Cooperative Human Resources Management Policy Manua1

ST.
JAMES THE APOSTLE

MULTI-PURPOSE COOPERATIVE
CDA Reg. No. 9520 -03000340
Sa n Miguel, Betis, Gua gua , Pa mpa nga , Philippines
sja mpcoop@ya hoo.com
Telefa x. No. (63) (0 45) 90 1-0964
Cooperative Human Resources Management Policy Manual

I. Introduction:
The overall objective of this HR Manual is to provide cooperative leaders, managers,
and staff with guidelines and steps in implementing HR processes and plans. Effective
HR policies and procedures reflect the philosophy of the cooperative, especially if they
are clearly written and properly implemented. This can be achieved if the implementors
would be able to thoroughly understand and properly communicate them to the
employees. As cooperatives mature, and longtime directors and employees retire, many
of the practices and systems may change because of new management. However, with
the guidance of this manual, successors will be guided on how to effectively and
strategically run HR.
II. Purpose Statement:

This Human Resources Management Policy Manual guides its work and, as such, is
very important for the Cooperative’s effective operation. It is structured along the HRM’s
four (4) areas of work in relation to Coop’s employees:
 Recruitment and staffing
 Compensation and benefits
 Human resource information system
 Employee relations
Each area represents interrelated processes which the Human Resources Manual
tries to define and clarify along with the related employees’ rights, benefits,
responsibilities, and expectations. It therefore provides a valuable resource in the tasks
of preventing any confusion and misunderstanding among its employees when it comes
to Coop’s policies and procedures for handling their concerns, and of further
consolidating the Cooperative as an effective organization.
III. Manpower Plan and Control

The aims for the manpower planning of the St. James the Apostle Multi-Purpose
Cooperative (the Cooperative) are:
• to ensure that the Cooperative acquires and retains the optimum number of
employees with the required skills, expertise and competence;
• to exercise effective control of staffing and the attendant cost; and
• to assist in optimum resources allocation so that potential manpower surplus or
shortage can be anticipated and alleviated as much as possible.
A. GUIDELINES
1. Manpower Plan
Manager/Heads of Department/Area Operation Supervisors are required to

conduct a thorough review of the operations, structure and manpower of their
Office/Departments each year, and furnish recommendations of manpower plan for the
following financial year to the Human Resources Department. The Human Resources
Department is responsible for reviewing the recommendations and compiling an
organizational manpower plan for the financial year. The manpower plan sets out the
number of posts by level and by Department.
2. Basis for Staffing
 Staffing requirement of current section/unit details and satellite offices
 Conformity with the organization’s Plantilla
 Financial Capacity of the organization
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ST. JAMES THE APOSTLE
CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
3. Basis for Determining Hiring Rate

 Item Rank in the organization’s Plantilla
 Entry level will be based on the qualifications of applicant and the level set
by the association.
 Position classification
 Government policies on salaries of employees of private institutions
 Hiring rate of the industry
4 . Item Ranking and Hiring

 All positions created must be assigned as item level in relation to the
association’s hierarchy.
 Item ranking should consider the substantive demands of the position as
stated in the job description.
 Based on the job description, qualification standards are set as basis for
recruitment and hiring of personnel. Qualification standards include specific
requirements in terms of education, training, experience and special skills
which the position must meet.
 Entry level of new employee must be based on the Cooperative position
classification of the new employee. Entry level for any position does not
necessarily always start at step 1 of the position level identified.
 If the hired staff does not meet minimum qualification standards in some
areas of the position identified, s/he may start at a lower entry level for the
duration of the probationary period. Upon passing the probationary phase,
the staff may then be given the original level for the position.
 If the person hired exceeds the minimum qualification for the identified
position level, he may be given a hiring starting level but still within the job
classification range of the identified position.
5. Pre-Recruitment
The Management shall request to the HRD the hiring of new staff. The
General Manager shall recommend and seek the approval of the BOD based on
availability of budget. The requesting party should provide the HRD with the
following information for recruitment consideration:
a. Position to be opened
b. Nature of the Position
c. Hiring level / range
d. Personnel Specification
B. MANPOWER CONTROL
In order to optimize human resources utilization and to maintain cost
effectiveness, stringent manpower control should be exercised. Recruitment should only
be carried out in accordance with the bases of operational needs and approved
manpower plan. Whenever an employee leaves the Cooperative, the Management
should assess the manpower to see if a replacement is necessary. Where a replacement
is required, internal transfer or promotion should be considered before pursuing
external recruitment.
C. APPROVAL
All data (including the proposed personnel investment budget) shall then be
presented by the HRD to the General Manager for discussion. The General Manager
shall have the final approval of Plantilla Positions hiring at the Cooperative.
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D. EMPLOYMENT OF RELATIVES
The SJAMPC wishes to give any qualified applicant the opportunity for
employment with it whether related to present employees or not. However, certain
circumstances are avoided, such as where:

CDA Reg. No. 9520 -03000340
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a. A person would be in a position to supervise their relative;

b. A person would have access to confidential information including payroll and
personnel records of their relative; or
c. Staff members audit, verify, receive and/or are entrusted with money handled by
their relative.
In cases of marriage between two employees, if any of the above situations apply, one or
both employees must be transferred to a different role, or a different line of supervision
or accounting must be instituted. These guidelines apply to all categories of
employment, including full time, part time and temporary classifications.
III. SELECTION AND RECRUITMENT

Selection and recruitment of coop employee will be cost effective, and shall
ensure that it has the optimum number of high-quality employees for the operations
and development of the Cooperative. In order to appoint the most appropriate persons
for the positions, it is crucial that potential candidates are drawn from a wide pool and
equal opportunities are ensured for all candidates.
The following guidelines seek to ensure transparency and fairness throughout

the recruitment process and maximize the diversity of applicants.
A. PERSONNEL REQUISITION
Where replacement or additional employee(s) is required, the Area Operation
Supervisor (AOS)/ Head of Department (HD) should complete and forward a Personnel
Requisition Form (PRF) to the Human Resources Department to initiate recruitment.
The form should specify clearly the job summary and job requirements of the vacant
position and be endorsed by the AOS/HD. If the request for additional employee(s) is
unbudgeted, the BOD’s approval has to be sought. Where the headcount is approved,
the General Manager or AOS/HD should first consider internal transfer or promotion
before pursuing external recruitment
B. SELECTION COMMITTEE
Selection Committees of different compositions shall be constituted by the HR
Department to shortlist and interview the prospective candidates for the positions of
senior management staff. The Selection Committee shall consist of a minimum of 5
members.
For the position of a senior management staff, the Selection Committee shall comprise:
 The Chairman of BOD (Chairman of the Selection Committee);

 The General Manager;
 The HR Officer;
 Two other trustees appointed by the Board. However, if any of the above happens
to be the same person, three more directors shall be appointed by the Board.
C. SOURCING
1. Internal Sourcing - The Human Resources Department will issue an internal

vacancy announcement to invite applications from employees. Employees may apply to
the Human Resources Department in accordance with the policy for Transfer or
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Promotion. Employees may also refer their friends or relatives to the Human Resources
Department if they are interested in the vacant position. The referrals will be considered
together with other candidates and undergo the same selection process.
.2. External Sourcing - If it is decided that an external recruitment advertisement is
necessary, the Human Resources Department will adopt one or a combination of the
following external sources of recruitment which is/are considered to be appropriate and
cost effective. The Head of Department may suggest other sources if he/she thinks
appropriate.

CDA Reg. No. 9520 -0 300 0340
Telefa x. No. (63) (045) 90 1-0964
D. SOURCING METHODS
Generally, one or more of the following recruitment approaches, to be decided by the

Selection Committee, can be adopted to identify interested and suitable candidates.
1. Advertising. The post helps communicate clearly and openly to the public the
requirements of the position and the selection criteria which apply.
 The methods for advertising the post shall include:
 Advertising in the local press and journals; and/or
 Advertising on PMPC Branches.
2. Network Referrals - Referral is one of the widely used methods for identifying
potential candidates in both the public and private sectors. Possible referral sources
may include senior executives of other business and public organizations.
3. Internal Candidates - Given that having continuity at the senior management level
can be beneficial to the operation of Cooperative, internal candidates with the relevant
technical expertise and management experience may be recommended for the
consideration of the Selection Committee, by the Chairman for the senior management
position. Any internal candidates will be evaluated on the same basis vis-à-vis other
candidates. Where an internal candidate and an external candidate for the same
position are deemed to have comparable qualifications, experience, and competencies,
etc., the internal candidate will be given preference.
E. SELECTION CRITERIA
The following two sets of selection criteria shall be considered in the recruitment
process:
. 1. Shortlist Criteria - The shortlist criteria shall focus on the factual requirements
of the person specification. In short-listing candidates for interview, the following
factors shall be considered:
 Academic, professional and technical qualifications;

 Relevant work experience; and
 Leadership and management experience.
There shall be no discrimination on the grounds of age, sex, marital status, family
status, sexual orientation, disability, race, nationality or religion in any circumstances.
All candidates shall be assessed fairly and equally irrespective of the sources they come
from.
2. Final Selection Criteria - The final selection criteria are applied to evaluate the
evidence gathered through interviews and discussions following the initial shortlist. The
final selection criteria shall focus on,
a. Personal qualities,
b. attributes and competencies,
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c. past performance,
d. aspirations, potentials,
e. communication and interpersonal skills,
f. professional and personal integrity.
3. Procedural Guidelines for Hiring

a. Reception of Applicants or Screening
b. Preliminary Interview – to rule out those who are physically unfit,
personally objectionable, or with unfavorable general impression.
c. Employment Tests
d. Interview with Direct Superior or Panel Interview – Unfavorable second
impression, waiting list of desirable applicants

