MAED-EM-1B-HRM-RESEARCH PAPER-CINDY.docx

Cabambangan, Villa de Bacolor 2001, Pampanga, Philippines
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DON HONORIO VENTURA TECHNOLOGICAL STATE UNIVERSITY
DON HONORIO VENTURA STATE UNIVERSITY COLLEGE OF GRADUATE
SCHOOL
DHVSU Main Campus, Villa de Bacolor, Pampanga
RESEARCH PAPER FOR CHAPTERS 1 TO 10
In Partial Fulfillment of the
Requirements for the Human Resource Management
Master of Arts in Education
Major in Educational Management
MA. CINDY VELASQUEZ - DIZON, LPT.
AUGUST 2024

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Chapter 1: Introduction to Human Resource Management
Human Resource Value Chain
The HR Value Chain was developed by Japp Paauwe and Ray Richardson in 1997. It is
a guide that looks at understanding how HR tasks add value to organizational goals.
The HR Value Chain is valuable for both developing and implementing HR strategies as
it assists in focusing on tasks most likely to impact organizational performance
positively.
It is a 3-stage process that shows how HR activities lead to outcomes, which then
influence the objectives - overall goals - of the organization. Broken down, the process
looks as below:
1. HR activities: Some of the most important examples of HR activities include
Employee Relations, Manpower Forecasts, Training & Development,
Compensation, and Organizational Development. These activities are measured
with the help of efficiency metrics like Cost of Hire, learning budget, Number of
candidates per post, Time to hire, Number of vacancies, etc. While these metrics
are great at gauging how efficient HR activities are, they don’t express the
outcomes in terms of quality.
2. HR outcomes: These activities lead to HR outcomes which are measured as
KPIs. Some of the examples include Employee engagement, turnover, retention,
Individual and Team performance, Absenteeism rate, Quality of hire, etc. Such
metrics give useful insight into how the workforce is doing.
3. Organization goals: HR outcomes are not sufficient; a business wants to make
an impact on the organizational goals in the end. The strategic goals are
measured in terms of Productivity, Profit, Customer satisfaction, Market
capitalization, Customer loyalty, and more. Such outcomes add value to an
organization and make the business profitable in the long run.
HR Value Chain In Action – What To Expect?

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Implementing an HR value chain model demands creating a chain of people and
processes. It involves analytics that links what the HR teams do to add value to the
business. Here are a few components of the HR value chain in practice.
 HR Enablers – The influencers in the business that facilitate proper HR
processes like design, marketing, and budgeting.
 HR Activities – They are the tasks involved in HRM including recruitment,
development, planning, and compensation.
 HR Outcomes – These are the measures of metrics such as engagement,
retention, cost, performance, and talent monitoring.
 Strategic Focus – It is an analysis of HR strategy that feeds into metric
measurement as well as HR outcomes.
 Key Performance Indicators – KPIs are monitored as three different types –
customer-focused, financial, and process KPIs. HR outcomes serve the process
of monitoring and the data get fed into the outcomes.
To meet these expectations, HR departments must first be willing to transform
themselves. They need to reexamine their own people strategies, organization
structures, processes, and staff capabilities while leading by example in embracing
technology. By doing so, HR can play a central role in building customer-centric
organizations, driving business priorities, and delivering value.
FIVE KEY PRIORITIES
As we look to the future, we see five priorities that will guide businesses through the
changes to come—principles that, in turn, should define the strategies of HR functions
everywhere.
Employee Centricity. Adopt a people-first approach to meet current and future talent
demands and to offer a seamless employee experience. Organizations are in a war to
attract, develop, and retain the best talent. They need to meet the expectations not only
of current employees but also potential new hires by providing hassle-free, digitized
experiences that are supported by self-service options, chatbots, and quick feedback

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tools. HR functions are essential to ensuring user-centric journeys along the entire
employee life cycle.
Cost Efficiency and Value Delivery. Focus on value creation and controlling costs to
drive overall standardization and process simplification. As businesses strive to
increase process efficiencies in order to deliver sustainable financial results, HR needs
to play its part in cost reduction through effective resource utilization. It can do this by
automating transactional tasks and flexibly adopting new ways of working. The function
must be able to conquer the people challenges that emerge from shifting business
models—especially in times of economic slowdown, when organizations face intense
recessionary pressures on business activity and cash flow.
Skills, Capabilities, and End-to-End Process Responsibility. Develop experts to
foster global collaboration and robust process harmonization along the entire HR value
chain. Conquering today’s business challenges demands a dedicated shift in how HR is
organized, resourced, and staffed. To unleash a best-in-class HR department,
organizations increasingly need to move away from a generalist model to one powered
by specialists who spend all of their time on a specific process, supported by state-of-
the-art tools and global, up-to-date best-practice frameworks. Such functional experts
should then work with HR business partners and local points of contact to design and
implement HR and business priorities together, which will promote efficiency and ensure
end-to-end responsibility for key processes.
Agility and Scalability. Encourage new ways of working and cross-functional
collaboration by responding fast and flexibly to changing business priorities. HR must
keep pace with the unprecedented speed of change and serve as the driving force
behind an organization’s transformation. The function is uniquely positioned to steer this
transformation; by enabling and advocating for firm-wide change, HR can shape how
work is done and equip all employees with the right skills. It can also set the right
communication and program-management metrics to ensure the transformation’s
success.
Data and Digital Readiness. Tap the potential of disruptive technologies and leverage
advanced data analytics to make people decisions and enhance overall employee
management. To drive higher productivity and engagement, HR functions must look

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beyond basic employee data to harness nuanced insights on individual working
preferences, career goals, and attrition risk, as well as data beyond its organization’s
boundaries. The function should also leverage cloud solutions and cutting-edge
technology to enable streamlined and automated HR processes, such as talent
sourcing, compensation management, and other operations. A data-driven HR function
that can make objective decisions, predict workforce trends, and flag areas of concern
is critical to creating a people-first organization that aligns with employee needs.
FUTURE-PROOFING THE HR FUNCTION
To prepare their businesses for the future—and help them undertake critical
transformation projects along the way—HR departments must themselves be ready to
face the challenges of tomorrow. Businesses will have to reshape the following
elements of their HR departments to become future-proof:
People Strategy. HR departments must establish the right priorities to determine how
to generate the most business value. Having a well-defined people strategy that aligns
with the organization’s overall strategy is important, as are performance metrics for
business-critical initiatives, the employee experience, internal customer satisfaction,
technological integration, and cost reduction.
Organization Structure. HR must collaborate with other functions and stakeholders to
address the growing complexity of their organizations. It needs to adapt existing ways of
working to create comprehensive process accountabilities through appropriate
centralization, bundling, outsourcing, and the automation of activities.
Processes and Governance. HR processes need to be well-connected to other parts of
the business and designed with an employee-centric approach to ensure seamless end-
to-end experiences. Governance mechanisms should be optimized to define clear
responsibilities, reduce handovers, and enable global consistency while adhering to
local regulatory requirements.
IT, Analytics, and Digital Tools. Organizations must upgrade existing legacy HR
platforms—which are often expensive and cumbersome to integrate—to modern cloud-
based solutions that can easily be used with self-service platforms and best-of-breed
digital solutions.

