The document provides an overview of the history and purpose of the merit system principles in the US federal government. It discusses key legislative acts from the 1880s to the 1970s that established and strengthened the merit-based civil service. The principles aim to make the federal workforce efficient, effective, and fair based on qualifications rather than political affiliations. The presentation defines the 9 merit system principles, which guide human resources policies and practices.
Competency Assessment System for the Philippine Civil ServiceHilario Martinez
A proposal to establish a Competency Assessment System for government agencies in the Philippines. The resulting assessment results to be used in the decision for entry, continuity or separation from service. the proposal involves the standardization of job titles, formulation of competency standards, competency assessment instruments and preparing for pools of competency assessors. the competency assessment system, replaces the civil service eligibility requirement for employment in government. it aims to minimize complacency through regular competency assessment
Personnel administration involves utilizing scientific knowledge to reconcile corporate and individual purposes to the fullest extent possible, achieving both social and organizational benefits. Key aspects of a well-balanced personnel program include developing an effective organizational structure, implementing a fair classification and compensation system, attracting qualified candidates, selecting and placing employees in suitable roles, providing training, evaluating performance, establishing a merit-based promotion system, and maintaining high morale. The 1987 Philippine Constitution tasks the Civil Service Commission with establishing a career civil service to promote efficiency, morality and integrity across all levels of government.
The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
The document outlines 5 categories of positions that are part of the non-career service under the Administrative Code of 1987: 1) effective officials and their personal staff, 2) secretaries and other cabinet-level officials, 3) chairpersons and members of commissions and boards, 4) contractual personnel hired for their specialized skills, and 5) emergency and seasonal personnel. It also describes the 3 levels of positions that make up the career service: first level involves clerical work requiring less than 4 years of college, second level involves professional work requiring at least 4 years of college, and third level includes the highest positions as part of the Career Executive Service.
Public personnel administration and human resource managementtaratoot
Public personnel administration involves policies for recruiting, training, and promoting government employees. It aims to balance strong leadership, political neutrality, and diversity. Key considerations include merit-based versus patronage-based hiring and promoting diversity through affirmative action and anti-discrimination laws. The main functions of personnel administration are position classification, recruitment and selection, compensation, and promoting diversity through various strategies.
Recruitment and selection in government serviceviviandabu
The document discusses recruitment and selection processes. It defines recruitment as activities to attract potential employees, noting internal recruitment, external recruitment, and sources like referrals, advertising, agencies and universities. Selection is the process by which companies decide who is allowed to join, and involves requesting positions be filled, publishing openings, evaluating qualifications, interviews, and appointing candidates. The recruitment characteristics are more important than the sources in predicting job choice.
The document discusses hiring policies and civil service eligibility requirements in the Philippines. It outlines the Civil Service Commission's role in establishing merit-based hiring and career development. It also summarizes policies on publishing job vacancies, qualification standards, examinations that provide eligibility, and basic qualifications for eligibility under special laws. Exemptions to publication requirements are listed for primarily confidential, policy-determining, and highly technical positions.
Competency Assessment System for the Philippine Civil ServiceHilario Martinez
A proposal to establish a Competency Assessment System for government agencies in the Philippines. The resulting assessment results to be used in the decision for entry, continuity or separation from service. the proposal involves the standardization of job titles, formulation of competency standards, competency assessment instruments and preparing for pools of competency assessors. the competency assessment system, replaces the civil service eligibility requirement for employment in government. it aims to minimize complacency through regular competency assessment
Personnel administration involves utilizing scientific knowledge to reconcile corporate and individual purposes to the fullest extent possible, achieving both social and organizational benefits. Key aspects of a well-balanced personnel program include developing an effective organizational structure, implementing a fair classification and compensation system, attracting qualified candidates, selecting and placing employees in suitable roles, providing training, evaluating performance, establishing a merit-based promotion system, and maintaining high morale. The 1987 Philippine Constitution tasks the Civil Service Commission with establishing a career civil service to promote efficiency, morality and integrity across all levels of government.
The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
The document outlines 5 categories of positions that are part of the non-career service under the Administrative Code of 1987: 1) effective officials and their personal staff, 2) secretaries and other cabinet-level officials, 3) chairpersons and members of commissions and boards, 4) contractual personnel hired for their specialized skills, and 5) emergency and seasonal personnel. It also describes the 3 levels of positions that make up the career service: first level involves clerical work requiring less than 4 years of college, second level involves professional work requiring at least 4 years of college, and third level includes the highest positions as part of the Career Executive Service.
Public personnel administration and human resource managementtaratoot
Public personnel administration involves policies for recruiting, training, and promoting government employees. It aims to balance strong leadership, political neutrality, and diversity. Key considerations include merit-based versus patronage-based hiring and promoting diversity through affirmative action and anti-discrimination laws. The main functions of personnel administration are position classification, recruitment and selection, compensation, and promoting diversity through various strategies.
Recruitment and selection in government serviceviviandabu
The document discusses recruitment and selection processes. It defines recruitment as activities to attract potential employees, noting internal recruitment, external recruitment, and sources like referrals, advertising, agencies and universities. Selection is the process by which companies decide who is allowed to join, and involves requesting positions be filled, publishing openings, evaluating qualifications, interviews, and appointing candidates. The recruitment characteristics are more important than the sources in predicting job choice.
The document discusses hiring policies and civil service eligibility requirements in the Philippines. It outlines the Civil Service Commission's role in establishing merit-based hiring and career development. It also summarizes policies on publishing job vacancies, qualification standards, examinations that provide eligibility, and basic qualifications for eligibility under special laws. Exemptions to publication requirements are listed for primarily confidential, policy-determining, and highly technical positions.
References:
Payos, Ranulfo P., LLB, FPM (2010). Human Resource Management. Manila, Philippines: Rex Bookstore Inc. ISBN 978-971-23-5643-8
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
The document discusses fiscal administration in the Philippines, outlining the government agencies and processes involved in public financial management. It describes the national and local budgeting systems, including the stages of budget preparation, authorization, implementation and accountability. Key aspects of local fiscal administration are also summarized such as revenue sources, legal basis, types of funds, and the local budgetary process.