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e. Investigation of previous history/background check

f. Short list (Direct Superior with HR)
g. Final Selection / Final Interview (General Manager)
h. Physical Examination (when necessary)
i. Placement / Orientation and Training
j. Document Signing
F. REFERENCE CHECK
Reference check shall be conducted at the final stage of the selection process with
prior permission of the selected candidate or shall be conducted immediately after the
candidate has accepted Cooperative’s offer of employment, whichever is practicable. All
offers shall only be finalized subject to the receipt of satisfactory references. If a
candidate is found to have provided false information or have misrepresented any
information or have not disclosed any material facts in his or her application, it shall be
deemed to be sufficient grounds for PMPC to withdraw the offer or terminate his or her
service summarily, as the case may be.
G. OFFER
Remuneration packages shall be negotiated and set on an individual basis. When a

suitable candidate is identified, the Human Resources Department will discuss with the
General Manager, as appropriate, the terms and conditions to be offered to the
candidate. In determining the entry grade and salary of a prospective employee, the
following factors will be considered:
a. academic, professional and technical qualifications and

working experience
b. job knowledge and technical know-how;
c. recent earnings;
d. prevailing market rate of the vacant position;
e. availability of suitable candidates in the market;
f. job grade and salary range of the vacant position.
H. REPORTING FOR DUTY
On their first day of employment, new recruits will usually report to the Human
Resources Department to complete the engagement formalities and attend a brief
company orientation/induction to help the new recruits better understand the mission,
objectives and organization structure of the COOP, as well as its rules and regulations,
and code of conduct before they report for duty to the designated Area od
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Operation/satellite office or Division/Department. The General Manager or AOS/Head
of Department should arrange for new employees' job orientation once they have
reported for duty.
IV. EMPLOYEE CLASSIFICATION

For purposes of identification, salary and benefits administration of employees of
SJAMPC. shall be classified according to levels, namely:
1. PROBATIONARY PERIOD
The purpose of the probationary period is to allow time for new employees to ensure
that their expectations on employment and job performance are met. Unless otherwise
stated in the contract of employment, all employees are required to undergo a
probationary period of six (6) months.
If a resigned employee rejoins the Cooperative in the same Department or in a
capacity in which the job nature is similar to his/her previous position with the
Cooperative, the probationary period may be waived at the discretion of the
Management.

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
However, if an employee rejoins the Cooperative in a different Department or in a

position where the job nature is different from his previous position, a probationary
period may be required in order to ensure that the employee is suitable for the job.
Subject to satisfactory performance, employees will be confirmed after the
probationary period as permanent employees of the Cooperative and eligible for
employee benefits as appropriate.
During the probationary period, the notice period required to terminate
employment by either the Cooperative or the employees is as follows:
2. EXTENSION OF PROBATIONARY PERIOD OR TERMINATION OF

EMPLOYMENT
If the General Manager considers that the performance or working attitude of a new
employee is not satisfactory and a longer period of observation is required, the
employee will be requested to undergo an extended probationary period, normally for
another three months. Employees who perform unsatisfactorily or are not suitable for
the job may be terminated at any time in accordance with the policy for Termination.
3. REGULAR EMPLOYEE
A Regular employee is one who works at least forty-four (44) hours a week. An
employee becomes regular as soon as he/she passes the probationary period of at least
three (3) months but not to exceed six (6) months. He/she shall be accorded all legal
rights and specific benefits as stated in the policy.
An employee who achieves the prescribed standard of performance and efficiency
shall become a regular employee. The General Manager together with the immediate
superior and the HR shall decide the change of his/her status. A regular employee
enjoys all the benefits and privileges given by the company.
4. CONTRACTUAL EMPLOYEE
A contractual employee is one who is hired with a definite duration or period of
work. He / she is also required to work at least forty-four (44) hours a week.
5. CONSULTANT
A Consultant is an expert in a specific field of interest. BOD hires him/her for a
particular period of time to provide services defined in a Memorandum of Agreement.
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6. TRAINEE
A trainee is one who is an undergraduate or new graduate in college who needs to
undergo practicum or on-the-job training to gain work experience or fulfill academic
requirements.
This period consists of practical training on the job supplemented by appropriate
theoretical instructions.
V. EMPLOYEE MOVEMENT
1. TRANSFER
It is the policy of the Cooperative to consider internal transfer for existing
employees whenever a suitable job opportunity arises. All things being equal, preference
will be given to internal candidates so that employees are provided with opportunities to
widen their exposure and further their career development within the Cooperative. All
employees should have equal opportunities for transfer. It should be nondiscriminatory
and based on job related factors. Age, sex, marital status, pregnancy, family status,
disability, race, nationality or religion should not be considerations for transfer.
Internal transfer is encouraged by the Cooperative as it gives employees
opportunities to widen their exposure and pursue development in other streams within

CDA Reg. No. 9520 -03000340
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the Cooperative or its subsidiaries. It also enables the Cooperative to deploy employees
to areas where they can best contribute to and meet the manpower requirement and
planning of the Coop and its subsidiaries.
2. GUIDELINES
1. Employees may be transferred from one post to another or from one

Division/Department to another for career development or operational/structural
reasons. Requests for transfer may be made either by Heads of Division/Department
or by employees. Transfer should not, however, be used as a means to shift
undesirable or problem employees to another Division/Department. Neither should it
be used for internal staff poaching.
2. Transfer can only be successful if agreed by both the releasing and the recruiting
Heads of Division/Department. A waiting period is normally required to enable the
releasing Division/Department to find a replacement.
3. In principle, no probationary period is necessary for transfer. Termination notice will

be adjusted, if applicable, to the employment conditions of the new position. If a
probationary period is deemed necessary and the termination notice differs from that
of the previous position, the new termination notice will apply only upon completion
of probation.
4. As one of the main reasons for transfer is career development, frequent transfer is
not encouraged. Employees should remain in their positions for at least one year
before any transfer is considered
3. PROMOTION
It is in the interest of both the Coop and the individual that employees be
encouraged to seek and gain advancement within the Organization. Whilst the
management reserves the right to appoint the most suitable person to any particular
post, whether an internal candidate or external one, it is the Coop’s policy to promote
from within whenever and wherever possible. The basic principles of promotion in the
association are equal opportunities, nondiscriminatory and the best person for the
job.
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SJAMPC aims to provide career advancement opportunities for employees to
develop and utilize their potential whenever possible, while at the same time recognizing
their outstanding performance.
1. Selection for promotion should be based on merit with due

consideration of the following factors:
a. Job knowledge and technical know-how;
b. competence and potential;
c. performance and quality of work;
d. academic/professional/technical qualifications;
e. honesty, integrity and commitment to work;
f. working attitude and interpersonal skills; and
g. Personal attributes and tact.
2. Whenever vacancies arise, the Heads of Division/Department should consider the

possibility of promoting existing employees from within before recruiting externally.
3. Promotion based on merit provides pathways or potential avenues for employees to
aspire for higher grades, so as to maintain a clear and stable career development
structure enabling the advancement and retention of quality staff.
4. Under normal circumstances, Heads of Division/Department may recommend
promotion for their employees, if they meet the requirements of and are suitable for
the vacant positions. Alternatively, employees who fulfill the requirements of and
consider themselves suitable for the vacant positions may apply for the positions by
responding to internal vacancy announcements.

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5. Under exceptional circumstances, promotions driven by business/operational

needs, individual merit and competency, and/or added responsibilities will be
considered on a case-by-case basis. Heads of Units/Department should provide full
justifications when making recommendation of the promotion.
6. To be eligible for promotion to the next higher grade, employees should have
demonstrated potential for further development and possess relevant experience,
qualifications and attributes prescribed for the position. As a general rule, they
should have served in their present job for a minimum of 12 months.
7. In general, promotion driven by vacancy is subject to approval of the Heads of
Units/Department / General Manager whichever is applicable.
8. Normally, employees will be promoted to positions which are one grade higher than
their current ones.
9. On promotion to a higher grade, employees will normally receive the entry pay of the
new grade or a promotional increase which is equitable to other employees of the
new grade. They will also be eligible for benefits applicable to the new grade.
4. PROCEDURE
1. For promotion recommendation, the Head of Unit/Department should complete and

forward a Personnel Movement//Salary Revision Form with full justification to the
Human Resources Department.
2. The Human Resources Department will review the recommendation and ensure that
all necessary information are in order and refer it to the General Manager for
his/her recommendation for approval of the Board.
3. Upon approval of the promotion, the Human Resources Department will prepare a
letter incorporating all changes in terms and conditions of employment and send
the letter to the promoted employees. They are required to sign and return a copy of
the letter to the Human Resources Department, signifying acceptance of the new
terms and conditions.
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VII. SEPARATION FROM SERVICE
1. RESIGNATION
1. In accordance with Cooperative’s policy, no resignation shall be approved with
effectivity date of less than 30 days from the date of formal submission of
the resignation. This is to allow an adequate period for the coop-employer to
look for suitable replacement and thereby assure proper turnover of records and
responsibility to the designated replacement.
2. In the turnover, the separating employee shall prepare a detailed list of the
following:
i. On going assignment /projects / tasks
ii. The list includes a brief description of the assignment/work /task
 status of assignment / project
 contact person (outside & in-house)
 issues/concerns/ problems
 Timetable for completion or relevant date.
iii. List of files under the responsibility of the separating employee.
iv. Forwarding address of the separating employee.
v. The above shall be turned-over to the replacement at least one (1) week from
the effectivity of the separation.
vi. The separating and the receiving employee shall discuss the above to enable
the replacement to raise questions or clarification from the separating
employee.
vii. The immediate superior of the separating and replacing employee /officer
shall sign on the turnover document.

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3. No clearance shall be given to the employee without the proper turnover of

records and responsibility. For this purpose, the HRD of the coop shall be
provided with copy of the turnover document. In the event an employee went
on AWOL, the superior of the employee shall establish the accountability of the
employee and also take inventory of pending projects, records /files. AWOL or
non-turnover of work and responsibility shall cause forfeiture of benefits which
may be accruing to the employee.
4. In the event no replacement is hired/available on the date of effectivity of the
resignation, the turnover shall be made to the immediate superior.
TASKED INVOLVED RESPONSIBILITY REMARKS

1. Submit a Resignation Letter addressed to the General Effectivity of voluntary separation
Manager. Resigning MUST be at least 30 calendar
Copies: Employee days upon receipt of resignation
Original Copy – Immediate Superior letter by the immediate superior.
Receiving Copy – Resigning Employee
2. Note the actual date of receipt of the Resignation letter The immediate superior must also
on both original and receiving copy. note on the letter if, effectivity
Immediate date of resignation has to be
3. Discuss resignation with the employee concerned. Superior changed or extended.
(Conduct Exit Interview). Give copy to HRAD
indicating the exact date of resignation.
4. Upon receipt of copy. Payroll Officer shall not allow
financial transactions (i.e. loans, etc.) to be entered by Payroll Officer
the resigning employee.
5. Hold employee’s last pay and other benefits until he is
fully cleared his /her accountabilities Payroll Officer
6. Determine accountabilities/liabilities of resigning
employee.
* Check financial obligations (i.e. telephone bills, Accounting /Finance
company loans, etc.) of the resigning employee. Officer
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7. Turnover functions, responsibilities, Resigning employee
company records & forms (including ID, keys, etc.)
8. Prepare supporting documents needed for the
preparation of the terminal pay computation.
* Time cards Payroll Officer
* OT application
* Unpaid / Earned leaves
Note: All financial & material accountabilities shall be
deducted from the terminal pay.
9. Routing of clearance to Resigning
Department Heads / Designated Officers Employee
10. Prepare Terminal Pay Sheet /Quitclaim Payroll Officer Terminal pay shall be
forfeited if no turnover has
been made.
11. Close Payroll account after getting Payroll Officer
the last salary. (if payroll is thru ATM or bank account)
2. PROCEDURE FOR VOLUNTARY SEPARATION/RESIGNATION
2.1. Exit Interview

The Immediate Superior will normally conduct an exit interview with the resigning
employee to obtain a better understanding of his/her needs and to solicit his/her
feedback in the Cooperative policies and practices so as to improve the overall working
environment and conditions. However, the Immediate superior may request the
assistance from the HR Officer to conduct exit interview as deemed necessary.

