HUMAN RESOURCE MANAGEMENT

and DEVELOPMENT
authored by: Dr. Crispina Rafol Corpuz, Ph.D

To be Lectured by: PMAJ ALLAN EMERSON DASKEO DAUZ

Professor Department of Police Education
Asstn. Head Department of General Education
 WHAT IS > HUMAN RESOURCE MANAGEMENT and
DEVELOPMENT
 ONE OF THE ESSENTIAL RESOURCES FOR ANY ORGANIZATION

AND ITS DEVELOPMENT, THAT IS, IF THE ORGANIZATION IS

SELF-MOTIVATED AND GROWTH-ORIENTED.

 ALSO, WORKS ON DEVELOPING AND INCREASING THE

KNOWLEDGE, THE CAPABILITIES AND POSITIVE WORK
ATTITUDE OF ALL THE WORKERS/EMPLOYEES WORKING IN
THE ORGANIZATION AT ALL THE LEVELS THROUGH
DIFFERENT MEANS AND WAYS.
 Generally: the discipline of HRM-D is based on a unique integration of
psychology, economic and system theories and has undergone a change
since the early days.

 Organizations historically divided their Officers-Managers/ into two groups:

- LINE MANAGEMENT and
- STAFF MANAGEMENT

LINE MANAGERS were directly responsible for the production of goods

and services, while
STAFF MANAGERS were responsible for an indirect or support function
that would have costs but whose bottom line
contributions were less direct.
 Management, 1661, per se’ with its complexities is, by and large, a
people oriented discipline and as much revolves around people-
personnel and business organizations. Changes arises that affect
people in an organizations regardless of its market exposure or nature.

 KINDS of MANAGEMENT: Industrial, Personnel, Marketing,

Financial.

There is such as thing in management as GOOD MANAGEMENT

: Good Management, therefore, means organizing and

directing the cooperative efforts of human beings effectively.
It is being able to get desired results through the cooperation
of people in an organization.
 THE OFFICER/MANAGER and
ORGANIZATIONAL GOALS

The Manager-Officer must “Lead”. Where, that it is the incumbent – in-

charge upon him to lay down plans that should spell and realistic on
objectives to guide subordinates on their jobs.

The road-map > (the detailed plan to guide progress forward a goal) should be
broad-extensive and flexible and should never be spelled out to the last
detail, otherwise, the thought processes of the subordinate tend to stop
and as a consequence he becomes an automation as he proceeds in the
implementation. On the result is that it denies opportunities for
subordinates development to their fullest potential.
 Planning values is to insure on the effective implementation thereof.
Open communication in the organization between management and subordinate
rank-and-file.
*A manager-officer who tries to do all the job is a classical example of a very
poor officer and he is a super egoist who thinks no one can do a better job than
him.
DIRECTING THE ATTAINMENT OF OBJECTIVES
A Creative Leadership by top management is the key to the attainment
of the basic goals and objectives of an organization. It represents the prime
ingredient in the alchemy > (a power or process that changes or transforms
something in a mysterious or impressive way) of success.
To PLAN, to ORGANIZE, to COMMUNICATE, to MOTIVATE – these
by and large, are the mechanics of the process.
 Many a manager may well say, “I can do creative thinking.” Well, if
he cannot, he is not capable of good planning. More so, of making
wise decisions. As a man thinks, so is he, or ….
RENE DESCARTES, the great mathematician said,
“Cogito ergo sum” the Latin for “I think, therefore, I am.”
In other words, thinking is the preeminent (outstanding) and its

characteristic is in both planning and decision-making.

ORGANIZE: a corporation’s objectives can only be attained through the

concerted-efforts of its people. The best thought-out-plans would be
impossible of realization in the absence of a sound organization
structure. Recruitment, training, and deployment, and organization
should be by a clear thinking and creative (often inspired) leadership.
  The journey and segments of the plan by the chief executive must
be entrusted to each companion. The importance of
TRUST and CONFIDENCE.

To develop leaders at all levels is a never ending process, and hence, of recruitment.
Quality of talent – rather than quantity – is the chief force that drives
the company along the road toward its objectives.

Likewise, the proper delegation of responsibility and authority

should also be a sound structure be built goes into.

The Chief Executive or the Manager can not afford to abdicate (discard its function)
his fundamental leadership responsibilities no mater how well organized are the
subordinates below him. A SOUND LEADERSHIP is expected of him at all times.
 People has its own rights – but, still prefer to respond to capable and
effective leadership.
*Regardless of the growing complexity of our society, personal
leadership is still the most priceless asset and it always will!

COMMUNICATION: Organization layers (one that lays something) are the

natural enemies of adequate communication. Traditionally, the layers
between the front office and the rest of the body corporate tend to
insulate company officers from those who must carry out policies, the
greater the number of layers, the more effective the insulation ( a variant of
Parkinson’s law).
- communication is a continuous process of bridging the gap
between management and rank-and-file employees/workers. Meeting is
a good method.
  The matter of communication for any one company is not
necessarily suitable for one another. In this area is an imaginative
approach tailored to the needs of the individual company could yield
profitable returns.

 Communication is the only transmitter of personal leadership. There is no

communication without both reception and sending. There will be no
Intimate knowledge of company objectives but knowledge to accomplish
them is dangerously diluted.

 However, the workers should also know and understand what the management is
thinking – why it is doing and what it is doing. In the same manner the
management should also be aware of the thinking and feelings of the workers.
Harmonious relationships between the two partners should felt,
 a team for progress.
 MOTIVATIONAL VALUE: True that communications does not stand by itself to
the attainment of objectives. It is only effective if it MOTIVATES.

 The Officer/Manager should have the touch of heart as human. A touch

with a burning desire or enthusiasm to feel happy with the prevailing conditions in
the organization. Responsible for the development of high-morale.

 Loopholes in the organization is the “Misunderstanding, labor conflict and

antagonism (expressed opposition or hostility)” will not be able to find any room in
the organization. Transparency that such implies low morale in varying degrees
and that it may change from one time to another.

“ART OF MANAGING”
 Managing people is no longer simply a responsibility – there is now the increasing
recognition of the importance of the SKILL of people management. How well or
badly a team is managed can affect the workers-employee retention, productivity,
creativity and even on health stand of workers the employee.
Consider: the Skills, Talent, Productivity and Health.

Therefore, what it makes good service, productivity or even business sense is to be

an effective people manager. The principle of “Professional Leadership”, not just
a manager. Adopt a people-focused culture but show good example to your
personnel not only personnel but people surrounded you .

BE A LEADER, NOT JUST A MANAGER

Many managerial approach are often trapped in the daily operations of running
their companies, institutions, or even assigned division. Discipline is the big
factor of the issue, it build a production in the institutions that you represent .
 DIFFERENCE BETWEEN A BOSS AND A LEADER?
A Boss gives answers.
A Boss manages work.
A Boss expects big results.
A Boss counts value.
A Boss controls.
A Boss commands.
A Boss creates circles of power
A Boss criticizes
A Boss chooses favorites.
A Leader seeks solutions.
A Leader leads people.
A Leader is generous with praise.
A Leader creates value.
A Leader trusts.
A Leader listens and speaks.
A Leader creates circles of influence.
A Leader encourages.
A Leader establishes equal relationships

Therefore …. A LEADER CREATES MORE LEADERS , leaders that are capable ,

competent and has a potential.
*** The primary goal for leaders is to create more leaders. By Inspiring
and motivating their workers, staff, employees, leaders set the framework for
workers to GROW, IMPROVE, their SKILLS and assume LEADERSHIP ROLES
themselves
 comprises of …. GOOD EFFECTIVE HUMAN RESOURCE
MANAGEMENT and DEVELOPMENT with PRINCIPLES and
PROFESSIONAL DEVELOPMENT.

PLANNING STAFFING
OBJECTIVES DIRECTING
POLICIES CONTROLLING
FUNDAMENTAL OF DECISION MAKING MANAGEMENT RESOURCES
ORGANIZING MANPOWER DEVELOPMENT
AUTHORITY and RESPONSIBILITY WAGE and SALARY
STAFFING MOTIVATION and MORALE
DIRECTING COMMUNICATION
CONTROLLING MANAGEMENT INFORMATION
SYSTEM.
MANAGEMENT of RESOURCES TOP MANAGEMENT
RESPONSIBILITY
  GENERAL PRINCIPLES OF MANAGEMENT?
Such was introduced and into the principles and practices as follows:

1. DIVISION of WORK = referred on the specialization which is essential to the

use of Labor in Production.
2. AUTHORITY and RESPONSIBILITY = the principle of delegation.
3. DISCIPLINE = which stands for respect and obedience to authority.
4. UNITY of COMMAND = meaning that workers should received orders from
one superior only.
5. UNIT of DIRECTION = having the same goals and objectives.
6. SUBORDINATION of INDIVIDUAL to general interests = that interests of the
worker comes secondary to those of the company.
7. REMUNERATION = adequate and fair compensation for work performed.
8. CENTRALIZATION = the opposite of decentralization; the extent to which
authority is vested only on one individual.
9. SCALAR CHAIN = refers to a “chain of superiors” from the highest to the
lowest ranks.
  WHAT are the GENERAL PRINCIPLES OF MANAGEMENT?
Such was introduced and into the principles and practices as follows:

10. ORDER = a proper place for everything and for everyone.

11. EQUITY = refers to fairness or impartiality.
12. STABILITY of TENURE = fixed term of employment thereby
minimizing turnover which is the bane of company management.
13. INITIATIVE = ability for original concept and individual action.
14. ESPIRIT de corps = camaraderie and team spirit.
 What are the different concepts of HUMAN RESOURCE
 MGMNT & DEVELOPMENT?

1) PLANNING: which is of looks forward to the future, it focusses

attention on objectives. Planning per se’ is “the management
function of determining in advance what a group should
accomplish and how the goals are to be attained. It is now
the role of the management plans the work of others.

Planning revolves around three (3) principal factors;

First, is a pre-dermination of desired goals and how they
are to be attained. To be DONE, HOW, WHERE, WHEN and
by whom must it be worked out in advance.
2) POLICIES: which are guides to action, originated by executives
in anticipation of questions or situations that keep on
recurring which could be met and resolved through
the use of guidelines.
: generally the product of experience and observation
and is usually based on a principle.
: with the process of “procedures” “the established way
of doing something which are a subordinate to policy.
the systems function of SOP standard operating
procedure.
3. DECISION MAKING: which is the focal point at which plans,
policies, and objectives are translated into concrete actions.
: an act of choice wherein an executive forms a conclusion
about what must or must not be done in a given situation.
: may concern likewise on minor or major matters, which the
prime defined in getting to the company goals as those
pertaining to established rules, policies and procedures.

4. ORGANIZING: it is the principle of grouping of people together

so that they can work effectively toward the attainment of a
common goal which members of the group desire to achieve.
: primarily, an organizations are made of people, organized
and intended for people. The ability to manage the business
effectively is an index of good management which is not only
insures profits for its owners but also its continuous operation.
5. AUTHORITY and RESPONSIBILITY: it is the principle of giving
the right to give orders and the power to exact obedience.
from Louis Allen Management and Organization, it is the
“sum of the powers and rights entrusted to make possible
the performance of the work delegated.”
: the “authority and power is the character of a communication
(order) in a formal organization by virtue of which it is
accepted by a contributor to or ‘member’ of the organization
as governing … or determining what he does or is not to do
do far as the organization is concerned.”

6. STAFFING: which has to do with putting people into the

framework of the organization. It is the selection, inventory,
appraisal and training of people for transaction activities.
- it is the development of people.
 7. DIRECTING: “to instruct or guide with authority.” A managerial
function of running the affairs of the organization in the light of
its chosen objectives. circulars, directives, memos, advisories
etc.

