HRM o Suspension – di pwede pumasok and walang pay

o Dismissal
Employee discipline management
Discipline - practice of making people obey rules and apply punishment
when they do not comply
Employee discipline management - systematic process of controlling and
influencing all employees in the org to achieve standards of behaviour
Positive discipline​ – problem solving
- The person has a performance problem, so we need to find out
where the problem is coming from and help the person get back on track
o Oral/verbal reminder
o Written reminder
o Decision making leave (3 days and paid)
o Voluntary resignation
Dependent siya kung ano yung pinakvinavalue ng company. For
instance, attendance. Gagawa ka ng rule if nagfofocus sa attendance

Code of discipline
Personnel policy manual - house rules (ex. rules on attendance: office
hours) if the company has a specific time from 8 - 6, violation if you come
in tardy. Make a rule about tardiness kase wala kang consequence if may
tardy na tao (rule on tardiness).
First notice – notice to explain (proves that the person already knows
that the behavior is not acceptable)
Second notice – notice kung ano yung sanction
“Ilalagay niyo as a rule kung bibigyan ng sanction”

example naman flexible ka, kailangan mong magrender ng specific na

time. Pwede ka naman ma-undertime (Rule on undertime). pwede ren Breaks –
na magdedesignate ka ng time and kailangan siyang fixed. you can be
tardy since you designated your time. Absence without leave – this is a serious offense (call supervisor to
update)
Grave
Serious Serious to grave offenses – may investigation
Moderate
Minor Grievance – lower to upper or peers (jonathan specifically)

Progressive discipline​ – more of a punishment (frequency) Discipline – from upper to lower

- Traditional approach to discipline
- Harsher yung consequence sa misbehavior if continual na After umamin, go to the problem solving approach (kailangan magagree
ginagawa para may change)
o Reprimand/oral
o Written warning or reprimand Hot stove rule – determine whether the disciplinary system is good
- Meron kang ​advance warning​ (pag mainit do not touch)
o Kailangan may ​code of conduct​ para everybody know the behavior
na hindi pwede gawin
o ​Objectives​ during the planning stage of performance management,
kailangan imeet kase non-performance if not
- ​Consistency​ – everytime I touch the hot stove mabburn ako
(kailangan consistent in implementing discipline kase if not, employees
will avoid). Iiwasan ng employees yung supervisor nila
- ​Discipline must be given immediately ​kase makakalimutan na
yung mga nagawa if ever
- ​Impartial ​– kahit sino dapat applicable to everyone
October 22, 2018
Performance management
- Higher performance means higher productivity
- Planning performance (agreement between KRA and KPI),
Monitoring (naaachieve bai to?), Evaluation (PA tools), decision (training
or rewards à performance-based incentives)à this will be the input for
another PM cycle
- People are achieving the performance set for them
Key result areas
- Sales – sales revenue/volume
- Accounts developed
Key performance indicators
- Sales – number of units sold
- Number of new clients/ number of clients maintained/ number of
repeat sales
Recruitment and selection
- Get qualified pool of talents and select from it
- If you don’t choose well, the probability of termination or
resignation will be high
- On-boarding –how the company welcomes the employee, to help
the person get and feel a better sense of belonging to the company (keep
new employees)
o Would you like to stay and work in the company if not treated right?
o You want to work in a company where people treat you warmly
o Companies are spending just for the onboarding practices
Compensation, rewards and benefits
- Total compensation includes basic pay, rewards, and benefits
- Salary survey à external equity (how companies in the same
industry pay their people)
o Get an outside consultant to do it for you
- Job evaluation – use performance assessment instruments (ano
yung target ng particular job à monitor ng supervisor tapos may rating)
o Output of job evaluation is salary grade
- Performance based incentives – give reward if the employee is
able to deliver a certain performance
- Benefits – no need for performance
o Mandatory – service incentive leaves (5 days) but the company can
give more not less
o Non-mandatory
Discipline management
Deficiency in knowledge problems
Factors that affects human performance – you need to be able to
diagnose where the problem is coming from (wrong diagnosis
means wrong cure)
1. Expectations – job description and performance management
planning stage, supervisor, strategic planning (objectives)
a. Most of the time, problems are caused by the environment (no
expectation, or not clearly stated)
2. Feedback –the feedback formula
a. Use it when we conduct performance discussion 1. Sot the problem
3. Consequence – narerepeat yung wrong behavior 2. Analyze the problem in terms of impact and consequences
a. Give the correct consequence 3. Find the cause of the problem
4. Job or task – no resources or kulang à kailangan ng mga reports 4. Coach and counsel
(sira yung channel) 5. Establish positive contact by reinforcing good behavior
a. Job difficulties – furnace example (2 hours max)
5. Performer – kaya ba niya yung trabaho? Skills kaya ba? If not, Implementing disciplinary procedures
wrong selection since hindi niya kaya 1. Minor – do not constitute a significant threat to the business
operation
How do we distinguish if we need 2. Serious – constitutes a threat to the business operation and safety
1. Impact - cost, safety, image, quality of the individual or other employees
2. Consequence – is it written on the code of conduct 3. Very serious –
Sequencing 4. Grave – represent action which cannot be tolerated in the
organization
Discipline – process that treats an employee as an adult with a problem
to solve, rather than a child who must be punished for some misbehavior Stages of disciplinary action (for habitual)
- A problem solving process 1. Verbal reprimand
2. Written reprimand
Discipline is not 3. Suspension
- Punishment 4. Dismissal
- Treating the employee worse in the hope
Sequencing of disciplinary steps
Problems of traditional approach to discipline 1. For different offenses – keep offenses separate
1. Unpleasant to the supervisor 2. For repeated offense – for an offense of same nature take the next
2. Overreaction disciplinary step
3. Excusing good performers 3. Supervisors’ judgement call – might require repeating a step rather
4. Employees develop immunity than moving to the next serious step
5. Avoidance
6. Undesirable side effects Deactivation period/clean slate – all records pertaining to the offense
7. Temporary effect committed shall be removed from the 201 file after 1 year (WR – 6 mos.,
Suspension – 12 months)
2 factors on whether the problem is worth solving Performance tracking system – a means for supervisors to track all
1. Impact disciplinary actions that they take and the ultimate disposition of the
2. Consequence problems

