INTERVENTION PROPOSAL - HRI B - Batch 2

Caraga State University-Main
BS-Psychology
I/O Internship
HRI-B
i ntervention
Proposal on
CSU-Cabadbaran Organizational Issue
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ntervention
Proposal on
Table of Contents
I. Referral Statement
II. Background
III.Organizational Issue
IV.Intervention
i ntervention
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Uneven Workload Resulting to a Burned Out Employee
The head of a department has only three (3) employees (employee A, B, and C) in her office.
Although she has three (3) employees, she often only gives employee A the more difficult tasks
and more tasks in general. This is because the office head does not trust employee B and C in
terms of their quality. Employees B and C also do not work as fast and need more supervision and
guidance which is why most of the tasks are given to employee A. However, with all the work
being give, employee A feels work burn-out. Employee A also cannot ask anyone else for help
because employee B and C do not know how to do the tasks employee A gets assigned with and so
employee A’s wellbeing and productivity has suffered.
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Background
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A. Workload
B. Burnout
C. Stages of Burnout
D. Administrative Theory of Managament
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According to Rajan (2018) workload can be a determinant of an

employee's productivity.
According to Wickens(1984), "the main objective of assessing and

predicting workload is to achieve evenly distributed,manageable workload and
to avoid overload and underload".
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What is Burnout?
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Different levels of knowledge
Unique skills
Different Capabilities
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Administrative Theory of Management
• Proposed by Henri Fayol (1841-1925)

• He examined this theory using the perspectives of the managers
and situations they might encountered.
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Principles he outlined in this theory:
a) Initiative
b) Equity
c) Division of work
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Initiative - responsibilities and freedom of the

employees to work without being forced.
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Equity - everyone on the workplace should be treated equally and

fairly.
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Division of Work - work should be divided and responsibilities

should be given depending on their skills and interests to have a
productive output.
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Organizational
Issue
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• Poor Leadership Style
The department head often gives difficult task to specific employee

(Employee A) and lesser task given to others (Employee B and C) for the
reason of, the department head doesn’t trust their quality of working —
which is why most of the task were given to Employee A that resulted to
uneven workload. This has caused a negative impact on the ability of
leaders to motivate and maintain the entire employee’s performance.
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• Poor Leadership Style
Leader-member exchange (LMX) theory was developed by Dansereau, et

al. (1975) discussing the interactions between the leader and situations and
between leaders and employees with differing levels of ability.
 influences employee attitudes and behaviors when combined

with the poor leadership approaches
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• Imbalance Work Distribution due to Lack of Job Knowledge

Different workloads can be significantly influenced by educational qualifications,
disciplines, or position within an organization.
 no guarantee that the workload of employees will be balanced

 other members of the organization can lead to dissatisfaction
 this will result in hazards like burnout
 subsequent breakdowns as well as ill feelings and dissatisfaction and
 subsequently cause them to quit the job for less strenuous jobs where available
 According to equity theory, an employee will feel unfairly treated if he perceives that
colleagues that put in the same efforts at work as him earn more than him or if he earns the
same as those who put less effort than him.
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Intervention
Plan
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Leadership is a social influence directing other people

toward a goal, whether on an individual or organizational
level (Avolio et al., 2003, p. 277). As a person with power
over his/her subordinate, one must possess a flexible
leadership style to address the concern under his/her
supervision.
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Office Head
A webinar will be conducted entitled “Effective Leadership: Styles and

Attitudes Toward Different Organizational Climate,” wherein he/she will be
asked to participate, and it tackles the kinds of leadership style that can be
used in an organization.
intervention
Proposal on
Webinar Session, Activities will tackle the kinds of leadership style that can be used in different
levels – organization and individual; including a discussion of situational problems that may arise and
is currently occurring in the specific workforce.
Activity Needed Materials Participant Setting Responsible Person Time

Needed
Webinar Session with Laptop Office head Any Conference Building Speaker, 4 hrs
group discussion Phones Working Committee
Internet Router
Notebooks
Pens
Snacks
Token
E-Certificate
intervention
Proposal on
Realigning work tasks of employees

• Identify the job position employee B & C applied for and evaluate the skills they have listed
• Consider letting the employees have the autonomy to choose the challenging tasks wherein they
can demonstrate their strengths and improve in crafting their job.
• Set goals that are specific, measurable, attainable, relevant, and time-based (SMART) are the
things needed to be considered for employees to do their job successfully.
Open communication
• Let employees to share their opinions.
• Let employees be involved in decision-making.
• Maintain safe communication.
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Employees
For Employee A, interventions will include providing extrinsic
motivation and a webinar session called “Fit to Work: A Series of Stress
Management Intervention,” which will talk about the challenges of employees
at work affecting their mental health and job performance.
intervention
Proposal on
Webinar Session, Activities will tackle the kinds of leadership style that can be used in different
levels – organization and individual; including a discussion of situational problems that may arise and
is currently occurring in the specific workforce.

