Problems encountered by selected manpower agency in metro manila:an assessment
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Problems encountered by selected manpower agency in metro manila:an assessment Presentation Transcript

  • 1. Problems Encountered by Selected Manpower Agency in Metro Manila: An Assessment
  • 2. Presented by:Menerva CiprianoMairesh Sarah Jane C.DeangKempee LiaoJoan Malasa
  • 3. TABLE OF CONTENTS
    Title Page
    CHAPTERS
    I. THE PROBLEM AND ITS BACKGROUND
    Introduction
    Background of the Study
    Statement of the Problem
    Significance of the Study
    Scope and Limitation of the study
    Conceptual Framework
    Definition of terms
  • 4. II. REVIEW OF RELATED LITERATURE AND STUDIES
    Related Literatures
    Foreign
    Local
    Related Studies
    Foreign
    Local
    III. RESEARCH METHODOLOGY
    A. Research Design
    B. Statistical Treatment
    C. Respondents of the Study
    D. Documentary / Statistical Analysis
  • 5. CHAPTER 1THE PROBLEM AND ITS BACKGROUND
  • 6. Introduction
    Recruitment Agency have the unique honour of being one of the saviours of job seekers and one of the largest problems faced by them. Our recruitment agencies section is here to help you, the job seeker, prepare yourself before dealing with recruitment agencies.
    The lack of flexibility in work schedules is a defining feature in many workplaces. Workers are often expected to function in accordance with highly structured timelines and schedules, as well as firm guidelines and expectations.
  • 7. With only a minimal regulatory apparatus, such as the family and medical leave act, flexibility in most jobs is a function of the nature of work processes and protocols, values of management, and the needs of workers. When the demands of personal and family life come up against rigidity, workers often feel compelled to manoeuvre around these formal bounds, thus allowing them opportunities to attend to and resolve emergencies, crises, and unexpected, yet important, family and personal matters. The myriad ways in which workers respond to these external demands invites further exploration of how worker agency unfolds within the context of inflexibility at the worksite.
  • 8. Although the term “worker agency” is a recent coinage, “free will”, the underlying idea, is fundamental to organizational psychology and the sociology of work. Frederick W. Taylor, in his seminal 1911 book on “scientific management”, provides an early example of how “worker agency” impacts management decisions. He describes an employer’s dilemma in setting productivity expectations for workers. In large part it arises because workers have “the deliberate object of keeping their employers ignorant of how fast work can be done.” (Roscigno, V.I & Hodson, R, (2004). Socioligical Review, 69,1: 14-39). The organizational and social foundations of worker resistance. American)
  • 9. Background of the Study
    Nowadays we Filipino used to work abroad to earn bigger money, that’s why there are lots of recruitment agency is operating to our country today. Are you familiar with the Manpower Agency? How does it help people go abroad? This agency is very popular to us for it can really give job to those people willing to work abroad. But then does it come to our mind that this agency has also some problems being encountered? And they do not just earn money from their employees.
  • 10. We Filipino used to be cheated by others, which are why some think that some recruitment agencies are fake. There are many problems that can encounter by manpower agency especially on recruiting someone.
    Manpower agency is an organization which matches employers to employees. In all developed countries there is a publicly funded employment agency and multiple private businesses which also act as employment agencies.
  • 11. There are designed specifically for this purpose, for recruiters by recruiters and which is an essential tool for any consultant wanting to succeed over and above their own expectations. It isn’t a piece of software, client can’t download it, and it doesn’t have a USB port. These have great recruitment schemes for clients to remain at the top of game, ability to plan, manage, and time the day correctly. Time is the worst enemy of these recruiters, and so they give best to get the most out of each and everyday.
  • 12. These are hardback Manpower Agency that improve time management skills and give the ability to analyze quarter from beginning to end. These motivate clients when time gets tough, help discipline when times are quiet and increase placements for the quarter. These have a step by step guide taking clients from day one, through to day till clients do not get the job and help analyze clients work, plan time and succeed above best quarter to date. These also provide free lunches in recruitment.
  • 13. These succeed, inculcate the determination to be the best as possible and be disciplined enough to follow some very basic, very simple planning tips which need to be followed clearly defined daily practices within the planner, it will increase clients billings. These also help to succeed beyond own expectations with a money back guarantee. A client just needs to purchase and use our schemes for an entire quarter, fill out all the sections as explained within the planner that add the facility to simply return the completed planner to them if not satisfied and they we give money back but this situation does not arrived at all once in their history.
