BATCH 3 – HUMAN RESOURCE MANAGEMENT

I. GENERATIONS IN THE WORKPLACE

A. CHARACTERISTICS OF THE NEW GENERATION
1. Preference for traditional communication.
Even though Generation Z grew up with texting and instant messages, studies show that
they prefer to speak face-to-face in the workplace. This could be because they find the
nuances of written communication difficult to interpret and would rather have the
reassurance that comes with personal interaction.
2. Desire to work individually.
Team environments are not a problem for Gen Z, but many young employees prefer to
work on individual projects as much as possible. By working independently, Gen Zers are
able to showcase their skills and abilities as a way to prove themselves to employers.
3. Mobile-first habits.
Generation Z is used to smartphones and relies heavily on productivity apps in the
workplace. Not only that, but the development of voice command technologies has made
the smartphone an indispensable work aid for Gen Z. Employers who are aware of this
should use apps that work best on mobile devices.
4. Motivated by stability.
Because Gen Z grew up in a time of serious economic recession, they are more risk-averse
than Millennials. Thus, they value the stability that comes from having a predictable job
with a clearly defined compensation package.
5. Naturally competitive.
Generation Z is used to competition and enjoys the challenge of putting themselves to the
test against someone else. If you can encourage a healthy sense of competition in your
workplace, particularly during the training stage, you can keep young employees motivated
and help them to do their best work.
B. WORK VALUES
Just like different issues or aspects of life shaped each generation's viewpoint of the world,
it also shaped and molded the values of each generation. It is not hard to understand that if
you grew up during world war, you would have a very different set of values than if you
grew up during the digital age and of cellular phones. Those different values are what make
each generation unique. Some of the values that we can identify for each generation are:
Traditionalists: Adherence to rules, discipline, family focus, hard work, and trust in the
government
Baby Boomers: Anti-war, anti-government, equal rights, involvement, and personal
gratification
Generation X: Balance, diversity, lack of loyalty to an organization, and a global mindset
Millennials: Achievement, fun, civic duty, sociability, and self-confidence
C. MANAGING THE 3 GENERATIONS IN THE WORKPLACE
Incorporate senior staff's knowledge into training
Aim to leverage the knowledge of senior staff members and older generations to help train
and lead younger generations in the workforce. This can be accomplished by developing
mentoring and coaching programs to pass down information and best practices.
Encouraging informal mentoring while on the job can also be rewarding for both
experienced and less-experienced employees.
Understand which employee benefits to offer different generations
Employees in different phases of their lives may be focused on different areas of their
compensation and benefits packages. Younger employees may be focused on salary, tuition
reimbursement, and formal training opportunities. Employees with young families may be
particularly concerned with healthcare coverage, flexible workforce arrangements, and
work/life balance. Tenured employees may be focused on healthcare and retirement
benefits. These are generalizations, but they underscore the reality that different issues may
be priorities at different stages of life.
Companies can respond in three ways. The first is being aware of the need for a range of
different benefits to accommodate employees' changing and evolving priorities. The
second is understanding the need to potentially highlight benefits to prospective employees
at different stages. And the final step is to think about whether branded communications
may be appropriate around certain benefits. For example, some retirement plans have
specific communications collateral aimed at recent graduates and college hires that
highlights the benefits of starting to save for retirement early. Other vendors may provide
helpful guidance to employees approaching retirement on how to handle withdrawals from
their accounts.
 Use employee demographics to guide benefits investments
One strategy for managing multiple generations in the workplace is customizing benefits
offerings to core demographics. As previously noted, there can be generational differences
in employee benefits. For example, would an on-site daycare facility offer value to your
staff? Is tuition assistance or access to mortgage services relevant for your employees?
Think about who your employees are and which benefits are most likely to support their
success. By focusing on communication, the benefits mix, and understanding the priorities
of each generation, your company may well be well on its way to a sustainable benefits
strategy.

