Republic of the Philippines NUEVA ECIJA UNIVERSITY OF SCIENCE AND TECHNOLOGY Cabanatuan City GRADUATE SCHOOL Program Course

Title Professor Reporter Topic : : : : : Master of Public Administration Governmental Management Rachael R. Moralde, Ph. D. Kitchie Buenaventura HUMAN RESOURCE MANAGEMENT a. RETIREMENT b. GOVERNMENT EMPLOYEES AND RIGHT TO STRIKE c. PROFESSIONALIZING THE CIVIL SERVICE d. THE GRIEVANCE MACHINERY OF GOVERNMENT e. COMPENSATION AND POSITION CLASSIFICATION f. CIVIL SERVICE INNOVATION

INTRODUCTION The human resource management is concerned with the growth and development of the people toward higher levels of competency, creativity and fulfillment, because people are the central resource in any organization and society. It helps the employees become better, more responsible people, and then it tries to create a climate in which they may contribute to the limits of their improved abilities. It assumes that expanded capabilities and opportunities for people will lead directly to improvements in operating effectiveness. Work satisfaction is also a direct result when employees make fuller use of their abilities. Essentially, the human resource management approach means that better people achieve better results. Managers decided what should be done and then closely controlled employees to ensure task performance. Managers primary role changes from control of employees to active support of their growth and performance. Management was directive and controlling. The human resource also development programs include training and scholarship opportunities, coaching, counseling, special task force assignments, and other development activities that an agency undertakes primarily for the purpose of teaching skills and keeping up on the job performance. These are done continuously to retain a highly competent and professional civil service workforce. TOPIC OBJECTIVES At the end of this topic, you will able to: 1. Understand the concept of retirement 2. Discuss the laws and rules about the government employee right to strike. 3. Value the importance of training and other development programs for government employees. 4. Why the civil service should be professionalize 5. Describe the concept of grievance machinery.

6. Know why the Civil Service Commission shall develop and administer the Position Classification and Compensation System. DISCUSSION

1. RETIREMENT Is the separation from government service. You are eligible for retirement when you have satisfied all the following conditions: 1. You have rendered at least 15 years of service. 2. You are 60 years of age at the time of retirement; and 3. You are not receiving a monthly pension benefits from permanent total disability. The compulsory retirement age is: 65 for civilian employees 56 for uniformed personnel(police and military) 70 for the judiciary

Retirement is compulsory at age 65. The effectivity of your separation from the government service due to compulsory retirement is at the close of office or working hours on the 65th birthday of said employee. If you are 65 years old and have less than 15 years of service, you may be allowed to continue in the service in accordance with the Civil Service rules. Under the new law, as a retiree you have two (2) options: 1. The five-year lump sum payment (60 months x Basic Monthly Pension) payable at retirement plus basic monthly pension for life starting at the end of the 5 year period; or 2. The cash payment equivalent to18 months of your Basic Monthly Pension plus monthly pension for life starting immediately upon retirement. All personnel are entitled to receive their retirement benefits provided for under existing laws on the day of their retirement. The last agency-employer shall ensure that all the retirement documents are in order six (6) months prior to the retirement of the said personnel. All concerned agencies of the government shall render assistance in this regard. All public officers and employees with pending administrative, disciplinary cases who were eventually exonerated or cleared there from shall be entitled to payment of retirement benefits immediately a day after the promulgation of the decision. 2. GOVERNMENT EMPLOYEES AND RIGHT TO STRIKE Strike, for purposes of this code, refers to a concerted action of an accredited employee organization which will result in temporary work stoppage without total disruption of public service.

