REVIEWER C.

HOW DO EMPLOYERS RESPOND TO BUSINESS

WRCC ABUSE?
+ Increase Security
 loss prevention mgmt.
ETHICS IN THE WORKPLACE  surveillance
WORK ETHICS  Networks/Helplines
 threats of prosecution
- A group of moral principles, standards of + Increase Employee Loyalty
behavior, or set of values regarding proper  fair wages & benefits
conduct in the workplace  fair/consistent treatment
RELATIONSHIP AT WORK  recognition for good wk
 foster family climate
 Management/owner toward client/customer D. AS EMPLOYEES, WHAT ARE OUR CHOICES?
 Management/owner toward employees  Ignore Business Abuse
 Employee toward Employer, Co-workers,  Rationalize it away
Customers  Speak Up
 Discuss to Clarify Issues
BUSINESS ABUSE … is any:  Blow the Whistle!
 Illegal E. IF YOU’RE UNSURE – BEFORE YOU ACT – ASK:
 Unethical  Is this legal?
 Is it against co. policy?
 irresponsible Act done against an Employer
 Could the action cause loss or harm to
RESULTS OF BUSINESS ABUSE: anyone?
 If everyone I knew saw me, would I feel
 Higher prices uncomfortable?
 Business Failure
 Fewer Jobs CONFIDENTIALITY IN THE WORKPLACE
 Unpleasant Working Conditions In today’s increasingly litigious and highly
competetive workplace, confidentiality is
A. EXAMPLES OF BUSINESS ABUSE: important for the following reasons:
+ Stealing A. Loss of business/clients. It can destroy
+ Merchandise business relationships.
+ Money B. b. It can lead to criminal act (e.g., fraud or
* Shoplift *Kickback discrimination),
* Conflict of Interest C. The disclosure of sensitive employee and
* Unauthorized Discounts management information can lead to a loss
+ Time of employee trust, confidence and loyalty.
+ Vandalism This will almost always result in a loss of
+ Falsify Records productivity.
+ Break Confidentiality
+ Ignore Safety Rules  WHAT TYPE OF INFORMATION MUST OR
+ Misrepresent Merchandise SHOULD BE PROTECTED?
+ Poor Client Service
+ Irresponsible Behavior A. EMPLOYEE INFORMATION
+ Addictions  Personal (social security number, address,
+ Gossip
date of birth, marital status)
* Causes poor work environment (morale)
* Lowers Productivity  Hiring (job application, resume, interview
+ Harassment of Co-wks or Clients notes, employment history, employment
assessments, background checks, reference
*Unwelcome sexual advances checks, I-9 forms)
* Compliance as condition of employment  New-hire paperwork (offer letters,
employment contracts, handbook and
* Interferes w/ wk performance through policy acknowledgements)
intimidation
 Performance (performance reviews,
B. HOW DO WE RATIONALIZE BUSINESS ABUSE? performance documentation, documented,
recognition, warnings and disciplinary
+ Everybody does it
notices, job descriptions, documented job
+ The co. won’t miss it
+ The co. overcharges changes/promotions)
