Republic of the Philippines

Department of Education
REGION IV-A
SCHOOLS DIVISION OFFICE OF CAVITE PROVINCE
TANZA NATIONAL COMPREHENSIVE HIGH SCHOOL
SENIOR HIGH SCHOOL
DAANG AMAYA II, TANZA, CAVITE

Grade 11
Organization and
Management
Learner’s Packet

First Semester
1st Quarter, 2020-2021

TANZA NATIONAL COMPREHENSIVE HIGH SCHOOL

Address: Daang Amaya II, Tanza, Cavite 4108
Telephone No.: (046) 450-0253 / (046) 454-5532 (Senior High School)
E-mail: tnchstanza@gmail.com / tnchsshs@gmail.com
 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

Note to the Learners

This learner packet is designed for you to have a meaningful learning
opportunities and experiences for guided and independent learning at your own pace and
time. You will be enabled to process the contents of the learning resource while being an
active learner. The packet has the following parts and icon:

Introduction This part, the new lesson will be introduced to you in

various ways such as a story, a song, a poem, a
problem opener, an activity or a situation

Development This section provides a brief discussion of the lesson.

This aims to help you discover and understand new
concepts and skills.

Engagement This comprises activities for independent practice to

solidify your understanding and skills of the topic.

Application This section provides an activity which will help you

transfer your new knowledge or skill into real life
situations or concerns.

Assessment This is a task which aims to evaluate your level of

mastery in achieving the learning competency.
The following are some reminders in using this learning packet:

1. Use the learning packet with care. Do not put unnecessary mark/s on any part of the
learning packet. Use a separate sheet of short bond paper in answering the exercises,
activities including the application and assessment.

2. Do not forget to answer each part before moving on to the other activities included in the
learning packet.

3. Read the instructions carefully before doing each task.

4. Finish the task at hand before proceeding to the next

5. Observe honesty and integrity in doing the tasks and checking your answers.

6. Use the answer keys provided at the back of the learning packet in checking your
activities and exercises.

7. Return the answer sheet of exercises, activities, application and assessment on the
submission date.

If you encounter any difficulty in answering the tasks in this module, do not hesitate to
consult your subject teacher or adviser. Always bear in mind that you are not alone.

We hope that through this material, you will experience meaningful learning and gain deep
understanding of the relevant competencies. You can do it!

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 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

WEEK 11: PERFORMANCE MANAGEMENT AND EMPLOYEE RELATIONS

Here are the following learning competencies expected to be covered at the end of the unit:

The learners have a basic understanding of the process of

Content Standards
recruiting, selecting, and training employees
The learners shall be able to conduct and prepare job analysis.
Performance Standards

Examine the functions and importance of compensation,

Most Essential Learning wages and performance evaluation, appraisal, reward
Competencies (MELC’s) system, employee relations and movement
1. discuss the importance of employee relations;
2. differentiate various employee movements;
Specific Learning 3. realize the importance of adopting an effective rewards
Outcomes system.

Content Performance Management and Employee Relations

Learner’s Materials N/A
Pages
Textbook Pages 61-63
Learning Resources Organization and Management by Helena Ma. F. Cabrera

INTRODUCTION
Performance management is the evaluation of an employee’s job-related
performance with the primary objective being the improvement of the individual’s
performance. It also provides justification for determining an employee’s compensation and
ability to be promoted.

DEVELOPMENT

PERFORMANCE MANAGEMENT

Performance appraisals are part of a company’s performance management program

and salary administration program tied to its pay-for-performance compensation philosophy.
Credible performance appraisal tools enable managers to accurately and objectively
measure employee performance that will then translate into compensation actions that are
commensurate with that level of performance. The performance appraisal also provides
managers with a means by which to document performance objectives established as part of
the goal-setting process.