Public management and governance issues and challenges ssc patc 15 10-2017 ...Shamsul Arefin
The document discusses public management strategies and governance challenges in implementing reforms. It outlines the rise of New Public Management (NPM) as a philosophy used since the 1980s to modernize the public sector through greater private sector orientation, efficiency, and decentralization. While NPM aimed to make government more responsive and effective, issues with NPM include lack of political accountability, poor citizen engagement, decreased transparency, and failure to consider all stakeholders. The challenges of reform include balancing different groups' interests to achieve broad consensus without worsening any group's well-being.
Personnel administration deals with managing an organization's human resources. It involves recruiting, training, compensating, and separating employees. It aims to effectively use human resources, develop desirable work relations, and maximize employee development while meeting legal and social responsibilities. A well-balanced personnel program includes sound recruitment, selection, training, performance evaluation, promotion based on merit, and maintaining employee morale.
Intro to Policy-making process
Policy is defined, Bases of policy and its importance are explained, Vision-Mission, Objectives and Goals of an organization are revisited, and some Issues and Concerns are presented for springboard discussion.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
In these slides you will learn about the role of Strategic Management in public sector its features, objectives, planning and much more about this topic.
Chapter 02 Equal Employment Opportunity and Huamn Resources ManagmementRayman Soe
This document outlines the key points from a chapter about equal employment opportunity (EEO) legislation. It discusses the historical reasons for EEO laws, including changing social values and economic disparity. It also summarizes the major federal EEO laws, including the Civil Rights Act, the Age Discrimination in Employment Act, the Americans with Disabilities Act, and the Immigration Reform and Control Act. Additionally, it covers topics such as sexual harassment, reasonable accommodation, enforcement agencies, and affirmative action.
Civil Service refers to governmental employment based on merit rather than political affiliations. A merit-based civil service aims to appoint and promote employees through competitive examinations, protect them from arbitrary removal, ensure political neutrality, and have an independent body oversee rules. The Philippine Civil Service Commission is the central personnel agency that recruits, builds, and retains a competent government workforce through functions like professionalization initiatives and performance-based tenure. Its goal is for every government employee to exemplify public service.
Policy adoption is the stage in the policymaking process where proposed policies are legitimized and chosen for implementation by government bodies. It involves deciding which policy alternative, including maintaining the status quo, will be used to address a particular issue. Scholars define policy adoption as the choice among generated alternatives and their estimated effects. Factors like crises, interest groups, and media coverage can influence which policies are adopted. Approaches to decision making in policy adoption include top-down, rational, incremental, mixed scanning, and garbage can models.
This document provides an overview of the civil service system in the Philippines. It discusses the different classes of positions in the civil service including career and non-career positions. It also outlines the process for appointments including the requirement for publication of vacant positions, screening by the Personnel Selection Board, and approval of appointments by the Civil Service Commission. The goal is to ensure transparency and that appointments are made based on merit and fitness.
Public Fiscal Management (Economic planning and fiscal management in the Phil...Jeff Gadong
The Philippines has traditionally had a private enterprise economy with limited government intervention. While some state-owned enterprises expanded under Marcos, the Aquino government pursued privatization. Economic planning focused on growth targets and project implementation. Responsibility for planning fell to the National Economic and Development Authority (NEADA). The NEADA produced several 5-year plans under Marcos and Aquino focusing on poverty alleviation, employment, and equitable growth. However, goals were not always achieved due to conflicts and indecisiveness. The government also focused on maintaining relations with international creditors, limiting development spending.
The document discusses the emergence of the concept of governance in development discourse in the 1990s. It was introduced by international institutions like the UN and World Bank as an alternative paradigm to address failures of previous development models. Governance goes beyond government to include citizens, institutions, and groups pursuing collective goals. It emphasizes principles like accountability, participation, transparency and the rule of law. The document outlines how governance and good governance are defined by different scholars and organizations and their relationship with development and poverty reduction.
Public administration versus Private administrationabad_er
Public administration involves organizing resources to achieve government goals and provide public services. It focuses on managing state affairs. Private administration works for economic gain in organizations, prioritizing the interests of employees and clients. The main distinctions between public and private administration are their spheres of operation (state vs market), purposes (public service vs profit), funding sources (taxation vs profit), and accountability (public vs owners).
This document summarizes policies on employee conduct, discipline, and administrative offenses in the Philippine government. It discusses the fundamentals and types of employee discipline, including positive preventive discipline versus negative punitive discipline. Norms of conduct for public officials and employees are outlined, including commitment to public interest, professionalism, and nationalism. Types of offenses are classified as grave, less grave, or light, with corresponding penalties of dismissal, suspension, or reprimand. Recent policies address issues like attendance, punctuality, and definitions of habitual absenteeism and tardiness.
THE CIVIL SERVICE COMMISSION AND THE SALIENT FEATURES OF RA 6713VERNALYN TOBIAS
In this presentation, the students can explain the vision, mission and objectives of CSC; research and comment on the current csc programs in professionalizing the government workforce and learn about the salient features of RA 6713
New Public Management Reforms in the Delivery of Pulic Serviceed gbargaye
New Public Management reforms aim to make public services more efficient and customer-focused by adopting private sector management styles. It emphasizes decentralized control, competition, and explicit performance standards. The basic doctrines include hands-on professional management, greater emphasis on measurable outputs, shifting units to be more competitive, and adopting private sector management practices. Reengineering and reinventing government apply these principles to fundamentally redesign processes and achieve dramatic improvements in cost, quality and service.
This document discusses ethics in public service. It defines ethics as dealing with what is good or bad and moral duties and obligations. It provides examples of ethics gone bad in government, such as officials misusing public funds for personal gain. The document outlines underlying components of public service ethics, including that elected officials hold power for the collective and are stewards of public trust. It discusses the relationship between ethics laws, which establish a minimum standard, and ethics, which can require going above legal requirements. The document provides principles and methods for sorting through ethical dilemmas, including considering transparency, values, and stakeholders.
