ST.

PAULUNI VERSITYSURIGAO
(St.Paul
Uni ver
sit
ySystem)
Cor .SanNicolas&RizalStr
eet
s
8400Sur i
gaoCi t
y,Phil
i
ppines

GRADUATESCHOOL

WRI
TTENEXAMI
NATIONINHUMANBEHAVI ORINORGANI
ZATI
ON
(
chooseonl
y4quest
ions)

by

CONCORDEALBERJ.DENI
EGA
PhD-
EM St
udent

1.I
dent
if
yanddiscussi
ssuesconcer
ninggov
ernment
alr
egul
ati
onofhumanr
esour
ces
management
.(30point
s)

2.Anal
yzeanddi
scussf
act
orst
hathel
pindet
ermi
ningj
obsat
isf
act
ion.(
20poi
nts)

Her
ear
ethef
act
orst
hatdet
ermi
nej
obsat
isf
act
ionamongwor
ker
s:

2.
1Occupat
ional
Lev
el

Thehi gherthel
evelofthej
ob,t
hegreaterist
hesati
sfact
ionoft
hei
ndi
vi
dual
.
Thi
sisbecausehigherl
evelj
obscar
rygr
eat
erpresti
geandsel
f-
contr
ol.

2.
2Wages 

I
tis an inst
rument of f
ulf
il
li
ng t he needs.Every
one expectsto get a
commensurater
eward.Thewageshouldbef ai
r,r
easonabl
eandequi
table.Af
eel
ingof
fai
randequi
tabl
erewardpr
oducesj
obsat i
sfacti
on.

2.
3JobCont
ent

Thegr
eaterthev
ari
ati
oninj
obcontentandthelessrepet
it
ivenesswit
hwhicht
he
t
asksmustbeperf
ormed,t
hegreat
eri
sthesatisf
acti
onoftheindi
viduali
nvol
ved.

2.
4Consi
der
ateLeader
shi
p

Peopl
el i
ke t
o be tr
eated wi
th consider
ati
on.Hence consi
der
atel
eader
shi
p
r
esul
tsi
nhigherj
obsati
sfact
ionthani
nconsiderat
eleader
shi
p.

2.
5PayandPr
omot
ional
Oppor
tuni
ti
es

Allothert
hingsbeingequalthesetwov ari
abl
esareposit
ivelyr
elatedtojob
sat
isfact
ion.Ifwepayandpr omoti
onaloppor
tunit
iesar
eincr
easedi twi
l
lr esul
tinan
i
ncreaseinjobsat
isfact
ion
 2.
6Wor
kingCondi
ti
ons

Wor ki
ngf
or8hour sormorecanber eall
yt ol
erabl
eify ouhav eagreatcr
ew
wor
kingalongwi
thyou.Youwil
lwanttogot owor kifyourorganizat
ionpr
ovidesyou
wi
ththegoodworkpl
ace,
communicat
ionandencouragi
ngenv i
ronment.

2.
7Respectf
rom Co-
Wor
ker
s

Employeesseekt
obet r
eatedwit
hrespectbythosetheywor
kwith.Manager
s
needtostepinandmedi at
econfl
i
ctsbef
oretheyescal
atei
ntomoreser
iousprobl
ems
requi
ri
ngdisci
pli
nar
yacti
on.

2.
8Wor
kloadandSt
ressLev
el

Deal
i
ngwiththeworkloadthatisfartooheavyanddeadl
inest
hatarei
mpossi
ble
toreachcancausejobsatisfact
iont oerodeforeventhemostdedi cat
edemploy
ee.
Fal
li
ngshortofdeadli
nesresultsinconf l
i
ctbetweenemployeesandsupervi
sor
sand
rai
sesthest
ressl
eveloft
hewor kplace.

2.
9Per
sonal
i
tyJobFi
t

I
ndi
vi
dual
sshouldbeassi
gnedt
hejobthatsuitsi
nter
est
.Ift
heyar
euni
nter
est
ed
wi
tht
hei
rwork,
theybecomeunpr
oduct
iveandi
neffi
cient
.

2.
10Wor
kIt
sel
f

Oneofthekeyfi
ndi
ngsfrom t
heresear
chi
stheopenexpr
essi
onoff
ulf
il
lmenti
n
wor
kpl
acetogainf
ulf
il
lmenti
nthei
rworkisapowermot
ivat
or.

2.
11Rol
ePer
cept
ion

Di
ff
erentindi
vi
dualsholddi
ffer
entpercepti
onaboutthei
rrol
e.Themor
eaccur
ate
t
her
olepercept
ionofanindi
vidual
thegreaterhissat
isf
act
ion.

3.Whyi
sdocument
ati
oni
mpor
tanti
nconduct
ingdi
sci
pli
nar
yact
ion?(
20poi
nts)

Document
ati
onisimport
antinconductingdiscipl
inar
yacti
onbecausei
twi l
lbethebasi
s
t
hatacasehasunder
gonedueorlegalprocessbefor eanemployeei
sdecidedtoberetai
nedor
t
ermi
natedfr
om t
heservi
ce.Byt
hismeans, therei
sf air
nessint
hegri
evanceprocess.

4.Expl
aint
hei
mpactofdi
ver
sit
yonor
gani
zat
ional
per
for
mance.(
20poi
nts)

Diver
sit
y r
eferst
oi mportantandinterrel
ateddimensionsofhumani dent
it
ysuchasr ace,
ethnici
ty,gender,
genderidenti
tyandexpr ession,soci
o-economicstatus,
nati
onali
ty,ci
ti
zenship,
reli
gion,sexualori
entat
ion,abi
li
ty,andage.I fmember sofanor gani
zati
onarediverse,t
hereis
alsodi v
ersit
yinskill
s,val
uesandi nter
per sonalrel
ati
ons.Diversi
tymaybr i
ngeitherposit
iveor
negat i
veimpacttotheper f
ormanceofanor ganizati
on.