II. ORGANIZATION
A. DEFINING ORGANIZATIONAL CORRUPTION
Organizational corruption, according to a general definition, consists of the abuse or misuse
of a position of trust or power for personal benefit rather than the purposes for which trust
or power was conferred.
B. SOCIO-CULTURAL ASPECTS OF ORGANIZATIONAL CORRUPTION
A first approach to the structural roots of corruption involves defining the problem
conceptually. As a starting point, we have Goode’s definition (1984). From a legal point
of view, an individual commits corruption when he is or is about to become a public official
and accepts or obtains, either for himself or for another person, some form of irregular
compensation different to that stipulated by law as a motive or reward for any official act,
which favors or disfavors any individual or group of individuals. Although from the legal
point of view the above characterization is widely accepted, from a sociological point of
view, it provides us with a narrower definition for the purposes of this paper. According to
this author, corruption is an action that deviates from the general normative expectations,
in search for a personal benefit or for the benefit of a restricted group, mainly by
misappropriation of a public resource. This latter definition is particularly clear in pointing
out that corruption is closely linked with the characteristics of the society referred to.
Following the classical sociological terminology of Tönnies (1947 [1887]) we can contrast
two extreme models: a cold society and a warm society. In the first type there are no
relations between individuals and therefore interpersonal knowledge is very limited, even
within families. In contrast, a warm society implies the existence of an extensive network
of personal relationships and mutual knowledge. In these societies, family contacts are
extremely frequent and the family is a strong network of mutual aid.
C. ADMINISTRATIVE ASPECT OF CORRUPTION
The widespread interest at national and international level in combating administrative
corruption is strictly connected with the idea that it produces many negative effects, distorts
incentives and weakens institutions. On the other hand, administrative corruption has been
also considered as an extra-legal institution which – under certain conditions – could even
produce positive effects.
 However, preventing corruption needs a tool-box: good quality regulation, also when
regulation determines sanctions; controls, which should be sustainable and informed to
deterrence and planning; administrative reforms, in order to reduce monopoly and
discretionary powers, to strengthen the Civil Service and to ensure transparency and
information.

III. MANAGING CONFLICT IN AN ORGANIZATION

A. CONFLICT
‘Conflict’ means disagreement, opposition of any kind, argument, antagonism or hatred
between two persons or groups or among many persons or groups.
People working in an organization may have difference of values, ideas, opinions, attitudes,
objectives, preferences and personalities.
Therefore, conflict becomes natural between/among persons, groups or teams on issues
like sharing of resources, responsibilities, authority, accountability, etc.
Conflict may arise between individuals, between groups, between individuals and groups,
between individuals and the management personnel or between groups and the
management personnel, etc.
B. TYPES OF CONFLICT
Affective conflict - Seen in situations where two individuals simply don’t get along with
each other.
Behavioral conflict - Exists when one person or group does something that is unacceptable
to others.
Cognitive conflict - Can result when one person or group holds ideas or opinions that are
inconsistent with those of others.
Conflict - The four types of conflict are goal conflict, cognitive conflict, affective conflict,
and behavioral conflict.
Constructive confrontation - A conflict that leads to a positive result.
Goal conflict - Can occur when one person or group desires a different outcome than others
do. This is simply a clash over whose goals are going to be pursued.
Intergroup conflict - Usually involves disagreements between two opposing forces over
goals or the sharing of resources.
Interorganizational conflict - Disputes between two companies in the same industry, two
companies in different industries or economic sectors, or two or more countries.
Interpersonal conflict - Where two individuals disagree on some matter.
Intrapersonal conflict - A conflict within one person.
C. STUDIES OF ORGANIZATIONAL CONFLICT
Organizational conflicts and Agency Theory - The highest level of conflicts in
organizations consists of the conflict at the top management level and the owners.
Relationship between corporate owners, board of directors, respectively the supervisory
board and managers are based on the theory of agency or model "Principal & Agent". The
rapport between the owner and the manager is mainly related to the selection and
implementation of the contracts.
Sources of conflict - The vast majority of literature indicate organizational scarce
resources, task interdependency, goal differences personality and communication problems
as most common sources of organizational conflicts as depicted in the following figure:
D. CONFLICT MANAGEMENT STYLES
Blake and Mouton (1964) claim that conflicts in organizations can be managed in different
ways. The most common model consists of five basic styles which includes avoiding,
dominating, integrating, obliging and compromising as illustrated in the figure below:

Factors affecting the choice of style in managing conflicts

Gender - considered an important variable in many studies regarding the style of conflict
management. Korabik, Baril & Watson (1993) argue that there is no difference between
men and women in handling organizational conflicts. However, other studies have explored
important impact of gender differences on the style of conflict management. According to
Carter (1999) ethnicity and gender greatly influence the style of handling conflicts. Hignite,
Margavio and Chin (2002) in a study involving 225 students have also found that gender
causes some significant differences in the use of conflict resolution styles. Rahim (1983)
suggests that women have a more collaborative approach to conflict management than men.
Hignite (2002) also notes that women tend to use more collaborative style than men.
Likewise, Hafcrkamp (1991) suggests that women were more likely to use collaborative
strategies compared to men who tend to use more avoiding approach. Thomas &
Schaubhut, (2008), found that males result significantly higher in competition at all
different organizational levels.
 Age - Krumov, Ilieva and Karabeliov (1997) in their research among some organizations
in Bulgaria, found that the age does not have an impact on conflict management style.
Likewise, Konovsky, Baril, & Watson (1998) in their study among 603 individuals found
that age differences did not affect conflict management resolution styles. Al-Ajmi (2007)
also shows that there are no significant age differences over the use of conflict management
styles. On the other hand, McKenna and Richardson (1995), Hignite (2002) and Yan and
Sorenson (2004) note that age differences have an impact on the usage of management
conflict resolution styles.

IV. COMMUNICATION OF FILIPINO ORGANIZATION

A. ORGANIZATIONAL COMMUNICATION & INTERNAL
COMMUNICATION
Organizational communication is a broad field that encompasses all forms of
communication that allow organizations such as companies, government agencies, and
non-profits to function, grow, connect with stakeholders, and contribute to society.
Internal communications (IC) is the function responsible for effective communications
among participants within an organization. The scope of the function varies by organization
and practitioner, from producing and delivering messages and campaigns on behalf of
management, to facilitating two-way dialogue and developing the communication skills of
the organization's participants.
B. ELEMENTS OF COMMUNICATION AS APPLIED TO
ORGANIZATIONS
Sender - initiate the process of communication. To ensure a successful communication,
the sender must consider the context of the message, who will receive it and what the
message should accomplish. This enables the sender to properly shape and deliver the
message.
Receiver - The receiver of a business message may be a supervisor, subordinate, peer,
group, customer or supplier. Additionally, more than one audience might receive the
communication. For instance, a subordinate can send a proposal to a supervisor -- the
primary recipient -- who can forward it to his own manager -- the secondary recipient -- to
solicit feedback. Considering the message’s audience affects choices such as language and
tone.
Context - Every communication occurs within a context, which helps shape the message.
Business context includes urgency, timing, company culture and the setting in which the
message will be received. A presentation to a group that will use the information for a
brainstorming session in a creative environment calls for a different approach than
delivering news to a supervisor about a drop in sales.
Message - The message component contains the actual information a sender needs to
supply. Effective messages keep the point of the communication at the forefront. The
sender also should consider the results of the message -- what the communication needs to
accomplish or what action it should spur. Written communications require giving thought
to visual appeal. Messages should be easy to read and navigate; fonts, white space and
headings can help or hinder the communication process. Including a visual element such
as a chart might get across difficult information more effectively than words.
Medium - The medium is the means by which a sender transmits a message. At a
workplace, messages can be oral or written. Aside from spoken words, oral
communications carry non-verbal messages. Tone, facial expression and a relaxed or
agitated demeanor provide supplemental information to the receiver. Written messages
include email, faxes, reports and memos. A small business owner might want certain types
of communications -- or instance, resource requests or evaluations -- to always be in written
form.
Feedback - Receiver’s supply feedback when they respond to messages. Feedback lets the
sender know whether the receiver correctly interpreted the message and encourages further
interaction. For an owner fielding employee requests or complaints, a handy approach to
providing feedback is to summarize the message. As the authors of “Management: Meeting
and Exceeding Expectations” point out, if a receiver can’t restate a message, it’s a sure sign
the message wasn’t understood.
C. MODES OF COMMUNICATION

