STO.

TOMAS COLLEGE OF AGRICULTURE, SCIENCES AND TECHNOLOGY

Feeder Road 4, Brgy. Tibal-og, Santo Tomas, Davao del Norte, Philippines

MANAGING HUMAN
MODULE
5
RESOURCES
Hooray to a new academic year!
The journey in this pandemic has been MODULE CONTENTS
tough yet you made it. New normal has
come, but the learning must continue.
This would be happy and exciting! As we CHAPTER 5:
start digging through this course pack, we
will focus on the topics dedicated to the Managing Human
Administrative Office Procedure, which Resources
focuses on the Office Management, • Selecting and Orienting
Human Resource and Operations the Office Staff
Management, Banking and Finance, • Supervising Office
Entrepreneur and other allied business Employees
courses. Administrative Office • Training, Appraising and
Promoting office
Management is also useful for career personnel
oriented people whose works deal on • Job Analysis
communication, manage information, use • Compensation/Salary
technology, handle records, work with Administration
• Labor-Management
people and solve problems in an office
Relations in the Office
setting. • Office Personnel Problems

Intended Learning Outcomes

At the end of Module 5, you should be able to:
• Identify sources of potential office employees;
• Know the role and function of supervision of employees;
• Understand the importance of developing office employees;
• Appreciate the value of job analysis;
• Know how to administer salary and compensation;
• Acquire knowledge in labor-management relations in the office; and
• Identify problems of personnel in the office.
 CHAPTER
“To handle yourself, use your head; to
5
handle others, use your heart”
- Eleanor Roosevelt

TIME FRAME

TAKE THE CHALLENGE!

In this lesson, challenge yourself to:

a. Explain how you will assess the training needs of the employees.

b. What are the basics of conducting employee performance appraisal?

G E T T I N G S T A R T E D

Hello student! Let us fill this lesson with love. For sure, you will enjoy this lesson
because this office system involves a very comprehensive office procedures which
provides essential knowledge and skills needed in a variety of careers in business
world.

So, what are we waiting for let’s begin!

 A B S T R A C T I O N
• Advertising - As a recruiting source,
advertising includes classified
newspaper advertisements, magazines
SELECTING AND ORIENTING and journals. Radio and television
OFFICE EMPLOYEES notices, electronic bulletin boards found
Sources of Potential Office Employees on the internet.

1. Internal Sources. It is better to • Educational Institution Placement

promote an employee who meets the Services- provide important services to
requirements of the position than both the employer and the job seeker.
hiring from the outside. It is also an The disadvantage is that some
evidence that employees competence organizations may recruit only at a
is rewarded. limited number of colleges or
universities.
• Employee Referral. When this is used,
employee recommend individual for • Public Employment Agencies and Private
open positions within the organization Employment Agencies - these agencies
Referrals give employees a feeling of help employers design testing programs,
recognition or it may cause problems if job analysis and evaluation.
the individual referred does not
perform satisfactorily. • Web-based Employment Services -
using the web, the job seekers registers
• Employee Promotion. Morale is likely with the employment service and
to increase and turnover decrease electronically submit resume-type
when employees can be promoted. information.

• Databanks. The information regarding

Outsourcing
employees' job qualifications is stored
in a computerized databanks. This can
be easily and quickly screened to Outsourcing. Organization turns
determine which employees are over certain of its function to any outside
presently qualified for the open agency that has the specialization of
position. recruiting, selecting, and hiring
employees.
2. External Sources. The advantage of
external sources is that there will be
big potential applicant pool with new Hiring people with disabilities
ideas to join in the organization.