The key elements of a performance management program include the following:

• Formal compensation philosophy

• Salary administration program that directly ties merit increases to performance
ratings
• Performance appraisal processes that enable managers to objectively rate employee
performance

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 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

• A goal-setting process that enables managers to develop credible goals that enhance
performance
•
• Reward programs (bonuses or incentive awards) that provide monetary awards
commensurate with contributions
• Effective communication strategy

The performance appraisal is conducted between the employee and his/her

immediate supervisor, in which the supervisor evaluates the performance of the employee.
The supervisor provides feedback to the employee regarding his/her performance and areas
of concern. The evaluated performance level during the evaluation will be used for justifying
personnel actions relative to promotion, transfer and salary adjustments through the
company’s salary administration program.

The prime considerations in the performance appraisal are to enhance overall

performance and develop meaningful communication between the employee and his/her
supervisor.

A performance management system includes the following actions:

• Develop clear job descriptions using an employee recruitment plan that identifies the
selection team.
• Recruit potential employees and select the most qualified to participate in interviews
onsite or by remote visual interaction.
• Conduct interviews to narrow down your pool of candidates.
• Hold multiple additional meetings, as needed, to get to know your candidates'
strengths, weaknesses, and abilities to contribute what you need. Use potential
employee testing and assignments where they make sense for the position that you
are filling.
• Select appropriate people using a comprehensive employee selection process to
identify the most qualified candidate who has the best cultural fit and job fit that you
need.
• Offer your selected candidate the job and negotiate the terms and conditions of
employment including salary, benefits, paid time off, and other organizational perks.
• Welcome the new employee to your organization.
• Provide effective new employee orientation, assign a mentor, and integrate your new
employee into the organization and its culture.
• Negotiate requirements and accomplishment-based performance standards,
outcomes, and measures between the employee and his or her new manager.
• Provide ongoing education and training as needed.
• Provide on-going coaching and feedback.
• Conduct quarterly performance development planning discussions.
• Design effective compensation and recognition systems that reward people for their
ongoing contributions.
• Provide promotional/career development opportunities including lateral moves,
transfers, and job shadowing for staff.
• Assist with exit interviews to understand WHY valued employees leave the
organization.

Performance Appraisal: Benefits of Employee Evaluation

Employees are the cornerstone of every company. Managing and directing

employees is a key factor in determining the success or failure of the business. For that
reason, every manager understands the importance of measuring their employees’

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 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

performance and making sure that they are performing in accordance with the pre-set
standards. With this in mind, managers apply performance appraisal techniques in order to
examine their employees’ capabilities.

Performance appraisal is the systematic evaluation and review of employees’

performance.

It uses objective methods to measure their total contributions in achieving the organization’s
goals. The results are then compared to pre-set expectations and goals. In this article, we
will be examining the following:

Performance Appraisal Techniques

Coming up with a 100% reliable and objective performance appraisal method is no easy
task. On that account, psychologists and HR experts have been trying to design different
techniques to measure and evaluate employees’ performance.

Standard appraisal
The most popular and commonly used method of employees’ evaluation. Standard
evaluation or standard appraisal is based on using “standard rating scale” where every
employee is compared to a set of standards or expectations then graded based on their
performance to a rating usually from 1 to 5. The appraisal is conducted through holding
interviews or directly observing employees while performing their tasks.

Self-assessment appraisal
Contrary to the popular opinion that employees overrate themselves, most modern
research suggests that employees are very aware of what they can and cannot do. They
are more likely to be harsh on themselves in these evaluations as to not be perceived as
arrogant etc. Moreover, self-assessments give you better insights into how the employees
perceive their work and their daily tasks. Plus, employees are less likely to dispute over
the appraisal results with their managers. Self-assessments also play an important role in
motivation as they provide employees’ with a sense of significance and trust.

360-degree appraisals
Many managers prefer conducting 360-degree appraisals, which involve self-assessment,
peer-evaluations, supervisors, and subordinates evaluations. The 360-degree appraisal is
one of the most valid and reliable measures of performance. In addition, it does not just
measure employees’ perceived performance in the organization, but also their
relationships with other people.

Challenges When Implementing Performance Appraisals

Validity and reliability

Validity is defined as whether the evaluation tool is measuring what it is supposed and
meant to measure accurately. Reliability is defined as whether the evaluation tool
provides consistent results every time. It is impossible to find an evaluation tool that is
100% valid and reliable. So, there is always a percentage of uncertainty and errors in the
appraisal results.

