GROUP-2 POWER POINT PRESENTATION

ORGANIZATION AND MANAGEMENT

MODULE 11
“STAFFING’’
(compensation, wages and performance evaluation, appraisal,
reward system employee relations and movement)

SUB-GROUP 1: ARMADA, LEOVIC COMPENSATION WAGES AND

GAAS, TRISHA PERFORMANCE EVALUATION
DE ASIS, JIAN

SUB-GROUP 2: CARMONA, ELBERT EMPLOYEE RELATIONS

RAFIL, ANTONETTE

SUB-GROUP 3: SOBREDO, LOVELY BETH

DUCA, REALYN EMPLOYEE MOVEMENTS
CUSAY, RENCHE VALGUNA

SUB-GROUP 4: SERVANO, ERICA

REWARD SYSTEM
DOMINGUEZ, CHRISTINE
 COMPENSATION/WAGES AND
PERFORMANCE EVALUATION

COMPENSATION/WAGES pertains to all form of pay

given by employers to their employees for the
performance of their job.
PERFORMANCE EVALUATION
is a process undertaken by the organization ,usually
done once a year , designated to measure employees
work performance
 TYPES OF COMPENSATION

DIRECT COMPENSATION- Includes worker’s salaries, incentive pays, bonuses,and

commission.

INDIRECT COMPENSATION- Includes benefits given by employee other than financial

remunerations; for example: travel, educational and health benefits, and others.

NON FINANCIAL COMPENSATION- Includes recognition programs, being assigned to do rewarding

jobs, or enjoying management support, ideal work environment,and convenment work hours.
 CONNECTING COMPENSATION TO
ORGANIZATION OBJECTIVES

Workers compensation/wages had tremendously changed in the 21st century due to

increased market competitions(both local and global), required skills from
workers,and changes in technology, among.Along with these, organization’s pay
philosophies have also changed. Instead of paying employees based mainly on their
job positions or titles they are now given pay according to their individual
compentecies or according to how much they could contribute or have contributed to
their company’s success.Wage experts now prepare compensation packages that
create value for both the organization.
 COMPENSATION A MOTIVATIONAL FACTOR FOR
EMPLOYEES

 Compensation pay represents a reward that an employee receives for good performance that
contributes to the company’s success.In relation to this, the following must be considered:
 COMPENSATION A MOTIVATIONAL FACTOR FOR
EMPLOYEES

PAY EQUITY- Related to fairness; it is a motivation theory focusing on employee’s response to the pay
they receive and the feeling that they receive less or more than they deserve.

Employees generally feel that their pay must be commensurate to the effort exerted in the performance of
their job.Pay equity is achieved when the pay given to them by their employees is equal to the value of the
job performed; thus, this motivates them to perform well and to do their jobs to the best of their abilities.

EXPECTANCY THEORY- Another theory of motivation which predicts that employees are
motivated to work well because of the attractiveness of the rewards or benefits that they may
possibly receive from a job assignment.
 BASES FOR COMPENSATION

PIECEWORK BASIS- Theory of motivation which predicts that employees are motivated to work well
because of the attractiveness of the rewards or benefits that they may possibly receive from a job
assignment

HOURLY BASIS- When pay is computed according to the number of work hours rendered.

DAILY BASIS- When pay is computed according to the number of work days rendered.

WEEKLY BASIS- When pay is computed according in the number of work weeks rendered.

MONTHLY BASIS- When pay is computed according to the number of work months rendered.
 BASES FOR COMPENSATION

Compensation rates are influenced by internal and external factors.Among the internal factors are the
organization’s compensation policies, the importance of the job, the employees’ qualification in meeting the
job requirements, and the employeer’s financial stability.

External factors, on the other hand, include local and global market conditions, labor supply, area/ regional
wage rates, cost of living, collective bargaining agreements, and national and international laws, among
others.
 PURPOSES AND PERFORMANCE
EVALUATION:ADMINISTRATIVE AND DEVELOPMENT

Improving individual job performance through performance evaluation is just one of the reasons why employees
are subjected to assessments on a continuous basis.There are other purpose behind employee assessment that
are beneficial to the company and employees.

ADMINISTRATIVE PURPOSES: These are fulfilled through appraisal/ evaluation programs that provide information
that may be used as basis for compensation decisions, promotions, transfer, and terminations.Human resource
planning may also make use of it for recruitment and selection of potential employees.

DEVELOPMENT PURPOSES: These are fulfilled through appraisal/ evaluation programs that provide information
about employees’ performance and their strength and weaknesses that may be used as basis for identifying their
training and development needs.Through this approach, the workers become more receptive to the explanations
given by the organization’s management regarding the importance of having evaluations at regular intervals-that
these are conducted to improve their competencies in order to prepare them for future job assignments.