  • 14. Client don’t have to change any aspect of their work how to organize the day, all is done by them. These help to take what client already knows and do, then streamline activities to turn more of what to do for successful placements. They have specialist jobs site providing resources and recruitment jobs for recruitment consultants whether for recruitment consultants looking to progress career or a recruitment agency looking to advertise at highly competitive rates.
    This study will determine the Problems Encountered by Manpower Agency in Metro Manila.
  • 15. Statement of the Problem
    This study is about the Problems Encountered by Manpower Agency in Metro Manila: An Assessment. Specifically, the researchers seek to answer to the following questions:
    1. What is the demographic profile of respondents in terms of:
    Age
    Gender
    Civil Status
    2. What are the problems encountered by manpower agency?
    3. What are the actions take to solve these problems?
  • 16. Significance of the Study
    This study benefits the following:
    Owner of Manpower Agency
    This study benefits them the additional learning and information for them to be able to analyze the problems they can encounter on the future.
    Job Seeker
    This study benefits them the information and ideas about manpower agency where they will be able to have ideas on the problem of manpower agency.
  • 17. Researcher/s
    This study benefits them on learning and additional knowledge about manpower agency where they can apply o their studies and work in the future.
    Future Researcher/s
    It will provide them on information that will serve as basis of references for their studies with regards to the loyalty to the management.
  • 18. Scope and Limitations
    This study scopes the information about the Problems Encountered by Manpower Agency in Metro Manila. The researcher chooses fifty (50) respondents who are the employees of staff of selected manpower agency here in Manila. The respondents will be able to answer the survey questionnaire prepared by the researcher.
  • 19. Conceptual Framework
    INPUT PROCESS OUTPUT
  • 20. Definition of Terms
    Personnel Management- refers to the management of the company or the person who manage the people.
    Recruitment- refers to get another employees or to recruit.
    Recruitment Process- refers the process of hiring, selection and employing workers of the company.
    Selection Process- the process of choosing applicants for a job.
    Training- refers to the trained or managed or teach the people in different ways or technique in their respective job.
  • 21. CHAPTER 2REVIEW OF RELATED LITERATURE AND STUDIES
  • 22. Local Literature
    According to Guzman (2005), these recruitment agencies include placement, system integration and consultingacross various companies spanning across vertical markets like telecommunications, manufacturing, retail, IT Consulting. These present a plausible and sensible model of how the program will work under certain environmental conditions to solve identified problems. These deal with the elements of the logic model as resources, activities, outputs, short,intermediate and longer- term outcomes. Their objective in this search is to find candidates who are sensitive to both the businessculture of the home company and to that of the local customers and staff.
  • 23. According to Lopez (2006), Manpower Agency also recruits foreign managers who have strong track records of management while effectively reaching local customers and employees in a comforting way. These never use any other recruitment company to find candidates through which these are able to deliver excellent candidates with the same level of efficiency and quality of service that is expected in clients home countries. They assist in duties covering Recruitment and Selection, Training and Development, Salary & Benefits Administration, Job Evaluation, Employee Relations and Staff Welfare.
  • 24. Recruitment related support for all Singapore based positions including sourcing of candidates , filtering of resumes, liaising with search agencies and advertising agencies, interview coordination for staff & executive level, post and draft recruitment advertisement, process work pass applications for expatriates & foreign employees, prepare appointment letters, conduct exit interview, compensation & benefits, organize staff functions, administration of and providing briefing on the various incomplete and asymmetric information when a principal hires an agent, such as the problem of potential moral hazard and conflict of interest, in as much as the principal is presumably hiring the agent to pursue its, the principal’s interests.
  • 25. Various mechanisms may be used to try to align the interests of the agent in solidarity with those of the principal, such as piece rates/ commissions, profit sharing, efficiency wages, performance measurement (including financial statements), the agent posting a bond, or fear of firing.
    The principal agent problem is found inmost employer/employee relationships, for example, when stakeholders hire top executives of corporations. Numerous studies in political science have noted the problems inherent in the delegation of legislative authority to bureaucratic agencies.
  • 26. As another example, the implementation of legislation (such as laws and executives directives) is open to bureaucratic interpretation, which creates opportunities and incentives for the bureaucrat-as-agent to deviate from the intentions or preferences of the legislators. Variance in the intensity of legislative oversight also serves to increase principal-agent problems in implementing legislative preferences.
  • 27. According to Chanco (2009), advises for the company needs to make an extensive plan to create a robust manpower for deployment; the Human Resource System must be embedded as part of the program. With this, employment would be the central attraction to create more Philippine jobs, not just jobs but the good production and trainings of Human Resource in the different industry.
