements o Business Process Reengineering: redesigning
 Training and experience requirements business processes, usually by combining steps
 Working conditions o Job Enlargement: refers to assigning workers
b) DETERMINING THE LEVELS FOR EACH additional same-level activities.
COMPENSABLE FACTOR o Job Rotation: moving workers from one job to another
 Once the compensable factors have been o Job Enrichment: redesigning jobs in a way that
selected, the next step is to determine the increases the opportunities for the worker to
levels for each factor. experience feelings of responsibility, achievement,
 For a factor such as education, the levels are growth, and recognition
easy to determine (e.g., high school diploma, o Frederick Herzberg: “the best way to motivate
associate’s degree, bachelor’s degree). workers is to build opportunities for challenge and
 For factors such as responsibility, a achievement into their jobs via job enrichment”
considerable amount of time and discussion o STEPS INVOLVED IN THE JOB ANALYSIS
may be required to determine the levels. PROCESS
c) DETERMINING THE FACTOR WEIGHTS  Decide how you will use the information
 A job evaluation committee determines the  Review relevant background information about
total number of points that will be distributed the job such as Organization Charts and Process
among the factors. Charts
 Each factor is weighted by assigning a number  Select Representative positions
of points. The more important the factor, the  Actual analyze the job – requires collecting data about
greater the number of points that will be job activities, required employee behaviors
assigned.  Verify the job analysis information with the worker
 The number of points assigned to a factor is performing the job and with the immediate supervisor
then divided into each of the levels.  Develop a Job description and Job specification
 The total number of points for a job is o Position Analysis Questionnaire: method for
compared with the salary currently being paid collecting job analysis information such as duties and
for the job. responsibilities of various jobs.
o TYPICAL JOB ANALYSIS INTERVIEWS ADDRESS
2) EXTERNAL PAY EQUITY: Comparing the job to the SUBJECTS
external market / other organizations  Job’s major duties
a) SALARY SURVEY  Hazardous conditions
 These surveys ask how much an organization  Performance standards
pays its employees in various positions.  Required experience
 An organization can either construct and send  Education
out its own survey or use the results of surveys o Structured List: also called checklist is useful for
conducted by trade groups, an option that guiding an interview or performing a personal
many organizations choose observation
b) DIRECT COMPENSATION o Electronic Diaries: are completed by the worker and
 Employees are also compensated in other would not used for observations or interviews
ways, such as pay for time not worked (e.g., o Reactivity: occurs when a worker changes what
holidays, vacation, sick days), deferred he/she normally does because observation is taking
income (e.g., Social Security and pension place for the purpose of job analysis
plans), health protection such as medical o Work Cycle: a time it takes to complete a job
and dental insurance, and perquisites o Logbook: a diary or log requires workers to make daily
(“perks”) such as a company car listings of the activities in which they engage as well as
the amount of time each activity takes
 Two types of audits should be conducted in determining a o Observation: an appropriate method for collecting job
sex and race equity: analysis information when a job involves physical
1) pay rates of employees within positions with identical rather than mental activities
duties (equal pay for equal work) and, o MOTIVATION
2) pay rates of employees in jobs of similar worth and  Mental process: setting in motion the required
responsibility (comparable worth). behaviors (also called Intrinsic Motivation)
 This second type of analysis is normally conducted  Intrinsic Motivation: arises from factors and
by comparing jobs with similar worth (salary grade) process within the individual
and responsibility (job family).  Social process: applies to the attempts of
organizations to maintain or increase workers’
 THE RESPONSIBILITY CHARTING THEORY effort and commitment by using rewards and
1) Role Conception – what a person thinks his/her job is punishments (also called extrinsic motivation)
and how the person has been taught to do it.  Extrinsic motivation: arises from actions done to
2) Role Expectation – What others in the organization or for the individuals by others
think the person is responsible for, and how he/she  Content Theories: human beings have an innate
should carry out those responsibilities. package of motives which they take action to
3) Role Behavior – What a person actually does in pursue (What motivates people?)
carrying out the job.  Process theories: explores the psychological
process through which outcomes become
 ADDITIONALS: desirable and are pursued by individuals. (How
o Organization Charts: indicates the division of work are people motivated?)
within the firm with titles of each position o IMPORTANT WORK BEHAVIORS
o Process Charts: a work-flow chart that shows the flow  Industriousness
of inputs to and outputs from a particular job  Thoroughness
  Schedule flexibility o Lengthy Process – The business has to notify
 Attendance the vacancies and wait for applications to
o JOB DESCRIPTION SECTIONS initiate the selection process.
 Job Identification – Job Title o Costly Process – A lot of money has to be
 Job Summary spent on advertisement and processing of
 Responsibilities and Duties applications.
 Authority of incumbent o Uncertain Response – There is no guarantee
 Standards of performance that the enterprise will be able to attract the
right kinds of people from external sources.
 Working conditions
 Job Specifications  SELECTION
o Competency Based Job Analysis: A worker-focused  The process of picking or choosing the right candidate,
describing a job in terms of measurable, observable, who is most suitable for the job.
behavioral competencies that an employee doing the  Negative Process: with the elimination of many
job must exhibit to do the job well. (Focuses on the candidates as possible
behavior of the workers)
 It is made only of those individuals who are qualified
o Traditional Job Analysis: a job-focused describing
and proficient
the jobs in terms of duties and responsibilities
 (Hiring) good resources = increase overall
(Focuses on the duties of the job)
performance of the organization
 SCREENING: the process of choosing a qualified
RECRUITMENT, SELECTION AND INTERVIEW
person for a specific role who can successfully deliver
 RECRUITMENT & SELECTION: Designed to make best
valuable contributions to the organization.
use of employee strength in order to meet the strategic goals
 MULTISTAGE SELECTION STRATEGY: This
and objectives of the employers and of the organization as
combines a number of assessment tools as part of the
a whole.
process
 RECRUITMENT  COMPENSATORY SELECTION STRATEGY: This
 The process of identifying, screening, shortlisting and method administers all assessment tools to applicants
hiring of the potential human resources for the purpose at the same time
of filling up the positions within the organizations.  BACKGROUND INVESTIGATION: verification of
 The central function of human resource management references
 The process of attracting, selecting and appointing  BACKGROUND VERIFICATION: to guard oneself
potential candidates to meet the needs and against possible falsification by applicants or to check
requirements of the organizations the accuracy and truthfulness of the information
 A Positive Process: its approach of attracting as provided by job applicants.
many candidates as possible for the vacant positions o Giving a Clean Chit – the employer may turn a
blind eye if they highly value the candidate's skills
 SOURCES OF RECRUITMENT or believe the individual will be an asset to the
1) INTERNAL SOURCES organization
 Refers to the recruitment from within the company. o Being Unfair – On the flip side, employers may
be unfairly strict during background verification for
 The various internal sources are promotion;
candidates they don't want to hire but cannot
transfer, past employees, and internal
afford to lose
advertisements.
 Within the organization  EFFECTIVE EMPLOYEE SELECTION TECHNIQUES
o The size of the organization,  Effective employee selection systems share three
o Recruiting policy, characteristics: They are valid, reduce the chance of
o Image of organization and image of job a legal challenge, and are cost-effective.
o A VALID SELECTION test is:
2) EXTERNAL SOURCES: outside the organization  one that is based on a job analysis (content
 Demographic Factors, validity),
 Labor Market,  predicts work-related behavior (criterion
 Unemployment Rate, validity), and
 Labor Laws,  measures the construct it purports to measure
 Legal Considerations (construct validity).
 Competitors o Selection tests will REDUCE THE CHANCE OF A
 MERIT OF EXTERNAL SOURCES LEGAL CHALLENGE if:
o Qualified Personnel – the management can  their content appears to be job related (face
make qualified and trained people to apply for validity),
vacant Jobs in the organization.  the questions don’t invade an applicant’s
o Wider Choices – When vacancies are privacy, and
advertised widely a large number of applicants  adverse impact is minimized.
from outside the organization apply. o Ideal selection tests are also COST-EFFECTIVE in
o Fresh Talent – External sources facilitate the terms of the costs to purchase or create, to
infusion of fresh blood with new ideas into the administer, and to score
enterprise. This will improve the overall
working of the enterprise.  PRINCIPLES OF RECRUITMENT AND SELECTION
o Competitive Spirit - The existing staff will 1) Recruitment is a multi-stage process
have to compete with the outsiders. 2) Importance of Finding the Best Candidates
 DEMERIT OF EXTERNAL SOURCES 3) Consideration of Internal Candidates
o Dissatisfaction among Existing Staff – They 4) Senior Management Involvement
may feel that their chances of promotion are 5) Effective Interviewing
reduced. 6) Legal Compliance
7) Policy and Procedure Awareness
 FACTORS AFFECTING RECRUITMENT AND  Internal Recruiting: where jobs are not being posted,
SELECTION creation of a list of qualified internal candidates is
1) INTERNAL FACTORS necessary
a) SIZE OF THE ORGANIZATION  IMPORTANT AREAS THAT NEED TO BE TAKE INTO
 To develop business, recruitment planning is CONSIDERATION BEFORE POSTING VACANCIES
mandatory for hiring more resources o Whether the retention of the job is done in the