Needed
Webinar Session with Laptop Employee A Any Conference Building Speaker, 4 hrs
Internet Router
Notebooks
Pens
Snacks
Token
E-Certificate
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Provide extrinsic motivation
• Salary adjustments
• Variable pay/incentives
• Travel
• Pay for performance or earnings-at-risk (EAR Plan)
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Employees
For Employees B and C, interventions will include training and webinar
sessions that will enhance their strengths. In this way, we can build and
recognize their capabilities as an employee. This webinar aims to let the
employees know that they are capable beyond what they have expected.
Secondly, giving them feedback will also help them improve their job
performance.
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Proposal on
Training and webinar,

relevant to their work.
The session is centered on how can they discover and adapt new skills

Needed
Webinar Session with Laptop Employee B and C Any Conference Building Speaker, 4 hrs
Internet Router
Notebooks
Pens
Snacks
Token
E-Certificate
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Provide feedback
• Given when employees make mistakes.

• Given when they are doing well.
intervention
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Employees
For employee A, B, and C, interventions will include the following:
Provide intrinsic motivation

• The office head should allow them to have the autonomy to decide.
• The office head should motivate them to do well.
• Recognizing the small steps to improve their work and performance.
Job sharing
• Divide the work especially when it is a difficult one.
• Assist those who needed help.
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A monthly evaluation will be reported for a supplementary task,

which is better to be personified by a mediator between the involved
people in the organizational issue. The mediator's report should
include assessing the employees' job performance and the leadership
shown by the office head.
intervention
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III. Intervention
What are the setbacks and factors to consider?
If the office head would not change their leadership style and continue not to engage with them,
the subordinates will also not change. If employees are not open to exerting effort to apply the
intervention, they will not improve their quality and productivity at work; these are the things that
should not be overlooked and must be addressed as soon as possible. In addition, if the third person is
also not supportive of this proposed intervention since it takes time and effort and is not cost-
efficient, then the organizational issue will continue to foster and concerns the workforce. Therefore,
to effectively implement these interventions, a charismatic resource person should lead the webinars
and the openness of each individual to change for the betterment of the organization.
Caraga State University-Main
BS-Psychology
I/O Internship
HRI-B
i ntervention
Proposal on
i
ntervention
Proposal on
Table of Contents
II. Background
III.Organizational Issue
IV.Intervention
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Lack of Leadership skills
A head of a department fought for the position he/she is in right now. The head claims to have over 10 years of
work experience however, when it comes to leading people, the head can't even make the employees listen to him/her
and she complains about this to others. The head would also rather tell other people about the lapses of his/her
employees instead of confronting and talking to the employees themselves. The head also often passes tasks to the staff
that the head of office should be doing. The head also makes one of the employees attend the meetings that the head of
office is supposed to attend. Even though training opportunities come, the head often makes excuses of poor internet
connection as a result of not being able to participate in the training. Sometimes the head asks the employees on what is
lacking regarding his/her leadership style however his/her employees can't directly tell him/her for fear that they do not
want to make things awkward with their head
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II. Background
Leadership constantly presents challenges to a leader and their abilities.
Leadership is identifiable set of skills and abilities that are available to all of us (Bass
2010). Leaders are believed to set smart goals for the subordinates and empower them
enough to achieve the organizational goals.Therefore, successful leaders are learners
and good listeners. An effective leader of a team has a variety of traits and
characteristics that encourage team members to follow him or her. Leaders must walk
the talk. Leadership has always been considered as a critical element and function of
management, which helps manage the dedication level of employees within the
organization and the attainment of organizational goals (Abasilim et.al 2018)
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II. Background
Many organizations promote based on seniority and experience in the organization (Phelen &
Lin, 2001) rather than taking consideration for who possesses the qualities most typically
associated with effective leaders. For example, the head of a department fought for the position and
claims to have over 10 years of work experience. When leaders are in short of important leadership skill,
there will be lots of problems which will have long and extended effect in the organization. For
example, in the office when it comes to leading people the head can’t even make the employees listen to
him/her. Leadership is the art of influencing others in order that others will follow. This is not effective
through applying authority, power and regulation but through possessing leadership skills. Complaining
and telling to other people about the lapses of his/her employees instead of confronting and taking to the
employees themselves shows lack of communication. It is said that without communication there is no
leadership (Kian, 2007
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II. Background
Sometimes the challenges of leadership are internal, stemming from within the leader him/herself. For
example, even though training opportunities come, the head often makes excuses of poor internet connection as a
result of not being able to participate in the training. It's often very difficult for people, especially those who see
themselves as leaders, to admit that they might have personality traits or personal characteristics that interfere with
their ability to reach their goals (Gardner, 1996). Because leadership skill could be learned and developed through
training what is important is open mind to learn, patience and implementing what is learnt. Likewise, Conway (2000)
notes that subordinates' feedback may offer an enhanced reflection of the aptness of leader behaviours. An important
aspect of authentic leadership is self-awareness. For leaders to be successful they need to understand who they are,
recognize and accept their weaknesses, and take steps to correct those weaknesses (George 2003).
intervention
Proposal on
II. Background
At the lowest level, ineffective leadership can be regarded as passive or “laissez-

