Personnel Management and Development - Reflection Papers: The Learning Tasks

This article discusses the nature of HRM, human resources, and management in organizations. It also provides an action plan to rectify poor reward and staff development schemes, and the recruitment and selection processes of staff in your department. The article covers various HR functions, including recruitment, compensation management, performance management, benefits management, and professional training and development. It also discusses employee relations and the importance of observing labor laws.

Perso
nnel
Mana
geme
nt
and
Devel
opme
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REFLECTION PAPERS:
The Learning Tasks

Reflection No. 1
Describe the nature of HRM in your organization.
Every employee in an organization possesses unique physiological, psychological,
sociological, and ethical characteristics. Their quality, as well as their behavior, is not constant. As a
result, human resource management is a complicated activity, and there are no “one-size-fits-all”
plans or methods for managing human resources.
Identify what human resources are. Discuss.
Human resources refer to the people who make up an organization's, business sector's,
industry's, or economy's workforce. Human capital is a more specific term that refers to the
knowledge and abilities that individuals possess. Manpower, labor, personnel, and associates, or
simply people, are similar concepts.
Human resources differ from other resources used by the employer, in part because people
have different levels of ability (aptitudes, skills, and knowledge), personality traits, gender, role
perception, and experience, and in part because people have different motivation and commitment.
Employees, in other words, vary from other resources in their ability to assess and criticize
management's activities, and their commitment and cooperation must always be earned. Employees
can also form groups and trade unions to protect or advance their economic interests. Personnel,
staff, and workers are all terms used to describe human resources.
Define management in the context of your organization.
An organization's administration, whether it is a business, a non-profit, or a government
agency. Management is the process of formulating an organization's strategy and directing the work
of its employees (or volunteers) in order to achieve the organization's objectives by utilizing existing
resources such as financial, natural, technological, and human resources.
A vital obligation is the effective management of human and capital resources. School
administrators must not only make the best use of possibly limited resources, but also link their
resource management plan with the school's goal and vision.
This is made more difficult by the fact that schools are becoming increasingly diverse.
Students bring a diverse range of cultural backgrounds, as well as their own distinct learning
requirements, to the classroom. Some families may be able to afford after-school tutoring, while
others may require additional assistance from their school in order to reach and surpass educational
goals. To effectively meet these demands, school officials must discover ways to give all kids with
the resources they require.
Organizations and Management studies how individuals and groups interact within
organizations, as well as how businesses interact with one another, as well as with employees,
communities, and institutions. Scholars use psychology (particularly the study of intergroup
dynamics, power, stereotyping, and emotion) and sociology (particularly the study of categories,
identity, interpersonal and inter-organizational connections, organizations, and stratification) to
better understand these processes.

Reflection No. 2
The employees in your organization have been on strike for the past 3 months complaining, among other
things, about the poor reward (compensation) system and staff development (retraining) scheme. Prepare a
plan of action (Tabular Form) to be presented to the Executive Officer to rectify the situation. Discuss your
plan.
Employee remuneration and rewards are proportional to the amount of effort they put in. In addition,
a number of additional internal and external factors influence their financial and non-financial remuneration.
There are a few tiers within the compensation and reward scenario that indicate the position and status of
employees. These levels are mostly determined by human resource skill, knowledge, capabilities, and
credentials. Different firms are dedicating a lot of their human resources to manage and maintain their
compensation and reward systems in the current HR landscape.
In a commercial organization, the compensation system is quite important. Men have been the most
important factor among the four Ms., namely Men, Material, Machine, and Money. It's tough to think of a
business process that doesn't involve men.
Every aspect contributes to the manufacturing/business process. Rent is the return expected by the
landlord, capitalists expect interest, and organizers, i.e. entrepreneurs, expect profits from the business
process. Similarly, the worker expects to get paid as a result of the procedure.
Worker has an important function in setting the production/business process in motion. Expectations,
emotions, goals, and egos are among the other human elements. As a result, the worker expects to play an
equal role in the business/production process.
As a result, every company must have a fair compensation structure in place.

ACTION PLAN
OBJECTIVES
(Lists of Goals)
TASKS
(What are the
needed things to
do to achieve the
goals?)
SUCCESS
CRITERIA
(How will identify the
success?)
TIME
FRAME
(By when it
need to
complete the
tasks?)
RESOURCES
(What or who can
help to complete
the tasks?)
1. Employees' abilities
and personalities should
be developed so that they
can earn better and more
attractive pay.
Employees and
good performers
might receive a
variety of perks
and incentives.
• Employee dedication
to the organization
• Job effort and
performance
• Attendance and
retention
Throughout
the school
year
Employees,
School Head,
PSDS
2. on the basis of their
efforts, abilities, and
competencies, to
compensate them fairly
and justify their salary
Employees and
good performers
might receive a
variety of perks
and incentives.
 Job satisfaction
 Occupational
and
organizational
choice
Throughout
the school
year
Employees,
School Head,
PSDS
3. to hire capable and
efficient workers and
keep high-performing
workers
Employees with
more knowledge
and abilities are
more useful to the
company and
should be
compensated
accordingly.
 Job effort and
performance
 Employee
commitment to
the
organization
Throughout
the school
year
Employees,
School Head,
PSDS
4. to motivate people to
work at a higher level of
efficiency and
productivity
It is important for
organizations to
provide
opportunities and
career orientation
facilities
 Employee
commitment to
the
organization
 Occupational
and
organizational
choice
Throughout
the school
year
Employees,
School Head,
PSDS
What other functions HRM you can include? Refer to the actual practice/s in your organization.
Function No. 1
One of the most crucial HR functions is recruiting and hiring talent, which entails much more than
attending job fairs and reviewing resumes. This vital HR activity includes workforce planning, developing
job descriptions, advertising positions, screening and interviewing applicants, and assisting managers in
making the best hiring decisions. HR managers must do so while still meeting the company's larger
objectives of attracting a diverse, multigenerational workforce.
HR managers typically assist new hires with the hiring and onboarding process, which includes
making job offers, negotiating salaries, and enrolling new employees in benefit packages.

Management of Compensation
Establishing price ranges for roles, placing individuals within those ranges based on their
qualifications, and changing pay to acknowledge milestones and accomplishments are all part of
compensation management. Management of performance incentives, such as year-end bonuses and sales
commissions, is also part of the job. The HR manager may be in charge of developing corporate strategy and
collaborating with front-line supervisors and managers to ensure that remuneration practices are competitive
and equitable throughout the firm.
Management of Performance
Performance management is a continuous process of assessing how well individuals are functioning,
finding areas for development, and acknowledging accomplishments. Many companies do performance
evaluations on a regular basis, often once a year, with additional reviews if the employee or manager
requests them.
Management of Benefits
Benefits account for almost 30% of total employee remuneration, according to the BLS. Fringe
benefits are benefits that are provided as part of an employee's compensation package. Fringe benefits are
taxable since they have a monetary value. Education perks, child care support, and use of a corporate car are
just a few examples. Employee benefits administration is an important aspect of HR management.
Professional Training and Development
It's human nature to want to learn new things and progress, and companies who take advantage of
this drive can reap significant rewards. Orientation training to introduce employees to corporate policies,
procedures, and resources; job-specific skill and tool training; safety training; company strategy meetings;
and compliance training are examples of on-the-job training. Some employers offer education benefits to
help employees pay for learning opportunities outside of the workplace. Conventions and seminars, as well
as academic courses, are examples of these. Employee development necessitates a financial or time
investment on the part of the employee. Education and training, on the other hand, can result in improved
quality, productivity, engagement, and retention. Owing to a tightening employment market and the
transformation of jobs due to technology, Deloitte recently identified the need to increase learning and
development as the top-rated challenge among its 2019 Global Human Capital Trends.
Employee Relations are important.
All activities that influence a company's connections with its employees are referred to as employee
relations. Positive employee relations result in a happy staff, which can provide your company a significant
competitive advantage. Employees who were pleased were 13 percent more productive than those who were
unhappy, according to a recent survey by the World Economic Forum.
Observance of labor laws
Finally, it is vital to ensure that your operations conform with state and federal rules in order to
protect your employees and your business. Policies to prohibit harassment or discrimination based on race,
religion, sex, pregnancy, national origin, age, disability, and genetic information should be included in your
compliance program. Under federal law, certain features are protected. Employees in several states are also
protected from discrimination on the basis of sexual orientation and gender identity.
Hiring and firing choices, pay fairness, promotions, employee conduct, employee leave
administration, staff relationships, and retribution for complaints are all common topics of harassment and
discrimination complaints.

There are other rules that require companies to grant leave for things like jury duty, military duty,
pregnancy, illness, and disability, as well as legislation that restrict employee breaks. The rules that govern
your company will differ depending on its size and location. Consult your legal team to make sure you've
covered all of the bases.
What specific human resource management activities do you engage in your organization?
Best practices for professional development and training:
To provide development opportunities that deliver results, consider these HR best practices:
Invest in critical skills: Some training is essential to your company’s performance. Safety and
compliance training, for example, are key to protecting your employees. Skills training may be critical to
production and quality. Make sure your company is covering all the basics required to properly equip
employees for their work.
Consider program goals: Do you want to invest only in on-site training or open the doors to wider
opportunities? Do you want to limit benefits to skills required for an employee’s current job, or broaden
education to include training for future opportunities? Will benefits be available to all employees? Design
your training program to meet specific company goals.
Measure results: Training assessments and employee surveys can help you evaluate training needs
and the success of your offerings.