The document discusses the role and functions of bureaucracy. It defines bureaucracy as a large organization with specialized knowledge divided into clear hierarchies. Bureaucracies translate democratic intentions into actions as public agencies. Advantages include efficiency, but responsiveness may suffer. The document also discusses the merit system versus the spoils system for hiring and promotions. Key functions of bureaucrats are executing laws, rulemaking to interpret laws, and adjudicating rule violations. The executive branch structure is also outlined, including the Executive Office of the President, Cabinet Departments, bureaus/agencies, government corporations, and independent agencies/commissions.
promotion plays key in development of an employee it is in the form of monetary and non monetary form. it gives motivation to the employee so that employee moves forward personally and as well professionally.
References:
Payos, Ranulfo P., LLB, FPM (2010). Human Resource Management. Manila, Philippines: Rex Bookstore Inc. ISBN 978-971-23-5643-8
Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
The document discusses fiscal administration in the Philippines, outlining the government agencies and processes involved in public financial management. It describes the national and local budgeting systems, including the stages of budget preparation, authorization, implementation and accountability. Key aspects of local fiscal administration are also summarized such as revenue sources, legal basis, types of funds, and the local budgetary process.
Public management and governance issues and challenges ssc patc 15 10-2017 ...Shamsul Arefin
The document discusses public management strategies and governance challenges in implementing reforms. It outlines the rise of New Public Management (NPM) as a philosophy used since the 1980s to modernize the public sector through greater private sector orientation, efficiency, and decentralization. While NPM aimed to make government more responsive and effective, issues with NPM include lack of political accountability, poor citizen engagement, decreased transparency, and failure to consider all stakeholders. The challenges of reform include balancing different groups' interests to achieve broad consensus without worsening any group's well-being.
Personnel administration deals with managing an organization's human resources. It involves recruiting, training, compensating, and separating employees. It aims to effectively use human resources, develop desirable work relations, and maximize employee development while meeting legal and social responsibilities. A well-balanced personnel program includes sound recruitment, selection, training, performance evaluation, promotion based on merit, and maintaining employee morale.
Intro to Policy-making process
Policy is defined, Bases of policy and its importance are explained, Vision-Mission, Objectives and Goals of an organization are revisited, and some Issues and Concerns are presented for springboard discussion.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
In these slides you will learn about the role of Strategic Management in public sector its features, objectives, planning and much more about this topic.
Chapter 02 Equal Employment Opportunity and Huamn Resources ManagmementRayman Soe
This document outlines the key points from a chapter about equal employment opportunity (EEO) legislation. It discusses the historical reasons for EEO laws, including changing social values and economic disparity. It also summarizes the major federal EEO laws, including the Civil Rights Act, the Age Discrimination in Employment Act, the Americans with Disabilities Act, and the Immigration Reform and Control Act. Additionally, it covers topics such as sexual harassment, reasonable accommodation, enforcement agencies, and affirmative action.
Civil Service refers to governmental employment based on merit rather than political affiliations. A merit-based civil service aims to appoint and promote employees through competitive examinations, protect them from arbitrary removal, ensure political neutrality, and have an independent body oversee rules. The Philippine Civil Service Commission is the central personnel agency that recruits, builds, and retains a competent government workforce through functions like professionalization initiatives and performance-based tenure. Its goal is for every government employee to exemplify public service.
Policy adoption is the stage in the policymaking process where proposed policies are legitimized and chosen for implementation by government bodies. It involves deciding which policy alternative, including maintaining the status quo, will be used to address a particular issue. Scholars define policy adoption as the choice among generated alternatives and their estimated effects. Factors like crises, interest groups, and media coverage can influence which policies are adopted. Approaches to decision making in policy adoption include top-down, rational, incremental, mixed scanning, and garbage can models.
This document provides an overview of the civil service system in the Philippines. It discusses the different classes of positions in the civil service including career and non-career positions. It also outlines the process for appointments including the requirement for publication of vacant positions, screening by the Personnel Selection Board, and approval of appointments by the Civil Service Commission. The goal is to ensure transparency and that appointments are made based on merit and fitness.
Public Fiscal Management (Economic planning and fiscal management in the Phil...Jeff Gadong
The Philippines has traditionally had a private enterprise economy with limited government intervention. While some state-owned enterprises expanded under Marcos, the Aquino government pursued privatization. Economic planning focused on growth targets and project implementation. Responsibility for planning fell to the National Economic and Development Authority (NEADA). The NEADA produced several 5-year plans under Marcos and Aquino focusing on poverty alleviation, employment, and equitable growth. However, goals were not always achieved due to conflicts and indecisiveness. The government also focused on maintaining relations with international creditors, limiting development spending.
The document discusses the emergence of the concept of governance in development discourse in the 1990s. It was introduced by international institutions like the UN and World Bank as an alternative paradigm to address failures of previous development models. Governance goes beyond government to include citizens, institutions, and groups pursuing collective goals. It emphasizes principles like accountability, participation, transparency and the rule of law. The document outlines how governance and good governance are defined by different scholars and organizations and their relationship with development and poverty reduction.
Public administration versus Private administrationabad_er
Public administration involves organizing resources to achieve government goals and provide public services. It focuses on managing state affairs. Private administration works for economic gain in organizations, prioritizing the interests of employees and clients. The main distinctions between public and private administration are their spheres of operation (state vs market), purposes (public service vs profit), funding sources (taxation vs profit), and accountability (public vs owners).
This document summarizes policies on employee conduct, discipline, and administrative offenses in the Philippine government. It discusses the fundamentals and types of employee discipline, including positive preventive discipline versus negative punitive discipline. Norms of conduct for public officials and employees are outlined, including commitment to public interest, professionalism, and nationalism. Types of offenses are classified as grave, less grave, or light, with corresponding penalties of dismissal, suspension, or reprimand. Recent policies address issues like attendance, punctuality, and definitions of habitual absenteeism and tardiness.
