COURSE PHILOSOPHY

It is imperative that all BUSINESS OWNERS AND EXECUTIVES, ALL EMPLOYERS,

EMPLOYEES, HR MANAGERS AND HR PROFESSIONALS, LINE MANAGERS AND
SUPERVISORS, AS WELL AS UNION LEADERS, EVEN THE LABOR ARBITERS,
VOLUNTARY ARBITRATORS and all those involve in labor dispute settlement, and resolution
of conflicts concerning human behavior in business and other organizations, as well as the
legal and behavioral implications of such behavior to productivity, quality and profitability,
competitiveness and continuing survival of businesses in a globalized economy.

COURSE OBJECTIVE

By the end of this course, the participants shall have mastered the PRINCIPLES,
PROCEDURES and PRACTICES and the LEGAL and BEHAVIORAL DIMENSIONS of
EMPLOYEE DISCIPLINE as well as the PROACTIVE and RESPONSIVE APPROACHES
thereto, and THE JUST CAUSES and DUE PROCESS in implementing DISCIPLINARY
action, and also DECIDED CASES relative to SERIOUS MISCONDUCT,
INSUBORDINATION, FRAUD, BREACH OF TRUST, CRIMES AGAINST THE PERSON OF
THE EMPLOYER, GROSS AND HABITUAL NEGLIGENCE and ANALOGOUS CASES

The participants shall have mastered the art and science of FORMULATING COMPANY
POLICY ON EMPLOYEE BEHAVIOR, DISCIPLINE and DISMISSAL, as well as the process
of PROMULGATION, COMMUNICATION, IMPLEMENTATION/ENFORCEMENT,
MONITORING and ANALYSIS.

COURSE OUTLINE

FIRST: THE PHILOSOPHY, PRINCIPLES AND PROCESSES

1. The Meaning and Purpose of Employee Discipline

2. The Relations Between Employee Discipline and Company Viability,

Productivity, Quality and Competitiveness

3. The Complete Cycle of Employee Discipline (F/P/C/I/M/A)

4. The Procedure of Formulating Company Personnel Policy

SECOND: THE DIFFERENT PARTS OF COMPANY PERSONNEL POLICIES
5. The Four Elements of Employee Policy On Employee Behavior

5.1) The Norm/Rule/ Desired Behavior (Patakaran)

5.2) The Compliance or Deviation (Pagsunod/Paglabag)
5.3) The Benefit/ Damage (Pakinabang/Pinsala')
5.4) The Reward or Penalty (Pagpugay/Parusa)
 6. Classification of offenses/Violations

6.1) Serious Misconduct and Deviant Behavior

6.2) Willful Disobedience or insubordination
6.3) Fraud or Breach of Trust/Loss of Confidence
6.4) Commission of Crimes and offenses Against The Employers, Etc
6.5) Gross and Habitual Neglect of Duty
6.6) Sexual Harassment and Other indecent And Immoral Acts
6.7) Cyber Crimes and Misuse of Social Media
6.8) Drug Related, Liquor and Prohibited Substances
6.9) Causing Troubles and Unruly Behavior, Etc
6.10) Other offenses and Analogous Cases
7. Frequency of offenses:

7.1) First Offenders

7.2) Habitual Offenders
7.3) Annual Amnesty/ Writing off of Past Records
7.4) Multiple and Habitual Violations
8. Aggravating and Mitigating Circumstances

8.1) Lack of Past Derogatory Record as Mitigating

8.2) Lack of intent or Premeditated intention as Mitigating
8.3) Excellent Performance as Mitigating
8.4) Habitual Delinquency as Aggravating
8.5) Poor Performance as Aggravating
8.6) Lack of Remorse as Aggravating
8.7) High Number of Victims (More than Three) as Aggravating
8.8) Big Amount of Damages or Losses as Aggravating
8.9) Malice, Bad Faith and Deceit as Aggravating
8.10) Length of Service as Alternative (Aggravating For Serious Misconduct and
Fraud, Mitigating For Negligence
9. Gravity of offenses;

9.1) Simple Errors or Lapses in Judgement

9.2) Light offenses (With intent But With Small Impact or Damage)
9.3) Less Serious offenses (With intent and With Considerable Damage or Losses)
9.4) Serious offenses (With or Without intent If the Damage Is More Than The
offenders' Two Months' Salaries)
9.5) Very Serious offenses; (When Physical injuries and Crimes of Fraud Are involved)
10. Deciding Authority; Who Has Final Authority to Recommend and to Approve
the Following;

10.1) Reprimand and Warning (Written or Verbal)

 10.2) Light Suspension (Below Thirty Days)
10.3) Heavy Suspension (Above Thirty Days)
10.4) Dismissal of Rank-and-File
10.5) Dismissal of Supervisor
10.6) Dismissal of Junior Manager
10.7) Dismissal of Senior Manager
10.8) Dismissal of Executives
10.9) Dismissal of the HR Manager, Director or VP
10.10) Dismissal of the GM, CEO, COO

THIRD: LATEST JURISPRUDENCE ON ALL THE ABOVE