Reflection No. 3
Discuss the recruitment and selection processes of staff in your department.
There are many processes that are involved in the recruitment and selection methods of talented, well
deserved and eligible candidates suitable for the job position.
1. Posting of Vacancies at least 10 calendar days:
The CSC said that vacant positions authorized to be filled should be published and posted in at least
three (3) conspicuous places for a period of at least 10 calendar days for national government agencies,
government owned or controlled corporations, and state universities and colleges (per Republic Act No.
7041 or An Act Requiring Regular Publication of Existing Vacant Positions in Government Offices,
Appropriating Funds Therefore, And For Other Purposes).
2. Creation of Personnel Selection Board:
The composition of the Personnel Selection Board (PSB) shall be retained for the Central, Regional
and Schools Division offices. In the event that the CO/RO/SDO does not have an appointed/designated
official to serve as chairperson of the PSB, the appointing authority shall designate the next highest official
responsible for personnel management to be the chairperson of the PSB;
The appointing authority shall designate competent and qualified personnel to serve as members of the PSB
only in cases when there are no appointed/designated personnel holding positions identified to be members
of the PSB as stated in DepEd Order No. 66 s. 2007;
In the event that a PSB member is also a candidate for a specific vacant position, the appointing authority
shall designate another competent member to replace the concerned member during the deliberations of the
specific position;
Additional members may be designated by the appointing authority, consistent with the composition of
members stated in the guidelines set by the CSC, DepEd Order No. 29 s. 2002 and DepEd Order No. 66 s.
2007;
3. Submission of Applications:
Applicants shall submit two (2) complete sets of personal folder/portfolio directly to the principal of
the elementary and secondary school with a written application letter supported by documents enumerated in
the attached Omnibus Certification of Authenticity and Verification of Documents Submitted which shall
likewise be duly accomplished by the applicant.
4. Assessment of the Appointing Authority:
The School Screening Committee, upon receipt of the pertinent documents of the applicant shall
ensure that the two (2) folders have exactly the same content of documents.
Conduct preliminary evaluation of the qualification of all candidates. Those initially found qualified
shall undergo further assessment, such as: written examination, skills test, interview and others.
Psychological test shall be required for original candidates/appointees or as may be necessary.
5. Posting of Selection Line up at least 15 calendar days:
After which, selection lineup shall be prepared and posted in three (3) conspicuous places in the
DepEd offices for at least fifteen (15) calendar days. The date of posting shall be indicated in the notice. The
selection lineup shall reflect the comparative competence and qualification of candidates on the basis of: a)
PERFORMANCE, b)EDUCATION and TRAINING, c) EXPERIENCE and OUTSTANDING

ACCOMPLISHMENTS, d) PSYCHO-SOCIAL ATTRIBUTES and PERSONALITY TRAITS and e)
POTENTIAL
6. Screening and Evaluation of Applications:
The Screening Committee in the elementary school shall be chaired by the School Head with
four (4) teachers as members. For small secondary schools that do not have department heads, the
School Head shall be the Committee Chair with four (4) subject leaders from different learning
members.
The evaluation of specialized training, conduct of interview and demonstration teaching will be held
all in one (1) day based on the schedule to be set by the DSC. The DSC will seek the assistance of the
Education Program Supervisors in the CID and other personnel in the SGOD to provide support in the
Demonstration Teaching and Interview.
Applicants are required to provide all the materials needed to perform the demonstration of
skills for the specialized training which must be supported by appropriate training certificate.
The Screening Committee will make a systematic assessment of the competence and qualifications
of candidates for appointment to the corresponding level positions then evaluate and deliberate the
qualifications of those listed in the selection line-up.
7. Posting of Appointments at least 15 calendar days:
To determine candidates who are comparatively at par, the Personnel Selection Board (PSB) shall set
reasonable difference or gap between point scores of candidates for appointment. They will issue
appointment in accordance with the provisions of the DepEd Merit Selection Plan. Then, post a notice
announcing the appointment of an employee for at least fifteen (15) days in three (3) conspicuous places in
the DepEd Office concerned a day after the issuance of the appointment. The date of posting should be
indicated in the notice.
Enumerate flaws in the procedure and make suggestions to remedy these flaws.
According to Angara, aspiring educators should be chosen based on their qualifications rather than
their "connections" to prominent people. According to him, applicants should be evaluated based on
"competitive rankings," likening the recruiting process to a competition in which the Department of
Education seeks out the best candidates for the job.
School-Based Management (SBM) was first used in the Philippines in 2003. SBM's principal
concern is the decentralization of decision-making authority from the DepEd's upper offices to the schools in
order to improve teaching and learning in all public institutions throughout the country (Yap & Adario,
2008). Principals are empowered to control the employment of new teachers using SBM. This provision of
SBM, however, is not enforced. In truth, in the Philippines, the employment of new teachers in secondary
public schools is a hybrid of centralized and decentralized systems. School officials, including the principal,
head teachers, and expert teachers, conduct the interview and demonstration teaching, as well as evaluate the
relevant documents of the teacher-applicants. This makes use of decentralization. Hiring and selection, on
the other hand, is centralized because all applicants in the division's many schools are ranked according to
their area of specialization. Furthermore, the DepEd Central Office establishes criteria and procedures for
recruitment and selection, which are carefully adhered to by all public secondary schools in the country.
Furthermore, the Schools Division Superintendent is solely responsible for teacher selection, appointment,
and assignment, demonstrating a centralized procedure.

The following are challenges and concerns that are undeniably present in the educational
environment: First, it is critical to include principals and specialist instructors from other disciplines in the
ranking and recruiting of teacher candidates (Peterson, 2002). They are school staff who are intimately
familiar with the demands of their particular schools and have the expertise to determine whether applicants
have the potential and innate ability to contribute to the academic community. As a result, it is the obligation
of the members of the selection committee to fairly apply their authority, particularly when it comes to
awarding marks for the candidates' performance in the demonstration teaching and interview. Principals and
Master Teachers, as well as the rest of the ranking committee members, should avoid biases, and any regular
member of the selection committee who is related to the teacher-applicant, either by consanguinity or
affinity, shall abstain from participating in the selection process. Also, nepotism and accepting presents from
applicants may be avoided and set aside for the sake of producing clean and honest rating results. When
selecting and assigning new instructors, the hiring committee should follow ethical guidelines.
Second, the ranking criteria place a greater emphasis on the candidates' documents or papers.
“Interviews are one of the most involved components of the employment process, and they may provide
selection committees with a wealth of information” (Liu and Johnson, 2006, p. 340). As a result, it is
advised that Oral Interview be given higher priority and points. “Prerequisites of effective instructors, the
teacher as a person, classroom management and organization, organizing for instruction, implementing
instruction, and evaluating student progress and potentials” will be the focus of the interviews (Stronger and
Hindman, 2003). Members of the selection committee may meet to discuss what questions to ask during the
interview section, which may be drawn from the above-mentioned domains and which will bring out the
best in the teacher-applicants (Stronger and Hindman, 2003). Stronger and Hindman (2003) further argued
that interviewers may fix on what they need to look for before the interview starts, “how they will know it
when they see and hear it, and the base they will make a decision.” (p. 50).
Differentiate between the preliminary interview and the employment interview.
Screening is followed by a preliminary interview. The preliminary interview, like screening, is used
to eliminate inappropriate or unqualified individuals from the selection process.
Unqualified individuals are eliminated during screening based on information provided on the
application form, whereas misfits are rejected during the preliminary interview for grounds not stated on the
application forms. It is critical to ensure that the weeding out procedure does not result in the loss of
desirable applicants.
Employment interview, often known as a selection interview or a job interview, is the most common
and commonly utilized interview style. This form of interview is used to identify applicants who would be a
good fit for the open roles. It's a type of formal, face-to-face communication or chat between a job seeker
and a potential employer. One of the most significant goals of an employment interview is to assess
candidates' suitability for a specific position.

Outline the steps your organizations take in the recruitment exercise.
1. Organization of the School Screening Committee (SSC)
The school shall organize and submit the composition of the SSC for the approval of the Schools
Division Superintendent (SDS) on or before January 18, 2019 in accordance to paragraphs 6.2.1.1 and
6.2.1.2. of DepEd Order No. 7 s.2015.
2. Submission and evaluation of documents and assigning of points for Education, Teaching
Experience and LET/PBET Rating
The School Screening Committee, upon receipt of the pertinent documents of the applicant shall
ensure that the two (2) folders have exactly the same content of documents. These documents must be
properly labeled with dog-ears/side tabbing sequenced and arranged by number as enumerated in paragraph
5.2 of DepEd Order No. 7 s. 2015. The SSC shall immediately give 3 sets of Form 1A and Form 1B to the
applicant. The distribution of these forms shall be: 1 copy for the SSC; 1 for DSC and 1 for the Applicant.
3. Consolidation of Documents and Filling-out of Required Forms
The SSC shall consolidate the application documents of all the applicants in their school. The raw
scores in Education, Teaching Experience and PBET/LET rating shall be encoded in the Form 2 (School
Consolidated Report in the Hiring of Teachers). The school with no applicant shall also submit the Form 2
and indicate NO APPLICANT. The SSC shall submit all the Applicant’s Folders with label COPY FOR
SDO as well as the Form 2 to the district.
4. Administration of English Proficiency Test and Mental ability Test
The DSC shall coordinate with the DepEd Bureau of Evaluation and Assessment (BEA) to request
schedule of the conduct of English Proficiency Test for all the Applicants. Once confirmed, DSC shall issue
announcement through a Division Memorandum, Facebook Page and SDO Website as to the final schedule
of the EPT. The result of the EPT will be available at the SDO-SGOD-SM&ME.
5. Evaluation of Specialized Training, Conduct of Interview and Demonstration Teaching
The evaluation of specialized training, conduct of interview and demonstration teaching will be held
all in one (1) day based on the schedule to be set by the DSC. The DSC will seek the assistance of the
Education Program Supervisors in the CID and other personnel in the SGOD to provide support in the
Demonstration Teaching and Interview.
6. Finalization of the Registry of Qualified Applicants (RQA)
Once DSC has received the result of the English Proficiency Test (EPT) from BEA, finalization of
RQA will be held anytime from 2nd or 3rd week of April 2019. The Initial RQA will be posted in the SDO
website or Facebook Fan Page.
7. Submission and Approval of the Registry of Qualified Applicants to the Schools Division
Superintendent
Immediately after the SDS approves the FINAL RQA, the same shall be posted in the SDO Website
and Facebook Page.
8. APPOINTMENT OF QUALIFIED APPLICANTS
APPLICANTS WILL BE ADVISED TO REPORT TO THE SCHOOL OR DISTRICT. FURTHER,
APPLICANTS ARE ADVISED NOT TO MAKE PERSONAL FOLLOW-UP IN THE SDO.
If SDO still has available Teacher 1 position and there is a need to augment qualified applicants with
greater teacher requirements, DepED Order No. 22 s. 2015 will be used.

