Professional Documents
Culture Documents
GRADUATE SCHOOL
Traditional Viewpoint
• Labor was regarded as a mere commodity that could be acquired or disposed of like any
other property
• Workers employed to operate the machines were considered parts of these machines
• Labor was considered a machine, an operating organism capable of certain amount of
output
Industrial Revolution
• Frederick Taylor
- Founder of scientific management
- The scientific selection and progressive development of the workman
- Constant and intimate cooperation of management and men
• Elton Mayo
- Founder of human relations movement
- Famous for Hawthorne investigations which led to a fuller understanding of the “human
factor” at work
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
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• Douglas McGregor
- famous for theories X and Y
- theory X: people are assumed to dislike work and need direction and control
- theory Y: people are assumed to enjoy work and external control is not necessary
• Frederick Herzberg
-Famous for demonstrating the factors that lead to dissatisfaction (hygiene factors) and
those that lead to satisfaction (motivators)
• Abraham Maslow
- saw human needs in a form of hierarchy. As one need is satisfied, another emerges
- Their order is:
physiological, safety and security, acceptance, esteem and self-actualization
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Organization Defined:
Organizational structure
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GRADUATE SCHOOL
A. Delegation
the conferring of a certain amount of authority and responsibility from the superior to his
subordinates
process of decentralizing or distributing responsibility and authority preventing
bottlenecks or overworks for top management
B. Authority
the right to act or direct others to act
the person possessing authority has the right to decide what should be done and the
right to do it or require someone else to do it
person delegated an authority is acing for or representing the person who delegated the
authority, however, retains control over the delegated authority as he is still fully
accountable to his superior for the actions taken by the delegated person
Types of Organization
A. Line-Type
word line is similar to “chain-of-command” or “man-boss relationship”
a supervisor has direct authority and control over the people he supervises and has
responsibility for them
the flow of authority and responsibility is direct from superior to subordinate
oldest and simplest type
each employee directly knows his supervisor
efficient in transmitting instructions from the supervisor to the workers
B. Line-and-Staff Type
combination of the line type and staff type
when a line manager’s job expands, beyond the limits of his capacity or when activities
become so varied that he must perform functions that are not related, he needs the help
of a specialist to assist him in his work
staff functions include a number of specialized fields of industrial activity (personnel
relations, executive assistant, administrative assistant, legal dept., research)
staff officers are persons or an entire unit in the organization trained to provide
specialized services to the line or operating officials, giving them advice and guidance
staff dept. cannot use command in its relations with the rest of the organization
Management Function
• Planning
- The objective is to create a favorable climate for human resources in the organization
- ascertaining in advance how the task, work, mission, objective will be achieved
• Organizing
- refers to the arrangement and relationships of jobs and positions, which are necessary
to carry out the personnel program
- establishes lines of responsibility, authority and communication
• Coordinating
- Method of getting people in an organization to work together harmoniously
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- Orderly arrangement and execution of personnel policies and programs in the various
departments and levels of the organization
• Controlling
- Purpose is to ensure that the organization is accomplishing its objectives
- The control system will show whether or not the personnel program is being carried out
as planned
Operative Function
• HR Planning
- Study of the labor supply of jobs which are compared with the demand for employees
in those jobs within an organization to determine future requirements
• Recruitment
- The process of encouraging job applicants from outside an organization to seek
employment in the organization
• Selection
- The process of determining the most qualified job applicant or employee for a given
position in an organization
• Placement
- The process of making an employee adjusted and knowledgeable in a new job and
work environment
• Compensation
- The pay received by an employee in the form of wages or salaries, bonuses,
commissions
• Maintenance
- covers all activities intended to provide an acceptable working environment for
employees
• Labor Relations
- refer to the relationship existing between the management of an organization and its
employees, refers to efforts of satisfactory accommodations both employees and
management
• Training and Development
- refer to any method used to improve the attitude, knowledge, skill or behavior pattern of
an employee for adequate performance of a given job
• Employee performance Rating
- The evaluation of the traits, behavior and effectiveness of an employee on the job as
determined by established work standards
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
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Job Analysis
The process of studying positions, of describing the duties and responsibilities that go
with jobs and of grouping similar positions into job categories.
