STAFFING ⚬ School placement

- term used in the sphere of employment. ⚬ Walk-in

- the process of acquiring, deploying, and ⚬ Write-in
retaining a workforce of sufficient
⚬ Online recruiting
quantity and quality for the efficiency and
effectivity of an organization. SELECTION -
HUMAN RESOURCE MANAGEMENT
(STEPS IN THE SELECTION PROCESS)
(HRM) - is defined as the process of achieving
1. Completed job applications - indicate the
organizational objectives through the
applicant’s career objective
management of people.
2. Initial Screening - conduct a quick
(Personnel Policies) evaluation of the applicant
1. Licensing and Registration 3. Testing - measure applicant’s performance
2. Hours in previous and/or current job/s, skills and
3. Compensation abilities to learn on the job.
4. Fringe benefits 4. Background Investigation - makes certain
5. Vacations that this applicant is honest in his or her
6. Time off resume or application form.
7. Training 5. In-depth selection interview - learn more
8. Grievances about the applicant as an individual
9. Promotion 6. Physical Examination
10. Personnel Review 7. Job Offer
11. Termination ADMINISTERING EMPLOYMENT TESTS
RECRUITMENT - is the process of attracting 1. Job Proficiency Test - the applicant is
job candidates with the right given an opportunity to demonstrate his
characteristics and skills to job openings. or her occupational skills.
• Job Analysis - determining job description and 2. Psychological Test
job specification. • Aptitude test - measure the potential for
performing satisfactorily on the job,
(STEPS IN RECRUITMENT) given sufficient training.
Step 1: Job analysis, job specification and job ￭ Mental ability test
description
• Personality test - measure personal
Step 2: Requisition of new employees traits and characteristics that could be
• Four Steps of Strategic Human Resource related to job performance.
Planning • Interest test - measure preferences for
⚬ Planning for future needs engaging in certain activities, also
⚬ Planning for future turnover measure a person’s interest in specific
⚬Planning for recruitment, occupations.
selection, and layoffs 3. Integrity Test - measure the extent of
person’s integrity which relates to job
⚬Planning for training and
behavior.
deployment
Examples of Integrity Questions:
Step 3: Actual Recruitment of Applicants o Do you think that you are too honest to
• Internal Sources take something that is not yours?
⚬ mostly promotions o How much do you dislike doing what
• External Sources/External Recruiting someone tells you to do?
⚬ Advertising o Do you think it is stealing to take small
items home from work?
⚬ Drop-ins
o Do you believe most employers take
⚬ Public employment agencies
advantage of the people who work for
⚬ Private employment agencies them?

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 • National Wages and Productivity
Commission (NWPC) with six
EMPLOYEE ORIENTATION Commissioners and establishing the 16
- An orientation may include introductions Regional Tripartite Wages and
to co-workers, a tour of the facilities and Productivity Board (RTWPB) per region
equipment, discussion of employee ￭ Republic Act No. 6727 or the
benefit and many more. Wage Rationalization Act (1989)
• Employee handbook - a document that 2. HOLIDAY PAY (ARTICLE 94)
contains the goals, policies, and procedures • a benefit granted by law, to all covered
that are relevant to the employee and to the workers, as a gratuity.
job that he or she is assuming. • if the worker is compelled to work, he or
EMPLOYEE TRAINING & DEV’T she is entitled to receive a total of 200 %
(regular holiday) or 130% (special
• Orientation Training
holiday), each of his or her daily wage.
• Job Training
3. PREMIUM PAY
(Types of Employees)
• an employee is entitled to acquire
1. Regular employee
additional compensation (premium pay)
2. Probationary employee
when he or she is required by the
3. Contractual employee
employer to work overtime, on days
4. Casual employee
he/she should be off, or regular holidays,
5. Project employee
or special days.
6. Seasonal employee
Minimum Statutory Premium Pay rates
7. Substitute employee
• For work that is performed on rest days
(TRAINING METHODS) or on special days, plus 30% of the daily
A. Management Training and Development rate or 130%.
• For work that is performed on a rest day
Guidelines to be followed:
which is also a special day, plus 50%of
• Development must be action-oriented.
the daily rate or 150%.
• Development must be an ongoing
• For work that is performed on a regular
process.
holiday, which is also the eemployee’s
• Program must allow room for mistakes.
rest day, plus 30% of the regular oliday
• The process of development must be
rate of 200% or a total of 230%.
flexible in order to suit the needs
of individual employees. 4. OVERTIME PAY
• All phases of the development process • the required additional compensation
must be closely controlled and given for work rendered beyond
monitored. designated hours.
B. Non-management Training Overtime Pay Rates
• For work beyond eight hours performed
The most common techniques for training non-
on ordinary working days, plus 25% of
management personnel:
the hourly rate.
• On-the-job training
• Apprenticeships • For work beyond eight hours performed
on scheduled rest day, a special day, and
(LABOR STANDARDS & WELFARE LAWS) a regular holiday, plus 30% of the hourly
rate.
LABOR STANDARDS LAWS
6. NIGHT SHIFT DIFFERENTIAL
1. MINIMUM WAGE • for employees required to work between
• 1st minimum wage law was enacted in 10:00pm and 6:00am the following day.
1951 providing for minimum Wage at • 10% of the hourly basic wage for each
₱4.00/day. hour of work that is performed.
7. SERVICE CHARGES