Illustrate the components of an employment interview. Discuss each relative to your actual practice
in your organization.
Employment Interviews are typically broken down into these 5 components of the interview process:
Introductions. One of the most important steps in the interview process just so happens to be the first.
The introduction is where both the candidate and the company will be making their first impression.
It may surprise some companies to learn that they too should be concerned about making a great first
impression. Because of this shift in power dynamic from an employer driven market to a candidate driven
market, companies must make sure they put their best foot forward.
So how does one make a great first impression? The good news is that it’s not complicated: greet the
candidate with a smile, shake their hand, and always remember to be courteous.
It’s a simple strategy, but it’s often all you need to do. When it comes to making a great first
impression, present the company in a positive light. If your company is known to be a tough place to work,
be honest, but not discouraging. Be as transparent as possible during the interview process. With so many
resources (such as Glassdoor) at candidate’s fingertips, it easy to see if a company isn’t telling the whole
truth when it comes to the inner workings and culture of their organization.
Small Talk. After introductions are finished, it is a good idea conduct a bit of small talk with the
candidate. Small talk is important because it’s one of the best methods to foster a healthy working
relationship and build rapport. When it comes to picking topics for this stage of the interview process, try to
find something that the candidate is interested in. This can be as easy as taking a quick look at their
LinkedIn or Facebook profiles and seeing what their interests are. It’s amazing how much of a difference it
can make by taking just a few minutes to connect with a candidate on a personal level.
Do not attempt to talk about anything serious, like religion or politics, as the interview will likely
turn into an awkward mess as a result. Not to mention the legal ramifications that come along with
discussing these topics. Keep the discussion positive: remember, you’re just trying to gauge if the candidate
will be a pleasant person to work with and help them to see themselves working at your company.
Information Gathering. After small talk comes a bit of information gathering, or, in other words,
asking the candidate to give you their elevator pitch. This is an important step because it showcases just how
prepared or unprepared the candidate is and tests their ability to think on their feet. While the candidate is
giving you their elevator pitch, it’s important to pay close attention: is their speech organized? Is it concise?
Does the candidate sound confident about their abilities and qualifications? What’s their body language like
when they’re speaking?
These are all important items to keep track of, as they will often provide you with all you need to
know about what kind of employee this candidate will be.
Question/Answer. An interview is essentially a two-way exchange of ideas, and the candidate will be
interviewing your company just as much as you will be interviewing them. Come up with some standardized
questions that all of the interviewers ask the candidate. Come up with some standardized questions that all of
the interviewers ask the candidate. This helps in two ways: first, it makes sure there is at least some common
ground between the different interviewers when it comes time to evaluate the candidate. And second, you
will know how truthful (or well-rehearsed) the candidate is in their responses by seeing how much their
answers change between interviewers. In addition to having questions prepared beforehand, it is useful to

think about how you might answer a tough question from a candidate, as fumbling with your words during
an interview will make your company look incompetent and dishonest. During this stage, if the candidate
does have any tough questions about the company, it’s always a safe bet to be honest and to present the
company in a positive light while still being truthful. Just like when you ask a candidate what their biggest
weakness is and they spin it into a positive, you can also do this with questions about your company.
Wrapping Up. Closing out an interview is just as important as the other stages. Just as having a great
first impression is important, leaving the candidate feeling good about the company and its culture is key to
hiring the top talent in your industry. At the very least, always end the interview with a handshake and thank
the candidate for their time. It is also a good idea to give them a quick tour of the office if you didn’t do that
when they first came in. Be sure to walk the candidate out. Not only does this ensure they don’t get their
nose into anything they aren’t supposed to, it can be very frustrating and embarrassing as a candidate to have
to mindlessly wander the office trying to remember where the exit is. Last but not least, send a follow up
email. Whether you are interested in the candidate or not it is important to be courteous and thankful that
somebody took time out of their day to interview at your company. Candidates can leave a bad review of the
interview process on Glassdoor, so be sure everybody walks away from your interview process feeling
respected.
State and discuss the methods of staff selection after the interview is conducted. Please refer to your
actual practice/s.
After the interview is conducted, there are some methods provided for the staff selection process.
Background checks
Background checks reassure you that your finalists are reliable and don’t pose risks to your
company. For example, employers may conduct pre-employment checks to make sure candidates have told
the truth in their resumes or don’t currently do illicit drugs. In fact, there are several types of background
checks including: Criminal records, Verification reports (e.g., identity, education, work history, social
security number, national insurance number, etc.) Drug tests. These checks are most useful in the selection
process when there’s high risk involved in employing someone unsuitable in a particular job.
Reference checks
In the final stages of the selection process, you might want to get some references for your best
candidates. This way, you’ll get feedback about their performance from people they’ve actually worked with
in the past, such as former managers, former colleagues or business partners and clients.
You could ask candidates to provide contact details from former employers and coworkers. Or, you
can reach out directly to people you know they used to work with. In any case, when requesting references
for a candidate, it’s best to initially send an email to introduce yourself and explain why you want this
information. This way, you can schedule a call where you’ll discuss in more detail.
Decision and job offer
Congratulations! After a series of well-organized selection processes for recruiting new employees,
you’ve finally found your perfect hire. Now it’s time to let them know you’re offering them a position at
your company. The job offer process is a critical one; done right, you’ll soon welcome your new employee
in the office.

Reflection No. 4
Explain the nature and scope of the induction process. Consider your actual practices in your
department.
Nature of Induction Process
The Department of Education (DepEd), through the Teacher Education Council (TEC), provides the
enclosed Teacher Induction Program Policy on the implementation of the TIP in accordance with the
Teacher Induction Program (TIP) for newly employed instructors.
DepEd fully supports the continuing professional development and progress of the newly hired
teachers based on the principle of lifelong learning and the Department’s commitment to the development of
new and beginning teachers.
Schools worldwide use induction programs to support new teachers in their first years of teaching by
way of contributing to their sense of well-being and professional development (Partlow, 2006). In the
Philippines, Bilbao et.al. (2013) conducted an evaluation of the Teacher Induction Program (TIP) and
recommended the need to induct newly hired teachers in DepEd to orient them on the programs and projects
of the department. TIP has contributed positively in enhancing teachers’ knowledge, skills, values, and
commitment to the profession, and in improving the students’ learning outcomes (Bilbao et.al., 2013).
Scope of Induction Process
This program intends to prepare new teachers to facilitate teaching and learning in the classroom.
The TIP will also serve as an avenue to orient and improve knowledge, skills and attitude of every teacher to
become intellectually and emotionally ready with improved competencies as professional teachers. As they
go through the process, they will be oriented with the organizational set up including DepEd mandates and
programs. Legal bases that clarify their rights, responsibilities and accountabilities as professional teachers
are also the focus of the program.
DepEd order provides guidelines on the implementation, procedure, and monitoring and evaluation
of TIP. This covers teachers who are newly hired and with 0-3 years of teaching experience in the public
school system.
It emphasizes on the K to 12 curricula particularly on teaching pedagogies to support the learning
process. In-service trainings, mentoring and coaching, School Learning Action Cell (SLAC) and other
strategies will be applied to ensure that teachers will be better in performing their major functions.
The TIP will also guide new Filipino teachers to be functionally literate by focusing on their personal
and professional development, observing the child protection policy including engagement to external
stakeholders. Thus, the TIP is essential for every teacher as it builds a strong foundation to ensure quality
teaching and learning.
True to its vision and mission, DepEd continuously improves to better serve its stakeholders as it
supports the professional development of every teacher. With the TIP, it becomes the responsibility of
teachers to continue fulfilling their mission by positively embracing their roles and functions and
continuously improving themselves as committed and proficient teachers.
Six Common Topics are as follows:
Module 1 – The Department of Education
Module 2 – The Filipino Teacher
Module 3 – The K to 12 Curriculum

Module 4 – The Teaching Process
Module 5 – The Learning Process
Module 6 – The School & Community Linkages
Define what induction of personnel is. Enumerate and discuss the objectives of staff induction.
Induction of Personnel
Induction (orientation or socialization) may be defined as a systematic organizational effort to
minimize problems confronting new personnel so that they can contribute maximally to the work of the
organization while realizing personal and position satisfaction. A department can recruit and select
personnel, but until these individuals become fully adjusted to the work to be performed, the environment in
which it is performed, and the colleagues with whom it is performed, they cannot be expected to give their
best effort to the attainment of the goals of the organization.
Initiation of an effective induction process is one way that the organization can contribute to
personnel assimilation, as well as to the personal development, security, and need satisfaction of each
member of the organization. Probably at no other time during the employment cycle does the newly
appointed staff member need more consideration, guidance, and understanding than he does between the day
of his appointment and the time when he becomes a self-motivated, self-directed, fully effective member of
the enterprise.
One of the emotional needs of every employed individual is an organizational environment in which
he can find a reasonable degree of security and satisfaction. The beginning employee is no exception. He is
apprehensive of many things – the community, his co-workers, his ability to succeed.
He is probably uninformed about organizational/ department objectives, specific duties and
responsibilities, and organizational culture and traditions and taboos, and the personal and position standards
to which he is expected to adhere. Voluntary resignations in school systems are known to occur during the
probationary period. One of the causes to which this problem can be attributed is the absence of well-
planned induction practices. The variety of adjustments new staff members need to make before they are
assimilated into the organization is extensive, and they are important enough to warrant administrative
efforts to assist them through well-planned induction programs.
It is clear, for example, that the number of first-year teachers who leave the profession is higher than
it ought to be, and that the loss is higher than the profession ought to sustain. It is also true that personnel
turnover represents an economic loss to the organizational system. The investment in recruiting, selecting,
inducting, and supervising new personnel is dissipated when they leave the system voluntarily. One of the
aims of the induction process is to minimize this drain on the organizational system’s financial and human
resources.
To say that systems have not been or are not now concerned with the problems of the inductee would
be a misstatement, many excellent programs are in operation. However, it is probably fair to say that for
some systems, the approaches to induction have not been developed through systematic planning. It is
planning, organizing, directing, and controlling the induction process that consideration is directed in this
lesson.
These include an analysis of the range of induction problems, as well as the design of an induction
process aimed at their solution. The terms induction, placement, and orientation are often used
synonymously in the literature dealing with personnel administration, it means the process by which newly

appointed personnel are assisted in meeting their need for security, belonging, status, information, and
direction in both the position and organizational environment. The process is conceived as beginning in the
recruitment stage and ending when the inductee has made the necessary personal, position, organizational
and social adaptations that enable him to function fully and effectively as a member of the staff. It involves
more than plans for making new personnel fees at ease in an unfamiliar environment.
The induction process in its broadest sense is an extension of the recruitment and selection processes
(in which administrative efforts are designed to match the person and the position). A corollary objective of
the induction process is to enable the person to achieve position satisfaction. In addition, the process should
help to utilize fully the satisfactions and abilities of the person for attaining the goals of the organizational
program.
Objectives of staff induction:
1. Information. The process should enable every newly appointed staff member, from caretaker to
chief executive, to be fully informed about the community, about duties, relationships, and responsibilities
of the position, about characteristics of the department (purposes, policies, procedures, personnel, customs
history); and about the building unit to which the inductee will be assigned. One of the major expectations of
induction is that newly appointed persons will be furnished with whatever information is necessary to
facilitate their adjustment.
2. Need Satisfaction. Induction should result in a feeling on the part of the new appointee that he is
an integral part of the organization and the community it serves. The process should facilitate the
identification of the individual with the organization. The needs of new personnel for belonging, security,
and recognition should be anticipated.
3. Position Compatibility. Effective performance of individuals is a long-term consequence of
induction. Hence, efforts should continue throughout the probationary period to determine the extent to
which the man and the position are compatible, and to determine whether the department should accept the
individual as a permanent member of the staff.
4. Assistance. The induction process should provide technical assistance to new personnel. Whether
to help in understanding goals or in developing attitudes and skills, there should be plans to eliminate the
possibility of individual failure or maladjustment because of the absence of supervision during the
adjustment period.
5. Resources. The induction process should be able to utilize fully all system resources, both human
and material, in helping the inductee to reach a satisfactory level of performance.
6. Development. Position satisfaction and growth in the ability of new personnel to be self-directing
are legitimate and practical ends of induction. The induction process should contribute to position
satisfaction and to increasing the ability of the inductee to perform at a level of efficiency which lessens the
need for supervision.
7. Acceptance. Organizational receptivity to new personnel is another end toward which efforts of
induction should be directed. Providing information about the inductee to his colleagues (his assignment,
status, and title, for example) is one means of allaying the fear, suspicion, aversion, and insecurity members
may have about newcomers.
8. Assimilation. Acceptance of the school system by the inductee should also result from the
induction process. A positive attitude toward the system, its purposes, policies, procedures, and personnel
are a condition which the organization seeks to nurture during the induction period. A carefully planned
induction process should minimize difficulties individuals have in meeting the expectations of the
organization.