THE CIVIL SERVICE COMMISSION AND THE SALIENT FEATURES OF RA 6713VERNALYN TOBIAS
In this presentation, the students can explain the vision, mission and objectives of CSC; research and comment on the current csc programs in professionalizing the government workforce and learn about the salient features of RA 6713
New Public Management Reforms in the Delivery of Pulic Serviceed gbargaye
New Public Management reforms aim to make public services more efficient and customer-focused by adopting private sector management styles. It emphasizes decentralized control, competition, and explicit performance standards. The basic doctrines include hands-on professional management, greater emphasis on measurable outputs, shifting units to be more competitive, and adopting private sector management practices. Reengineering and reinventing government apply these principles to fundamentally redesign processes and achieve dramatic improvements in cost, quality and service.
This document discusses ethics in public service. It defines ethics as dealing with what is good or bad and moral duties and obligations. It provides examples of ethics gone bad in government, such as officials misusing public funds for personal gain. The document outlines underlying components of public service ethics, including that elected officials hold power for the collective and are stewards of public trust. It discusses the relationship between ethics laws, which establish a minimum standard, and ethics, which can require going above legal requirements. The document provides principles and methods for sorting through ethical dilemmas, including considering transparency, values, and stakeholders.
The document discusses the role and functions of bureaucracy. It defines bureaucracy as a large organization with specialized knowledge divided into clear hierarchies. Bureaucracies translate democratic intentions into actions as public agencies. Advantages include efficiency, but responsiveness may suffer. The document also discusses the merit system versus the spoils system for hiring and promotions. Key functions of bureaucrats are executing laws, rulemaking to interpret laws, and adjudicating rule violations. The executive branch structure is also outlined, including the Executive Office of the President, Cabinet Departments, bureaus/agencies, government corporations, and independent agencies/commissions.
promotion plays key in development of an employee it is in the form of monetary and non monetary form. it gives motivation to the employee so that employee moves forward personally and as well professionally.
The document discusses reservation and concession in appointment and seniority under the Indian Constitution. Key points include:
- Articles 16(4), 335, 341 and 342 provide for reservation in government services for Scheduled Castes, Scheduled Tribes, and other socially and educationally backward classes.
- Article 16(4A) provides for reservation in promotion for SCs and STs. Article 16(4B) treats backlog and carried forward vacancies separately without exceeding the 50% ceiling.
- Quantum of reservation varies for direct recruitment (15-27%) and promotion (15-25.84%) depending on recruitment method and social group.
- Reservation rosters and procedures for filling reserved vac
The document defines bureaucracy and describes the structure and functions of the federal bureaucracy in the United States. It outlines the constitutional basis for bureaucracy, the organizational structure of federal departments and agencies, the growth and development of bureaucracy over time, and both the advantages and problems associated with bureaucratic organizations.
Ikääntyneiden työntekijöiden irtisanomissuoja on Ruotsissa poikkeuksellisen vahva, sillä yritykseen viimeksi tulleet työntekijät täytyy irtisanoa ensimmäiseksi. Suomessa ikääntyneiden työsuhdeturvaa koskevat määräykset ovat oleellisesti löyhempiä. Tutkimuksessa Ruotsin ja Suomen irtisanomissuojaa koskevan eron vaikutuksia tarkastellaan muodostamalla ylikansallinen työntekijä- ja työnantaja-aineisto. Se perustuu Suomen ja Ruotsin työnantajajärjestöjen kokoamien palkkarekisteriaineistojen yhdistämiseen vuosina 2000–2011. Ruotsissa ja Suomessa toimivia saman emoyrityksen yksiköitä käsitellään yhtenä yrityksenä. Tulokset osoittavat, että Suomessa ikääntyneet työntekijät irtisanotaan taloudellisten vaikeuksien myötä herkemmin kuin Ruotsissa. Tutkimuksessa tarkastellaan myös irtisanomisjärjestystä koskevien lausekkeiden vaikutuksia työntekijöiden palkkoihin. Pisimpään yrityksessä työskennelleet saavat suuremman palkkapreemion Ruotsissa. Mahdollinen selitys tälle ilmiölle on irtisanomisjärjestystä koskevien säännösten aikaansaama parempi työsuhdeturva ja tästä seuraava neuvotteluvoiman kasvu.
The document provides information about education and co-curricular activities in different countries including India, China, Egypt, Australia, and the UK. It discusses key differences in approaches to education between Western countries and India, with Western education focusing more on learning and career interests while Indian education prioritizes job prospects, status, and marriage. The document then outlines common co-curricular activities and differences in education systems across the various countries.
This document outlines recruitment, appointment, and promotion policies and procedures for the federal government of Pakistan. Some key points include:
- Recruitment is governed by the Civil Servants (Appointment, Promotion and Transfer) Rules and quotas are in place for provincial/regional representation.
- Appointments can be made on a regular basis through FPSC selection, on contract, on ad-hoc/acting basis pending regular selection, or to vacant posts.
- Probation periods are required for new appointments and can be terminated if performance is unsatisfactory.
- Appointing authorities and selection boards are specified based on pay scale of the post in question.
- Notifications are required
This document provides an overview of human resource management (HRM). It defines HRM as the process of acquiring, retaining, terminating, developing and using human resources to achieve organizational objectives. The document outlines the meaning, definitions, objectives, nature, features, importance, process, recent trends, roles, duties, scope and functions of HRM. It also discusses the qualifications needed for a human resource manager.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its importance, scope, objectives and evolution. It outlines the key aspects of HRM like recruitment, selection, training, performance management. It describes the line and staff functions of HRM and the roles of HR managers. Finally, it discusses new approaches to organizing HR departments, including transactional HR groups, corporate HR groups and embedded HR professionals.