Different performance appraisal methods are used depending on the information an evaluator aims to find out.
 PERFORMANCE APPRAISAL METHODS

Methods of evaluating workers have undergone development in order to adapt new legal employment
requirements and technical changes.Some appraisal methods used today are the following:

TRAIT METHODS-Performance appraisal method where each characteristics to be evaluated is represented

by a scale on which the evaluator or rater indicates the degree to which an employee possesses that
characteristic.

GRAPHIC RATING SCALES- Performance appraisal method where each characteristics to be evaluated is
represented by a scale on which the evaluator or rater indicates the degree to which an employee
possesses that characteristic.

FORCED-CHOICE METHOD- Performance evaluation that requires the rater to choose from two statements
purposely designed to distinguish between positive or negative performance; for example: works seriously-
works fats; shows leadership-has initiative.
 PERFORMANCE APPRAISAL METHODS

BEHAVIORALLY ANCHORED RATING SCALE (BARS)- A behavioral approach to performance appraisal that
includes five to ten vertical scales, one for each important strategy for doing the job and numbered
according to its importance.

BEHAVIOR OBSERVATION SCALE (BOS)- A behavioral approach to performance appraisal that measures the
frequency of observed behavior.
 WHY SOME EVALUATION PROGRAM FAIL

Performance appraisal (such a manager/ supervisor appraisal, self-appraisal,

subordinate appraisal, customer appraisal, peer appraisal, or 360-degree appraisal)
may sometimes fail due to various reasons including the following:

.INADEQUATE ORIENTATION OF THE EVALUATEES REGARDING THE OBJECTIVES OF THE PROGRAM;

.INCOMPLETE COOPERATION OF THE EVALUATEES
.BIAS EXHIBITED BY THE EVALUATORS;
.INADEQUATE TIME FOR ANSWERING THE EVALUATION FORMS;
.AMBIGUOUS LANGUAGE USED IN THE EVALUATION QUESTIONNAIRE;
.EMPLOYEE’S JOB DESCRIPTION IS NOT PROPERLY EVALUATED BY THE EVALUATION QYESTIONNAIRE USED;
.INFLATED RATINS RESULTING FROM EVALUATOR’S AVOIDANCE OF GIVING LOW SCORES;
.EVALUATOR’S APPRAISAL IS FOCUSED ON THE PERSONALITY OF THE EVALUATEE AND NOT HIS OR HER PERFORMANCE;
.UNHEALTHY PERSONALITY OF THE EVALUATOR;AND
.EVALUATOR MAY BE INFLUENCED BY ORGANIZATIONAL POLITICS.
 GROUP-2 POWER POINT PRESENTATION ORGANIZATION AND MANAGEMENT MODULE 11

“STAFFING’’
reward system employee relations and movement)
(compensation, wages and performance evaluation, appraisal,
COMPENSATION WAGES AND
SUB-GROUP 1: ARMADA, LEOVIC PERFORMANCE EVALUATION
GAAS, TRISHA
DE ASIS, JIAN

SUB-GROUP 2: CARMONA, ELBERT EMPLOYEE RELATIONS

RAFIL, ANTONETTE

SUB-GROUP 3: SOBREDO, LOVELY BETH EMPLOYEE MOVEMENTS

DUCA, REALYN
CUSAY, RENCHE VALGUNA

SUB-GROUP 4: SERVANO, ERICA

REWARD SYSTEM
DOMINGUEZ, CHRISTINE
 EMPLOYEE RELATIONS

Employee relations applies to all phases of work activities in organization, and

managers, to be effective, must be able to encourage good employee relations among
all human resources under his or her care. Employees or workers are social beings
who need connections or relations with other beings- other employees/workers- who
are capable of giving them social support as they carry out their task in the
organization where all of them belong.

Talking to a coworker, perceived to be friend, or working on delicate task with others

can be comforting during times of stress, fear, or loneliness. When these negative
feelings are overcome, employees will be able to work better toward the achievement
of their organization’s goals.
EMPLOYEE RELATIONS
 EFFECTIVE EMPLOYER RELATIONS AND SOCIAL
SUPPORT

 Social support is the sum total of perceived assistance or benefits that may result from
effective social employee relationships. The quantity and quality of an employee’s
relationship with others determine social support (esteem support, information support,
financial support). In a short, social support and effective employee relations must always
go together like “a horse and carriage,” where one would be useless without the other.
 Therefore, without social support, effective employee relations are not possible; and without
effective social employee relationships, social support, likewise is not possible.
EFFECTIVE EMPLOYER RELATIONS
AND SOCIAL SUPPORT
 BARRIERS TO GOOD EMPLOYEE RELATIONS

ANTI-SOCIAL PERSONALITY; REFUSAL TO SHARE MO RE ABOUT ONESELF TO CO-

WORKER ; BEING A LONER :