9. Adjustment. Expeditious individual adjustment to the working environment is a condition every
system should expect to realize for its personnel. The sooner the new employee can adapt his habits,
attitudes, feelings, and knowledge to the work in which he is employed, the sooner he and the school system
will benefit. Human maladjustment is expensive, detrimental to the satisfaction of individual and
organizational expectations, and harmful to the socializing and personalizing processes that take place
between the individual and the system.
10. Orientation. Orientation of new members is needed, with or without an induction program. The
risk of having the inductee receive information solely from colleagues is one the system cannot afford to
take. The views of colleagues about the system vary greatly. The individual staff member with a grievance
may present a picture of the system that is not in keeping with reality, one which may create negative
impressions and harmful misconceptions. Therefore, an appropriate organization goal is the proper
orientation of a new system member. It is in the best interest of the organization to provide the newcomer
with firsthand facts, credible information about system conditions, and other knowledge that may be
required to affect his integration with the organization.
11. Retention. The interests of the system regarding the newcomer extend beyond the immediate
activities involved in the induction process. For every newly employed individual, a positive attitude toward
the system should be developed, one that will endure throughout a career period. This is an ultimate system
objective. Other organization interests should be in having the individual remain in the system and to
become an effective operator in the position to which he is assigned; to work independently; to engage in
self-development, and to exceed role expectations through innovative and spontaneous behavior. These are
long-term system objectives for which the foundations can be laid during the induction process.
12. Security. Knowledge about the induction process indicates that:
✓ Turnover tends to occur primarily during the early period of employment.
✓ Membership turnover often engenders hostility and resistance within the system, particularly if a
replacement in a position of authority represents the force of change.
✓ Change within a social system generally tends to be viewed unfavorably, particularly where
membership change affects the stability and relationships within a group.
✓ Haphazard induction procedures can precipitate anxiety, discouragement, disillusionment, or
defensive behavior.
✓ Security, belonging, esteem, and information problems of new personnel can be minimized during
the induction period.
✓ Frustrations develop when newly employed personnel discover inconsistencies between the
realities of organizational life and their expectations and values at the time of employment.
The objectives of the induction process, then need to be focused upon minimizing the difficulties that
a change in membership poses, for both the existing personnel and for the individuals about to enter the
system.
13. Continuity. An important aim in the induction process is to provide information that was not fully
covered during the recruitment and selection processes. The individual recruiter, for example, may not have
been capable of explaining to the recruit all the ramifications involved in each position assignment. The
administrator to whom a newcomer is assigned will need to do whatever remains to be done for the latter to
make a full adjustment to system life.
In sum, the induction period, which begins with recruitment and ends when the inductee becomes a
permanent member of the school staff, offers numerous opportunities for the system to realize its aims. This
is done by creating the new personnel conditions and processes conducive to their voluntary co-operation in
the organization’s quest to secure better opportunities for its clients.

Outline and explain the 5 objectives of the induction program.
Objectives of Induction:
An induction program is designed to achieve the following objectives:
1. To reduce the initial anxiety all new entrants feel when they join a new job in a new organization.
2. To familiarize the new employees with the job, people, work-place, work environment and the
organization.
3. To facilitate outsider – insider transition in an integrated manner.
4. To reduce exploitation by the unscrupulous co-workers.
5. To reduce the cultural shock faced in the new organization.
When a new entrant joins an organization, he/she is an utter stranger to the co-workers, workplace
and work environment. As such, he/she may feel insecure, shy and nervous. The first few days may be all
anxious and disturbing ones for the new entrant.
Particularly when a new entrant comes from rural area, he/she finds himself/herself completely at sea
in an industrial town and city. Then, induction helps reduce such anxieties and dispels doubts and
nervousness from the mind of the new entrant.
What are the 3 main merits of the staff induction program? Discuss.
3 Main Merits of the staff induction program:
A formal induction program may provide the following benefits to the new comer and the
organization:
1. A well-designed induction program reduces anxiety, nervousness, and absenteeism and employee
turnover.
2. Induction helps minimize the reality or cultural shock new employees undergo on joining a new
organization.
3. Effective induction also helps integrate the new employees into the organization and fosters the
feeling of belongingness to the new organization as it also binds the newcomer and the present employees in
a team.
B.P. Billimoria has appreciated the benefits of induction in these words:
“Induction has a greater significance in a developing country like India, where the percentage of
illiteracy is very high. The worker finds himself completely at sea when by force of circumstances he has to
shift from rural surroundings into an industrial environment. It is no use trying to push a handbook of
certified rules and regulations into his hands and expecting him to turn out into a loyal and efficient
employee. He needs a short and simple induction conducted by someone who speaks his own language. This
will go a long way in reducing turnover and, above all, in preventing a worker from the likelihood of falling
a prey to subversive elements which thrive on creating labor unrest by misrepresenting employees to
illiterate employees”.

Prepare an induction program for newly employed staff for your department.
Reflection No. 5

Examine the current conditions of employees (rank-and-file) in the Philippines. How can we improve
current conditions to improve staff performance?
Employees who are not in management or supervisory positions are referred to as rank-and-file.
Those who do not have high-level roles in a firm fall into this category. They are eligible to the majority, if
not all, of the Labor Code's mandatory employee benefits, such as night shift differential and overtime pay,
as well as work leaves and labor union organization.
The productivity incentives program must clearly describe its immediate and long-term objectives, as
well as the consequences on the employees' welfare and the commercial enterprise as a whole, in order to
enhance present conditions and improve staff performance. It will include a broad implementation strategy
as well as a description of tactics to be used in order to achieve the goals. The following items will be
included in the productivity reward program: Productivity Improvement Program, Productivity Gainsharing
Program, and Manpower Trainings and Special Studies are the three programs.
A list of employees who are eligible for productivity bonuses must be created, together with the
manner of dividing the bonuses, each employee's percentage share, and the bonus distribution time. The list
will be updated on a regular basis to reflect changes in job status, such as separation, retirement, resignation,
promotion, and the hiring of new employees.
What factors should be considered in determining the wage and salary levels of workers in your
organization?
A Philippine public school teacher's compensation is determined by their wage grade, just like other
government employees. Aside from professional experience and academic credentials, factors such as the
kind of employment, workplace location, working hours, industry/sector, and others impact salary structures
and earnings in the Philippines. When compared to those employed in second-tier cities and provincial
locations around the country, people working in big cities and business districts earn significantly more.
Teacher 1 is the most common starting post for new graduates.
Philippine laws, however, grant fair compensations and benefits to all types of employees regardless
of differentiating factors such as those previously mentioned. Among these compensations and benefits are
minimum wages, the thirteenth-month pay, health and insurance benefits, and holiday pays.
Define reward system.
The ability to place the right people in the right jobs at the right time is simply one aspect of
management's responsibility for developing and maintaining effective personnel policies. Employees and
managers, as well as the organizations in which they work, are keenly interested in working conditions.
Every working hour is affected by these factors.
Employee’s demand paid for the services they provide, which comes as no surprise. The issue occurs
when the company needs to figure out how much money each person should be paid for the task they do.
Each organization must make a number of interconnected decisions about the relative scale of its pay
and salaries (in comparison to those in other companies) and the relative rates for various jobs within the
firm. Wages and salaries aren't the only costs associated with employee pay. "Benefit programs: Rewards for
Loyalty" is another kind of employee remuneration that is steadily growing in relevance. These programs,
sometimes known as "fringe benefits," are now an established part of practically every organization's
personnel program.

Employees benefit from a reward system that encourages them to be more productive and efficient.
For a high-performing workplace, happier employees, and lower turnover, a reward system for employees
that recognizes and appreciates employees' contributions to the company's goals is critical. It is a powerful
tool for motivating staff. Employees are happier and more motivated as a result of it. And when employees
are driven, it boosts their self-assurance. As a result, their production and efficiency improve, which is
beneficial to any company.
Explain how salary and wages are administered in your department.
People want more from their jobs than just a paycheck, despite the fact that this is a basic
requirement. Even employees who are willing to accept lower take-home pay in exchange for greater job
satisfaction value relative pay.
Staff may be okay with earning less than a bricklayer, but he may grow upset if Staff X across the
hall, who produces six times as much as he does, receives a raise while he does not.
Pay is more than just a way of meeting basic demands; it also delivers a sense of success and
appreciation. People oppose to being underpaid, but research shows that they are equally outraged when
they are underpaid. Alleged compensation and salary disparities are one of the most harmful drivers of
organizational tension and bad morale.
Wages are frequently established based on "personalized" arbitrary decisions without respect for the
broader compensation structure in the absence of a strong wage administration strategy. For the sake of
convenience, we'll refer to "wage administration" rather than "wage and salary administration," because the
issues are essentially the same. Wage administration is a methodical approach to creating a fair
compensation structure. A good wage-administration program boosted individual morale and reduced
intergroup conflict by eliminating inequities in employee wages. It also sets wages high enough to permit
the company to recruit satisfactory employees (but not so high as to cause unnecessary expenses), motivates
people to work for pay increases and promotions, reduces union and employee grievances, and enables
management to exercise centralized control over the largest single item of cost, wage, and salaries.
Identify the features of salary and wage administration.
The features of Wage and Salary Administration
There are four closely related aspects of wage administration, wage and salary surveys, job
evaluation, merit rating, and incentives. Wage and salary surveys are designed to determine the general pay
level in the community and industry, thus giving a company a base for setting its rates.
Job evaluation establishes the relationships between wages on various jobs within the organization
together, wage surveys and job evaluation set the “base” or minimum rates for each job.
Instead of setting one rate for each job, many organizations establish a series of rates or steps. A new
employee normally starts at the base rate for the job; then, as he gains proficiency and seniority, he advances
through merit rating to higher steps. Merit rating on one job should not be confused with promotion from
one job to another.

