MODULE 5

MAINTENANCE OF
HUMAN RESOURCES
 MAINTENANCE OF
HUMAN RESOURCES
1. EMPLOYEE ORIENTATION

2. PHYSICAL WORKING CONDITIONS

3. MOTIVATION/THEORIES
 MAINTENANCE OF
HUMAN RESOURCES
4. PERFORMANCE APPRAISAL/SYSTEMS

5. COMPENSATION ADMINISTRATION

6. MANAGEMENT LABOR RELATIONS

7. EMPLOYEE MOVEMENT
1
WHAT IS AN ORIENTATION
???
• It is a day set aside for new
employee/s to get acquainted
with the company.

• A time to get a lot of your

questions answered.

• Introduce on policies,
procedures, company
history, goals, culture,
punching in and work rules.

• And a great time to be

introduced to the
opportunities.
 Is it important???
• ABSOLUTELY
• (pls add more pix here)
 Purposes of Orientation

1. To Reduce Startup Costs

– help the employee get "up to speed“
much more quickly
– thereby reducing the costs
associated with learning the job.
 Purposes of Orientation
• To Reduce Anxiety
– Any employee, when put into a new,
strange situation, will experience anxiety
that can impede his or her ability to learn
to do the job.
– Proper orientation helps to reduce anxiety
by entering into an unknown situation, and
helps provide guidelines for behavior and
conduct, so the employee doesn't have to
experience the stress of guessing.
 Purposes of Orientation
• To Reduce Employee Turnover
- Employee turnover increases as employees
feel they are not valued, or are put in
positions where they can't possibly do their
jobs

* Orientation shows that the organization

values the employee, and helps provide the
tools necessary for succeeding in the job.
 Purposes of Orientation

• To Save Time for the

Supervisor

* The better the initial orientation,

the less likely supervisors and co-
workers will have to spend time
teaching the employee.
 Purposes of Orientation

• To Develop Realistic Job

Expectations, Positive
Attitudes and Job Satisfaction
* It is important that employees
learn as soon as possible what is
expected of them, & what to
expect from others
Why is Orientation Program
sometimes fail???
1. The program was not planned ;

2. The employee was unaware of

the job requirements;

3. The employee does not feel

welcome.
Two Kinds of Orientation
1. Overview Orientation
- deals with the basic information
- conducted by the personnel department with
a little help from the branch manager or
immediate supervisor
2. Job-Specific Orientation
- Deals much on the content that is specific
- conducted by the immediate supervisor
1. Overview Orientation

• government in general, the department and

the branch
• important policies and general procedures
(non-job specific)
• information about compensation and
benefits
• safety and accident prevention issues
• employee and union issues (rights,
responsibilities)
• physical facilities
 2. Job-Specific
Orientation
• function of the organization, and how
the employee fits in
• job responsibilities, expectations, and
duties
• policies, procedures, rules and
regulations
• layout of workplace
• introduction to co-workers and other
people in the broader organization.
 Tips

1. Orientation should begin with the most important information

(basic job survival).

2. Orientation should emphasize people as well as procedures

and things. Employees should have a chance to get to know people
and their approaches and styles in both social and work settings.

3. Buddy an employee to a more experienced person, but make

sure the more experienced person wants to buddy up, and has
the inter-personal skills. This provides ongoing support.

4. Introduce employees to both information and people in a

controlled way. A new employee can't absorb everything at once, so
don't waste your time. Space out introductions.
 EVALUATION
What you could do:
 Good training programs ask for participant evaluations.

 At the end of your new employee orientation, offer a brief, five

question survey focused on the presentation. Follow up with a survey
that focuses on content in ten days or so.

 Encourage feedback about what information the new employee would

have liked to receive during the new employee orientation program.

 Find out what information was overload or unneeded.

 Incorporate the suggestions to improve your new employee

orientation program.
 THE BEST EMPLOYEE
ORIENTATION…
 has targeted goals and meets them,
 makes the first day a celebration,
 involves family as well as coworkers,
 makes new hires productive on the first
day,
 is not boring, rushed or ineffective, and
 uses feedback to continuously improve.
 PHYSICAL WORKING
CONDITIONS
Occupational health should aim at:

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

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

working conditions;

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

• the placing and maintenance of the worker in an occupational environment

adapted to his physiological and psychological capabilities;

• and, to summarize, the adaptation of work to man and of each man to his job
 PHYSICAL WORKING
CONDITIONS
Workplace safety is an important
management responsibility in
industry.