b) RECRUITMENT POLICY present form with the title, remuneration or status
 It identifies the objectives of recruitment and or whether any changes are required to be brought
provides a framework for the implementation about.
of recruitment programs o JOB ROTATION - helps in the development of
c) IMAGE OF THE ORGANIZATION skills and abilities of the employees and make them
 Organizations having a good positive familiar with other functions and tasks within the
image/reputation in the market can easily organization.
attract competent and proficient resources o Whether the existing organizational policy for
d) IMAGE OF JOBS recruitment is still applicable
 Positive image in terms of better remuneration
(money paid for work or a service/salary),  HR INFORMATION SYSTEM
promotions, recognition, and amiable working  HRIS is a system that maintains, collect, and analyzes
environment with career development data relating to human resources of the organization.
opportunities Advantages:
 Hire Skilled People on Time
2) EXTERNAL FACTORS  Keep Candidates Informed
a) DEMOGRAPHIC FACTORS  Stay in Touch w/ Qualified Candidates
 The characteristics of potential employees  Analyze Hiring Trends
such as, their age, religion, educational  Avoid Discrimination
qualifications, gender, occupation, economic
status, and place of location.  RECRUITMENT AND SELECTION PROCESS
b) LABOUR MARKET 1) JOB VACANCY
 Control on the demand and supply of labor.  when there's an empty job position in a company.
c) UNEMPLOYMENT RATE  enables the individuals to determine the factors,
 a key economic indicator that measures the such as, redesigning, or initiating part time
percentage of people who are actively seeking employment opportunities for the individuals
employment but are currently without a job 2) JOB ANALYSIS
and available for work within a country or  The process of gathering and documenting
region's labor force. detailed information about a job, including its
 High = hiring will be simple & manageable duties, responsibilities, tasks, qualifications, and
 Low = difficult due to low resources the skills and knowledge required to perform it
d) LABOUR LAWS effectively.
 The social and political environment of the  Two factors need to be taken into consideration:
market o They employers expect employees to
 These laws dictate the compensation, working inculcate the traits of regularity, diligence,
environment, safety and health regulations, resourcefulness, conscientiousness and
and the job duties of the workforce, for creativity.
different types of employments o Characteristics of the job: These include,
e) LEGAL CONSIDERATIONS training, work experience, skills and
 Refer to the rules, regulations, and laws that knowledge, physical attributes, personality
companies and organizations must follow traits, communication skills and personal
when managing their employees. circumstances
 These legal considerations cover areas such 3) ATTRACTING CANDIDATES
as hiring, firing, workplace policies,  Two important sources that need to be taken into
discrimination, wages, hours, and benefits. consideration: Internal Recruitment & External
 Job Reservation refers to a practice where Recruitment
certain job positions or a specific number of 4) SCREENING CANDIDATES
job openings are set aside or reserved for  To narrow down the field, so that one is able to
individuals from specific groups or categories. spend more time with the candidates for formal
f) COMPETITORS interviews.
 A need to analyze the competition and make  To select the most suitable ones for the interviews.
provision of the resources packages that are 5) INTERVIEWING CANDIDATES
finest in terms of the industry standards  Must give proper notice with date and time of the
g) EQUAL OPPORTUNITY interview
 when all the applicants are treated on an equal  Candidates must be aware to be on time
basis and consistently at every stage of  ensuring that they are clear where to go and whom
recruitment they should contact on arrival o ensuring that they
 Fairness and justness is of principal are aware of the documents that need to be
significance in the recruitment and the brought along in the interview.
selection processes 6) SELECTING AND APPOINTING CANDIDATES
 the selection of the candidate,
 POSTING VACANCIES  verbal communication of his or her appointment,
 Job Posting: refers to the practice of publicizing and  medical completed if appropriate,
displaying advertisements of an open job to the  sending of appointment letters and
employees. To bring to the attention of the interested  signing the contract.
persons.
 7) INDUCTION AND TRAINING f) PREVIOUS APPLICANTS
 INDUCTION: the process of receiving and  The hiring team examines the profiles of
welcoming of the employees previous applicants from the organizational
o To smooth the early stages recruitment database.
o To establish a positive attitude of the  It is also an economical way of filling up the
organization within the mind-sets of the vacant positions.
employees
o To obtain effective output from new 2) EXTERNAL SOURCES
employees in short period of time  Hiring of the employees outside the organization
 TRAINING: referred to making use of methods and externally
strategies to enhance the awareness, knowledge  External employees bring innovativeness,
and information among the employees. Includes: resourcefulness, creativity and new thoughts and
o Role plays ideas to the organization
o Vestibule training  Expensive and a difficult process
o Field visits
o Lectures
o The employees should receive on the job and
off the job training to generate information
regarding history, personnel, goals and a) DIRECT RECRUITMENT
performance of job duties.  Also called “factory gate recruitment”
o The main purpose of training is to balance  by putting a notice regarding job vacancy on
the needs and requirements of the the notice board of the organization. (within
organizations and human resources. the premises)
8) EMPLOYEE EVALUATION  This is in most cases used to recruit blue collar
 The main purpose is to ensure that the quality of and technical workers.
the employees get enhanced that are recruited b) EMPLOYMENT EXCHANGES
within the organizations. This is imperative to  A government entity, where the details of the
improve employee productivity and to achieve the job seekers are deposited and given to the
organizational goals and objectives. employers for filling the vacant positions
 Accommodating in hiring of the unskilled,
 TYPES OF RECRUITMENT semi-skilled, and skilled workers
1) INTERNAL SOURCES c) EMPLOYMENT AGENCIES
 The hiring of employees within the organization  They are functioned by various sectors, such
internally who seeks a different position as private, public and government
 It provides opportunities for progress and use of  It provides, unskilled, semi-skilled and skilled
the existing resources resources in accordance to the needs and
 The finest and the stress-free way requirements of the organizations. – they have
a) PROMOTIONS database of qualified candidates
 Advancement of the employees d) ADVERTISEMENTS
 The process of shifting an employee from a  The most prevalent and common external
lower position to a higher position sources of recruitment that is displayed
b) TRANSFERS through various print and electronic media with
 The process of interchanging from one job to a specific job description and specifications of
another without any change in the designation the requirements.
and responsibilities  Best way to source candidates in a short pan
 It can also be the shifting of the employees and it provides an efficient way of screening
from one department to another department or the specific requirements of the candidates
from one location to another e) PROFESSIONAL ASSOCIATIONS
 “Internal shifting” from one branch to  Can help the organizations in hiring
another professional, technical, and managerial
c) RECRUITMENT OF FORMER EMPLOYEES personnel
 a process of internal sources of recruitment,  They focus on sourcing mid-level and top-level
wherein the ex-employees are called back, resources.
depending upon the requirement of the f) CAMPUS RECRUITMENT
positions.  Where the educational institutions such as,
 cost effective and saves plenty of time and colleges and universities make provision of
money information to the students regarding
d) INTERNAL ADVERTISEMENTS OR JOB employment opportunities – for recruiting
POSTINGS students directly for new positions
g) WORD OF MOUTH ADVERTISING
 The processes of posting and advertising jobs
within the organization  Imperceptible way (not noticeable) of sourcing
candidates.
 Less expenses and it makes provision of equal
opportunities to all the employees  Excellent for those organizations with good
e) EMPLOYEE REFERRALS reputations
 The process of hiring new capitals through the
references of the employees, who are currently
employed within the organization
 An operative way of sourcing the right candidates
at a low cost.
 INTERVIEW
 A determined exchange of notions, the answering 3) INTERVIEW MEDIUMS
of questions and communication between two or a) FACE-TO-FACE INTERVIEWS: same room;
more persons visual and vocal cues
 The main purpose of the interviews is to transfer b) TELEPHONE INTERVIEWS: often for screening
information from interviewee to interviewer and c) VIDEOCONFERENCE INTERVIEWS: remote
acquire information about qualities, attitudes, d) WRITTEN INTERVIEWS
prospectus and so forth
WORKPLACE LEARNING AND DEVELOPMENT
1) TYPES OF INTERVIEW TRAINING
a) STRUCTURED INTERVIEW
 INSTRUCTIONAL SYSTEM
 Pre-planned/planned, designed and detailed
 plan for teaching and training people.
in advance. It is precise and reliable
b) UNSTRUCTURED INTERVIEW  Composed of:
o Problem Diagnostic – what is the problem? (Need
 An unexpected one, where the interview
Analysis)
questionnaire is not prepared.
o Problem Design – create a plan
 May not obtain accurate answers so the
o Problem Delivery – execute the plan
usefulness of this interview is less, a waste of
o Program Evaluation – check if it worked
time and effort for both sides
 Training and development is never a finished product”
c) INFORMAL INTERVIEW
 Sleeper Effect – takes time for results to show up back on
 Without any written communication and can
the job.
be arranged at any place.
 Training is essential because:
 No proper procedures of asking questions, not
structured.  The need for wider array of skills
 Awareness of the entire production system
d) FORMAL INTERVIEW  The need to be responsive to mishaps
 “planned interview” – the interviewee is  Changing customer needs
supposed to provide accurate answers  Interest in building clusters of internal team experts
 Organized in an informal manner  More vocal concern over employment security
 Career growth
 Retraining costs