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Staff Capabilities. The ability to reshape the HR function of any business will
significantly depend on whether its people are able to take on new roles and
responsibilities. The HR workforce needs to be quick in acquiring skills that mirror the
function’s new purpose, vision, and mission.
Business Case. For each new process it undertakes, HR must identify a holistic future-
state vision that realistically outlines the required investments and provides clarity on
the savings that can be achieved. Documenting an ongoing efficiency-and-effectiveness
summary will be critical to the success of the function’s evolution.
Change Management and Stakeholder Communication. The department must set
up a program management office to create an implementation action plan, flag areas of
concern, and track the success of its transformation. Continuous employee-centric
communication initiatives—with a clear “what’s in it for me” change narrative for
impacted employees—will ensure alignment with relevant stakeholders and are critical
to sustaining the change.
REFERENCES:
The HR Value Chain: A Key to Organisational Success (fox22consulting.com)
HR Value Chain Model – UPDATED 2022 – A Complete Guide (emexmag.com)
Next-Generation HR Is Connected and Value Centered | BCG

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Chapter 2: TRENDS IN HUMAN RESOURCE MANAGEMENT
Knowledge Workers
A knowledge worker is a professional who generates value for the organization with
their expertise, critical thinking and interpersonal skills. They’re often tasked with
developing new products or services, problem-solving, or creating strategies and action
plans that will drive better business outcomes. Knowledge workers have formal training
or significant experience, are skilled communicators and can learn and adapt to a
shifting work environment.
Knowledge workers are an essential part of the evolving digital workplace. You can find
them playing the role of a department leader with extensive institutional knowledge or
acting as a subject matter expert called in to consult on a specific business challenge.
The agility and adaptability of knowledge workers can help organizations foster
collaboration and quickly respond to changes and challenges, from technological
advances to major global events.
The rise of the knowledge worker
The term “knowledge worker” was coined by business consultant Peter Drucker in 1959
as a new iteration of the white-collar worker in his book, The Landmarks of Tomorrow.
In it, he argued that by the 21st century, the most valuable asset to any organization
would be its knowledge worker productivity. In a 1999 Harvard Business Review article,
Drucker noted that when people perform the work they are good at and that fits their
abilities, they can not only cultivate a more successful career in the knowledge
economy, they can ultimately bring more value to the organization.
At the time, Drucker saw how the type of work was shifting from primarily blue-collar
jobs using manual labor to white-collar jobs that rely upon the intellectual skills and
knowledge of employees to create and execute tasks. Drucker foresaw the impending
shift toward information technology and a new class of workers whose valued skill was
their knowledge. This increased focus on information and new technology would help
the economy grow, but at the cost of many blue-collar jobs, Drucker predicted.

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While many of the jobs considered to be knowledge workers today existed when
Drucker coined the term (e.g., pharmacists, teachers, construction managers), there are
countless other job titles that have emerged from our new information age, such as
computer programmers or IT consultants.
Benefits of using knowledge workers
Whether it’s analyzing business metrics, reevaluating processes to find new
opportunities for automation or encouraging more collaboration in a team’s daily work,
knowledge workers bring a number of advantages to a company, including the
following:
Providing leadership: Many knowledge-based job roles include managerial and
decision-making tasks, such as overseeing employees, providing guidance or
generating ideas that team members then execute. Knowledge workers have advanced
experience, work collaboratively and are often asked to view problems in a holistic way;
these are traits that can also make them good leaders.
Fostering teamwork: When persistent problems arise, organizations can benefit when
someone provides new knowledge or applies strategic thinking to a team, process or
workflow. Knowledge workers are able to take a “birds-eye view” of challenges to fully
understand and solve them. This approach can help find new ways of bringing different
stakeholders and co-workers together, encouraging collaboration across departments
and throughout the organization.
Enhancing communication: When knowledge workers have great interpersonal
communication skills, it helps foster a sense of community and better understanding of
the purpose behind an initiative. This work environment also encourages people at all
levels to share their expertise and work collaboratively to achieve company goals.
Building a growth mindset: Because of today’s rapidly changing digital landscape,
companies need knowledge workers who provide a “growth mindset” approach to
business, encouraging flexibility and the ability to see problems as opportunities for
growth.

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Knowledge workers and knowledge management
Here are some different tools organizations can use to help knowledge workers store,
share and use information more efficiently.
Generative AI: Rapidly evolving generative AI tools have capabilities far beyond writing
content and code. Knowledge workers can use them to quickly gather information about
a topic, search for solutions to business problems and flesh out innovative ideas.
Business analytics: Data and insights help knowledge workers make informed
decisions and find new opportunities. While Big Data and artificial intelligence (AI)
provide the numbers, knowledge workers are key to understanding them.
Data integration and democratization: Data democratization is an approach to data
architecture that allows people throughout the organization to access, use and talk
about the data they need with ease. The aim is to break down silos between
departments with better data management and integration. The result? Fostering
innovation—typically a task driven by knowledge workers.
Content management systems (CMS): Knowledge workers need a system for
creating and managing documents that disseminate information, insights and data, both
internally and with outside stakeholders.
Collaborative tools: Intranets, wikis and other collaborative ways to share data help
foster data sharing and idea generation in real-time, while also providing a unified
knowledge base and place for documenting processes.
Characteristics of Knowledge Workers
Knowledge workers possess the following characteristics:
1. Factual and Theoretical Knowledge
Knowledge workers undergo several years of formal training to master the
information needed to perform certain specialized roles. At a minimum, most
knowledge-based positions require a college degree and their learning process is

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continuous even after being hired.
2. Accessing and Applying Information
Knowledge workers must know how to identify important information from a large
database of information that they need to be familiar with. They should be in a
position to weed out less important information and focus on essential information
that will help them solve problems, answer questions, and generate ideas.
Knowledge workers use analytical reasoning and relevant judgment to address
customer service issues and new situations.
3. Communication Skills
Knowledge work involves frequent communication between the knowledge worker
and customers, co-workers, subordinates, and other stakeholders. They must be
able to speak, read, and write, and hold discussions with workmates and deliver a
presentation when needed.
4. Motivation
Knowledge work requires continuous growth, due to the need to keep up with
technological developments. Workers must be interested in finding new information
and applying it in their work. With new technologies being released every day, they
must improve their skills to handle complex tasks and integrate the latest
technologies into their work.
REFERENCES:
Knowledge Workers - Definition, What They Do, Who
(corporatefinanceinstitute.com)
What is a knowledge worker and what do they do? - IBM Blog