This document outlines various laws and policies that relate to school administration and supervision in the Philippines. It discusses laws around school curriculum, students, finance/support, and other topics. Some key points include:
- Laws that mandate the teaching of subjects like Spanish, Rizal's works, and religious instruction.
- Policies on compulsory education, tuition fees, and entrance exams.
- Acts governing the funding and support of schools as well as scholarships.
- Orders and circulars addressing issues like curriculum, personnel, and citizenship training.
- Decrees aiming to align education with national development goals.
The document discusses educational management and defines key concepts. It summarizes management approaches from Henry Fayol and Donald Clough. It then outlines objectives of school management including achieving institutional objectives, improving planning and implementation, and enhancing efficiency. It also discusses the scope of school management, functions of educational management including planning, organizing, leading, staffing and controlling. Finally, it discusses the importance of discipline in schools and ways to ensure effective institutional discipline such as treating students fairly and using praise and punishment judiciously.
This document discusses four approaches to curriculum development: behavioral, managerial, systems, and humanistic. The behavioral approach focuses on specifying goals and objectives and arranging content and activities to meet those objectives, evaluating learning outcomes based on the goals. The managerial approach emphasizes the principal's role in setting policies, planning, and organizing curriculum implementation. The systems approach views all parts of the school as an interconnected system. The humanistic approach places the learner at the center and aims for their total development. Curriculum developers may draw from one or more of these approaches.
School administration involves planning, organizing, directing, and controlling resources to manage educational institutions. The key functions of administration include planning programs and activities, formulating policies, coordinating activities, providing leadership, and evaluating personnel and programs. The scope of administration encompasses managing personnel, finances, facilities, curriculum, student guidance and discipline, community relations, non-formal education, and evaluating administrative results. Effective administration and supervision should be democratic, cooperative, scientific, based on educational philosophy, creative, evaluated based on results, preventive and constructive, focused on student development, and flexible.
The document describes the fabrication of a four wheel steering system for a Maruti 800 vehicle. Key points:
- The rear wheels were modified to allow for steering capability by adding a second rack and pinion steering gearbox connected to the original front gearbox via transfer rods and bevel gears.
- In rear steer mode at low speeds, the rear wheels turn in the opposite direction of the front wheels, greatly reducing the turning radius.
- Benefits of the four wheel steering system include improved vehicle handling, stability, and reduced driver fatigue over long drives due to the easier steering capability.
- The successful implementation of the system allows for increased maneuverability and stability of vehicles.
The document outlines the DepED Child Protection Policy which aims to protect children from all forms of abuse, violence, exploitation, discrimination, bullying and other harms. It summarizes findings from a DepED survey that 50% of students experienced corporal punishment and 74% were victims of bullying. From 2010-2012, 112 cases of child abuse were referred to DepED. The policy defines key terms and lists prohibited acts including various forms of child abuse, corporal punishment, exploitation, discrimination, and violence against children committed in schools. It is based on protecting children's rights under the Philippine Constitution and UN Convention on the Rights of the Child.
The document discusses human resource management and related challenges. It covers topics such as going global, embracing new technology, managing change and culture, developing human capital, responding to the market, and containing costs. It also discusses demographic and employee concerns, cultural changes, and the functions of HR including planning, organizing, directing, controlling, staffing, development, compensation, motivation, maintenance, and integration.
The document discusses promotion and transfer policies in organizations. It lists individuals being considered for promotion and outlines the advantages of promotions, including encouraging employee commitment and allowing them to enhance their skills. Promotions can be based on merit or seniority. Merit-based promotions motivate hard work while seniority-based promotions provide job security. An effective promotion policy establishes fair criteria and oversight. Transfers can benefit skills development and workload adjustments but must be implemented carefully to avoid issues like loss of productivity or low employee morale.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
Emerging trends in human resource management (HRM) require HR policies and procedures to be more democratic and employee-friendly to motivate workers. HR must also be proactive, innovative, and measure value added to business. HR executives now facilitate training, consult on issues, and ensure effective resource use. Changing workforce expectations, technologies, and government policies present challenges for HR professionals to improve productivity and quality through education, teamwork, and employee involvement. Strategic HRM involves optimizing resources to achieve goals by acquiring, developing, and motivating human capital aligned with organizational culture.
HR policy in HRm at BIM (lecture_03 class)abir hossain
The differences between policies and procedures can be summarized as follows:
Policies guide of decision making, while procedures drive actions.
Policies leave some room for managerial discretion, while procedures are detailed and rigid.
Policies are an integral part of organizational strategies, while procedures are tactical tools.
Policies are generally formulated by top management, while procedures are laid down at lower organizational levels in line with policies.
Policies are more evergreen than procedures. Procedures change more frequently, because they should be adaptable to the changing operational environment and technological advancements.
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
EMPLOYEE EMPOWERMENT & EMPLOYEE WELFARE, HUMAN RESOURCE MANAGEMENTAkhilesh Mishra
The document outlines topics related to employee empowerment and employee welfare in two chapters. Chapter 1 defines employee empowerment and discusses its characteristics, managers' responsibilities, necessary conditions, core dimensions, process, and forms. It also compares traditional vs empowered organizations and discusses pros and cons of empowerment. Chapter 2 defines employee welfare, discusses its objectives, purposes, types of welfare schemes and facilities, theories of welfare, and quality of working life. It provides details on various welfare activities and facilities organizations can offer employees.
This document discusses staffing policies and human resource management functions. It describes three types of staffing policies: ethnocentric, polycentric, and geocentric. It also lists and describes 10 core HRM functions: human resource planning, recruitment and selection, training and development, performance appraisal, compensation, work environment, welfare activities, human relations, grievance handling, and record keeping. Finally, it outlines 10 objectives of HRM functions, which include contributing to organizational effectiveness, increasing job satisfaction, quality of work life, communicating policies, maintaining ethics, and adapting to increased urgency and faster cycle times in business.