Process for preventing performance problems Discharge or dismissal

1. Planned discharge – occurs after all steps have been taken and
there is no change in performance (habitual offense) Discuss
2. Crisis discharge – when an employee commits an act so serious that - form of disciplinary feedback: gain emoployee’s agreement that there is
continued employment cannot be tolerated (grave offense) a need to change
- if emoloyee does not agree then what is the consequence
Causes for termination Discuss alternative solutiuons – problem solving mode
Just cause – are blameworthy acts on the part of employee, such as Decide what action the employee will change – the agreements
o Serious misconduct
o Willful disobedience Document
Authorized cause – are not attributable to fault of employee such as - Performance tracking or written reprimand or suspension
o Business reason – such as automation, redundancy, retrenchment or - Memo is not done in place of a discussion; it is a written document
closure of business of what has been discussed
o Disease certified by health authority as incurable within 6 months - Suspenseion letter and written reprimand is the written
even with medical attention discussion of the document (di pwede ipasa sa HR, supervisor has to do
it)
2 notice rule Follow up (with timeline)
1. Notice to explain (NTE) – specifying grounds for dismissal and
giving employee reasonable opportunity to explain Maintain improved performance
2. Hearing or formal investigation where employee is given - Describe the improved performance
opportunity to respond to charges and present evidence - Explain the importance of this improvement to you and the work
3. Notice or dismissal that upon due consideration, grounds have been group
established to justify termination - Listen with empathy to the employee’s comment
- Ask the employee if there is anything you can do to make it easier
Preventive suspension - If appropriate, indicate your intention to take such action
1. Not a disciplinary measure - Thank the employee for the improved performance
2. Maximum of 30 days; may extend but with pay
3. Done when there is threat to life and property Final exam
1. Performance management
2. Discipline management
Process for solving discipline problems 3. Training and development
4. Succession planning
Identify the problem 5. Career development
1. Determine desired performance
ADDIE model
Investigate and analyze
- If no code of conduct use DOLE Guidelines TNA
1. Organizational – based on the strategic direction of the company Must know – data needed to achieve the objectives of the program
a. Core competency Good to know – supports the must know
i. Benchmarking Nice to know – trivial
ii. Strategic direction (what
competency do we need for this expansion
iii. Value approach Task analysis – identify a task then do a task analysis
2. Functional – do a particular function (entry level, intermediate, or
advance à job description/task analysis) Makakagawa ng terminal objective
3. Individual –performance appraisal (Strengths and weaknesses of Tapos pano makakagawa ng 4
individual) or observation

