University of Cebu

Cebu City
Graduate School

Course Title : Human Resources Development

Assignment No 4
Course No. : BM 212
Schedule : Fridays, 5:31PM to 8:31pm
Professor : Ily Abella
Reported by : Guendolen H. Maraño

A. Advantages of Training and Developing Employees:

1. Improved Performance: Training equips employees with the necessary skills and
knowledge to perform their job effectively, leading to improved productivity and
performance.

2. Increased Job Satisfaction: When employees receive training and development

opportunities, they feel valued and supported by the organization, leading to higher job
satisfaction and motivation.

3. Enhanced Employee Retention: Investing in employee development shows a commitment

to their growth, which can increase loyalty and reduce turnover rates.

4. Adaptability to Change: Training helps employees stay updated with industry trends,
technological advancements, and changing job requirements, enabling them to adapt to
new challenges and opportunities.

5. Succession Planning: Developing employees for higher-level roles prepares them for
future leadership positions, ensuring a smooth transition and continuity within the
organization.

B. Disadvantages of Training and Developing Employees:

1.Cost and Time: Training programs can be expensive, requiring financial resources for
trainers, materials, and facilities. Additionally, employees need time away from their regular
duties to participate in training, which can impact productivity.

2. Potential Skill Gap: Despite training efforts, some employees may not fully grasp or apply
the new skills, leading to a gap between the desired and actual performance levels.

3. Employee Turnover: Investing in training and development can be risky if employees leave
the organization shortly after receiving the benefits, resulting in a loss of resources and
knowledge.

4. Resistance to Change: Some employees may resist training initiatives due to fear of
change or a lack of motivation to learn new skills, hindering the effectiveness of the
program.
5. Overemphasis on Training: Relying solely on training and development without addressing
other organizational issues, such as poor management or inadequate resources, may not
yield desired results.

Outline the Performance Management System:

1. Goal Setting: Establish clear and specific performance goals that align with the
organization's objectives. These goals should be measurable, achievable, relevant, and time-
bound (SMART goals).

2. Performance Expectations: Communicate performance expectations to employees,

outlining the desired outcomes, behaviors, and competencies required for success in their
roles.

3. Performance Monitoring: Regularly monitor and track employee performance against the
established goals and expectations. This can be done through ongoing feedback,
performance reviews, and performance metrics.

4. Feedback and Coaching: Provide timely and constructive feedback to employees on their
performance. Offer guidance, support, and coaching to help them improve their skills and
achieve their goals.

5. Performance Reviews: Conduct formal performance reviews at regular intervals (e.g.,

annually or biannually) to assess employee performance comprehensively. These reviews
should involve a two-way dialogue between the employee and their supervisor, discussing
strengths, areas for improvement, and development opportunities.

6. Performance Evaluation: Evaluate employee performance based on objective criteria and

performance standards. This evaluation may include a rating system or performance
appraisal, considering factors such as job knowledge, quality of work, teamwork, and
adherence to organizational values.

7. Performance Development: Identify development needs and create individualized

development plans to enhance employee skills, knowledge, and capabilities. Offer training,
mentoring, or other developmental opportunities to support employee growth.

8. Recognition and Rewards: Recognize and reward employees for their exceptional
performance and achievements. This can include monetary incentives, promotions, public
recognition, or other forms of appreciation.

9. Performance Improvement: Address performance issues promptly and constructively

through performance improvement plans or corrective actions. Provide support and
resources to help employees overcome challenges and meet performance expectations.

10. Performance Alignment: Ensure that individual performance aligns with organizational
goals and values. Continuously communicate the organization's vision, mission, and strategic
objectives to employees, fostering a sense of purpose and alignment.

11. Continuous Feedback: Encourage ongoing feedback and communication between

employees and supervisors throughout the performance management cycle. This promotes
a culture of continuous improvement and open dialogue.
12. Documentation: Maintain accurate and comprehensive records of performance-related
discussions, evaluations, and development plans. These records serve as a reference for
future performance discussions and decision-making.

Explain the methods of changing in personnel status:

Changing personnel status can be achieved through various methods. Here are some
common approaches:

1. Promotion: Promoting an employee involves elevating their position within the

organization, often accompanied by increased responsibilities, authority, and compensation.
Promotions recognize and reward employees for their performance and potential.

2. Demotion: Demotion refers to the downward movement of an employee to a lower-level

position. This may occur due to performance issues, organizational restructuring, or changes
in job requirements. Demotions can be challenging for employees and should be handled
with sensitivity and clear communication.

3. Transfer: Transferring an employee involves moving them from one department, location,
or role to another within the organization. Transfers can be voluntary or initiated by the
organization to meet operational needs, provide career development opportunities, or
address performance or interpersonal issues.