Establishments with incentive plans pay the base rate only for a “normal” amount of production, as
determined by time study. If a worker produces more than normal, he receives an extra incentive bonus.
Similarly, salaried personnel may qualify for bonus earnings of one kind or another.
The personnel department is normally responsible for the administration of the wage and salary
program and often has a special division that concentrates on this function. Top management, however, has
a continuing responsibility to review wage and salary policies, and every level of management may become
involved in merit rating and in introducing a new job evaluation program.
Describe the means of determining overall salary and wage level.
Means of Determining the Overall Salary and Wage Level
Determining the overall wage and salary policy – whether to pay wages and salaries that are high,
average, or below average as compared with standards elsewhere is one of management’s most difficult
decisions. What factors must management consider in making this decision? Consider the following:
1 The organization's wage policy is related to its recruitment and selection policy, for high wages
attract more job applicants and permit management to choose employees from a wider reservoir of talents.
Moreover, they help maintain morale and make employees more reluctant to quit their jobs. High wages in
themselves do not guarantee motivation for high productivity unless the employee somehow perceives that
harder work will be rewarded by higher pay. (But a sound merit rating and promotional policy may provide
such motivation).
2. Employment conditions in the area naturally affect wage policy. When there is a great deal of
unemployment, a well-organized non-unionized establishment may be able to hire all the men it needs a
little more than the legal minimum wage. When the labor market is tight, an employer may have to pay more
than the going rate if he is to recruit qualified new employees.
3. If an organization is anxious to gain a reputation in the community as a good employer and a good
citizen as are many public utilities, it may decide to pay high wages to ensure good public relations. Small
institutions not in the public spotlight are not under compulsion to follow suit.
4. Unionized organizations may be forced to pay high wages as a result of union pressure. Non-
unionized organizations may pay equally high wages to keep the union out. Yet if wages are too high other
employers may object that the organization or company is “unstabilizing the market” and may exert subtle
pressures to bring the company into line.
5. An organization’s profitability sets limits on its wage policy. The organization that is losing
money cannot afford to pay more than the minimum; the company that is known to be profitable is expected
by the community and its employees to pay liberally.
6. Wage policies may be influenced by other factors too. Organizations known for their stability of
employment need not pay wages as high as those in which layoffs are frequent. Substantial fringe benefits
may also reduce the need for high wages. And pay levels in unionized companies are inevitably affected by
collective bargaining agreements providing for wage increases based on changes in productivity or the cost
of living.
Once the institution has decided on its overall wage policy, the next question it must answer is this:
what are other organizations paying on comparable jobs? This information is useful in determining whether
the company is meeting community standards and in bargaining with the union.
After the wage survey figures have been gathered, great caution must be exercised in interpreting
them, particularly if, as it often happens, there is not a central tendency or clear “going rate”. The survey

itself, however, does provide a series of benchmarks against which the company can compare its present
wage and salary rates and decide whether adjustments are necessary to make them consistent with its overall
wage policy. Surveys are meaningful chiefly regarding “key” jobs which are common to many
organizations. The wage for jobs that are unique to a given organization cannot be set by wage surveys
alone.
The organization should keep its rates under constant review if the workers are unionized; of course,
management will have little chance to forget this need. New wage surveys should be made periodically to
determine whether the organization’s rates are getting out of line. Adjustments may also be dictated by
changes in the cost of living or the organization’s profitability or productivity.
Once the overall wage level has been set, the company can turn to a consideration of individual rates.
Here job evaluation is widely used.
Explain the meaning of job evaluation.
Job Evaluation
The essence of compensation administration is job evaluation. By job evaluation, we mean using the
information in job analysis to systematically determine the value of each job with all jobs within the
organization.
Organizations consist of many jobs, and all jobs are important, but all are not equally important. The
relative importance of jobs is not the same. Few jobs are more important than others in terms of relative
worth. The objective of job evaluation is to price of rather than the man. Job evaluation is concerned with
assessing the value of one jot to another to build a sound wage or salary structure.
Job evaluation is a systematic way of determining the value/worth of a job about other jobs in an
organization.
Job evaluation is a method for comparing different jobs to provide a basis for grading and pay
structure. Job evaluation has been defined as a process of analyzing and assessing jobs to ascertain the
relative worth reliably.
It is the analysis and assessment of jobs to ascertain their relative worth reliably using the assessment
as a basis for a balanced wage structure.
In job evaluation, every job in an organization is examined and ultimately priced according to a few
features: the relative importance of the job, knowledge, skills, and abilities needed to perform the job, and
difficulty of the job.

Reflection No. 6
Discuss the uses and value of any four training programs to the development and overall goal
achievement of your organization.
Teachers, like anybody else who works in a particular field, must undergo training. They must be
trained before entering the school, and they must continue to be trained while in the classroom. Teachers are
constantly trained throughout their careers, from college certification coursework to student teaching to
continued professional development (PD).
All of this preparation helps new teachers succeed while also sustaining seasoned instructors as they
face new problems in the classroom. There is a risk that instructors will leave the profession early if this
training is not provided. Another issue is that pupils would suffer if training is insufficient.
The majority of teachers receive their initial education training in college, where they take courses
that match state or local teaching certification criteria. These teacher preparation courses are meant to give
students interested in teaching the background knowledge they'll need in the classroom. Coursework on
educational initiatives such as the Individuals with Disabilities Education Act (IDEA), Every Student
Succeeds Act (ESSA), and No Child Left Behind will be included in all teacher training programs (NCLB).
There will be courses to introduce new teachers to terms like Individualized Education Program (IEP),
Response to Intervention (RTI), and English Learner (EL).
Academic subject-specific training is generally organized by grade level. There is a focus on literacy
and numeracy in early childhood and elementary school coursework. Those teachers interested in middle or
secondary school will receive intensive training in an academic discipline. All teacher preparation programs
offer classroom management strategies and information on student cognitive development and learning
styles. Coursework may not end after four years. Many states require advanced degrees for teachers in
education or a specific subject once they have been in the classroom for several years.
Once teachers are employed by a school system, they receive more training in the form of
professional development (PD). Ideally, PD is designed to be ongoing, relevant and collaborative with an
opportunity for feedback or reflection. There are many different forms of this kind of training, from state-
mandated safety training to subject-specific training by grade level. Many districts offer PD several times
during the year. Districts may use PD in order to meet educational initiatives. For example, a middle school
1:1 laptop initiative would require PD to train staff to be familiar with digital platforms and programs.
Other districts may target PD based on a review of data. For example, if the data from elementary
student shows a weakness in numeracy skills, PD can be organized to train teachers on strategies that
address these weaknesses. There are other districts that require teachers to organize their own PD program
by reading and reflecting on a book or connecting with other educators through social media.
Have you ever attended any staff training program since you were employed? Which ones have you
attended? In what ways have such a training program benefited you and the organization?
Yes, I've participated in various training programs since starting my job. The Teacher-Induction
Program is one of them.
Induction programs that are effective allow new teachers to learn from excellent practices while also
analyzing and reflecting on their own teaching. Mentoring and mentoring from more experienced colleagues
is important to a rookie teacher's success. Beginning teacher support is sometimes unequal and insufficient.
New teachers are frequently allocated to the most difficult schools and classes with little supervision and

support, even if they are well prepared. Because nearly half of all teachers quit the profession within the first
five years, more emphasis must be placed on providing them with early and proper assistance, particularly if
they are assigned to challenging school environments.
This provided teachers like me with support throughout their entrance into the field of education.
When an effective induction program is implemented in schools, teachers feel supported which,
consequently results in a higher rate of teachers reaming in the field.
Differentiate between staff training and staff development.
Although the phrases training and development have different connotations, some writers use them
interchangeably. The two names, however, are distinct on two grounds. This is training: when someone is
hired for a job and taught the tasks they will be performing. Development is mainly about teaching and
preparing individuals for roles that are different from, or even greater than, the one they are now in.
Staff training is the process of training the current staff of the organization for enhancing the
performance of the staff as well as the productivity of the organization. This is also very important as it can
help in the professional development or career advancement of the employee.
However, staff development can simply be defined as activities provided for the middle and upper
management in and outside an organization. It is the aspect in administration, which implies the training of
an individual in the organization to enhance his performance. It is the process of behavioral modification or
molding of workers to integrate organizational needs with their characteristics and motivating them to
become competent and work hard in achieving the goals of an organization.
Explain the role of staff development in the progress of an organization.
Staff development in education has become widely recognized as critical to achieving organizational
goals and meeting staff needs. According to management consulting research, the chance for advancement
and professional development is the single most important element influencing job satisfaction (Bathurst,
2007). The numerous words in the literature that designate the staff development process in education show
that it has multiple components.
Staff development is defined as the process of allowing employees to enhance their knowledge,
abilities, and performance in accordance with the organization's goals and values, as well as the employee's
interests and needs. Employee development must be tied to the school district's strategic strategy as well as
short- and long-term labor assets, according to this definition. Such a concept requires an ability to anticipate
gaps in the knowledge and skills of the workforce and how the changing school system’s demographics,
economic status, and present employee inventory will impact the accomplishment of stated goals and
objectives. In this sense, staff development places an emphasis on organizational learning and is provided at
the identified time of need either by the organization, by an employee group, or by the individual worker. It
emphasizes the premise that organizations will progress to the extent that people grow and develop.
Staff development places an emphasis on organizational learning and is provided at the identified
time of need either by the organization, by an employee group, or by the individual worker. It emphasizes
the premise that organizations will progress to the extent that people grow and develop.

Prepare a staff development program (Tabular Format), which can be used for staff in department
situations. Discuss its implementation.

Reflection No. 7
Examine some of the problems encountered in the transfer and promotion of employees in your
department/ division. How can these problems be reduced?
Everyone in our country wants to promote education, but things are going in the opposite direction.
Despite our best efforts, our educational system is deteriorating. It has a number of difficulties, but we'd like
to focus on the one that has to do with professors being transferred without completing their tenure. The
transfer could be for a variety of reasons. It might be at the teacher's request or at the request of the
institute's director.
Different causes for the transfer of teachers without completing their tenure are as under.
Teachers who are sent to remote areas are compelled to fight for their transfer. These professors are,
in fact, away from their homes. They are unable to contact you instantly in an emergency. As a result, it's
natural for them to want to be transferred before their contract is up.
Another reason for teachers being transferred without finishing their term is the large disparity in
their dwelling rents. The rent for a residence and the rent for a corporation are vastly different.
Teachers are compelled by the principal's harsh attitude. If a teacher is working in an unpredictable
scenario, he will find it difficult to adjust. As a result, he believes that transfer is the only option.
On the one hand, some of the most powerful teachers have a strong interest in a specific institution.
They employ politicians as weapons, attempting to transfer power through unfair interference. On the other
hand, if a political leader dislikes someone because of his perusal hatred. They intend to keep the teachers on
edge by frequently transferring him without completing their assigned period.
Irregularity, inefficiency, moral corruption, embezzlement, uncultured and unsocial behavior
compels the head of the institute to transfer a teachers before the specific time.
The Effect on Teachers
Untimely transfer of teacher not only affects the students but also the teachers themselves. The
teachers cannot adjust themselves in the new environment easily. They feel themselves psychologically
depressed and cannot teach with free mind in a congenial environment. It is very important for the teaching
learning process that the teachers may be provided with tension free situation. The teachers can best utilize
his potential if they remain away from other worries. In case they have been transferred to a remote place
they will always be in the constant worries about their homes back.
Effect on the Institute Itself
The success of an institution depends on the efficiency of teachers. They also play a vital role in
the smooth running of an institution. It is very important for the successful running of an institute not to
disturb its faculty. If a teacher is transferred without completing his tenure, the institution suffers a lot
because on the one hand the substitute is not available to fill the gape. On the other hand, if the substitute is
being provided, he will not be in a position to adjust himself in the new environment.
Effect on Society
In the teaching learning process, society is also engaged to large extent. It is very necessary for
the parents to keep a close contact with the school. If the teacher stays for a particular period, he will be in a
position to develop certain kind of confidence. The parents can easily approach him. The teacher himself can
trust on the society. He can shine his feelings. He can expose his problems for the people and then by mutual
understanding and truth, both the society and the teacher find a solution, but his transfer before he develops
a certain trust he will be like a rolling state.