 DEVELOPMENT
 Refers to formal education, job experiences,
relationships, and assessment of personality and
abilities that help employees prepare for the future.
 Refers to learning opportunities intended to assist
e) DEPTH INTERVIEW employee growth.
 A semi-structured interview, where the  EMPLOYEE DEVELOPMENT
candidates have to give detailed information  This is a key contributor to a company's competitive
about their educational qualifications, work advantage by helping employees understand their
experience, special interests, skills, aptitude strengths, weaknesses, and interests and by showing
and so forth them how new jobs and expanded job responsibilities
 The interviewer analyzes the expertise and are available to them to meet their personal growth
proficiency of the candidate so that the needs.
selection process becomes more  This helps retain valuable managers who might
manageable. otherwise leave to join clients or competitors. It is also
f) STRESS INTERVIEW important for all employees, not just managers.
 Conducted to ascertain how a candidate  HUMAN RESOURCE DEVELOPMENT PRINCIPLES
would react during the time of stress and cope  DR. FM TOLI
up with problems—to know if the candidate o Distributed Learning – to digest and apply the
can deal in an effective manner with the material
demands and needs of a complicated job o Rewards – praise, recognition, promotion
g) EXIT INTERVIEW o Feedback – progress, mistakes
 Conducted for those employees, who want to o Motivation – must want to learn
leave the organization to ascertain the o Transfer – application to job activities
reasons behind leaving the job o Opportunity to Practice – techniques that habitually
uses
2) INTERVIEW STYLES o Learning from Many Sources – hitting the
a) INDIVIDUAL INTERVIEW mode/figuring out; provides a broad base
 The interview takes place on a one to one o Individual Differences – trainee’s intelligence,
basis; verbal and interaction between two motivation, aptitudes and interest
people.
b) PANEL INTERVIEW  TRAINING
 Being conducted by a group of people  Is the process to develop employee performance on a
c) GROUP INTERVIEW presently held job or one related to it. Changes in
 All the candidates or a group of candidates are specific, identifiable, knowledge, skills, or behaviors for
interviewed together to save time, when there use in their current job.
are large number of applicants received for  The “systematic acquisition of skills, rules, concepts, or
limited job vacancies. attitudes that result in improved performance”
d) SERIES INTERVIEW
 Involve a series of single interviews.
 OBJECTIVES OF TRAINING learning coach; the aim is to show mastery of
 Health and Safety particular competencies.
 Equality and Diversity
 Staff Management 2) DESIGN
 Soft Skills  Means planning the overall training program
including training objectives, delivery methods, and
 IMPORTANCE OF TRAINING’ program evaluation. Sub steps:
 Setting performance objectives,
 Increasing Productivity  Creating a detailed outline (all training program
 Improving Quality steps from start to finish),
 Helping a Company Fulfill its Future Personnel Needs  Choosing a program delivery method (such as
 Improving Organizational Climate lectures or web), and
 Improving Health and Safety  Verifying the overall program design with
management.
 Obsolescence Prevention
 Personal Growth  Summaries of how you plan to set a training
environment that motivates your trainees both to
learn and to transfer what they learn to the job.
 DEVELOPING TRAINING PROGRAM: ADDIE
 It is also here that the manager reviews possible
 Analyze the training need
training program content (including workbooks,
 Design the overall training program.
exercises, and activities), and estimates a training
 Develop the course (actually assembling/creating the program budget.
training materials). a) SETTING LEARNING OBJECTIVES
 Implement training, by actually training the targeted  Training, development, learning, or (more
employee group using methods such as on-the-job or generally) instructional objectives should
online training specify in measurable terms what the trainee
 Evaluate the course’s effectiveness should be able to do after successfully
completing the training program
1) ANALYSIS  The learning objectives should first address
 Is training the problem? any performance deficiencies that you
 The training needs analysis (first step in developing identified. At the same time, the learning
an employee training system) may address the objectives must be practical, give the
employer’s strategic / longer-term training needs constraints.
and/or its current training needs.  There is a financial and time constraint
 The purpose of needs analysis is to determine the b) CREATING A MOTIVATIONAL LEARNING
types of training, if any, that are needed in an ENVIRONMENT
organization, as well as the extent to which training  Learning requires both ability and motivation,
is a practical means of achieving an organization’s and the training program’s design should
goals accommodate both.
 TYPES OF NEED ANALYSIS:  the low-hanging fruit in motivating trainees is
a) ORGANIZATIONAL ANALYSIS to make sure the trainee’s peers and
 an analysis of the organization's supervisor support the training effort.
strategies, goals, and objectives.  From behavior modification, we know that
b) TASK ANALYSIS the training should provide opportunities for
 The purpose of a task analysis is to use positive reinforcement.
the job analysis methods to identify the  “Expectancy theory” shows us that the
tasks performed by each employee, trainees need to know they have the ability to
 The conditions under which these tasks succeed in the program, and that the value to
are performed, and them of completing the program is high. Self-
 The competencies (knowledge, skills, efficacy is crucial—trainees must believe they
abilities) needed to perform the tasks have the capacity to succeed.
under the identified conditions  Cloud-based training revolutionized training, by
c) PERSON ANALYSIS enabling employers to outsource much or all of
 Analysis dealing with potential their training activities
participants and instructors involved in the
process 3) DEVELOPMENT
d) STRATEGIC TRAINING NEEDS ANALYSIS  What specific materials and methods will we use?
 Strategic goals (perhaps to enter new  Program development means actually
lines of business or to expand abroad) assembling the program’s training content and
often mean the firm will have to fill new materials. It means choosing the specific content
jobs. the program will present, as well as
e) Performance analysis is the process of designing/choosing the specific instructional
verifying that there is a performance deficiency methods (lectures, cases, Web-based, and so on)
and determining whether the employer should you will use.
correct such deficiencies through training or  Training equipment and materials include (for
some other means (like transferring the example) iPads, workbooks, lectures, PowerPoint
employee). slides, Web- and computer-based activities, course
f) The competency model consolidates, activities, and trainer resources (manuals, for
usually in one diagram, a precise overview of instance).
the competencies someone would need to do
the job well. 4) IMPLEMENTATION
g) Competencies-oriented training is similar to  Train the person
other training. Trainees often learn through a
 Implement means actually provide the training
mix of real-world exercises, teamwork,
using one or more of the instructional methods
classes, and online resources, under a
  Before the actual training: send announcements 9) BEHAVIORAL MODELING
far in advance, provide directions, provide a  Copying someone skilled – might lose some
contact, and make sure participants have pre- individuality and creativity but feel more confidence
training materials. since it is a proven method
 During training: make sure all participants have a  Observe “model behavior”  practice techniques
point of contact in case they have questions or  get feedback & praise  make revisions  then
need guidance. be transferred back on job
 After training: remember training does not end 10) JOB EXPERIENCE
when the program ends. Instead, periodically  This is the oldest method of on-the-job training.
ascertain that trainees are transferring their 11) JOB ROTATION
learning to the job.  An employee (usually a management trainee)
moves from job to job at planned intervals, is
5) EVALUATION another OJT technique
 There are several things you can measure:  The major objective of job rotation training is the
 Participants’ reactions to the program, broadening of the background of trainees in the
 what (if anything) the trainees learned from the organization.
program, and 12) SPECIAL PROJECTS
 to what extent their on- the-job behavior or results  This is a very flexible training device. The trainee
changed as a result of the program. may be asked to perform a special assignment;
TRAINING EFFECTS TO MEASURE: thereby he learns the work procedure
 Kirkpatrick Model of training evaluation (named
for its developer) lists four training effects OFF-THE-JOB
employers can measure 13) LECTURE
o Reaction: evaluate trainees’ reactions to the
 Most common training method
program. Did they like the program? Did they
 Economical way to convey information
think it worthwhile?
o Learning: test whether they learned the  Lack of social interaction & individualized material
14) DISCUSSION METHOD (INCIDENT METHOD)
principles, skills, and facts they were
supposed to learn.  Short, controversial scenarios (about 1-3 pages
o Behavior: ask whether the trainees’ on-the- long)
job behavior changed because of the training  No right answers
program. For example, are employees in the  Develops analytic skills and management style
store’s complaint department more courteous  Only effective for small groups to monitor
toward disgruntled customers? feedbacks
o Results: most important, ask, “What results 15) CASE STUDIES
did we achieve, in terms of the training  In-depth descriptions (5-30 pages) of the
objectives previously set?” For example, did experiences of disguised organizations
the number of customer complaints diminish?  To see the experiences in a short period of time
and to not repeat the same mistakes again
 HR TRAINING AND DEVELOPMENT METHODS  In group analyzed cases, social loafing (less
effort, not doing fair share) and political infighting
ON-THE-JOB (arguments) may emerge.
1) EMPLOYEE ORIENTATION (ONBOARDING) 16) ROLE PLAYING
 History, culture, and basics in an organization  Simulations where the trainees learn by doing
 To make an employee feel welcome  Has prescribed roles
 Provides a general understanding of the  Develops interpersonal skills
organization. 17) VESTIBULES / SIMULATORS
2) JOB INSTRUCTION  Train on the same or at least similar equipment in
 Step-by-step teaching safe and controlled environment
 Trainer: explains job in a proper sequence  Opportunity to practice, sequence learning,
 Trainee: tries to replicate the methods and knowledge of results and reinforcement
receives feedback from the trainer. 18) SENSITIVITY TRAINING (T-GROUPS)
3) COACHING (UNDERSTUDY METHOD)  Bizarre exercises
 Trainer provides advice and take notes what the  Group analysis: the trainee discusses the
employee is doing properly and improperly experiences with other participants
4) MENTORING  Self-analysis: the trainee will put his/her
 A senior provides career advice reflections in writing
 “guilt by association”  multiple analytic processes to give trainees greater
5) INFORMAL LEARNING (THE BUDDY SYSTEM) insight into the behavior of others and themselves
 Learn from peers  greater understanding and tolerance; develops
6) PROJECT TEAMS (ACTION LEARNING) new ways of interacting
 Temporary team that works on real projects  inappropriate feedback damages
7) APPRENTICESHIP  Tradeoff exists – the potential difficulty of opening
 Job training under the direction of an experience up when working with co-workers vs the greater
person likelihood of meaningful change
 Craft positions 19) PROGRAMMED INSTRUCTION (AUTO
 Classroom component INSTRUCTIONAL TECHNIQUES)
8) IN-BASKET EXERCISES  Self-paced learning using computer programs
 Stack of memos, phone messages, letters  There is a question, respond, and feedback cycle
 Managing a busy workload in a simulated job  Lack of social interaction
setting  Risk of cheating in self-tests
 Time Management is practiced
 20) BUSINESS (MANAGEMENT) GAMES  Critical to the success of performance management – it
 Simulations of what it is like to make top directly reflects the organization’s strategic plan
management decisions  PURPOSE:
o To provide feedback
 COMMON CONCERNS AND SUGGESTIONS FOR o Encourage performance improvement
IMPROVEMENT FOR TRAINING AND DEVELOPMENT o Make valid decisions
o Lack of ongoing measurement o Justify terminations
 Spends a lot of money on training not knowing o Identify training and development needs
if it’s working. o Defend personnel decisions
o Possible (good) evaluation criteria  LEGAL RAMIFICATIONS
