BY: JUDY M. COMETA

BY: JUDY M. COMETABY: JUDY M. COMETABY: JUDY M. COMETABY: JUDY M. COMETA

MODULE 5MODULE 5

MAINTENANCE OF MAINTENANCE OF HUMAN RESOURCESHUMAN RESOURCES

MAINTENANCE OF HUMAN RESOURCES

1. EMPLOYEE ORIENTATION

2. PHYSICAL WORKING CONDITIONS

3. MOTIVATION/THEORIES

MAINTENANCE OF HUMAN RESOURCES

4. PERFORMANCE APPRAISAL/SYSTEMS

5. COMPENSATION ADMINISTRATION

6. MANAGEMENT LABOR RELATIONS

7. EMPLOYEE MOVEMENT

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WHAT IS AN ORIENTATION???

• It is a day set aside for new employee/s to get acquainted with the company.

• A time to get a lot of your questions answered.

• Introduce on policies, procedures, company

history, goals, culture, punching in and work rules.

• And a great time to be introduced to the opportunities.

Is it important??? • ABSOLUTELY • (pls add more pix here)

Purposes of Orientation

1. To Reduce Startup Costs– help the employee get "up to speed“

much more quickly– thereby reducing the costs

associated with learning the job.

Purposes of Orientation• To Reduce Anxiety

– Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do the job.

– Proper orientation helps to reduce anxiety by entering into an unknown situation, and helps provide guidelines for behavior and conduct, so the employee doesn't have to experience the stress of guessing.

Purposes of Orientation• To Reduce Employee Turnover

- Employee turnover increases as employees feel they are not valued, or are put in positions where they can't possibly do their jobs

* Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.


• To Save Time for the Supervisor

* The better the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee.


• To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction* It is important that employees learn as soon as possible what is expected of them, & what to expect from others

Why is Orientation Program sometimes

fail???1. The program was not planned ;

2. The employee was unaware of the job requirements;

3. The employee does not feel welcome.

Two Kinds of Orientation

1. Overview Orientation- deals with the basic information- conducted by the personnel department with

a little help from the branch manager or immediate supervisor

2. Job-Specific Orientation- Deals much on the content that is specific

- conducted by the immediate supervisor

1. Overview Orientation

• government in general, the department and the branch

• important policies and general procedures (non-job specific)

• information about compensation and benefits

• safety and accident prevention issues • employee and union issues (rights,

responsibilities) • physical facilities

2. Job-Specific Orientation

• function of the organization, and how the employee fits in

• job responsibilities, expectations, and duties

• policies, procedures, rules and regulations

• layout of workplace • introduction to co-workers and other

people in the broader organization.

Tips

1. Orientation should begin with the most important information (basic job survival).

2. Orientation should emphasize people as well as procedures and things. Employees should have a chance to get to know people and their approaches and styles in both social and work settings.

3. Buddy an employee to a more experienced person, but make sure the more experienced person wants to buddy up, and has the inter-personal skills. This provides ongoing support.

4. Introduce employees to both information and people in a controlled

way. A new employee can't absorb everything at once, so don't waste your time. Space out introductions.

EVALUATION What you could do: Good training programs ask for participant evaluations.

At the end of your new employee orientation, offer a brief, five question survey focused on the presentation. Follow up with a survey that focuses on content in ten days or so.

Encourage feedback about what information the new employee would have liked to receive during the new employee orientation program.

Find out what information was overload or unneeded.

Incorporate the suggestions to improve your new employee orientation program.

has targeted goals and meets them, makes the first day a celebration, involves family as well as coworkers, makes new hires productive on the first

day, is not boring, rushed or ineffective, and uses feedback to continuously improve.

THE BEST EMPLOYEE ORIENTATION…

PHYSICAL WORKINGCONDITIONS

Occupational health should aim at:

• the promotion and maintenance of the highest degree of physical, mental and social well-being of workers in all occupations;

• the prevention amongst workers of departures from health caused by their working conditions;

• the protection of workers in their employment from risks resulting from factors adverse to health;

• the placing and maintenance of the worker in an occupational environment adapted to his physiological and psychological capabilities;

• and, to summarize, the adaptation of work to man and of each man to his job

PHYSICAL WORKINGCONDITIONS

Workplace safety is an important management responsibility in industry.

• “HEALTH IS WEALTH” (PICTURE HERE!)