What is promotion?
An employee's advancement to higher ranks is referred to as promotion. It entails a raise in
compensation, position, duties, status, and benefits, among other things. This component of the job is the
most motivating for employees—it is the ultimate reward for devotion and loyalty to a company.
A promotion, in theory, necessitates greater work and effort in the workplace. These promotion-
based decisions are made on many elements depending on organizational policies. These factors could
include duration of service, experience, seniority, and performance, among others.
Promotion is a good approach to thank people for their hard work and services. Promotion usually
entails increasing responsibility, greater prestige or position, and higher remuneration. Promotion boosts
employee morale and encourages them to work more, resulting in increased productivity and efficiency. On
the other hand, a lack of promotion can lead to a drop in employee morale, which can lead to frustration,
resignation, and early retirement.
What factors would you consider in recommending staff for promotion in your organization?
Identifying internal candidates who should be promoted is not a walk in the park. Apart from using
tools such as performance appraisals and reviews, it is also important to be on the lookout for character traits
that distinguish a candidate from the pack. Some organizations who have embraced Talent Succession
planning often compile a list of individuals who would take up the vacant roles when they arise. Below is a
guideline that can help you identify employees within your organization who are ready for promotion:
1. They have a good work ethic. A good work ethic is characterized by good prioritization skills,
punctuality, consistency and commitment to continuous improvement. An employee who is
always rushing to beat the deadline is a poor manager of his or her time and lacks the ability to
prioritize. An employee who burns the midnight oil in the office is not necessarily the most
productive employee.
2. They are oriented towards solutions to problems within the organization. It is often stated that
there are two types of people in the world: those who create problems and those who solve
problems. An employee who works towards solving problems regardless of their position should
be given an opportunity to exercise his or her problem-solving abilities. One’s ability to solve
problems is often evidenced by creative thinking, eagerness to learn and implement new ideas
and the ability to ask the right questions. Your organization should foster an environment in
which employees can thrive as they solve day to day problems that are being encountered by the
organization. A valuable employee does not always have the right answers to problems but he or
she is willing to consider the possibilities and explore them.
3. They are respected by their co-workers. An employee who is ready for a promotion easily earns
the trust and the respect of co-workers through their diligence, ability to work with others and the
support that they offer to others in the process of working with them. An employee who has
already earned the respect of his or her co-workers will thrive when he or she is given more
responsibilities since he or she will lead others towards the attainment of organizational goals. In
addition to this, he or she will foster a culture of collaboration thereby minimizing the effect of
toxic competition within the team.
4. They take responsibility. Progress, not perfection is one of the key elements you should consider
before promoting an employee. An employee who is ready for a promotion takes responsibility
for his/her actions at work and has a clear sense of direction for the progression of his/her career.
In every organization, decisions are made concerning the day to day running of the organization.

An employee who is ready for a promotion makes decisions based on the company’s vision and
goals. They have the company’s best interests at heart. Whenever such an employee makes a
mistake, he/she does not shut down. They own up, learn from it and moves forward.
5. They ask for feedback and take it well. There are very few employees who ask for feedback and
actually consider it. If a member of your team is eager to get feedback and consider it, take note
of their ability to listen to others. An employee who is keen on their current performance level,
what they need to improve and what they need to do in a different way is not only capable of
taking initiative but is also keen on growing beyond their current role.
6. They seek opportunities to share knowledge. An employee who is keen on being promoted is not
afraid of sharing knowledge with his or her colleagues. Such an employee will be enthusiastic
about training new employees in addition to sharing the knowledge they have acquired in some
aspects of the job with their team members. Sharing knowledge is an indication that the
employee cares about the growth of others as well as his. Such employees also actively seek out
opportunities to gain knowledge that will help them improve in their areas of weakness. They
seek out resources from other departments and try out new ideas.
What do you understand by transfer?
Transfer is one of the employee's internal mobility options. It refers to an employee's lateral
migration inside an organization. “A transfer is when an employee moves from one position to another
without affecting his or her responsibilities or pay.”
A transfer is a horizontal movement of an employee in which the job is changed but the
compensation and duties are not changed. Internal mobility occurs when an individual is transferred from
one position to another, usually at a different location, department, or unit.
Employee transfers are extremely common in all businesses. This can also be characterized as a job
move within an organization where the new position pays, has the same rank, and has the same obligations
as the old one. Employees may be transferred from one factory to another or from one department to
another. The organization or the employees, with the organization's approval, can start a transfer. It may also
be essential owing to changes in organizational structure or work volume, or for a variety of other reasons.
However, it can be done in a broad sense to suit the needs of both the organization and the employees.
Give one main reason for the transfer of staff in your organization.
To prevent being overly reliant on a single person, which could jeopardize the hierarchy's purpose
and lead to a loss of control over subordinates. Replacement transfers were normally handled by our
organization. This occurs to replace a new employee who has been with the company for a long period,
allowing an older employee to be relieved of part of the job strain.
Describe the conditions when the transfer is necessary.
Every organization should have a fair and impartial transfer policy which should be known to each
employee. The responsibility for effecting transfers is usually entrusted to an executive with power to
prescribe the conditions under which requests for transfers are approved. Care should be taken to ensure that

frequent or large-scale transfers are avoided by laying down adequate selection and placement procedures
for the purpose. A good transfer policy should:
• Specifically clarify the types of transfers and the conditions under which these will be made;
• Locate the authority in some officer who may initiate and implement transfers;
• Indicate whether transfers can be made only within a sub-unit or also between departments,
divisions/plants;
• Indicate the basis for transfer, i.e., whether it will be based on seniority or on skill and
competence or any other factor;
• Decide the rate of pay to be given to the transferee;
• Intimate the fact of transfer to the person concerned well in advance;
• Be in writing and duly communicated to all concerned;
• Not be made frequently and not for the sake of transfer only.
Explain the process of promotion in the government/ private organization system.
In public school in the Philippines, one of the ways to get promoted from Teacher I to Teacher III is
to undergo a ranking process. For one, it’s not necessary to be a teacher II first to be promoted to T-III. You
can jump from T-I to T-III for as long as you have the necessary requirements.
For ranking, this usually happens when a teacher III item becomes available because of a natural
vacancy (e.g., When a teacher III retires) or when new items are being opened. In the video below, I
personally shared how I went through the process and got myself promoted to T-III. I’ve also shown the
actual portfolio that I submitted during the process.
Teachers have been clamoring about this in the past few years and the DepEd has started to look into
accordingly. The new policy suggests that teachers will no longer wait for natural vacancies of positions,
instead, they will be promoted based on their performance and attainment of set competencies.

A promotion, on the other hand, in the Private Organization System is a step forward that a person
takes while working in an organization in terms of his or her work, rank, or position. Every business or
workplace has a job hierarchy structure that determines how an individual rises and is promoted within that
organization. Promotion is evidence that an employer believes it is time to add more responsibility to an
employee's existing set of obligations, rather than simply a reward for continuous strong performance.
There are many different forms of promotions; some guarantee advancement in the employment
position or rank, while others promise an increase in compensation or salary. A promotion may result in a
just change of roles and responsibilities in some organizations. Employees must be recognized for their
outstanding work in order for their efforts to be valued and their morale to remain high.

Reflection No. 8
. Define the concepts of morale and motivation.
Morale has been defined in a variety of ways. All of the definitions, however, revolve around a
positive attitude toward work in order to achieve the organization's objectives. Morale, according to William
Spriegel, is the cooperative attitude or mental health of a group of individuals who are related to each other
in some way. “Morale is the power of a group of people to pull together relentlessly in pursuit of a common
purpose,” writes Alexander H. Leighton. Morale, according to these definitions, is the level of excitement
and willingness with which members of a group labor to complete their tasks.
Morale is a collection of emotions, attitudes, and sentiments that contribute to a broad sense of well-
being. It is a mental and spiritual state that impacts one's willingness to work, which in turn affects
organizational and individual goals. It has an impact on an organization's culture.
The importance of morale in the workplace cannot be overstated. It is a critical component of
organizational performance because it represents organizational members' views and sentiments regarding
the organization, its goals, and policies. Individual productivity and contentment are heavily influenced by
these attitudes and sentiments. Morale refers to a person's overall happiness, which he or she derives from
his or her employment, workgroup, employer, and company.
It's important to distinguish between motivation and morale. Despite the fact that they are both
cognitive ideas, they are very distinct. Morale is a collection of emotions, attitudes, and sentiments that
contribute to a broad sense of fulfillment at work. Motivation, on the other hand, is what drives a person to
take action. It is a method of motivating others to take action in order to achieve a specific objective. Morale
is concerned with the ‘mobilization of sentiments,' whereas motivation is concerned with the ‘mobilization
of energy.' Morale is a reflection of motivation, and motivation is a reflection of morale.
Explain the influence of motivation on staff performance. Cite a concrete example.
Staff motivation refers to how our employees in our organizations view their work and performance,
as well as how committed they are to it. A person will always know that what he or she is passionate about
is what will provide him or her the most satisfaction, or at the very least some satisfaction, either to himself
or to the institutions to which he or she belongs.
Filling out staff confidential report forms on time, recommending deserving staff for promotion and
further studies, recommending annual leave and pursuing their leave bonus for them, getting staff salaries on
time, correcting anomalies in payment vouchers such as omissions or pay shortages, and so on are all things
that the head can do. All of these are motivational aspects that might encourage employees to have a
favorable attitude about the educational system, resulting in the attainment of organizational objectives.