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2.2. Withdrawal of Resignation

Withdrawal of resignation must be made in writing by employees and approved by
their Heads of Division/Department. A copy of the approved withdrawal should be sent
immediately to the Human Resources Department.
3. DISMISSAL
While the law recognizes an employer's right to terminate the employment of an
employee with legitimate reasons, Heads of Division/Department must cautiously
exercise this right in order to minimize the adverse impact on other employees, and the
organization as a whole.
Unless the subject matter is of a very serious nature where termination of
employment is inevitable, Heads of Division/Department are advised to adopt the
disciplinary procedures as specified hereunder:
An employee maybe terminated by the Cooperative for causes set forth in the Labor
Code and/or Cooperative by-laws. In all cases involving a termination of an employee’s
service from the Cooperative, appropriate notice of termination shall be furnished to the
employee subject to all accountabilities.
For employees who are terminated specifically due to redundancy or physical
disability, they shall be entitled to a separation pay. It is top Management’s prerogative
to give any additional amount other than what is legal and lawful.
As a matter of policy, terminated employees are not qualified for reinstatement or
eligibility for rehire.
3.1. Procedure for the Dismissal for Cause
1. The immediate superior of the employee will recommend in writing to the General
Manager for the dismissal of the concerned employee.
2. The letter should clearly describe the reasons for dismissal. In case of thief, robbery,
or serious offense involving the properties of the Cooperative, a signed affidavit of
the witnesses (if there are any) should be attached to the letter.
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3. The General Manager makes the decision based on his evaluation of the report and
evidence presented.
4. Dismissal due to unsatisfactory performance will be handled by the HRD,
immediate superior and the General Manager. An employee who has failed the
performance appraisal three (3) times during his or her employment shall be
deemed terminated for reason of non-performance.
3.2. Suspension of Employment
If an employee is suspected of a violation that could lead to dismissal, the
Management may, during the investigation, suspend his/her employment. However,
where the investigation is of a criminal nature and proper criminal proceedings cannot
be concluded, the suspension may be extended to a maximum of thirty (30) days until
the conclusion of the criminal proceedings.
During the period of suspension, the employee will not be paid salary as normal
but will be given an opportunity to state his/her case. During the hearing of the case,
he/she may be accompanied by a colleague or legal counsel if he/she so wishes. In
exceptional cases, suspension with pay may be warranted but such a decision can only
be made by the approval of the General Manager and Head of Human Resources
Department.
Before any dismissal decision is made, the Head of Division/Department is
advised to study all the facts leading to dismissal and seek advice from the Human
Resources Department with regard to the approach and action to be taken.
4. RETIREMENT
SJAMPC, values the contributions made by its employees during their service with
the Cooperative and provides benefits at their retirement.

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4.1. Normal Retirement
The optional retirement age for employees of SJAMPC is sixty (60) and the
mandatory retirement age is sixty-five (65) which is consistent with the provision of the
law. Employees will normally retire on the last day of the calendar month in which they
attain age 60 or 65.
Retirees are entitled to the normal retirement benefits upon retirement as provide
for by law. The normal retirement benefits will include the following:
a. Fifteen (15) days salary based on the latest salary rate;

b. Cash equivalent of unused leave.
c. One twelfth (1/12) of the 13th month pay.
d. Other monetary claims as agreed upon during employment.
4.2. Post-Retirement Employment

Under the following special circumstances, where it is mutually agreed between
the employees and the Cooperative, post-retirement employment may be considered,
provided that the health of the retiring employees and their performance are
satisfactory, subject to:
 needs of the Cooperative;
 difficulty of finding a replacement; and,
 special skills and knowledge of the job.
Post-retirement employment must be recommended by Heads of Division/
Department and approved by the Head of Human Resources Department, and the
General Manager and is subject to the retirees' health and fitness for employment.
Post-retirement employment will be offered to retirees on a contract basis,
normally for a period of one year subject to renewal by mutual consent on an annual
basis until age sixty-five (65).
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The terms and conditions including fringe benefits of the post-retirement
employment may not be the same as those of employment under age 60. Retirees
should refer to their contracts of employment for the specific terms and conditions
applicable to their post-retirement employment.
VI. TIMEKEEPING AND ATTENDANCE
SJAMPC shall schedule the daily conduct of its business and operations, and the
employees are expected to strictly observe these schedules so that the cooperative can
perform its functions efficiently. The attendance records shall be used as basis for
computing employee’s salaries and wages.
1. HOURS OF WORK
1.1. Normal Working Hours

The normal office hours of the Cooperative including its subsidiary offices and
allied services are Monday to Friday, between 8:00 a.m. and 5:00 p.m. and Saturday
between 8:00 to 12:00 noon with one (1) hour lunch break Employees will work either
one of the following staggered office hours depending on the job requirements and
subject to Head of Division/Department's approval: 8:00 a.m. to 5:00 p.m. or 9:00 a.m.
to 6:00 p.m. (as amended)
1.2 Break Periods

By arrangement with the General Manager or AOS/Division/Department,
employees may have lunch, not exceeding one hour, at flexible times. Employees are
also given fifteen (15) minutes break each in the morning and afternoon.
However, in cases necessary for work requirements, the officer-in-charge or
immediate superior may issue a schedule for flexible time to a specific person or group
of persons depending on the need of the task or job.

CDA Reg. No. 9520 -03000340
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2. OVERTIME WORK
Employees may be required to work additional hours when operational or
contingency needs arise, or during typhoons or rainstorms, to carry out their duties.
The policy and procedure governing overtime compensation are detailed in the
Policy of Compensation and Benefits.
2.1 Approval for Overtime Work –
Prior approval of the immediate superior is obtained before overtime work is
done. No payment will be made for overtime work unless the required authority form
has been submitted nor will payment be made in excess of the authorized number of
hours.
2.2. Procedures in the Preparation and Submission of Overtime Forms

The Supervisor prepares the Request for Overtime in duplicate and submits this
to the Department Head/HR Officer. The Department Head approves the requests and
furnishes the Payroll copies for such request.
3. TIMEKEEPING METHOD AND PROCEDURE
3.1. Employees up to the rank of Manager are required to register their attendance.
3.2. All employees reporting for work are required to punch in and out at the start and
end of their regular/official working hours respectively. Employees who fail to do
so must submit a Time In/Out Validation
Form approved by his immediate superior. Otherwise, the “No Attendance/No
Time In/Out – No Pay” rule shall be strictly applied.
3.3. If employees have to leave the office premises for lunch break, they are required to
12
punch out and punch in at lunch time.
4. OPERATION AND MAINTENANCE OF TIMEKEEPING MACHINE
The HR Officer shall validate all entries of timekeeping for payroll purposes.
NO handwritten entries shall be made on the timecards unless the timekeeping
machine is out of order or when there has been an electrical interruption. The
immediate superior must countersign each handwritten entry after the entries has been
noted down. Otherwise, handwritten entries on timecards will not be honored. The HR
Officer has the sole responsibility in the maintenance of the timekeeping machine.
5. UNDERTIME REPORTING
5.1. Undertime shall refer to shortened work hours either after the start or before the
end of an employee’s work schedule. It shall refer to going on leave without pay for
less than half day. Undertime shall be covered by an appropriate excuse slip.
5.2. Any personnel punching out before the end of working hours shall be considered
on undertime, and shall be subjected to salary deduction at the end of each month.
6. REST DAYS
6.1. The rest days are generally Sundays for employees with normal working hours.
6.2 An employee maybe granted with his / her preferred rest day if the same is based
on religious grounds. The employee shall make known his preference to the
employer in writing at least seven (7) days before the desired effectivity of the initial
rest day.
6.3. In case of urgent business needs, employees may be required to work on their rest
days. The extra hours worked may be compensated in accordance with the policy
on overtime compensation.
7. PUBLIC HOLIDAYS
Employees are granted paid public holidays as provided by the Government of
the Philippines. These declared holidays are inclusive of statutory holidays.