To ensure the safety and health of workers in a business the

following elements are needed:• management leadership and

commitment • employee engagement • accountability • safety programs, policies, and plans • safety processes, procedures, and

practices • safety goals and objectives

ELEMENTS• safety inspections for workplace hazards • safety program audits • safety tracking & metrics • hazard identification and control • safety committees to promote employee

involvement • safety education and training • safety communications to maintain a high

level of awareness on safety

Reasons for establishing good occupational safety and health

Standards1. MORALAn employee should not have to

risk injury at work, nor should others associated with the work environment

Reasons…2. ECONOMIC Poor occupational safety and health

performance results in cost back to the government *Ex. Medical treatment; loss of

employment

Reasons…• 3. LEGAL Occupational safety and health requirements

may be reinforced in civil law and/or criminal law

It is accepted that without the extra "encouragement" of potential regulatory action or litigation, many organisations would not act upon their implied moral obligations.

Common Workplace Hazard Groups

Workplace hazards are often grouped into physical hazards, physical agents, chemical agents, biological agents, and psychosocial issues

Physical hazardS:• Slips and trips • Falls from height • Workplace transport • Dangerous machinery • Electricity

Physical agents:• noise • vibration • ionizing radiation

Chemical agents:• Solvents• Heavy metals

Common Workplace Hazard Groups

Workplace hazards are often grouped into physical hazards, physical agents, chemical agents, biological agents, and psychosocial issues

Physical hazardS:• Slips and trips • Falls from height • Workplace transport • Dangerous machinery • Electricity

Physical agents:• noise • vibration • ionizing radiation

Chemical agents:• Solvents• Heavy metals

Having A Safe Workplace is Smart Business

People First

Keeping your employees safe and healthy is good for your business. To do that:

• Offer prevention and wellness activities• Have options in place so injured employees can receive

immediate treatment• Consistently search for and eliminate workplace hazards• Offer early intervention and rehabilitation programs from

drug and alcohol abuse and mental health problems• Make free flu shots available

A Safe Environment

Heavy equipment, electrical hazards, even keyboards can pose health threats to your employees. For a safer work environment:

• Conduct a routine maintenance and housekeeping measures• Frequently check for proper ergonomic conditions• Check all equipment for unsafe wear and tear• Educate workers on identifying hazards and risks• Make sure employees wear necessary protective equipment• Create and rehearse a worksite disaster plan• Control and eliminate toxic chemical use where you can• Make your workplace smoke-free

LET US REMEMBER THAT…

Safety starts with a company’s leadership. To establish and communicate your vision, mission, policies and trust:

• Keep confidential medical information protected• Offer educational programs to improve health and

safety• Thoroughly analyze accidents for prevention• Have a zero tolerance policy for workplace violence• Offer access to cost effective health care benefit

programs• Begin an employee assistance program

THE LAW…• PIX HERE

OUTLINE OF THE PHILIPPINES OCCUPATIONAL SAFETY AND HEALTH

STANDARDS (As Amended)

SECTION RULE 1000 - GENERAL PROVISIONS

1001 Purpose and Scope 1002 Definitions 1003 Administration and Enforcement 1004 Special Inspection, Investigation and Review 1005 Duties of Employers, Workers and other Persons 1006 Confidentiality of Trade Secrets

RULE 1010 - OTHER SAFETY RULES 1011 Promulgation of Rules 1012 Special Rules 1013 Hazardous Workplaces

RULE 1020 - REGISTRATION 1021 General Provision 1022 Registrable Unit 1023 Period of Registration 1024 Registration

RULE 1030 - TRAINING OF PERSONNEL IN OCCUPATIONAL SAFETY & HEALTH 1031 Training Programs 1032 Accreditation 1033 Training and Personnel Complement 1034.01 Qualification of Safety Consultant 1034.02 Prohibition in the Practice of Occupational Safety and Health

OUTLINE OF THE PHILIPPINES OCCUPATIONAL SAFETY AND

HEALTH STANDARDS (As Amended)

RULE 1040 - HEALTH AND SAFETY COMMITTEE 1041 General Requirements 1042 Types & Composition of Health & Safety Committee 1043 Duties of the Health and Safety Committee 1044 Terms of Office of Members 1045 Duties of Employers 1046 Duties of Workers 1047 Duties of the Safety Man 1048 Other Types of Safety Organizations

RULE 1050 - NOTIFICATION AND KEEPING OF RECORDS OF ACCIDENTS AND OR OCCUPATINAL ILLNESSES 1051 Definitions 1052 Special Provisions 1053 Report Requirements 1054 Keeping of Records 1055 Evaluation of Disability 1056 Measurement of Performance