  • 28. According to Campos (2006),a manpower agency is provided to companies dealing with manpower problems. It ranges from small to large industries. Manpower Agencies provide the needed manpower solution of certain companies, with the aim of enhancing their clients’ satisfaction.
    As for the jobseekers, manpower agencies help them choose the right career opportunity which will fit in their personal characteristics and educational traits. An expertise in the agencies’ part is needed to understand the needs of the clients.
  • 29. According to Herrera (2006), reveals what could be the reason why Article 23 was included I the Universal Declaration of Human Rights that says, “Everyone has the right to work, to free choice of employment, to just and favourable conditions of work and to protection against unemployment”.
    The basic foundation for full employment is the 1987 Philippine Constitution protecting the right to full employment in the following provision: Article 13, Section 3, “The State shall afford full protection to labor, local and overseas, organized and unorganized, and promote full employment and equality of employment opportunities for all.”
  • 30. From here, we can safely assume that both able and disable bodies have the natural right to earn a living by a meaningful occupation, a job worthy of the free and thinking person. This basic human right to work and earn a legitimate means of livelihood entails a solemn duty on the part of private business sector and the government to provide ample opportunities for adequate work and full employment. Jobs are not enough. It should be adequate and full regardless of how beautifully some pundits explain various theories of underemployment.
  • 31. Foreign Literature
    According to Alchian (2006), recruitment agencies are companies that help businesses find employees to fill their positions. These agencies comb through a number of applicants and, in theory, only send the best candidates to a business with a position to fill, cutting down on the time they have to spend looking for new hires. While this sounds great on the surface, there are several problems with using recruitment agencies, both as a employer and employee.
    Businesses that employ a recruitment agency are looking for someone to do the “dirty work” of separating the applicants and sending them the good ones.
  • 32. If your company’s human resources department is involved in this, you can guarantee it will be done in a timely manner. However, since an employment agency deals with many companies, your company may not be first on their mind, leaving you to wonder what is going on with your job search. Depending on what you are looking for and the type of applicants they get, you may not be their first priority. Also, as a job seeker, you may feel like you are not a priority to the agency, especially if you have a varied background and may be a bit difficult to place. These companies don’t get paid unless they deliver and will only deliver easy to place candidates.
  • 33. According to Demsetz (2005), in political science and economics, the principal-agent problem or agency dilemma treats the difficulties that arise under conditions of closely as is optimal the information available about employees performance, and the compensation for that performance. Because of differences in the quantity and quality of information available about the performance of individual employees, the ability of employees to bear risk, and the ability of employees to manipulate evaluation methods, the structural details
  • 34. of individual contracts vary widely, including such mechanisms as piece rates, discretionary bonuses, promotions, profit sharing, efficiency wages, deferred compensation, and so on. Typically, these mechanisms are used in the context of different types of employment: sales people often receive some or all of their remuneration as commission, production workers are usually paid an hourly wage, while office workers are typically paid monthly or semi-monthly (and if paid overtime, typically at a higher rate than the hourly rate implied by the salary). The way in which these mechanisms are used is different in two parts of the economy which Doeringer and Piore called the “primary” and “secondary” sectors.
  • 35. According to Drago and Garvey (2007), use Australian survey data to show that when agents are placed on individual pay for performance schemes, they are less likely to help their co-workers. This negative effect is particularly important in those jobs that involve strong elements of ‘team production’, where output reflects the contribution of many individuals, and individual contributions cannot be easily identified, and compensation is therefore based largely on the output of the team. In other words, pay for performance increases the incentives to free ride, as there are large positive externalities to the efforts of an individual team member, and low returns to the individual.
  • 36. In providing a manpower agency, the manpower agencies’ goal is to set a harmonious relationship between the jobseekers and potential employers.
    It is also the agencies’ concern to provide their clients with candidates who are ethical, eligible, and very much capable of meeting their standards. The agencies also do help the candidates to distinguish and unleash their hidden talents, and then gradually assist them in picking the right career option for them.
  • 37. According to Villanueva (2005), through a manpower solution, manpower agencies help two parties: the employers and the job seekers. For the part of the employer, the agencies help them save time and money because the agency helps in providing the services which are usually done by the human resource department of each company.
    On the workers’ part, they are given the benefit of having a broader chance of getting a job, and of being able to market them better. There is also a possibility for them to have an edge over other candidates through the training services offered in manpower agencies.
  • 38. According to Mackholm (2009), interpose that the Filipino people must also persevere in organizing workers both regulars and contractual into unions and various kinds of associations or movements in their workplaces, in agencies that supply contractual or n communities. These organizations must defend workers’ rights, which include demanding higher wage increases and the regularization of employment.