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Chapter 3: EQUAL OPPORTUNITY FOR EMPLOYMENT
Qualified Person with Disability
Work is considered one of the most important aspects in one’s life, in particular for the
positive impact it has in terms of autonomy and independence. In fact, it is not just a
mere practice that allows people to provide financial support, but an important
educational activity that contributes to increase the level of social participation and the
affirmation of a more emancipated self-image (Caldin and Scollo, 2018). However, this
assumption is as true as not universally valid, especially if we think about people with
disabilities (PWDs).
Since ancient times, the disability has been approached with a real negative attitude:
according to Plutarco, children with impairments were abandoned under the Taigeto
mountain; after 20 centuries, the Norimberga laws stated that people with physical or
mental disability could be sterilized. It is only after World War II that PWDs are
recognized as persons with rights, other than persons who need care (Soresi, 2016).
In the field of organizational research, disability has been studied from various
perspectives. The first one is related to a medical model of disability that defines
disabled people in terms of biological properties (Colella, 2001). According to this
perspective, the main interest of researchers is to detect, avoid, and categorize
disabilities, and to help and rehabilitate PWDs through medical or psychological
treatments. The risk of this theoretical approach is to foster stigma and prejudices on
disabilities in the mind of employers, especially regarding the minor productivity of
PWDs.
In contrast, the second perspective is related to a social model, according to which
disability is a social creation (Oliver, 1996) and it can be easily resolved by removing
barriers in the social and material environments. Researchers that start from this point
of view are interested in the discrimination and the physical and social structures that
inhibit and exclude PWDs from organizational life (Abberley, 2002). The drift of the
social model is the victimization of PWDs and the carelessness of the lived experiences
Republic Act No. 7277, also known as the "Magna Carta for Disabled Persons," is a
Philippine law enacted to ensure the integration of persons with disabilities (PWDs) into
the mainstream of society and to promote their welfare. Below is an overview of the key
aspects of the law, particularly focusing on the concept of a Qualified Person with

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Disability (QPD), along with references to the text of the law and related sources.
In the Philippines, a "Qualified Person with Disability" (PWD) is defined as someone
with long-term physical, mental, intellectual, or sensory impairments that, in interaction
with various barriers, may hinder their full and effective participation in society on an
equal basis with others. This definition aligns with the United Nations Convention on the
Rights of Persons with Disabilities and is further supported by the International
Classification of Functioning, Disability, and Health (ICF) framework, which views
disability as a negative interaction between an individual and their environmental and
personal factors (Department of Health) (NCDA).
Key Provisions of RA 7277
Definition of Terms
Person with Disability (PWD): Refers to those suffering from a restriction or different
ability, as a result of a mental, physical, or sensory impairment, to perform an activity in
the manner or within the range considered normal for a human being.
Qualified Person with Disability (QPD): A PWD who, with reasonable
accommodation, can perform the essential functions of the job in question, whether in
the public or private sector.
Rights and Privileges
RA 7277 provides various rights and privileges to PWDs, including:
Employment:
 PWDs must not be discriminated against in terms of employment.
 Employers are required to provide reasonable accommodation for PWDs to
perform their jobs.
 Private corporations are encouraged to hire PWDs by providing incentives and
tax deductions.
Education:
 Educational institutions must provide auxiliary aids and services to PWD
students.

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 They must not be denied admission on the basis of their disability.
Health:
 The government must provide adequate health services to PWDs.
 The law mandates the provision of rehabilitation services and vocational training.
Auxiliary Social Services:
 These include assistance in obtaining disability certification, access to public
transportation, and other necessary services to enhance their social functioning.
Telecommunications and Accessibility:
 Ensures the availability of accessible information and communications
technology.
Political and Civil Rights:
 PWDs have the right to participate in political and civil activities.
Implementation and Monitoring
The National Council on Disability Affairs (NCDA) is the primary agency responsible for
the implementation of the provisions of RA 7277.
Other government agencies, local government units, and non-government organizations
are also involved in ensuring the rights of PWDs are protected.
PWDs must meet the qualification standards for a position, similar to able-bodied
applicants. The selection and hiring processes are based on these standards to ensure
fairness and merit-based employment.
Employers cannot discriminate against PWDs in job application procedures, hiring,
promotion, or other employment conditions. Discriminatory practices include limiting
work opportunities, providing lesser compensation, and failing to provide reasonable
accommodations.
REFERENCES:

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National Council on Disability Affairs | Empowering Inclusion of Persons With
Disabilities (ncda.gov.ph)
IRR REPUBLIC ACT NO. 10524 - IMPLEMENTING RULES AND REGULATIONS OF
REPUBLIC ACT NO. 10524 (AN ACT EXPANDING THE POSITIONS RESERVED
FOR PERSONS WITH DISABILITY, AMENDING FOR THE PURPOSE REPUBLIC
ACT NO. 7277, AS AMENDED, OTHERWISE KNOWN AS THE MAGNA CARTA FOR
PERSONS WITH DISABILITY) - Supreme Court E-Library (judiciary.gov.ph)
Frontiers | Self-Perceived Employability of Workers With Disability: A Case Study
in an Educational Farm (frontiersin.org)

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Chapter 4: THE ANALYSIS AND DESIGN OF WORK
Job Specification
Job specifications is a list of a job’s human requirements, that is, the requisite
education, skills, personality, and so on another product of a job analysis. The job
specification summarizes the personal qualities, traits, skills, and background
required for getting the job done.
A job specification is a detailed description of the requirements, responsibilities,
skills, qualifications, and other attributes necessary for a particular role within an
organization. It's a key component in the hiring process and helps ensure that
potential candidates are well-suited for the job.
Job Specification: It outlines the qualifications, skills, and experience needed to
perform a job effectively. Unlike a job description, which focuses on the duties and
responsibilities, a job specification emphasizes the criteria required for performing
those duties.
Purpose:
Recruitment: Helps in attracting suitable candidates.
Selection: Guides the hiring process by setting criteria for evaluating candidates.
Performance Evaluation: Provides a benchmark for assessing employee
performance.
Training and Development: Identifies areas where employees may need further
training.
WRITING JOB SPECIFICATIONS
The job specification takes the job description and answers the question, What
human traits and experience are required to do this job effectively? It shows what
kind of person to recruit and for what qualities you should test that person. It may

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be a section of the job description, or a separate document.
Specifications for trained personnel
– Focus on traits like length of previous service, quality of relevant training, and
previous job performance.
Specifications for untrained personnel
– Focus on physical traits, personality, interests, or sensory skills that imply some
potential for performing or for being trained to do the job.
Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job descriptions (e.g.,
www.jobdescription.com)
– O*NET online
– Standard Occupational Classification
Specifications Based on Statistical Analysis
– Attempts to determine statistically the relationship between a predictor or human
trait and an indicator or criterion of job effectiveness.
Steps in the Statistical Approach
– Analyze the job and decide how to measure job performance.
– Select personal traits that you believe should predict successful performance.
– Test candidates for these traits.
– Measure the candidates’ subsequent job performance.
– Statistically analyze the relationship between the human trait and job
performance.
Components of a Job Specification