+ I’m not paid enough  Compensation and benefits (salary or
+ The co. doesn’t deserve my loyalty hourly pay rates, merit increases and
bonuses, other forms of pay, pay changes,
benefits information)
  Payroll (time cards/sheets, work schedules,  Acids and Alkalis
pay stubs, direct deposit forms,  Lead (organic & inorganic)
authorization for deducting or withholding  Dust (Silica, asbestos)
pay, tax forms, status change forms) (Routes of entry)
 Termination (termination or layoff records,  Inhalation
resignation letter, unemployment insurance  Ingestion
claims)  Absorption
 Attendance (dates and reasons for absence, time  Injection
off, and leaves)  Eye contamination
 Health and medical information ⬗ STANDARD OPERATING PROCEDURE (SOP)
 MUST BE DETAILED
B. MANAGEMENT INFORMATION  Control of hazardous
⬗ Employee relations issues substance
a. Complaints of harassment, discrimination,  Risk assessment
retaliation, and threats  Health and safety info relevant
b. Performance issues to handling specimen
c. Workplace injuries and illnesses  BIOLOGICAL HAZARDS
d. Safety and security issues - common problem among health workers
⬗ Disciplinary Action and laboratory personnel handling biologic
⬗ Impending lay-offs/reduction-in-workforce specimen..
⬗ Workplace investigations of employee  Bacteria
misconduct  Viruses
 Fungi
C. BUSINESS INFORMATION  Insects/Parasites
⬗ “Proprietary Information” or “Trade Secrets”  Tuberculosis
- This refer to information that’s not  HIV - AIDS
generally known to the public and would  Hepatitis A, B, C, D, E
not ordinarily be available to competitors  Chicken pox
except via illegal or improper means.  Sore eyes
Ex. Manufacturing process and methods,  STD
financial data, budgets and forecasts,  ERGONOMIC HAZARDS
computer programs and data compilation, ERGONOMICS – adjusting your work
client/customer lists, ingredient formulas station to fit your body.
and recipes, membership or employee list,  Improper Tools &
suppliers, etc.
 Equipment Design
 Unnecessary/ Unusual Lifting or
CONFIDETIALITY POLICIES
Reaching
1. Social media Policy
 Repetitive Motions
2. Mobile phone Policy
 Stress at Work
3. Documentation
ERGO – “work” , NOMICS – “rules/laws”
“Law of Work”
OCCUPATIONAL HEALTH AND SAFETY
…. Designing the job to fit the worker,
instead of forcing the worker to fit the
- Promotion and maintenance of the highest
job.
degree of physical, mental, and social well
 Office work can be hazardous
being of workers in all occupation.
just like the factory
 TYPES OF OCCUPATIONAL HEALTH HAZARDS:
 Lack of knowledge on
 PHYSICAL HAZARDS
ergonomics exposes workers to
 Noise
unknown hazards brought
 Vibration
about by the workplace
 Hot & Cold Temperature
 Illumination
 Pressure
 CHEMICAL HAZARDS
(Exposure setting)
 Oil and fuel
 Solvents
 Metal welding fumes