RULE 1060 - PREMISES OF ESTABLISHMENTS 1060.01 General Provision 1061 Construction and Maintenance 1062 Space Requirements 1063 Walkway Surface 1064 Floor and Wall Opening 1065 Stairs 1066 Window Openings 1067 Fixed Ladders 1068 Overhead Walks, Runways and Platforms 1069 Yards



RULE 1080 - PERSONAL PROTECTIVE EQUIPMENT AND DEVICES 1081 General Provision 1082 Eye and Face Protection 1083 Respiratory Protection 1084 Head Protection 1085 Hand and Arm Protection 1086 Safety Belts, Life Lines and Safety Nets 1087 Use of Safety Shoes

RULE 1090 - HAZARDOUS MATERIALS 1091 Scope 1092 Definitions 1093 General Rules 1094 Hot and Corrosive Substances 1095 Storage 1096 Use of Lead and Its Components

RULE 1100 - GAS AND ELECTRIC WELDING AND CUTTING OPERATIONS 100.01 General Provisions 1100.02 Personal Protective Equipment 1100.03 Welding and Cutting in Confined Spaces 1100.04 Underground Tank and Similar Confined Space Work

RULE 1140 - EXPLOSIVES 1141 General Provisions 1142 Definitions 1143 Authorization 1144 Limitation 1145 Quantity and Distance Tables 1146 Storage of Explosives 1147 Records of Disposition of Explosives



RULE 1150 - MATERIALS HANDLING AND STORAGE 1150.01 General Provisions

RULE 1160 - BOILER 1161 Definitions 1162 General Provisions 1163 Power Boilers 1164 Heating Boilers 1165 Cleaning and Repairs 1166 Personal Protective Equipment 1167 Color Coding 1168 Requirements in the Preparation of Boiler Pressure Vessel Plans

RULE 1170 - UNFIRED PRESSURE VESSELS 1171 Definitions 1172 Steam Heated Pressure Vessels 1173 Closed Steam Heated Pressure Vessels 1174 Open Steam Heated Pressure Vessels 1175 Water and Air Pressure Tanks 1176 Refrigeration Tanks 1177 Compressor 1178 Gas Cylinders

RULE 1200 - MACHINE GUARDING 2101 Definitions 1202 Provisions of Guards 1203 Standard Machine Guards 1204 Machine Guard at Point of Operation 1205 Transmission Machinery Guarding 1206 Woodworking Machinery 1207 Guarding Mechanical Power Presses and Foot and Hand Power Presses



RULE 1210 - ELECTRICAL SAFETY 1211 Philippine Electric Code 1212 Electrical Safety Inspection 1213 Inspection Fees 1214 Requirements in the Preparation of Electrical Plans

RULE 1220 - ELEVATORS AND RELATED EQUIPMENT 1221 Definitions 1222 General Provisions 1223 General Requirements 1224 Standards Requirements 1225 Requirements in the Preparation of Plans

RULE 1230 - IDENTIFICATION OF PIPING SYSTEM 1230.01 Scope 1230.02 Standard Requirements 1230.03 Definitions 1230.04 Methods of Identification of Contents of Piping System 1230.05 Visibility 1230.06 Location of Stenciled or Lettered Legends 1230.07 Type and Size of Letters for Stencils

RULE 1410 CONSTRUCTION SAFETY 1411 Definitions 1412 General Provisions 1413 Excavation 1414 Scaffoldings 1415 Construction Equipment 1416 Plant and Equipment 1417 Demolitions 1418 Mechanical Demolition 1419 Explosives



RULE 1420 - LOGGING 1421 General Provisions 1422 Hand tools 1423 General Logging Operations 1424 Use and Maintenance of Power Saws 1425 Logging Engine 1426 Logging Engine Operations 1427 Tractor Yarding 1428 Lines, Blocks, Rigging

RULE 1940 - FIRE PROTECTION AND CONTROL 1941 General Provisions 1942 Definitions 1943 Building Construction and Facilities 1944 Fire Fighting Facilities 1945 Flammable and Combustible Solids 1946 Electrical Installation 1947 Alarm Systems and Fire Drills

RULE 1950 - PESTICIDES AND FERTILIZERS 1951 Scope 1952 Definitions 1953 General Provisions 1954 Pesticides 1955 Fertilizers 1956 Disposal of Unwanted Materials