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Job Title: The official designation of the position.
Educational Qualifications: Required degrees, certifications, or specialized
training.
Experience: Number of years and type of experience needed.
Skills: Specific abilities or competencies required (e.g., technical skills,
interpersonal skills).
Attributes: Personal qualities or traits (e.g., leadership abilities, problem-solving
skills).
Knowledge: Relevant field-specific knowledge or industry insight.
Working Conditions: Environmental factors like physical demands, work hours,
and location.
Other Requirements: Any additional criteria such as travel requirements or
language proficiency.
Importance of Job Specifications
Clarity: Provides a clear understanding of what is expected in a role.
Alignment: Ensures that the right candidates are selected based on the job's
requirements.
Legal Compliance: Helps in maintaining fair employment practices by specifying
non-discriminatory criteria.

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REFERENCES:
Human Resource Management 10e.- Gary Dessler (wordpress.com)
HRM - 03 - Job Analysis Design | Download Free PDF | Cognitive Science |
Employment (scribd.com)
Welcome to SHRM | The Voice of All Things Work

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Chapter 5: PLANNING FOR & RECRUITING HUMAN RESOURCES
Recruiting Human Resources
Recruitment refers to the process of identifying, attracting, interviewing, selecting,
hiring and onboarding employees. In other words, it involves everything from the
identification of a staffing need to filling it.
Depending on the size of an organization, recruitment is the responsibility of a
range of workers. Larger organizations may have entire teams of recruiters, while
others only a single recruiter. In small outfits, the hiring manager may be
responsible for recruiting. In addition, many organizations outsource recruiting to
outside firms. Companies almost always recruit candidates for new positions via
advertisements, job boards, social media sites, and others. Many companies
utilize recruiting software to more effectively and efficiently source top candidates.
Regardless, recruitment typically works in conjunction with, or as a part of Human
Resources.
Human Resource Management, otherwise known as HRM or HR for short, is the
function of people management within an organization. HR is responsible for
facilitating the overall goals of the organization through effective administration of
human capital — focusing on employees as the company's most important asset.
The human resources department within an organization is responsible for all
matters pertaining to employees, which includes the function of recruitment. The
concept of recruitment relates to finding and hiring the best-qualified candidates
for open positions within an organization, either internally or externally, in the most
cost-effective and timely fashion. The four stages of the recruitment process are
job analysis, advertising, screening, and finalization.
Recruitment is the first step in building an organization's human capital. At a high
level, the goals are to locate and hire the best candidates, on time, and on budget.
While the recruitment process is unique to each organization, there are 15
essential steps of the hiring process. We’ve listed them here, but for a detailed
exploration of these steps, check out our page on Hiring Process Steps:

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Identify the hiring need
Devise a recruitment plan
Write a job description
Advertise the position
Recruit the position
Review applications
Phone Interview/Initial Screening
Interviews
Applicant Assessment
Background Check
Decision
Reference Check
Job offers
Hiring
Onboarding
There are several types of recruiting. Here’s an overview:
Internal Recruiting: internal recruiting involves filling vacancies with
existing employees from within an organization.
Retained Recruiting: When organization hire a recruiting firm, there are
several ways to do so; retained recruiting is a common one. When an
organization retains a recruiting firm to fill a vacancy, they pay an upfront
fee to fill the position. The firm is responsible for finding candidates until the
position is filled. The organization also agrees to work exclusively with the
firm. Companies cannot, in other words, hire multiple recruiting firms to fill
the same position.
Contingency Recruiting: like retained recruiting, contingency recruiting
requires an outside firm. Unlike retained recruiting, there is no upfront fee
with contingency. Instead, the recruitment company receives payment only
when the clients they represent are hired by an organization.
Staffing Recruiting: staffing recruiters work for staffing agencies. Staffing
recruiting matches qualified applicants with qualified job openings.
Moreover, staffing agencies typically focus on short-term or temporary
employment positions.
Outplacement Recruiting: outplacement is typically an employer-

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sponsored benefit which helps former employees transition into new jobs.
Outplacement recruiting is designed to provide displaced employees with
the resources to find new positions or careers.
Reverse Recruiting: refers to the process whereby an employee is
encouraged to seek employment with a different organization that offers a
better fit for their skill set. We offer Reverse Recruiting Days to help
workers with this process. At our Reverse Recruiting Days, we review
resumes, conduct mock interviews, and offer deep dives into specific job
roles.
Tips for effective recruiting
Recruitment is a nuanced process that requires extensive research,
thorough procedures, and finesse in order to produce high-quality hires
with regularity. With that in mind, here are out top-three tips for effective
recruitment:
 Look internally before externally: there’s a good chance the best
candidate for your position is already working for your organization.
Internal candidates are already familiar with and contributing to your
corporate culture and goals. Given their past success within your
organization, it is reasonable to expect they will continue to excel in
a new position.
 Reach out to “passive” candidates: there is a good chance your
ideal candidate is not actively looking for a new job and will not
respond to your job board ad. Why? Because they’re likely already
employed elsewhere. After all, why wouldn’t your competitors also
want to employ your ideal candidate? Therefore, effective recruiting
requires you to look outside of your applicant pool for top talent.
Encouraging your staff to attend industry conferences and
participate in professional organizations; developing relationships
with local university business schools (or other relevant

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departments); searching social media sites (i.e. LinkedIn) for strong
resumes from candidates who might not be actively looking for a
new job; and encouraging your employees to refer people they know
or are connected to are all important mechanisms through which to
expand your recruitment network.
 Hire the sure thing: according to two authors and experts, you
should hire the person who is already excelling doing the exact job
in your industry. Past success, in other words, is the best indicator of
future success.
REFERENCES:
Recruitment in HR | Meaning, Purpose & Objectives - Lesson |
Study.com
What is Recruitment? (HRM) | SmartRecruiters