3. Unsolicited Applications. This is Employers cannot discriminate

used to apply for a position without against an individual with disability as long
knowing whether an opening actually as a person is otherwise qualified for the
exists. Individuals using this method job.
may apply either in person or by mail.
Interview and Resume Preferences

Competition is stiff. With so many

applicants to choose from, employers use a
variety of methods for narrowing the field. The
following methods are listed down:

1. Scanning Resources. Almost all the

recruiters interviewed resort to "eye
scanning" a resume, skimming it to find the
key words related to the position and
power words that indicate the applicant is
capable and hardworking - words like
"adaptable, innovative, problem solving" SUPERVISING OFFICE
and skills like "oral communication, ability EMPLOYEE
to delegate".
Supervision is managing others through
2. The Interview. The Interview. Employers
leadership and personal influence Management
now often try to reduce the list of
means simply getting things done.. not
candidates further by conducting telephone
necessarily through coordination of the efforts of
interviews. They note the applicant's ability
other people. Thus, an individual can be a good
to discuss-education, job history, and
manager without even dealing with people. A
current interests on the telephone. Those
supervisor, however, exercises hands-on
who cannot remember specifics are not
influence and leadership skills to guide others.
invited for a formal interview. Neither are
those who sound sleepy at 10:00 am. The
telephone interview may also screen out ROLE AND FUNCTIONS OF
applicants with accents. SUPERVISION
The applicant who survives the telephone Supervisors play an important role in the
interview still faces a challenge. The formal business environment. Their primary job is to
interview really begins as soon as the applicant see that the work performed by employees is
arrives at the site. His or her actions may be completed on time and at the highest level of
noted even out in the parking lot. Almost quality. In order to complete this task, they must
assuredly, the way the applicant acts in the know the production process and have an
waiting room will be reported to the interviewer. understanding of human behavior. Theirs is a
pressure filled job.
Most recruiters size up the applicant very
early in the interview. Appearance does matter.
Even in casual workplace, applicants are SUPERVISOR AS
expected to look professional. COMMUNICATOR

The typical interview process is around Supervisors are required to communicate

two or three hours long-even for an entry-level with a variety of personnel in the course of their
position. The HR person may initially interview jobs. Approaches that might improve the
the applicant for thirty minutes, discussing productivity of people in their 20's, for example,
qualifications and explaining the job. are not generally, applicable to people in their
50's. Similarly, supervisors must deal with
people with a wide range of personal styles,
regardless of their ages and backgrounds.
 A B S T R A C T I O N

SUPERVISOR AS TRAINER

An effective supervisor must be a polished

trainer. It is part of the supervisor's responsibility
to demonstrate to workers exactly how certain
procedures are performed. Supervisors must also
be excellent learners. Workers expect their
supervisors to be doers as well as teachers.

SUPERVISOR AS STUDENT

For supervisors, life is a learning process.

Not only must they learn the rudiments of their
subordinates jobs, but they must also learn basic
SUPERVISOR AS HUMAN
supervisory skills. They must take courses in
management, computers, communications and
RESOURCE SPECIALIST
other skills that will help them in their supervisory
roles. Supervisors need to be aware of the needs
of their subordinates. For example, they must
SUPERVISOR AS GOAL know how to motivate people, how to reward
them, how and when to discipline them and when
SETTER and how to refer them to employee assistance
programs. They may have the assistance of
Supervisors are responsible for setting
human resources specialist in some of these
goals for themselves and their subordinates. In
areas, but the basic responsibility is the
addition, they are charged with ensuring that unit
supervisor's Given their daily presence among
and individual goals set by senior management
their employees, supervisors play A critical role in
are met. They must sit down with their
maintaining good moral among the workplace.
subordinates and work together to set goals and
monitor progress. This function requires full
employment of the supervisor's communication
SUPERVISOR AS COMPUTER
skills.
EXPERT
In today's business environment,
SUPERVISOR AS EVALUATOR supervisors must be computer proficient. Many of
today's management functions are tied closely to
computers. For example, computers are used
It is the supervisor's job to evaluate extensively in decision making, production
workers on a regular basis. Workers appreciate scheduling and product design. Supervisors are
feedback on their progress. Generally, they want not responsible for many of the functions
honest and frequent appraisals of their work and facilitated by computers, but they must have a
suggestions from their supervisors on how to working knowledge of how computers operate and
improve their performance. their role in the production process.
 A B S T R A C T I O N
SUPERVISOR AS
INTERNATIONAL MANAGER

SUPERVISOR AS PRODUCER The emergence of large international

businesses is creating new demand for
supervisors who can manage effectively in a
The supervisor is inextricably linked to difficult circumstances. Contemporary
the production of goods and services. First, supervisors are well advised to learn new
supervisors must be knowledgeable about the languages and become aware of cultural
production process they control. They are differences among workers.
responsible for a large variety of simultaneous
activities in the ongoing production process.