Empl
oyeeDi
ver
sit
yincr
easesor
gani
zat
ionalper
for
manceaccor
dingt
oAndr
ew Deen.
Organi
zati
onsbenef i
tinmanyway sbypr omotingethnicandgenderdi versit
yinthei
rtop-
level
managementposi ti
ons,typical
lyseeingimprovedmot ivat
ion,i
nnovati
on,t al
entret
enti
on,and
overal
lbet
terr
eturnsoninv estments.Ontheotherhand, di
versi
tymayr esulttocommunicati
on
barr
ier
s,cul
tur
alresist
ance,discri
minati
onissues,i
ncreasedcosts,andnegat i
vit
y.

Thus,itisessenti
althatmanagementinanyor gani
zationshallfocusandpr i
ori
ti
ze
diversehir
ingduetot hemanybenef i
tsthandi
versi
tybrings.Diversi
tywillsoonbeaf i
xtur
ein
thefuturewor kenv
ironment,t
heglobali
zati
onofbusinessi sfastapproachingandtheneedto
createawor kenvironmentthatwil
lfosteradiver
sewor kf
orceispr essingintheheelsof
businessev er
ywhere.

5.El
uci
dat
ethet
heor
iesofhumanbehav
iori
nor
gani
zat
ion.(
15poi
nts)

6.Expl
aint
hef
oll
owi
ng:(
20poi
nts)

6.
1Or
gani
zat
ionasasy
stem

Li
kethehumanbodywhi chi scomposedofmanysy st
ems, anyorgani
zati
oni
salsoa
sy
stem.Ifoneor
ganf ail
stofunction,t
hewhol esystem mal
functi
ons.Li
kewise,i
foneortwo
membersoftheorganizati
onisineffi
cient
,inef
fect
iveandunproducti
ve,sur
ely
,thewhol
e
or
gani
zationi
saff
ected.

6.
2Empl
oyees’
Growt
handDev
elopment

Employees’growth and devel

opmentdepend on the l
eader.As a leaderofan
organizat
ion,he/shehastoi nt
ensi
fyitsHumanResourceManagementbycr aft
ingprogr
ams
andt r
aini
ngst hatimprov
eandhonet heski
ll
s,at
ti
tudesandval
uesoft heemployees.I
nthi
s
way ,
empl oyeeswill
growprofessi
onal
lyandwil
lev
entual
lyi
ncr
easethei
rproduct
ivi
ty.

6.
3Empl
oyees’
Mot
ivat
ion

Employees’moti
vat
ioni
saf actor
,orf
actor
s,t
hatcause(
s)anempl
oyeet
opur
suework
tasksorgoals.Itiswhatcausesanempl oyeetoacti
nacer tai
nway.I
tcanbeposi
ti
veor
negati
ve.I
tcanbei nt
ri
nsi
corextr
insi
c.

6.
4Empl
oyeesEv
aluat
ionandAssessment

Performanceev al
uati
onisaconst r
uctiv
epr ocesstoacknowl edget heper f
ormanceof
anempl oyee.Anempl oyee'
sev al
uati
onshallbesuf fi
cient
lyspecif
ictoi nform andgui dethe
employeeint heper f
ormanceofher/hisduti
es.Itisnotinandofitsel
fadi scipli
naryprocedure.
Assessi
ng and pr ovi
ding f
eedback aboutt he perf
ormance is considered essenti
alt o an
employee’
sabi l
it
yt operfor
mj obdutieseffecti
vely
.Andt heperformanceofeachempl oyee
shallbe ev aluat
ed atl eastannuall
y,in accordance with a process est abli
shed by the
organi
zati
on.
7.Di
scusst
hesi
gni
fi
canceofmot
ivat
ioni
ntheor
gani
zat
ion.Ci
teanexampl
e.(
15poi
nts)

Motivationisv erysignifi
cantinanyor ganization.Accor dingtoKoont zandO’ Donnell
,
mot i
vationisadr i
ve,desire,need,wishorsi milarforcet hatinducesani ndiv
idual oragroupof
peoplet owor k.Itcanbei ntrinsi
corext ri
nsic.I
ntrinsi
cMot i
vationcomesf r
om wi thinan
employ ee.Onei sintrinsi
callymot i
vatedt oworkwhent hewor kit
selfmotiv
ates.Itmaybet he
workissat i
sfy i
ng, f
ulfil
li
ngorenj oyable.Meanwhi le,extrinsicmot i
vati
onisanext ernal f
actor
thatcausesanempl oy eetoactt owardt hefulf
ill
mentofawor ktaskorgoal.Mot ivati
oncanbe
posit
iveornegat iv
et oo.Hence, mot i
vationcani ncreasepr oducti
vit
yandef fi
ciency,reduce
l
abort urnover,betterindustrialr
elati
ons, andfacil
itat
echange.

Forexampl e,
at eachershoul dhaveanint
rinsi
cmot i
vati
ont oteach-l
i
ket hedesir
eto
i
mpar tknowledge,at
t i
tudesandv alues,andski
ll
st otheyoungergenerati
oninordertobecome
acatalystofchangewhi l
ehi s/
herext r
insi
cmotiv
at i
onishavingagoodsal ar
yandnon- str
essf
ul
worki
ngenv ironment.Bothmot iv
ationscanimprov etheperf
ormanceoft heteacherand
consequentlycanimprov etheperformanceofthewhol eorganizat
ion.