VERBAL COMMUNICATION
Verbal communication occurs when we engage in speaking with others. It can be face-to-
face, over the telephone, via Skype or Zoom, etc. Some verbal engagements are informal,
such as chatting with a friend over coffee or in the office kitchen, while others are more
formal, such as a scheduled meeting. Regardless of the type, it is not just about the words,
it is also about the caliber and complexity of those words, how we string those words
together to create an overarching message, as well as the intonation (pitch, tone, cadence,
etc.) used while speaking. And when occurring face-to-face, while the words are important,
they cannot be separated from non-verbal communication.
NON-VERBAL COMMUNICATION
What we do while we speak often says more than the actual words. Non-verbal
communication includes facial expressions, posture, eye contact, hand movements, and
touch. For example, if you’re engaged in a conversation with your boss about your cost-
saving idea, it is important to pay attention to both their words and their non-verbal
communication. Your boss might be in agreement with your idea verbally, but their
nonverbal cues: avoiding eye contact, sighing, scrunched up face, etc. indicate something
different.
WRITTEN COMMUNICATION
Whether it is an email, a memo, a report, a Facebook post, a Tweet, a contract, etc. all
forms of written communication have the same goal to disseminate information in a clear
and concise manner – though that objective is often not achieved. In fact, poor writing
skills often lead to confusion and embarrassment, and even potential legal jeopardy. One
important thing to remember about written communication, especially in the digital age, is
the message lives on, perhaps in perpetuity. Thus, there are two things to remember: first,
write well – poorly constructed sentences and careless errors make you look bad; and
second, ensure the content of the message is something you want to promote or be
associated with for the long haul.
LISTENING
The act of listening does not often make its way onto the list of types of communication.
Active listening, however, is perhaps one of the most important types of communication
because if we cannot listen to the person sitting across from us, we cannot effectively
engage with them. Think about a negotiation – part of the process is to assess what the
opposition wants and needs. Without listening, it is impossible to assess that, which makes
it difficult to achieve a win/win outcome.
VISUAL COMMUNICATION
We are a visual society. Think about it, televisions are running 24/7, Facebook is visual
with memes, videos, images, etc., Instagram is an image-only platform, and advertisers use
imagery to sell products and ideas. Think about from a personal perspective – the images
we post on social media are meant to convey meaning – to communicate a message. In
some cases that message might be, look at me, I’m in Italy or I just won an award. Others
are carefully curated to tug on our heartstrings – injured animals, crying children, etc.
D. COMMUNICATION STYLES
Passive
Individuals who use the passive communication style often act indifferently, yielding to
others. Passive communicators usually fail to express their feelings or needs, allowing
others to express themselves. Frequently, a passive communicator’s lack of outward
communication can lead to misunderstanding, anger build-up or resentment. At the same
time, these communicators can be safer to speak with when a conflict arises, because they
most likely will avoid a confrontation or defer to others.
Aggressive
It’s often apparent when someone communicates in an aggressive manner. You’ll hear it.
You’ll see it. You may even feel it. The aggressive communication style is emphasized by
speaking in a loud and demanding voice, maintaining intense eye contact and dominating
or controlling others by blaming, intimidating, criticizing, threatening or attacking them,
among other traits.
 Passive-Aggressive
Passive-aggressive communication style users appear passive on the surface, but within he
or she may feel powerless or stuck, building up a resentment that leads to seething or acting
out in subtle, indirect or secret ways.
Most passive-aggressive communicators will mutter to themselves rather than confront a
person or issue. They have difficulty acknowledging their anger, use facial expressions that
don’t correlate with how they feel and even deny there is a problem.
Assertive
Thought to be the most effective form of communication, the assertive communication
style features an open communication link while not being overbearing. Assertive
communicators can express their own needs, desires, ideas and feelings, while also
considering the needs of others. Assertive communicators aim for both sides to win in a
situation, balancing one’s rights with the rights of others.