Human Resource Management starts with job analysis, wherein positions are classified
according to skill requirements and other qualifications
This analysis leads to the specification of the skills that the job occupants must possess
The process of getting detailed information about jobs
Job Description
• are broad statements of the scope, purpose, duties and responsibilities involved in a job
• main purposes are to:
- give employees an understanding of their jobs and standards of performance
- clarify duties, responsibilities and authority in order to design the organization structure
- assist in assessing employees’ performance
- assist in the induction of new employees
- evaluate jobs for grading and salary administration
- provide information for training and management development
Job Specification
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• To know the duties of each job by studying the requirements in terms of skills, effort,
responsibilities, and Working condition
• To serve as a guide in the recruitment, selection and placement and counseling of
employees
• To serve as a basis for job evaluation and wage and salary administration
• To help determine working condition that are hazardous, unpleasant or unhealthy to help
management take preventive and corrective measures.
• To help in active supervision
• To determine the training needs of employees
• To standardize job titles
Job Evaluation
• the process of determining the work of one job in relation to that of the other jobs in a
company so that a fair and equitable wage and salary system can be established
• the principle behind job evaluation is that jobs should be paid in accordance with
difficulty, importance, competencies required of the job, and the impact of results
achieved by the job—with the more difficult and important jobs being rated higher than
the less difficult ones
• equal pay for equal work
• differences in pay must be based on differences in work
• Non-Quantitative method
- The job as a whole is compared to other jobs in terms of its elements or component
parts.
1. The ranking method
2. The Position Classification/ Grade Description
• Quantitative method
- The job is broken down into its characteristics and evaluated by the use of factors in a
standard rating scale
1. The Point System
2. The Hay Method
Non-Quantitative Method
• The ranking method
- process of comparing and simply ranking a job against other based on a overall
judgment of the skill, effort, responsibility, and working condition of the job
- the simplest method and easy to understand
• Position Classification/Grade Description Method
- process of grouping jobs by comparing each job against a rating scale comprising
several job grades
- to ascertain the grade to which each job appropriately belongs
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
GRADUATE SCHOOL
Quantitative Method
• Point System
- evaluates the job by appraising it separately against each of the factors or
characteristics such as skills, effort, responsibility, and working conditions and adding up
the corresponding point values to arrive at a single point score for each job.
- uses of series of rating scales, one for each of the major factors
• Hay Method
- Hay and the associates developed a method using three factors. Know-how, Problem-
solving and accountability
- This method requires that the organization develop its own key jobs, called
benchmarks, selected from among the positions within the company
- The factors and the quantitative weights are established, similar to the point system
Internal factors
A. Organizational Objectives
- these are statements of the overall purpose for the establishment of the organization,
the end result which motivates people in an organization to strive to achieve
- it is regarded as a factor within an organization that affect the personnel functions
B. Organizational Climate
- the psychological environment existing within an organization that affects all human
activities
- it is the attitude and feelings that people have about the organization, their supervisors,
their peers and their jobs
- the organizational climate may either be favorable or unfavorable
- factors that determine organizational climate are working conditions, motivational
theories, leadership styles
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- with the advances in technology coupled with better skills and education, the employee
would have greater expectations
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• A dynamic management process of ensuring that at all times a company or its units has
in its employ the right number of people with the right skills, assigned to the right jobs
where they can contribute most effectively to the productivity and profitability of the
company
• Is concerned with the efficient acquisition and maximum utilization of the company’s
human resources so that the company can attain its goals and objectives
• It compares the present state of the organization with its goals for the future, then
identifies what changes it must make in its human resources to meet those goals
The changes may include:
- Downsizing
- training existing employees in new skills
- hiring new employees
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
GRADUATE SCHOOL
- An organization forecasts demand for specific job categories or skill areas. After
identifying the relevant job categories or skills, the planner investigates the likely
demand for each. The planner must forecast whether the need for people with the
necessary skills or experience will increase or decrease
- Appropriate questions to ask are:
How many specialists, professionals or executives are needed?
What is the level of each?
What kind of specialization should each have?
What level of expertise is required?
What other production personnel are necessary and how many for each
category?