LACK OF TRUST IN OTHERS :

 BARRIERS TO GOOD
EMPLOYEE RELATIONS

-MANY SELF-SELFISH ATTITUDE;

-TOO MANY SELF SERVING MOTIVES :

-LACK OF GOOD SELF ESTEEM :

NOT A TEAM PLAYER:
 BARRIERS TO GOOD
EMPLOYEE RELATIONS

BEING CONCEITED :

CULTURAL/SUBCULTURAL DIFFERENCES:
 BARRIERS TO GOOD
EMPLOYEE RELATIONS

LACK OF COOPERATION :

COMMUNICATION PROBLEMS;REFUSAL TO LISTEN

REFUSALTO LISTEN TO WHAT OTHERS
SEEK TO COMMUNICATE :

LACK OF CONCERNS FOR OTHERS’ WELFARE:

 WAYS TO OVERCOME BARRIERS TO
GOOD EMPLOYEE RELATIONS:

-DEVELOP A HEALTHY PERSONALITY TO OVERCOME NEGATIVE ATTITUDES AND BEHAVIOR:

-FIND TIME TO SOCIALIZE WITH COWOKERS:

 WAYS TO OVERCOME BARRIERS
TO GOOD EMPLOYEE RELATIONS:

-overcome tendencies of being too dependent on electronic

gadgets:

-DEVELOP GOOD COMMUNICATION SKILLS

AND BE OPEN TO OTHER’S OPINION:
 WAYS TO OVERCOME BARRIERS
TO GOOD EMPLOYEE RELATIONS:

MINIMIZE CULTURAL/SUBCULTURAL TENSION:

 TYPES OF EMPLOYEES

-ENGAGED-EMPLOYEE WHO WORK WITH PASSION AND FEEL A DEEP CONNECTION WITH
THEIR COMPANY;THEY DRIVE AND MOVE THE ORGANIZATION FORWARD

-NOT ENGAGED-EMPLOYEES WHO ARE ESSENTIALLY “CHECKED OUT” THEY PUT TIME,BUT
NOT ENERGY OR PASSION,INTO THEIR WORK

-ACTIVELY DISENGAGED-EMPLOYEES WHO ARE NOT ONLY UNHAPPY AT WORK,BUT ALSO ACT
OUT THEIR UNHAPPINESS;THEY UNDERMINE WHAT THEIR ENGAGED COWORKERS
ACCOMPLISH.
 GROUP-2 POWER POINT PRESENTATION ORGANIZATION AND MANAGEMENT MODULE 11

“STAFFING’’
reward system employee relations and movement)
(compensation, wages and performance evaluation, appraisal,
COMPENSATION WAGES AND
SUB-GROUP 1: ARMADA, LEOVIC PERFORMANCE EVALUATION
GAAS, TRISHA
DE ASIS, JIAN

SUB-GROUP 2: CARMONA, ELBERT EMPLOYEE RELATIONS

RAFIL, ANTONETTE

SUB-GROUP 3: SOBREDO, LOVELY BETH EMPLOYEE MOVEMENTS

DUCA, REALYN
CUSAY, RENCHE VALGUNA

SUB-GROUP 4: SERVANO, ERICA

REWARD SYSTEM
DOMINGUEZ, CHRISTINE
 EMPLOYEE MOVEMENTS

A labor union is a formal union of employees/workers that deal with employeers,representing workers in
their pursuit of justice and fairness and in their fight for their collective or common interest.
Employees or workers unionize because of financial needs, unfair management practices, or social and
leadership concerns.
 EMPLOYEE MOVEMENTS

a)FINANCIAL NEEDS- complaints regarding wages or salaries and benefits given to them by the management
are the usual reasons why employees join labor unions.

b.) Unfair management practices​- perceptions of employees regarding unfair or biased managerial actions are also reasons why
they join mass movements; examples of lack of fairness in management are favoritism related to promotion and giving of training
opportunities and exemption from disciplinary action.​
 EMPLOYEE MOVEMENTS

c.) Social and leadership concerns​- some join unions for the satisfaction of their need for affiliation with a group and for the
prestige associated with coworkers’ recognition of one’s leadership qualities. ​
 STEPS IN UNION ORGANIZING

Terry Moser, an expert union organizer, was credited by Snell and Bohlander (2011)
for the following steps:

STEP 1: Employee/union contact-to explore unionization possibilities, employees

weigh the advantages and disadvantages of seeking labor representation while the
union officers gather more data about the employees’ complaints, as well as data
about the employers’ management styles, financial stability, policies, etc.These
actions by employees and union officers are necessary to build a case a against the
employer and a defense for the employees’ decision to unionize.
 STEPS IN UNION ORGANIZING

STEP 2: Initial Organizational meeting-this is conducted to attract more supporters and select potential
leaders among the employees who can help the union organizers.Information or data obtained in STEP 1
will be used by the organizers to meet the employees’ need to explain the means to accomplish their goals.