    It is crucial for the toiling masses, all progressive forces and the entire Filipino people to unite with support the difficult struggle of the working class against labor “flexibilization” policies. They must forge and widen the path of struggle for decent jobs, living wages and workers’ right, and mobilize even the toiling masses that are unemployed as well as other democratic sectors that are supportive of the interests of workers.
  • 39. LocalStudies
    According to Cruz (2007), while numerous companies and people do not believe in turning to manpower agencies, there are as many companies and people who gain benefits from the services offered by these kind of agencies.
    These services are indeed of great help in bridging the gap between the prospective employers and employees. The employers get the eligible candidates to work for them, and the candidates obtain the job they have long been looking for.
  • 40. According to Peñaflor (2004), the economy is bad, workers are declared redundant. When they get laid off, the mounting pressure to provide for practical needs of the family can push the worker to a suicidal job placement. Getting a job too soon by not reviewing job policies offered by a recruitment agency may be a bane instead of a experience. Personal account can attest to the agency’s seriousness in delivering its commitment to you.
    Not all of fairness is lost to the manpower recruitment world; you just have to find one that will keep its share of commitment. And when you do, stick to that recruitment agency for good.
  • 41. According to Dela Peña (2006), a manpower recruitment office may be just the place you need to go for a good direction in your work and career. For many years, manpower recruitment has made it possible for the best talents and the best employers to meet. The result is a mutually beneficial synergistic existence that benefits the worker, the company, and the economy.
    Even with technologies and innovations a plenty, human resource is still the best asset a company can ever have. And there is a never-ending quest to find the right person for the job.
  • 42. According to Limpod (2007), manpower recruitment helps companies find the right person by understanding the job requirement and relentlessly scouring the globe for that one person who can bring in the company’s desired results. With the right person on the job, the company’s growth is assured.
    For the jobseeker, manpower recruitment is a great ally. It provides qualified jobseekers with endless possibilities to get hired and always advance into his career.
    Jobseekers do not need to pay manpower recruitment agencies for helping them get hired. Employers are the ones who pay, with the manpower recruitment agency serving as outsourced recruitment arm. This set up is definitely a take all for the jobseeker.
  • 43. According to Milan (2005), the important thing to remember when choosing a manpower recruitment firm to process your application is the legitimacy of the organization. Check with government listing of recruiters and check for accreditations with legitimate bodies. Also, some manpower recruitment agencies handle payroll and benefits administration for the recruit. Know your rights and demand a service contract before you sign in.
  • 44. Foreign Studies
    According to King (2005), line managers often do not understand the whole process of recruitment. Managers involved in the recruitment should not hire employees that should start as soon as possible. This habit leads to poor recruitment and mis profiling of individuals who will in turn become part of the problems in the system. Recruitment at an officer and managerial level should be done effectively and one should remember hat once you make the mistake it takes sometime before that mistake is corrected. It may be costly to the organization.
  • 45. According to Yoder (2005), many people we see in organizations today are in the wrong jobs and as a result, they are not utilizing their full potential. This is compounded by the fact that some companies have built a tradition of hiring people based on personal connections when the person is not qualified for the job. This is a vivid case in the most organization today. From the author’s experience, most recruitment that involves managers is done during discussions at lunch hour, at social clubs or during the coffee break time. All the other processes that follow will only be a formality as the decision would have been made by line managers involved in the process.
  • 46. This practice suffocates the organization for professionalism and to some extend leads to obsolete policies. Many of those appointed may not have the necessary skills and competencies to carry out the functions competently. Also they may not have proper qualifications in the field they are working. Such people will not have much desire toymaker any contributions in terms of growth and development. Their contributions are marginal if any; they are just passengers in the system and are protected by those who recommenced them.
  • 47. According to Chruden (2006), most managers are technically minded and therefore require guidance in this operation. Absence of a plan leads to chaotic recruitment that leads to a bumper harvest of unqualified applicants resulting in more unnecessary work for the staff in the recruitment.
    If you start the process without a systematic approach, you can rush your decision and end up with a mismatched person who will not be suited to work in the organization. This is a typical case in some organizations. There is a need to have a system that assists to assess candidates throughout. This reduces the odds that you will have to repeat this extensive, time consuming process.
  • 48. According to Flippo (2006), to terminate a poorly recruited employee especially at managerial level is a costly failure to the organization, considering the cost involved in recruitment, selection, training, etc. Wrong placement at officer level can lead to stagnation within the system. This may also affect production at one point or the other during the times of change.