 Knowledge Acquisition – if people actually  That there can be legal problems or consequences
learn the things they’re supposed to in training if managers don’t handle performance evaluations
 Changing Attitudes – changes how people correctly
think or feel about their job  Managers need to make sure their performance
 Problem Solving Skills – better at solving appraisal system is fair and legally sound.
problems  PA is the systematic evaluation of the individual with
 Interpersonal Skills – improves how they respect to his potential for development
work with others
 Participant Acceptance – if they enjoy or
found it useful
 Knowledge Retention – if people remember
what they learned
 Knowledge Transfer – if people actually used
what they learned
o Talent supplier for competitors
 Good training programs attract better
candidates
 Turnover rates – how employees are leaving
(especially the best ones)
 Options like requiring employees to stay for a
certain number of years or not allowing them  USES OF PERFORMANCE APPRAISAL
to work for direct competitors for a while.  The primary goal of an appraisal system is to improve
o “Tried and true” program than in sensing the individual and organizational performance.
organization’s needs 1) HUMAN RESOURCE PLANNING
 Provide knowledge and skills that match the  To figure out who's doing well and who has the
organization’s specific requirements potential to move up in the company
 Instant experts – just to obtain money even if  SUCCESSION PLANNING: a process of
they’re not knowledgeable on a topic developing talent to replace executive, leadership
o Do not send mixed or improper signals or other key employees
 Training and performance must be consistent 2) RECRUITMENT AND SELECTION
and clear  Predicting Job Performance: through PA, the
 Discourages employees from learning new company knows which qualities and behaviors
skills if it is just mean more unfair workload. make their current employees successful they can
o Strike the right balance use that information to decide if job applicants have
 Consider the right balance between variety those same qualities.
and the comfort of their employees in training  Evaluating Job Interviews: using PA to ask the
process right questions.
 Enhance the meaningfulness of programs  BENCHMARKING: to make comparisons between and
 Rotating in experienced people from the field within organizations, sectors, industries, roles, practices,
to conduct training programs and processes. It is used to provide feedback to
organizations for continuous improvement to their people
practices and challenge existing processes.
PERFORMANCE APPRAISAL
 Determination of the selection TEST’S VALIDITY
 EMPLOYEE ENGAGEMENT would depend on the accuracy of appraisal results.
 Level of commitment workers makes to their employer  Testing New Hires: if the applicant is a good fit for
 Willingness to stay at the firm and to go beyond call of a job. They can compare how well these tests work
duty by looking at how employees with good
 PERFORMANCE MANAGEMENT performance ratings did on them. If the tests are
 Goal-oriented process, to achieve its company goals good at predicting success, it's like a green light for
 Organizational processes are in place to maximize the hiring.
productivity of the people 3) TRAINING AND DEVELOPMENT
 Accomplishing organizational strategy – measuring  By identifying deficiencies that adversely affect
and improving the value of the workforce performance, T&D programs can be developed
 Includes incentive goals and corresponding incentive that permit individuals to build on their strengths
values and minimize their deficiencies
 Dynamic, ongoing, continuous process 4) CAREER PLANNING AND DEVELOPMENT
 The single largest contributor to organizational  Career planning is when a person decides what
effectiveness. they want to achieve in their career and how to do
 PERFORMANCE APPRAISAL it. Career development is when a company makes
sure they have the right people with the right skills
 Formal system of review and evaluation of individual or
for the future.
team task performance
 Career Planning – an ongoing process
  Individual – sets career goals and identifies the
means to achieve them 1) IDENTIFYING SPECIFIC PERFORMANCE
 Career Development – a formal approach used by  starting point
the organization to ensure that people with the  management should select the specific goals it
proper qualifications and experiences are available believes to be most important and realistically
when needed. achievable
5) COMPENSATION PROGRAMS
 PA results provide a basis for rational decisions 2) ESTABLISH PERFORMANCE CRITERIA
regarding pay adjustments. (STANDARDS)
 Rewarding behaviors is necessary for  Management must carefully select performance
accomplishing organizational objectives is at the criteria as it pertains to achieving corporate goals
heart of a firm’s strategic plan  TRAITS:
6) INTERNAL EMPLOYEE RELATIONS  Difficult to define, subjective & unrelated to job
 The interactions, dynamics, and relationships performance;
among employees within a company.  Instead, they recommended using more
 It encompasses how employees communicate, objective measures (things that can be
collaborate, and work together as a team. measured more clearly and aren't based on
 Performance appraisal data are also used for opinions) to judge employees;
decisions in several areas of internal employee  However, certain traits may relate to job
relations, including promotion, demotion, performance and, if this connection is
termination, layoff, and transfer established, using them may be appropriate.
7) ASSESSMENT OF EMPLOYEE POTENTIAL  BEHAVIORS
 Although past behaviors may be a good predictor  Desired behaviors may be appropriate as
of future behaviors in some jobs, an employee’s evaluation criteria because if they are
past performance may not accurately indicate recognized and rewarded, employees tend to
future performance in other jobs. repeat them.
 Overemphasizing technical skills and ignoring  If certain behaviors result in desired outcomes,
other equally important skills is a common error in there is merit in using them in the evaluation
promoting employees into management jobs. process (a good reason in including this on
 Recognition of this problem has led some firms to evaluation)
separate the appraisal of performance, which  COMPETENCIES
focuses on past behavior, from the assessment of  A broad range of knowledge, skills, traits, and
potential, which is future-oriented. behaviors that may be technical in nature,
relate to interpersonal skills, or are business-
 PERFORMANCE APPRAISAL ENVIRONMENTAL oriented
FACTORS  Cultural competencies – ethic and integrity
 Job specific competencies – analytical
1) EXTERNAL ENVIRONMENTAL FACTORS thinking and achievement orientation
 Legislation requires that appraisal systems be  The competencies selected for evaluation
nondiscriminatory purposes should be those that are closely
 Organizations should avoid using any appraisal associated with job success.
method that results in a disproportionately negative  Success in HR is dependent on competency
impact on a protected group. and specific skills in the following five key
 Labor union that represents workers is another areas:
external factor, unions have traditionally stressed  STRATEGIC CONTRIBUTION: Connecting
seniority as the basis for promotions and pay firms to their markets and quickly aligning
increases employee behaviors with organizational
2) INTERNAL ENVIRONMENTAL FACTOS needs.
 A firm’s corporate culture (own way of doing things,  BUSINESS KNOWLEDGE: how businesses
and its own values. Refers to the combination of are run and translating this into action.
values, behaviors, and attitudes within a  PERSONAL CREDIBILITY: Demonstrating
company—personality of the company) can assist measurable value; being part of an executive
or hinder the process. team.
 HR DELIVERY: Providing efficient and
 PERFORMANCE APPRAISAL PROCESS effective service to customers
 HR TECHNOLOGY: Using technology and
Web-based means to deliver value to
customers.
 GOAL ACHIEVEMENT
 organizations consider ends more important
than means
 The outcomes established should be within
the control of the individual or team and should
be those results that lead to the firm’s success
 This should be the most positive element in
the entire process of employee appraisal.
 IMPROVEMENT POTENTIAL
 This involves an assessment of the
employee’s potential. Including potential in the
evaluation process helps to ensure more
 o COMMUNICATING PERFORMANCE about their job than the supervisor, it can
EXPECTATIONS TO EMPLOYEES complicate the evaluation process.
 The next important step is to communicate the 2) SUBORDINATES
aforesaid standards to the concerned employees.  employees who work under a manager or
Their jobs and jobs-related behavior should be supervisor
clearly explained to them.  Some firms conclude that evaluation of managers
 It should be noted that job-related behaviors are by subordinates is both feasible and needed to see
those critical behaviors that constitute job superiors’ managerial effectiveness.
success.  Critics' Concerns: However, there are critics who
 The employee should not be presumed to guess worry that this approach could turn into a popularity
what is expected of him. contest, where employees rate their managers
 It should be noted that here communication based on how much they like them, rather than
means that the standards have been transmitted their actual performance. Some employees might
to the employee and he has received and also fear retaliation if they provide negative
understood them a two-way communication, feedback.
3) PEERS AND TEAM MEMBERS
3) APPRAISAL PERIOD  Team members know each other’s’ performance
 The specific time frame during which a company better than anyone and can, therefore, evaluate
evaluates its employees' performance. performance more accurately.
 Formal performance evaluations are usually  Peer pressure is a powerful motivator for team
prepared at specific intervals – either annually or members.
semiannually.  Peer review involves numerous opinions and is not
 Primarily informal – continuous interaction dependent on one individual
including coaching and other developmental  Challenges with Peer Evaluations:
activities, that continues throughout the appraisal  People who work closely together, especially
period. in teams, might hesitate to criticize each other.
 Some organizations use the employee’s date of  On the other hand, if someone has had
hire to determine the rating period. Or at the end of conflicts with a coworker, they might give them
a probationary period (30-90 days after) a really bad rating out of frustration, which
 To determine what actual performance is, it is wouldn't be fair.
necessary to acquire information about it. We  Another challenge is when peers don't interact
should be concerned with how we measure and much or don't have enough information to
what we measure. judge someone's work accurately.
 Four sources of information are frequently used to  They show little interest in their teams
measure actual performance: 4) SELF-APPRAISAL
o Personal observation,  Be your own critic. If employees understand their
o Statistical reports, objectives and the criteria used for evaluation, they
o Oral reports, and are in a good position to appraise their own
o Written reports. performance
 Comparing actual performance with standards, by  Self-appraisal provides employees with a means of
doing so the potentiality for growth and keeping the supervisor informed about
advancement of an employee can be appraised everything the worker has done during the
and judged. appraisal period
 Self-appraisal has great appeal to managers who
4) DISCUSSING THE APPRAISAL WITH THE are primarily concerned with employee
EMPLOYEE participation and development.
 Under these discussions, good points, weak 5) CUSTOMER APPRAISAL
points, and difficulties are indicated and discussed  This is when a company asks its customers to give
so that performance is improved. feedback
 Customer behavior determines a firm’s degree of
 RESPONSIBILITY FOR APPRAISAL success
1) IMMEDIATE SUPERVISOR  Organizations use this approach because
 Directly manages or oversees an employee's daily  It demonstrates a commitment to the
tasks and responsibilities. customer,
 The most logical choice for evaluating  Holds employees accountable,
performance because they have an excellent  Fosters change.
position to observe the employee  Customer-related goals for executives generally
 Subordinate training and development is an are of a broad, strategic nature, whereas
important element in every manager’s job  targets for lower-level employees tend to be more
 On the negative side, specific that they can control
 Bias: Sometimes, a supervisor might focus
too much on certain aspects of an employee's  METHODS OR TECHNIQUES OF PERFORMANCE
performance and not pay enough attention to APPRAISAL
other important areas. 1) TRADITIONAL METHODS