• “HEALTH IS WEALTH” (PICTURE

HERE!)
To ensure the safety and health
of workers in a business the
following elements are needed:
• management leadership and
commitment
• employee engagement
• accountability
• safety programs, policies, and plans
• safety processes, procedures, and
practices
• safety goals and objectives
 ELEMENTS
• safety inspections for workplace hazards
• safety program audits
• safety tracking & metrics
• hazard identification and control
• safety committees to promote employee
involvement
• safety education and training
• safety communications to maintain a high
level of awareness on safety
Reasons for establishing good
occupational safety and health
Standards
1. MORAL
An employee should not have to
risk injury at work, nor should
others associated with the work
environment
 Reasons…
2. ECONOMIC
Poor occupational safety and health
performance results in cost back
to the government
*Ex. Medical treatment; loss of
employment
 Reasons…
• 3. LEGAL
 Occupational safety and health requirements
may be reinforced in civil law and/or criminal
law

 It is accepted that without the extra

"encouragement" of potential regulatory
action or litigation, many organisations would
not act upon their implied moral obligations.
 Common Workplace
Hazard Groups
Workplace hazards are often grouped into physical hazards, physical agents,
chemical agents, biological agents, and psychosocial issues

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

Physical agents:
• noise
• vibration
• ionizing radiation

Chemical agents:
• Solvents
• Heavy metals
 Common Workplace
Hazard Groups
Workplace hazards are often grouped into physical hazards, physical agents,
chemical agents, biological agents, and psychosocial issues

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

Physical agents:
• noise
• vibration
• ionizing radiation

Chemical agents:
• Solvents
• Heavy metals
 Having A Safe Workplace is
Smart Business
People First

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

• Offer prevention and wellness activities

• Have options in place so injured employees can receive immediate
treatment
• Consistently search for and eliminate workplace hazards
• Offer early intervention and rehabilitation programs from drug
and alcohol abuse and mental health problems
• Make free flu shots available
A Safe Environment

Heavy equipment, electrical hazards, even keyboards can pose health

threats to your employees. For a safer work environment:

• Conduct a routine maintenance and housekeeping measures

• Frequently check for proper ergonomic conditions
• Check all equipment for unsafe wear and tear
• Educate workers on identifying hazards and risks
• Make sure employees wear necessary protective equipment
• Create and rehearse a worksite disaster plan
• Control and eliminate toxic chemical use where you can
• Make your workplace smoke-free
 LET US REMEMBER
THAT…
Safety starts with a company’s leadership. To establish and
communicate your vision, mission, policies and trust:

• Keep confidential medical information protected

• Offer educational programs to improve health and safety
• Thoroughly analyze accidents for prevention
• Have a zero tolerance policy for workplace violence
• Offer access to cost effective health care benefit
programs
• Begin an employee assistance program
 THE LAW…
• PIX HERE
 OUTLINE OF THE PHILIPPINES
OCCUPATIONAL SAFETY AND HEALTH
STANDARDS
(As Amended)

SECTION
RULE 1000 - GENERAL PROVISIONS
1001 Purpose and Scope
1002 Definitions
1003 Administration and Enforcement
1004 Special Inspection, Investigation and Review
1005 Duties of Employers, Workers and other Persons
1006 Confidentiality of Trade Secrets
RULE 1010 - OTHER SAFETY RULES
1011 Promulgation of Rules
1012 Special Rules
1013 Hazardous Workplaces
RULE 1020 - REGISTRATION
1021 General Provision
1022 Registrable Unit
1023 Period of Registration
1024 Registration
RULE 1030 - TRAINING OF PERSONNEL IN OCCUPATIONAL SAFETY & HEALTH
1031 Training Programs
1032 Accreditation
1033 Training and Personnel Complement
1034.01 Qualification of Safety Consultant
1034.02 Prohibition in the Practice of Occupational Safety and Health
 OUTLINE OF THE PHILIPPINES
OCCUPATIONAL SAFETY AND
HEALTH STANDARDS
(As Amended)
RULE 1040 - HEALTH AND SAFETY COMMITTEE
1041 General Requirements
1042 Types & Composition of Health & Safety Committee
1043 Duties of the Health and Safety Committee
1044 Terms of Office of Members
1045 Duties of Employers
1046 Duties of Workers
1047 Duties of the Safety Man
1048 Other Types of Safety Organizations
RULE 1050 - NOTIFICATION AND KEEPING OF RECORDS OF ACCIDENTS AND OR OCCUPATINAL ILLNESSES
1051 Definitions
1052 Special Provisions
1053 Report Requirements
1054 Keeping of Records
1055 Evaluation of Disability
1056 Measurement of Performance
RULE 1060 - PREMISES OF ESTABLISHMENTS
1060.01 General Provision
1061 Construction and Maintenance
1062 Space Requirements
1063 Walkway Surface
1064 Floor and Wall Opening
1065 Stairs
1066 Window Openings
1067 Fixed Ladders
1068 Overhead Walks, Runways and Platforms
1069 Yards
 OUTLINE OF THE PHILIPPINES
OCCUPATIONAL SAFETY AND HEALTH
STANDARDS
(As Amended)