Potential biases
Because it is difficult to come up with a 100% valid and reliable tool, potential biases
when conducting the appraisal are likely to exist. For instance, although 360-degree
assessment is very reliable and useful for the business, supervisors might be either too

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 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

lenient or too harsh while evaluating their subordinates. Similarly, employees might over
or underrate their supervisors depending on their relationship with them.

Unattainable goals
Setting goals that are impossible to accomplish can lead to general dissatisfaction when
they are not met. Consider a manager setting a 100-unit of sales every day even though
the current market capacity only allows for 50 units. No matter how hard employees try to
meet this goal, they will not succeed. Though it is not their fault, employees will be
considered underperforming due to their inability to attain the goal.

EMPLOYEE RELATIONS
- Defined as the workers/employees being connected or related to each other as they
do their assigned tasks for the organization to which they belong
Broadly speaking, employee relations refers to the manner in which management
addresses and interacts with the staff. Maintaining good employee relations helps reduce
workforce conflicts, boost staff morale and raise overall productivity. People or workforce
is the most important part of any business.
Broadly speaking, employee relations refers to the manner in which management
addresses and interacts with the staff. Maintaining good employee relations helps reduce
workforce conflicts, boost staff morale and raise overall productivity. People or workforce
is the most important part of any business.
SOCIAL SUPPORT
- Refers to esteem, informational and financial support.
BARRIERS TO GOOD EMPLOYEE RELATIONS

Engaged employees are employees who are involved and enthusiastic about their
work and workplace. Although every single company wants involved employees, many
companies around the world are still seeing critically low levels of engagement. In fact,
employee engagement is an ongoing HR focus and concern.

In the past, we have covered how to improve employee engagement and

how employee engagement impacts performance and productivity. Below, we will look at
actual barriers to employee engagement — what might be preventing you from having an
actively engaged workforce and what you can do about it.

- Anti-social personality
- Lack of trust in others
- Selfish attitude
- Lack of good self esteem
- Cultural and subcultural differences
- Not a team player among others
HOW TO OVERCOME BARRIERS TO GOOD EMPLOYEE RELATIONS
- Develop a healthy personality to overcome negative attitudes
- Find time to socialize with co-employees
- Develop good communication skills
- Overcome dependence on electronic gadgets
- Reduce cultural differences

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 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

What can be done to overcome these five barriers to employee engagement?

1. To overcome uncertainty among workers and managers about engagement, educate

them. Give them whitepapers to describe what engagement is—and explain the solid
business reasons for using it. You could also include discussions about engagement in
meetings or in training programs and talk to managers and workers one-on-one about it.
2. To overcome management or employee cynicism about engagement, demonstrate
why engagement is more than a management fad. Describe the successes and benefits
of placing a consistent emphasis on building and sustaining engagement and present it
as an essential element in good management practice. But, make sure to point out that
anything can be a fad if nobody remains committed to it.

EMPLOYEE MOVEMENT
- Series of actions initiated by employee groups towards and end or specific goal.
- Mostly, employee movement is best captured by calculating turnover rates. Employee
turnover refers to the movement of employees from a company, which calls for replacement
with new hires. The turnover is computed by dividing the number of employees who have
left within a specified period by the number of employees who were working for the
organization, multiplied by 100. Often turnover rates are expressed in percentages. For
example, if 10 people left the organization in the past three months, and within the time,
there were 100 employees the turnover rate, in this case, would be 10%.
- Next, the retention rate is also used to determine employee movement. This is defined
as the number of employees who remain in the company over a given time. To calculate
retention rate, divide the current number of employees by the number of employees at the
beginning of the period, and multiply with 100. You can choose a measurement period,
which you deem appropriate but most businesses conduct the exercise annually. For
example, if you have 400 employees currently and you had 450 employees at the starting
of the year, the turnover rate is 400/500*100=80%. This indicates that 20% of the
employees have moved from the organization due to various reasons.
LABOR UNION
- A formal union of employee/workers that deal with employer as the representative of
workers in their pursuit of justice and fairness and in their fight for their collective/common
interest.
- Employees unionize because of financial needs, unfair management practices and
social and leadership concerns.