CDA Reg. No. 9520 -0 300 0340
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Employees are entitled to the following paid holidays each year:
7.1. Regular Holidays
 New Year’s Day January 1

 Maundy Thursday Movable Date
 Good Friday Movable Date
 Araw Ng Kagitingan April 9
 Labor Day May 1
 Independence Day June 12
 National Heroes Day Last Sunday of August
 Bonifacio Day November 30
 Christmas Day December 25
 Rizal Day December 30
7.2. Nationwide Special Holiday
 All Saints’ Day November 1

 Last Day of the Year December 31
13
7.3. All Local Holidays shall be observed by the Cooperative only after the proclamation
of the respective Local Government Unit (LGU).
7.4 Muslim Holidays – upon declaration of the government’
8. ABSENCES
Unnecessary and or unauthorized absences from work shall not be tolerated.
Absences shall be classified as:
.8.1. Authorized Absences

 Scheduled paid leaves (vacation)
 Absences due to sickness as certified by the Physician and approved by the
Immediate Superior.
 Absences due to emergencies as evaluated/approved by the appropriate
authority.
Any employee filing an authorized leave or absence must follow the prescribed
procedure. He/she must notify his immediate superior prior to his leave or absence
(unless the absence is due to an emergency). He/She must formalize his absence by
filling up an official leave form, and have this approved by his/her immediate superior.
In case of emergency, the employee must inform his/her immediate superior within the
first (1st) hour of the day but not later than two (2) hours from the start of the official
working hour.
8.2. Unauthorized Absences

Any type of absence not classified under authorized absences listed under item
G.8.1. is considered an unauthorized absence or Absence Without Official Leave
(AWOL). This is subject to disciplinary actions as provided for under the
Cooperative’s Code of Conduct.
8.3 . Notice of Absence

Any employee filing an authorized leave or absence must follow the prescribed
procedure. An employee shall notify the office immediately either by telephone, cell
phone, or by letter as to the reason of his absence for cases of emergency. Upon
returning to work, the employee shall accomplish the excuse slip/application for leave
and secure the signature of his immediate supervisor to indicate approval.
Scheduled leave shall be filed at least one (1) week before the intended date of
leave. Incase when the pre-scheduled leave is not followed due to swapping,
cancellation, rescheduling, etc. the employee shall file an application for leave two (2)
days before such leave is due. The concerned employee shall verify first whether
his/her leave application has been approved or not. When the employee shall take his
absence

CDA Reg. No. 9520 -0 300 0340
Telefa x. No. (63) (045) 90 1-0964
while the application was not yet approved, his absence will be considered AWOL or
Absence Without Official Leave.
An employee who is absent without leave (AWOL) for five consecutive days is
considered to have abandoned work and therefore subject to outright dismissal from
the company.
8.4 Limit
Nature of Absences No. of Days Requirement

__________________ ____________ ____________
Personal Leave over 10 times every Excuse Slip
and above Leave w/ 6 mos. Application for
Pay Leave
14
VII. COMPENSATION AND BENEFITS
The Management and HRMO adheres to the SJAMPC policy on compensation
and benefits. It aims to provide employment which offers fair and equitable
remuneration in relation to responsibility and performance. The salary policy of the
Cooperative is designed to attract, motivate and retain a high-caliber workforce.
This policy sets out the guidelines for salary administration in the Cooperative. It
should be noted that while the Human Resources Department formulates the salary
policy and oversees the salary administration, it is primarily the responsibility of the
General Manager or Management to execute the policy in accordance with the
principles set out.
1. The Salary Administration System – the cooperative ensures equal work and
equal pay in compliance with all Government mandates and laws. Salaries of employees
are based on a salary structure which considers levels or grades of all positions in the
Cooperative. The management has established standard hiring rates for new employees.
The salary rates shall be in line with the employee’s job grade or Management level
except when the work experience of a new employee justifies salary rate within a
position’s salary scale.
SJAMPC salary policy is governed by the following principles:
1.1. External Competitiveness

SJAMPC aims to pay salaries which are competitive in the market for similar
jobs. Consideration is given to the market pay levels, pay trend and supply and
demand in the labor market.
1.2. Internal Equity

All jobs are categorized into job grades with reference to the job contents and job
sizes. The same salary range should apply to individuals of the same job grade.
1.3. Individual Profile

Salary should commensurate with the individual employee's qualifications and
experience.
1.4. Performance
Results achieved and personal effort are prime factors in determining the salary
progression of individual employees.
1.5. Cost Efficiency
SJAMPC aims to achieve these principles at a reasonable cost and within budget.
2. SALARY ON TRANSFER AND REDEPLOYMENT
Employees transferring between divisions/departments on the same grade or to a

different professional business stream without taking up a higher level of responsibility
will not receive a salary increase.

CDA Reg. No. 9520 -0300 0340
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3. SALARY ON PROMOTION
On promotion to a higher grade, a promotional increase which is equitable to
other employees of the new grade, or a salary progression scheme will be worked out by
their Heads of Division/Department and the Human Resources Department.
3.1. An employee permanently assigned to assume a job belonging to a higher
classification is given an increase incidental to the promotion after he /she
passes the probationary or acting capacity period.
15
3.2. An employee whose position has been classified to a higher pay grade level gets
the new salary upon approval of the Management of the reclassification if job
content of the reclassified position is actually being performed.
3.3. Acting Capacity Prior to Promotion – An employee who is transferred to a higher
position, which infers a promotion shall be in an acting capacity in that position
for a period of three (3) months during which he/she shall retain his present pay
grade and level.
After said period, the performance of the staff shall be evaluated. The employee
shall at least get a rating of ABOVE AVERAGE during the acting capacity for him to be
deemed fit for the promotion to the higher position and correspondingly to be given a
salary increase based on the promotion.
The probationary period may be extended for another three (3) months but not to
exceed six (6) months. If the employee does not meet the minimum performance rating
set, the employee may be reverted back to his original position and pay grade or to a
position of the same pay grade.
4. SALARY FOR TEMPORARY APPOINTMENTS

The salaries to be offered for temporary appointments such as trainees, temporary
assistants, part-time employees or secondees, do not fit into the salary structure for
permanent employees. Their salaries will be determined by taking into consideration
the prevailing market rates and cost-planning of SJAMPC.
5. CONFIDENTIALITY OF SALARY INFORMATION

Salary information is strictly confidential. Only the individual employee, his Head of
Division/Department or his designated officer and employees who process salary and
benefit administration will have access to the employee's salary information. Employees
should not disclose their salaries to persons other than their Head of Department or
his/her designated officer. Employees who have access to salary information in the
course of their duties must handle the information with extreme care to ensure
confidentiality.
6. SALARIES
Any employee, whether probationary or contractual shall be paid a compensation

consisting a basic salary.
6.1 Manner of Payment - All personnel are paid in two (2) semimonthlies. 15 th and 30th
of the month. Payment of salaries is made through automatic deposit to the staff’s
ATM account in the cooperative. Pay slips are released through online access at
KAYA system. Each employee can receive text message informing the employees’
actual amount of their take home pay for that period.
6.2 Payroll Deduction- The employees should expect from their pay slips the following
deductions:
 SSS, PhilHealth and Pag-IBIG Premiums

 Government Loans
 Leaves without pay
 Minutes of tardiness.
 Other, ie. Accountabilities, etc.

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
VIII. PAY REVIEW

The objectives of pay review are to reward employees in accordance with their
responsibilities and performance throughout the year, and to review their remuneration
against the market so that they are rewarded equitably internally and competitively
with the market.
16
1. PAY REVIEW
The pay review will normally be conducted once a year. In order to ensure that
reasonable and equitable pay adjustments are made. The Human Resources
Department will issue guidelines to all Heads of Division/Department. Heads of
Division/Department are required to make their recommendations in accordance with
the guidelines. The Human Resources Department may provide indicative adjustment
rates for specific job grades or positions that require special attention. While the Heads
of Division/Department are to use the guidelines for reference, they should make
adjustments in their recommendations to accommodate specific circumstances in their
division/departments. However, they should provide justification to the Human
Resources Department for any exceptional pay increase or promotion. As
recommendations for pay review and promotion are subject to final approval of the
General Manager should not make any premature commitment or disclosure to
employees.
2. OVERTIME PAYMENT
Eligible employees may be compensated by overtime payment. Eligible employees
may apply for overtime payment provided that they work for at least one hour beyond
the normal working hours. After the first hour of overtime, the payment is calculated on
a half-hourly basis.
IX. LEAVE BENEFIT AND OTHER BENEFITS
The objectives of providing leave benefits by the Cooperative are to release its
employees from the pressure of work and to provide them time-off under circumstances
such as sickness, marriage and pregnancy. The leave benefits set out in this Section is
applicable to full-time permanent employees. Application for leave is subject to the
approval of the General Manager and/or HR Officer and must be supported by relevant
documents proving the eligibility of the employee.
Details of the leave policy are set out in the following paragraphs. The policy shall be
subject to change from time to time at the discretion of Board of Directors.
1. Service Incentive Leave – When a worker turns one (1) year with the cooperative,
the employee is entitled to five (5) days service incentive leave with pay or 5 days’
vacation leave. However, as the employee continued to be employed with the coop,
he/she shall be given the benefits based on schedule:
LENGTH OF SERVICE VACATION/SICK
1 – 5 YEARS 5 / 5 DAYS
6 – 10 YEARS 10 / 10 DAYS
11 – 15 YEARS 15 / 15 DAYS
1.2. Schedule of Vacation Leave – An employee may take his/her vacation anytime of
the year provided he/she has obtained the approval of his/her immediate supervisor, in
order not to hamper the working schedule of the cooperative. Vacation leave shall be
scheduled at the start of every year.
Days taken during vacation leave in excess of days earned and approved are
considered leaves without pay and are deducted from the concerned employee’s salary.

CDA Reg. No. 9520 -0 300 0340
Telefa x. No. (63) (045) 90 1-0964
17
1.3. Application for Vacation Leave – Vacation leave must be applied at least one (1)
week before the intended date. Application leave shall be evaluated by the supervisor
and furnish a copy to the HRD office.
1.4. Conversion of Vacation Leave – Vacation leaves that are not consumed within a year
shall be converted to cash at the end of the year.
2. MATERNITY LEAVE
2.1 Coverage and Contributions – Female employees who are members of the SSS shall
be entitled to maternity benefits under the provisions of the SSS Law.
2.2 Procedure - When a female employee gets pregnant, she should fill out a Maternity
Notification Form (Forms can be taken from the HRD Office or SSS Office). The HR
Officer shall take care in processing the accomplished from to the SSS. The Coop
shall advance the maternity pay to the employee upon receipt of the maternity leave
application supported by a certificate duly signed by a physician showing the
probable date of childbirth/or actual date of miscarriage.
3. PATERNITY LEAVE
Every married male employee in the coop is entitled to a Paternity Leave for the first
four (4) deliveries of his legitimate spouse as provided for by law:
Application for paternity leave must be supported by documents proving the
eligibility of the employee to the satisfaction of the Management. The supporting
documents include a medical certificate issued by a registered medical practitioner
specifying the expected date of birth of the child, a medical certificate issued by a
registered medical practitioner specifying the date of birth of the child if so, required by
HRMO and a copy of the birth certificate of the child showing that the employee is the
father of the child.
Procedure - When the declared pregnant wife is already on the delivery stage, the
husband employee may apply for seven (7) days Paternity Leave at least One (1) month
before the expected delivery date. He must inform his immediate superior of his
absence. The husband employee can avail the Paternity Leave only up to his 4 th child.
4. SICK LEAVE
Employees will be granted paid sick leave for reasons of physical or dental illness
as certified by registered medical /dental practitioners. The maximum sick leave that
can be taken by employees is governed by the provisions as stipulated in this Policy.
Employees are required to notify their superiors by telephone in the first instance
of any illness precluding them from work.
Sick leave applications for more than three (3) days must be supported by
medical certificates issued by registered medical/ Chinese medicine/dental
practitioners. Otherwise, the leave taken will be counted as no pay leave.
Employees taking sick leave exceeding their statutory entitlement and supported
by medical certificates issued by registered medical/dental practitioners will have their
salaries deducted.
5. EDUCATION LEAVE
1. Eligibility - Education leave will be granted to employees subject to the job relevance
of the program and examination, career development, and/or other conditions. For
the avoidance of doubt, an employee who has submitted notice of resignation is not
eligible to apply for education leave. If an employee’s application for education leave
has been approved prior to his submission of notice of resignation and the approved
leave falls within his notice period, the approved leave will be subject to cancellation.
2. Education Leave- For training programs that are initiated and/or fully sponsored by
the Cooperative, employees are not required to apply for leave. They will be granted
time-off to attend the programs.