faire leadership” where the leader takes a very passive approach towards leading and does not
show interest in fulfilling his or her responsibilities and duties (Lewin et al., 1939). In an
organization, where the head passes tasks to the staff and that the head of the office should be
doing and also makes one of the employees attend the meetings that the head of office is
supposed to attend Thus, the leader had positional authority, but did not show true leadership.
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II. Organizational Issue
•Lack of Leadership Skills

The head cannot make the employees listen to him/her, and she complains about this to others.
Leadership style
-Passive Leadership: a passive approach the leader takes towards leading and does not show interest in
fulfilling his/her responsibilities and duties.
The head often passes tasks to the staff that the head of office should be doing”; “The head also
makes one of the employees attend the meetings that the head of office is supposed to attend”; “Even
though training opportunities come, the head often makes excuses of poor internet connection as a result of
not being able to participate in the training.”
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•Lack of Internal Communication/ Poor Communication
Could be a sign of distrust.

Limits the closeness of relationships and employee management.
Cause uncertainty and confusion.
Could affect customer interaction.
Decrease productivity.
Lower moral.
The head would rather tell other people about the lapses of his/her employees instead of
confronting and talking to the employees themselves.
The employees cannot directly tell him/her for fear that they do not want to make things
awkward with their head.
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The effects of poor communication between both parties and the

lack of leadership skills call for intervention that will enhance not only
the relationship and cohesiveness among them, but also improve their
job performances.
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III. Intervention
Leadership is identifiable set of skills and abilities that are available to all of us
(Bass 2010). According to Kolzow (2014) the ability to lead is a collection of skills
which can be learned and improved. Thus, these skills may come innately and/or built
through the environment. The innate notion of leadership may stem from the persons
behavior and personality towards service. On the other hand, environment may rise
up the communication skill, and such other aspects that play a role in persuasion and
influence. Indeed, two among the numerous significant skills fit for an effective
leader can be pointed towards- communication skills and personality.
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III. Intervention
In the discussed organizational issue, the head of the office was found to have a
lack-lister leadership style which is evident on his deficiency on grounding proper
communication and motivating leadership personality towards his/her employees.
This leadership deficiency has lead seemingly to an unhealthy and fear-centered
employee. So, to remedy the situation, two separate sets of intervention (for
employee, and for the head, ) that was seen to be imperative on the aforementioned
issues
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Proposal on
III. Intervention
Employee
For the intervention of the employee a workshop refresher on their significant role in the company and
the importance of their well-being is seen on the first stage. To do this, a 1 day workshop refresher called "E-
Speaks: Employee’s 13 things to Say" inspired from the infamous Netflix series 13 Reasons Why. The
objective of this refresher is for the employee to have a grasp on the role of their voice on the organization,
to know the effect of voicing out thoughts for their subjective well-being, and to reduce anxiety and fear
when practicing the art of vertical communication. This activity revolves on tackling the importance of
internal communication in group-level. Group-level communications occur in teams, units and employee
resource or interest groups (ERGs). The focus on this level is information sharing, issue discussion, task
coordination, problem solving and consensus building ( Berger, 2008). Thus, having a group level discussion
will help the employee be able to picture out what it will become when issues are raised up front in the
organization.
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III. Intervention
In conducting the workshop refresher, the day will be divided into two:
Morning Session corresponds for the Webinar accompanied with group discussion,
and the Afternoon Session, will be the 13+1 Piece of Sheet Activity. After the
activities, an evaluation form will be given all the employees including the admin
aid, the clerk, the technical, and to the affected employees that will serve as a
multiple source feedback for the Head
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III. Intervention
Webinar Session, This activity will be centered on discussions