 Manipulation: Managers might sometimes
a) RANKING METHOD
manipulate evaluations to justify giving raises
 The oldest and simplest method of rating.
or promotions to certain employees or to avoid
 The rater ranks all employees from a group in order
doing so.
 Distance and Expertise: If an employee and  A difficulty occurs when all individuals have
their supervisor are far apart (in different performed at comparable levels (as perceived by
locations) or if the employee knows more the evaluator).
 PAIRED COMPARISON – a variation of the
ranking method in which the performance of each
 employee is compared with that of every other  Rater (evaluator) completes the form by indicating
employee in the group. the degree of each factor that is most descriptive
 SINGLE CRITERION - such as overall of the employee and his or her performance
performance, is often the basis for this comparison.  One reason for the popularity of the rating scales
b) CRITICAL INCIDENT METHOD method is its simplicity, which permits quick
 Requires keeping written records of highly evaluations of many employees.
favorable and unfavorable employee work actions. g) GRADING METHOD
 The appraisal is more likely to cover the entire  Different grades are developed for evaluating the
evaluation period and not focus on the past few ability of different employees and then the
weeks or months. employees are placed in these grades.
c) ESSAY METHOD  These grades may be as follows: (i) excellent; (ii)
 The rater writes a brief narrative describing the very good; (iii) good; (iv) average; (v) bad; (vi)
employee’s performance. worst.
 Focuses on extreme behavior in the employee’s h) MANNING COMPARISON METHOD / FACTOR
work rather than on routine day-to-day COMPARISON METHOD
performance.  This method was first used in the US Army during
 Depend heavily on the evaluator’s writing ability. the 1st World War.
 Comparing essay evaluations might be difficult  Factor comparison is systematic and scientific
because no common criteria exist. method designed to carry out job evaluation which
 Some managers believe that the essay method is instead of ranking job as a whole, ranks according
not only the simplest but also an acceptable to a series of factors.
approach to employee evaluation.
d) WORK STANDARDS METHOD 2) COLLABORATIVE / MODERN METHOD OF
 A performance appraisal method that compares APPRAISAL AND CAREER DEVELOPMENT
each employee’s performance to a predetermined a) 360-DEGREE FEEDBACK EVALUATION
standard or expected level of output. METHOD
 Standards reflect the normal output of an average  A popular performance appraisal method that
worker operating at a normal pace involves evaluation input from multiple levels within
 Mostly popular in production jobs the firm as well as external sources which focuses
 An obvious advantage of using standards as on skills needed across organizational boundaries.
appraisal criteria is objectivity  For succession planning, training, and professional
e) FORCED DISTRIBUTION METHOD development.
 Requires the rater to assign individuals in a work  Advantages:
group to a limited number of categories.  Common appraisal errors can be reduced or
 To keep managers from being excessively lenient eliminated.
and having a disproportionate number of  May provide a more objective measure of a
employees in the “superior” category. person’s performance
 They think that forced rankings require managers  Having multiple raters also makes the process
to be honest with workers about how they are more legally defensible
doing.  Disadvantages:
 The forced distribution systems tend to be based  It will take more time, and therefore, be more costly
on three levels. – The best performers,  Some managers worry that people might say only
middle/average, poorest performers positive things
 The forced distribution system appears to be  The biggest risk with 360-degree feedback is
unpopular with many because confidentiality – it must completely anonymous.
b) MANAGEMENT BY OBJECTIVE (MBO) /
 It damages morale and generates mistrust of
leadership. RESULT-BASED SYSTEM
 Some believe it fosters cutthroat competition,  The manager and subordinate jointly agree on
paranoia, and general ill will, and destroys objectives for the next appraisal period and at the
employee loyalty end of the appraisal period, an evaluation focuses
 Critics of forced distribution contend that they on how well the employee achieved this
compel managers to penalize a good, although not c) BEHAVIORALLY ANCHORED RATING SCALES
a great, employee who is part of a superstar team. (BARS)
 One reason employees are opposed to forced  A performance appraisal method that combines
ranking is that they suspect that the rankings are a elements of the traditional rating scales and critical
way for companies to rationalize firings more incident methods
easily.  Various performance levels are shown along a
f) GRAPHIC RATING SCALE METHOD scale with each described in terms of an
 This is a very popular, traditional method of employee’s specific job behavior. A BARS
performance appraisal. system differs from rating scales because, instead
 A performance appraisal method where evaluators of using terms such as high, medium, and low at
record their judgments about performance on a each scale point, it uses behavioral anchors related
scale – that rates employees according to defined to the criterion being measured.
factors  Advantages:
 The method generally allows for the use of more  This modification clarifies the meaning of each
than one performance criterion point on the scale and reduces rater bias and error
 JOB-RELATED FACTORS – include quality and by anchoring the rating with specific behavioral
quantity of work, examples based on job analysis information.
 It addresses specific behaviors, thus overcoming
 PERSONAL CHARACTERISTICS FACTORS –
weaknesses in other evaluation methods.
include such behaviors as interpersonal skills and
traits, like adaptability
  The BARS method is perhaps the most highly  Often motivated by a desire to avoid
defensible in court because it is based on actual controversy over the appraisal
observable job behaviors.  May result in failure to recognize correctable
 Disadvantages: deficiencies
 A specific deficiency is that the behaviors used are  May also deplete the merit budget and reduce
activity oriented rather than results oriented. the rewards available for superior employees
 Also, the method may not be economically feasible  STRICTNESS
since each job category requires its own BARS  Being unduly critical of an employee’s work
d) HUMAN ASSET ACCOUNTING METHOD performance
 The performance appraisal of the employees is 5) CENTRAL TENDENCY ERROR
judged in terms of cost and contribution of the  An evaluation appraisal error that occurs when
employees. The cost of employees include all the employees are incorrectly rated near the average
expenses incurred on them like their or middle of a scale
compensation, recruitment and selection costs,  The problem is that this makes it challenging to
induction and training costs etc. differentiate between employees who are truly
 If well-trained employees leave a firm, the human average and those who excel or underperformed.
organization is worthless; if they join it, its human 6) RECENT BEHAVIOR BIAS
assets are increased. If distrust and conflict prevail,  an employee’s behavior often improves and
the human enterprise is devalued. If teamwork and productivity tends to rise several days or weeks
high morale prevail, human organization is a very before the scheduled evaluation.
valuable asset. 7) PERSONAL BIAS (STEREOTYPING)
e) ASSESSMENT CENTER METHOD  when managers allow individual differences
 The employees are assessed based on their (cultural bias, stereotyping) to affect the ratings
performance like social-stimulating exercises like they give
role-playing, decision-making, informal  If these are factors to avoid such as gender, race,
discussions, etc. The assessment evaluates the or age, not only is this problem detrimental to
performance of employees to identify future employee morale, but it is blatantly illegal and can
leaders and managers. result in costly litigation.
 Managers establish mental pictures of what are
 PROBLEMS IN PERFORMANCE APPRAISAL considered ideal typical workers, and employees
1) APPRAISER DISCOMFORT who do not match this picture may be unfairly
judged.
 Create conflict between supervisors and
8) MANIPULATING THE EVALUATION
subordinates and lead to dysfunctional behaviors
 the supervisor may give intentionally the employee
 If a performance appraisal system has a faulty
an undeserved high performance evaluation and
design, or improper administration, employees will
perhaps a less favored, but productive, employee
dread receiving appraisals and the managers will
a lower rating
despise giving them, also the process takes a lot of
9) EMPLOYEE ANXIETY
time, paperwork, & difficult choices.
2) LACK OF OBJECTIVITY  This refers to the feelings of worry, stress, or
unease that employees may experience when they
 Potential weakness of traditional performance
know they are going to be evaluated or assessed
appraisal – factors that may have little to do with an
by their managers.
employee’s job performance
 This may take the form of discontent
 The statement is cautioning against relying too
(unhappy/dissatisfied), apathy (indifferent/less
heavily on personal characteristics when
interested), and turnover (quit/leave).
evaluating employees' performance.
 It can lead to potential conflicts with employees and
may not align with equal employment opportunity
 CHARACTERISTICS OF AN EFFECTIVE APPRAISAL
guidelines, which require fair and job-related
SYSTEM
evaluations.
 Therefore, it's advisable to base performance 1) JOB-RELATED CRITERIA
appraisals on job-related factors rather than  The most basic criterion – Appraisal system should
personal characteristics to ensure fairness and focus on things that are directly related to the
compliance with regulations. employee's job.
3) HALO / HORN 2) PERFORMANCE EXPECTATIONS
 HALO ERROR - occurs when a manager  If employees clearly understand the expectations,
generalizes one positive performance feature or they can evaluate their own performance and make
incident to all aspects of employee performance, timely
resulting in a higher rating 3) STANDARDIZATION
 Generalizes one positive performance = resulting  use the same evaluation instrument for all
in a higher rating employees in the same job category who work for
 HORN ERROR - an evaluation error that occurs the same supervisor and should conduct
when a manager generalizes one negative appraisals covering similar periods for these
performance feature or incident to all aspects of employee.
employee performance, resulting in a lower rating.  Records should also include a description of
 Generalizes one negative performance = resulting employee responsibilities, expected performance
in a lower rating results, and the role these data play in making
4) LENIENCY / STRICTNESS appraisal decisions
 LENIENCY 4) TRAINED APPRAISERS
 Some managers are too generous with praise  People who evaluate employees should be trained
or too hard on a person in how to do it properly.
 Giving undeserved high ratings to an
employee
  This training should be ongoing, not just a one-time 3) USE OF PRAISE AND CRTICSM
thing, to make sure evaluations are fair and  Conducting an appraisal interview requires tact and
consistent. patience on the part of the evaluator.
 Praise is appropriate when warranted, but it can
5) CONTINUOUS OPEN COMMUNICATION have limited value if not clearly deserved.
 A good appraisal system provides highly desired  Criticism, even if warranted, is especially difficult to
feedback on a continuing basis so there are no big give
surprises during the annual review.  It is important that discussions of these sensitive
 Continuous feedback is vitally important to help issues focus on the deficiency, not the person.
direct, coach, and teach employees to grow and 4) EMPLOYEES’ ROLE
improve performance  The best recourse for employees in preparing for
6) CONDUCT PERFORMANCE BEHAVOR an appraisal review is to prepare a list of creative
 A special time should be set for a formal discussion ways they have solved problems with limited
of an employee’s performance. resources.
 A performance review allows them to detect any 5) COLCUDING THE INTERVIEW
errors or omissions in the appraisal, or an  The interview should end with specific and mutually
employee may disagree with the evaluation and agreed upon plans for the employee’s development
want to challenge it.  The interview should ideally leave employees
7) DUE PROCESS feeling positive about the company, their job, and
 To provide employees an opportunity to appeal themselves. If it leaves them feeling down, it's
appraisal results that they consider inaccurate or unlikely their performance will improve.
unfair  The interview should conclude with specific plans
for the employee's development that both the
 LEGAL IMPLICATIONS manager and the employee agree on.