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Chapter 6: SELECTING EMPLOYEES AND PLACING THEM
IN JOBS
Reasons to Run a Background Checks
Her resume looked perfect.
Connie had graduated from a well-regarded university, had 15 years of
experience in progressively more responsible Accounting and Finance positions,
and aced the interview. Congratulations, Connie, you’re our new Director of
Accounting!
The only problem was that soon after the hiring, things around the office started
turning up missing. Then a few accounts were short. When they finally broke into
her desk, they found a cache of items resembling the treasure of the Count of
Monte Cristo! Not only had Connie mightily fudged her resume, she had omitted
a conviction or two for theft on her record as well.
There are many reasons that more and more employers are turning to
background checks as an essential part of the hiring process. In a 2008
CareerBuilder.com survey, 49 percent of U.S. employers said they had
discovered an applicant at one time or another had falsified certain aspects on
his or her resume.
Conducting a background check not only ensures that the people you hire can do
what they say they can, it also protects your employees and the company from a
host of potential problems.
Here are our Top Ten Reasons to Do Background Checks:
1) Provides Effective Hiring. Maybe the typical example isn’t as grievous as
with conniving Connie, but many hiring managers have found out too late that the
new poorly performing Marketing Manager exaggerated his experience and in
fact had only been in Sales. A poor hire undermines company performance and
wastes time and money.
2) Minimizes Turnover. Yes, Connie and the Marketing Manager have to be
replaced – and fast -resulting in unnecessary turnover additional recruitment,
interviewing, and onboarding time and costs.
3) Protects Company Reputation and Assets. It wasn’t just the expensive
Italian vase Connie pilfered from the Board Room that was missing but significant
dollars received from customers and other sources of revenue. The company’s
reputation also suffered when word of its poor hiring practices became known.
4) Ensures the Safety of Your Employees. As with Connie, a job applicant bent
on concealing his or her past may have violent tendencies, a history of trouble-
making with prior employers, or a penchant for fraud. A proper background check
ensures your employees work in a safe environment free of the risk of physical
harm.

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5) Minimizes Legal Liability. An employee harmed by a co-worker may sue the
company for negligent hiring and failure to provide a safe workplace. Another hit
to company reputation and employee morale!
6) Saves Costs of Litigation. If anyone sues as a result of an act of an
employee for whom no background check was conducted, the costs of litigation,
attorneys, and insurance could be staggering, win or lose.
7) Provides Peace of Mind. Knowing you take the time and make the effort to
help ensure their safety promotes employee peace of mine and morale.
8) Increases the quality of the talent pool. As word gets out that you conduct
background checks, you will begin to attract more qualified candidates as sincere
and talented job-seekers will
want to apply to your company while the Connies of the world steer clear.
9) Complies with clients’ corporate policies. More and more customers and
clients, rightly concerned about the safety of your business practices, are likely to
require you perform background
checks.
10) Fulfills a Duty to Check. For certain positions and industries, you have a
legal requirement to obtain background checks. It is necessary, for example, to
check the background of anyone working with children, caring for seniors in
nursing homes, or involved with home and personal security.
As important as it is to do background checks, it is equally as important to do
them right.
REFERENCE:
Top 10 Reasons to do Background Checks - The Orsus Group
It goes without saying that every time a business needs to fill an open work
position, there are a few steps that need to be taken. The job description needs to
be published online, for instance, so that interested parties can submit applications
for consideration. The employer then needs to sift through these applications, pick
out qualified candidates, and set up interviews. Some employment processes
consist of phone interviews followed by in-person interviews. And the interviews
usually give the employer the information they need to make an educated hiring
decision.
1. It Highlights Criminal History.
The primary reason most employers run pre-employment background checks is
to flag any criminal convictions in an applicant’s past. Sometimes, these criminal
charges posit someone as dangerous, unreliable, untrustworthy, or otherwise not
suitable for hiring. Other times, the charges are minor, out of date, or irrelevant to

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the job at hand. Either way, an employer deserves to have this information in
order to make an educated hiring decision.
2. It Flags Past Infractions That Might Impact An Individual’s Ability To
Perform A Job.
In addition to criminal history, some background checks will highlight driving
records, credit histories, or other information. True, there are times when a spotty
driving record with numerous license suspensions, or a credit history fraught with
missed payments and debt, will hold no bearing on an applicant’s ability to
perform the job at hand. For positions that actually involve driving or the handling
of money, though, such information is absolutely relevant.
3. It Fulfills Due Diligence And Avoids Liability.
Say you don’t run a background check on a person, and hire them for a truck
driver position. One night, they get into an accident while on the job and cause a
massive car pileup on the highway. The police at the scene arrest your worker for
driving under the influence, and it turns out that person has gotten two DUIs in
the past. Because you didn’t do your due diligence and run a background check
to make sure this person was a fit candidate for the truck driver job, you could be
held liable for the accident.
4. It Gives You A Full Picture Of Your Applicant.
Most job applicants might as well be actors for how much they put on a
performance during a job interview. The goal of any job searcher is to charm their
interviewer and come across as a friendly, professional person. This
“performance” can even extend into the resume, where applicants might exclude
certain jobs or other information. A background check can help you cut through
the façade and find out who this person really is—and more importantly, whether
they are a person you want to hire.
5. It Keeps Employees And Customers Safe.
Quite simply, some of the applicants you are going to meet during a pre-
employment screening are dangerous. From violent criminals to sex offenders,
there are individuals that you simply cannot risk hiring. But what if you don’t know
about the risk of hiring those individuals? What if you hire a sexual predator
without running a background check, only to have that person assault or rape
one of your customers or one of your other employees? Just like with the drunk
driver example above, you could be held liable for such incidents. So run the
background check to protect your employees and customers from harm.
6. It Helps You Keep A Workplace Drug-Free.
Many employees put a lot of stock in maintaining a drug-free workplace. Running
background checks can help to flag applicants who have been slapped with drug
charges in the recent past, whether for distribution or possession. You can also
supplement the pre-employment background check with a drug test, to eliminate
current users from your applicant pool. It’s the best way to establish a zero-

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tolerance anti-drug policy at work from the very beginning.
7. It Highlights Dishonesty.
I mentioned above that many job searchers put on a performance in the
interview, trying to act in a way that they think the hiring manager wants to see.
Even more applicants are dishonest on their applications or resumes—making up
work histories, embellishing job responsibilities or titles, or changing employment
dates. Pre-employment background checks should include calls to former
employees, to make sure the information on the resume/applications matches up
with the truth. If it doesn’t, you know you have a dishonest applicant on your
hands. And if there’s something that no employer wants, it’s a worker they know
can’t be trusted.
8. It Verifies Education And Certifications.
Employment history isn’t the only thing you should be verifying about an
applicant. Thorough pre-employment background checks will also make sure the
applicant in question has the degrees and professional certifications they claim
they do. Sometimes, learning this information can be about confirming honesty;
other times, when certain degrees or certifications are actually legally required for
a person to perform a job, they are about abiding by the law. Either way, they are
important.
9. It Provides Peace Of Mind.
You never want to wonder about whether or not you can trust an employee.
Background checks can help you dodge common worries (Is my employee a
violent criminal? Is my employee a fraud? Is my employee a thief? Etc.) and give
you the peace of mind you need to run your business efficiently.
10. It Helps You Ensure That You’ve Chosen The Right Hire.
Look: employment screening processes are long, stressful, and expensive. From
reviewing applications to reviewing candidates, these processes take a lot of time
and are generally a blow to company productivity. In short, you want to make
sure you hire the right person the first time, and that means being as thorough as
possible in your initial screening process.
Quite simply, you can’t be as thorough as possible without running a background
check to learn as much about an applicant as possible. So unless you want to be
doing the interview process again in a few months when your hire doesn’t work
out, run background checks to make sure you are making smart decisions. You
won’t be sorry.
REFERENCE:
10 Reasons To Run A Pre-Employment Background Check | macdata.com