about the role of employees in the company, as human workforce
desiring to achieve a goal and not us passive working capitals. Also,
employees need for a referent and transformational style of leadership.
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ntervention
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III. Intervention
Needed
Webinar Session with Laptop All Employee Any Conference Building Speaker, 4 hrs
Internet Router
Notebooks
Pens
Snacks
Token
E-Certificate
intervention
Proposal on
III. Intervention
13+1 Piece of Sheet Activity, This Activity will be centered on releasing and jotting down 13 things
they’d want to say about their head. To do so, each employee is given 13 piece of a colored sticky note. The
employee will then be instructed to write anything that comes up in their mind, either good or bad, when
thinking about their head on each of the 13 pieces of sticky note. The only twist is that the employees are only
given a minute to jot all the things that comes their mind. This is done to extract not fabricated and direct
thoughts of the employees towards their Head. After a while, when one minute is up, a single white piece of
sticky note will be given to the employee. This time the employee will be instructed to write a single sentence
that starts with "If only I have a leader that is…" and then it will be filled out by the employees to complete the
thought. The employee will be given 2 minutes to think of it. After doing the activity, the employee will
choose one from the 13 things that they wrote that they felt strongly, and puts in a black box. Now, the white
piece of sheet will also be placed inside the black box but before that each employee will share a brief
discussion regarding on what they wrote. Lastly, to protect the employee from possible issue, no names are
written down on any of the sheets.
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III. Intervention
Activity Needed Materials Participant Setting Responsible Time

Person Needed
13+1 Piece of Sheet Sticky Notes-Multi All Employee Any Conference Speaker, 1 hour
Color and White Building Working
Pen Committee
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III. Intervention
Evaluation Form, The employee will be given an e-form using the

google forms to evaluate using numerical variables where 1 serves as Strongly
Disagree and 5 stands as the Strongly Agree. The questions about this form are
made questions by the speaker. At its last part, the employees are given a
remarks option and in there they can freely write something that they want to
write about their head.
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III. Intervention
Activity Needed Materials Participant Setting Responsible Time

Person Needed
Evaluation Form Phones All Employee Any Conference Speaker, 1 hour

Internet Router Building Working
Committee
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III. Intervention
Head
For the Head, same activities are in stored only that it is composed of two workshop refresher on his
responsibility as a leader. The first webinar will be called "Am I Powerful or Influential? : A Real Leader Talk"
which is all about the discussion on the difference between Power and Influence. In here, team dynamics based on
power and influence will be emphasized. The second workshop refresher webinar will be called “Checking up Soft
Skills: The Transformational Leader Character" which is all about presenting the transformational leader values
and behaviors that motivates employee based on the head’s leadership style. The goal of this webinar is to provide
the head a refresher on how he/she has been in leading his employee, and to remind the values and characteristics
he/she should show and radiate towards his/her employee. After the webinars, the same activity named 13+1 Piece
of Sheet will be conducted. However, this time it is the turn of the heads to write towards his employee. Same
mechanics is applied still. Lastly, another activity that will be called "Never Have I Ever: Head and Employee
Edition" will be conducted which is composed of sentences that were all about usual scenario and dynamics in the
organization.
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III. Intervention
Webinar Session, This activity will be centered on discussions about the

difference between Power and Influence, and the Need of Transformational Leader
in the organization. This is a special webinar for head, alone.
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III. Intervention

Needed
Webinar Session Laptop The Head Any Conference Speaker, 4 hrs

Phones Building Working
Internet Router Committee
Notebooks
Pens
Snacks
Token
E-Certificate
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Proposal on
III. Intervention
13+1 Piece of Sheet Activity, This Activity is just the same as the
one conducted by the employee only that it is the head who is writing.
This activity is conducted only after the black box has been given to the
head, and after he read the things on the sticky notes.
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III. Intervention