o Employees should have a way to raise their concerns,
and the company should address these concerns fairly RISK MANAGEMENT
and objectively. The courts normally require these  Poor Safety Practices Raise Wage Rates
conditions:  Safety Problems Lead to More Costs
 NO DISCRIMINATIONS: Either the absence of  The Supervisor’s Role in Accident Prevention
adverse impact on members of protected classes  the local supervisor was responsible for day-to-day
or validation of the process. inspections.
 NO ONE PERSON IN CONTROL: A system that  Daily safety inspections should be part of your routine
prevents one manager from directing or controlling
a subordinate’s career.  RECORD KEEPING
 REVIEW AND APPROVAL: The appraisal should  Employers must report all occupational illnesses
be reviewed and approved by someone or some  An occupational illness is any abnormal condition or
group in the organization. disorder caused by exposure to environmental factors
 KNOWLEDGEABLE RATERS: The rater, or associated with employment.
raters, must have personal knowledge of the  INSPECTIONS AND CITATIONS
employee’s job performance. o INSPECTION PRIORITIES
 SET CRITERIA: The appraisal systems must use  Takes a “worst-first” approach.
predetermined criteria that limit the manager’s  Conducts an inspection within 24 hours when a
discretion. complaint indicates an immediate danger, and
o An employer may also be vulnerable to a negligent within 3 working days when a serious hazard
retention claim if an employee who continually exists.
receives unsatisfactory ratings in safety practices, for  For a “nonserious” complaint filed in writing by a
example, is kept on the payroll and he or she causes worker or a union,
injury to a third party o THE INSPECTION
 The inspection begins when the OSHA officer
 APPRAISAL INTERVIEW arrives at the workplace.
 The appraisal interview is the Achilles’ heel of the entire  The five most frequent OSHA inspection violations
evaluation process. were
 The appraisal interview, which is the meeting between for fall protection,
a manager and an employee to discuss their hazard communication,
performance evaluation, can sometimes be a tricky and scaffolding,
delicate process. respiratory protection,
1) SCHEDULING THE INTERVIEW STRUCTURE lockout/tagout.
 It means deciding when the manager and  Finally, the inspector holds a closing conference
employee will sit down to discuss the employee's with the employer’s representative, and discusses
performance apparent violations for which OSHA may issue or
 Supervisors usually conduct a formal appraisal recommend a citation and penalty.
interview at the end of an employee’s appraisal o PENALTIES
period.  In general, OSHA calculates penalties based on
2) INTERVIEW STRUCTURE the gravity of the violation, usually taking into
 Should be structured in a way that allows both the consideration things like the size of the business,
supervisor and the subordinate to view it as a the firm’s compliance history, and the employer’s
problem-solving rather than a fault-finding session good faith (although not for willful violations).
 RESPONSIBILTIES AND RIGHTS OF EMPLOYERS AND
 Although costs are a consideration, there is merit
EMPLOYEES
in conducting separate interviews for discussing:
(1) employee performance and development and o EMPLOYERS
(2) pay.  are responsible for providing “a workplace free
from recognized hazards:
 o EMPLOYEES  Larger firms generally have a chief safety officer (or
 are responsible, for example, for complying with “environmental health and safety officer”). But in
all applicable OSHA standards smaller firms, managers, including those from human
 WHAT CAUSES ACCIDENTS? resources, plant managers, and first-line managers,
 Chance Occurrences, share these responsibilities.
 Unsafe Conditions,  First, try to eliminate potential risks, such as unguarded
 Employees’ Unsafe Acts equipment.
 Next, reduce potential distractions such as noise, heat,
 UNSAFE CONDITION and stress.
Main causes of accidents:  Then, carefully screen and train employees
1) Improperly guarded equipment
2) Defective equipment  REDUCING UNSAFE ACTS
3) Hazardous procedures around machines or equipment 1) Through Screening
4) Unsafe storage—congestion, overloading  The employer’s aim is to identify the traits that
5) Improper illumination—glare, insufficient light predict accidents on the job and then test
6) Spills on floors candidates for these traits.
7) Tripping hazards, such as blocked aisles  Employee Reliability Index (ERI) measures
8) Working from heights, including ladders and scaffolds dimensions such as emotional maturity,
9) Electrical hazards like frayed cords conscientiousness, and safe job performance.
10) Work schedules and fatigue also affect accident rates.  Others: work sample tests, physical abilities,
Physical Demands Assessments (PDAS), and
 REDUCING UNSAFE CONDITIONS Behavioral interview questions
 Reducing unsafe conditions is the employer’s first line 2) Through Training
of defense.  Safety training reduces unsafe acts, especially for
 Safety engineers should design jobs to remove or new employees. Here the employer should instruct
reduce physical hazards. employees in safe practices and procedures, warn
 Supervisors play an important role. Checklists can them of potential hazards, and work to develop a
help identify and remove potential hazards. safety-conscious employee attitude.
 Lockout/tagout is a formal procedure to disable  Employees must demonstrate that they actually
equipment such as power saws, to avoid unexpected learned what to do.
activation.  One study found that the most effective safety
1) JOB HAZARD ANALYSIS training elicited employee engagement
 Involves a systematic approach to identifying and  The “least engaging” programs: lectures, films,
eliminating such hazards before they cause reading materials, video-based training.
accidents.  “Moderately engaging” programs: computer
 The job hazard analysis should provide the basis interface instruction with feedback.
for creating countermeasures  “Engaging” ones: behavioral modeling,
2) OPERATIONAL SAFETY REVIEWS simulation, hands-on training.
 are conducted by agencies to ascertain whether 3) Through Posters, Incentives, And Positive
units under their jurisdiction are complying with all Reinforcement
the applicable safety laws, regulations, orders, and  Posters should be easily visible, legible, and well-
rules. lit.
3) PERSONAL PROTECTIVE EQUIPMENT  Incentives for safety-related worker behaviors
 fit properly; such as participating in a safety meeting, reporting
 be easy to care for; a near miss, or reporting unsafe conditions.
 be flexible and lightweight;  Positive reinforcement programs to improve
 be maintained in a clean and reliable fashion, for safety. Such programs provide workers with
instance. continuing positive feedback
4) PROTECTING VULNERABLE WORKERS 4) By Fostering a Culture of Safety
 They should provide proper safety equipment for  According to one safety expert, a workplace with a
women (smaller sizes) and make adjustments for safety-oriented culture exhibits: Teamwork,
older workers (boost lighting levels and reduce communication and collaboration, shared vision,
heavy lifting) assignment, continuous effort, and encouragement
 Having CPR (cardiopulmonary resuscitation) 5) By Creating a Supportive Environment
equipment and defibrillators ready, and making  by training supervisors to be better leaders
sure some employees know how to use them, can 6) By Establishing a Safety Policy
save lives (heart attack while on job)  The company’s written safety policy should
emphasize that accident prevention is of the
 UNSAFE ACTS utmost importance
 There is evidence that people who are impulsive, 7) By Setting Specific Loss Control Goals
sensation seeking, extremely extroverted, less  Set specific safety goals to achieve. For example,
agreeable, and less conscientious (in terms of being set safety goals in terms of frequency of lost-time
less fastidious and dependable) do have more injuries per number of full-time employees.
accidents. 8) Through Behavior-Based Safety and Safety
o Entitlement – “think there’s no reason they should Awareness Programs
not speed”)  Behavior-based safety means identifying the
o Impatience – “were ‘always in a hurry’” worker behaviors that contribute to accidents and
o Aggressiveness – “the first to move when the light then training workers to avoid these behaviors
turns green”  In a safety awareness program new workers
o Distractibility – “frequently distracted by cell receive critical information regarding the job’s
phones, eating, and so on” common safety hazards and simple prevention
 HOW TO PREVENT ACCIDENTS methods, often when first arriving at a job site.
 9) Through Employee Participation  Break your patterns. The more well-rounded your
 Ideally, the employer should encourage all workers life is, the better protected you are against burnout.
to participate, to feel comfortable reporting safety  Get away from it all periodically. Schedule
or health concerns, and to have access to the occasional periods of introspection where you can
information they need to participate in the program. get away from your usual routine..
10) Conducting Safety and Health Audits and  Reassess your goals in terms of their intrinsic
Inspections worth. Are the goals you’ve set for yourself
 First, line managers should periodically inspect attainable? Are they really worth the sacrifices?
their areas using safety audit/checklists including  Think about your work. Could you do as good a
investigating all accidents and “near misses.” job without being so intense?
 With safety audits, safety-related metrics would  Stay active. One study concluded that “the
include, for instance, injury and illness rates, increase in job burnout and depression was
workers’ compensation cost per employee, at-risk strongest among employees who did not engage in
behavior reduction, and safety training exercises. physical activity and weakest to the point of non-
 Ideally, trend the audit data (for instance, to see if significance among those engaging in high
accident rates are rising or falling or steady), and physical activity.”
track the corrective actions through to completion c) EMPLOYEE DEPRESSION
 Employee depression is a serious work problem.
 WORKPLACE HEALTH HAZARDS: PROBLEMS AND Depressed people also tend to have worse safety
REMEDIES records
1) CHEMICAL AND INDUSTRIAL HYGIENE  Depression is a disease.
 Chemicals, such as asbestos and lead.  Typical depression warning signs (if they last for
 Managing such hazards comes under the purview more than 2 weeks) include:
of industrial hygiene, and involves recognition, o persistent sad, anxious, or “empty” moods;
evaluation, and control o sleeping too little;
 RECOGNIZE possible exposure hazards. o reduced appetite;
 Once the manager identifies a possible hazard, o loss of interest in activities once enjoyed;
EVALUATION involves determining how severe it o restlessness or irritability;
is. o difficulty concentrating.
 Hazard CONTROL involves eliminating or 4) SOLVING COMPUTER-RELATED ERGONOMIC
reducing the hazard. PROBLEMS
2) ALCOHOLISM AND SUBSTANCE ABUSE  Its prescriptions include, place the monitor directly
 Ideally, a drug-free workplace program includes in front of you, ensure it’s at arm’s length, and look
five components: away from the monitor every 20 minutes while
o A drug-free workplace policy focusing on something at least 20 feet away.
o Supervisor training 5) REPETITIVE MOTION DISORDERS
o Employee education  Repetitive motion disorders include carpal tunnel
o Employee assistance syndrome and tendonitis.
o Drug testing  They result from too many uninterrupted repetitions
 Alcohol-related symptoms range from tardiness in of an activity or motion, or from unnatural motions
the earliest stages of alcohol abuse to prolonged, such as twisting the arm or wrist.
unpredictable absences in its later stages  Employers can reduce the problem, for instance,
3) STRESS, BURNOUT, AND DEPRESSION with programs to help workers adjust their pace of
a) STRESS work.
 These include belligerent bosses or colleagues, 6) SITTING
poor job security, low pay, unpredictable  Studies suggest that people who sit a lot are in
schedules, workplace noise, excessive workloads, poorer health, and need to get up and walk around
inadequate control over job-related decisions, about 30 or 40 times a day.
unclear performance expectations, and arrogant 7) INFECTIOUS DISEASES
customers  Encourage employees to receive immunizations.
 Human consequences of job stress include  Provide daily medical screenings for employees
anxiety, depression, anger, cardiovascular returning from infected areas.
disease, headaches, accidents, and even early  Deny access for 10 days to employees or visitors
onset Alzheimer’s disease who have had contact with suspected infected
 For the employer, consequences include individuals.
diminished performance and increased  Tell employees to stay home if they have a fever or
absenteeism and turnover. respiratory system symptoms.