TEAM
- a group of people with complementary
skills, who work together to achieve a
shared purpose and hold themselves
mutually accountable for performance
results
TEAMWORK
- the process of people actively working
together to accomplish common goals
TEAM BUILDING
- a sequence of planned activities used to
gather and analyze data on the functioning
of a team and to implement constructive
changes to increase its operating
effectiveness
TYPES OF TEAMS:
+ Permanent Team
- Team performs on a permanent basis (not
dissolved once the task is accomplished).
+ Temporary Team
- Team forms for a shorter duration (lose
their importance once the task is
accomplished).
+ Task Force
- Team forms for a special purpose or any
specific project (finds a solution to critical
problems).
+ Committee
- Team works for a particular assignment
(permanent or temporary).
+ Organization / Work Force
- Team members work together under the
expert guidance of a leader.
+ Self-Managed Team
- Team members work together without the
supervision of a leader. (One is accountable
for his own performance.)
+ Cross Functional Team
- Team member from one department can be
joined to another department in case of
non – accomplishment of a task (avoid
hassles and delays).
+ Virtual Team
- Team consists of members who are
separated by distances but connected
through media technology (especially
computers)
 ADVANTAGES OF BEING IN A TEAM
-Generates multiple ideas for solving problems,
making it easier to resolve issues.
-Provides wide pool of talents, letting members
work together to complete tasks.
-Strengthens bonds between employees and
improves their job satisfaction.
 DISADVANTAGES OF BEING IN A TEAM
-Slows down the problem-solving process
because of discussion and disagreements. This
is particularly true when teams grow larger. As
a result, deadlines may be compromised.
-Potentially challenging for employees who
prefer working alone or are not comfortable
working with people with widely divergent skills
and backgrounds.
-Allows some team members to do less work
than others and not participate as much.
HOW TO BUILD AN EFFECTIVE TEAM:
1. Make sure that all the group members are
pursuing a common goal.
2. Motivate and encourage group members.
3. Keep the channels of communication open.
4. Let everyone participate in making
decisions.
5. Meet on a regular basis.
6. Provide information and aids.
7. Review the group’s progress regularly.
THE BASIC RIGHTS and responsibilities OF
EMPLOYEES
 What is/are employees’ rights?
• -These are conditions and obligations that the
employer must cover by law.
Basic rights are:
1. To ensure employees are not discriminated
against
2. To provide a contract of employment
3. To keep employees safe as possible
 What is/are employees’ responsibilities?
• -The employee has many responsibilities, the
basic ones are:
1. To keep themselves and others safe as possible
2. To ensure they work as per their contract of
employment (e.g. turn up on time, etc.)
 EQUAL WORK OPPORTUNITIES FOR ALL
• -The state shall protect labor, promote full
employment, provide equal work opportunity
regardless of gender, race, or creed; and
regulate employee-employer relations.
 SECURITY OF TENURE
• -Every employee shall be assured security of
tenure. No employee can be dismissed from
work except for a just or authorized cause, and
only after due process.
 Safe working conditions
• -Employers must provide workers with every
kind of on-the-job protection against injury,
sickness or death through safe and healthful
working conditions.
WORK DAYS AND WORK HOURS
• Work Day refers to any day during which an
employee is regularly required to work. Hours
of work refer to all the time an employee
renders an actual work, or is required to be on
duty or to be at a prescribed workplace.
• The normal hours of work in a day is 8 hours.
This includes breaks or rest periods of less than
one hour, but excludes meal periods, which
shall not be less than one hour.
• An employee must be paid his or her wages for
all hours worked.