CDA Reg. No. 9520 -0 300 0340
Sa n Miguel, Betis, Gua gua , Pa
18mpa nga , Philippines
Telefa x. No. (63) (045) 90 1-0964
For training programs that are partially/not sponsored by PMPC/MBA,
employees are required to apply for leave. Time-off will only be granted subject to the
job relevance of the program at the discretion of their superior and the Human
Resources Department.
For academic programs with regular scheduled sessions or residential sessions
held within office hours, employees are required to apply for vacation leave to cover
their time-off.
Applications for Education Leave must be accompanied by supporting documents
including program confirmation notice/timetable and/or the approved sponsorship
notice issued by the Human Resources Department.
6. Rice Allowance – After being appointed as regular employee, a sack of rice allowance
equivalent to 20 kilos per month of good rice shall be given every month
7. Clothing Allowance- A yearly clothing allowance shall be given to each regular

employee whose amount shall be determined by the Management.
8. Communication Allowance – a communication allowance of P600/month accorded

to all Key Management Staff and P 300.00/month for H.O. marketing employees that
are subject for approval of the General Manager.
9. Mobile/Gas Allowance – Purchase order for fuel for refueling at KOOP Fuel/Coop
Gas Station shall be given to all Account Officers and other personnel who are on
errand or official business trip and this may subject to increase thereon depending on
assigned areas.
10. ANNUAL MEDICAL ALLOWANCE -Coop shall provide assistance to all regular staff
for their health care needs in occurrence of sickness, whether for out-patient or for
hospitalization in partnership with the approved provider.
11. EMPLOYEE’S ACCIDENTAL BENEFIT - To extend financial assistance to all

regular staff suffering from injuries due to accident specifically while on duty. Amount
shall be determined and approve by the General Manager.
12. BEREAVEMENT LEAVE – The coop will grant all full-time employees bereavement
leave of three (3) days off with pay in case of death of immediate family member. Such
leave must be authorized by the Management.
Immediate Family:
SINGLE MARRIED
Parents Spouse
Brother / Sister Parents
Grandparents Children
Brother / Sister
In-laws
13. SEASONAL GIFTS may be given every December whose amount shall be
determined by the Management through BOD confirmation. This may include the
following:
 Cash Bonus
 Gift Certificate
 Rice Gift
 Other Rewards/Recognition
All cooperative benefits may change from time to time should there be new
negotiations and agreements between the employees and the cooperative.

CDA Reg. No. 9520 -03000340
1990 1-0964
Telefa x. No. (63) (0 45)
X. PERFORMANCE MANAGEMENT
SJAMPC shall developed a Performance Development Process which aims at:
 Driving the Cooperative to become a high performance and commercially focused

organization
 Aligning individual objectives with SJAMPC’s objectives and core values
 Encouraging employees to think about and communicate their performance
objectives/targets
 Focusing on performance improvement
 Helping staff to continue self-value adding
 Tracking and rewarding high performers
1. PERFORMANCE DEVELOPMENT PROCESS

Performance Management is a systematic approach to maximizing both individual
and organizational performance. Performance is defined as a combination of Results
(Achievement of Objectives) plus behaviors (Competency Development).
2. ACHIEVING OF OBJECTIVES
SJAMPC uses a “cascading objectives” system, which links individual objectives to
department objectives. In turn, department objectives are linked to Cooperative’s
strategic objectives. By linking individual performance to coop’s strategic objectives, the
Cooperative ensures that:
Individuals at all levels of the organization will work towards achieving PMPC’s
objectives and financial success.
Managers effectively communicate division/department objectives to employees.
Employees learn how to set their performance objectives in direct support of
division/department objectives.
The performance development schedule is aligned with the strategic planning and
budgeting schedule.
3. Performance evaluation is a Management tool used to assess or evaluate an

employee’s performance towards set objectives. Performance evaluations shall be used
by the Cooperative as basis for decisions on:
 Conversion of probationary status to regular status if work performance is up to

the standards set by the Cooperative.
 Transfer, reassignment or reclassification of an employee.
 Awarding of merit increase to deserving employees
 Promotions or upgrading of an employee to a higher position.
 Identification of training needs.
 Encouragement of supervisors to their subordinates to achieve better
coordination and team work.
 Termination of employees due to their consistent failure to meet the requirements
of the job assigned to them or for lack of potential to handle any other available
job in the Cooperative.
XI. TRAINING AND DEVELOPMENT
The basic policy in administering and implementing any type of training or

development activity is in accordance with the strategic business objectives of the
Cooperative. The Human Resources Department will work closely with Heads of
Division/Department in assessing areas that need training and development support.
The main objective of training and development in the Coop is to help develop key
competencies which enable individuals to perform current or future jobs successfully.
In this regard, all training and development programs organized by the Human
Resources Department will be geared towards the following objectives:

CDA Reg. No. 9520 -0 203000340
Telefa x. No. (63) (0 45) 90 1-0964
a. Strengthening the job skills/knowledge of employees;
b. Improving operational efficiency and productivity; and or
c. Developing the potential of employees for maximizing mutual benefit to
individuals and SJAMPC.
1. TYPES OF TRAINING/DEVELOPMENT ACTIVITIES
1.1. Staff training/development activities can be employer- or employee initiated.

1.2. In either case, it has to be approved by the manager in charge of the
department or above with additional endorsement from the Human Resources
Department.
1.3. Employee-initiated training/development activities may include external
programs that are organized by external training institutes or by SJAMPC or
with other institutes for the general public.
1.4. Employer-initiated programs may take the form of offering sponsorship for
employees to attend external programs or organizing such programs inhouse.
1.5. Depending on the nature of needs and operational requirements,
training/development programs may also be implemented as job induction,
job rotation, on-the-job coaching, counseling, individual or group projects,
and secondment.
2. OBLIGATORY SERVICE
For all categories of programs, the employee will be required to serve an obligatory
service period upon satisfactory completion of the whole program, counting from the
calendar date after the last training session or the issuance date of result/certificate,
whichever is later.
3. REFUND OF SPONSORED FEE

Under normal circumstances, employees will be required to refund the sponsored
fees to SJAMPC under any of the following conditions:
 Failure to attend or complete the program;
 Tendering resignation before the program commencement and SJAMPC is unable
to find suitable staff to take the place;
 Resigning before completing the program; or
 Resigning before completely fulfilling the required obligatory service.
The amount of refund will be equivalent to the full amount of prepayment made
by SJAMPC or the amount already reimbursed to the employee.
XII. EMPLOYEE RELATION

Employee relations involves linkages and interactions among cooperative employees.
These relationships could be good, fair or complicated. The General Manager play an
important role in maintaining positive relationship between the management staff. If
he/she perform such role very well, good relationship among the employees will result
in increased productivity and good results for the cooperative. But if such employee
relation is not good, such condition will surely have a big effect in the productivity and
performance of the entire cooperative.
a. Code of conduct. Coop actively upholds the highest value standards around its
main goal of assisting the urban poor. The Coop vision, mission and its core values
serve as the guide to all of the coop employees to ensure that they don’t stray from the
cooperative’s culture, values, and perspectives. The institution’s credibility as a
services provider is anchored on the proper conduct and work performance of the
coop’s employees.
The Code embodies all the principles on which the organization, its leadership and
employees stand. It aims to inform all coop stakeholders about such principles in order
to prevent any wrongdoings among Coop employees. All Coop employees have the
responsibility to faithfully comply with the Code. Failure to follow it may serve as basis
for disciplinary actions or penalties.
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CDA Reg. No. 9520-03000 340
Telefa x. No. (63) (045) 901-0 964
b. Guiding principles
 Managing with prudence. We are all watchful caretakers and administrators of
Cooperative’s wealth, interest, and funds.
 Alleviation of poverty. We are working and fulfilling our responsibilities to the
Cooperative in order to help our members/clients/ beneficiaries rise up from
poverty.
 Respect. We work, speak, and think with courtesy to others, especially our clients.
 Collaboration and cooperation. We believe that by helping each other and being
united, success becomes sweeter and every challenge becomes easier to face.
 Empowerment. We are nurturers of all traits that value the self, enhance one’s
inherent capacities, and promote decisive thinking for the good of others.
 Learning together. We study and learn together for the future, and we are always
open to change towards improving our service to our client-beneficiaries.
 Empowerment. We are nurturers of all traits that value the self, enhance one’s
inherent capacities, and promote decisive thinking for the good of others.
 Learning together. We study and learn together for the future, and we are always
open to change towards improving our service to our client-beneficiaries.
 Opportunity for growth. We are always on the lookout for, ready to recognize, and
able to deliver different opportunities to help develop everyone’s capacities.
c. A program of group activities will be undertaken to foster the spirit of camaraderie or
“esprit de corp” among employee empowerment and involvement in mind.
 Ugnayan
 Community Involvement
 Sports Fest / Tournament
 Christmas Party
 Company Outing
 Outreach Programs
 Meetings
 Group Exercises, etc.
Coop shall also encourage and assist in the formation of any other organization that
would meet the purpose of this policy.
 Activities should be organized and structured in such a manner that values of
teamwork, cooperation and friendship are fostered among participants.
Divisiveness must always be avoided.
 Safety of participants must at all times be ensured, and this must be the
responsibility of the officer in-charge of the activity.
 All activities must be within the approved annual budget/company budget.
XIII. OFFENSES AND PENALTIES

1. SJAMPC’s recognizes the right of all its employees to express their grievances and
seek a solution concerning certain disagreements arising from working relationships,
working conditions, employment practices, or differences of interpretation of policy.
That might arise between the Employer and the employees. Therefore, this policy
ensures that employees should:
i. Be provided a fair treatment on their grievances by the management of the
Cooperative;
ii. Be given a fair hearing concerning any grievances;
iii. Have the right to channel their grievances
iv. Have the right to appeal against a decision made.
2. The Code of Discipline/Conduct is designed primarily to define the basic

foundation of the administration of disciplinary actions and the imposition of penalties
to the erring employees. Normally, disciplinary action is instigated by the Management
22
not to punish the employee but to correct the behavior, performance in line with the
standards set by the Employer.

