HUMAN RESOURCE MANAGEMENT

BACHELOR OF SCIENCE IN LEGAL MANAGEMENT | FIRST YEAR | SECOND SEMESTER

PROFESSOR: PROF. ANTONIA JOSEFA A. TAGUINOD, MBM

LESSON 5
WORK-LIFE BALANCE

- Work and life balance is a very important retention issues in today’s fast-paced and
complicated lifestyles.
- Work and life balance pertains to how people balance the demands of careers with their
personal and family needs.
Concerns:
● The unique needs of single parents
Question: Who must balance parenting responsibilities with a job?
● Dual-career Couples (Who must balance the career needs and opportunities of each
partner?)
● The special situations of both working mothers and fathers
Complex demands of job and family responsibilities have made work-life balance programs
increasingly important in human resource management.

COMPENSATION AND BENEFITS

Good compensation and benefit systems attract qualified people to the organization and
help retain them.
Question: What is base compensation and fringe benefits?
THE PAY MODEL
A. FACTORS AFFECTING PAY DESIGNS

Different organizations use different pay designs and compensations packages due to the
following factors:
● The company’s ability to pay
● The company’s corporate philosophy and strategic focus
● The economic conditions in the community
● Laws and government regulations
● Labor market conditions
● Collective bargaining agreements (CBA)

B. FORMS OF PAY

● Cash compensation – regular basic salary, allowances and bonuses

● Non-cash compensation – benefits intended for income protection (sick leave and
vacation leaves, SSS and PhilHealth benefits, and retirement benefits)

C. INTERNAL AND EXTERNAL ALIGNMENT

D. COMPENSATION STRUCTURES
● Job-based approach:

1. Job analysis – it is the process of determining the specific elements that comprise a job,
it pertains to what the work is, how it is done, why the work is done, the link of the job
to the other jobs, the skills required, the supervision and guidance needed, and the
environment under which it is done. This process identifies the following job
components:

a. Specific activities performed in the job

b. Responsibilities and accountabilities of the incumbent
c. Expected results or outcomes of the activities performed
d. Knowledge, skills, abilities and competencies required to perform the job.
e. Reporting relationships
f. Nature and extent of supervision over the incumbent
g. Physical conditions of the work area where the job is performed
h. Physical demands of the job
i. Work locations
j. Relationships of this job to other jobs in the unit
 2. Job description preparation
● job title, position code, department, and location
● duties and responsibilities to be performed
● relationship of the job to other jobs in the unit or department
● reporting relationships
● job specifications
● working conditions
● position level and salary grade
3. Job evaluation
4. Creation of Job Level/Grades
5. Determining Pay Rates for Each Level
6. Adjusting Pay Structure
● Person-based method

JOB EVALUATION METHODS

Non-Quantitative Methods:
● Ranking method – it is the process of evaluating a job by comparing it with other jobs to
determine whether it should be ranked higher, lower, or in the same rank as with other jobs
● Position classification method

Quantitative Methods:

● Point system
● Factor comparison system

DEVELOPING A COMPENSATION STRUCTURE PERSON-BASED APPROACH

● Skill-based pay method

● Competency-based pay method
CURRENT TREND IN COMPENSATION MANAGEMENT

● Broadbanding – flattens the hierarchy of narrowly defined wage scales and reduces the
number of levels into a few sets of broad bands or ranges. Clusters of related jobs are
grouped into one pay band.
● Variable pay system (pay-for-knowledge and pay-for-performance)
EMPLOYEE BENEFITS

Basis of Employee Benefits

1. Legally Required Benefits
2. Company policy
3. Internal and external equity
4. Collective Bargaining Agreement and Labor Relations Laws
LEGALLY REQUIRED BENEFITS IN THE PHILIPPINES
1. Membership in the Social Security System
2. Philhealth
3. Home Development Mutual Fund
4. Paid leaves
5. Service Incentive Leave
6. Employee’s Compensation Benefits
7. The Solo Parent Welfare Act (RA 8972)
8. Women victims of violence paid leave of absence (RA 9262)
9. Special leave benefit
10. 13th month pay
11. Meal and rest periods
12. Overtime pay/holiday pay
13. Night shift differential
14. Non-diminution of benefits
TYPES OF BENEFITS

● Supplemental
● Insurance: retirement benefits and fringe benefits
PORTFOLIO OF EMPLOYEE BENEFITS PACKAGE

1. Health and wellness

2. Life insurance plan
3. Professional development and educational assistance
4. Services awards
5. Retirement plan
6. Paid time off
7. Cost of living allowance
8. Bereavement leave
9. Other types of leave: wedding leave and calamity leave
10. Telecommuting

LABOR RELATIONS MANAGEMENT

The primary purpose of a labor relations unit in the organization are:

1. To provide support to the institution’s management in the areas of contract administration,
grievances, discipline, and performance management
2. To work closely with local bargaining unit representatives to advance harmonious and
respectful working relationships
Advantages of a labor union
1. Lower turnover costs
2. Employee productivity
3. Product and service quality
4. Workplace health and safety
Disadvantages of a labor union
1. If management and union representatives cannot reach an agreement, strike is a serious
concern
2. Unions can be frustrating for managers, especially if their relationship with the union is not
amicable
3. Lockouts are also an issue of concern
4. Initiatives affecting compensation and productivity measures cannot be implemented by
management without negotiation with the union (and included in the CBA)
THREE PHASES OF LABOR RELATIONS PROCESS

1. Recognition by management of the existence of or organization of a labor union

2. Negotiation of the labor accord
3. Administration of the negotiated labor agreement

Principles of labor-management council (LMC) as an alternative to labor organization

1. Communication
2. Participation
Employee Relations Management
Grievance Handling
1. How a grievance is filed
2. The grievance procedure
3. Steps in the grievance procedure
4. Effective grievance presentation
5. Referral to voluntary arbitration
EMPLOYEE DISCIPLINE
Possible Causes of Discipline Problems

- Problems of intelligence and job knowledge

- Emotional problems
- Motivational problems
- Physical problems
- Family problems
- Problems caused by the work group
- Problems originating from company policies
- Problems stemming from society and its values
- Problems from the work content
- The work itself
The Discipline Process – Guidelines to observe in the formulation of policies, rules and regulations
on discipline
- Simplicity of language
- Delineation of authority
- Reasonableness of the rules
- Procedure in the investigation
- Sanctions
TYPES OF DISCIPLINE

1. Preventive Discipline
2. Progressive Discipline
FORMS OF DISCIPLINARY ACTION

1. Admonition
2. “Bawl-out”
3. Reprimand
4. Transfer
5. Demotion
6. Suspension
7. Discharge or dismissal

SEXUAL HARASSMENT
THREE MODELS THAT ATTEMPT TO EXPLAIN THE REASONS FOR SEXUAL HARASSMENT:

1. Natural or Biological Model

2. Organizational model
3. Socio-cultural model
DIMENSIONS IN SEXUAL HARASSMENT

1. Gender harassment
2. Unwanted sexual attention
3. Sexual coercion