8. CONTROLLING: a process which is one of determining how

closely organizational plans and objectives are being
achieved. It is an important tool for detecting and correcting
deviation from those plans, for correcting errors in previous
plans, and for developing more realistic plans in the future.
: “Controlling” deals with the regulating and correction of the
performance of activities of the subordinates in order to make
sure that the objectives of the enterprise as well as the plans
devised to attain them are being carefully executed and
 Introduction: HRManagement - An Overview
The objective of Human Resource Management (HRM) is to
help make an organization more effective.
It seeks to achieve this objective by means of:
1) Integrating comprehensive human resource policies with the
over-all organization plans and strategies.
2) Implementating responsive human resource programs with a
growing sensitivity to the economic and policy needs of the
organization. The central activities associated with
HRManagement are defined by those functions needed to
meet both the requirements of the organization and the needs
of the people who staff these organizations.
 Organizanitional requirements of “bottom-line” performance
or improved delivery of services to customers or clientele are
seen as related to the economic requirements of organiza-
tional members and to the improvements of the human
experiences.
Part I: Acquisition/Procurement of Human Resources
Major activities include job analysis, human resource planning,
recruitment, selection, and placement. Job analysis coupled
with human resource planning determines the human resource
requirements of the job as well as its specific duties and
responsibilities while recruitment and selection determine
what sorts of people need to be hired, using techniques
like testing and interviewing job candidates to ensure hiring
the right person for the right job.
 Part II: Development of Human Resource
Major activities include training and development, perfor-
mance appraisal, managing careers and career development, and
changes in employment status.
Orientation and training are both after ensuring that
employees have the knowledge and skills needed to accomplish
their assigned tasks while managing career techniques such as
career planning and promotion from within the firm are used to
help ensure that employees can achieve their full potential.
 Part III: Maintenance and Rewarding of Human Resources
Major topics include wage, and salary administration,
employee benefits and services, labor management relations
and collective bargaining, employee-discipline, and complaints
and grievances.
 Part IV: MOTIVATING and PROTECTING the HUMAN RESOURCES

This part concerns the application of human motivation

theories in organizational settings as well as promoting employee
security and safety.
Employee security and safety tackles the causes of accidents, how
to make the workplace safe and laws governing the employer's
responsibility with regard to employee safety and health.
 Objective of MAINTENANCE
- is to retain the best workforce
 Objective of PROTECTION
- is to instill loyalty among the employees
---> OVERALL OBJECTIVE is INCREASING PRODUCTIVITY
=================================

PART I
Acquisition/Procurement of Human Resources
 THE FOUR MAJOR PURPOSES OF MANPOWER MANAGEMENT
ACQUISITION DEVELOPMENT MAINTENANCE PROTECTION
- Job analysis - Training & - Wage and - morale and
Human Development Salary Adm. Motivation,
Resource - Performance Benefits & Health & Safety
Planning Appraisal Services,
Recruitment Career Dev. Labor Mgt.
Selection Changes in Relations,
Placement Employment Collective
Status such as Bargaining,
Transfer and Discipline,
Promotion Complaints
and Grievances
-----------------------------------------------------------------------------------------------------------
 Objective of ACQUISITION
- is to get the right person for the right job.
 Objective of DEVELOPMENT
- is to get the most from the employee.
 Chapter 1 - Job Analysis

Different Job Terms ... technical terms necessary to facilitate

communication.
1. Position. Consists of the responsibilities and duties of an
individual.
2. Job. Group of positions that are similar in their duties.
Instances, only one position maybe involved, simply
because no other similar position exists.
For example, the position of the Chief Accountant
also constitutes a job since there is only one chief
accountant in the organization.
3. Occupation. Group of jobs that are similar as to kind of work
and are found throughout an industry.
4. Job Analysis. The procedure used for determining/collecting
information relating to the operations and responsibilities of
a specific job. Job Description and job specifications.
5. Job Description. Organized, factual statements of the duties
and responsibilities of a specific job. It tells what is to be
done, how it is done, and why.
6. Job Specifications. A written explanation of the minimum
acceptable human qualities necessary for effective performance
on a given job. It designates the qualities required for acceptable
performance, that is, the requisite education, skills, personality,
and so on.
7. Job Classification. Grouping of jobs on some specified
basis such as kind of work or pay. it can refer to a grouping
by any selected characteristics but preferably used most often
in connection with pay and job evaluation.
8. Job Evaluation. Systematic and orderly process of determining
the worth of a job in relation to other jobs.
Determine to correct rate of pay. Different from job analysis
but it should follow the job analysis process, which provides
the basic data to be evaluated.
9. Tasks. Coordinated and aggregated series of work elements
used to produce an output.
 Uses of Job Analysis Information
1. Preparing the Job Description and Writing the Job
Specifications.
The result of job analysis provides a complete description
that contains job summary, the job duties and responsibilities
machine and equipment used, and some indications of the
working conditions. Individual traits and characteristics
required in performing the job well.

2. Recruitment and Selection.

From the job analysis is very useful and it helps to seek and
and find the type of people that will contribute to and suit
the needs of the organization.
 3. Determining the Rate Compensation. Job's required skill
and educational level, safety hazards, degree of responsibility
and so on, all of hwich are assessed through job analysis.
4. Performance Appraisal. It involves comparison of actual vs.
planned output. Job analysis information is used to identify
the standards and performance objectives and specific
activities to be performed against which employees are
evaluated. It is used to acquire an idea of acceptable level
of performance for a job.

5. Training. Refers to training and development obviously.

Conducted to satisfy these skills and competency
requirement.
6. Career Planning and Development. The movement of
individuals into and out of positions, jobs and occupation is a
common procedure in organizations. Provides clear and
detailed information to those considering such career dev.
7. Safety. The safety of job depends on proper layout, standards
equipment, and other physical conditions. What a job entails
and the type of people needed contribute information to
establish safe procedures so that unsafe activities can either
be changed or discontinued.
8. Labor Relations. An attempt of an employee to add or
subtract from the duties. Listed, as a result of job analysis is
already a violation of this standard. The labor union as well
as management is interested in this matter. Controversies
often result a written record of the standard job jurisdiction is
valuable in resolving such disputes.
 Methods Used In Job Analysis
1) Interview
2) Observation
3) Questionnaires
4) Employee Recording/Diary/Log

 Writing the Job Description

- indicated basically descriptive and constitutes a record
of existing, and pertinent job facts.
- facts that must be organized in some fashion in order to be
usable.
 Facts must be organized in some fashion in order to be usable.
Suggested order is as follows:
1) JOB IDENTIFICATION.
2) JOB SUMMARY.
3) WORKING RELATIONSHIP, RESPONSIBILITY, AND DUTIES
PERFORMED.
4) AUTHORITY of INCUMBENT
5) WORKING CONDITIONS
 Writing the Job Specifications
- Job Specifications identify the minimum acceptable qualifi-
cations required for an employee to perform the job
adequately. The information contained in a job specification
usually falls into three (3) categories:
 1) General qualification requirements such as experience
and training.
2) Educational requirements.
3) Knowledge, skills, and abilities.
=================================================
 CASES for DUSCUSSION
A) Corpuz Department Store
Based on the review of the store, Nicole, the general manager,
concluded that one of the first things she had to attend to involved
developing the job description of her store supervisors.
During her first few weeks on the job, Nicole found herself
asking one of her supervisors, Jet, why he was violating what she know
to be recommended company policies and procedures. Jet's only
response was that he was not aware of that policy and was not

aware it was part of his job.

Nicole knew that a job description, along with a set of

standards and procedures that specifies what was to be done, and how
to do it, will go a long way toward alleviating the problem.
 Question:
 The New Job Analyst.
Jonell Reyes considered himself very fortunate in having secured a
position on personnel administration at Rafols Feedmilling Co. a
firm with an excellent reputation.
Jonell's most recent assignment had been to execute various job
analyses at the production department. Elly, the personnel manager
had decided that various practices should be formalized for which
written job specifications were necessary. It was believed that a
job descriptions would be most valuable in future hiring a placement
in addition to assisting in working up a consistent pay structure
for his firm's 100 employees.
Jonell's first assignment was the preparation of the job
description of the mixer operator. He first familiarized
himself with the operations of the production department.
He observed Mang Ceto, a highly skilled mixer operator, for an hour
or so and followed this up with an interview. During all of this time,
Jonell took various notes of the responses made by Mang Ceto.
During the gathering of information, Mang Ceto had been reasona-
bly cooperative, though he did not really see any point to the whole
idea of the study. He was somewhat suspicious at first but Jonell
explained that he wanted to learn and that Mang Ceto was the
expert.
After the information was collected, Mang Ceto was laughing and
joking with one of his colleagues about Jonell being a good job
analyst. “How can be analyze something he knows nothing about?
Oh well, I guess it is harmless.”
Jonell was very satisfied with his first assignment. He thought he
could get a pretty job description out of the information collected.
 Questions:
1) Can you say that the data collected by Jonell is valid and reliable?
2) What are the qualifications of a good job analyst?
• # NAME: ______________________ DATE: ___________
Year/Section: _________
________________________________________________________________________________
__ 1. May be defined as an attempt to improve performance by the attainment
of specific skills such as computing, encoding, designing, and so forth to do
the current job.
__ 2. This is more general than training and refers to learning opportunities
designed to help the workers or employees grow.
__ 3. This is a procedure for providing new employees with the basic background
information about the firm, its culture and the job.
__ 4. Refers the new employee learning the norms, values, goals, work procedures,
and patterns of behavior that are expected by the organization.
__ 5. Involves examining records like absenteeism, turnover, accident rates,
performance appraisal information to determine if problem exists and whether
any problems identified can be addressed through training.
continuation …. Ww1 & 2
-----------------------------------------------------------------------------------------------------------------------------------------
___ 6. An attempt of an employee to add or subtract from the duties listed, as a result
of job analysis is already a violation of this standard.
___ 7. The movement of individuals into and out of positions, jobs, and occupation is a
common procedure in organizations.
___ 8. Coordinated and aggregated series of work elements used to produce an output.
___ 9. Grouping of jobs on some specified basis such as kind of work or pay.
___ 10. It involves comparison of actual vs. planned output. Used to identify the
standards and performance objectives and specific activities to be performed
against which employees are evaluated.

TEST II: Two (2) OBJECTIVES OF HUMAN RESOURCE MANAGEMENT –

Explain. 15pts.
Six (6) OBJECTIVES OF TRAINING? 6pts.
 Chapter II. HUMAN RESOURCE PLANNING, RECRUITMENT,
SELECTION, AND PLACEMENT

Chapter Outline
1. Human Resource Planning / Stages of Human Resource
Planning
2. Human Resource Information System/Alignment of
Business Planning and Human Resource Planning
3. Recruitment and Selection
4. Recruiting Job Candidates
5. The Selection Process
6. Employment Interviews
 HUMAN RESOURCE PLANNING
: both a process and a set of plans. It is how the organizations
assess the future supply and demand for human resources.
HR provides mechanisms to eliminate any gap that exists between
supply and demand. HR Planning determines the number and
type of employees to be recruited into the organization or phased
out of it.

Why Conduct HR Planning?

 For more effective and efficient use of human resources.
 For more satisfied and better developed employees
 HR planning helps in scheduling recruitment and selecting
effectively by providing information that detemrine how many
people are needed and the kind of people need for job openings.
The penetration of technology HR planning has a more significant
factor into it.
 For more satisfied and better develope employees.
The use of good human resource planning systems have a better
chance to participate in planning their own careers and to share in
training and development experiences.
 Human Resource Planning Process
Four (4) Distinct Phases or Stages in the Planning Stages
1) Situations Analysis and Environmental Scanning.
The case is that HR should adapt to environmental
circumstances, and HRM is one of the primary mechanisms
that an organization can use during the adaptation process.
The importance of skills and intelligence the factor to it.
HR Planning is to move fast enough to stay competitive.

2) Forecasting Demand for Employees.

