This document outlines topics related to maintaining human resources, including employee orientation, physical working conditions, work-life balance, and motivation theories. It discusses performance appraisal and using management by objectives for appraisals. Employee orientation involves introducing new employees to organizational structure, policies, safety procedures and employee benefits. Physical working conditions and ensuring workplace safety are also reviewed. The document discusses balancing work responsibilities with personal life and defines intrinsic and extrinsic motivation as well as several motivation theories. It covers using performance appraisals and management by objectives to set goals and evaluate employee performance.

1. MBA 607 HUMAN
RESOURCE
MANAGEMENT
Albim Y. Cabatingan, DBA, DPA,
Ph.D.
Professor
1

2. TOPIC:
MAINTENANCE OF
HUMAN RESOURCES
Presented by: Enrico D. Rojas

3. EMPLOYEE ORIENTATION
PHYSICAL WORKING CONDITIONS
WORK-LIFE BALANCE
MOTIVATION AND MOTIVATION THEORIES
PERFORMANCE APPRAISAL,
PERFORMANCE APPRAISAL SYSTEMS,
PERFORMANCE APPRAISAL THRU
MANAGEMENT BY OBJECTIVES (MBO)
LEARNING
OBJECTIVES
3

4. EMPLOYEE ORIENTATION (INDUCTION, ON-BOARDING OR
SOCIALIZATION PROCESS)
THE PROCESS OF INTRODUCING NEW, INEXPERIENCED, TRANSFERRED
WORKERS, RETURNING EMPLOYEES FROM LONG LEAVE TO THEIR
SUPERVISORS, CO-WORKERS, WORK AREAS, JOB DUTIES, HEALTH AND
SAFETY
1. History of
the employer
2. Organization of
the employer;
name and titles of
key executives
3. Employee’s
titles and
departments
4. Layout of
physical facilities
5. Probationary
period
6. Overview of the
production
process
7. Company
policies and
rules
8. Disciplinary
regulations
9. Employee
handbook
10. Safety
procedures
4

5. EMPLOYEE BENEFITS THIS PART PROVIDES INFORMATION
ABOUT THE BENEFITS THAT ARE OFFERED BY THE ORGANIZATION.
1
2
3
4
Pay scales & paydays; vacation
and rest breaks
Training and education benefits;
counseling
Housing facilities; insurance
benefits; retirement program
Employee-provided services;
rehabilitation program
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6. 6