Right to Organize - Government employees may form, join or assist employee organizations of their own choice for the furtherance and protection of their interests. Government employees may also form, in conjunction with appropriate government authorities, employee management committees, work councils and other forms of employee participation schemes. Right to Engage in Strike - The right of the duly accredited employee organization to strike, consistent with national interest and public service, shall be recognized and respected. Provided the striking organization shall ensure an effective skeletal workforce whose movement and services shall not be hampered or restricted as are necessary to guarantee the proper and adequate delivery of public service. In view of the peculiar character of public service and considering that public office is a public trust, the right of employees to strike may be allowed only as a last resort and subject to the limitations herein provided. Who Can Strike - Only rank and file employees of the agency where the accredited employee organization belongs may join the strike. They are mainly the first and second level employees whose function are not normally managerial or policy-making. Employees who join the strike shall not be entitled to payment of salary for the period that they are on strike. Government Employees Who Are Prohibited to Strike - The following are not allowed to strike due to exigency in public service, public safety and national interest: (a) Defense and security services including officers and employee belonging to the Armed Forces of the Philippines (AFP), police, fire protection, jail management and those engaged in the custody of prisoners and detainees; (b) Medical and allied services including doctors, nurses, medical therapists and paramedics; (c) Public utility services such as power and water supply, transportation, air traffic contro1lers, radar and radio controllers, lighthouse keepers and harbor pilots; and (d) Other analogous services to be determined by the Commission taking into consideration public service and national interest. Grounds for Strike - A strike may be declared on the following grounds: (a) Unfair public sector labor and management practices committed by management as provided for in this Code; (b) Mismanagement or abuse of the management of the agency; and (c) Graft and corruption. 3. PROFESSIONALIZING THE CIVIL SERVICE a. Strengthen the Third Level through:

Reinvent the concept of rank system Dissociating rank from position Reviewing and enhancing personnel mechanisms for the third level particularly on recruitment and promotion Promotion to rank rather than position as well as promotion based on expertise and achievements rather than on administrative and managerial skills Creating a Third Level Pool

b. Develop policies granting CSC authority to appoint and discipline those below ASEC level c. Implement HRD Interventions by:

Intensifying HRD interventions towards improving service delivery, public service ethics and accountability, skills enhancement and values development Re-thinking HRD interventions/trainings to correspond to specific needs of 1st, 2nd and 3rd level Developing capability-building program for critical sectors in the government, e.g., Executives, HRMOs, Frontliners, Public Sector Unions, Police and Teachers Evaluating impact of CSC training programs

d. Improve the Ethical/Moral Standards of Key Sectors through

Developing a Professionalization/Moral Recovery Program for Law Enforcers Initiating tri-media interventions on the provisions of RA 6713

e. Enhance Merit System by:

Reviewing formulation of QS towards ensuring selection of most competent candidates not only on the basis of education, training and experience. Strengthening the integrity of civil service examinations Developing competency based examinations which measure integrity, service/value orientation and work standards Enhancing value of civil service examinations by indicating competency ratings in the examination results Reinforcing accreditation program with appropriate incentives Revisiting placement function of CSC Advocating conversion of HRMO into mandatory position in LGUs with the power of appointment and discipline lodged with CSC

f. Design incentive packages to encourage the young professionals and the best to join government service and to retain competent workers g. Integrate gender development concepts in CSC policies and programs h. Rationalize policies on contractuals, job orders, and consultancy services

Human Resource Development Programs in the government include training and scholarship opportunities, coaching, counseling, special task force assignments, and other development activities that an agency undertakes primarily for the purpose of teaching skills and keeping up on the job performance. These are done continuously to retain a highly competent and professional civil service workforce. Scholarship Programs - Scholarship grants are available to employees in the civil service at all levels. Local Scholarship Programs - The Civil Service Commission has established the Local Scholarship Programs on February4, 1993 under CSC Resolution No. 93-299. LSP for Masters Degree Program or Courses (LSP-MDP) aims to provide educational opportunities particularly in the masteral studies to government employees to enhance their personal growth and career advancement in the government. Local Scholarship Program for Skilled Workers in Government (LSPSWG) aims to provide employees with working knowledge of new developments and innovations along their areas of work. LSP-Bachelors Degree Completion (LSP-BDC) This latest component of LSP grants scholarship to employees who need only one more year to complete their bachelors degree. The program was established in 1996 under CSC Resolution No. 96-7300. Personnel Development Committee (PDC) To ensure equitable distribution of opportunities for training, scholarships and other activities, the Civil Service Commission issued Memorandum Circular No. 10 on March 02, 1989. Examples of Human Resource Development Interventions Programs: On the Job Training is an informal approach to training that permits an employee to learn the rudimentary of his job by actually performing them. This also provides the worker the opportunity to develop proficiency in the actual work situation. Coaching is one of the most popular on the job training method in which the supervisor helps the subordinates improve their job by providing technical suggestions or advise related to the job being done. Coaching does not only build individual skills but also develops teamwork between the supervisor and the subordinates. Counseling is a process by which a supervisor helps an individual employee who is beset by problems which he cannot cope alone and which may affect his job performance. This restored to in order to maintain high levels of efficiency in the work group. Distance Learning Program or correspondence schooling is another alternatives approach to formal training courses which allows employees to proceed with the training process on their own time and according to the pace suitable for them. Job Rotation is a systematic program of moving an individual from one job to another to provide her with experiences in several different jobs within the organization. 4. THE GRIEVANCE MACHINERY OF GOVERNMENT