 There are several ways to alleviate dysfunctional  Clean work areas and surfaces regularly.
stress. These range from commonsense remedies  Practice hand hygiene, and make sanitizers easily
(getting more sleep) to biofeedback and available.
meditation. Finding a more suitable job, getting  Stagger breaks. Offer several lunch periods to
counseling, and planning each day’s activities are reduce overcrowding.
other sensible responses. 8) WORKPLACE SMOKING
 Some employers use “resilience training” to help  Smoking is a serious health and cost problem. For
employees deal with stress. employers, costs derive from higher health and fire
b) BURNOUT insurance, increased absenteeism, and reduced
 The total depletion of physical and mental productivity
resources caused by excessive striving to reach an
unrealistic work-related goal.  OCCUPATIONAL SECURITY AND RISK MANAGEMENT
 Burnout manifests itself in symptoms like irritability,  Workplace safety relates to risks of injury or illness to
discouragement, exhaustion, cynicism, employees.
entrapment, and resentment
 Workplace security relates to protecting employees  capitalizing on the facility’s natural or
from internal and external security risks such as architectural features to minimize
criminal acts by visitors and terrorism. security problems.
1) ENTERPRISE RISK MANAGEMENT
 “the process of assessing exposures to loss within
an operation and determining how best to o (3) installing mechanical security
eliminate, manage or otherwise reduce the risk of  the utilization of security systems
an adverse event from having a negative impact on such as locks, intrusion alarms,
the business.” access control systems, and
 Other risks, for instance, surveillance systems.
o Natural disaster risks, o (4) installing organizational security
o Financial risks,  using good management to improve
o Risks to the firm’s computer systems. security. it means properly training
o Human capital risks rank high. and motivating security staff and
o risks from unionization lobby attendants.
o risks from inadequate staffing plans 4) TERRORISM
 Employer manages a risk depends on the type of risk:  Identifying, assessing and mitigating potential
o Internal Preventable Risks arise from actions insider threats. While there is no single profile of an
within the company and include things like insider threat, HR professionals should establish
employees’ illegal conduct or workplace accidents. an evaluation framework that includes threat
Employers manage these risks with methods such indicators, data profiles, and behavioral signals.
as codes of conduct, disciplinary procedures, and 5) CYBERSECURITY
safety rules.  Data protection and cybersecurity are specialized
o Strategy Risks are risks that managers accept as areas requiring special expertise. Every employee
part of executing their strategies, such as the risk a plays a security role:
banker takes that a borrower defaults. Employers  First, the CEO setting policy to first-line
manage some strategy risks with independent employees guarding their passwords.
experts (like those who assess insurance risks)  Second, “old data is bad data.” In other words,
and with in-house experts, like the risk managers destroy unneeded old personal data (say from five
who help to oversee banks’ loan portfolios. years ago) unless it’s absolutely required.
o External Risks come from outside the company  Third, encrypt. That includes data in laptops
and include things like political and natural employees carry with them.
disasters and terrorism. Managing external risks  Fourth, monitor. The IT staff should periodically
might involve methods like scenario planning, in assess cyber risks.
which the company endeavors to identify, analyze, 6) BUSINESS CONTINUITY AND EMERGENCY PLANS
and plan for multiple possible eventualities.  The employer needs plan for business continuity in the
2) PREVENTING AND DEALING WITH VIOLENCE AT event of a disaster. The disaster plans should include
WORK establishing a command center and identifying
 Heightened security measures are the first line of employees considered essential in the event of a
defense disaster, including responsibilities for each.
 Improve employee screening
 Establish a zero-tolerance policy toward workplace INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
violence
 Use workplace violence training  INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY
 Guidelines for firing a high-risk employee  Branch of psychology that applies the principles of
 The Gender-Motivated Violence Act (part of the psychology to the workplace
Violence Against Women Act) imposes liabilities on  I/O Psychology examines factors that affect the people
employers whose women employees become in an organization as opposed to the broader aspects
violence victims. of running an organization
 Tangible security improvements including better  It used to form work group to understand employee
lighting, cash-drop boxes, and similar steps can conflict, and principles of motivations and emotions are
help. Women (and men) should have access to used to motivate and satisfy employees.
domestic crisis hotlines, and to employee  INDUSTRIAL APPROACH
assistance programs.  focuses on determining the competencies needed to
3) SECURING THE FACILITY perform a job, staffing the organization with employees
 Workplace security relates to protecting who have those competencies, and increasing those
employees from internal and external security risks competencies through trainings
(such as robberies and terrorism).  ORGANIZATIONAL APPROACH
 In simplest terms, instituting a basic facility security  creates an organizational structure and culture that will
program requires four steps: motivate employees to perform well, give them the
necessary information about their jobs, and provide
o (1) analyzing the current level of risk (initial working conditions that are safe and result in an
threat assessment) enjoyable and satisfying work/life environment
 Reception area access  I/O psychologists were employed to test recruits and then
 Interior security place them in appropriate positions. The testing was
 Authorities’ involvement accomplished mainly through the Army Alpha and Army
 Mail handling Beta tests of mental ability.
 Evacuation  The Alpha test was used for recruits who could read
 Backup systems and,
o (2) installing natural security  The Beta test for recruits who could not read.
 The more intelligent recruits were assigned to officer
training, and the less intelligent to the infantry.
 HATHORNE STUDIES  The lack of agreement between two people who
 The Hawthorne studies were initially designed to provide references for the same person
investigate such issues as the effects of lighting levels, o Ethical guidelines that reference providers should
work schedules, wages, temperature, and rest breaks follow
on employee performance.  Explicitly state your relationship:
 Hawthorne Effect – employees changed their behavior Dual roles: a person may be a supervisor as well
and became more productive because they were being as a good friend.
studies and received attention from their managers Nature of the referee–referent relationship
 Be honest in providing details
 MAJOR FIELD OF I/O PSYCHOLOGY  Let the applicant see the references
1) PERSONNEL PSYCHOLOGY  PREDICTING PERFORMANCE
 Study and practice in such areas as analyzing jobs, 1) USING APPLICANT TRAINING AND EDUCATION
recruiting applicants, selecting employees, 2) USING APPLICANT KNOWLEDGE
determining salary levels, training employees, and  JOB KNOWLEDGE TESTS: designed to measure
evaluating employee performance how much a person knows about a job
 Construct performance appraisal instruments to  Excellent content and criterion validity; high face
evaluate employee performance validity
 Usually work in a training department of an 3) USING APPLICANT ABILITY
organization and are involved in such activities as ABILITY TESTS: tap the extent to which an applicant
identifying the organization’s training needs, can learn or perform a job-related skill
developing training programs, and evaluating
training success. d) COGNITIVE ABILITY
2) ORGANIZATIONAL PSYCHOLOGY  Oral and written comprehension,
 Are concerned with the issues of leadership, job  Oral and written expression,
satisfaction, employee motivation, organizational  Numerical facility,
communication, conflict management,  Originality,
organizational change, and group processes within  Memorization,
an organization.  Reasoning (mathematical, deductive,
3) HUMAN FACTORS / ERGONOMICS inductive), and
 Concentrate on workplace design, human-machine  General learning
interaction, ergonomics, and physical fatigue and  Result in high levels of adverse impact and
stress lack face validity
e) PERCEPTUAL ABILITY
EMPLOYEE SELECTION:  Vision (near, far, night, peripheral),
REFERENCE AND TRAINING  Color discrimination,
 Depth perception,
 PREDICTING PERFORMANCE USING REFERENCES  Glare sensitivity,
AND LETTERS OF RECOMMENDATION  Speech (clarity, recognition), and
 Hearing (sensitivity, auditory attention, sound
REFERENCE CHECK localization)
 The process of confirming the accuracy of information f) PSYCHOMOTOR ABILITY
provided by an applicant.  Includes finger dexterity,
REFERENCE:  Manual dexterity,
 The expression of an opinion, either orally or through a  Control precision,
written checklist, regarding an applicant’s ability,  Multi limb coordination,
previous performance, work habits, character, or  Response control,
potential for future success.  Reaction time,
LETTER OF RECOMMENDATION  Arm-hand steadiness,
 A letter expressing an opinion regarding an applicant’s  Wrist-finger speed, and
ability, previous performance, work habits, character, or
 Speed-of-limb movement
potential for future success. g) PHYSICAL ABILITY
 Are often used for jobs that require physical
 REASONS FOR USING REFERENCES AND
strength and stamina
RECOMMENDATIONS
 Physical ability is measured in one of two
o Confirming details on a resume
ways: job simulations and physical agility tests.
o Checking for discipline problems:
 With a job simulation – applicants actually
o avoiding negligent hiring
demonstrate job-related physical behaviors.
o Discovering new information about the applicant
o Predicting future performance: Low validity in  Nine Basic Physical Activities: dynamic
predicting future employee success because: strength, trunk strength, explosive strength,
 Leniency static strength, dynamic flexibility, extent
flexibility, gross body equilibrium, gross body
 Applicants choose references that would help them
coordination, stamina
in application by showing only positive sides
 Negligent reference  USING APPLICANT SKILLS
1) WORK SAMPLES
 occur when former employee feels guilty of not
providing relevant information to an organization  The applicant performs actual job-related tasks.
that request it.  Directly related to job tasks, they have excellent
 Knowledge of the Applicant content validity
 The person writing the letter often does not know  Tend to predict actual work performance and thus
the applicant well, has not observed all aspects of have excellent criterion validity
an applicant’s behavior, or both.  Samples have excellent face validity
 Reliability  Lower racial differences
  Can be expensive to both construct and administer 2) PSYCHOLOGICAL EXAMS: an examination of the
2) ASSESSMENT CENTERS applicant’s life history, and the administration of one or
 Selection techniques characterized by the use of more of the psychological tests. It is important to keep
multiple assessment methods that allow multiple in mind that psychological exams are not designed to
assessors to actually observe applicants perform predict employee performance
simulated job tasks 3) MEDICAL EXAMS: the physician is given a copy of
a) IN-BASKET TECHNIQUE the job description and asked to determine if there are
 Designed to simulate the types of daily information any medical conditions that will keep the employee
that appear on a manager’s or employee’s desk from safely performing the job.
b) SIMULATIONS
 Include diverse activities as role plays and work -END-
samples, place an applicant in a situation that is
similar as possible to one that will be encountered Sources: HREAP Reviewers, HRM by Gary Dessler 16 th ed, I/O
on the job Psychology by Michael G. Aamodt, & from other chra
c) WORK SAMPLE reviewers
 If simulation does not involve situational exercise
d) LEADERLESS GROUP DISCUSSIONS ADDITIONAL TIPS:
 Applicants meet in small groups and are given a  Aside from the reviewers na binigay ng hreap, read other
job-related problem to solve or a job-related issue reference! Like dessler and much better if recall niyo yung
to discuss topics from your I/O subject.
e) BUSINESS GAMES  I recommend Sir Louis Montano’s yt vids. Ito yung I/O
 Exercises that allow the applicant to demonstrate playlist niya 
such attributes as creativity, decision making, and https://www.youtube.com/watch?v=rIPaK5ObMpM&list=PL
ability to work with others _4oyk2RBdFfZb388intQRy2WVDSJPZOO