This is estimating not only how many but also what kinds of
employees will be needed. Forecasting yields advanced
estimates or calculations of the organization's staffing require-
ments. Quantitative tools can be of helped with forecasting,
it involves a great deal of human judgment.
3) Analyzing the Current Supply of Employees/Inventory of
Manpower.
Determining as to how many and what kinds of employees the
company currently has in terms of the skills and training
necesary for the future.
The major tool used is the skills inventory which is after
determining what kinds of skills, abilities, experiences, and
training the employees currently have. This is a way to
effectively can determine quickly whether a particular skill
is available when it is needed.
4) Action Plan Development.
It is of analyzing both the supply and demand for future
workers, these two forecasts are compared to deter,mine
what , it any, action should be taken. The course of action is
to eliminate the gap.
a. Action decions with a shortage of employees
- overtime
- training and promotion
- recruitment
b. Action decisions in surplus condition
- attrition (a reduction in number ...)
- early retirement
- demotion
- lay-off
- termination

HUMAN RESOURCE INFORMATION SYSTEM (HRIS) ???

 An integrated appraoch to acquiring, storing, analyzing, and
controlling the flow of information throughout an organization.
Obvious, that the key to successful HR planning is information.
For big organizations, traditional techniques for dealing with large
amounts of information are no longer adequate.
HRIS is a very sophisticated computerized systems that allows
the organizations to successfully cope with these information
demands. And, such ready for actions.

ALLIGNMENT of BUSINESS PLANNING

and HR PLANNING
 Human Resource Planning should not occur in isolation.
The size of an organization's workforce, including its
occupational mix, should be based upon business plans.

Business Plan

Long Range Planning ----- > Strategic Planning ------> Environmental Scanning
Corporate Philosophy <----- Labor Supply Analysis
Organizational Mission Labor Force Composition
Strengths and Weaknesses Social/Cultural Changes
Demographic Changes
Legal and Regulatory Changes

Middle Range
Planning -------------> Organizational Planning ----> Forecasting
Organizational Goals Projected Personnel
and Objectives Needs by Job Category
Attrition / Productivity Changes
Short Range
Planning ------------- > Annual Goals and Objectives ----------- > Projected Staffing
Budgets < ---------- Requirements
Economic Forecasts Surplus or Deficit of
Performance Goals Personnel
Annual Operating Plans Succession Planning
Promotions & Transfers
Training & Development

THE RECRUITMENT and SELECTION PROCESS

1) Formulating a recruiting strategy

Internal vs External Recruiting - Vacancies in upper level
management positions can be filled either by hiring people
from outside the organization or by promoting from within.
2. Searching for job applicants
The applicant search may involve traditional recruiting methods
such as newspaper ads, help-wanted posters, campus recruiting
public and private employment agencies, professional assoc. etc.
3. Screeming applicants - screened to eliminate individuals who
are obviously unqualified.
4. Maintaining an applicant pool - consists of individuals who
have expressed an interest in pursuing a job opening and who
might be feasible candidates for the position. If an immediate
selection decision is not anticipated, the organization should keep
the applicants informed about the status of their applicants.

Alternatives to Recruiting
1. Sub-contracting: subcontract work to another organization
wherein the organization loses some of its control over work
that is subcontracted.
2. Overtime: used to avoid the incremental costs of recruiting
and hiring additional employees for a short period of time.
3. Temporary help - use of temporary help services to fill the
needs of companies on a temporary basis. In here, the
company does not need to provide benefits worry about
training new employees.
4. Employee leasing: similar to temporary help agency but
employees are not temporary. The employees are actually
employed by the leasing company and it performs all the HR
functions.
 The Selection Process
: means whittling down the applicant pool by using screening
tools like tests, assessment centers, background and reference
check. The prospective supervisor can then interview a handful of
viable candidates and decide who will be hired.
 Why the Selection Process Is Important
1. Performance always depends in part on employees. Those
who have not the right skills won't perform effectively and
performance in turn will suffer.
2. It is costly to recruit and hire employees.

TYPICAL STEPS in the SELECTION PROCESS

 PT3 & WT1
# NAME: _______________________ DATE: _________
Year & Section: _____

1) WHAT IS THE ART OF MANAGING WITH LEADERSHIP?

2) EXPLAIN THE SO-CALLED: “SPREADING THE ADMINISTRATIVE

LOAD?
---------------------------
WT 1
3) ENUMERATE AND EXPLAIN BRIEFLY THE 14 GENERAL
PRINCIPLES OF MANAGEMENT.
 Typical Steps in the Selection Process

Step 1: Preliminary Screening Application Blank and Interview

Step 2: Employment Interview
Step 3: Employment Testing
Step 4: Backgroung Investigation/Reference Checks
Step 5: Final Interview
Step 6: Selection Decision
Step 7: Physical Examination
Step 8: Placement on the Job
 Selection Decision
After all the information about the applicants has been collected,
someone must make a hiring decision. Many organizations expect
the Human Resource Dept. to reduce the field to 2 or 3 possible
applicants and the person who will supervise the new employee is
then invited to make the final decision.
 Type of Tests
1. Tests of Cognitive Abilities: tests in this group include tests
of general reasoning ability (intelligence) and tests of specific
mental abilities like memory and inductive reasoning.
a. Intelligence tests - measure not a single “intelligence” trait
but rather a basket of abilities including memory, vocabulary
verbal fluency and numerical ability.
 b. Aptitude tests - measure the applicant's aptitudes for the
job in question.

2. Tests of motor and physical abilities: motor abilities usually

measured are finger dexterity, manual dexterity, speed of arm
movement and reaction to time. Physical abilities include
static strength (lifting), dynamic strength (pull-ups) and stamina.
3. Measuring personality and interests: personality tests can
measure basic aspects of an applicant's personality such as
introversion, stability, and motivation.
4. Achievement test: this is basically to measure what a person
has learned. It measures job knowledge in areas like
management, economics, marketing or accounting.
 Background Investigation and Reference Checks
This is to verify the accuracy of factual information previously
provided by the applicant and to uncover damaging background
information such as criminal records, and other cases of the
person's technical competence and ability to work with others.
 Physical Examination: identifying health problems and other
diseases. Of which depending on the medical results to decide
for acceptance.
 Employment Interview: a selection procedure designed to
predict future job performance on the basis of applicant's oral
responses to oral inquiries.

TYPES OF INTERVIEWS
 Types of Interviews

1. Structure of the Interview

a. Unstructured or non-directive type - interviewer asks questions as
they come to mind, no set format to follow and it can take various
directions.
b. Structured or directive type - questions and acceptable responses
are specified in advance and the responses are rated for appropriateness
of content. Alll applicants are generally asked all required questions and is
generally more valid.

2. Administering the Interview

a. Serialized interview - an applicant is interviewed sequentially by several
persons and each rates the applicant on a standard form.
b. Panel Interview - a group of interviewers questions the applicant
 CHAPTER III:
ORIENTATION and TRAINING of EMPLOYEES
Chapter Outline
- Employee Orientation
- Training and Its Objectives
- Types of Training
- Steps in the Training and Development Process
- Training Needs Analysis
- Evaluating Training Effectiveness
 Employee Orientation
 This is a procedure for providing new employees with basic
background information about the firm, its culture, and the
job.
 It involves starting the employee in the right direction.
 The values of Socialization.
 For some companies, orientation involves familiarizing new
employees with the company's cherished goals and values
thus beginnin the process of synthesizing the employee's
and company's goals, one big step toward winning and
building commitment to the firm.
 TRAINING

 refers to the systematic process that will help the

employee acquire the right knowledge, attitude, skills,
and habits to improve his current or future performnce in
a direction that will lead to the achivement of
organizational goals.
 OBJECTIVES of TRAINING
1) To improve the quality and quantity of productivity.
2) To assert the effectiveness in the present job.
3) To create a more favorable attitudes, loyalty, and
cooperation.
4) To help employees in their personal developmental
and advancement by helping them acquire
additional qualifications for a better job.
5) To help the organization respond to dynamic market
conditions and changing consumer-netizens demands.
6) To satisfy human resource planning requirements.
 Types of Training

1) On-the-Job Training(OJT)
Advantages of OJT
a) no special space or equipment required
b) provides immediate transfer of training
c) allows employee to practice what they are
expected to do after their training ends.
 OJT TECHNIQUES
a. Job instruction training: orientation of the job training to
conducted
 STEPS of the OJT METHODS
Step 1: Preparing the learner for the training.
Step 2: Presentation of the trainer of the operations and basic
skills that should be acquired by the learner.
Step 3: Performance tryout for the trainer to find out if the
learner was able to comprehend the instruction given.
Step 4: Follow-up for the trainer to ensure that the learner is
already copy on his own.
 Case to Case Basis .... to take into consideration.
 b) Internships and assistanships: exposure
c) Job rotation and transfers: exposure and familiarization for
diverse operations and can practice different management
skills required.
2. Apprenticeship Training: actual exposure of employee been
hired on the operations or on the area.
3. Vestibule or Simulated Training: aims to obtain the advantages of
OJT training without actually putting the trainee on the job.
4. Off-the-Job Training: other than apprenticeship, vestibule training
and OJT, all other training is off the job.
a. Lecture/discussion approach: method used of traditional
teaching and is used in many teaching programs.
b. Audiovisual techniques: method using multimedia tools
ei. TV, Videos, filmstrips, slide-type presentations, etc ...
c. Teletraining or teleconferencing: trainer in a central location
can train groups of employess at remote locations via TV
hookups. Such includes multiple traners broadcasting from
different locations as a panel of experts with the capacity
to interact with their audience.
d. Computer-based training: using computer based system to
interactively increase his knowledge or skills.
e. Case studies: designed to promote a trainee's discovery of
underlying principles. Focused on group discussion on
particular topics and when to allow-free-floating ideas
and exploration into alternative issues.
f. Role playing: assume specific characterizations and act out a
particular situations or problem. Used a kind of method to
facilitate attitude change since the best procedure for
changing attitude is to have participants play roles asked.
g. Corresponding training: it is a home study program that permits
the trainee to learn at his own rate. The learner are offered a
wide range of courses, giving them an opportunity to select the
course best suited to their aptitude and interest.
h. Management games: giving the learners-trainee the information
about the organization and itrs environment; then dividing into
teams. Each team is required to make operational decision
and then evaluate its decision. Helps to develop practical
experience for the trainees and helps in transferring knowledge
and in applying administrative thoughts.
---------------------------------------------------------
 MIDTERM coverage:

 PERFORMANCE APPRAISAL

- Objectives of Performance Appraisal

- Performance Criteria
- Performance Appraisal Methods
- Who Should Evaluate Performance?
- Feedback Interview
- Errors Committed in Rating
 Performance appraisal may be defined as the
Human Resource

Management activity by whch through, observation, the

individual worker's efficiency is appraised during a given
period on the basis of a systematic uniform performance
standard. It helps in identifying, collecting, sharing, and
using information about performance of people at work.
 Objectives of Performance Appraisal
- Provide information upon which promotion, transfer, demotion,
lay off, discharge, and salary decisions can be made.
- Provide an opportunity for the supervisor and his subordinates
to review and identify the subordinates' strengths and weaknesses
or work-related behavior. To develop a plan for correcting any
deficiencies the appraisal might have unearthed and reinforce the
things the subordinate does right.
- Basis in identifying the training needs of employees.
- Help in the firm's career planning processes because it provides
a good opportunity to review the person's career plans in the light
of his or her exhibited strengths and weaknesses.
- For easy monitoring and supervision.
 Performance Criteria.
Deciding what to evaluate reflects the personal values of the
individuals who design the evaluation system. The respect of
quality and quantity of performance are important dimensions
to evaluate but there is less agreement about traits such as
apperance, initiative, enthusiasm,and the like.
 Construction of Performance Evaluation.
1) RELEVANCE: the basis is the duties and responsibilities
contained in the job description.
2) RELIABILITY: should produce consistent and repeatable
evaluation.
3) FREEDOM from CONTAMINATION: (?)
 * Should measure each employee's performance without being
contaminated by factors that an employee cannot control such
as economic conditions, material shortages, or poor equipment.

 Performance Appraisal Method.