4. Inventory of manpower
- Inventory or audit of available current manpower
- Assessment of the skills, career aspirations, strengths and weaknesses of each
incumbent, their potentials and promotability. Each is matched against the positions
forecasted
- Positions are filled either by promotion, transfer or assignment of qualified personnel
- The net result of this operation is that you either find:
That you have just enough manpower
That there is excess in the number of available manpower, but they lack
skills required
That the number of available manpower is insufficient and their skills are
also inadequate to meet the needs of the work inputs
5. Improvement plan
- This includes action plans to improve the capabilities of current personnel through
training and development
- When the shortfall is in the number of personnel, the remedy is to recruit from either
inside or outside the organization
- When the shortfall is in the skills of present employees, the remedy is to increase their
skills through planned training and development program which covers career planning
and management development programs
• Recruiting consists of any practice or activity carried on by the organization with the
primary purpose of identifying and attracting potential employees
• The role of human resource recruitment is to build a supply of potential new hires that
the organization can draw on if the need arises
• It creates a buffer between planning and the actual selection of new employees
3 areas of recruiting:
• Personnel policies
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GRADUATE SCHOOL
• Recruitment sources
• Characteristics and behavior of the recruiter
Personnel Policies
- are an organization’s decisions about how it will carry out human resource
management, including how it will fill job vacancies
- personnel policies relevant to recruitment:
Recruiting existing employees to fill vacancies or hiring from outside the
organization
Meeting or exceeding the market rate of pay
Emphasizing job security or the right to terminate employees
Recruitment Sources
- Decision about where to look for applicants
Internal Sources
Employees who currently hold other positions in the organization
Recruitment is done through Job Posting and Management Referrals
External Sources
• Direct Applicants- people who apply for a vacancy without prompting from the
organization
• Referrals- people who apply for a vacancy because someone in the organization
prompted them to do so
• Help-Wanted Advertisements- advertisement of job openings in newspaper or
magazines
• Electronic Recruiting- the Internet has opened up new vistas for organizations trying to
recruit new talent. Through company web sites and job sites
• Public Employment Agencies- employers can register their job vacancies with the
local state employment office and the agency will try to find someone suitable using its
inventory of local unemployed individuals
• Private Employment Agencies- workers interested in finding a job can sign up with a
private employment agency whether or not they are currently unemployed
• Colleges and Universities- most colleges and universities have placement services
that seek to help their graduates obtain employment. On-campus interviewing is the
most important source of recruits for entry-level vacancies
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• The process through which organizations make decisions about who will or will not be
allowed to join the organization
• Selection begins with the candidates identified through recruitment attempts to reduce
their number to the individuals best qualified to perform the available jobs
• At the end of the process, the selected individuals are placed in jobs with the
organization
• The process of selecting employees varies considerably from organization to
organization and from job to job
• Company Objectives are better achieved by workers who have been properly selected
• An incompetent worker is a liability to the company
• Personnel requirements vary from job to job
• People have varying degrees of intelligence, aptitudes, and abilities
• Labor laws protect employees, making it difficult to fire incompetent and problem
employees
• Individuals have different interests, goals and objectives in life
• Careless hiring is costly and can cause problems to the company, especially to the
supervisors and managers who have to deal with the workers
• Mental Alertness Tests- also known as intelligence tests, verbal reasoning tests and
personnel tests. They measure a person’s ability to quickly learn jobs, which involve
memory, reasoning, abstracting, analyzing, solving problems, as well as reading
comprehension
• Clerical Aptitude Tests- these measure the individual’s speed and accuracy in dealing
with similarities and clerical relationships
• Shop Arithmetic Tests- these measure how well an individual can work out
mathematical problems that come up frequently in the shop
• Mechanical Aptitude Tests- these measure mechanical abilities or skills, either natural
or acquired, they also indicate the applicant’s potential for certain trades especially in
factory or maintenance work
• Space Relations Tests- these measure the ability to visualize a constructed object from
a picture or pattern, if rotated in various ways, designed to evaluate the ability to
manipulate things mentally to create a structure in one’s mind from a plan
• Proficiency, Trade or Achievement Tests- these measure the individual’s proficiency
on the job or trade in which he has had prior experience
• Vocational Interest Tests- designed to discover the patterns of employee interest and