7. DISADVANTAGES TO NOT HAVING
ORIENTATION FOR NEW EMPLOYEES (OFFERING
EMPLOYEE SUPPORT THROUGH ONBOARDING ENSURES THAT
THEY HAVE THE BASE UNDERSTANDING NEEDED FOR THEIR
ROLES)
1. Poor initial
performance
• En employee can’t start their job effectively
if they don’t have a good foundation of
understanding about the company.
• Slow to make an impact; they left guessing
about the specific processes
• ​Make frequent mistakes; aren’t sure what
the company expects of them
2. Lack of employee
morale
• Imagine walking into your new
job, and the receptionist doesn’t
know who you are and why you
are there.
• ​It gives off the impression that
the company is not excited to
have a new employee.
• This can lead to high turnover,
which is expensive and makes it
difficult to scale the company.
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8. 3. Broken
communication
channels
• A bad orientation experience or no
orientation at all affects the way a new
employee communicates at work.
• One of the simplest but most important
part of new employee orientation is
meeting the team.
• Without it, new employees don’t know
their colleagues’ names, titles,
department or roles. If they needed
help, they don’t know where to ask.
4. High turnover or
absenteeism
• Employees who don’t feel they are
given the preparation and training
they need for their role may not
feel engaged or excited.
• They will opt to take a day off
frequently or look for another job.
• A high degree of turnover
negatively affects the business’s
profits and opportunity including
reputation.
• Candidates may stop applying to
your company based on what they
hear from former employees.
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9. PHYSICAL WORKING
CONDITIONS
• Refers to the space allocation in the office, physical layout, temperature of
the workplace and safety of the surroundings.
• These factors will help in the adjustment period of the new employee.
Enough space to work in can make the employee comfortable.
• Cool temperature on a workplace may also be a good beginning for the
employee to be productive. Hot and stuffy place could reduce worker
efficiency.
• Safe surroundings will be reassuring to the new employee. Anxiety and
feeling of insecurity will be reduced if the new employee feels safe in
the work environment.
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10. REPUBLIC ACT NO. 11058 (OCCUPATIONAL
SAFETY AND HEALTH STANDARDS ACT)
AN ACT STRENGTHENING COMPLIANCE WITH OCCUPATIONAL SAFETY
AND HEATH STANDARDS PROVIDING PENALTIES FOR VIOLATIONS
THEREOF.
Sec. 1: Declaration of policy – the state affirms labor as a
primary social and economic force, and that a safe and
heathy workplace is an integral aspect of nation building.
Sec. 2: Coverage – this act shall apply to all establishments,
projects, sites, including PEZA and all other places where
work is being undertaken in all branches of economic
activity, except in the public sector.
Sec. 3: Definition of terms
Sec. 4: Duties of employers, workers, and other persons
Sec. 5: Workers’ right to know
Sec. 6: Workers’ right to refuse unsafe work
Sec. 7: Workers’ right to report accidents
Sec. 8: Workers’ right to P.P.E.
Sec. 9: Safety signage and devices
Sec. 10: Safety in the use of equipment
Sec. 11: Occupational safety and health
information
Sec. 12: Occupational safety and health program
Sec. 13: Occupational safety and health
committee
Sec. 14: Safety officer
Sec. 15: Occupational health personnel and
facilities
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11. Sec. 16: Safety and health training
Sec. 17: Occupational safety and health reports
Sec. 18: Workers’ competency certification
Sec. 19: Workers’ welfare facilities
Sec. 20: Cost of safety and health program
Sec. 21: Employers’ responsibility and liability
Sec. 22: Visitorial power of the secretary of labor and employment
Sec. 23: Payment of workers during work stoppage
Sec. 24: Delegation of authority
Sec. 25: Standards setting power of the secretary of land and labor employment
Sec. 26: Employers’ compensation claim
Sec. 27: Incentive to employees
Sec. 28: Prohibit acts
Sec. 29: Updated DOLE computerized labor law and compliance
Sec. 30: Applicability to micro and small enterprises
Sec. 31: Inter-governmental coordination and cooperation
Sec. 32: Implementing rules and regulations
Sec. 33: Separability clause and Sec. 34: Repealing clause
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12. WORK-LIFE BALANCE
HAS A CHAMELEON CHARACTERISTICS THAT DEPENDS ON THE CONTEXT OF
THE CONVERSATION AND SPEAKER’S VIEWPOINT.
1. work-family
conflict
The push and
pull between
work and family
responsibilities.
2. work-life balance
from the employee
viewpoint
The dilemma of
managing work
obligations and
personal/family
responsibilities.
3. work-life
initiatives
Policies and
procedures established
by an organization with
the goal to enable
employees to get their
jobs done while
providing flexibility in
handling personal and
family concerns.
4. work-family
culture
The extent to which an
organization culture
acknowledges and
respects the family
responsibilities and
obligations of its
employees and
encourages
management and
employees to work
together to meet their
personal and work
needs.
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13. HISTORY
1
2
3
4
The term work-life balance was
coined in 1986
Work-life programs existed as
early as 1930
Before the WWII, Kellogg company
created a 4 6-hour shifts to replace the
traditional 3 regular 8-hour shifts
This increased in employee
morale and efficiency.
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14. PERSONAL LIVES AND FAMILY VALUES
TO THE FOREFRONT
1
2
In a 2001 study conducted by Rafcliff
public policy center, 82% of men and 85%
of women ages 20-39 placed family time
on top of their work-life balance.
In a 2001 study by Rutgers
University, 90% of working adults
said that they are concerned
they do not spend enough time
with their families.
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15. A PIVOTAL STUDY
1
2
3
4
To handle work-life balance, Friedman and Greenhaus
emphasize that working adults learn to build networks of
support at home, wok and in the community.
Conflict between work and family
has real consequences.
For women, it may include serious
constraints on career choices & limited
opportunity for career advancements or
satisfying life with family and children.
For men, they have to trade off personal
career values while looking for ways to
make dual career-families work.
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16. TWO COMPENSATORY EFFECT
MEANWHILE, THE COMBINED IMPACT OF EMPLOYER AND PARTNER
SUPPORT LEADS TO A GREATER REDUCTION IN CONFLICT THAN
DOES INDEPENDENT EMPLOYER OR PARTNER SUPPORT.
work-to-family
• The impact of partner support is
greater when business
professionals feel their employers
are unsupportive of their lives
beyond work.
Family-to-work
• For employees with relatively
unsupportive partners, the
employer family-friendliness
reduces role conflicts more
than partners. Thus, one
source of support
compensates for the lack of
the other.
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17. STRESS AND THE CONSEQUENCES FOR
EMPLOYER AND EMPLOYEE
1
2
Scientists agree that in moderate amounts of
stress can be benign, even beneficial, and
most people are equipped to deal with it.
However, increasing levels of stress
can rapidly lead to low employee
morale, poor productivity, and
decreasing job satisfaction.
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18. SYMPTOMS OF STRESS THAT
DIRECTLY RELATES TO
PRODUCTIVITY IN THE
WORKPLACE
 Abuse of sick time
 Chronic absenteeism
 Distrust and embezzlement
 Tardiness and task avoidance
 Violence in the workplace
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19. EMPLOYEE ASSISTANCE PROGRAMS (EPAS)
OFFERED BY MANY EMPLOYERS, AN EXCELLENT RESOURCE FOR EMPLOYEES
UNDER STRESS.
IT PROVIDES MYRIAD OF SERVICES, FROM DRUG AND ALCOHOL ABUSE,
COUNSELING TO ADDRESSING FAMILY AND MARRIAGE PROBLEMS,
FINANCIAL AND LEGAL DIFFICULTIES, AND STRESS-RELATED PROBLEMS.