SUPERVISOR AS ADVISER

Supervisors must be particularly effective

in an advisory role. Supervisors who can advise
senior managers, middle managers and
subordinates on topics that affect their work
activities are valuable. The problem is to restrict
advice only to those areas directly related to
individuals needs at a particular time. More often
than not, the supervisor does not provide
detailed advice on particular issues.

SUPERVISOR AS IDEA
CHAMPION
An idea champion is an individual who
generates a new idea or believes in the value of
a new idea and supports it in the face of THE NEW CHALLENGE FOR
potential obstacles. Generally, idea champions SUPERVISOR
are members of the lower supervisory levels.
They typically are creative people who are
The future holds much potential for
willing to take risks.
supervisors. They have long been an important
part of the business world. It would be
impossible to conduct business on any scale
SUPERVISOR AS were it not for the presence of qualified
ENVIRONMENTAL WATCHDOG supervisors who can lead production workers.
Supervisors function as leaders, trainers, goal
Contemporary supervisors exemplify the setters environmental watchdogs, facilitators,
prototypical knowledge workers that the communicators and more Simply put, they are
business world is beginning to demand. They the backbone of the business world, and will
must be knowledgeable about a wide range of continue to be as long as there is business to
environmental issues and workplace safety conduct
programs.
 A B S T R A C T I O N Plan the training by:

• Starts reviewing the company’s

organizational objectives and by evaluating
SKILLS OF AN EFFECTIVE the existing training in light of those
SUPERVISOR objectives;

According to Mona Johnson the owner of • Decide what additional training is needed to
companies, especially large companies, she match employee needs with company
does not have time to supervise each and every needs; and
employee who works for them. She hires
supervisors to ensure that employees are using • Suggest the training program’s value to the
company time productively and effectively. company.

ASSESS CURRENT TRAINING

TRAINING, APPRAISING AND PROGRAMS
PROMOTING OFFICE PERSONNEL
The company is likely to have some kind
of training in place already even if it’s ad hoc
Employee development which helps and informal. Look at what’s there, particularly:
maximize use of human potentials is seen as a
continuous process that lasts for the duration of • How well-trained are employees at all
office tenure with an organization. levels?
• What process is in place to propose and
approve training?
• What methods are used to train and
develop people?
• What overall priority is training given, and
what resources are set aside for it?

PRODUCE A PLAN

It's essential to have a written training plan

before you begin working with employees on
their learning agendas. A written plan serves two
purposes:

1. It's a document that you can share with

management A commitment from
management to support training is crucial
to the success of the program, and
SKILLS OF AN EFFECTIVE managers need to know what they're
SUPERVISOR committing to.

In every organization there is a need for 2. It's a benchmark for measuring the
a training and development manager who will effectiveness of training activities. With a
make sure that the training the company will written plan, you can assess the original
provide to their employees will give them the plan against what is actually happening
skills and knowledge they need to succeed in and also gauge the quality of the training
their jobs. and the benefits that result.
 A B S T R A C T I O N
Aims of performance appraisal are to:

You may want to address the following in • Forms a basis for personnel decisions:
your plan: salary increases, promotions, disciplinary
actions, bonuses, etc.
• The process for identifying and assessing • Provide the opportunity for organizational
individual training needs. diagnosis and development.
• Facilitate communication between
• How employees will be trained and employee and administration.
developed within the organization. • Validate selection techniques and human
resource policies to meet the Equals
• Available resources, including financial. Employment Opportunity requirements.
• To improve performance through
counseling, coaching and development.