Each department or agency of the government, with the assistance and approval of the Commission shall establish and administer a grievance machinery to promote wholesome and desirable relations among employees and between employees and management. Employees shall have the right to have their grievances adjudicated as expeditiously and as fairly as possible. A grievance may be filed by aggrieved employees or by the employee organization to which they belong in accordance with the guidelines issued by the Commission. Aim of Grievance Machinery To resolve problems and conflict at the lowest level of organization before it grows into unmanageable proportions that may result in strikes or interruption of public service. Thus, it operates as a safety valve to resolve complaints and dissatisfaction through a formal system of adjustment of grievances. In any organization, no compliant or grievances is too small to be set aside because thus will undermine morale and effective performance. An employee who feels dissatisfied, jealous or discontented will not be able to carry out his/her duties and responsibilities effectively. A mechanism should be installed to ensure that grievance of all employees are treated fairly, justly and expeditiously by management. The terms compliant, grievance and grievance procedure are operationally defined as follows: 1. Compliant refer to the employees expressed feelings of dissatisfaction with some aspects of his working conditions, relationships or status which are outside ones control. 2. Grievance refers to an employee's complaint regarding working conditions, working relationships or employment status. 3. Grievance procedure refers to the mechanisms of resolving employee grievances and complaints. Any party dissatisfied with the decision/resolution of a case that went through the grievance procedure in their agency may appeal the case to the CSC. The time limits for each step are set in the grievance procedure. Usually, it takes five (5) to ten (10) days at each level to make decision. This time limit hastens action on all complaints and grievance. Composition of the grievance committee: a. One member of the top management or its representative to act as a Chairman b. One higher supervisor except the one being complained of. c. One member of the rank and file employee or member of the association. 5. COMPENSATION AND POSITION CLASSIFICATION

Position Classification and Compensation System - The Commission shall develop and administer the Position Classification and Compensation System (PCCS) which shall have two parts:

1. Position Classification Plan shall consist of the occupational groups

and classes to which positions are to be allocated or reallocated, and the rules and regulations for implementation. 2. Compensation Plan shall consist of the salary schedule, policies relative to salaries, allowances, bonuses, and such other benefits accruing to the public officers and employees of the civil service system, and the rules and regulations for implementation. Basis for Position Classification and Compensation - The classification and compensation of positions in the civil service system shall be based on similarity of kind and level of work and the determination of the relative worth of these classes of positions. Coverage of the Position Classification and Compensation System - The PCCS shall apply to all positions in the civil service system whether permanent or temporary, appointive or elective on full or part-time basis now existing or hereafter created. Approved Salary Standardization Law - Salary standardization is expected to benefit the more than 1.5 million government employees by increasing their salaries, which will be given in four yearly tranches starting on July 1, 2009 until 2013. . This program applies to all civilian government personnel, regardless of status. Military and uniformed personnel are also covered by a separate compensation system provided under House Joint Resolution 36. For LGU Personnel The salary rates for LGU personnel shall be determined by the sanggunian, on the basis of LGU income class and financial capability: Provided, That such salary rates shall not exceed the applicable percentages shown in the table below, pursuant to item 7(a) of the Joint Resolution: Provided, Further That the resulting personal services (PS) cost shall not exceed the PS limitation in local government budgets, as provided under Sections 325(a) and 331(b) of Republic Act No. 7160: Provided, Finally That there shall be no diminution in the basic salaries of incumbents for purposes of complying with said PS limitation. Percentages of Salary Rates Shown in Annex A For Provinces/Cities Special Cities 1st Class 2nd Class 3rd Class 4th Class 100% 100% 95% 90% 85% 90% 85% 80% 75% For Municipalities

5th Class 6th Class

80% 75%

70% 65%

For this purpose, the DBM shall issue the First Tranche Monthly Salary Schedule for Local Government Personnel for each LGU income class which shall take effect January 1, 2010. Important Features of the Position Classification and Compensation System Grouped classes of positions into 4 main categories, namely: Professional Supervisory; Professional Non-Supervisory; Sub-Professional Supervisory; and Sub-Professional Non-Supervisory.