 USING PRIOR EXPERIENCES

1) EXPERIENCE RATINGS: Past experience will predict
future experience
2) BIODATE: A selection method that considers an
applicant’s life, school, military, community, and work
experience

 USING PERSONALITY, INTEREST AND CHARACTER

1) PERSONALITY INVENTORIES: Predict performance
better
a) TESTS OF NORMAL PERSONALITY:
Measures the traits exhibited by normal
individuals in everyday life
b) TEST OF PSYCHOPATHOLOGY: Determines
whether individuals have serious psychological
problems
 Projective Tests: provide the respondent
with unstructured tasks such as describing
ink blots and drawing pictures
 Objective Tests: structured so that the
respondent is limited to a few answers that
will be scored by standardized keys
2) INTEREST INVENTORIES: The most commonly used
interest inventory is the Strong Interest Inventory (SII),
The theory behind these tests is that “an individual with
interests similar to those of people in a particular field
will more likely be satisfied in that field than in a field
composed of people whose interests are dissimilar.”
3) INTEGRITY TESTS: Also called honesty tests tell an
employer the probability that an applicant would steal
money or merchandise
 Personality-Based Integrity Tests: are more
general in that they tap a variety of personality traits
thought to be related to a wide range of
counterproductive behavior
4) CONDITIONAL REASONING TESTS: Were develop
to reduce these inaccurate responses and get a more
accurate picture of a person’s tendency to engage in
aggressive or counterproductive behavior
5) GRAPHOLOGY: An interesting method to select
employees is handwriting analysis. The way people
write reveals their personality, which in turn should
indicate work performance

 LIMITATIONS DUE TO MEDICAL AND

PSYCHOLOGICAL PROBLEMS
1) DRUG TESTING: certainly is one of the most
controversial testing methods used by HR professionals
 HANDBOOK WORKERS’ STATUTORY MONETARY  Regional Tripartite Wages and Productivity Boards
BENEFITS (2023 EDITION) (RTWPBs)
 The said law rationalized wage determination by
establishing the mechanism and proper standards
through the creation of
 COVERAGE: The wage increases prescribed under Wage
Orders apply to all private sector workers and employees
receiving the daily minimum wage rates or those receiving
up to a certain daily wage ceiling, where applicable,
regardless of their position, designation, or status of
employment, and irrespective of the method by which their
wages are paid, EXCEPT workers of duly registered
Barangay Micro Business Enterprises (BMBEs) with
Certificate of Authority pursuant to Republic Act No.
10644.
 Temporary exemption possible: exempted from
compliance with wage order for not exceeding 1 year.

MINIMUM WAGE

 REPUBLIC ACT NO. 6727 – “WAGE RATIONALIZATION

ACT”
 Mandates the fixing of the minimum wages applicable
to different industrial sectors depending on the number
of workers or capitalization or annual gross sales in
some sectors.
 “Agriculture” – refers to farming in all its branches,
farming operations. Does not include the manufacturing
and/or processing
 “Retail establishment” – sale of goods
SOURCE: National Wages and Productivity Commission
 “Service establishment” – sale of service
 c) No Weekends: 261 days; 253 days if w/out
 RULES IN DETERMINING COMPENSABLE WORKING special non pay
HOURS
 The basis of the minimum wage rates prescribed by law
shall be the normal working hours of eight (8) hours a
day;
 Hours worked:
a) to be at the employer's premises or to be at a
prescribed work place;  Subsidized meals and snacks:
b) when suffered or permitted to work.  Employer: 30%
 Principles in hours worked:  Employee: 70%
a) When the employee required you to be available  WAGE OF KASAMBAHAY: Batas Kasambahay
for them w/out productive labor, physical or mental  As of July 2023, the monthly minimum wage of
exertion Kasambahay shall not be less than the following:
b) Rest period is when you stop working completely,
whether it's inside or outside your workplace.
c) If the work performed was necessary, or it
benefited the employer, or the employee could not
abandon his work
d) Interruptions beyond his/her control is still work
time
 Treatment on waiting time
a) Waiting time: if waiting is an integral part of his/her
work.
b) On call period: employee who is required to be
reachable
 Lectures, Meetings, Trainings shall not be counted as
working time if:
 Outside working hours  Kasambahay who works as a salesclerk: should
 Voluntary receive wage in accordance with the prescribed
 Not productive minimum wage which is applicable in the retail and
 Meals, Rest periods service establishments
 1-hour lunch break (no pay)
 Not less than 20 minutes (sorry, tinamad na ko i-type. HAHAHA)
 Non-manual
 Exceeding 16 hours of work
 Emergencies
 Necessary for perishable goods
 5-20 minutes = coffee break
 MONTHLY PAID & DAILY PAID
 Monthly paid: 365 days (everyday of the month)
a) unworked rest days,
b) special days,
c) regular holidays

 Daily paid: are those who are paid on the days they
actually worked and on unworked regular holidays.
a) Everyday: 394.4 / 395.7 days (kung ano na
lang ang nasa choices. Haha)

b) No Sundays: 313 days; 305 days if w/out

special non pay
 LABOR LAWS
For labor codes/laws, watch atty. Duka videos on youtube.
https://www.youtube.com/@CDDukaLaw

 IMPORTANT TOPICS IN LABOR LAWS & SOCIAL

LEGISLATIONS PART1
 https://www.youtube.com/watch?v=w-Ai4jPh6mk&t=5s

 IMPORTANT TOPICS IN LABOR LAWS & SOCIAL

LEGISLATIONS PART2
 https://www.youtube.com/watch?v=GPZaHgRUGDo&t
=2253s

 LAST MINUTE DISCUSSIONS ON LABOR LAWS FOR

THE BAR EXAMS
 https://www.youtube.com/watch?v=m1vD9uASypU

 CRITICAL ISSUES IN LABOR RELATIONS LAW

 https://www.youtube.com/watch?v=ndpToM7w7rI&t=1
46s

also, try to join webinars by atty. De Castro on facebook. (De

Castro Consulting PH)
 https://www.facebook.com/DeCastroConsultingPH
 Labor relations 101 part 2:
https://www.facebook.com/DeCastroConsultingPH/vid
eos/247176521305431
 Watch it asap, they might delete the video soon.

-END-

NOTE

Hello! Congratulations na agad sayo! Ngayon pa lang sinasabi

ko sayo na kaya mong ipasa ang CHRA exam  Basahin mo
lang yung mgareviewers na meron ka from the hreap, X (twitter)
study accounts, and also sa discord nang paulit-ulit, 80% may
masasagot ka na sa exam. Pero wag pa din papakampante dahil
possible na may mga items na lumabas na hindi mo naman
nabasa, ang advice ko ay i-analyze mo mabuti yung tanong kasi
minsan dun ka rin makakakuha ng sagot. Tapos highly advice
din na magpractice ka magsagot ng drills and sa quizlet, very
helpful! Kayang kaya yan!

Join our discord!

https://discord.com/channels/1147218802518524035/11472188
03063803946
Maraming pwedeng tumulong sayo dito kapag may hindi ka
maintindihan sa binasabasa mo, magchat ka lang may sasagot
diyan. Marami ring reviewers dito, minsan nagkakaroon ng study
sessions and discussion na ang mga speaker ay mga chra
passer din.

Ayun, basbasan ko lang din kayo because I’m paying it forward.

Good luck and congrats!

P.s. if may mga wrong information or typo dito sa reviewer ko,

just let me know para ma-note ko at may chance na mabago ko
if may time.