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 • Is the amount added to a bill for any work extended period of not more than 120
or service performed. days, unless such disability requires
• RA 11360 or “An Act Providing that medical attendance beyond 120 days,
Service Charges Collected by Hotels, but not more than 240 days.
Restaurants and other Similar b. Permanent partial disability
Establishments be Distributed in Full to
• a disability which causes the harmful and
All Covered Employees
permanent loss of the use of any
8. SEPARATION PAY
significant part of an employee’s body.
• defined as the amount that an employee
receives at the time of his severance and c. Permanent total disability
is designed to provide the employee with a disability that lasts for more than the period
the funds during the period she is looking prescribed for Temporary Total Disability and
for another employment. prevents his or her usual work and earning
9. RETIREMENT PAY therefrom.
• a cash benefit paid either in monthly
15. PHILIPPINE HEALTH INSURANCE
pension or as lump sum to a member
CORPORATION (PhilHealth)
who can no longer work due to old age.
• Established by RA 7875 known as the
10. 13TH MONTH PAY (PD 851) National Health Insurance Act of 1995.
• is equivalent to one month's salary or
16.PAG-IBIG
1/12 of a worker's annual salary, should
• Objective of the fund is to promote home
be given not later than 24th of December.
ownership and to establish an adequate
11. MATERNITY BENEFITS housing credit system for the members.
• granted to pregnant employee with an
Proverbs 16:3 - Commit your actions to the
accumulated service of at least 3 months
LORD, and your plans will succeed.
contribution immediately before the
semester of childbirth, miscarriage, or
emergency termination of pregnancy.
12. PATERNITY LEAVE
• exclusive to male employees who are
married and cohabiting with his
legitimate spouse at the time of birth and
miscarriage
• available for the first 4
deliveries/miscarriages.
• lasts for 7 days
WELFARE LAWS
13. SOCIAL SECURITY SYSTEM
• agency that administers social security
protection to workers in the private
sector.
14.EMPLOYEES COMPENSATION
COMMISSION (ECC)
• Employees Compensation Program
under PD 626
(Kinds of Disability)
A. Temporary total disability
• a disability which prevents an employee
from performing his or her work for an
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 DIRECTING • Final written warning
- is the heart of the management process. • Suspension without pay
- aims to build an effective work • Termination/Dismissal
environment anchored on motivating,
(Movement of Personnel)
supervising, and disciplining.
• Transfer
- all about “getting the job done”
• Promotion
(Factors that influence motivation) • Separation
• Attainment • Lay-off
• Power • Discharge
• Belonging • Resignation
• Independence • Retirement
• Respect
Theories of Leadership
• Equity
1. Traits Model
(Methods of Non-monetary Motivators) • Physical
• Recognition • Social background
• Celebration • Personality
• Compelling mission • Social characteristic
• Balance of achievement and challenge • Task-related characteristic
• Increased responsibility
2. Behavioral Model/Leadership Style
COMMUNICATION a. Autocratic style
b. Democratic style
c. Free rein style
3. Contingency Model
• Task orientation
• Relationship orientation
• Follower readiness or maturity
(Leadership Style)
1. Affiliative style
(Four Principles for effective communication) ⚬ creates harmony and emotional bonds
o Managers should always be impartial and 2. Authoritative style
consistent. ⚬ display self-confidence and empathy,
o Managers should show sincere interest in
and ability to develop cooperation
issues that are important to employees.
among team members.
o Managers and employees should have good
3. Coaching style
upward and downward communication.
⚬ delegates responsibilities to
o Communication is fifty percent active
subordinates
listening.
4. Coercive style
(Progressive Discipline and Dismissal) ⚬ demands immediate compliance with
• Progressive discipline-refers to a series orders and directives.
of acts taken by the management to 5. Democratic style
address unacceptable actions committed ⚬ observes collaboration and teamwork
by employees. 6. Pacesetting style
• Disciplining or dismissing an employee ⚬ set high standards of performance for
has to be anchored on the pharmacy’s themselves.
ground rules for employment.
(Progressive Discipline)
• Verbal warning and counseling
• Formal written warning

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