1) RANKING METHOD
2) PAIRED COMPARISON
3) FORCED DISTRIBUTION
• What are the common errors in performance appraisal?
- Ideally, performance appraisal should be completely
accurate and objective. However, the performance
appraisal process - is far from accurate and objective,
sometimes resulting in rating errors. Common rating
errors include strictness or leniency, central tendency,
halo effect, and recency of events.
• What is HUMAN RESOURCE MANAGEMENT?
 noun-specifically > Human resource management, HRM, is defined as the
process of managing employees in a company and it can involve hiring,
firing, training and motivating employees. An example of human
resource management is the way in which a company hires new employees
and trains those new workers and for improvement as well.

 Human resource management. ... Human Resource Management (HRM or

HR) is the strategic approach to the effective management of people in an
organization so that they help the institution; company or related to gain a
competitive advantage.
It is designed to maximize employee performance in service of an
employer's strategic objectives.

 George Elton Mayo: The Father of Human Resource Management & His
Hawthorne Studies.
# Name: _____________________ DATE: ______________
Year & Section: ____/ ____
=============================================================================
TEST 1: IDENTIFY the following by writing only letters from the choices provided .
__ 1. Human Resource departments are __.
__ 2. What is human factor in HRManagement & Development in general?
__ 3. Job Analysis is a systematic procedure for securing and reporting info.
defining a __.
__ 4. Five basic functions of HRManagement: planning, organizing, staffing,
leading, and controlling is called a __.
__ 5. A management process which requires an officer to establish goals and
standards and to develop rules and procedures?
__ 6. To insure effective implementation of the plan, there should be an __ in
the organization between management and subordinate rank-and-file.
__ 7. It is important to understand that management is a form of __, because
the approach to solving problems will be unique to each person, and like
any other arts form, management requires practice to improve.
… continuation wt

__ 8. Can be defined as the total number of direct subordinates that an officer or

manager can control or manage and varies depending on the complexity of
the work.

__ 9. Simply the concept of handling over to a subordinate some part of the job
that a superior is expected to carry on and as an officer are constitutionally
incapable of passing on work for others to perform.

__ 10. Is defined as a uniform and organized spread of decision-making

authority to all the levels of management and even to the individual
employees.
Choices for Test I.

A/ DECENTRALIZED MANAGEMENT I/ OPEN COMMUNICATION

B/ SERVICE DEPARTMENT E/ SPAN OF CONTROL
D/ INTERRELATED TO PHYSIOLOGICAL G/ ARTS
PSYCHOLOGICAL, SOCIOLOGICAL L/ CENTRALIZED
& ETHICAL ASPECTSOF HUMAN BEING

F/ SPECIFIC JOBS J/ PLANNING

H/ MANAGEMENT PROCESS K/ AUTHORITY &
RESPONSIBILITY
C/ DELEGATION
__________________________________________________________________________
 TEST II: ENUMERATE the 14 PRINCIPLES OF MANAGEMENT.
Write each descriptive explanation. Choose three (3)
from the principles and write a brief example to justify
the principles and practices standardized therein.

 TEST III: WHAT ARE THE THREE KINDS OF LEADERSHIP and

there respective Principles embedded therein.

• Chapter V: Definition: Career Development
• Career development: is the series of activities or the on-going/lifelong process
of developing one’s career.
• Career development: usually refers to managing one’s career in an intra-
organizational or inter-organizational scenario.
• It involves training on new skills, moving to higher job responsibilities, making a
career change within the same organization, moving to a different organization or
starting one’s own business.
• Further more, Career development : is directly linked to the goals and objectives
set by an individual. It starts with self-actualization and self-assessment of one’s
interests and capabilities. The interests are then matched with the available
options.
 The individual needs to train himself to acquire the skills needed for the option or
career path chosen by him. Finally, after acquiring the desired competency, he
has to perform to achieve the goals and targets set by him.
 Career development is directly linked to an individual’s growth and
satisfaction and hence should be managed by the individual and not
left to the employer. Career development helps an individual grow
not only professionally but also personally. Learning new skills like
leadership, time management, good governance,
communication management, team management etc. ...
also help an employee develop and shape their career.

 Importance of Career Development

Every employee working in an organization is looking for a career
development which moves in the right direction. Career path taken
by an employee determines the growth. Career should be planned
in a way that it moves forward.
 Career development provides the framework with skills, goals,
awareness, assessment and performance which helps an individual
to move in the right direction and achieve the goals one has in one's
career. Careful career planning is always useful for individuals to
succeed professionally and also helps to boost employee motivation
in the organization.

 Career Development Strategies

 The development of an individual's career is driven by several
factors. Strategies to improve someone's career can be driven either
by the company through organization development or by the
individual himself or herself. Some strategies of career development
are as following.
 1. By Companies
 Training and development by companies can help in employees
learn new skills. Companies help in providing leadership
development, management development etc. This is all done
through employee training sessions or developmental counselling.
Employee development in the long run helps in career development.
 2. By Employees
 Individuals can themselves boost their own career. This is done
through constant evaluation of their skills using techniques like
continuing professional development.

Continuous and repetitive efforts can help in the career development

for an employee.
 7. Career plateau: is a situation in which an employee has reached
the highest position level in the company and has less to no
possibility of a vertical promotion^.
8) Career Pathing: process by which an employee and his
supervisor plan a career progression that takes into account
present experiences and skills. It identifies development needs
to prepare a person for future career goals.

 Career and the Individual

 an individual should have the initiative to plan his or her own career.

 the other perspective would be that of the organization providing career

development programs or individuals.
 Definition of Terms:

1) Career Development: prepares a person for progression along

a designated career path. Such is the organization's formal
approach to ensuring that people with the proper qualifications
and experiences are available when needed.
2) Career: a general course that a person chooses to pursue
throughout his or her working life.
3) Career Planning: a process whereby an individual sets career
goals and identifies the means to achieve them.
4) Organization's Career Pathing: it is that phase of Human
Resource Management that sets up paths along which the
individual moves and progresses over time in the organization.
 The LOGICAL FLOW of EVENTS in DEVELOPING a CAREER Est

Finding a suitable field ....> Finding a job ....>

Establishing career goals and a career path ....>
Selecting relevant career advancement strategies .....>
Switching careers if the need arises ....> Retirement planning.

1) Finding a suitable field

- finding a suitable field holds the promise of bringing one personal
satisfaction and material rewards. Among the more frequent ways
in which people find a filed or occupation withing the field to
pursue are the following ....
 a) Influence of parent, relative or friend
b) Reading and study
c) Through counseling or testing.
d) Natural and forced opportunity
e) Reference books about career information
f) Computer assisted career guidance
g) Career information in newspapers and magazines
h) Speaking to people.
2) Conducting a Job Campaign
- some people who have identified a field do not have to look
for a job. Among these people are those who enter a family
business, and those in an unusually high-demand field.
Others have to conduct a job campaign upon graduation and
perhaps at various times in their career.
 Three Major Aspects of theJob Campaign are:
- job hunting
- tactics
- preparing a resume
- performing well in an interview
 Considerations:
Job Hunting Tactics:
a) Identify your objectives
b) Identify potential contribution
c) Use multiple approaches and tactics
d) Use networking
Potential Sources of CONTACTS is through NETWORKING:
> Friends
> Parents and other family members
> Faculty and Staff
> Former or present employer
> Community groups, churches
> Trade and professional associations
> Student professional associations
> Career Fairs (common)
> Persist
> Take rejection in stride
> Avoid common mistakes
- not knowing what type of work one wants to do
- not taking the initiative to generate job leads
- having a poor resume
3. Establishing Career Goals: Career planning in the form of goal
setting, and establishing a career path ideally proceeds in finding
a job. A person’s chances for achieving career success and
personal satisfaction increases if he establishes career goals.
It should be realistic in terms of one’s capabilities and job
opportunities.
Chapter VI - CHANGES in PERSONNEL STATUS -

True that the changes in the employment status are bound to take place
 EMPLOYEE MOVEMENT
PROMOTION = UPWARD ^
TRANSFERS = SAME LEVEL --
DEMOTIONS = DOWNWARD
LAYOFF
RESIGNATION

SEPARATION -X- = EXIT ..... >>

RETIREMENT
TERMINATION
 PROMOTION:
Involves the reassignment of an employee to a higher level job. This is also
refers to the upward or vertical movement of employees in an organization from

lower level jobs to higher level jobs involving increases in duties and
responsibility, higher pay and privileges.
Benefits from Promotions
1) Enables organization to use their employees' abilities to
the greater extent possible.
2) It encourages excellent performance.
3) There is a signigicant correlation between opportunities for

advancement and high levels of job satisfaction.

4) Provides recognition for job well done.
5) It is a morale builder and a management tool to increase
 Approaches to Recruit Employees for Promotion.
1) Closed promotion system gives the responsibility for identifying
promotable employees with the supervisor of the job to be filled.
2) Open promotion system also known as job posting. It enhances
participation and achivement of equal opportunity goals.
 Bases or Criteria Used for Promotion.
1) Seniority, the length of stay.
- Straight seniority - The length of service of anemployee is the sole basis
for determining who gets the promotion.
- Qualified seniority - The more competent employee as compared to
another employee with longer service will be the
one promoted.
2) Current and past performance
 3. Assessment centers evaluate the qualified candidates for promotion, which
focus on the kinds of skills and abilities to effectively perform the higher-level
jobs that the candidates seek.
4. Competency or merit determined by the ratings or evaluations received by
employees.

 “UNOFFICIAL” PROMOTION CRITERIA

> Personal characteristics
> Nepotism - showin of favoritism or patronage to relatives, husbands and
wives, children ... etc.
> Social Factors
> Friendship
 PROMOTION from WITHIN
* Filing up vacancies in upper level managment prostions by promoting
lower-level managers.
* A major advantage of this policy is its positive effect upon employee
motivation. Knowing that they have the opportunity to be promoted tends to
motivate employees' performance with the company and to solidify their
feelings of loyalty toward the company and to solidify their feelings of loyalty
toward the company. Advantages and Disadvantages arises.
Advantages Disadvantages
Provides greater motivation Creates a narrowing of thinking and
for good performance. stale ideas
Provides greater promotion Creates political infighting
opportunities for present
employees
 DEMOTION: The reassignment of an employee to a lower job
involving fewer skills and responsibilities. The movement of an
employee to a less important job from a higher level job in the
organization which may not involve a reduction in pay but a reduction
in status or privileges.
 Bases or Criteria for Demotion
1. Reorganization, company merger or business constructions may
result in fewer jobs, forcing some employees to accept lower
positions.
2. Inability of the employees to perform their jobs according to
acceptable standards.
3. As a form of disciplinary action or a way to handle disciplinary
problems, also viewed as a routine form of punishment for
wrongdoing.
 DEMOTION …..

4. The tool used to communicate to employees that they are

beginning to be “liabilities” rather than assets to an organization.

TRANSFER: This is the reassignment of an employee to a job with

similar pay, status, duties, and responsibilities. It also involves
horizontal movement from one job to another.

REASONS FOR TRANSFER

 REASONS for TRANSFER ….

1. Because personnel placement practices are not perfect, an employee-job

mismatch may have resulted.
2. An employee becoming dissatisfied with his job for one or a variety of
reasons.
3. Organizations sometimes initiate transfers the development and
advancement of the employee especially at management and staff.
4. The organizational needs may require that employees be transferred due
to business expansion, retrenchment, erroneous placement, the need to
meet departmental requirements during peak season.
5. For personal enrichment/greater convenience and for more interesting
jobs.
6. For employee to be better suited or adjusted to his job knowned to be as
remedial transfer.
 MIDTERM coverage:

 Career Development
 Changes in Personnel Status
 Maintenance and Rewarding of Employees
 Employee Benefits and Services
 Maintaining Labor Management Relations

============================================
 Pointers for the Midterm Exam.