RULE 1080 - PERSONAL PROTECTIVE EQUIPMENT AND DEVICES

1081 General Provision
1082 Eye and Face Protection
1083 Respiratory Protection
1084 Head Protection
1085 Hand and Arm Protection
1086 Safety Belts, Life Lines and Safety Nets
1087 Use of Safety Shoes
RULE 1090 - HAZARDOUS MATERIALS
1091 Scope
1092 Definitions
1093 General Rules
1094 Hot and Corrosive Substances
1095 Storage
1096 Use of Lead and Its Components
RULE 1100 - GAS AND ELECTRIC WELDING AND CUTTING OPERATIONS
100.01 General Provisions
1100.02 Personal Protective Equipment
1100.03 Welding and Cutting in Confined Spaces
1100.04 Underground Tank and Similar Confined Space Work
RULE 1140 - EXPLOSIVES
1141 General Provisions
1142 Definitions
1143 Authorization
1144 Limitation
1145 Quantity and Distance Tables
1146 Storage of Explosives
1147 Records of Disposition of Explosives
 OUTLINE OF THE PHILIPPINES
OCCUPATIONAL SAFETY AND HEALTH
STANDARDS
(As Amended)
RULE 1150 - MATERIALS HANDLING AND STORAGE
1150.01 General Provisions
RULE 1160 - BOILER
1161 Definitions
1162 General Provisions
1163 Power Boilers
1164 Heating Boilers
1165 Cleaning and Repairs
1166 Personal Protective Equipment
1167 Color Coding
1168 Requirements in the Preparation of Boiler Pressure Vessel Plans
RULE 1170 - UNFIRED PRESSURE VESSELS
1171 Definitions
1172 Steam Heated Pressure Vessels
1173 Closed Steam Heated Pressure Vessels
1174 Open Steam Heated Pressure Vessels
1175 Water and Air Pressure Tanks
1176 Refrigeration Tanks
1177 Compressor
1178 Gas Cylinders
RULE 1200 - MACHINE GUARDING
2101 Definitions
1202 Provisions of Guards
1203 Standard Machine Guards
1204 Machine Guard at Point of Operation
1205 Transmission Machinery Guarding
1206 Woodworking Machinery
1207 Guarding Mechanical Power Presses and Foot and Hand Power Presses
 OUTLINE OF THE PHILIPPINES
OCCUPATIONAL SAFETY AND HEALTH STANDARDS
(As Amended)
RULE 1210 - ELECTRICAL RULE 1230 - IDENTIFICATION OF
SAFETY PIPING SYSTEM
1211 Philippine Electric 1230.01 Scope
Code 1230.02 Standard Requirements
1212 Electrical Safety 1230.03 Definitions
Inspection 1230.04 Methods of Identification of
1213 Inspection Fees Contents of Piping System
1214 Requirements in the 1230.05 Visibility
Preparation of Electrical Plans 1230.06 Location of Stenciled or
Lettered Legends
RULE 1220 - ELEVATORS AND 1230.07 Type and Size of Letters for
RELATED EQUIPMENT Stencils
1221 Definitions RULE 1410 CONSTRUCTION SAFETY
1222 General Provisions
1223 General 1411 Definitions
Requirements 1412 General Provisions
1224 Standards 1413 Excavation
Requirements 1414 Scaffoldings
1225 Requirements in the 1415 Construction Equipment
Preparation of Plans 1416 Plant and Equipment
1417 Demolitions
1418 Mechanical Demolition
1419 Explosives
 OUTLINE OF THE PHILIPPINES
OCCUPATIONAL SAFETY AND HEALTH
STANDARDS
(As Amended)
RULE 1420 - LOGGING
1421 General Provisions
1422 Hand tools
1423 General Logging Operations
1424 Use and Maintenance of Power Saws
1425 Logging Engine
1426 Logging Engine Operations
1427 Tractor Yarding
1428 Lines, Blocks, Rigging
RULE 1940 - FIRE PROTECTION AND CONTROL
1941 General Provisions
1942 Definitions
1943 Building Construction and Facilities
1944 Fire Fighting Facilities
1945 Flammable and Combustible Solids
1946 Electrical Installation
1947 Alarm Systems and Fire Drills
RULE 1950 - PESTICIDES AND FERTILIZERS
1951 Scope
1952 Definitions
1953 General Provisions
1954 Pesticides
1955 Fertilizers
1956 Disposal of Unwanted Materials
 OUTLINE OF THE PHILIPPINES
OCCUPATIONAL SAFETY AND HEALTH
STANDARDS
(As Amended)
RULE 1960 - OCCUPATIONAL HEALTH SERVICES
1961 General Provisions
1962 Hazardous Workplace
1963 Emergency Health Services
1964 Training and Qualifications
1965 Duties of Employers
1966 Occupational Health Programs
1967 Physical Examination
RULE 1970 - FEES
1971 General Provisions
1972 Explosives
1973 Local Fabrication of Boilers/Pressure Vessels
1974 Certificate of Safety Practitioners/Consultants
RULE 1980 - AUTHORITY OF LOCAL GOVERNMENT
1981 General Provisions
1982 Authority to Chartered Cities
1983 Authority to Municipalities
1984 Authority of Other Government Agencies
1985 Application of this Standards of Existing Plans and Authorities
1986 Duplication of Inspection
RULE 1990 - FINAL PROVISIONS
1991 False Statement or Representation
1992 Separability
1993 Resolution of Conflicts and Overlapping Jurisdictions
1994 Repeal of Prior Safety Orders
1995 Penal Provisions
1996 Effectivity
 DEPARTMENT ORDER NO. 16
(Series of 2001)