thus suggest what types of work may be satisfying to the individual
• Dexterity and Manipulation Tests- these tests are given to applicants for jobs requiring
manual skills, especially the use of fingers
• Personality Tests- these measure personality characteristics which are considered to
be the basis of success in the job, particularly for supervisory and managerial positions,
determine the emotional maturity of the individual
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
GRADUATE SCHOOL
Interview
Objectives:
- to find out how well-qualified the applicant is for the vacancy
- to give the applicant the information he needs to decide whether or not he will take the
job if offered to him
- to create goodwill for the company
Types of Interview
a. Directive Interview- it asks specific information. The interviewer uses a printed form to
record the answers to specific questions about the background of the applicant
b. Non-directive Interview- consists of questions that are broad, open-ended and require a
narrative answer
c. Group Interview- conducted by a panel or committee of three or five interviewers. This may
be done for considering applicants for supervisory or higher positions
d. Team Method-a team of three interviewers may interview applicants separately and then
compare notes afterwards. The team may use different types of questions
Placement
It is the determination of the specific branch, department, division, section or unit where
the individual is to be assigned for work
• Looking for the best fit between candidate and position—applicants who have the best
combination of ability and motivation to fit in the position and in the organization as a
whole
• Factors in determining work assignment:
a. Requisitioning Office
b. Branch
c. Department, Division, Unit, Section
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a. Simple ranking: requires managers to rank employees in their group from the highest
performer to the poorest performer
b. Paired-comparison method: involves comparing each employee with each other employee
to establish rankings
a. Graphic Rating Scale: lists traits and provides a rating scale for each trait, the employer
uses the scale to indicate the extent to which an employee displays each trait
a. Management by Objectives: a system in which people at each level of the organization set
goals in a process that flows from top to bottom; these goals become the standards for
evaluating each employee’s performance
- it provides for what is expected, obtaining teamwork, programming work, recognizing
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Types of Employees
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
GRADUATE SCHOOL
• Training helps to improve the skills and work habits of employees thus reducing the
incidence of accidents coupled with the unpleasant experiences and incidental costs that
goes with it.
• Training is essential to improve production efficiency and to insure satisfactory
performance of work thus improving organizational efficiency
• Training helps to prepare employees for advancement thus improving employee morale
• Training helps to reduce if not eliminate waste in the use of manpower and resources of
an organization thus improving organizational capability to attain organizational,
individual and societal goals
• Training helps to improve relations between management and subordinates thus making
work a pleasant daily experience where supervisors and employees alike develop a
deep sense of belonging and camaraderie
• Training may be used to change employee attitudes, implant the company’s philosophy
to its new employees
• Training may be used to develop interpersonal skills of employees: listening, handling
grievances, communication and team building
• Training helps to improve the skills of employees to solve problems and to make
decisions
• Classroom Instruction
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- typically involves a trainer lecturing a group, trainers often supplement lectures with
slides, discussions, case studies, question-and-answer questions, and role playing
• Audiovisual Training
- Presentation methods need not require the trainees attend a class, trainees can work
independently using course materials prepared on audiotapes or videotapes or on
workbooks
• Computer-based Training
- participants receive course materials and instruction distributed over the Internet or on
CD-ROM, often these materials are interactive, so participants can answer questions
and try out techniques, participate also in on-line discussions
• On-the-job Training
- refers to training methods in which a person with job experience and skill guides
trainees in practicing job skills at the workplace
a. apprenticeship: a work-study training method that teaches job skills through a
combination of structured on-the-job training and classroom training
b. internship: on-the-job learning sponsored by an educational institution as a
component of an academic program, sponsoring schools work with local employers to
place students in positions where they can gain experience related to their area of study
• Simulations
- a training method that represents real-life situation, with trainees making decisions
resulting in outcomes that mirror what would happen on the job
- enable trainees to see the impact of their decisions in an artificial, risk-free environment
• Team Training
- coordinates the performance of individuals who work together to achieve a common
goal
a. cross-training: team members understand and practice each other’s skills so that