Coverage: Career Development

Changes in Personnel Status
Maintenance and Rewarding of Employees
Employee Benefits and Services
Maintaining Labor Management Relations
-------------------------------------------------------------------------------------------
Career Development
- Career - Career Plateau
- Career Planning - Career Pathing
- Organization's Career Pathing - Career Development
- Career Path - Career Anchor
 Changes in Personnel Status
- Transfer - Resignation - Demotion - Retirement
- Lay-off - Separation - Promotion
 Maintenance an Rewarding of Employees
- Ranking Method - Point System - Factor Comparison Method
- Group Incentive - Reward - Incentive Forms of Compensation
 Employee Benefits and Services
- Cents per hour figure - Annual Cos Method - Percent of Payroll
- Cost per employee per year

 Mandated Benefits Program - Legally Required Benefit

 Voluntary Benefits or Received through Collective Bargaining Negotiation
 Job-Related Services Benefits
 Maintaining Labor Managemnt Relations
 Philippine Legislature Laws Affecting the Relationship between
Labor and employer.
 Main Sections of a Typical Contract covers.
 Bargaining Impasses/Deadlock
- Number of Different Types of Strikes includes
  MAINTENANCE and REWARDING of EMPLOYEES
Philosophically, if the abilities of employees have been developed to the
point where they meet or exceed job requirements, it is now appropriate that
they be maintained and equitably rewarded for their contributions.
Factors affecting the determination of equitable compensation to reward employees
are many, varied and complex; and management must come to some devcisions
concerning the basic wage and salary. Organizations have also developed numerous
ways of providing supplementary compensation in the form of employee-benefits and
services.
To promote better employee-employer relationship, management should be willing
to maintain and integrate the interests and needs of its employees with the objective
of the organization. And, ONE MAJOR and POWERFUL GROUP with which many
organizations must contend with in this process is the LABOR UNION. Maintenance
of employees involved a complete agreement and “absence of conflict”. Thus, we
must examine situations exemplified by grievances and disciplinary action inhich
either the organization or the employee is dissatisfied.
 FINAL COVERAGE

Chapter 10:

EMPLOYEE DISCIPLINE
CATEGORIES OF DIFFICULT/PROBLEM EMPLOYEES
- APPROACHES TO DISCIPLINE
- DISCIPLINARY PROCESS
- GROUNDS FOR DISMISSAL
 An employees' attitude toward work is a crucial factor in
productivity or performance and discipline that may play an
important part in this attitude. Discipline has many definitions
and most people equate discipline with punishment.
However, discipline is not synonymous with punishment.
it is an employer's action against an employee for infraction
of company policy or rules. The overall objective of disciplinary
action is to remedy a problem and to help employees achieve
success in their work.
 Categories of Difficult/Problem Employees

1) Ineffective Employee/with Unsatisfactory Performance.

2) Rule Violators
3) lllegal or Dishonest Acts.
4) With Personal Problems
5) Substance Abuse
 Approaches to Discipline

1) Hot Stove Rule by Douglas Mac Gregor

Consequences are: a. Warning System
b. An immediate burn
c. Consistency
d. Impersonal
2) Progressive Discipline
3) Positive Discipline
4) Negative Approach
 The Disciplinary Process
: process should follow a sequence of increasing severe
penalties for wrongdoing. The process is called
PROGRESSIVE DISCIPLINE because the disciplinary action
becomes increasingly severe.
1) Verbal Warming
2) Verbal Reprimand
3) Written Reprimand
4) Suspension
5) Discharge/Dismissals
: Dismissal is the most drastic disciplinary step the company
can take toward an employee. It should be just in that sufficient
cause exiss for it to be implemented. It should occur only after
all reasonable steps to rehabilitate or salvage the employee
have failed.
 GROUNDS for DISMISSAL
a) Unsatisfactory performance - Persistent failure to
perform assigned tasks or duties or to meet
prescribed standards of the job.
b) Misconduct/Insubordination
c) Lack of qualifications for the job
d) Changed requirements of the job.
 COMPLAINTS and GRIEVANCES
What are the Causes of Grievances
Legal Rights of Employees to Present Grievances
Grievance Procedures in Unionized & Non-unionized Firms
Conciliation, Mediation, and Arbtration
--------------------------------------------------------------------------------------
GRIEVANCE and COMPLAINT
An effective human resource management should create a pleasant
and rewarding place to work.
EMPLOYEE should be treated fairly, and complaints will be minimized.
Good Policies should lead to highly motivated, effective workers.
Problems do happen but with the policies and practices is of great
help.
 To maintain fair and effective employee relations, every organization
needs both a grievance procedure and discipline procedure.
Both procedures are needed regardless of whether the employees
are represented by a union, a professional association, or no
organization at all.

 Grievance procedures provide a systematic process for hearing

and evaluating the complaints of employees.
UNIONIZED companies than in non-unionized companies because
they are specified in the labor agreement.
-these procedures protect the rights of employees and eliminate
the need for strikes or slowdowns every time a disagreement
occurs about the labor contract.
 Discipline procedures provide a systematic process for handling
problem employees. The goal of good discipline system is to help
employees perform better; but if they fail to respond, a procedure
is needed for firing them as a last resort.
 Grievance Defined:
- is a complaint about an organizational policy, procedure or
managerial practice that creates dissatisfaction or discomfort
whether it is valid or not.
 What is Collective Bargaining?

It is a process where the parties agree to fix and administer terms

and conditions of employment which must not be below the minimum

standards fixed by law, and set a mechanism for resolving their
grievances.
• What is Collective Bargaining Agreement (CBA)?

• It is a contract executed upon request of either the employer or the

exclusive bargaining representative of the employees incorporating the
agreement reached after negotiations with respect to wages, hours of
work and all other terms and conditions of employment, including
proposals for adjusting any grievances or questions under such
agreement.
What are the main causes of grievances?
Economic: Wage fixation, overtime, bonus, wage revision, etc. ...

Work environment:Poor physical conditions of workplace, tight

production norms, defective tools and equipment, poor quality of
materials, unfair rules, lack of recognition, etc.
Or even Violation by management of the labor agreement or
 Legal Rights of Employees to Submit Grievances
The Labor Code of the Philippines recognizes employees'
the rights to submit grievances against their employer or supervisor.
The Code provides: Art. 255 ... an individual empoyee or group of
employees shall have the right at any time to submit or present
grievances to their employer.

Art. 260, the parties to a Collective Bargaining Agreement CBA shall

include therein provisions that will ensure the mutual observance of
its terms and conditions. They shall establish a machinery for the
adjustment and resolution of grienvances arising from the interpretation
or implementation of their CBA and those arising from the interpretation
or enforcement of company personnel policies.
 At other extreme, in non-unionized firms, grievances are sometimes
defined very broadly to encompass any discontent or sense of
injustice,
even criticisms that are never expressed by employees.
 GRIEVANCE PROCEDURES in UNIONIZED FIRMS as Provided
in their Collective Bargaining Agreement CBA.
Four (4) Steps needed in order the full grievance procedure be
handled properly.
1) The employee who has a grievance or claim shall submit
this to his immediate supervisor in writing form.
2) Submitting the grievance to the employee's union
representative.
This is done if the employee is not satisfied with
the decision or answer of his immediated supervisor of if the
 3. Appealing the grievance to top management representative
with the top union officials (ie. the president). This is done
if the grievance was not settled at step 2 to the satisfaction of
the employee.
4. Submitting the grievance to “arbitration”. This is done if a
satisfactor solution to both parties is not reached by the above
procedure. Once the step been applied, processed, both
parties agree before hand to abide by the arbitrator's decision.
 What is “Arbitration” means?
-the process of solving an argument between people by helping
them to agree to an acceptable solution: Both sides in the
dispute have agreed to go to arbitration (= to have the
disagreement solved by an arbitrator).
 To reduce the number of grievances that are appealed, supervisors
are appealed, supervisors are encouraged to follow these
recommendations:

1) Receive and treat all complaints seriously and give the employee
a full hearing.
2) Get the facts by investigating and handling each case as
though it may evantually result in arbitration.
3) Carefully examine all the evidence before making a decision.
4) Follow-up to make sure the plan of action is properly carried out
and by means of correctring conditions which could result in a
similar grievance happening again.
 In the case of procedures in the handling of grievances vary among
companies. Some non-unionized firms have established “grievance
committees”, members of which are either appointted by top
manage
ment or elected by the employees. Such committees hear the
evidence and issue a judgment. In some cases, the committee just
makes a recommendation to the president, rather than making a
binding decision its own.
 Another way used by non-unionized firms in handling grievance is
the use of grievance appeal procedure. It allows employees to
submit grievances to successively higher levels in the organization
where the arieved employee is represented by an attorney, a peer
or a member of the personnel office. The hearing is normally
conducted by a neutral company executive who hears the evidence
and makes a judgment. (Edmund Diax, et al. A Fair Non-union Grievance Procedure. Peronnel
Journal. 64. April 1987. pp 13-18)
 ARBITRATION
Voluntary arbitration represents the final stage in the dispute resolution
process. The grievance procudure does not always result in an
acceptable solution when a deadlock occurs, labor contracts call for
arbitration. Arbitration is a “quasi-judicial process” in which the parties
agree to submit an unresolvable disputo a neutral 3rd party for binbding

settlement.
Both parties submit their positions, and the arbitrator makes a decision.
A VOLUNTARY ARBITRATOR is defined as any person accredited by the
National Conciliation and Mediation Board (NCMB) or anyone named or
designated in the CBA by the parties to act as their voluntary arbitrator.
Articles 261-262 of the Labor Code provides pertinent information about
the jurisdiction of voluntary arbitrators, procedures to be followed and
cost of arbitrators, procedures to be followed and cost of arbitration.
The decision or award rendered by voluntary arbitrators is final and
executory.
 MOTIVATING and PROTECTING HUMAN RESOURCES

*Morale and Job Satisfaction

*Factors Influencing Employee Morale
*Motivation for Performance
*Factors Affecting Motivation / Suggestions
for Motivating Employees
*Approaches to Motivation
--------------
*Function of personnel is to motivate those who have been hired
by the ocmpany, that is, to have an effective work force with the
ability and willingness to perform organizational tasks. Special
efforts must also be made to maintain the employees' physical
and mental health.
 Monitoring job satisfaction is important both to the supervisor and the HRD.
The effects of many human resource strategies are examined with respect to
their impact on job satisfaction.
 Morale is the mental attitude which make the individual performs his work either
willingly and enthusiatically or poorlyt and reluctantly.
 Employee morale is an attitude, it is a state of mind, cannot be seen but is
manifested by the employee's manner and reactions to his job, his working
conditions, the company policies and programs, his colleagues, his immediate
boss, his pay, and the like.
 Morale is present in varying degrees and is generally viewed as an important
indication of how well things are going.
True that individuals differ in how they respond to the conditions of work.
 Grievances, Absenteesim, and turnover are frequently used as indirect
measures if employee morale.
 What are the Basic Factors Influencing Employee Morale.
1) Non work-related factors such as age, sex, and work values which influence
the attitude of an employee about things around him.
2) Management practices or the qualitative aspects of the job. Good pay
policies generally create positive attitude towards the job.
3) Outside factors. Just as work influences a person's satisfaction with life
in general, so too does the quality of life away form work influences
satisfaction with work.
4) State of communication in the firm.
Effective communication between employees and management builds
employee morale.
MOTIVATION for PERFORMANCE
=> MOTIVATION is defined as the willingness to exert high levels of effort to
reach organizational goals, conditioned by the effort's ability to satisfy some
individual need.
 It is a measuring of intensity or drive. Motivation makes the person tries hard.