Describe how staff morale can be boosted by the administrator in your department.
Our administrator constantly takes the pulse of our school and works to maintain and build employee
morale on a daily basis in order to maintain a high level of morale. Our school leader, our principal, is
continuously thinking of ways to increase school worker morale since he is a "solutions" person. She
contributed to the high morale at our school in a variety of ways. Being thankful is one of the most essential
things she did to promote school spirit. One of the simplest methods to show gratitude to staff is to say it
verbally.
Simple compliments like "excellent job today" or "thanks for everything you do" go a long way.
Compliments like this demonstrate to hardworking instructors that the administrators are aware of their
efforts and respect their importance. In addition to being appreciative, administrators must also empower
their employees, which our principal does on a regular basis. This motivates us, the instructors, to take on
leadership responsibilities and participate in the school's decision-making process. Mentoring, coaching, and
participation in school planning committees are all examples of leadership positions that teachers might take
on.
Conduct a Case Study of your department. Examine the human needs of your staff. What are they?
How are these needs met? How can they be better met?
Being A Teacher: Concerns, Needs and What’s Lacking
Question One – What are your 3 biggest concerns with being a teacher?
30% of you agreed that one of the biggest concerns with being a teacher was time/time management.
I think the responses below sum up how many of you felt about managing your time as a teacher:
“Time… time to plan, time to get paperwork done, time to get everything done… and time for my
family. I never seem to have enough.”
“Is it even possible to have personal time when I have to spend my conference/planning period doing
everything but planning and so I have to do it all at home?”
“Having more to teach in less time.”
Question Two – What are 3 needs you have as a teacher that are not being met?
There were 2 responses mentioned the most for this question, which included: staff development /
professional development (43% agreed) and not having enough funding for supplies / materials / resources
(42% agreed). I was quite surprised that lack of funding was one of the top responses as a need not being
met. Some of your responses included:
“Staff development monies have been cut so we are not able to attend conferences anymore.”
“More training opportunities for new technology and new teaching styles.”
“Training and professional development. Currently we are not allowed to do PDs in school hours, we
must make up our 20 hours of PD/year in our own time after school hours.”
“Lack of funding for classroom supplies.”

Reflection No. 9
Discuss the relevance of job performance appraisal in your division.
What is job performance appraisal?
This is a system for assessing the output, productivity, and efficiency of employees, both
qualitatively and numerically. Workers' activities are watched and measured using this technique in order to
provide a reward or some type of motivator. It's also a way to hold people accountable and make
improvements. An appraisal is a procedure in which employees, department heads, and other senior
employees assess the competences, performance, and professional needs of individual employees. For firms
to be more productive and efficient, performance appraisal is frequently a fundamental aspect of
management.
Identify three main benefits of performance appraisal.
The benefits of staff performance appraisal:
➢ It leads to skills development since staff areas of professional needs (weaknesses) are detected and
rectified through in-service training, experiments with teaching styles, and others.
➢ It results in career development through in-service training.
➢ It can enhance relationships as each staff can understand the other better.
➢ It could lead to improved learning opportunities for students.
➢ It contributes to improved morale and efficiency with the school.
How does job satisfaction contribute and lead to an increase in performance?
Job satisfaction is seen as a measure between an organization’s performance and the satisfaction of
the needs of employees which is greatly influenced by the prevailing organizational climate in the
organization. Some factors of job satisfaction are:
➢ Good pay.
➢ Regular payment of salary.
➢ Attractive fringe benefits.
➢ Conducive work environment.
➢ Friendly / understanding colleagues and others.
There is clear-cut evidence indicating that an employee’s satisfaction with his job and his
effectiveness of performance are related. It seems logical to expect that such kind of a direct relationship
exists because where teachers have the freedom to plan their work and opportunities to participate in making
policy in matters of job performance and staff’s welfare, morale is high. Perhaps the most important
ingredient in employee satisfaction is his attitude toward the manager.
What do you understand by the following terms: Job Description, Task, Duty, and Position?

A job description is a written overview of a position's activities, responsibilities, and duties. It's also
known as a job description or a job description, and it's required to be delivered to a new employee upon
their first day on the job. It is one of the oldest personnel tools, and it has regained popularity in recent years
as a result of new government regulations. The job description can also be used to create recruitment ads and
provide more information about job openings to applicants. The job description can be used to provide brief,
factual information about the work to the interviewer.
A task is a separate work activity with a clearly defined beginning and end (for example, using
manual means to sort mail into appropriate boxes).
Duty: This term refers to a variety of tasks that are related to the execution of events (for example,
pick up, sort, and deliver incoming mail).
A position is a combination of tasks and responsibilities that are carried out by a single person (for
example a mailroom clerk prepares out-going mail, sorts of incoming mail and operates addressing
machines and postage machine).
Carry out staff performance appraisal (at least 5). Present your analysis.

Reflection No. 9
Identify the types of services available for staff in your department. Discuss.
Service for Safety and Security.
Our principal makes certain that we, her staff, are properly promoted. We are all aware that a
promotion provides extra security to employees in terms of monetary benefits. It also elevates us from a
lower-level position to one with greater authority and authority. She has made it a practice to take the
subject of promotion seriously, recommending personnel who are due for promotions, filling out their
annual assessment reports, and assisting in the removal of impediments to promotions.
Giving staff employees a feeling of direction is another part of staff service. In our department, we
come up with a clear understanding of where the organization is going by clarifying the goals and
objectives, as well as the role that each employee must play in order to reach these goals. Our principal is
capable of assisting the employees in carrying out their responsibilities. Because of the tasks they undertake,
various types of teachers require security precautions.
Describe the employee services that you would need to satisfy your staff and move them towards
increased performance.
Medical services have traditionally served most companies, including the school, by performing pre-
employment physical examinations, reviewing worker claims, and providing first aid and other routine
medical services. Unfortunately, schools DO NOT and CANNOT provide such medical services under
current circumstances. What is rendered is the amount of time that employees are permitted to visit a health
clinic or hospital, but it does not cover the price of consultations or medications. What should the
administrator do in this situation? Perhaps he can borrow from the industrial environment health service
program to help the company's preventive medical program contribute significantly to the goal of keeping
employees healthy. The pre-employment screening procedure is a good place to start. This not only weeds
out those who could be a liability, but it also helps with job placement. Although this may not be feasible in
a school setting, having a basic understanding of the health of the staff will allow the school administrator to
determine what responsibilities to assign to them.
Explain staff services in respect of safety and security.
Many businesses, particularly non-industrial businesses, undervalue the necessity of employee safety
and security. The satisfying of fundamental requirements such as food, clothing, and shelter are some of the
elements that make the workers feel safe. They are the primary motivations for people to seek employment,
and they tend to be strongest in an employee's early work life, and they must be met in order for him to feel
safe. As a result, the administrator must recognize the importance of money to the staff, which has a
powerful influence on him, particularly in the early stages of his career. As a result, the head should ensure
that staff salaries are paid accurately, consistently, and immediately, and if a scenario arises in which
salaries cannot be paid soon, the employees should be notified and the reasons explained in detail. The boss
should refrain from delaying salary payments because of small infractions or errors.
Housing is one of the most important aspects of providing safety and security for employees;
employees who do not have a house assigned to them cannot be certain of the safety and security of their
families and belongings, which will definitely impair their productivity or performance.

When residences are not available, the manager may not be able to do much more than explain the
situation to the employees and offer advice on how they can find private housing. Some managers, aware of
the importance of safety to employee performance, may think beyond making a proposal to the workforce.
They personally go to town to exert their influence in order to secure extremely suitable and modest
housing for their personnel in the town where the school is located. They meet with the landlord and settle
on an appropriate and convenient location for their employees to stay.
In-service programs can help workers be safe and secure in a variety of ways. This is an easy
approach for you or others to boost the staff's self-esteem. A staff member's higher educational qualification,
such as a university degree, offers him a sense of confidence and safety on the job because he is aware of the
additional monetary rewards that will follow such promotion progression. The management should assist in
ensuring that deserving employees receive in-service training, and where a deficiency exists, efforts should
be made to correct it.
Giving staff employees a feeling of direction is another part of staff service. They should have a clear
understanding of where the organization is going by clarifying the goals and objectives, as well as the role
that each employee must play in achieving these goals. The management should be able to support the
employees in carrying out their responsibilities. Because of the tasks they undertake, various types of
teachers require security precautions.
Describe the nature of the health services of staff in your organization.
Another area to focus on is ensuring that employees stay in excellent health. Periodic medical
examinations, conducted by medical personnel or in cooperation with private physicians and clinics, can aid
in this endeavor.
Another health service that the administrator can provide is staff transfer. He should be able to offer
recommendations about staff health, such as transferring sick students to hospitals rather than schools near
hospitals.
Because the country's economy is currently "not booming," managers have little choice but to give
compassion when a member of staff or a member of their family becomes ill by enabling them to visit a
hospital. In certain organizations, the subsidy may include funds that the administrator can loan to a member
of staff who is suffering from a health problem (either himself or a family member) in order to purchase
medicine. Some even have first-aid kits with affordable and effective medications. Although the first aid box
is primarily for students, it can also be used by staff members in an emergency. Asking members of the staff
to contribute money to buy drugs could be one method to keep the first aid box going. Clinics featuring a
nurse and a doctor have been established by the government. The government provides medicine to these
clinics on a regular basis. The clinic is available to staff members, mainly for minor illnesses such as
weariness, headaches, wounds, and slight fractures.
Reflection No. 11
Mention and discuss the steps (approaches) to maintain discipline among staff in your department.