20. KEY TAKEAWAYS
Work-life programs have the potential to significantly improve employee morale, reduce
absenteeism, and retain organizational knowledge, particularly during difficult
economic times.
In today’s global marketplace, since companies aim to reduce costs, it falls to the
human resource professionals to understand the critical issues of work-life balance and
champion work-life programs.
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21. • A THEORETICAL CONSTRUCT, USED TO
EXPLAIN BEHAVIOR. IT IS THE SCIENTIFIC
WORD USED TO REPRESENT THE REASONS
FOR OUR ACTION, OUR DESIRES, OUR
NEEDS, ETC.
A MOTIVE IS WHAT PROMPTS A PERSON TO
ACT IN A CERTAIN WAY OR AT LEAST
DEVELOP AN INCLINATION FOR SCIENTIFIC
BEHAVIOR.
SHOWS A SIMILAR CONNECTION BETWEEN
WHAT WE DO AND WHY WE DO IT.
MOTIVATION
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22. INTRINSIC MOTIVATION
IS A SELF DESIRE TO SEEK OUT NEW THINGS AND
NEW CHALLENGES TO ANALYZE ONE’S CAPACITY, TO
OBSERVE AND GAIN KNOWLEDGE.
IT IS DRIVEN BY AN INTEREST OR ENJOYMENT IN
THE TASK ITSELF.
IT EXISTS WITHIN THE INDIVIDUAL RATHER THAN
RELYING ON EXTERNAL PRESSURES OR A DESIRE
FOR REWARD.
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23. AUTONOMY, PURPOSE, MASTERY
1
2
3
When they can act
independently
Feel that their efforts
matter
Gain satisfaction from
becoming skilled
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24. REFERS TO THE PERFORMANCE OF AN ACTIVITY IN ORDER TO
ATTAIN A DESIRED OUTCOME.
IT COMES FROM INFLUENCES OUTSIDE OF AN INDIVIDUAL.
COMPETITION IS AN EXTRISIC MOTIVATOR SINCE IT
ENCOURAGES THE EPRFORMER TO WIN AND BEAT OTHERS, NOT
SIMPLY TO ENJOY THE INTRINSIC REWARDS.
COMMON EXTRINSIC MOTIVATIONS ARE MONEY, GRADES,
PRAISE, FAME ETC. FOR SHOWING THE DESIRED BEHAVIOR, AND
THE THREAT OF PUNISHMENT FOLLOWING MISBEHAVIOR.
EXTRINSIC MOTIVATION
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25. MOTIVATION THEORIES
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26. THE POWER OF SMALL WINS
FACTORS LIKE JOB SATISFACTION, POTENTIAL PROMOTION, OR
EVEN PASSION FOR THE WORK ITSELF COULD MOTIVATE AN
INDIVIDUAL BEYOND THE SATISFACTION OF HIS/HER BASIC NEEDS
MARLOW’S HEIRARCHY OF NEEDS
OUTDATED?
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27. HERZBERG’S MOTIVATION-HYGIENE THEORY: TWO-
FACTOR
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28. 1. HYGIENE FACTORS DO NOT CONTRIBUTE TO
WORKPLACE SATISFACTION(MOTIVATORS)BUT MUST BE
PRESENT IN ORDER TO PREVENT WORKPLACE
DISSATISFACTION.
2. HYGIENE FACTORS ARE CLOSELY RELATED TO
EXTRINSIC NEEDS.
3. CONTENT NOT THE CONTEXT
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29. PERFORMANCE
APPRAISAL
1
2
3
4
Used to review the job performance of an
employee and highlight both strengths
and weaknesses
When executed correctly, they are
capable of boosting employee morae and
engagement
Clarifying expectations, helping get the
best out to staff, incentivizing hard work
and dedication
Open lines of communication between
employees, managers/supervisors
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30. ADOPTION OF UNREASONABLE GOALS, WORKERS MIGHT
ENGAGE ON UNETHICAL PRACTICES
UNFAIR EVALUATIONS; EMPLOYEE ACCOMPLISHMENTS
VS LIKEABILITY
UNRELIABLE RATERS THAT SKEW APPRAISAL RESULTS
PERFORMANCE APPRAISALS MAY WORK WELL IN ONE
CULTURE/JOB BUT MAY NOT BE USEFUL TO THE OTHER
DIFFERENTIATION BETWEEN INDIVIDUAL AND
ORGANIZATIONAL PERFORMANCE AND THAT CAN BE
DIFFICULT
CRITICISMS OF PERFORMANCE APPRAISALS
20XX PRESENTATION TITLE 30