 Factors Influencing Motivation

1) Individual Difference: Personal needs, values, attitudes, interests, and
abilities that people bring to their jobs.
2) Job Characteristics: This aspects is of the position that determine its
limitationds and challenge.
- includes variety of skills required to do the job.
- degree to which the employee can do the entire task form start to finish.
- significance attrubuted to the job.
- autonomy
- type and extent performance feedback that employee receives.
3) Organizational Practices: Refers on the rules, human resource policies,
managerial practices, and reward systems of an
organization. Policies defining benefits and
rewards can attract new employees and keep
existing employees happy.
 MOTIVATIONAL VARIABLE

Individual Difference Job Characteristics

- Needs - Skills variety
- Values - Task identity
- Attitudes - Task significance
- Interests - Autonomy
- Abilities - Feedback

MOTIVATION

Organizational Practices
- Rules
Human Resource Policies
- Managerial Practices
- Reward System
 Suggestions for Motivating Employees
1) Recognize Invidivual Differences
2) Match People to Jobs
3) Use Goals
4) Ensure that goals are perceived as attainable or else it will reduce
employees' effort.
5) Individualize Rewards
6) Link Rewards to Performance
7) Check the System for Equity
8) Do not Ignore Money
 Two Approaches To Work Motivation
1) Hierarchy of Needs Theory by Abraham Maslow
a) Physiological Needs
b) Security or safety needs
c) Affiliation or social needs
d) Esteem needs
e) Self-actualization needs
 FREDERICK HERZBERG'S MOTIVATION HYGIENE THEORY
This theory suggests that distinct kinds of experience produce job satisfaction
(motivators), and job dissatisfaction (hygiene factors).
This suggests that the factors leading to job satisfaction are separate and distinct
from those that lead to job dissatisfaction. The factors associated with positive
feelings about the job called motivator factor.
 Clay Alferfer ERG Model:
Looks at motivation as following a hierarchy and describe how need
satisfaction and need frustration affect motivation.
Specifies on the three (3) categories of needs.
a. Existence needs: desires for material and physical well-being.
b. Relatedness needs: desires to establis and maintain interpersonal
relationships with other people.
c. Growth needs: desires to be creative, to make useful and productive
contributions, and to have opportunities for personal
development.
 DAVID MCLEVELAND 3 NEEDS THEORY:
This theory proposed that there are three major motives or needs in work
situations.
a) Need for Improvement: drive to excel, to achieve in relation to a set of
standards or in competitive situations, to strive to
succeed.
b) Need for power: drive to influence and control others and the social

environment.

c) Need ro affiliation: drive for friendly and close interpersonal relationships

with others.
 B. Process Approach
Such explains how people become motivated or why people behave in so
many different ways as they seek to fulfill their needs and achieve their
personal goals.
1. Victor Vroom's Expectancy Theory: based on the assumption that
people choose among alternative behaviors because they
anticipate that a particular behavior will lead to one or more
desired outcomes.
Three variables or relationships
a. Expectancy or effort-performance linkage
b. Instrumentality or performance reward linkage.
c. Valence or attractiveness of reward.
*This theory can be applied in organizations by determing the rewards that each
employee value, clear identification of the desired level of performance and making
sure that it is attainable. Rewards should be linked to performance and making
sure that rewards are adequate.
 BF Skinner Reinforcement Theory: based on the “law of effect”, the idea that
behavior with positive consequences tends to e repeated, while behavior
with negative consequences tends not to be repeated.
Expressed as follows:

STIMULUS ...> RESPONSE ...> CONSEQUENCES ...> FUTURE RESPONSE

(Situation) (Behavior) (Rewards or Punishment)

To illustrate, if one receives a rewards (ie. bonus, compliment or a promotion) for

superior performance, one is likely to continue performing well in anticipation of
future rewards while if the consequences are unpleasant (ie. management's
disapproval or demotion), one tends to modify the behavior.
This theory can be applied by using positive reinforcement to influence work
behavior. This can be done through the use of the following.
 BF Skinner Reinforcement Theory.
This theory can be applied by using positive reinforcement to influence work
behavior. This can be done through the use of the follow

a) Do not reward all individuals equally.

b) Telling employees what they can do to receive reinforcement.
c) Telling what they are doing is wrong.
d) Not punishing employees in front of others.
e) Being fair to all.

4). EDWIN LOCKE'S GOAL SETTING THEORY:

=> This assumes that specific goals increase performance and difficult goals
when accepted, result in higher performance than easy goals.
Individuals are motivated when they behave in ways that move them to
certain clear goals that they accept and can reasonably expect to attain.
 EDWIN LOCKE'S GOAL SETTING THEORY:
= supported by Christopher and Christine shalley the theory of Edwin Locke's
goal setting and described the four (4) phases of a person's reasoning.
a. Establishment of standards to be attained.
b. Evaluation of whether the standards can be achieved.
c. Evaluation of whether the standards match personal goals.
d. The standards are accepted, the goal is thereby set, and behavior
proceeds toward the goal.
*This theory can be applied by establishing goals that are specific and
challenging and by letting employees participate in setting goals. Employees
need accurate feedback on their performance to help them adjust their work
methods when necessary and to encourage them to persist in working toward
goals. The MBO Management by Objectives helps in goal setting much.
Emphasizes joing participation by management and employees in goal setting
and the establishment of action plans, criteria for success and periodic
feedback sessions.
 PROMOTING EMPLOYEES' HEALTH
AND SAFETY

Outline:
- Promoting Employees' Health and Safety
- Causes of Accidents
- Costs of Accidents
- Occupational Safety and Health
Standards
- Employees' Compensation
 In promoting employees's health and safety is usually under the jurisdiction of
the human resource department and considered an HR function. Regardless
of how the responsibility for safety is assigned, every organization is required
by the law to safeguard the worker's social and economic well-being as well
as his physical safety and health as provided in the Organizational Safety and
Health Sandards (OSAHS) of Department of Labor and Employment (DOLE)
.

The Labor Code of the Philippines requires all employers to provide first aid
facilities for its employees. The issue of extremem costs of industrial accidents
whether measured in terms of medical expenses, disability compensation, lost
production and wages or damage to plant and equipment.

The cost of death suffering is beyond calculation. Employers much would like to
maintain healthy employees so that these employees can work more efficiently
and effectively for the attainment of the company's goals and objectives.
 Causes of Work Connected Accidents and Work Related Illnesses
1) Unsafe Working Conditions: workers are suceptible to mechanical and
physical conditions that cause accidents.
Such are:
a) Defective machineries and equipment.
b) Hazardous procedures in handling machineries and equipment.
c) Unsafe storage and wrong piling, congestion, overloading.
d) Improper illumination and ventilation.
e) Lack of protective device or equipment.
f) Present of dangerous chemicals or gases.

2) Other Work Related Accident Factors: other work related accident

factors include the job itself and work schedule. Certain jobs are inherently
more dangerous than others. Production workers are more prone to
accidents than office personnel. Simply because of their exposure to
hazardous and congested workplace with different machineries for product
processing.
3) Unsafe Acts: the undersirable attitudes of some employees which can lead
to accidents.
Some unsafe acts include the following:
a. Throwing slippery objects such as banana peeling and the like.
b. Improper use of equipment.
c. Not complying with the right procedure in loading, piling, mixing, and other
production processes.
d. Horseplay or fighting at work, etc.
What possible solutions in reducing unsafe acts that can be done.
*through propaganda, such as safety posters and the like.
*safety training. In short have an orientation to all members of the company
be guided as to what is safety measures that should be taken seriously.

COST OF ACCIDENTS
THE OCCUPATIONAL SAFETY AND HEALTH STANDARDS (OSAHS)
 RECORD KEEPING AND RECORDING

 EMPLOYEES' COMPENSATION (EC)

 SAFETY PROGRAMS
 PNP MEMORANDUM CIRCULAR NO. 2017-040

PNP PROPOSED PNP MEMO CIRCULAR ON “PNP

STANDARDS FOR IN-SERVICE TRAINING”

PNP PHILIPPINE NATIONAL POLICE –

ETHICAL DOCTRINE
 REPUBLIC of the PHILIPPINES
NATIONAL POLICE COMMISSION
NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE
OFFICE OF THE CHIEF, PNP
Camp Crame, Quezon City

PNP MEMORANDUM CIRCULAR

NO. 2014-046

PNP STANDARDS FOR IN-SERVICE TRAINING

 PROPOSED PNP Memo Circular 2014-046 on PNP Standards for In-Service
Training” which aims is to establish common standards in training for PNP in-
service courses. Aims is to ensure maximum participant learning, continuously
improve the quality of police training and strengthen the accountability of all training
managers along with training program directors.
 RATIONALE: In order to improve the quality of training for PNP personnel, a major
project study on the practices of PNP training units in planning, delivering, and
evaluating training programs was conducted by the Directorate for Human Resource
and Doctrine Development (DHRDD) and the PNP Training Service (PNPTS).
The study showed that the separately issued training guidelines and directives resulted
in confusion and different interpretations that greatly effected the delivery of quality
training in the PNP.
In the absence of common-accepted and comprehensive training guidelines, PNP
Training Program Directors are rendered blind and confused as to what standards of
performance to follow and what accountabilities to impose on their respective training
units.
 The formulation and adoption of the training standards is anchored on the ADDIE model (Assess-
Design-Develop-Implement-Evaluate) of Instructional System Design which shall be the basis of
this standard. This model is shown ….

ASSESS
- Training Needs Assessment and Analysis identification of Training or Performance Gaps.

DESIGN
- Training Design, Course Title Course Objectives, Methods of Training, Program of
Instructions.

DEVELOP
- Standard Training Package, Lesson Plan, Training Evaluation Tools, Instruction Materials

IMPLEMENT
- Training Delivery, Provision of Training Facilities, Instructors, and other logistical resources.

EVALUATE
- Training program evaluation, Instructor Evaluation Courses assessment and analysis.
 The development of knowledge, attitudes, skills, and values (KASV) among PNP
personnel requires a certain quality standard for training. By establishing the
ADDIE Model of training, it necessarily puts in place a system that will guide all
training managers and ensure the improvement of the quality of training in the PNP.
It further capacitates training units to correctly and properly assess, plan, and
evaluate their training capabilities and resources towards a more strategic and
holistic approach to training program delivery.

 This training standard therefore, shall be the basis of the development of the
Instructors Certification Program, the Course Certification Program and the Training
Schools Certification Program which are interrelated and interlinked towards
delivering quality training in the PNP.
Three things needed to achieve in delivering the course ….

COURSE CERTIFICATION

PNP
STANDARDS FOR
IN-SERVICE TRAINING

TRAINING SCHOOLS CERTIFICATON INSTRUCTORS CERTIFICATION

 PURPOSE: This PNP Memorandum Circular (MC) aims to establish
common standards in training for PNP in-service courses in order to
continuously improve the quality of police training and strengthen the
accountability of all training managers and training program directors in
bridging the training gap.

With clearly set standards together with an established central

monitoring and evaluation system, the alignment of training programs
with organization and institutional goals and objectives is ensured
towards the effective and responsive assessment and delivery of PNP
training programs.
 POLICIES AND GUIDELINES:

a) Training Program Management

b) Training Needs Assessment and Analysis
c) Training Design and Development
d) Training Implementation and Delivery
e) Training Monitoring and Evaluation
f) Training Funds and Logistical Resources
g) Coordinating Instructions
h) Repealing Clause
i) Effectivity
 PHILIPPINE NATIONAL POLICE
MANUAL

PNPM 0-08-95 DHRDD

(Directorate for Human Resources and Doctrine Development)

ETHICAL DOCTRINE
MANUAL
 REPUBLIC of the PHILIPPINES
Department of the Interior and Local Government
NATIONAL POLICE COMMISSION
NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE
Camp Crame, Quezon City

GENERAL CIRCULAR October 28, 1993

NUMBER DHRDD 94-001

PNP ETHICS DAY CELEBRATION

1. References:
a. Internalization of Moral Values, as pronounced by the President during the 4 th
PNP
Recognition Day.
b. PNP Code of Professional Conduct and Ethical Standards (PNP COPCES).
c. Moral Recovery Program and POLICE 2000.