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Chapter 7: TRAINING EMPLOYEES
What Managers Should Do to Support Training
Supporting employee training is crucial for managers to ensure that training
programs are effective and lead to improved performance and productivity.
Here are key strategies that managers should employ, supported by
references from academic and industry sources:
1. Encourage a Learning Culture
Creating an environment that values and encourages continuous learning
is fundamental. Managers should emphasize the importance of training and
development within the team.
Reference: Noe, R. A. (2013). Employee Training and Development.
McGraw-Hill Education. Noe discusses the significance of a supportive
learning culture and its impact on the effectiveness of training programs.
2. Provide Resources and Support
Ensuring that employees have the necessary resources, such as time,
materials, and access to training programs, is essential. Managers should
facilitate these resources and support their teams in utilizing them
effectively.
Reference: Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K.
A. (2012). The science of training and development in organizations: What
matters in practice. Psychological Science in the Public Interest, 13(2), 74-
101. This paper highlights the importance of providing resources and
logistical support for training.
3. Align Training with Organizational Goals
Training programs should be closely aligned with the strategic goals of the
organization. Managers should ensure that the skills and knowledge gained
from training are relevant and can be applied to achieve business
objectives.

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Reference: Aguinis, H., & Kraiger, K. (2009). Benefits of training and
development for individuals and teams, organizations, and society. Annual
Review of Psychology, 60, 451-474. The authors discuss how aligning
training with organizational goals enhances its effectiveness and relevance.
4. Foster Post-Training Application
Managers should encourage employees to apply the new skills and
knowledge in their daily tasks. This can be facilitated by setting specific
goals, providing opportunities to practice, and offering feedback and
coaching.
Reference: Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A
review and directions for future research. Personnel Psychology, 41(1), 63-
105. This seminal paper reviews factors that influence the transfer of
training to the workplace.
5. Evaluate and Provide Feedback
Regular evaluation of training programs and employee performance post-
training is vital. Managers should seek feedback from employees about the
training and assess how it has impacted their work.
Reference: Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating
Training Programs: The Four Levels. Berrett-Koehler Publishers. The
Kirkpatrick Model is widely used for evaluating the effectiveness of training
programs.
6. Lead by Example
Managers should participate in training themselves and demonstrate a
commitment to personal and professional development. This sets a positive
example for employees and underscores the importance of training.
Reference: Brown, K. G., & Sitzmann, T. (2011). Training and employee
development for improved performance. APA Handbook of Industrial and
Organizational Psychology, 2, 469-503. This handbook emphasizes the
role of leadership in fostering a learning-oriented environment.

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7. Provide Incentives and Recognition
Offering incentives for completing training programs and recognizing
employees who apply new skills effectively can motivate others to engage
in training.
Reference: Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent
development: definition, scope, and architecture. European Journal of
Training and Development, 36(1), 5-24. This article discusses the role of
incentives and recognition in talent development and training effectiveness.
Research suggests that managers in traditional work environments
are expected to do the following:
• Manage individual performance. Motivate employees to change
performance, provide performance feedback, and monitor training
activities.
• Develop employees. Explain work assignments and provide technical
expertise.
• Plan and allocate resources. Translate strategic plans into work
assignments and establish target dates for projects.
• Coordinate interdependent groups. Persuade other units to provide
products or resources needed by the work group, and understand the goals
and plans of other units.
• Manage group performance. Define areas of responsibility, meet with
other managers to discuss effects of changes in the work unit on their
groups, facilitate change, and implement business strategy.
• Monitor the business environment. Develop and maintain relationships
with clients and customers, and participate in task forces to identify new
business opportunities.
• Represent one’s work unit. Develop relationships with other managers,
communicate

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the needs of the work group to other units, and provide information on work
group status to other groups.
Top Management Support
The CEO, the top manager in the company, plays a key role in determining
the importance of training and learning in the company. The CEO is
responsible for
• A clear direction for learning (vision).
• Encouragement, resources, and commitment for strategic learning
(sponsor).
• Taking an active role in governing learning, including reviewing goals and
objectivesand providing insight on how to measure training effectiveness
(governor).
• Developing new learning programs for the company (subject-matter
expert).
• Teaching programs or providing resources online (faculty).
• Serving as a role model for learning for the entire company and
demonstrating a willingness to constantly learn (learner).
• Promoting the company’s commitment to learning by advocating it in
speeches, annualreports, interviews, and other public relations tools
(marketing agent).
REFERENCE:
Employee Training & Development (wordpress.com) by Raymond A.
Noe

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Chapter 8: MANAGING EMPLOYEES’ PERFORMANCE
Sources of Performance Information
Sources of performance information are critical for understanding and improving
individual and organizational effectiveness. These sources can be categorized into
several types, each providing unique insights. Here are the main sources of
performance information:
Self-Assessment:
Individuals evaluate their own performance, strengths, and weaknesses.
It helps in personal development and identifying areas for improvement.
Reference: London, M., & Smither, J. W. (1995). "Can Multi-Source Feedback
Change Perceptions of Goal Accomplishment, Self-Evaluations, and
Performance-Related Outcomes? Theory-Based Applications and Directions for
Research." Personnel Psychology, 48(4), 803-839.

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Peer Review:
Colleagues provide feedback on an individual's performance.
This is useful for understanding team dynamics and individual contributions within
a team.
Reference: Brutus, S., London, M., & Martineau, J. (1999). "The Impact of Peer
and Supervisor Feedback on Self and Team Improvement." Human Resource
Development Quarterly, 10(3), 313-330.
Supervisor Evaluation:
Managers assess the performance of their subordinates.
This traditional method is widely used in performance appraisals and formal
evaluations.
Reference: DeNisi, A. S., & Pritchard, R. D. (2006). "Performance Appraisal,
Performance Management and Improving Individual Performance: A Motivational
Framework." Management and Organization Review, 2(2), 253-277.
Subordinate Feedback:
Employees provide feedback on their supervisors.
This can help in improving leadership effectiveness and organizational culture.
Reference: Atwater, L. E., & Brett, J. F. (2005). "Feedback Format: Does It
Influence Managerial Effectiveness?" Academy of Management Journal, 48(1), 24-
39.
Customer Feedback:
Clients or customers provide input on service quality and satisfaction.
Essential for customer-oriented businesses and service improvement.
Reference: Homburg, C., & Fürst, A. (2005). "How Organizational Complaint
Handling Drives Customer Loyalty: An Analysis of the Mechanistic and the Organic
Approach." Journal of Marketing, 69(3), 95-114.
Performance Metrics and KPIs:

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Quantitative data such as sales figures, production rates, and financial indicators.
Helps in tracking performance over time and making data-driven decisions.
Reference: Kaplan, R. S., & Norton, D. P. (1996). "The Balanced Scorecard:
Translating Strategy into Action." Harvard Business Review Press.
360-Degree Feedback:
Comprehensive feedback that includes input from self, peers, supervisors,
subordinates, and sometimes customers.
Provides a holistic view of an individual's performance.
Reference: Lepsinger, R., & Lucia, A. D. (2009). "The Art and Science of 360
Degree Feedback." Pfeiffer.
External Benchmarks:
Comparing performance against industry standards or competitors.
Useful for identifying competitive advantages and areas needing improvement.
Reference: Camp, R. C. (1989). "Benchmarking: The Search for Industry Best
Practices that Lead to Superior Performance." ASQC Quality Press.
Another sources of information for performance measurement are personal
observation, statistical reports, oral reports, and written reports. Personal
observation provides first-hand knowledge of an activity, thereby permitting
intensive coverage and allowing managers to “read between the lines.”
Because it is subjective, however, personal observation may be biased.
Also, it is time-consuming and obtrusive.
Statistical reports consist of computer print-outs, graphs, bar charts, and
numerical displays. Although they represent relationships clearly and
accurately, statistical reports provide limited information about an activity
and ignore qualitative elements which may be important factors in
performance deviations.
Oral reports consist of one-on-one conversations, telephone calls, and

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conferences. The advantages and disadvantages of oral reports are similar
to those of personal observation.
Written reports can also measure performance. They are more formal,
comprehensive, and concise than oral reports. In addition, they are easy to
catalog and reference. Comprehensive control efforts by management will
require the use of all four of these methods
REFERENCE:
UNIVERSITY OF IDAHO: OVERVIEW OF MANAGEMENT
https://www.google.com/url?sa=i&url=https%3A%2F%2Funstop.com%2Fbl
og%2Fperformance-appraisal&psig=AOvVaw3J-
Sk3PMuSrUynFFSiQl30&ust=1722250865086000&source=images&cd=vfe&
opi=89978449&ved=0CBQQjhxqFwoTCJiG-
M7KyYcDFQAAAAAdAAAAABAJ

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Chapter 9: DEVELOPING EMPLOYEES FOR FUTURE SUCCESS
Assessment Tools
Every progressive organization seeks ways to optimize its workforce performance
to improve the outcomes and maximize revenues. One of the most effective
strategies to achieve this goal is through employee assessments. Employee
assessments provide valuable insights into an individual's skills, knowledge, and
abilities, enabling organizations to make informed decisions about training,
development, and promotions.
Employee development assessment tools are crucial for identifying skills gaps,
enhancing performance, and fostering growth within organizations. Various tools
and strategies can be employed to create a comprehensive and effective
employee development program.
Key Assessment Tools and Their Features
ProProfs:
ProProfs is a powerful online employee assessment tool that empowers
businesses to evaluate their workforce effectively. Its user-friendly interface and
comprehensive features make it the ideal tool for creating skill assessments,
personality assessments, performance review assessments, and employee
performance assessments.
Features: Offers over 100 templates for various assessment types, including skills,
personality, and performance reviews. It has a vast library of pre-written questions
and ready-made assessments, pre-assigned scores, customizable settings, and
security features.
Benefits: Facilitates informed decision-making, enhances employee performance,
and fosters a positive work environment.
Skillmeter:
Skillmeter makes it easy for businesses to assess the skills of their employees.
With Skillmeter, you can create and administer tests quickly and easily and get
results back immediately. Skillmeter lets you personalize your tests with your

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company's logo and sub-domain name.
Features: Allows for the creation of timed, scored, and auto-graded assessments.
It offers various question types, personalization options, secure data transmission,
and cloud hosting.
Benefits: Simplifies skills assessment, provides prompt results, and ensures
secure data handling.
eSkill:
In the competitive talent acquisition landscape, eSkill stands tall as a leading
provider of employee assessment software tools that empower managers and
recruiters to make informed hiring decisions.
Features: Provides over 800 standard tests, customization options, expert
assistance, 24/7 support, and advanced job simulations.
Benefits: Enhances hiring processes, ensures comprehensive assessment, and
integrates seamlessly with HR systems.
Peoplebox:
Features: Centralizes performance management, aligns goals, facilitates 1:1s and
surveys, and integrates with platforms like Slack and Teams.
Benefits: Improves communication, streamlines performance reviews, and
provides actionable insights.
SurveySparrow:
Features: Offers 360-degree feedback, customizable reports, competency
summaries, and automated workflows.
Benefits: Identifies strengths and areas for improvement, supports personalized
development plans, and integrates with various tools.
Best Practices for Implementation
Establish Clear Objectives:
Align assessment objectives with organizational goals and tailor metrics

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accordingly.
Use Technology Effectively:
Incorporate AI and digital tools to streamline assessments, personalize
evaluations, and provide deep insights through data analytics (Lingio Training)
(DevSkiller).
Ensure Security and Privacy:
Use secure platforms, limit access to authorized personnel, and regularly update
security measures to protect assessment data.
Provide Regular Feedback and Coaching:
Conduct regular performance reviews, offer mentoring and coaching, and
encourage continuous learning and development.
Adapt for Remote Workforces:
Use flexible, digital platforms to conduct assessments remotely, ensuring
consistency and accessibility for all employees (Lingio Training).
Future Trends
AI and Machine Learning: These technologies are set to revolutionize
competency assessments by automating processes, providing personalized
evaluations, and offering predictive analytics for better workforce planning
(DevSkiller).
Integration with HR Systems: A unified approach to talent management through
integrated systems will enhance decision-making and streamline HR processes
(DevSkiller).
By leveraging these tools and strategies, organizations can create robust
employee development programs that not only improve individual performance but
also drive overall business success.
How to Choose a Performance Management Tool
As you work through your own unique tool selection process, keep the following
points in mind:
What problem are you trying to solve - Start by identifying the challenges you're
trying to overcome. This will help you clarify the features and functionality the

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performance management software needs to provide.
Who will need to use it - To evaluate cost and requirements, consider who will use
the tool and how many licenses you'll need. For employee evaluation software,
you'll likely want employee-level access for your entire workforce, with special
access for your HR administrators and managers. Once that's clear, it's also useful
to rank the needs of your different users to identify the key priorities for your power
users, managers, and employees, to ensure they're all met.
What other tools it needs to work with - Clarify what tools you're replacing, what
tools are staying, and the tools you'll need to integrate with, such as learning
management systems, training management software, or feedback collection
tools. You'll need to decide if the tools will need to integrate together, or
alternatively, if you can replace multiple tools with an all-in-one employee
evaluation software.
What outcomes are important - Review the capabilities you want to gain or
improve, and how you will measure success. For example, you may want a tool to
automate portions of the employee evaluation process, so nothing slips through
the cracks. You could compare tool features until you’re blue in the face but if you
aren’t thinking about the outcomes you want to achieve, you could waste a lot of
valuable time.
How it would work within your organization - Consider the tool selection alongside
your existing workflows and systems. Evaluate what's working well, and the areas
that are causing issues that need to be addressed.
REFERENCES:
Ultimate Guide to Employee Assessment: [☑️ Updated 2024] (edstellar.com)
20 Best Employee Evaluation Software of 2024 for Performance Reviews &
Recognition - People Managing People
The comprehensive guide to employee skills assessments in 2024
(lingio.com)
Competency assessment tool: The complete guide (devskiller.com)