  • 49. According to Lane and Hendy et al. (2005), point out those small firms is less able to sustain internal labor markets. As a consequence, they may struggle to retain key staff and are more vulnerable to changes in the external labor market. Other commentators (Thatcher, 2006) suggest that these factors have serious recruitment implications for small firms, since they are therefore unlikely to be able to attract as high a calibre of balm. When you’re rushing to get hired, please brush up on these tips on picking the right recruitment agency to avoid future problems.
  • 50. 1. Make a throughout background check. The last thing you ever need at this time is to be victimized by a bogus recruitment agency. Check for those which are accredited by a government body, and those which are members of employment agencies associations. The latter is important because a membership to associations means the recruitment agency is regulated for employment policy.
    2. Review the fine prints carefully. The service contract between you and the recruitment agency may have fine prints which you may not easily understand. Demand transparency and never fear to ask questions until all is settled and you can really say you know where you are sticking your head into.
  • 51. 3. Know your worth. The tendency for most abusive recruitment agencies is to lower your salary, compared to the prevailing salary. While this is understandable, because of course, a recruitment agency also needs to earn its own profit, but remember that salary grades are established by the government for the basic level, and that your skills and knowledge are definitely worth the price. A recruitment agency appreciates a long term relationship with you and the employer, and this is only possible with a fair treatment.
  • 52. 4. Rely on word of mouth. Credibility and trust ranking of the recruitment agency are paramount. For the best and most objective report, you can find out if you know someone who has been recruited by the agency before and ask him about his employee as large firms. Indeed Atkinson and Meager (2005) argue that it is only when businesses cease to become small that recruitment problems can be resolved. They also point out that for the small business; the engagement with the external labor market is different from that of a large one.
  • 53. It is likely to be less frequent, “less predictable and less capable of systemization”. Moreover, a single event of recruitment is likely to have more effect because of the smaller size of the business. Indeed, as Atkinson and Meager, note, “the smaller a business is, the more critical is its engagement with the external labor market likely to be, and recruitment is likely to be the most critical aspect of it”.
  • 54. CHAPTER 3RESEARCH METHODOLOGY
  • 55. This chapter presents the research design, statistical treatment, respondents of the study and statistical analysis.
    A. Research Design
    The study utilized the descriptive method of investigation. This method is used to measure the existing phenomenon, and if there is no need to take into accounts the relationship between variables.
    In this study, the researcher attempted to encounter the problems of manpower agency in metro manila. The researcher accordingly identified the variables that they wished to determine among the respondents of the study.
  • 56. B. Statistical Treatment
    The gathered data were recorded, classified, and studied. Then a through analysis and interpretation were made for purposes of presentation. In the statistical treatment of data gathered, the researcher used the Percentage Method.
    Formula:
    P= f/n x 100
    Where P= percentage
    F= the frequency of responses
    N= the total number of respondent
    100= the total constant variable
  • 57. Average Weighted Mean
    Arithmetic Mean computed by considering relative importance of each items. To give due importance to each item under consideration, we assign number called weight to each item in proportion to its relative importance.
    Formula:
  • 58. Where:  Stands for weighted arithmetic mean.   
    Stands for values of the items and  
    Stands for weight of the item
    T-Test
    There is no significant difference between the profile of respondents and the problems encountered by selected manpower agency in metro manila.
  • 59. C. Respondents of the Study
    The sampling design method of research makes use of several instruments in gathering data. But for this study, the researcher chose the Questionnaire Method or Survey in obtaining responses from the respondents. The questions were prepared and then given to the presumption respondents for them to fill up and answer.
  • 60. Documentary / Statistical Analysis
    Before gathering the primary data for the study, the researcher prepared the Survey Questionnaire to obtain responses for the study.
    A week in advance these questionnaire where given to the intended respondents for them to properly fill up and answer the questions. After they were collected and arranged to attain the best results using the statistical treatment.
  • 61. These results were assisting by informal interview with the 50 respondents. To plan questions were made to be used on the interview. Still the additional data were attaining from periodicals, newspapers and books follow from the library, as well the information gathered from the internet.
  • 62. SAMPLE QUESTIONAIRE
    PROBLEMS ENCOUNTED BY SELECTED MANPOWER AGENCY IN METRO MANILA:
    AN ASSESSMENT
    General Instruction:
    This questionnaire is intended to gather information about the problems encountered by Manpower Agency in Metro Manila.
    Part I: Personal Profile
    Name (Optional)________________________
    Gender_____ Age ______Civil Status_________
    Educational Attainment____________________
    Length of Service_________________________
    Position or Designation____________________
    No. of Years with present position________________________________