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
3. Mechanics of Implementation
The task of ensuring the effectivity of the rules and regulations on discipline is
jointly vested on the following:
i. The operating unit/the supervisor to which the employee belongs.
ii. The Administrative/HR Officer
iii. The General Manager.
The immediate supervisor is given the primary responsibility of maintaining

discipline and initiating appropriate disciplinary action on the basis of this Code,
when warranted.
TABLE 1. ACTIONS AND VIOLATION FREQUENCY MATRIX

Degree of Offenses / Offense Categories:
Degree of Offense Offense Categories:

A – Very Light Offense 1.0 – Attendance
B – Light Offense 2.0 – Company Interest
C – Serious Offense 3.0 – Safety, Health and Sanitation
D – Very Serious Offense 4.0 - Company Property
5.0 - Public Order and Moral
6.0 – General Behavior
TABLE 2. DISCIPLINARY ACTIONS AND FREQUENCY OF VIOLATIONS
Disciplinary Actions Frequency of violation (variable to the

type of violation or offense)
OR – Oral Reprimand 1st Offense – Oral Reprimand
WW – Written Warning 2nd Offense – Written Warning
1st S – 3 - day suspension 3rd Offense – 1st S
2nd S – 5 - 7 – day suspension 4th Offense – 2nd S
3rd S – 8 - 10- day suspension 5th Offense – 3rd S
T – Termination 6th Offense – T
TABLE 3. ACTIONS AND VIOLATION FREQUENCY MATRIX
Frequency A B C D
Degree Very Light Offense Light Offense Serious Offense Very Serious
Offense
1st Offense OR WW WW + 2nd S T
2nd Offense WW 1st S 3rd S
3rd Offense 1st Offense 2nd S T
4th Offense 2nd Offense 3rd S
23
5th Offense 3rd S T
6th Offense T

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
OFFENSE DESCRIPTION PENALTY

2. 1.COMPANY
TIMEKEEPING INTEREST
2.11.1
Posting,
Failureinscribing,
to log timeremoving,
in/out in or
thealtering printed
daily time matters and materials on
record CA
cooperative bulletin boards or ST.anyJAMES
companyTHE ownedAPOSTLE
boards and signs unless
1.2 Failure toauthorized
specifically apply vacation theleave one week
MULTI-PURPOSE
by cooperative in advance
COOPERATIVE
/ management B
CDAin/out
Reg. No. 9520 -0300
Time0340
2.21.3 Askingpost
Leaving co-employee to logwithout
or area of duty time own’s
authorization Card / Daily Time Record
Sa n Miguel, Betis, Gua gua , Pa mpa nga , Philippines BB
2.31.4 Absence
Failure without
to report anyprior notification.
violation sja mpcoop@ya
of cooperative hoo.com
rules and regulations BB
Telefa x. No. (63) (0 45) 901-0964
1.5 Abandoning of work or
2.4 General loss of job interest AWOL for five working days consecutively CD
2.51.6 Tampering
Neglect of cooperative
or carelessness in thedaily time record
performance of job / duties. CC
2.6 Malingering or pretending to be ill to escape work. C
2.7 Any act of dishonesty causing damage to co-employee and cooperative. C
2.8 Insubordination and disrespect of subordinates to his superior such as: C
a) intentionally or unreasonably not following the instructions of his superior;
b) refusal to render Overtime when the cooperative requires.
2.9. Perjury – willful telling of a lie while under oath. C
2.10 Forgery or falsification of records / documents, e.g. time records, etc. C
2.11 Drinking alcoholic beverages during working hour. B
2.12 Reporting to work under the influence of liquor or drugs. B
2.13. Abandonment of work or poor quality of work C
2.14 Smoking in prohibited area. B
2.15 Using company’s name in personal or private transaction C
2.16 Transmitting confidential information without authorization. C
2.17 Unauthorized work sidelines C
2.18 Distributing written or printed matter detrimental to the company C
2.19 Entering restricted area without proper authorization B
2.20 Gross and habitual neglect by the employee of his duty D
1.21 Fraud or willful breach by the employee of the trust reposed in him. D
1. GROOMING, HEALTH AND SAFETY

1.1. Improper use of uniform or non-wearing of uniform or personal appearance A
1.2. Refusal to submit to regular cooperative check-up B
1.3. Refusal to submit to management a sick co-employee whose ailment might be B
contagious or hazardous to others
1.3. Improper waste or trash disposal, which causes, which causes unhygienic impact B
cooperative-wide
1.4. Failure to operate company facilities properly, i.e. machines or vehicle B
1.5. Non-compliance to the Health and Safety procedures of the cooperative C
24
2. COMPANY FACILITIES/PROPERTIES & BREACH OF TRUST

4.1 Misuse of computers and the e-mail system in ways that is disruptive, offensive to B
others, or harmful to morale
4.2 Use of the telephone for long distance, toll calls or paid postage for personal B
4.3 Conflict of interest: Business dealings using employee in position to influence a C

decision that results to personal gain
4.4 Altering, falsifying, tampering of employee personal data sheet C
4.5 Failure to report out of order facilities of the cooperative B
4.6 Discussing co-employee’s personal life or intrigues and giving uncalled for or B
unsolicited opinion.
4. PUBLIC ORDER OR MORAL AND SECURITY PENALTY
4.7 Unauthorized opening of other’s bags, drawers or lockers C
5.1 Failure to log in/out personal belongings A
4.8 Vandalism in any cooperative properties C
5.2 Failure to log in/out cooperative properties regardless of the presence of the permit A
4.9slip.
Disclosure of cooperative trade secrets or confidential business information C
4.10
5.3 Unauthorized
Refusal use of cooperative
to be inspected facilities like
by the cooperative’s car for
assigned personal trips, etc.
personnel BC
4.11
5.4 Intentional
Unofficial destruction
bringing out ofofthe
cooperative
cooperativefacilities like PC’s, CR, etc.
facilities CC
4.12
5.5 Accomplice
Refusal to acompany
to follow crime committed in the company
security regulations or non-observance of the policies CD
4.13 Unauthorized use, installation, copying or distribute of copyrighted, trademarked, D
5.6 Refusal to submit
or patented to drug
material suchtest
as or other medical
electronic copy bycheck-up
computerwhen under
disc, investigation
photocopy, internet C
ofaccess
certain allegation.
4.14 Stealing or conniving in the theft of cooperative or co-employees’ properties. D
4.15. Falsification or cooperative documents or co-employee’s records C
4.16. Abuse of travel expenses or falsification of business travel expenses and related C
documents.
4.17 Swindling or other forms of malversation against cooperative, co-employees, D
other persons.
4.18 Misappropriation or theft of company funds or priorities C
4.19 Obtaining company materials, pay envelopes, or entering premises or jobsites on D
ST. misrepresentation.
fraudulent orders/papers through JAMES THE APOSTLE This includes collusion with
MULTI-PURPOSE
other person (s) to achieve above ends. COOPERATIVE
CDA Reg. No. 9520 -030 00 340
4.20 Deliberate submission ofSafraudulent expenses
n Miguel, Betis, Gua gua , statement.
Pa mpa nga , Philippines C
4.21 Down grading materials sja mpcoop@ ya hoo.com C
Telefa x. No. (63) (045) 901-0964
4.22 Deliberately slowing down production / work C
4.23 Instigating boycott of cooperative activities or programs C
XIV. GRIEVANCE REDRESS and ARBITRATION
a. Any grievance related to salary, leaves, etc. shall be specified in writing and
submit it to the Management. After due consultation with the HRDO, the
GM/CEO must give his or her reply within three days of the presentation of the
grievance.
b. If the grievant is not satisfied with the answer or does not receive the answer
within 48 hours he shall then present the grievance to the Board of Directors.
The Board will then ask the Mediation and Conciliation Committee to mediate
and possibly settle the matter amicably.
c. The aggrieved employee shall convey his or her grievance in written to the
committee or officer designated by the SJAMPC Board to deal with grievance, the
Committee will have to reply to the complaints within 48 hours.
d. If the aggrieved employee is still not satisfied with the decision, the Board will
designate or constitute a grievance and appeal committee if the cooperative does
not have an existing committee for that purpose. The grievance committee has to
give its recommendation in seven days and report it to the Board of Directors.
25
The Management must communicate the decision to the grievant within three
days.
e. If the employee is still not satisfied with the decision made by the grievance
committee or does not receive the decision from it, he can make an appeal to the
Board of Directors for a revision of the decision taken. The Board may convene to
address the complaint/grievance or for the complainant’s appeal to be
considered.
f. The decision of the Board is final and binding on both the parties i.e. the
Cooperative management and the employee.
g. The employees are not permitted to complain or seek actions against and/or
clarifications for any other employee.
XV. JOB DESCRIPTIONS

Every employee should receive and acknowledge receipt of a) job description
upon signing their employment contract with the Cooperative. The responsibilities and
duties given in a specific job description should not be understood as exhaustive of the
responsibilities and duties which the incumbent is expected to perform.
The General Manager on a temporary or permanent basis may assign other
duties compatible with those mentioned in the job description. Other duties may be
assigned as being “compatible” even if they are not performed by anyone else in that
office.
The SJAMPC through the Board of Directors has the right to revise job
descriptions at any time.
POSITION TITLE: CEO/General Manager
1. REPORTING RESPONSIBILITIES
Reports to: Board of Directors or General Assembly as the case may be
Supervises: All employees of Head office and satellite offices
2. PRIMARY DUTIES & RESPONSIBILITIES
The CEO/General Manager is responsible and accountable for the overall direction and
administration of programs and services provided by the Cooperative; ensures that all
aspects of the cooperative's activities obtain maximum benefits commensurate with the
best interest of members, partners, employees, and the public at large. Provides the
highest level of member relations and service; and ensures compliance with
cooperative’s policies and procedures. The position of the CEO/General Manager is
directly responsible for attaining all established cooperative’s operational and financial
goals. The Chief Executive shall under the general supervision, direction and control of
the board, exercise the powers and discharge the functions specified below, namely:

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
3. SPECIFIC DUTIES & RESPONSIBILITIES

 Day-to-day management of the business of the cooperative;
 Operating the account of the cooperative and be responsible for making
arrangements for safe custody of cash;
 Signing on the documents for and on behalf of the cooperative;
 Making arrangements for the proper maintenance of various books and records
of the cooperative and for the correct preparation, timely submission of periodical
statements and returns in accordance with the provisions of this Policy, the rules
and the by-laws;
 Making appointments to the posts in the cooperative in accordance with the by-
laws;
 Assisting the board in the formulation of policies, objectives and planning;
 Furnishing to the board periodical information necessary for appraising the
operations and functions of the cooperative;
 Appoint the person to sue or be sued on behalf of the cooperative;
26
 Present the draft annual report and monthly financial statement for the approval
of the board;
 Performing such other duties and exercising such other powers, as may be
specified in the by-laws of the cooperative or delegated by the cooperative
governing body or the general assembly.
 Maintain sound financial health of cooperative. Structural NPA liquidity and CAR
Operational Asset deployment and Deposit Mobilization
 Responsible for CDA Compliance board approved product & services being
offered by the cooperative.
 Responsible for compliance of SJAMPC Board approved social performance
standards.
 Responsible for motivating and training of staff to keep up with a high standard
and positively deal with member requests and complaints
 Responsible for supervision of staff according to cooperative policy
 Responsible for setting employee goals and objectives
 Responsible for development of staff to maximize potential
 Responsible for regular monitoring of staff performance
 Responsible for monitoring of and assistance to staff with work progress
 Responsible for implementation of procedures and systems to maximize operating
efficiency
 Responsible for co-ordination of financial and budget activities for maximum
operational efficiency
 Responsible for control and facilitation of the preparation and analysis of
performance reports
 Review performance data (financial and operational reports) to monitor and
measure performance, goal progress and operations quality
 Responsible for interaction with the local public and government organizations,
development agencies, and etc.
 Responsible for evaluation of the profitability of the various plans formulated by
different cooperative’s departments and discusses them with the BOD’
 Responsible for analysis and distribution of strategic goals and budgets to
different programs and departments
 Must ensure that the financial strategies are followed, the operations are cost
effective and the revenues are maintained
 Has to endorse membership application to the BOD for approval
 Has to endorse withdrawal of membership to the BOD for approval
 Has to approve the opening and closing of member accounts
 Has to approve the cash advances to staff wherever applicable and formulate
approval procedure and delegate the same in branches duly approved by the
competent body.

CDA Reg. No. 9520 -0 300 0340
Telefa x. No. (63) (045) 90 1-0964
 Has to approve all cash disbursements wherever applicable and formulate

approval procedure and delegate the same in branches duly approved by the
competent body.
 Overall responsible for one of the combinations on the vault and safe and has to
ensure correctness & accuracy of the cash in vault per record & actual cash
balance on a daily basis
 Has to ensure compliance to the computerize accounting systems & procedures,
by the employees including generation of daily MIS reports for monitoring and
daily back-up of computerized systems & records.
 Recommends to the BOD the acquisition of Fixed Assets and ensures the
maintenance of the Fixed Assets of the cooperative
 Responsible for the overall safety and security measures of the cooperative
 Has to regularly monitor & evaluate daily operations as against targets & plans.
 Has to comply with all other duties & responsibilities that maybe required of
him/her from time to time.
27
4. RIGHTS AND AUTHORITIES
In order to fulfil above-stated responsibilities GM has the following rights:
 Has the right to act on behalf of the cooperative without power of attorney, issue
administrative orders and directions compulsory for all cooperative’s employees.
 Has the right to attend the BOD meetings.
 Has the right to hire and terminate employment of the cooperative’s employees as
per the rule framed by the Board of Directors.
 Has the right to independently make decisions on operations of the cooperative
except for those included in the authority of the members general meeting and
BOD based on the legislative requirements, coop’s bylaws and internal policies.
 Has the right to manage the assets and property of the cooperative.
 Has the right to conclude agreements on behalf of the cooperative.
 Has the right to issue authorizations and open current and other accounts in
banks and other financial institutions.
 Has the right to determine staffing requirements and seek approval from the
Board.
 Has the right to delegate work duties to staff
 Has the right to allocate use of available resources
 Has the right to organize and manage business meetings
 Has other rights as stated in the legislative documents, the coop’s bylaws and
internal policies
5. EDUCATION AND EXPERIENCE

 Bachelor’s degree in the relevant area or to be decided by the BOD
 At least ten years’ experience in finance or relevant area
 Knowledge of business and management principles and practices
 Knowledge of strategic planning
 Knowledge of human resource management principles and procedures
 Knowledge of basic economic and accounting principles and practices
 Knowledge of office administrative procedures
 Proficient in relevant software applications
6. KEY COMPETENCIES
 Needs to have exceptional leadership skills as s/he has to motivate the entire
cooperative and lead by setting an example her/himself
 Should have presence of mind and have quick decision-making abilities
 Must have good communication and networking skills and needs to impart
instructions smoothly to the subordinates
 Needs to be a man/woman of integrity and should be honest in dealings without
misusing his/her power

CDA Reg. No. 9520 -0 300 0340
Telefa x. No. (63) (045) 90 1-0964
 Must be organized, be able to keep calm in high pressure situations, and be able
to work under pressure and do overtime when necessary
 As s/he may have to deal with irate members/partners, in such cases need to be
cordial with them and help them understand the various rules
 Must be aware of the latest rules and follow government regulations during the
development and/or recommendation of cooperative’s internal policies
 Must be very good with numbers
 Must be discreet and understand the importance of information confidentiality.
POSITION TITLE: Area Operation Supervisor
Reports to: General Manager
Supervises: All employees working with the satellite office

28
Area Operation Supervisor (AOS) is solely responsible for the smooth functioning
of the satellite office. He is also overall responsible for the financial health, assets and
employees working at the satellite office.

The AOS shall look after any work specially delegated to him by the GM/Main
Office and shall be accountable for that work.
Over all supervision of the satellite office.
Responsibility of safe & secured keeping of vault, securities and all other
documents.
Assignment of jobs to their subordinates.
Collecting reports from subordinates for onward submission to Main Office.
Taking initiatives for account opening, Loaning, Loan recovery, budget targets,
income enhancements and efficiency.
Cash liquidity management through to and from the satellite office.
Sanction of leave to staffs and recording their address during the leave.
Responsible and accountable for the coop’s daily operations, implementation of
the approved written policies and procedures, achievement of the business and
strategic plan targets, and the overall protection of the coop’s assets.
positively deal with member requests and complaints
Responsible for supervision of staff according to overall coop policy
Responsible for setting employee goals and objectives
Responsible for development of staff to maximize potential
Responsible for regular monitoring of staff performance
Responsible for monitoring of and assistance to staff with work progress
Responsible ensure the full protection of the members’ funds and coop’s assets
according to policies.
Responsible for implementation of procedures and systems provided by the Main
Office to maximize operating efficiency
Must ensure that the financial strategies are followed, the operations are cost
effective and the revenues are maintained
Has to endorse membership application to the main office for approval
Has to endorse withdrawal of membership to the main office for approval
Has to approve the opening and closing of member accounts
Has to endorse all Loan application for the approval of the Credit Committee
Has to approve the cash advances to staff.
Has to approve all cash disbursements
Has to ensure compliance to the computerized accounting systems & procedures,
including generation of daily MIS reports for monitoring and daily back-up of
computerized systems & records.

CDA Reg. No. 9520 -0 3000340
Telefa x. No. (63) (0 45) 90 1-0964
Recommends to the GM the acquisition of Fixed Assets and ensures the

maintenance of the Fixed Assets of the Coop
Has to regularly monitor & evaluate daily operations as against targets & plans.
Has to ensure that coop’s by-laws, policies, BOD meeting minutes, contracts,
mortgagee’s documents, office forms are properly kept and available anytime
Has to comply with all other duties & responsibilities that maybe required of
him/her from time to time.

Minimum Graduation Degree in relevant discipline;
Minimum 5-7 years of relevant experience preferably with financial institution.
Acquaintance with the functioning of co-operatives, social organizations.
Experience of working in a start-up environment which requires a broad skill sets
and willingness to perform a range of duties;
Good interpersonal, communication and training skills;
Fluency in local language.
Knowledge of business and management principles and practices
29
Knowledge of strategic planning
Knowledge of human resource management principles and procedures
Knowledge of basic economic and accounting principles and practices
Knowledge of office administrative procedures
Proficient in relevant software applications
POSITION TITLE: Accountant
Supervises: Accounting staff, cashier as the case may be

Responsible and accountable for applying accounting principles and procedures
analyzing financial information, maintaining accurate and reliable books of accounts,
preparation of accurate and timely financial reports and statements and ensure
appropriate accounting control procedures.

Compile and analyze financial information to prepare financial statements
including monthly and annual accounts, ensure financial records are maintained
incompliance with acceptance policies and procedures.
 Ensure all financial reporting deadlines are met
 Prepare financial management reports
 Ensure accurate and weekly, monthly, quarterly and year end close
 Establish and monitor the implementation and maintenance of accounting
control procedures
 Resolve accounting discrepancies and irregularities
 Continuous management and support of budget and forecast activities
 Monitor and support taxation issues
 Receiving & Responding communications from Main office (Queries and other
communication over phone and mail)
 Coordination with members.
 Managing day to day activities of satellite offices.
 Financial audit preparation and coordinate the audit process
 Ensure accurate and appropriate recording and analysis of revenues and
expenses
 Analyze and advise on business operations including revenue and expenditure
trends, financial commitments and future revenues

CDA Reg. No. 9520 -0300 0340
Telefa x. No. (63) (0 45) 90 1-0964
 Analyze financial information to recommend or develop efficient use of resources

and procedures, provide strategic recommendations and maintain solutions to
business and financial problems
 Ensure the start of day/end of day procedures in the computerized accounting
system
 Ensure that the cash in vault per record reconciles with the actual/physical
cash, conduct cash count daily.
 Ensure that all daily transactions are entered correctly in the computerized
accounting system.
 Generate daily transaction report (list) and reconcile with the source (supporting)
documents (contracts, official receipts, cash vouchers, etc.), make the
adjustments/corrections, if necessary, based on the General Manager’s approval.
 Generate daily reports, including: Daily Transaction Listing, Daily trial balance,
Daily Cash Count Sheet, other end of day required reports.
 Control timely and full completeness of the Daily Time Sheet for all employees.
30
 Prepare payroll sheet and other documents required for salary and benefit
payments to employees.
 Prepare Cash Disbursement Vouchers (CDV) and ensures that all disbursements
have the required supporting documents.
 Prepare Journal Vouchers for any non-cash transactions and adjusting journal
entries
 Ensure that the Coop’s property is properly maintained and safely kept.
 Perform other tasks as may be required by the General Manager/CEO.