Revised the salary schedule from 28 to 33 salary grades and prescribed the rules and regulations for its implementation; Assigned the salary grades of constitutional officials and their equivalents and mandated the DBM to determine the officials who are of equivalent rank; Established benchmark positions as an aid to position classification and salary grade allocation; Provided for step increments based on merit or length of service; Objectives of the Position Classification and Compensation System - The PCCS serves as a tool for effective management, organizational analysis, budgeting and fiscal control, and as an information tool for the general public or taxpayers for similar services among government agencies. 6. CIVIL SERVICE INNOVATION The local government personnel system is primarily governed by personnel policies of the Civil Service Commission and the applicable provisions of the Local Government Code, i.e. the Creation of Local Personnel Board and the Policy on Human Resource Development. The merit system is the guiding principle in the selection, recruitment and promotion of the officers and employees of the local government bureaucracy. Most locally appointed officers and employees are career personnel with security of tenure who can only be removed for cause. All local government employees are covered with limited medical care and are insured in the Government Service Insurance System. Discipline over career employees is lodged with the local chief executives and the Civil Service Commission. This is the nugging issue that civil servant will innovate in the performance of public service, besides even in the extension of service of retire able employees still in the commission proper which is very centralize, to the end, it cost money to follow up and the speedy action cannot be attain because of the bulky transaction are being filed. Why this function be delegated to the Regional Office applying the concept of decentralization.

A streamlined and efficient civil service requires a culture that promotes innovation and inspiration. Now required to flexibly adapt to the challenges that face the civil service, which individuals in central government jobs may only be too aware of.
REFERENCES 1. 2. 3. 4. 5. Civil Service Act of 1987 Civil Service System in the Asian Region Manual Distance Learning Program on Personnel Administration in the Civil Service (Module 1 to 5) Executive Order No. 180 Senate Bill No. 1162 of Senator Aquilino Pimentel

GUIDE QUESTIONS

1. Enumerate the eligibles for retirement of government employees. 2. Identify employees that are not allowed to strike. 3. Enumerate examples of human resource management interventions programs 4. Give the aim of the grievance machinery. 5. What is the coverage of the Position Classification and Compensation System? ANSWER KEYS 1. The eligible for retirement when you have satisfied all the following conditions: 1.1You have rendered at least 15 years of service. 1.2 You are 60 years of age at the time of retirement. 1.3 You are not receiving a monthly pension benefits from permanent total disability.

2. The following are government employees that are not allowed to strike due to exigency in public service, public safety and national interest: 2.1Defense and security services including officers and employee belonging to the Armed Forces of the Philippines (AFP), police, fire protection, jail management and those engaged in the custody of prisoners and detainees; 2.2Medical and allied services including doctors, nurses, medical therapists and paramedics; 2.3 Public utility services such as power and water supply, transportation, air traffic contro1lers, radar and radio controllers, lighthouse keepers and harbor pilots; and 2.4 Other analogous services to be determined by the Commission taking into consideration public service and national interest.

3. The different examples of training and other development programs for government employees: 3.1On the Job Training 3.2Coaching.

3.3Counseling 3.4Distance Learning Program 3.5Job Rotation

4. The aim of the grievance machinery is to: To resolve problems and conflict at the lowest level of organization before it grows into unmanageable proportions that may result in strikes or interruption of public service. Thus, it operates as a safety valve to resolve complaints and dissatisfaction through a formal system of adjustment of grievances. In any organization, no compliant or grievances is too small to be set aside because thus will undermine morale and effective performance. 5. The Position Classification and Compensation System shall be apply to all positions in the civil service system whether permanent or temporary, appointive or elective on full or part-time basis now existing or hereafter created.