STEP 3: Formation if in-house organizing committee-this starts with identification of employees who are
ready to act as leaders in campaigning for their goals, in trying to get the interest of the other employees
to join their movement, and in convincing employees to sign an authorization card to show their willingness
to be represented by a labor union in collective bargaining with their employer.Strength of the union in
shown by the number of employees.
 STEPS IN UNION ORGANIZING

STEP 4: If a sufficient number of employees support the union movement the organizer requests for a
representation election or certification election- a representation petition is filed with the NLRC asking for
the holding of a secret ballot election to determine the employee’s desire for unionization.Before the
election, leaders’ campaign for employees’ support of the election and encourage them to cast their votes.

STEP 5:End of union organizing-when the sufficient number of votes is garnered, the NLRC certifies the
union as the legal bargaining representative of employees.Contract negotiations or collective bargaining
agreement (CBA) negotiations follow the certification.The CBA process involves the following procedures:
 STEPS IN UNION ORGANIZING

a) PREPARE FOR NEGOTIATIONS

b) DEVELOP STRATEGIES
c) CONDUCT NEGOTIATIONS
d) FORMALIZE AGREEMENT

Grievance procedure-a formal procedure that authorizes the union to represent its
members in processing a grievance or complaint.Such grievance must be expresses
orally or in writing to the employee’s immediate supervisor and the union steward.If
the immediate supervisor shows willing ness to discuss the complaint with the
employee and the union steward, the grievance may be resolved immediately.
 GROUP-2 POWER POINT PRESENTATION ORGANIZATION AND MANAGEMENT MODULE 11

“STAFFING’’
reward system employee relations and movement)
(compensation, wages and performance evaluation, appraisal,
COMPENSATION WAGES AND
SUB-GROUP 1: ARMADA, LEOVIC PERFORMANCE EVALUATION
GAAS, TRISHA
DE ASIS, JIAN

SUB-GROUP 2: CARMONA, ELBERT EMPLOYEE RELATIONS

RAFIL, ANTONETTE

SUB-GROUP 3: SOBREDO, LOVELY BETH EMPLOYEE MOVEMENTS

DUCA, REALYN
CUSAY, RENCHE VALGUNA

SUB-GROUP 4: SERVANO, ERICA

REWARD SYSTEM
DOMINGUEZ, CHRISTINE
 REWARD SYSTEM

Organization offer competitive rewards systems to attract knowledge and skilled people

and to keep them motivated and satisfied once they  are employed n their firm.Further,
rewards promote personal growth and development and fast employee turnover.​
 MANAGEMENTS OFFER DIFFERENT TYPES OF
REWARDS

​Monetary rewards- rewards which pertain to money, finance, or

currency.​
 MANAGEMENTS OFFER DIFFERENT TYPES OF
REWARDS

a.) Pay/salary-financial renumeration given in exchange for work performance that will

help the organization attain it’s goals; example: weekly, monthly, or hourly pay,
piecework compensation, etc.​

b.) Benefits – indirect forms of compensation given to employees/. Workers for the

purpose of improving the quality of of their work and personal lives;health care
benefits, retirement benefits, educational benefits,and other are example of these.​
 MANAGEMENTS OFFER DIFFERENT TYPES OF
REWARDS

C.) Incentives – rewards are based upon a pay-for- performance philosophy; it

establishes a baseline performance level that employees or groups of
employees must reach in order to be given such reward or
payment; examples: bonuses,merit pay, sales incentives, etc.​

d.) Executive pay- a compensation package for incentives of organizations which

consists of five components: basic salary, bonuses, stock plans, benefits and
perquisites.​
 MANAGEMENTS OFFER DIFFERENT TYPES OF
REWARDS

e.) Stock options- are plans that grant employees the right to buy a specific number of shares
of the organization’s stock at a guaranteed price during a selected period of time.​
 MANAGEMENTS OFFER DIFFERENT TYPES OF
REWARDS

Nonmonetary Rewards – rewards which do not pertain to money, finance, or currency; refer to

intrinsic rewards that are self-granted which have a positive psychological effect on the
employee who receives them.​
 MANAGEMENTS OFFER DIFFERENT TYPES OF
REWARDS

a.) Award-nonmonetary reward that may be given to individual employees or groups/teams

for meritorious service or outstanding performance; trophies,medals,or certificates
of of recognition may be given instead of cash or extrinsic rewards.​

b.) Praise – aform of nonmonetary, instrinsic reward given by superiors to their

subordinates when they express oral or verbal appreciation for excellent job performance.​