Needed
13+1 Piece of Sheet Sticky Notes-Multi Color and All Employee Any Conference Building Speaker, 1 hour
White Working Committee
Pen
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Proposal on
III. Intervention
Never Have I Ever: Head and Employee Edition, This activity is just the same
as the known game Never Have I Ever, only that in here, the Head will answer the
question on his own. This would be helpful to inventory the things he has done and he
hasn’t for and against his employees. This will provide him/her an idea of what needs
to be done using his own point view. To do the activity, a piece of paper will be given
to the head with 30 sentences consisting about random fun, hectic moments, planned
trips, and among others. The head will then tick a box either he never had it with his
employees or he did. This will serve as an inventory of his next steps ahead.
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III. Intervention
Needed
Never Have I Ever: Head Piece of Paper Head Head’s Office Speaker, 45 minutes
and Employee Edition Pen
intervention
Proposal on
III. Intervention
For Supplementary, after the events, a good trip will be best to begin a new start with
both employee and heads placing their foot on the same ground with their issues left to be
forgotten. Also, monthly checking not on the papers of the org, but checking on the
human workforce to share thoughts, and release some burdens.
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III. Intervention
Why this is the best?
This intervention is par best because it doesn’t involve any physical contact
with the two opposing poles-employee and the head. This will put at least a safe
space for the two before widening their minds and start mending the organizational
issues that is occurring. Also, at the verge of pandemic, virtual sessions is truly
safe. Lastly, it is anchored on the Black Box Theory of Psychology where it is
centered on input and output; thus, providing observable responses based on
stimuli that is a good indication of a intervention utility.
intervention
Proposal on
III. Intervention
What are the setbacks and factors to consider?
Moreover, the setback for the success of this event is only the presence of the head. If the head
is not open for this activity due to personal reasons, and on different ideology, the input-output
process will be difficult to achieve. Also, if the head is also resistant to comments; then, it would be a
bigger problem. If the head will be a participant, the key speaker should posses Legitimacy and
expert power to influence the head that happens to claim a decade of service. So, a challenging task is
to find someone who is relevant on the job. Furthermore, time, and money is not a huge setback
rather only the presence and open-mindedness for embracing change. Lastly, the factors to be
considered are time schedules where everyone including the head, is free, and important legitimate
speaker to make this intervention successful.
intervention
Proposal on
For leaders to be successful they need to understand

who they are, recognize and accept their weaknesses, and
take steps to correct those weaknesses.
(George 2003)

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Caraga State University-Main

According to Rajan (2018) workload can be a determinant of an

According to Wickens(1984), "the main objective of assessing and

Different levels of knowledge

Administrative Theory of Management

• Proposed by Henri Fayol (1841-1925)

Principles he outlined in this theory:

Initiative - responsibilities and freedom of the

Equity - everyone on the workplace should be treated equally and

Division of Work - work should be divided and responsibilities

• Poor Leadership Style

The department head often gives difficult task to specific employee

• Poor Leadership Style

Leader-member exchange (LMX) theory was developed by Dansereau, et

 influences employee attitudes and behaviors when combined

• Imbalance Work Distribution due to Lack of Job Knowledge

 no guarantee that the workload of employees will be balanced

Leadership is a social influence directing other people

A webinar will be conducted entitled “Effective Leadership: Styles and

Activity Needed Materials Participant Setting Responsible Person Time

Realigning work tasks of employees

Activity Needed Materials Participant Setting Responsible Person Time

Provide extrinsic motivation

Training and webinar,

Activity Needed Materials Participant Setting Responsible Person Time

• Given when employees make mistakes.

Provide intrinsic motivation

A monthly evaluation will be reported for a supplementary task,

At the lowest level, ineffective leadership can be regarded as passive or “laissez-

II. Organizational Issue

•Lack of Leadership Skills

II. Organizational Issue

Could be a sign of distrust.

II. Organizational Issue

The effects of poor communication between both parties and the

Webinar Session, This activity will be centered on discussions

Activity Needed Materials Participant Setting Responsible Time

Evaluation Form, The employee will be given an e-form using the

Activity Needed Materials Participant Setting Responsible Time

Evaluation Form Phones All Employee Any Conference Speaker, 1 hour

Webinar Session, This activity will be centered on discussions about the

Activity Needed Materials Participant Setting Responsible Person Time

Webinar Session Laptop The Head Any Conference Speaker, 4 hrs

Activity Needed Materials Participant Setting Responsible Person Time

For leaders to be successful they need to understand

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