EMPLOYEE’S ROLE
METHODS
Make sure that every employee
understands the company's business objectives. A common approach to assess
What is each employee's role in helping to performance is to use a numerical or scalar
achieve those objectives? This is an interesting rating system whereby managers are asked to
topic of discussion for managers and team score an individual against a number of
members, everyone can gain a better objectives attributes.
understanding of their role in the company and
achieve greater job satisfaction as they start the most popular methods used in the
making connections between what they do and performance appraisal process include the
the company's business goals. following:

• Management by objectives
APPRAISING PERFORMANCE • 360-degree appraisal
OF OFFICE EMPLOYEES • Behavioral observation scale
• Behaviorally anchored rating scales
A performance appraisal, employee
appraisal, performance review, or (career) Trait-based systems, which rely on
development discussion is a method by which factors such as integrity and conscientiousness
the job performance of an employee is are also commonly used by businesses. The
evaluated (generally in terms of quality, quantity, scientific literature on the subject provides
cost and time) typically by the corresponding evidence that assessing employees on factors
manager or supervisor. A performance appraisal such as these should be avoided. The reasons
is a part of guiding and managing career for this are twofold:
development.
1. Because trait-based systems are by definition
Aims of performance appraisal are to: based on personality traits, they make it difficult
for a manager to provide feedback that can
• Give employees feedback on performance cause positive change in employee
• Identify employee training needs performance.
• Documents criteria used to allocate
organizational rewards
 A B S T R A C T I O N BASICS OF CONDUCTING
EMPLOYEE PERFORMACE
2. Trait-based system, because they are vague,
APPRAISALS
are more easily influenced by office politics, Yearly performance reviews are critical.
causing them to be less reliable as a source of Organizations are hard pressed to find good
information on an employee’s true performance. reasons why they can’t dedicate an hour-long
meeting once a year to ensure the mutual needs
of the employee and organization are being met.
CHARACTERISTICS OF Performance reviews help supervisors feel more
PERFORMANCE APPRAISAL honest in their relationships with their
SYSTEMS subordinates and feel better about themselves
in their supervisorial rules.
Some companies recognize the need to
provide employee feedback regarding 1. Design a Legally Valid Performance
performance. One method of providing Review Process Patricia King, in her
performance feedback is through a book, Performance Planning and
performance appraisal. Appraisal, states that the law requires that
performance appraisals be job-related and
1. Appraisal Match the Job Descriptions valid, based on a thorough analysis of the
Performance appraisals should match the job; standardized for all employees not
job descriptions and standards set for biased against any race, color, sex,
performance objectives. For example, an religion, or nationality; and performed by
employee who does word processing could people who have adequate knowledge of
be appraised based on number of errors the person or job.
and timeliness of work as these are
standards set for that particular job. 2. Design a Standard Form for
Performance Appraisals Include the
2. Appraisals are Legally Compliant name of the employee, date the
Appraisals should be able to stand legal performance form was completed, dates
test of reliability (questions yield the same specifying the time interval over which the
results for all employees if repeated more employee is being evaluated, performance
than once) and validity (does the appraisal dimensions (include responsibilities from
measure what it is designed to measure) the job description, any assigned goals
from the strategic plan, along with needed
3. Appraisers Should be Trained The skills such as communications,
supervisor or manager conducting the administration, etc.).
appraisal should be trained in the use of
the evaluation toll and conducting the 3. Schedule the first performance review
appraisal. For example, conflict may arise for six months after the employee starts
if the employee disagrees with the employment Schedule another six months
outcome and knowing how to deal with later, and then every year on the
conflict is an important tool. employees anniversary date.

4. Appraisal Systems Require Follow-up It 4. Initiate the Performance Review

is important to the company and the Process and Upcoming Meeting Tell the
employee to provide consistent monitoring employee that you’re initiating a scheduled
and follow-up after the formal appraisal is performance review. Remind them of
given. what’s involved in the process. Schedule a
meeting about two weeks out.
 A B S T R A C T I O N
ELEMENTS