Design Nov 5, 2018

1. Identify training objectives
Reminders:
Development (Materials development) - Nov 12 (writing break)
- 26 (presentation of output)
Implement (Training delivery) - December 10 (final submission of paper) – Final exam
o Paper and final exam, attendance
Evaluate results

Terminal objective – what will the participants do differently at the end Succession planning – talent development process focusing on
of the program employees potential and capacities, addressing voluntary and
involuntary
Training – targets the performance that a person is already doing Traditional – identifying short term or long-term backups in order for
(immediate application) individuals to assume responsibility for critical positions in
Development – long term contingencies (depends on the position)
1. Identify key areas and positions
Common problems with terminal objectives 2. Identify capabilities for Key Areas and positions (competencies to
1. Trainor centered – ano yung ituturo ng trainor be effective)
2. Describe content of training program 3. Identify interested employees and assess them against capabilities
3. Promise too much (pwede more than one position)
4. Describe subject matter/knowledge 4. Develop and implement succession and knowledge transfer plans
(each person would have diff. plan)
Pedagogy – principles for teaching children 5. Evaluate effectiveness
Andragogy – teaching adults
2 types
1. Target date replacement – business knows that a crucial member 1. Reduces employee turnover
will be leaving which allows a more orderly and refined development 2. Improves moral and motivation
and training process 3. manning of vacancies
2. Situational replacement – conducting a needs assessment and 4. utilization of skills
developing a pool of candidates that satisfy various qualifications for one 5. adaptation
or more roles
impact of employee retention
Acceleration pool – identify critical positions ( - employee retention
Family owned business – ayaw ibigay sa professional manager (papasok o process where employees are encouraged to stay with the association
ang succession planning) for the longest period
- importance
Formal succession planning – key positions o this can reflect an organization’s management and branding
1. Create selection criteria for the future owners and/ leaders o projects reflection of the company on the labor market
2. Identify potential candidates
Career development supports employee retention

Indicators if the system is working or not Succession planning – management towards employee
Career development – employees decide where I want to go
- management will help employees in the targeted position
Direct cost o Designate (train)
Indirect cost o Direct supervisor should discuss
o Include the training and development plans that will help employee to
Downsides of SP meet his career objectives
1. Can create an elite group (high potential individuals) à pwede o People can still be motivated even without succession planning
kainggitan
a. Training **Should be complementary
i. Education based (OJTs, Formal
education, mentoring, formal coaching) Nov 19, 2018
ii. Developmental experience (job
rotation, difficult subordinates, assign to new branch) Sacred cow hunt:
Practices that have been around for some time and invisibly reduce
productivity and job satisfaction
Career development program – boost recruitment and retention efforts - Paper cow – unnecessary paperwork
- - Meeting cow – unnecessary number and lengths of meeting
- Speed cow – unnecessary deadlines
Purpose
Change the process and improve productivity
Finding your strength
- Based on Gallup’s 40 year study of human strength led by Father of
Strengths based psychology, Don Clifton
- People who have opportunity to focus on strength are 6x likely to
be engaged in their jobs

Leader primarily à Chances of being actively disengaged are:

- Ignores you à 40%
- Focus on your weaknesses à 22%
- Focus on your strengths à 1%

Appreciative inquiry –when you look at the areas of strength of the

organization and then your action in terms of change is towards areas of
strength and maximizing it (it becomes a competitive advantage of the
org)

Which is it?
- You can be anything you want to be if you try hard enough or…
- You cannot be anything you want to be --- but you can be a lot
more of who you already are

Kurt levin’s force field analysis

- Model of system wide change
- Current level of performance determined by 2 opposing forces
which are in state of equilibrium
o Driving forces or positive forces that help raise performance
o Restraining force or problems that pull down performance
- Objective is to reduce restraining forces and strengthen driving
forces, to improve performance level

Unfreezing – eliminating the negative forces and strengthening driving

force (positive)