 Accounting degree or equivalent
 Knowledge of accepted accounting practices and principles
 Knowledge of economic principles
 Knowledge of auditing practices and principles
 Knowledge of applicable laws, codes and regulations
 Knowledge and experience of related computer applications
 Minimum of 3 years’ experience in the management of financial systems and
budgets, financial reporting, financial data analysis, auditing, taxation and
providing financial advice
5. KEY COMPETENCIES
 Attention to detail and accuracy
 Planning and organizing skills
 Strong communication skills
 Information and task monitoring
 Problem analysis
 Judgment and problem-solving
 Supervisory skills
 Stress tolerance
 Must be discreet and understand the importance of information confidentiality.
POSITION TITLE: Cashier
Supervises: Business Facilitator
Responsible and accountable for accurate and efficient processing and recording
of the coop’s cash transactions including accepting deposits and withdrawals,
processing Loan repayments and disbursements, other cash payments.

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
The Coop cashier undertakes transactions and interacts directly with members.
S/he is like the frontline of the Cooperative operations as s/he is usually the first
employee that the member or potential member sees at the Cooperative. S/he should
promote and advise on the coop’s products and services. S/he is also most likely to
detect fraudulent transactions and help prevent losses at the SJAMPC.

 Receive and count cash at beginning of day and/or shift
 Issue official receipts after every disbursement or receipt of cash and correctly
identify and enter transaction in the cash book
 Accurately count every cash disbursement or receipt
 Inspect (validate) all cash receipts in order to prevent for fake bills and coins
 Open new accounts for members based on the sources documents properly
authorized by the General Manager and Accountant
31
 Identify member-customers, validate disbursement vouchers and disburse cash
 Accept cash and deposits and check accuracy of deposit slips (vouchers)
 Process all cash withdrawals
 Receive and verify Loan repayments
 Record all transactions promptly, accurately and in compliance with the coop’s
policies and procedures
 Record balance cash in cash drawer at end of each shift and hand over the
record to replacing cashier.
 Prepare daily cash position report & conducts cash count in the presence of the
Accountant or General Manager
 Deposit cash collections for the day to the Cooperative chest as per policy and
deposit the surplus cash with the bank at the earliest working hour of the bank.
 Generate following daily reports: Daily Cash Position Report.
 Answer inquiries regarding savings and Loan accounts and other coop’s related
products
 Attempt to resolve issues and problems with member's accounts
 Explain, advise on and promote coop’s products and services to members and
potential members
 Prepares the documents in relation to all cash transactions processed
 Act as custodian of the inner grill key or cash vault combination
 Perform other tasks as may be required by the General Manager.

 Intermediate or Bachelor
 Some clerical, administrative, cash handling, sales or customer service
experience preferred
 Knowledge of customer service principles
 Relevant computer skills
 Knowledge of accepted accounting practices and principles
 Knowledge of economic principles
 Knowledge of auditing practices and principles
 Knowledge of applicable laws, codes and regulations
 Knowledge and experience of related computer applications
5. KEY COMPETENCIES
 Strong numerical ability
 Good listening and communication skills
 Member service orientation
 Accuracy and attention to detail
 Problem solving
 Honesty and integrity
 Judgment

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964
POSITION TITLE: Business Facilitator
Reports to: Accountant/Cashier
Supervises: None
Responsible and accountable for the timely collection of Deposit & Loan
scheduled repayments from member under his/her responsibility.

To collect deposits and loan repayments from members at their door step.
Responsible for maintaining collection details account wise (for both deposits &
loans) in collection register on daily basis.
32
Remit all collected cash at coop cash department.
Help members in withdrawal process from their account.
Process & review account adjustment and resolve issues and discrepancy and
short payments.
Prompt follow up and reporting of the coop delinquency for assigned accounts.
Establish & maintain effective and cooperative working relationships with
members & the community.
Create list of members who have failed in timely loan repayment.
Opening & Processing of Daily deposit account.
Inform members of overdue accounts of loan and deposit and amount currently
owed by them in their respective loan account.
Making regress efforts to collect overdue loan repayments.
Listen to member’s/clients’ problem or complaint, if any and communicate to the
Management
Help the members to get through coop’s working processes.
To educate the members about the products & services of the cooperative.
Perform other tasks as may be required by the immediate supervisor.

1-2 years collection experience in financial organization
Excellent written & verbal communication skill.
Strong numerical ability
5. KEY COMPETENCIES
Punctuality.
Good work ethics.
Ability to create a good word of mouth.
Accuracy and attention to detail
Problem solving
Honesty and integrity
Ability to priorities and manage multiple responsibilities.
POSITION TITLE: Management Information System (MIS)
Supervises: None

The MIS will be responsible for the data management which includes timely
collection of records, entering data in the MIS system, verifying the data, and reporting.
He/She shall;
 Assist in designing of program/project specific monitoring tools.
 Assist in development of rational formats for effective and clear reporting.

CDA Reg. No. 9520 -03000340
Telefa x. No. (63) (0 45) 90 1-0964

 Creates and maintains the network and databases for the cooperative.
 Ensures stable operation of the network and databases by consistently
scheduling and implementing updates and functionality tests; identifies and
resolves any issues that are identified during the testing process.
 Develops, manages, and implements hardware maintenance, software support,
network and remote backups, upgrades, and Internet support.
 Schedules and produces periodic reports regarding MIS performance.
 Analyzes and recommends software and hardware to maximize productivity for
all networks.
 Collaborates with other departments and outside computer support vendors to
schedule and coordinate upgrades and tests.
33
 Develop strategies that are to be used in implementation of software and
hardware systems in the cooperative
 Look after the maintenance of the computer systems and make sure that all the
departments are functioning properly
 Collect necessary specifications for each department and make sure that their
requirements are met
 Develop and manage staff to monitor technology staff and oversee policies and
procedures of the cooperative
 Look after the purchase of the software and hardware systems and plan proper
budget and quotations for the systems
 Provide training and necessary assistance for the employees involved in
implementation and maintenance of the software systems
 Train the employees in using information systems and help them understand the
configuration of the systems
 Bachelor’s degree in Operations Management, Information Security, Computer
Programming, or related field required.
 Masters in Business Administration (MBA) with a concentration in Information
Technology highly desired.
 At least five years of MIS experience, with at least two years in a supervisory role,
required.
5. KEY COMPETENCIES
 Thorough understanding of networking systems, such as LAN and WAN.
 Excellent verbal and written communication skills.
 Proficient in Microsoft Office Suite or related software.
 Organized with attention to detail.
 Working knowledge of various computer operating systems and interfaces.
Adopted and approved by the SJAMPC Board of Directors this ______ day of
________________, 2023 at the SJAMPC Office, San Miguel, Betis Guagua, Pampanga.
Signed:
ZENAIDA DE LEON MARISSA BALAGUER
Chairperson Vice-Chairperson
BOARD OF DIRECTORS:
MARCIANO PECSON JAIME DE MESA
ALODIA MALIG EDNA CAYANAN CRISTINA QUIRINO
Certified by:
JOSE S. DAAG
Cooperative Secretary
34

Cooperative Human Resources Management Policy Manua1

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Cooperative Human Resources Management Policy Manua1

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ST.

JAMES THE APOSTLE

Cooperative Human Resources Management Policy Manual

II. Purpose Statement:

III. Manpower Plan and Control

Manager/Heads of Department/Area Operation Supervisors are required to

3. Basis for Determining Hiring Rate

4 . Item Ranking and Hiring

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a. A person would be in a position to supervise their relative;

III. SELECTION AND RECRUITMENT

The following guidelines seek to ensure transparency and fairness throughout

 The Chairman of BOD (Chairman of the Selection Committee);

1. Internal Sourcing - The Human Resources Department will issue an internal

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Generally, one or more of the following recruitment approaches, to be decided by the

 Academic, professional and technical qualifications;

3. Procedural Guidelines for Hiring

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e. Investigation of previous history/background check

Remuneration packages shall be negotiated and set on an individual basis. When a

a. academic, professional and technical qualifications and

H. REPORTING FOR DUTY

IV. EMPLOYEE CLASSIFICATION

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However, if an employee rejoins the Cooperative in a different Department or in a

2. EXTENSION OF PROBATIONARY PERIOD OR TERMINATION OF

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1. Employees may be transferred from one post to another or from one

3. In principle, no probationary period is necessary for transfer. Termination notice will

1. Selection for promotion should be based on merit with due

2. Whenever vacancies arise, the Heads of Division/Department should consider the

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5. Under exceptional circumstances, promotions driven by business/operational

1. For promotion recommendation, the Head of Unit/Department should complete and

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3. No clearance shall be given to the employee without the proper turnover of

TASKED INVOLVED RESPONSIBILITY REMARKS

2.1. Exit Interview

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2.2. Withdrawal of Resignation

3.1. Procedure for the Dismissal for Cause

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4.1. Normal Retirement

a. Fifteen (15) days salary based on the latest salary rate;

4.2. Post-Retirement Employment

VI. TIMEKEEPING AND ATTENDANCE

1.1. Normal Working Hours

1.2 Break Periods

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2.2. Procedures in the Preparation and Submission of Overtime Forms

3. TIMEKEEPING METHOD AND PROCEDURE

4. OPERATION AND MAINTENANCE OF TIMEKEEPING MACHINE

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Employees are entitled to the following paid holidays each year:

7.1. Regular Holidays

 New Year’s Day January 1

7.2. Nationwide Special Holiday

 All Saints’ Day November 1

7.4 Muslim Holidays – upon declaration of the government’

.8.1. Authorized Absences

8.2. Unauthorized Absences

8.3 . Notice of Absence

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