5. Have the Employee Suggest Any Updates A promotion can involve advancement in
to the Job Description and Provide Written terms of designation salary and benefits, and in
Input to the Appraisal Have them record their some organizations the type of job activities may
input concurrent to your recording theirs. Have change a great deal. In many companies and
them record their input on their own sheet (their public service organizations, more senior
feedback will be combined on the official form positions have a different title an analyst who is
later on in the process). promoted becomes a "principal analyst an
economist becomes a "senior economist"; or an
6. Document your input-reference the Job associate professor becomes a "full professor".
Description and Performance Goals Be sure
you are familiar with the job requirements, and
have sufficient contact with the employee to be EXAMPLE OF A
making valid judgments. PROMOTION

7. Hold the Performance Appraisal Meeting • HR Assistant receives a promotion to HR

State the meeting’s goals of exchanging Generalist .
feedback and coming to action plans, where
necessary. In the meeting , let the employee • HR Generalist receives a promotion to a
speak first and give their input. dual role of HR Generalist and Employee
Development Coordinator.
8. Update and Finalize the Performance
Appraisal Form Add agreed-to commentary on • HR Generalist is given a promotion to HR
to the form. Note that if the employee wants to Manager.
add attach written input to the final form, he or
she should be able to do so. • HR Manager is given a promotion to
Manager of Human Resources and
9. Nothing Should be Surprising to the Administration.
Employee During the Appraisal Meeting Any
performance issues should have been • HR Manager is promoted to HR Director.
addressed as soon as those issues occurred.
• HR Director receives a promotion to HR
Vice President.

PROMOTION • HR Vice President becomes Vice President

of Global Human Resources or Vice
President of Talent Acquisition,
A promotion is the advancement of an Management and Development.
employee's rank or position in an organizational
hierarchy system Promotion may be an
employees reward for good performance i.e.
positive appraisal. Before a company promotes
an employee to a particular position it ensures
that the person is able to handle the added
responsibilities by screening the employee with
interviews and tests and giving them training or
on-the-job experience.
 A B S T R A C T I O N
JOB EVALUATION

Job evaluation is the process of

ANALYZING AND systematically determining a relative internal
EVALUATING JOBS value of a job in an organization. In all cases,
the idea is to evaluate the job, not the person
JOB ANALYSIS doing it. Job evaluation is the process of
determining the worth of one job in relation to
A job analysis is a step-by-step that of the other jobs in a company so that a fair
specification of an employment position's and equitable wage and salary system can be
requirements, functions, and procedures. established.
Successful HRM practices can lead to outcomes
that create competitive advantage Job analyses
that is properly performed, enhance the success
of these HRM practices by laying the foundation. FOUR MAJOR METHODS OF
Job analysis information can be applied to a JOB EVALUATION
variety of HRM practices.

Worker requirements refer to the • Job Ranking. The job ranking method is
knowledge, skill ability personal characteristics the simplest and easiest job evaluation
and credentials needed for effective job method; jobs and the employees who
performance. These terms are defined as: perform those jobs are ranked from highest
to lowest depending on their quality and
• Knowledge - the body of information one value to the organization.
needs to perform the job.
• Job Classification. The job classification
• Skill - the capability to perform a learned method nose job classes or job groups to
motor task, such as forklift operating skills provide more customization in the
and word-processing skills. evaluation. This method also uses scales to
measure performance rather than
• Ability - the capability needed to perform a comparing and ranking employees.
non-motor task, such as communication
abilities, mathematical abilities and • Factor Comparison. The factor
reasoning or problem-solving abilities. comparison method is more scientific and
complex than any other method.
• Personal characteristics - an individual's
traits (e.g. tact, assertiveness on for others, • Point Method. The point method measures
objectivity, work ethic) or his performance through scales and job factors
willingness/ability to adapt to the rather than focusing on entire job functions
circumstances in the environment (eg. and ranking employees against each other
ability to withstand boredom, willingness to
work overtime, willingness to treat others • Consideration. Consideration is usually
cordially). seen as the most reliable and valid
evaluation method by employees compared
• Credentials - proof or documentation that to more subjective methods such as the job
an individual possesses certain ranking method.
competencies, such as diplomas,
certifications and licenses.
 A B S T R A C T I O N • Job Analysis. The process of analyzing
jobs from which job descriptions are
developed. Job analysis techniques include
the use of interviews, questionnaires and
observation.
COMPENSATION/ SALARY/
ADMINISTRATION • Job Evaluation. A system for comparing
jobs for the purpose of determining
COMPENSATION appropriate compensation levels for
individual jobs or job elements. There are
Compensation is a tool used by four main techniques: Ranking
management for a variety of purposes to further Classification, Factor Comparison and Point
the existence of the company. Compensation Method
may be adjusted according to the business
needs, goals and available resources. • Pay Structures. Useful for standardizing
compensation practices. Most pay
Compensation may be use to: structures include several grades with each
grade containing a minimum salary/wage
• Recruit and retain qualified employees. and either step increments or grade range.
Step increments are common with union
• Increase or maintain morale/satisfaction. positions where the pay for each job is pre-
determined through collective bargaining.
• Reward and encourage peak performance.
• Salary Surveys. Collection of salary and
• Achieve internal and external equity. market data May include average salaries,
inflation indicators, cost f living indicators,
• Reduce turnover and encourage company salary budget averages. Companies may
loyalty. purchase results of survey conducted by
survey vendors or may conduct their own
• Modify (through negotiations) practices of salary surveys.
unions.
What are the components of a
TYPE OF COMPENSATION
compensation system?