• . TRAINING AND
ACCREDITATION OF PERSONNEL
ON OCCUPATIONAL SAFETY AND
HEALTH.
 MOTIVATION/
MOTIVATION THEORIES

1. THEORY OF NEEDS

2.TWO FACTOR THEORY

3. EXPECTANCY THEORY
 MOTIVATION
THEORIES
1. THEORY OF NEEDS
 By: David McClelland
 An American Behavioral
Psychologist
 1. Human motivation comprises
three dominant needs:
1. The need for Achievement
2. Power
3. Affiliation

By: Theory of Needs of David

McClelland. (1961)
1. NEED FOR ACHIEVEMENT
 It is the extent to which a person wants to
perform difficult and challenging tasks on
a high level .
 They want to have success and need to
receive positive feedback often
 They like to work alone or with other high
achievers
 McClelland believes that these people
make the best leaders
 NEED FOR AFFILIATION

 means that people seek good interpersonal

– They want to be liked and accepted by others, and
attach importance to a personal interaction.
– They tend to conform to the norms of their work group.
– They strive to make and keep relationships with a high
amount of trust and mutual understanding.
– They prefer cooperation over competition.
– Obviously, they perform well in customer service and
client interaction situations.
– McClelland believed that a strong Need for Affiliation
undermines the objectivity and decision-making
capability of managers.
THE NEED FOR POWER
typical for people who like to be in
charge
• People with a high need for personal power
want to direct and influence others.
• A high need for institutional power
means that people like to organize
the efforts of others to achieve the
goals of the organization.
 THEREFORE FOR
McCLELLAND
• The importance of the different
needs at work depends upon the
position one occupies.
• The need for achievement and the
need for power are typical for middle
and top managers.
 TWO FACTOR
THEORY
By: Frederick Herzberg
*people are influenced by two factors

1. Hygiene Factors

2. Motivation Factors
 1. HYGIENE FACTORS
• Working conditions
• Quality of supervision
• Salary
• Status
• Safety
• Company
• Job
• Company policies and administration
• Interpersonal relations
 2. MOTIVATION
FACTORS
• Achievement
• Recognition for achievement
• Responsibility for task
• Interesting job
• Advancement to higher level tasks
• Growth
 Combining the hygiene and
motivation factors results in four
scenario's
1. High Hygiene + High Motivation:
>The ideal situation where employees are
highly motivated and have few complaints.
2. High Hygiene + Low Motivation:
> Employees have few complaints but are
not highly motivated. The job is perceived
as a paycheck.
 CONT. ..
3. Low Hygiene + High Motivation:

> Employees are motivated but have a

lot of complaints. A situation where
the job is exciting and challenging.
However the salaries and work
conditions are not OK.
 CONT.
4. Low Hygiene + Low Motivation:

> The worst situation. Employees are

not motivated and have lots of
complaints.
 EXPECTANCY THEORY
• By: Victor Vroom

“An employee's performance

is based on individual factors“.
 What is Expectancy
Theory?
• Vroom deals with motivation and
management
• Vroom's theory assumes that
behavior is a result from conscious
choices among alternatives
• The purpose of the choices is to
maximize pleasure and minimize pain
 What is Expectancy
Theory?
• Vroom realized that an employee's
performance is based on individual factors
such as personality, skills, knowledge,
experience and abilities.

• The theory says that individuals have

different sets of goals and can be
motivated if they have certain
expectations.