they are prepared to step in and take another member’s place
b. coordination training: teaches the team how to share information and make
decisions to obtain the best team performance
• Action Learning
- training in which team get an actual problem, work on solving it and commit to an
action plan, and are accountable for carrying it out
• Formal Education
- Organizations may support employee development through a variety of formal
educational programs, either at the workplace or off-site, these could be workshops or
short courses
• Assessment
- Another way to provide employee development is through collecting information and
providing feedback to employees about their behavior, communication style or skills
- Information for assessment may come from the employees, their peers, managers, and
customers
• Job Experiences
- Most employee development occurs through job experiences—the combination of
relationships, problems, demands, tasks,, and other features of an employee’s jobs
• Interpersonal Relationship
- Employees can also develop skills and increase their knowledge about the organization
and its customers by interacting with a more experienced organization member
a. mentoring b. coaching
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
GRADUATE SCHOOL
Financial Compensation
• Consists of base pay in the form of wages or salaries, incentives, and benefits provided
by law and/or agreement and by the management of an organization
• Is the basic source to satisfy basic needs and wants as well as the means to attain the
standard of living and economic security
• Cost of living
- used to determine the wages and salaries that employees may be paid
- The increase in the wages and salaries of employees should at least be equal to the
increase in the cost of living
• Wages and salaries paid by other companies in the same and other industries
- Wages and salaries of an organization should be comparable or preferably more than
those paid by other companies if qualified and competent employees are expected to
work to the fullest of their abilities and stay loyal
• Supply and Demand of Labor
- When a demand for a particular type of labor is greater than the supply , the wages or
salaries that would be paid will be higher. If the supply is more than the demand, wages
and salaries would tend to be low
• Company’s ability to pay
- Organizations operating at maximum plant capacity tend to be able to pay their
employees fat salaries and wages
• Strength of labor unions
- Through labor unions, employees’ financial compensation are far better than what the
legislated minimum benefits and compensation provide
• Governmental regulations and controls
- These legislations are imperative to enforce the constitutional provisions to free the
people from poverty through policies that provide adequate social services, promote full
employment, a rising standard of living and the improvement in the quality of life for all
It refers to the varying rates or wages and salaries that personnel are paid on account of
the different jobs or positions existing in an organization. Job evaluation is used to
determine what constitute an equitable base compensation
Supplementary Compensation
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
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Fringe Benefits
- vacation leave with pay
- sick leave with pay
- bereavement leave
- SSS benefits
- medicare benefits
- hospitalization plan
- life insurance
- accident insurance
- Christmas bonus
- mid-year bonus
- educational plan
- housing plan
- car plan
- management bonus
- maternity leave
- sabbatical leave
- 13th month pay
- personal leave
Conditions of Employment
• Coverage: employees in all establishments and undertakings, whether for profit or not,
except for government employees, managerial employees, field personnel, domestic
helpers, persons in the personal service of another and workers paid by results are
covered. As such compliance with the conditions of employment provided by the LCP is
obligatory
• Normal Hours of Work: the normal working hours for an employee is 8 hours a day
• Meal Periods: employees are to be given by their employees not less than 60 minutes
time-off for their regular meals
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
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• Hours Worked: hours worked mean all the time when an employee is on duty or be at a
prescribed workplace and all time when an employee is to work. Rest periods of short
duration during working hours is considered as hours worked
• Night Shift Differential: every employee working between 10 o’ clock in the evening
and 6 o’ clock in the morning should be paid at least 10% of his wage as night shift
differential
• Overtime Work: employees may work beyond 8 hours a day but the employer has to
give additional compensation equivalent to 25% of his regular wage. For work performed
beyond 8 hours on a holiday or rest day shall be paid additional compensation
equivalent to the rate for the first 8 hours on a holiday or rest day plus at least 30%
thereof
• When the country is at war or when national or local emergency has been declared
• When it is necessary to prevent loss of life or property or there is imminent danger to
public safety
• When there is urgent work to be performed on machines, installation or equipment in
order to avoid serious loss or damage to the employer or some other cause of similar
nature
• When the work is necessary to prevent loss or damage to perishable goods
• Where the completion or continuation of the work started before the 8th hour is