Compensation will be perceived by

• Base Pay
employees as fair if based on systematic
components. Various compensation systems
• Commissions
have developed to determine the value of
positions. These systems utilize many similar
• Overtime Pay
components including job descriptions, salary
ranges/structures and written procedures.
• Bonuses, Profit Sharing. Merit Pay
• Job Descriptions. A Critical component of
• Stock Options
both compensation and selection systems,
job descriptions define in writing the
• Travel /Meal Housing Allowance
responsibilities, requirements, functions,
duties, locations, environment conditions
• Benefits including dental insurance,
and other aspects of jobs, Descriptions may
medical, vacation, leaves, retirement, taxes.
be developed for jobs individually or for
entire job families
 A B S T R A C T I O N DESIGN OF A JOB BASED
SALARY PROGRAM

HOW TO DEVELOP A JOB ANALYSIS

REVIEW &
COMPENSATION PROGRAM MAINTAIN
OUTLINE

1. Set an Objective for the Program. INTERNAL INTERNAL

HIERARCHY HIERARCHY
2. Designate an Individual to.

3. Oversee the Compensation Program.

GRADE
PERFORMANCE
4. Develop a Compensation Philosophy. STRUCTURE
APPRAISAL
SALARY RANGE
5. Conduct a Job Analysis of All Positions.

6. Evaluate Jobs. . SALARY

DETERMINATION
7. Determine Grades.

8. Establish Grade Pricing and Salary Range.

COMMUNICATION
9. Determine an Appropriate Salary
Structure.
The table above shows the steps
10. Develop a Salary Administration Policy. involved in designing any job based salary
program. Simply put, the process involve
11. Communicate the Final Program to agreeing on what is to be valued, internally
Employees and Managers. determining the relative value of the job (of
skills), obtaining the external value if possible,
12. Monitor the Program. and then resolving any differences in an
intelligent manner.

INCENTIVE PAY

In economics and sociology an incentive

is any factor (financial or non-financial ) that
enables or motivates a particular course of
action, or counts as a reason for preferring one
choice to the alternatives. It is an expectation
that encourages people to behave in a certain
way.
 A B S T R A C T I O N
FRINGE BENEFITS