• A labor union represents the collective interests of workers, bargaining with

employers over such concerns as wages and working conditions.
• Labor unions are specific to industries and work like a democracy.
• Labor unions have local chapters, each of which obtains a charter from the national-
level organization.

COLLECTIVE BARGAINING AGREEMENT

Collective bargaining is an important element in industrial relations. Collective
bargaining helps to make the relationship between employees and employers smooth. A
strong bond between the employers and employees contribute to the successful working
of the company.

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 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

REWARDS
Monetary or non monetary are given for merit service or achievement by employers to
their employees

It has a motivating effect on employees

Monetary rewards:
- pay/salary
- benefits
- incentives
- executive pay
- stock options
Non-monetary rewards
- awards
- trophy
- medal
- certificate of recognition
- praise given by superiors
Employees respond to appreciation expressed through recognition of their good work
because it confirms their work is valued by others. When employees and their work are
valued, their satisfaction and productivity rises, and they are motivated to maintain or
improve their good work.
Employee recognition is the principle of social proof in action, a term pioneered by social
psychology professor Robert Cialdini. He defined the principle in this way: “We view a
behavior as correct in a given situation to the degree that we see others performing it.”
Employee recognition embodies the principle by showing to others in a tangible way that
a person’s efforts have been outstanding.

ENGAGEMENT 1
True or False:

1. It is impossible to find an evaluation tool that is 100% valid and reliable. So, there is
always a percentage of uncertainty and errors in the appraisal results.
2. Standard evaluation or standard appraisal is based on using “standard rating scale”
where every employee is compared to a set of standards or expectations then graded
based on their performance to a rating usually from 1 to 5.
3. The 360-degree appraisal is one of the most valid and reliable measures of
performance. In addition, it does not just measure employees’ perceived performance in
the organization, but also their relationships with other people.
4. Because it is difficult to come up with a 100% valid and reliable tool, potential biases
when conducting the appraisal are likely to exist.
5. Performance Management Is a basis for an Annual Appraisal

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 Learner’s Packet Organization and Management Grade 11 First Semester 1st Quarter

ENGAGEMENT 2
1. The most popular and commonly used method of employees’ evaluation is the
___________________________.
2. _________________________ involve self-assessment, peer-evaluations,
supervisors, and subordinates evaluations.
3. ____________ is defined as whether the evaluation tool is measuring what it is
supposed and meant to measure accurately. ____________ is defined as whether the
evaluation tool provides consistent results every time.
4. ____________________ is the evaluation of an employee’s job-related performance
with the primary objective being the improvement of the individual’s performance. It also
provides justification for determining an employee’s compensation and ability to be
promoted.
5. _______________________ are part of a company’s performance management
program and salary administration program tied to its pay-for-performance compensation
philosophy.

APPLICATION
List down the Performance Management Process Checklist
ASSESSMENT
Multiple Choice. Choose the letter of the best answer. Write the chosen letter on a separate
sheet of paper.
1. Performance management is
a. Interpersonal influence exercised by a leader in specific situations or in response to
critical incidents or developmental opportunities.
b. Formal and more general feedback and information at predetermined intervals.

2. Performance management,
a. Have the employee understand and accept changes that will increase his/her
effectiveness and performance.
b. Information for management decision making- rewards, compensation, discipline,
promotions, etc.

3. Performance management is
a. Designed to enhance performance in work related efforts. Focuses on specific
criteria to be met. Typically, a job performance deficit may be identified and the
employee must extend effort to “fix” the problem area.
b. The employee becomes the best he/she can based on internal gifts, qualities and
values. As a result, performance in many areas almost always improves.

4.Performance management is about setting mutually agreed upon goals. (True or

False?)
a. True
b. False

5. Performance management is about just the appraisal form and/or system. (True or
False?)
a. True
b. False

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