Discipline is critical to the department's performance, and each employee strives to preserve it at
work. To make this possible, we make certain that we only have a few options to choose from. To begin,
establish an open channel of contact with everyone in the organization and listen to their wants and
concerns. The next strategy we use is to treat teaching and non-teaching employees with dignity and respect
while attempting to resolve concerns and obstacles they experience. Employee discipline will be encouraged
and a happy, aligned, and productive team will result from maintaining a nice work environment with proper
adherence of company standards.
To enable the individual worker, respond to the personal and societal pressures of his experiences,
good discipline should be maintained. The employee must adapt to the existing culture and institution in
which he works. The personnel are expected to show an acceptable level of cooperation, uniformity, and
consistency in their actions. As a result, some techniques are required to maintain a certain level of
employee discipline.
The positive approach emphasizes that employee punishment should not be treated as a separate
administrative function. As a result, employees could be taught that all laws and regulations are in place to
ensure their well-being and harmonious cohabitation. The principal must treat teachers with respect and
strive to employ positive reinforcement to help staff improve their behavior. Rules and regulations must be
flexible, not too stiff, and basic and easy to understand. Staff should be involved in the creation of such
regulations so that they may be easily followed.
The method of communication is the next step. A clear line of communication should exist between
the management and the rest of the workforce. Every morning before assembly, the manager should conduct
a quick meeting with the staff to find out if there are any issues. Meetings with the personnel are required.
During these meetings, the manager should update the employees on the latest news from headquarters,
whether it's regarding general working conditions or specific issues like leave grants, promotions, or
paperwork that need to be signed or submitted.
It is evident from the preceding discussion that maintaining workplace discipline is a difficult
endeavor, but it is attainable with devotion, hard work, and proper staff comprehension. The most crucial
factor in maintaining discipline is for the manager to be a self-disciplined individual with appropriate self-
control; he should be able to relate to others, have patience, intelligence, and self-confidence, and have
favorable attitudes toward his career.
Describe some strategies you utilize to maintain staff discipline in your department.
Almost every employee aspires to be successful and productive at work. As a result, I've devised a
few tactics for sustaining staff discipline in our department. The first step is to communicate without
becoming angry. Employees who are angry feel personally targeted. Have a calm conversation to get to the
base of the issue in a passionate yet constructive manner. To describe the behavioral issue, use a stern but
soft voice. The next stage is to walk newly hired employees through the corrective procedures. Walking
through the corrective stages also helps the newcomer understand how their choices led to the problem and
how to avoid making the same mistakes again. Showing them how they got to the point where they needed
disciplinary action helps them see their own behavioral patterns and solve the problem.
Finally, don't talk down to your coworkers. Respect and trust are demonstrated when people
communicate on an equal footing. By soliciting ideas and perspectives from others, you may work together
to address the problem. Include everyone in the process of developing a solution. We provide them the
opportunity to build their own corrective path by addressing the situation with them, which is more likely to
be followed than directives delivered without discussion. This allows employees to solve problems in their
own way.

What are some acts of misconduct among staff in your organization?
Minor misconduct can be interpreted as any act of indiscipline or behavior by an employee that
causes minimal damage or harm, and is less damaging to the reputation of the personnel and assets of the
employer.
Some acts of misconduct among staff in our organization include:
Occasional tardiness
Absence without leave
Leaving the workplace before time
Careless use of company tools and equipment
Not storing tools in proper order
Not wearing uniform
Not using basic safety equipment
Using company property for personal purposes and all other similar acts.
Discuss some steps you considered in managing the misconduct. Provide concrete example/s.
Minor Misconduct
Every complaint must be documented on a formal complaint form issued by a supervisor or
department head. If the complaint is found to be without merit following further examination, the supervisor
or head of department shall inform the complainant that no misbehavior has occurred.
A warning letter should be given if the same wrongdoing occurs again. The letter must state the
wrongdoing and warn that if the misconduct is not corrected, substantial disciplinary action will be taken
against the employee. If the employee performs the same offense again, a second warning letter should be
sent.
The first warning letter can be provided by the appropriate head of department to make the employee
know that the person they directly report to, such as a supervisor or manager, has the authority to take
disciplinary action against them.
The human resource department should issue the second warning letter. Because it is better
accustomed with managing progressive disciplinary proceedings, the HR department should also handle any
extra action if the situation worsens and requires more attention. If the wrongdoing persists, it could be
classified as a major offense.
Major Misconduct

Major misbehavior is defined as any act of indiscipline or behavior that causes significant injury or
damage, is detrimental to or affects the reputation of the employer's staff, or damages the employer's assets.
All big transgressions must be looked into.
Certain steps, such as suspension with half-pay and the issuance of a show-cause letter, can be taken
depending on the merits of the case. If the employee's response is unacceptable, a final warning letter can
and will be issued.
If the employee fails to meet the standards, the employer may conduct a domestic investigation and
take more serious disciplinary action against the employee. This involves being fired.
Describe types of indiscipline among staff. Apply positive approaches in maintaining staff discipline.
In the ideal workplace, employees follow company policies and maintain high standards of
professional behavior. Although many employees will strive toward these goals, chances are that you
occasionally face problem workers lacking discipline. Indiscipline in the workplace can be disruptive to
productivity and profit, so it must be identified and addressed immediately.
Direct Types of Indiscipline in the Workplace
Indiscipline in the workplace can be direct and noticeable, causing discomfort to managers and co-
workers because of its sometimes confrontational or aggressive nature. Employees may make loud,
disparaging remarks about supervisors, or saunter into work half an hour late. Other examples include not
calling to report an absence ahead of time, using profane language, behaving unprofessionally with
customers or blatantly defying orders from employers.
These behaviors set a bad example to other workers, undermine the authority of supervisors and
create a sometimes-scary work environment. Don’t be drawn into confrontations with aggressive employees;
document behaviors and then dismiss these problematic workers if appropriate. Chances are, you don’t want
them around.
Indirect Types of Indiscipline in the Workplace
Indiscipline in the workplace can also be more indirect and less noticeable but still problematic.
Examples of indirect indiscipline might include working sluggishly to avoid taking on new assignments,
encouraging coworker misconduct with laughter, or agreeing with constructive criticism but then not
applying suggestions to work quality or productivity.
Indirect discipline can be tricky in that it’s harder to pinpoint and managers may be reluctant to
intervene for seemingly small problems. These can grow into bigger problems, however. Managers can
avoid ungrounded accusations by first asking employees to explain behaviors.
For example, state, “After our conversation last week I was under the impression that you were going to try
another strategy, but I haven’t noticed any changes. Explain how you’ve incorporated my suggestions. _”
Unwitting Indiscipline in the Workplace

Certain steps, such as suspension with half-pay and the issuance of a show-cause letter, can be taken
depending on the merits of the case. If the employee's response is unacceptable, a final warning letter can
and will be issued.
If the employee fails to meet the standards, the employer may conduct a domestic investigation and take
more serious disciplinary action against the employee. This involves being fired.
Approved Indiscipline in the Workplace
Another type of workplace indiscipline includes unwanted activities and behaviors that aren’t
commented upon by managers or supervisors, sending mixed messages to employees about expectations.
For example, perhaps the company handbook clearly states that profane language and discriminatory
comments are prohibited in the workplace. But managers may look the other way or even participate in
conversations grounded in foul language, letting employees know that this type of misconduct is acceptable
in the workplace despite stated company rules.
To eliminate this type of indiscipline, apply consistency to discipline guidelines so that managers,
supervisors and employers must adhere to the same expectations as employees.
Reflection no. 12

Examine the influence of organizational climate on personnel commitment to work. Your analysis
must be based on your actual observations and experiences in your department.
Positive organizational climate leads to higher levels of organizational commitment, which is an
important concept in terms of employee attitudes, likewise, the concept of perceived organizational
performance, which can be assumed as a mirror of the actual performance. In our department, these are
important matters to consider due to the fact that the service is delivered thoroughly by the education staff to
the students. Therefore, attitudes and perceptions of the staff can influence how they deliver the service.
Organizational climate is an important factor in education settings in terms of staff commitment and how
staff perceive organizational performance, which would lead to significant results about the provision of
service in the organizations.
What is organizational culture (climate)? What are the features of a healthy organizational climate?
Discuss.
Organizational culture, also known as organizational climate, is the prevailing character and manner
of how people interact with one another, as seen by members of the organization or those with a connection
to the organization. It's the overall person-to-person atmosphere in the organization, as perceived by both
outside and insiders.
The environment of an organization can be described as either healthy (favorable) or unhealthy
(unfavorable) (unfavorable). It is somewhat unfortunate to see that the organizational atmosphere is toxic in
many organizations. The psychological and social climate is tense: either there are frequent outbursts, or
people prefer to suffer in silence and refuse to discuss their jobs. Inappropriate leadership styles are
frequently to blame for these situations.
Admittedly, an administrator may rely on the use of force to get the cooperation of his staff either to
do their work or obey him, but the use of force is likely to result in a strained and negative relationship,
which in turn, will tend to work against the effectiveness of the organization.
It is not just employees who are affected by the general interpersonal atmosphere pervading in the
organization. Employees are keen observers of the manager's and staffs’ relationships. They may develop
unfavorable news about the organization if they observe that their staffs suffer indignity at the hands of the
manager, or if there is disharmony among their employees.
Discuss the influence of organizational climate on personnel commitment vis-à-vis work
performance.
Employee motivation, good personnel policies, a favorable work environment, and the provision of
employee benefits, job satisfaction, and compensation are all enhanced by a positive organizational climate
(Kumar, 2014). Furthermore, in a positive organizational climate, profitability increases, ensuring the
organization's long-term viability. On the other side, if the organizational atmosphere is not adequately
nurtured, it might have negative consequences. High labor turnover, absenteeism, and frequent workplace
accidents are just a few of the unfavorable consequences (Kumar, 2014). Poor Organizational climate
contributes greatly to the development of job-related stress which leads to health problems of absenteeism
and turnover on the work (Smith and Hemingway, 1999). Furthermore, work pressure, lack of autonomy,
peer cohesion and supervisor support has been considered by the employees as stressors in their working

environment. These factors need to be monitored properly in the organization and if not, they will lead to
employees’ turnover and these will have negative effect on organization performance. Good organization
climate will lead to employee innovativeness and low employee turnover (Balker, 2015; Shim, 2014).
Employees are more creative and innovativeness in good working environment.
Good leadership in organization also critical in giving proper direction and motivating employees so
that they work as a team. Good organization climate encourages employees to come up with new ideas in
their organization such as new products development and to increase the profit margins of the organization.
Good organization climate leads to high employee commitment, job satisfaction, lower absenteeism,
organizational citizenship; change of employee’s behavior and reduced employees’ turnover intentions to
quit from organizations (Boateng et al., 2014; Shim 2014). Thus, the retention of the human resource is
important because this would make the organization to grow, survive and compete with others in the
business environment.
The negative effect of organization climate in organization includes high labor turnover, high
absenteeism, low productivity, no creativity invention and innovation, no unit, employees will not be loyal
to the organization, employees will not be committed, more increase in job related stress and high costs of
recruitment and selection to a mention a few. These would have a negative effect on profitability of the
organization and chances of survival, growth and increase of market share will be limited or not achieved at
all. The management need to continue to promote and embrace good organization climate for the
sustainability of the organization.
Explain the effect of personnel commitment to work on organizational effectiveness and
productivity.
The main finding is that organizational climate is not adequately implemented. Organizational
climate, on the other hand, has both positive and bad consequences. Employee retention is a good
component of organizational environment; this has a long-term effect on company profitability.
Furthermore, an organization's atmosphere minimizes job-related pressures. High labor absenteeism,
turnover, and job-related pressures are all negative repercussions of an organization's atmosphere. These
stressors must be closely monitored and handled by management at all times, as they have a negative impact
on the organization's profitability and image.
The review's conclusion is that it will aid management in developing various ways to promote a
positive organizational environment in various areas of operations. To reduce occupational pressures, a
positive organizational climate is required. Other stakeholders will benefit from this review as well, since it
will motivate them to develop suitable interventions to improve organizational environment.