V. OCCUPATIONAL HEALTH AND SPIRITUALITY IN THE WORKPLACE

A. OCCUPATIONAL STRESS
psychological stress related to one's job. Occupational stress refers to a chronic condition.
Occupational stress can be managed by understanding what the stressful conditions at work
are and taking steps to remediate those conditions. Occupational stress can occur when
workers do not feel supported by supervisors or coworkers, feel as if they have little control
over the work they perform, or find that their efforts on the job are incommensurate with
the job's rewards.
B. OCCUPATIONAL HEALTH & STRESS AMONG FILIPINO WORKERS
About 59 percent of Filipino workers are experiencing more stress-related illness,
according to the latest survey of the global workplace provider Regus.
But businesses can help solve this problem, with workers saying that flexible working
arrangements can help ease work-related stress.
The study of Regus showed that20 percent of respondents are worried about losing their
job; 16 percent feel less confident about the sector they work in; 25 percent of respondents
report that their family and friends have noticed they are stressed by work; and about 45
percent said that stress is damaging their co-worker’s personal relationships.
The research also revealed that stress-related illness can worsen or cause a whole series of
health conditions ranging like obesity, heart disease, Alzheimer’s disease, diabetes,
depression, gastro-intestinal problems and asthma.
Building on Regus research last year, which found that 48 percent of respondents globally
felt their stress levels had risen in the past year, this latest study found that almost one-
third, or 28 percent of Filipino workers are actually losing sleep worrying about work.
C. WORK-LIFE BALANCE
The state of equilibrium where a person equally prioritizes the demands of one's career and
the demands of one's personal life. Some of the common reasons that lead to a poor work-
life balance include: Increased responsibilities at work. Working longer hours.
D. PROMOTING AND ENSURING OCCUPATIONAL HEALTH
1. Provide basic training Certain jobs require first aid and emergency training, but even if
no prior safety education is needed, workers should have a basic understanding of what
supplies are available. By showing employees the locations of first aid kits, there will be
no confusion about where to find bandages and other essential items in case of an
emergency. Walk employees through the kits on hand in the workplace, explaining each
item and where it resides within the kit.
2. Make safety procedures a collaborative effort The Houston Chronicle notes that
workplace safety can easily be promoted by making employees invested in training.
Provide workers with the opportunity to educate their peers on specific topics such as glove
safety, proper eyewear and hearing protection and first aid, depending on the hazards of
your field. Turning mundane reviews into a collaborative activity will help keep health and
safety training lighthearted and interesting. What's more, it will give your employees a
chance to develop professionally and hone leadership skills.
3. Create a culture of wellness Developing and supporting a culture of workplace wellness
will benefit employees in the long run. Remember that full-time employees spend the
majority of each workday on the job, and that long-term wellness relies on this environment
being safe and comfortable. Besides having comprehensive first aid supplies available, the
workplace should also be an area in which employees feel that their health is valued. Safe
and clean work conditions, adequate lighting and protocols for heavy lifting are just a few
ways to highlight that workplace wellness is a priority.
4. Be an advocate The World Health Organization encourages occupational safety and
health advocacy, which can apply to any business from a startup of one or two self-
employed individuals to a major corporation. Similarly, to creating a culture of wellness,
advocacy relies on primary prevention. The WHO notes that by advocating safe and
healthy workplaces, businesses can help strengthen public health and help workers lead
more productive and satisfying lifestyles. Promoting workplace health and safety relies on
making consistent efforts to ensure employees are well-prepared for hazardous situations
and mitigating unnecessary risks. This culture requires diligent managers and employers
to advocate and encourage the general wellness of their workers.
E. PHILIPPINE LITERATURE ON WORKPLACE SPIRITUALITY VALUES
IN THE WORKPLACE

Beyond affinities to religion, spirituality is also described as having deep connections and
trust among co-employees, including a shared alignment with the organization’s own goals
and values — taking the cue mainly from its “enlightened” managers. Whichever mode or
combination of modes for spirituality the company subscribes to, these have shown to
redound to employee wellness — an indispensable aspiration of any organization. Beyond
the precepts of holistic development, employee wellness has been associated with job
satisfaction and employee motivation, resulting in tangible benefits for the company such
as higher productivity, lower employee turnover, reduced stress levels, and improved
customer service.