Incentives can be classified according to

the different ways in which they motivate agents Various non-wage compensations
to take a particular course of action One common provided to employees in addition to their normal
and useful taxonomy divides incentives into three wages or salaries. Where an employee
broad classes: exchanges (cash) wages for some other form of
benefits, this is generally referred to as a "salary
1. Remunerative incentives (or financial sacrifice" or "salary exchange" arrangement.
incentives) are said to exist where an agent
can expect some form of material reward -
LABOR- MANAGEMENT
especially money - in exchange for acting in
a particular way. RELATIONS IN THE OFFICE
The Labor Management Relations Act
2. Moral incentives are said to exist where a (LMRA), commonly referred to as the Taft-Harley
particular choice is widely regarded as the Act had two primary purposes: (a) to lessen
right thing to do, or as particularly admirable, industrial disputes and (b) to place employers in a
or where the failure to act in a certain way is more equal position with the unions in bargaining
condemned as indecent. and labor relations procedures."
3. Coercive incentives are said to exist where The study of labor-management relations
a person can expect that the failure to act in refers to the rules and policies which govern and
a particular way will result in physical force organize employment, how these are establish
being used against them (or their loved and implemented and how they affect the needs
ones) by others in the community-for and interest of employees and employers.
example, by inflicting pain in punishment, or
by imprisonment, or by confiscating or
destroying their possessions. OFFICE PERSONNEL
PROBLEMS

TYPES OF INCENTIVE After being supervisor for a while, you

realize that people demonstrate similar patterns
of behavior no matter where you work. Thankfully,
1. Straight piece rate In the straight piece rate for those of us in the free service, most of these
system, a worker is paid straight for the behavior patterns are positive and productive, but
number of pieces he produces per day. In occasionally we need to give some folk’s behavior
this plan, quality may suffer. a tune-up.

2. Straight piece rate with a guaranteed

base wage A worker is paid straight for MISTAKES VS.
output set by management even if worker BEHAVIOR PROBLEMS
produces less than the target level output.
Sometimes, people who've made a
3. Halsey Plan: W = RT + (P/100) (S - T) R mistake are confused with people who have a
where W: wage of worker. R: wage rate, T: behavior problem. I can assure you they're not
actual time taken to complete job, P: the same. Someone who makes a mistake most
percentage of profit shared with worker, S: likely had good intentions and tried to meet an
std, time allowed. expectation, but they made a bad choice or
something didn't go as planned.
 A B S T R A C T I O N RESPONSIBILITY AND
ACCOUNTABILITY

COMMON PERSONNEL Before you even begin to correct a

problem, everyone needs to realize what they're
PROBLEM
personally responsible for. That may sound very
basic, but not all employee truly understand what
their responsibilities are until you sit them down
THE INHERITED POOR
and clearly outline them.
PERFORMER
This can be one of the most difficult
problems to take care of because most of these THE BIGGEST LESSON
people have developed their poor performance
level from years of little or no supervision.
The most significant lesson I've learned in
dealing with personnel issues is that we have to
THE EXCUSE MEISTER care about what were doing. If you don't care,
then don't waste your time with discipline,
because you'll fail miserably.
The excuses people come up with truly
amaze me. Why can't people just say, "I screwed
up and will do a better job Instead, we get an
avalanche of nonsense that pours out of the
mouths in attempt to avoid taking responsibility
for their actions.

THE PISS-POOR ATTITUDE

Trying to change someone's attitude can

take a great deal of patience, determination and
commitment, because the person may not even
realize they have a problem. Maybe nobody's
ever thought it to their attention or maybe they
have been told but they simply disregarded the
information.

THE LAZY LUMP

The lazy lump is the person who seems to

get away with doing a whole lot of nothing. The
most challenging thing about lazy people is
they're rarely called out for being lazy. Most
firefighter would rather pick up someone else
slack than deal with the problem. The same could
be said for parents that pick up the house at the
end of the night after their children have made a
mess.
 A C T I V I T Y 1
G I V E Y O U R O W N
P E R S P E C T I V E

1. MEISTER
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________

2. LAZY LUMP
_______________________________________________________________
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3. PERSONAL CHARACTERISTICS
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4. STANDARD
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5. PERFORMANCE
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 A C T I V I T Y 2
ANALYSIS

Answer the following questions:

1. How do you correct negative behavior in the organization?

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2. How do you discipline a co-worker with behavior problems?

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3. How can you change behavior from good to bad?

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 A C T I V I T Y 3
Give at least 3 differences between Mistakes and Behavior Problems.

MISTAKES BEHAVIOR PROBLEMS

1. 1.

2. 2.

3. 3.