4. Lateral Move: A lateral move involves shifting an employee to a different position at the
same level of responsibility and compensation. Lateral moves can provide employees with
new experiences, broaden their skill set, and enhance their career prospects within the
organization.

5. Temporary Assignment: Assigning an employee to a temporary role or project allows

them to gain exposure to different areas of the organization, develop new skills, and
contribute in a different capacity. Temporary assignments can be beneficial for both the
employee and the organization.

6. Termination: Termination involves ending the employment relationship with an

employee. This can occur due to various reasons, such as poor performance, misconduct,
downsizing, or restructuring. Termination should be handled in accordance with legal
requirements and organizational policies, ensuring fairness and professionalism.

Discuss your organizations practices in relation to succession planning.

1. Talent Identification: Organizations typically assess their current employees to identify

individuals with high potential for leadership roles. This assessment may involve
performance evaluations, feedback from managers, and potential assessments.

2. Leadership Development Programs: Once potential successors are identified,

organizations often provide them with targeted development opportunities. These may
include training programs, mentoring, job rotations, and special assignments to enhance
their skills and prepare them for future leadership positions.
3. Succession Planning Committees: Organizations may establish committees or task forces
responsible for overseeing the succession planning process. These committees typically
include senior leaders who review and evaluate potential successors, provide guidance, and
make decisions regarding leadership transitions.

4. Knowledge Transfer: To ensure a smooth transition, organizations may implement

knowledge transfer initiatives. This involves capturing and sharing critical knowledge and
expertise from current leaders to potential successors, minimizing the impact of leadership
changes on organizational performance.

5. Performance Management and Feedback: Regular performance evaluations and feedback

sessions help identify areas for improvement and provide guidance to potential successors.
This ongoing feedback loop allows individuals to track their progress and make necessary
adjustments to their development plans.

6. External Talent Acquisition: In some cases, organizations may also consider external
candidates for leadership positions. This can bring fresh perspectives and diverse
experiences to the organization, complementing the internal succession planning efforts.

Explain why performance appraisal is unjust without performance monitoring

Performance monitoring involves systematically tracking and measuring an employee's

performance over a period of time. It provides objective data and evidence of their actual
job performance, which is essential for a fair and accurate appraisal. Here are a few reasons
why performance appraisal without monitoring can be unjust:

1. Lack of Objective Data: Without performance monitoring, the appraisal relies solely on
subjective opinions or perceptions, which can be biased or influenced by personal
preferences. Objective data from monitoring helps provide a more accurate and unbiased
assessment of an employee's performance.

2. Incomplete Picture: Performance monitoring allows for a comprehensive evaluation of an

employee's performance over time. It captures both the positive and negative aspects of
their work, providing a more holistic view. Without monitoring, the appraisal may only focus
on recent events or specific incidents, leading to an incomplete and potentially unfair
assessment.

3. Inconsistent Standards: Performance monitoring helps establish clear performance

standards and expectations. It ensures that all employees are evaluated based on the same
criteria and benchmarks. Without monitoring, there is a risk of inconsistent standards being
applied during the appraisal process, leading to unfair comparisons and evaluations.

4. Lack of Development Opportunities: Performance monitoring identifies areas where

employees may need improvement or additional training. Without monitoring, these
development needs may go unnoticed, depriving employees of the opportunity to grow and
enhance their skills.

5. Demotivation and Disengagement: When employees perceive the appraisal process as

unfair or lacking in accuracy, it can lead to demotivation and disengagement. This can have a
negative impact on their morale, job satisfaction, and overall performance.
Cite scenario where promotion turns into constructive dismissal

Constructive dismissal refers to a situation where an employer creates a hostile work

environment or makes significant changes to an employee's job conditions, leading the
employee to feel compelled to resign. While promotions are generally seen as positive
career advancements, there can be scenarios where a promotion turns into constructive
dismissal.

One possible scenario is when an employee is promoted to a higher position but is given
significantly increased responsibilities without adequate support or resources. For example,
if an employee is promoted to a managerial role but is not provided with the necessary
training, authority, or staff to effectively carry out their new responsibilities, it can create a
situation of undue stress and pressure. This can lead to a hostile work environment and an
overwhelming workload, ultimately forcing the employee to resign.

Another scenario could be when an employee is promoted but experiences a significant

reduction in compensation or benefits. For instance, if an employee is promoted to a higher
position but is offered a lower salary or fewer benefits than what they were receiving in
their previous role, it can be seen as a demotion in terms of overall compensation. This
change in conditions may make the promotion undesirable and could lead the employee to
feel forced to resign.

It's important to note that each case of constructive dismissal is unique and depends on the
specific circumstances and applicable employment laws. If an employee believes they have
experienced constructive dismissal, it is advisable for them to seek legal advice to
understand their rights and options.