necessary to prevent serious obstruction or prejudice to the business
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
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• Maintenance of employee health and providing for the safety requirements of the
organization are the justifications for the establishment of employee health and safety
programs
• Organizations that put a premium on employee health and safety maintenance can
minimize losses in life and limb and reduce the irreparable damage resulting from death
or injuries caused by accidents
• Health: refers to the physical, mental, and emotional condition of a person. A person is
healthy when he is free from physical and mental illness and emotional problems
• Safety: involves protecting personnel from diseases, death or injuries which are work
related
Causes of Grievances:
- Grievances usually arise when employee morale is low and when frustration and
discontentment is prevalent among personnel due to poor supervision or to unfair management
practices
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Disciplinary Procedures
• Defined as the actions or steps that the management through its managerial employees
initiate to correct or put an end to violations of acceptable norms of behavior required of
the personnel of an organization
• Approaches to discipline:
- handled in many different ways
- can be categorized in to two:
a. positive approach: the purpose of the disciplinary procedure is to correct the wrong
behavior and put a stop to further mistakes
b. negative approach: the intention of the disciplinary process is to punish the erring employee
and to discourage non-violators from misbehaving because of fear
• Penalties given erring employees
- When the facts and the violation of an employee could be justified, varying penalties
are given for the first, second, third offense of the same infringement
- The range of penalties available are: oral reprimand, written reprimand, fines, loss of
privileges, layoff or suspension, demotion, and termination from work
- When the employee is found guilty of a serious offense, the penalty could be
immediate termination from employment
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- do not use bad words or foul language, remain unemotional and treat the employee
with respect
- If the violation was an honest mistake, take action to prevent it to recur
- After discipline is administered, forget the past and show confidence in the employee
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X. Labor-Management Relations
Labor Relation
• refers to the relationships between the employees on one hand and management on the
other
• also covers the relationship between management and labor unions in unionized
companies
• these relationships are governed by the Constitution, pertinent provisions of the Labor
Code of the Philippines, social legislation and applicable court decisions and regulations
promulgated by the appropriate government agencies affecting employer-employee
relations
Rights of Labor
• Right to protection by the state
• Right to full employment
• Right to equal work opportunities regardless of sex, race and creed
• Right to collective bargaining and negotiations
• Right to security of tenure
• Right to just and humane conditions of work
• Right to peaceful, concerted activities including strikes
• Right to participate in policy and decision-making processes affecting their rights and
benefits
• Right to certain hours of work and rest periods
• Right to overtime and premium pay
• Right to living wage
• Right to emergency, medical and dental treatment
• Right to protection under safety and health standards
• Right to employee’s compensation in case of injury, or illness in line of duty
• Right to social security and medical care
Labor Unions
Collective Bargaining
• is a process whereby management and the union discuss and decide terms and
conditions of employment which will govern the conduct of their relationships within the
duration of the agreement
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• Picketing : the act of strikers in patrolling back and forth, carrying posters, signs and
placards in front of the company’s premises under strike
• Labor dispute : includes any controversy or matter concerning terms and conditions of
employment
Kinds of Strikes:
a. Unfair labor practice strike: staged because management has allegedly committed an act
unfavorable to the interest of the union
b. Economic strike: staged to enforce demands for higher wages, overtime benefits, shorter
working hours, wage adjustments
c. Sit-down strike: when employees refuse to work but remain in the premises of the company,
refuse to leave the plant and machines and not allow these to be operated by others
d. Slow-down: a form of work stoppage in which employees deliberately reduce their individual
production
e. Sympathy strike: employees in a company with which they have no labor dispute stop work
as a means of showing their support for a strike by another group of employees working
elsewhere
f. Wildcat strike: a strike that is declared suddenly, quickly, is unauthorized by the union
members and contrary to the labor agreement
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XI. REFERENCES
Mc-Graw Hill (2011). Principles of Management and Organization: Mc-Graw Hill, New York
(2011)
Michael R. Carrell “Human resource management” Strategies for managing a diverse and global
workforce; 6th edition (2000)
Perfecto Sison “Human Resource Management in the 21 st Century”. 7th Edition Rex Book Store
Inc. (2007)
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