31. PERFORMANCE
APPRAISAL SYSTEMS
A systematic way to examine how well an employee is performing in
his/her job.
The word systematic implies the performance evaluation process
should be a planned system that allows feedback to be given in a
formal sense.
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33. USAGE OF SYSTEMATIC
PERFORMANCE APPRAISAL
SYSTEM
1
2
3
4
The evaluation process should
encourage positive performance
and behavior
A way to satisfy employee curiosity
as to how well they are performing
in their job
Can also be used as a tool to develop
employees
Can provide a basis for pay raises,
promotions, and legal disciplinary
actions
20XX PRESENTATION TITLE 33

34. PERFORMANCE APPRAISAL
THROUGH MANAGEMENT
BY OBJECTIVES
An appraisal method where managers and employees
together identify, plan, organize, and communicate objectives
to focus on.
Used to match the overarching organizational goals with
objectives of employees effectively while validating objectives
using the SMART method to see if the set objective is specific,
measurable, achievable, realistic, and time-sensitive.
20XX PRESENTATION TITLE 34

35. SMART METHOD
SPECIFIC – MAKE YOUR GOAL SPECIFIC AND NARROW FOR MORE EFFECTIVE
PLANNING
MEASURABLE – MAKE SURE YOUR GOAL AND PROGRESS ARE MEASURABLE
ACHIEVABLE – MAKE SURE YOU CAN REASONABLY ACCOMPLISH YOUR GOAL
WITHIN A CERTAIN TIME FRAME
RELEVANT – YOUR GOAL SHOULD ALIGN WITH YOUR VALUES AND LONG-TERM
OBJECTIVES
TIME-BASED – SET A REALISTIC BUT AMBITIOUS END DATE TO CLARIFY TASK
PRIORITIZATION AND INCREASE MOTIVATION
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36. THE END
20XX PRESENTATION TITLE 36