HR policies provide a framework for employee behavior and management decisions. They aim to treat employees fairly and consistently in areas like hiring, termination, evaluations, and discipline. Developing strong HR policies involves determining objectives, gathering information, examining alternatives, getting approval, and periodic reviews. The policies should be clear, flexible, fact-based, equitable, and communicated to all employees. A comprehensive HR policy manual typically addresses topics like recruitment, benefits, payroll, workplace guidelines, and more.
The document discusses personnel policies, defining them as predetermined plans of action that guide employee performance and management objectives. Personnel policies provide guidelines for recruitment, selection, promotion, compensation, and directing employees. They serve as a roadmap for managers and aim to optimize human resource use, provide training, ensure fair wages, and respect human dignity. Personnel policies should be clear, stable yet flexible, formulated with stakeholder interests, and support organizational goals.
The document discusses lessons learned from the Government Accountability Office's (GAO) transformation of its workforce and human capital management over recent decades. It identifies 5 key lessons: 1) involve staff in major changes, 2) have strong strategic workforce planning, 3) improve recruitment, hiring and retention, 4) invest more in manager selection and training, 5) ensure a fair appeals process for employees without traditional civil service protections. The GAO transformation included making its workforce more professional and specialized, granting it more flexibility in compensation and hiring, and restructuring its organization to be more collaborative.
This document outlines an assignment on managing human resources. It contains 4 tasks that discuss various aspects of HRM such as models of HRM, definitions of HRM, flexibility in the workplace, and equal opportunities. For task 1, it describes Guest's model of HRM and how Unilever implements strategies and practices to achieve performance outcomes and financial consequences. Task 2 discusses types of flexibility like functional, financial, and temporal flexibility practiced by organizations like Unilever. Task 3 covers eliminating discrimination and providing equal opportunities in the workplace through diversity management and legislative measures. Finally, task 4 looks at techniques for managing employee performance, health, and safety to create a positive work environment.
The document discusses group members, definitions of wages and salaries, wage and salary administration, reasons for studying it, the role of human resources in payment, principles, objectives, and elements affecting wage/salary levels. It defines wages as paid to blue-collar employees and salaries to white-collar employees. Wage and salary administration involves developing, implementing, and maintaining a pay system. Objectives include attracting qualified employees, controlling payroll costs, motivating performance, and maintaining fairness and equity.
Compensation plays as an important motivating factor for every employee. Compensation is a systematic approach to provide monetarily value to employees in exchange for work performed. It can also achieve several purposes assisting in recruitment, job performance, and job satisfaction. This presentation will provide you the importance of "Compensation" as an area of Human Resource Management. Topics include compensation as a whole, how to create a market competitive plan and providing employees benefit.
Compensation and Wage & Salary Administration.Priyanka Saluja
Employees receive compensation in exchange for their contributions to an organization. Compensation generally consists of three components: pay or guaranteed pay, incentives or variable pay, and benefits. The objectives of any pay system include attracting and retaining talent, ensuring equity, controlling costs, and complying with legal rules. Equity in compensation refers to internal equity, external equity, and individual equity. The goals of wage and salary administration are to design a cost-effective pay structure that will attract, motivate, and retain competent employees.
This document provides an overview of organizational policies and procedures related to staffing functions. It discusses topics like wage and salary administration, fringe benefits, implementing policies, directing and delegating work, controlling operations, and employee motivation programs. The objectives are to understand the link between workplace climate and employee commitment, how policies are formulated and communicated, and ways to address employee dissatisfaction through recognition programs. Specific policies and procedures around compensation, benefits, and performance management are examined.
This document discusses the functions of human resource management (HRM) in organizations. It outlines several key functions of HRM including job organization and information, acquisition, maintenance, and development of employees. For each function, it provides details on related processes like job analysis, recruitment and selection, performance evaluation, training and development. It also discusses how the size of an organization's HRM department depends on the number of employees and resources. In small agencies, HR functions may be combined with other roles, while in large agencies there are often separate and specialized HR units.
This document discusses key concepts related to wages and compensation management. It defines wages, salaries and earnings and outlines the objectives of compensation programs such as maintaining equity and creating skilled workforces. It also examines factors that influence wage determination like ability to pay, demand and supply, prevailing market rates and cost of living. Methods of wage payment like time rates, piece rates and incentive plans are covered. The importance of wages and salary administration for attracting employees and ensuring satisfaction is also discussed.
This document discusses managing human capital through merit pay plans. It begins with an executive summary that outlines the purpose of examining factors influencing merit pay plans and debates arguments for and against them. It then provides sections on reward structures, performance appraisal, compensation/benefits, legal considerations, examples of merit pay plans in practice, and guidelines for establishing successful merit pay plans. While merit pay can positively motivate performance, the document notes it is difficult to objectively measure and evaluate merit, and performance evaluations may differ between management and employees. Overall guidelines and considerations are provided, but it concludes there is insufficient evidence to determine if merit pay definitively enhances performance.
This document discusses compensation and wage administration. It covers objectives of compensation which include establishing fair pay, attracting employees, retaining employees, improving productivity and controlling costs. It also discusses factors that influence compensation including unionization, employee tenure, job type, and company size. Methods of wage payment discussed include time wages based on time worked and piece wages based on output. Theories of wages explained include subsistence theory, wages fund theory, and surplus value theory.
2. OBJECTIVES:
This presentation will provide NASA employees with an
understanding of the history and purpose of the Merit
System Principles.
By the end of this presentation, you will be able to:
• Identify the major legislative milestones that resulted
in forming the current merit system;
• Define the overall purpose of the merit system;and
• Identify and understand the basic elements of the nine
Merit System Principles as the Federal Government
moves toward performance-based management.
3. HISTORIAL OVERVIEW
1880’s – At the height of the “spoils era” (1829-1883), each change in national administration
1880’ era” (1829-
was the signal for the wholesale removal of Government employees to provide jobs for the
supporters of the President and jobs were openly bought and sold.
sold.