WEEKLY REST DAY
• A day-off of 24 consecutive hours after 6 days
of work should be scheduled by the employer
upon consultation with the workers.
WORK HOURS AND OVERTIME
-The normal hours of work should not exceed eight
hours a day. Unless there is a valid compressed
work week arrangement, an employee who renders
work in excess of eight hours a day is entitled to
overtime pay equivalent to the applicable wage rate
plus at least 25 percent thereof.
• Night Shift Differential -- This refers to
additional compensation of at least 10 percent
of an employee’s applicable wage rate, payable
to employees (except exempt employees) who
perform work between 10 p.m. and 6 a.m. of
the following day.
• Rest Days -- An employer may require its
employees to work six days per week. For work
done on rest days, the employer should pay
compensation equivalent to the applicable
wage rate plus at least 30 percent thereof. The
rate for work on a rest day will vary if the rest
day is also a regular holiday or a special day or
the work is during the period between 10 p.m.
and 6 a.m. of the following day.
Wage is the amount paid to an employee in
exchange for a task, piece of work, or service
rendered to an employer.
SERVICE INCENTIVE LEAVE
-every employee who has rendered at least one
year of service is entitled to a yearly service
incentive leave (which is commonly replaced by
vacation leave) of five days with pay. The service
incentive leave should be converted to its money
equivalent and paid to the nonexempt employee by
the employer if not used or exhausted by the said
employee at the end of the year. As a general rule,
an employer can regulate the schedule of the
service incentive leave of its employees.
MATERNITY LEAVE
- -Every qualified pregnant woman in the
private sector is entitled to maternity leave
of 60 days in case of normal delivery,
abortion or miscarriage, or 78 days in case
of caesarean delivery. During such leave,
the pregnant woman shall receive daily
maternity benefit equivalent to 100 percent
of her average salary credit, computed
based on the formula of the Social Security
System (SSS), for 60 or 78 days, as the case
may be. The maternity benefits shall be
paid only for the first four deliveries or
miscarriages. The employer is required to
advance to the pregnant female employee
the full maternity benefit within 30 days
from the filing of the maternity leave
application. The SSS shall immediately
reimburse the employer 100 percent of the
amount of maternity benefits advanced to
the employee upon receipt of satisfactory
proof of such payment and legality thereof.
PATERNITY LEAVE
-Paternity Leave Paternity leave benefit is granted to
all married male employees, regardless of employment
status. It applies to the first four deliveries of the
employee’s lawful wife with whom he is cohabiting.
The leave shall be for seven days, with full pay,
consisting of his basic salary, provided that his pay
shall not be less than the mandated minimum wage. In
the event the paternity leave benefit is not availed of,
said leave is not convertible to cash.
PARENTAL LEAVE
-- In addition to leave privileges under existing laws,
parental leave of not more than seven working days
every year shall be granted to any solo parent
employee as defined in the law who has rendered
service of at least one year. A change in the status or
circumstance of the parent claiming parental leave
benefit, such that he or she is no longer left alone
with the responsibility of parenthood, shall terminate
his or her eligibility for this benefit.
LEAVE DUE TO DOMESTIC VIOLENCE
-A victim of violence against women and their
children who is employed is entitled to paid leaves of
up to 10 days in addition to paid leaves under other
laws, extendible when the necessity arises as
specified in a protection order issued by an
appropriate authority. The availment of the 10-day
leave is at the option of the female employee, and
such leave shall cover the days that the employee has
to attend to medical and legal concerns. Unused
leaves are not cumulative and not convertible to cash.
LEAVE DUE TO GYNECOLOGICAL DISORDERS
-Women employees who have rendered continuous
aggregate employment service of at least six months
for the last 12 months are entitled to the special leave
benefit of up to two months with full pay following
surgery caused by gynecological disorders.
EMPLOYMENT OF CHILDREN
• Minimum employable age is 15 years. A worker
below 15 years of age should be directly under he
sole responsibility if parents or guardians; work does
not interfere with child’s schooling/normal
development.
• No person below 18 years of age can be employed in
a hazardous or deleterious undertaking.
13TH MONTH PAY
• All “rank-and-file” employees of employers covered
by the Revised Guidelines on the Implementation of
the 13th Month Pay Law are entitled to a bonus called
“13th month pay,” regardless of the amount of their
monthly basic salary, their designation or
employment status, and the method by which their
salary is paid, provided they have worked for at least
one month during a calendar year. The 13th month
 pay of a rank-and-file employee should be equivalent
to at least 1/12 of the total basic salary that the
employee earned within a calendar year. The required
13th month pay should be paid not later than 24
December of each year. Nonetheless, an employer
may give its rank-and-file employees half of the
required 13th month pay before the opening of the
regular school year in June and the other half on or
before 24 December. The frequency of payment of
the 13th month pay may also be the subject of an
agreement between the employer and the collective
bargaining agent of its rank-and-file employees.

EFFECTIVE INTERVIEWING SKILLS:

INTERVIEW
- a system of dyadic communication consisting of
an interchange of ideas and opinions through
questions and answers in order to achieve a
purpose.

TYPES OF INTERVIEW:
 BEHAVIOURAL BASED INTERVIEW
-A structured interviewing style based on
questions designed to probe past behavior in
specific situations.
 TRADITIONAL INTERVIEW
-traditional interview questions are more
hypothetical rather than focusing on past
events.

PRE-INTERVIEW: What to do before the interview; up to

the time you reach the front door.
INTERVIEW: What to do during the interview; from the
moment you walk into the building to the end of the
actual interview.
POST-INTERVIEW: What to do after the interview; from
the moment you walk out of the interview room and
onwards.

FIRST IMPRESSIONS:
- Studies show that the interviewer forms
judgements within four minutes of meeting
you.
- Much of the impact you create in an
interview is based on your visual and non-
verbal presentation.
- On body Language…. Your words will
explain your background, but at the same
time, your body language will give out a lot
more information.
- Greet the interviewer with comfortably firm
handshake, eager smile and direct eye
contact.