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Chapter 9: SEPARATING AND RETAINING EMPLOYEES
Methods of Handling Problem Behavior
Handling problem behavior in Human Resource Management (HRM) is
crucial for maintaining a productive and harmonious work environment.
Beyond the Hot Stove Rule and Progressive Discipline, several other
methods are employed. Here are some notable ones:
1. Positive Discipline: Positive discipline focuses on reinforcing good
behavior rather than punishing bad behavior. It aims to encourage
employees to correct their behavior through positive reinforcement and
constructive feedback.
Key Elements:
 Recognition and Rewards: Acknowledging and rewarding good
behavior to reinforce it.
 Coaching and Mentoring: Providing ongoing guidance and support
to help employees improve.
 Development Plans: Creating personalized plans to address specific
issues and promote growth.
2. Performance Improvement Plans (PIPs): PIPs are structured plans
that outline specific areas where an employee needs to improve, along with
clear expectations and timelines for achieving these improvements.
Key Elements:
 Clear Objectives: Defining the specific behaviors or performance
issues that need to change.
 Actionable Steps: Providing a detailed plan of action for the
employee to follow.
 Regular Feedback: Offering frequent feedback sessions to monitor
progress.

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3. Mediation and Conflict Resolution: This method involves using a
neutral third party to facilitate discussions between conflicting parties to
reach a mutually agreeable solution.
Key Elements:
 Neutral Mediator: Engaging an unbiased individual to guide the
resolution process.
 Structured Process: Following a formal process to ensure all parties
are heard.
 Voluntary Participation: Ensuring all parties agree to participate
willingly.
4. Behavioral Contracting: Behavioral contracting involves creating a
formal agreement between the employer and employee outlining expected
behaviors and consequences for failing to meet those expectations.
Key Elements:
 Formal Agreement: Drafting a written contract that specifies
behavior expectations.
 Mutual Agreement: Ensuring both parties agree to the terms of the
contract.
 Defined Consequences: Clearly stating the repercussions for non-
compliance.
5. Employee Assistance Programs (EAPs): EAPs provide employees
with access to counseling and support services to help them deal with
personal issues that may be affecting their work performance.
Key Elements:
 Confidential Support: Offering confidential counseling and support
services.
 Comprehensive Services: Providing a range of services, from

Tel. No. (6345) 458 0021; Fax (6345) 458 0021 Local 211
ISO 9001: 2015
QMS-Certified
SCHOOL
mental health support to financial counseling.
 Proactive Approach: Encouraging employees to seek help before
issues escalate.
6. Restorative Justice Practices: Restorative justice in the workplace
focuses on repairing harm and restoring relationships rather than punishing
offenders. It involves open dialogue and mutual agreement on how to
address the problem behavior.
Key Elements:
 Restorative Meetings: Facilitating meetings where all affected
parties discuss the harm and agree on steps to make amends.
 Voluntary Participation: Ensuring participation is voluntary and
based on mutual consent.
 Focus on Healing: Prioritizing repairing relationships and addressing
underlying issues.
7. Behavioral-Based Feedback Systems: Behavioral-based feedback
systems involve providing employees with regular, structured feedback
focused on specific behaviors rather than overall performance.
Key Elements:
 Specificity: Feedback focuses on specific behaviors rather than
general performance.
 Timeliness: Feedback is given promptly to address issues as they
arise.
 Constructiveness: Feedback is aimed at guiding improvement rather
than criticizing.
8. Peer Review Panels: Peer review panels involve a group of employees
at the same level as the individual in question who review the case of
problem behavior and provide recommendations for action.

Tel. No. (6345) 458 0021; Fax (6345) 458 0021 Local 211
ISO 9001: 2015
QMS-Certified
SCHOOL
Key Elements:
 Peer Involvement: Employees at the same level participate in the
review process.
 Fairness and Objectivity: The panel provides an unbiased
perspective.
 Confidentiality: The process is conducted confidentially to protect
the involved parties.
9. Cognitive Behavioral Interventions: Cognitive Behavioral Interventions
(CBI) focus on changing the thought patterns that contribute to negative
behaviors. This approach can be used to address underlying issues
causing problem behavior.
Key Elements:
 Identifying Triggers: Understanding what triggers the problematic
behavior.
 Cognitive Restructuring: Changing negative thought patterns.
 Behavioral Techniques: Using techniques like role-playing to
practice positive behaviors.
10. Employee Wellness Programs: Employee wellness programs aim to
improve employees' overall well-being, which can, in turn, reduce problem
behaviors related to stress, health issues, and work-life balance.
Key Elements:
 Health Promotion: Offering programs that promote physical and
mental health.
 Stress Management: Providing resources to help employees
manage stress.
 Work-Life Balance: Encouraging a balance between work and
personal life.

Tel. No. (6345) 458 0021; Fax (6345) 458 0021 Local 211
ISO 9001: 2015
QMS-Certified
SCHOOL
REFERENCES:
Dessler, G. (2017). Human Resource Management (15th ed.). Pearson.
Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. A. (2016). Human
Resource Management (15th ed.). Cengage Learning.
Colvin, A. J. S. (2012). Employment Arbitration: Empirical Perspectives on
Legitimacy and Implications for Organizational Policy. Cornell University Press.
Ivancevich, J. M., Konopaske, R., & Matteson, M. T. (2013). Organizational
Behavior and Management (10th ed.). McGraw-Hill Education.
Cooper, C. L., & Cartwright, S. (1997). An Intervention Strategy for Workplace
Stress. Journal of Psychosomatic Research, 43(1), 7-16.
Bazemore, G., & Umbreit, M. (2001). A Comparison of Four Restorative
Conferencing Models. Juvenile Justice Bulletin.
Luthans, F., & Stajkovic, A. D. (1999). Reinforce for Performance: The Need to Go
Beyond Pay and Even Rewards. Academy of Management Executive, 13(2), 49-
57.
DelPo, A. (2007). The Performance Appraisal Handbook: Legal & Practical Rules
for Managers. Nolo.
Neenan, M., & Dryden, W. (2004). Cognitive Therapy: 100 Key Points and
Techniques. Routledge.
O'Donnell, M. P. (2002). Health Promotion in the Workplace. Delmar Cengage
Learning.

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