1883 – In 1881, President James A. Garfield was assassinated by a disgruntled job seeker while
disgruntled
waiting to board a vacation train in Washington. President Garfield’s death gave new impetus to a
Garfield’
Civil Service reform bill introduced by Senator Pendleton (Ohio). Passed in 1883, the Pendleton
(Ohio).
Act established procedures for assure that selections for certain Federal jobs would be open,
certain
competitive, and free of political coercion.
1978 – The Intergovernmental Personnel Act required states that receive Federal funds to follow
receive
six Merit Principles. Finally, it was the Civil Service Reform Act of 1978 that created the nine Merit
System Principles and the eleven Prohibited Personnel Practices.
1989 – Whistle Blower Protection Act – With specific legal protections provided to Federal
employees who identified instances of fraud, waste, and abuse in Federal operations, the merit
system was strengthened significantly.
5. STRATEGIC ALIGNMENT
HR goals & objectives are aligned
with the agency Strategic Plan.
HR performance measures are
combined with agency
performance measures.
6. EFFECTIVE HRM PROGRAM
HR activities are directed at the
development of Human Capital in
support of the organization’s core
mission.
7. EFFICIENT HRM PROCESS
HR performance efficiency measures are
used to enhance efficiency of HR processes
such as recruiting, succession management,
etc.
8. LEGAL COMPLIANCE
The compliance with underlying HR
statues remains, but is more flexible
with the elimination of rigid policy
guidance.
9. MERIT SYSTEM PRINCIPLES
The merit system principles are the
public’s expectations of a system that is
efficient, effective, fair, open to all, free
from political interference, and staff by
honest, competent, and dedicated
employees.
10. WHY THE RENEWED INTEREST
IN THESE PRINCIPLES?
New flexibility focuses on HR performance,
not the rigid policies and prescriptions of
the past, such as the Federal Personnel
Manual.
11. NASA WORKFORCE
FLEXIBILITY ACT OF 2003
The NASA Workforce Flexibility Act of 2003, adds new
Federal employee provisions concerning NASA’s
workforce authority. This bill provides NASA with the
authority to:
1. Pay recruitment, redefinition, and relocation
bonuses;
2. Make term appointments and related personnel
actions;
3. Fix basic rates of pay; and
4. Extend Intergovernmental Personnel Act (IPA)
assignments.
12. WHAT DO THE MERIT
PRINCIPLES DO?
♦ Remind us that duty and the public interest are first, all
else is second.
♦ Raise our sights to the public’s long-term interest in an
“effective civil service” which may, at time, conflict with
immediate personal interest.
♦ Challenge the status quo - what we do/how we do it.
♦ Give us benchmarks to measure and judge all personnel
policies, programs, practices, and individual behavior.
♦ Provide the basis on which OPM, on behalf of the
President and the Congress, holds agencies and
individuals accountable.
13. MERIT SYSTEM PRINCIPLE #1
RECRUITMENT SHOULD BE WHAT THIS MEANS:
FROM QUALIFIED
INDIVIDUALS FROM ♦ Employees are
APPROPRIATE SOURCES IN hired/advanced on the basis
AN ENDEAVOR TO ACHIEVE of their qualifications.
A WORK FORCE FROM ALL
SEGMENTS OF SOCIETY, ♦ Job information is available
AND SELECTION AND to the public on vacant jobs.
ADVANCEMENT SHOULD BE ♦ People selected for jobs have
DETERMINED SOLELY ON
THE BASIS OF RELATIVE
the knowledge, skills, and
ABILITY, KNOWLEDGE AND abilities required for the job.
SKILLS, AFTER FAIR AND ♦ Vacant jobs are filled after
OPEN COMPETITION WHICH
fair and open competition.
ASSURES THAT ALL
RECEIVE EQUAL
OPPORTUNITY. [5 U.S.C.
2301(b)(1)]
14. MERIT SYSTEM PRINCIPLE #2
ALL EMPLOYEES AND WHAT THIS MEANS:
APPLICANTS FOR ♦ Opportunity is provided
EMPLOYMENT SHOULD
equitably and fairly to use family
RECEIVE FAIR AND
EQUITABLE TREATMENT IN friendly work place flexibilities to
ALL ASPECT OF PERSONNEL all employees.
MANAGEMENT WITHOUT ♦ Employees are encouraged to use
REGARD TO POLITICAL EAP programs.
AFFILIATION, RACE,
♦ Managers, supervisors, team
COLOR, RELIGION,
NATIONAL ORIGIN, SEX, leaders deal fairly and equitably
MARITAL STATUS, AGE, OR with complaints of
HANDICAPPING CONDITION, discrimination.
AND WITH PROPER REGARD ♦ Disputes or conflict are resolved
FOR THEIR PRIVACY AND fairly.
CONSTITUTIONAL RIGHTS.
[5 U.S.C. 2301(b)(2)] ♦ Employee rights to privacy are
protected.
15. MERIT SYSTEM PRINCIPLE #3
EQUAL PAY SHOULD BE WHAT THIS MEANS:
PROVIDED FOR WORK OF ♦ High performing employees
EQUAL VALUE, WITH
APPROPRIATE receive monetary awards.
CONSIDERSATION OF BOTH ♦ Supervisors/team leaders are
NATIONAL AND LOCAL fair in giving cash awards.
RATES PAID BY EMPLOYERS ♦ Pay raises depends on how
IN THE PRIVATE SECTOR,
well employees perform their
AND APPROPRIATE
INCENTIVES AND jobs.
RECOGNITION SHOULD BE ♦ My pay is fair considering
PROVIDED FOR what other employees in this
EXCELLENCE IN organization are paid.
PERFORMANCE. [5 U.S.C.
♦ Employees are asked about
2301(b)(3)]
their preference for different
types of rewards and
recognition.
16. MERIT SYSTEM PRINCIPLE #4
ALL EMPLOYEES SHOULD WHAT THIS MEANS:
MAINTAIN HIGH ♦ There is trust between
employees and
STANDARDS OF INTEGRITY,
managers/supervisors/team
CONDUCT, AND CONCERN leaders.