2. Background:
President Fidel V. Ramos, in his speech during the 4th PNP Recognition day held at Camp Crame’
on 15 August 1994, emphasized the need to internalize moral values. The PNP Code of Professional
Conduct and Ethical Standards or Code for short contains all the moral values which are desirable
and once practiced by each and every member of the PNP will result into a disciplined, professional
and morally upright policeman. In order to institutionalized the practice of the values embodied in the
Code, there is a need to provide reinforcing activities. For this purpose, a PNP Ethics Day celebration
is relevant

Historically, the Code was drafted by a group of PNP officers coming from the different
Units/Offices of the PHP. It has historical pattern of development from formulation to implementation.
Last October 21-27, 1991 was the period of drafting/formulation by the Convention created for the
people.
 TABLE OF CONTENTS
Message i
Forward ii
Preface iii
Chapter 1. Declarative of Policy PRELIMINARY PERIOD 1
Section 1. General 1
1.1 Purpose 1
1.2 Scope 1
1.3 Recommendation for Charges 2
Section 2. Declaration of Policy 3

Chapter II. Police Officers’ Creed and Stand on Basic Issues 4

Section 1. PNP Core Values 4
Section 2. Police Officers’ Creed 4
Section 3. PNP Stand on Basic Issues 6
3.1 PNP Image 6
3.2 Career Management 6
 3.2 Career Management 6
3.3 Police Management Leadership 7
3.4 Equality In the Service 7
3.5 Delicadeza 8
3.6 Police Lifestyle 8
3.7 Political Patronage 8
3.8 Human Rights 9
3.9 Setting Example 9
Chapter III. Professional Conduct & Ethical Standards MIDTERM 10
Section 1. Standard of Police Professionalism 10
2. Police Professional Conduct 10
2.1 Commitment to Democracy 10
2.3 Non-Partisanship 11
2.4 Physical Fitness and Health 11
 2.5 Secrecy Discipline 11
2.6 Social Awareness 12
2.7 Non-Solicitation of Patronage 12
2.8 Proper Care and use of Public Property 13
2.9 Respect for Human Rights 13
2.10 Devotion to Duty 14
2.11 Conservation of National Resources 14
2.12 Discipline 14
2.13 Loyalty 15
2.14 Obedience to Superiors 15
2.15 Command Responsibility 15

Section 3. Ethical Standards 16

3.1 Morality 16
3.2 Judicious Use of Authority 16
3.3 Integrity 16
3.4 Justice 17
 3.5 Humility 17
3.6 Orderliness 17
3.7 Perseverance 18
Chapter IV. Customs and Traditions 19
Section 1. General Statement 19
Section 2. Definition of Terms 19
2.1 Customs 19
2.2 Traditions 19
2.3 Courtesy 20
2.4 Ceremony 20
2.5 Social Decorum 20
Section 3. Police Customs on Courtesy 20
3.1 Salute 20
3.2 Salute to National Color and Standard 20
3.3 Address/Title 20
3.4 Courtesy Calls 21
3.5 Courtesy of the Post 22
 3.6. Rank-Has-Its-Own Privilege (PHOIP) 22
Section 4. Police Customs on Ceremonies 22
4.1 Flag Ceremony 22
4.2 Flag Lowering Ceremony 22
4.3 Half-Mast 23
4.4 Funeral Service and Honors 23
4.5 Ceremonies Tendered to Retirees 23
4.6 Honor Ceremony 23
4.7 Turn-Over Ceremony 23
4.8 Wedding Ceremony 24
4.9 Anniversary 24
Section 5. Police Customs on Social Decorum 24
5.1 Proper Attire 24
5.2 Table Manners 25
 5.3 Social Graces 25
5.4 Uniform/Appearance 25
5.5 Manner of Walking 25
Section 6. Other Police Customs 26
6.1 Visiting the Sick 26
6.2 Survivor Assistance to Hirs of Deceased Members 26
6.3 Visiting the Religious Leaders 26
6.4 Athletics 26
6.5 Happy Hours 27
Section 7. Police Tradition 27
7.1 Spiritual Beliefs 27
7.2 Valor 27
7.3 Patriotism 27
7.4 Discipline 28
 7.5 Gentlemanlines 28
7.6 Word of Honor 28
7.7 Duty 28
7.8 Loyalty 29
7.9 Camaraderie 29

FINALS
Chapter V. Police Officers’ Pledge (POP), Principles
and Conduct of law Enforcement Officials 30
Section 1. Police Officers’Pledge 30
Section 2. Forum to Recite 31
Section 3. Fundamental Principles 31
Section 4. Code of Conduct of Law Enforcement Officials 35
 Chapter VI. Propagation and Adherence 38
Section 1. Foundation 38
Section 2. Commitment 39
Section 3. Propagation, Development and Adherence 40
Section 4. Appropriations 41
Section 5. Miscellaneous ` 41
Chapter VII. Administrative Sanctions and Amendments 43
Section 1. Penalties and Administrative Sanctions 43
Section 2. Amendments 43

ANNEXES:
“A” Notes and References 47
“B” NAPOLCOM Resolution No. 92-4 Approving the PNP COPCES 48
“C” General Circular nr. DHRDD 94-001 dtd Oct 28,1994, entitled:
PNP Ethics Day Celebration 48
“D” Police 2000, PNP Vision and Missionb 60
“E” Panunumpa sa Watawat with English version 63
 PRELIM COVERAGE
 CHAPTER 1 DECLARATION OF POLICY
 CHAPTER 2 POLICE OFFICER’S CREED AND STANDS ON BASIC ISSUES

Additional … MIDTERM COVERAGE

 CHAPTER 3 PROFESSIONAL CONDUCT AND ETHICAL STANDARDS
Section 1. Standard of Police Professionalism
The PNP members shall perform their duties with integrity, intelligence and
competence in the application of specialized skills and technical knowledge with
excellence and expertise.
Section 2. Police Professional Conduct
2.1 Commitment to Democracy – Uniformed PNP members shall commit
themselves to the democratic way of life and values and maintain the principle of
public accountability. They shall at all times uphold the constitution and be loyal to
our country, people and organization, above their loyalty to any person.
 2.2 Commitment to Public Interest-PNP members shall always uphold public
interest over and above personal interest. All government properties, resources and
powers of their respective offices must be employed and used effectively, honestly
and efficiently, particularly to avoid wastage of public funds and revenues. PNP
members must avoid and prevent the “malversation” of human resources,
government time, property and funds.
2.3 Non-Partisanship-PNP members shall provide services to everyone without
discrimination regardless of party affiliation in accordance with existing laws and
regulations.
2.4 Physical Fitness and Health-PNP members shall strive to be physically and
mentally fit and in good health at all times. Toward this end, they shall undergo
regular physical exercises and annual medical examination in any PNP Hospital or
Medical facility, and actively participate in the Physical Fitness and Sports
Development Program of the PNP.
2.5 Secrecy Discipline-PNP members shall guard the confidentiality of classified
information against unauthorized disclosure, including confidential aspects of official
business, special orders, communications and other documents roster or any portion
Thereof, contents of criminal records, identities of persons who may have given
information to the police in confidence and other classified information or intelligence
material.
Section 2.6 Social Awareness-PNP members and their immediate family
members shall be encouraged to actively get involved in religious, social and civic
activities to enhance the image of the organization without affecting their official duties.
Section 2.7 Non-Solicitation of Patronage-PNP members shall seek self-
improvement through career development shall not directly or indirectly solicit
influence or recommendation from politicians, high ranking government officials
prominent citizens, persons affiliated with civic or religious organizations with regards
to their requirements, promotions, transfer or those of other members of the force, nor
shall they initiate any petition to be prepared and presented by citizens in their behalf.
Moreover, they shall advise their immediate relatives not to interfere in the activities of
the police service particularly in the assignment and reassignment of personnel.
 2.8 Proper Care and Use of Public Property-PNP members shall promote and
maintain a sense of responsibility in the protection, proper care and judicious
disposition and use of public property issued for their official use or entrusted to their
care and custody just like “a good father of their family”. When the
Commander/Director is relieved from his post, all properties/equipment belonging to
the government must be turned-over to the incoming. A committee for the purpose
shall be proper. Hence, it is a taboo for outgoing Commander/Director to detach,
remove and bring home or to his new assignment properties which do not personally
belong to him.
2.9 Respect for Human Rights- In the performance of duty, PNP members shall
respect and protect human dignity and uphold the human rights of all persons. No
member shall inflict, instigate or tolerate extra-judicial killings, arbitrary arrests, any
act of torture or other cruel, inhuman or degrading treatment or punishment and shall
not invoke superior orders or exceptional circumstances such as a state-of-ear, a
threat to national security, internal political instability or any public emergency as a
justification for committing such human rights violations.
 2.10 Devotion to Duty-PNP members shall perform their duties with dedication
thoroughness, efficiency enthusiasm, determination, and manifest concern for public
welfare, and shall refrain from engaging in an activity which shall be conflict with their
duties as public servants.
2.11 Conservation of Natural Resources-PNP members shall help in the
development and conservation of our natural resources for ecological balance and
posterity as there are the inalienable heritage of our people.
2.12 Discipline-PNP members shall conduct themselves properly at all times in
keeping with the rules and regulations of the organization.
2.13 Loyalty-PNP members shall be loyal to the Constitution and the police
service as manifested by their loyalty to their superiors peers and subordinates as
well.
2.14 Obedience to Superiors-PNP members shall obey lawful orders of and be
courteous to superior officers and other appropriate authorities within the chain of
command. Therefore, it is a taboo for any personnel to petition in court or in any
public forum his assignment.
 2.15 Command Responsibility- In accordance with the Doctrine on Command
Responsibility, immediate Commanders/Directors shall be responsible for the
effective supervision, control and direction of their personnel and shall see to it that all
government resources shall be managed, expended or utilized in accordance with
laws and regulations and safeguard against losses thru illegal or improper disposition.

Section 3. The Ethical Standards

Ethical standards shall refer to established and generally accepted moral values.
Ethical acts to be observed are the following:
3.1 Morality-PNP members shall adhere to high standards of morality and
decency and shall set good examples for others to follow. In no instance during their
terms of office, among other things, shall they be involved as owners, operators,
managers or investors in any house of ill-repute or illegal gambling den or other
places devoted to vices, nor they shall patronize such places unless on official duty,
and tolerate operations of such establishments in their respective areas of
responsibilities. They shall be faithful to their lawfully wedded spouses.
 3.2 Judicious Use of Authority-PNP members shall exercise proper and
legitimate use of authority in the performance of duty.
3.3 Integrity-PNP members shall not allow themselves to be victims of corruption
and dishonest practices in accordance with the provisions of RA 6713 and other
applicable laws.
3.4 Justice-PNP members shall strive constantly to respect the right of others so
that they can fulfill their duties and exercise their rights as human beings, parents,
children, citizens, workers, leaders, or in other capacities and to see to it that others
do likewise.
3.5 Humility-PNP members shall recognize the fact that they are public servants
and not the masters of the people and towards this end, they should perform their
duties without attracting attention or expecting the applause of others.
3.6 Orderliness-PNP members shall follow original procedures in accomplishing
tasks assigned to them to minimize waste in the use of time, money and effort.
 3.7 Perseverance-PNP once a decision is made, PNP members shall take
legitimate means to achieve the goal even in the face of internal or external
difficulties, and despite anything which might weaken their resolve in the course of
time.
CHAPTER IV – CUSTOMS AND TRADITIONS

Section I. GENERAL STATEMENT

The PNP adopts the generally acceptable customs and traditions based on the
desirable practices of the police service. These shall serve to inspire PNP members
as the organization endeavors to attain its goals and objectives.

Section 2. Definition of Terms:

2.1 Customs- Established usage or social practices carried on by tradition that
have obtained the force of law.
2.2 Traditions – Bodies of beliefs, stories, customs and usages handed down from
generation to generation with the effect of an unwritten law.
 Section 2.3 Courtesy – A manifestation of expression of consideration and
respect for others
Section 2.4 Ceremony – A formal act or set of formal acts established by
customs or authority as proper to special occasion.
Section 2.5 – Social Decorum – A set of norms and standards practiced by
members during social activities and other functions.