RULE 1960 - OCCUPATIONAL HEALTH SERVICES 1961 General Provisions 1962 Hazardous Workplace 1963 Emergency Health Services 1964 Training and Qualifications 1965 Duties of Employers 1966 Occupational Health Programs 1967 Physical Examination

RULE 1970 - FEES 1971 General Provisions 1972 Explosives 1973 Local Fabrication of Boilers/Pressure Vessels 1974 Certificate of Safety Practitioners/Consultants

RULE 1980 - AUTHORITY OF LOCAL GOVERNMENT 1981 General Provisions 1982 Authority to Chartered Cities 1983 Authority to Municipalities 1984 Authority of Other Government Agencies 1985 Application of this Standards of Existing Plans and Authorities 1986 Duplication of Inspection

RULE 1990 - FINAL PROVISIONS 1991 False Statement or Representation

1992 Separability 1993 Resolution of Conflicts and Overlapping Jurisdictions 1994 Repeal of Prior Safety Orders 1995 Penal Provisions 1996 Effectivity

DEPARTMENT ORDER NO. 16 (Series of 2001)

• . TRAINING AND ACCREDITATION OF PERSONNEL ON OCCUPATIONAL SAFETY AND HEALTH.

MOTIVATION/ MOTIVATION THEORIES

1. THEORY OF NEEDS

2.TWO FACTOR THEORY

3. EXPECTANCY THEORY

MOTIVATION THEORIES1. THEORY OF NEEDS By: David McClelland An American Behavioral Psychologist

1. Human motivation comprises three dominant

needs: 1. The need for Achievement 2. Power 3. Affiliation

By: Theory of Needs of David McClelland. (1961)

1. NEED FOR ACHIEVEMENT

It is the extent to which a person wants to perform difficult and challenging tasks on a high level .

They want to have success and need to receive positive feedback often

They like to work alone or with other high achievers

McClelland believes that these people make the best leaders

NEED FOR AFFILIATION

means that people seek good interpersonal– They want to be liked and accepted by others, and

attach importance to a personal interaction. – They tend to conform to the norms of their work

group. – They strive to make and keep relationships with a

high amount of trust and mutual understanding.– They prefer cooperation over competition.– Obviously, they perform well in customer service

and client interaction situations.– McClelland believed that a strong Need for Affiliation

undermines the objectivity and decision-making capability of managers.

THE NEED FOR POWER typical for people who like to be in

charge • People with a high need for personal

power want to direct and influence others.

• A high need for institutional power means that people like to organize the efforts of others to achieve the goals of the organization.

THEREFORE FOR McCLELLAND

• The importance of the different needs at work depends upon the position one occupies.

• The need for achievement and the need for power are typical for middle and top managers.

TWO FACTOR THEORYTWO FACTOR THEORYTWO FACTOR THEORYTWO FACTOR THEORYBy: Frederick Herzberg By: Frederick Herzberg

*people are influenced by *people are influenced by two factorstwo factors

1. Hygiene Factors1. Hygiene Factors

2. Motivation Factors2. Motivation Factors

1. HYGIENE FACTORS• Working conditions• Quality of supervision• Salary• Status• Safety• Company• Job• Company policies and administration• Interpersonal relations

2. MOTIVATION FACTORS

• Achievement• Recognition for achievement• Responsibility for task• Interesting job• Advancement to higher level tasks• Growth

Combining the hygiene and motivation factors results in

four scenario's

1. High Hygiene + High Motivation: >The ideal situation where employees are highly motivated and have few complaints.

2. High Hygiene + Low Motivation: > Employees have few complaints but are not highly motivated. The job is perceived as a paycheck.

CONT. ..3. Low Hygiene + High Motivation:

> Employees are motivated but have a lot of complaints. A situation where the job is exciting and challenging. However the salaries and work conditions are not OK.

CONT.4. Low Hygiene + Low Motivation:

> The worst situation. Employees are not motivated and have lots of complaints.

EXPECTANCY THEORY• By: Victor Vroom

“An employee's performance is based on individual factors“.

What is Expectancy Theory?

• Vroom deals with motivation and management

• Vroom's theory assumes that behavior is a result from conscious choices among alternatives

• The purpose of the choices is to maximize pleasure and minimize pain

What is Expectancy Theory?

• Vroom realized that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.

• The theory says that individuals have different sets of goals and can be motivated if they have certain expectations.

Documents

BY: JUDY M. COMETA