SECTION 3. Police Customs on Courtesy

The following are customs on courtesy in the Philippine National Police:
3.1 Salute – Salute is the usual greetings rendered by uniformed members upon
meeting and recognizing person entitled to a salute.
3.2 Salute to National Color and Standard – Members stand at attention and
salute the national color and standard as these pass by them or when the national
color is raised or lowered during ceremonies.
 Section 3.3 Address/Title – Junior in rank address senior members who are
entitled to salute with the word “Sir” or “Ma’am”. All police Commissioned Officers
shall be addressed sir or ma’am by Police Non-commissioned Officers and Non-
Uniformed Personnel.
Section 3.4 Courtesy Call – The following are the customs on courtesy calls:
3.4.1. Courtesy Call of Newly Assigned/Appointed Member – PNP
members who are new appointed or assigned in a unit or command call on the chief
of the unit or command and other key personnel as a matter of courtesy, as well as for
accounting, orientation and other purposes.
3.4.2. Christmas Call – PNP members pay a Christmas call on their local
executives in their respective areas of responsibility.
3.4.3. New Year’s Call – PNP members pay a New Year’s call on their
commanders and /or key officials in their respective areas of responsibility.
3.4.4. Promotion Call – Newly promoted PNP members call on their unit
head. On this occasion, they are usually given due recognition and congratulations by
their peers for such deserved accomplishment.
 3.4.5. Exit Call – PNP members pay an Exit Call on their superiors in the unit
or command when relieved or reassigned out of the said unit or command.
3.5 Courtesy of the Post – The host unit extend hospitality to visiting
personnel who pay respect to the command or unit.
3.6 Rank Has-Its-Own Privilege (RHIP) – PNP members recognize the
practice that different ranks carry with them corresponding privileges.

Section 4. Police Customs on Ceremonies

4.1 Flag Raising Ceremony – PNP members honor the flag by hoisting ii and
singing National Anthem before the star of the official day’s work.
4.2 Flag Lowering Ceremony – At the end of the official days’ work, the PNP
members pay use for a moment to salute the lowering of the flag.
4.3 Half-Mast – The flag is raised at half-mast in deference to deceased uniformed
members of the command.
4.4 Funeral Service and Honors – Departed uniformed members, retirees, war
veterans or former PC/INP members are given vigil, necrological services and
 4.5 Ceremony Tendered to Retirees – In recognition of their long, faithful and
honorable service to the PNP, a testimonial activity shall be tendered in their honor.
4.6 Honor Ceremony – Arrival and departure honor ceremonies are rendered to
visiting dignitaries, VIPs, PNP Officers with the grade of Chief Superintendent and
above and AFP officers of equivalent grade, unless waived.
4.7 Turnover Ceremony – The relinguishment and assumption of command or
key position is publicly announced in a Turnover Ceremony by the outgoing and
incoming officers in the presence of the immediate superior or his representative.
Outgoing Commander/Director should not leave his post without proper turnover.
Turn-over includes turnover of properties/equipment, human and material resources.
4.8 Wedding Ceremony – During marriage of PNP members, a ceremony is
conducted with participants in uniform and swords drawn.
4.9 Anniversary – The birth or institutional establishment of a command or unit is
commemorated in an Anniversary Ceremony.
5.1 Proper Attire – PNP members always wear appropriate and proper attire in
conformity with the occasion.
 5.2 Table Manners – PNP members observe table etiquette at all times.
5.3 Social Graces – PNP members conduct themselves properly in dealing with
people during social functions.
5.4 Uniform/Appearance – The public looks upon a PNP member as distinctively
a man among men. It is a welcome sight when PNP members wear their uniform
properly wherever they may be. Bulging stomach is a taboo in the uniformed service.
Since disciplined PNP members are best exemplified by those who are neat in
appearance and wearing the prescribed uniform, they must therefore observe the
following:
5.4.1 Wearing of prescribed uniform.
5.4.2 Adherence to haircut prescribed by rules and regulations.
5.5 Manner of Walking – Every PNP member is expected to walk with pride and
dignity.
Section 6. Other Police Customs:
6.1 Visiting the Sick – Immediate commanders or other available officers of the
unit visit PNP Members who are sick in the hospital, their residence or any place of
confinement in order that their needs are attended to.
6.2 Survivor Assistance of Heir of Deceased Members – A survivor officer is
designated whenever PNP members die, to render maximum assistance to their
bereaved family until all benefits due shall have been received.
6.3 Visiting the Religious Leaders – PNP Officers visit religious leaders in their
areas of assignment to establish or maintain rapport and cooperation between the
difference religious leaders and the PNP.
6.4 Athletics – PNP members indulge in physical fitness activities to insure that
their proper physical appearance and bearing are smaller than the size of his chest
and in conformity with the standard set forth by the organization.
6.5 Happy Hours – Usually on Friday or any other day suitable for the occasion,
PNP members gather together at their PNP club for a light hearted jesting or airing of
minor gripes.
Section 7. Police Tradition
The following are police traditions:
7.1 Spiritual Beliefs- PNP members are traditionally religious and God-loving
person. They attend religious services together with the members of the family.
7.2 Valor – History attests that the Filipino law enforcers have exemplified the
tradition of valor in defending the country from aggression and oppression and
protecting/preserving the life and property of the people. They sacrificed their limbs
and lives for the sake of their countrymen whom they have pledged to served.
7.3 Patriotism – The PNP members are traditionally patriotic by nature. They
manifest their love of country with a pledge of allegiance to the flag and a vow to
defend the constitution.
7.4 Discipline – The discipline of the PNP members is manifested by instinctive
obedience to lawful orders and through and spontaneous actions towards attainment
of organizational objectives guided by moral, ethical and legal norms.
7.5 Gentlemanliness – PNP members are upright in character, gently in manners,
dignified in appearance, and sincere in their concern to fellowmen.
 7.6 Word of Honor – PNP members’ word is their bond. They stand by and
commit to uphold it.
7.7 Duty – PNP members have historically exemplified themselves as dedicated
public servants who perform their tasks with a deep sense of responsibility and self-
sacrifice. They shall readily accept assignment anywhere in the country.
7.8 Loyalty – PNP members are traditionally loyal to the organization, country and
people as borne by history and practice.
7.9 Camaraderie – The binding spirit that enhances teamwork and cooperation in
the police organization, extending to the people they serve in manifested by the PNP
members’ deep commitment and concern for one another.
 CHAPTER V

POLICE OFFICER’S PLEDGE (POP) PRINCIPLES

AND CONDUCT OF LAW ENFORCEMENT
OFFICIALS
 TYPES OF POWER

1) COERCIVE POWER –type of power that leader use to get people

to do things that they do not want to do.
ex. A leader may use coercive power to get their team to work
harder or meet a deadline. Use various ways also like, threats,
punishment, or even promises of rewards (made to be broken often time).
2) REWARD POWER – Leaders’ ability to offer rewards for
compliance. And a motivation to team members to achieve specific
goals or objectives. ex. bonus or pay raise.
3) REFERENT POWER – based on the leaders expertise or
knowledge in a particular area. ex. A situation based on the
leader’s ability to provide valuable info. Or expertise. Such power
can be used negatively if the leader uses their knowledge to
manipulate or control others.
 4) EXPERT POWER – is the ability of a leaders regardless of
seniority, to show expertise in a subject or situation. Expert power can
help a department diversify its overall skill, allowing the department to
handle many kinds of challenges and projects. Motivation value can lead
on into.

5) LEGITIMATE POWER – used in business and government settings

because it can be an effective way to get things done. Entrusted with
confidence, but such power can also be abused as to expert power.

6) CONNECTION POWER – the ability of a leader to connect with

others on a personal level. Thus type of power often comes from the
leader’s compassion and relatability. Used as a positive force. It helps a
leader build trust and rapport with their follower.
 7. INFORMATIONAL POWER – it is based on leader’s ability to access and share
info. ex. Use their knowledge to influence others and get things done. Sharing helpful
info to using knowledge to trade with others to see things from your point of view.

8. CHARISMATIC POWER – type of power that comes from a leader’s charm and
ability to inspire. Often seen as being motivating and exciting. Appealing to their
emotions and encouraging them to achieve great things.

9. EXPERTISE POWER – comes from a leader’s knowledge and expertise in a

particular area. Based the belief that an effective leader possesses something of
value that others do not have.
 LEADERSHIP – defined as in a number of ways. One common meaning is that
it is a process of influencing the actions of a organizational group in goal setting
and accomplishment.

- considered as a process. Leadership implies purposeful behavior and as a

process it is unending one and is continuous through time since the need for such
leadership is ever-present.

In behavioral science, leadership is to influence. The theory on the principle is

to have the authority to direct and guide the work of others, nevertheless, the
exercise of influence is another matter. The value of persuasion rather than
the use of force, coercion, or threats, even fear or command.

The concept of “influence” connotes the ability to accomplish much more in

association with others than the strictly formal components of organizational
action would appear to permit.
 KINDS OF LEADERSHP

- leadership exist in any organized group today. Based on the exercise and use
of power and authority. Classified as to : ….

A) AUTHORITARIAN and DEMOCRATIC LEADERSHIP

B) FORMAL and INFORMAL LEADERSHIP
C) ORGANIZATIONAL and PERSONAL LEADERSHP

AUTHORITARIAN and DEMOCRATIC

- The authoritarian leader is supported in his action by the authority of
power vested on him/her. The authoritarian leader tries to get credit for the
organization’s achievement but shuns admission for its future.
DEMOCRATIC - encourage participation of subordinates or followers
in decision making not observed in the other kind of leadership.
By and large, a democratic leader welcomes suggestions from group members
of the organization to the extent that communication is open and welcome.
Followers and or subordinates who have a part in the making of the decision
are most productive and happy to see the decision successfully implemented.

FORMAL and INFORMAL LEADERSHIP – simply put formal leaders are those
appointed to positions within a system of hierarchy within a formal organization
structure. Therefore, a formally designated leader in the sense that he occupies
a position of leadership and possesses the delegated authority that goes with it.

Obtained by delegation he can influence, guide, or direct the activities, and even
the sentiments of his subordinates and can use persuasion and strategic decision
tactics to influence events and activities among superiors and among fellow
executives at the same level.
ORGANIZATIONAL AND PERSONAL LEADERSHIP
- manifested by the positions established in the structure of the organization.
Personal leadership is a major characteristic of the specific person occupying
each position in the management hierarchy.
A company chief, for instance, exercises organizational leadership through his
positional authority. The office of the chief he carries on his leadership
responsibilities. At the same time, he also exercise personal leadership.
Section 1. The Police Officer’s Pledge

1. I will love and serve God the Almighty, my country, and the people of the
Philippines.

2. I will uphold the Constitution and obey legal orders of the duly constituted
authorities;

3. I will oblige myself to maintain a high standard of morality and

professionalism;

4. I will respect the customs and traditions of the police service; and

5. I will live a decent and virtuous life to serve as an example to others.

Section 2. Forum to Recite

The Police Officer’s Pledge should be recited during the following occasions:

1. Flag raising and flag retreat ceremonies, jointly with the Pledge of
Allegiance to the Flag (Panunumpa sa Watawat).

2. PNP Training/course opening and closing ceremonies.

3. Seminars on moral values internalization.

4. Other ceremonies.
Section 3. Fundamental Principles

The rigid application of fundamental principles in police work is necessary to avoid

human rights violation and maintain respect of the profession. Thus, PNP members have the
following responsibilities:

1. To prevent and control crime, disorder and oppression by influential/political groups, abusive soldiers
and policemen, tyrannical policeman and decadent society.

2. To recognize that the fulfillment of its functions is dependent upon community approval of its
existence, and on its ability to obtain and maintain responsive support and participative cooperation.

3. To recognize that in order to secure and maintain the approval, support and cooperation of the
public,
it has a collateral responsibility of securing the willing assistance of the public in the task of securing
observance of law.

4. To recognize that when the community cooperates and assists the police, it diminishes
proportionately the need for the use of physical force and compulsion in achieving law enforcement
objectives.