FOR THE PUBLIC INTEREST. ♦ All employee’s conduct and
[5 U.S.C. 2301(b)(4)] behavior problems are
addressed effectively.
♦ Managers and supervisors
practice the MSPs.
♦ Prohibited personnel
practices (PPPs) are not
occurring in this organization.
♦ All employees maintain high
ethical standards.
17. MERIT SYSTEM PRINCIPLE #5
THE FEDERAL WORK WHAT THIS MEANS:
♦ Employees participate in
FORCE SHOULD BE development of strategic plans.
USED EFFICIENT AND ♦ Employees receive the guidance
they need to do their jobs
EFFECTIVELY. effectively.
♦ Managers communicate the
[5 U.S.C. 2301(b)(5)] organization’s mission, vision &
values.
♦ Managers provide sufficient
resources to get the job done.
♦ Employees are involved in
improving the quality of
products, services, & work
processes.
♦ There is enough work to keep
employees busy.
♦ A spirit of cooperation &
teamwork exists.
18. MERIT SYSTEM PRINCIPLE #6
EMPLOYEES SHOULD BE WHAT THIS MEANS:
RETAINED ON THE BASIS ♦ Supervisors provide fair &
OF THE ADEQUACY OF accurate ratings of employee
THEIR PERFORMANCE, performance.
INADEQUATE ♦ Supervisors provide
PERFORMANCE SHOULD employees with suggestions to
BE CORRECTED, AND improve job performance.
EMPLOYEES SHOULD BE
♦ High performers are
SEPARATED WHO
CANNOT OR WILL NOT motivated to stay with the
IMPROVE THEIR organization.
PERFORMANCE TO MEET ♦ Supervisors deal effectively
REQUIRED STANDARDS. with poor performers.
[5 U.S.C. 2301(b)(6)]
19. MERIT SYSTEM PRINCIPLE #7
EMPLOYEES SHOULD BE WHAT THIS MEANS:
PROVIDED EFFECTIVE ♦ Employees receive training
EDUCATION AND they need to perform their
TRAINING IN CASES IN jobs.
WHICH SUCH ♦ Supervisors jointly determine
EDUCATION AND employees training needs.
TRAINING WOULD ♦ Training plans are integrated
RESULT IN BETTER into organization’s overall
ORGANIZATIONAL AND strategy.
INDIVIDUAL ♦ Workforce has job-relevant &
PERFORMANCE. [5 U.S.C. knowledge, skills, and abilities
2301(b)(7)] necessary to accomplish
organizational goals.
♦ Funds are available for
employees to get training they
need.
20. MERIT SYSTEM PRINCIPLE #8
EMPLOYEES SHOULD BE (A) WHAT THIS MEANS:
PROTECTED AGAINST ♦ Employees are protected
ARBITARY ACITON, against arbitrary action,
PERSONAL FAVORITISM, OR personnel favoritism or
COERCION FOR PARTISAN coercion for partisan political
POLITICAL PURPOSES, AND purposes.
(B) PROHIBITED FROM
♦ Employees do not use their
USING THEIR OFFICIAL
official authority or influence
AUTHORITY OR INFLUENCE
for the purpose of interfering
FOR THE PURPOSE OF
with or affecting the result of
INTERFERING WITH OR
an election or a nomination
AFFECTING THE RESULT OF
for election.
AN ELECTION OR A
NOMINATION FOR ♦ Employees have not been
ELECTION. [5 U.S.C. pressured by an agency
2301(b)(8)] official to engage in political
activity in violation of the
Hatch Act.
21. MERIT SYSTEM PRINCIPLE #9
EMPLOYEES SHOULD BE WHAT THIS MEANS:
PROTECTED AGAINST
♦ Employees are protected
REPRISAL FOR THE
against reprisal for lawful
LAWFUL DISCLOSURE OF
INFORMATION WHICH THE disclosure of information that
EMPLOYEES REASONABLY evidence (a) violation of any
BELIEVE EVIDENCES (A) A law (b) mismanagement,
VIOLATION OF ANY LAW, waste, fraud or abuse (c)
RULE, OR REGULATION OR danger to public health.
(B) MISMANAGEMENT, ♦ Organization has informed
GROSS WASTE OF FUNDS,
employees what their rights
AN ABUSE OF AUTHORITY,
OR A SUBSTANTIAL AND are if they blow the whistle
SPECIFIC DANGER TO and are retaliated against.
PUBLIC HEALTH AND
SAFETY. [5 U.S.C. 2301(b)(9)]
23. THE PPPs
Prohibited Personnel Practices (PPPs) are
actions a Federal employee who has
personnel authority may not engage in.
24. THE 12 PPPs
Employees with personnel authority shall not:
1. Discriminate for or against any employee or applicant
for employment on the basis of race, color, religion, sex,
or national origin.
2. Solicit or consider any recommendation or statement,
oral or written, with respect to any individual who
requests or is under consideration for any personnel
action.
3. Coerce the political activity of any person (including the
providing of any political contribution or service), or
take any action against any employee of applicant for
employment as a reprisal for the refusal of any person to
engage in such political activity.
25. THE 12 PPPs
Employees with personnel authority shall not:
4. Deceive or willfully obstruct any person with respect to
such person’s right to compete for employment.
5. Influence any person to withdraw from competition for
any position for the purpose of improving or injuring the
prospects of any other person for employment.
6. Grant any preference or advantage not authorized by
law, rule, or regulation to any employee or applicant for
employment (including defining the scope or manner of
competition or the requirements for any position) for the
purpose of improving or injuring the prospects of any
particular person for employment.
26. THE 12 PPPs
Employees with personnel authority shall not:
7. Appoint, employ, promote, advance, or advocate for appointment,
employment, promotion or advancement, in or to a civilian position
any individual who is a relative.
8. Take or fail to take, or threaten to take or fail to take, a personnel
action with respect to any applicant for employment because (A)
any disclosure of information by an employee or applicant which
the employee or applicant reasonable believes evidence (I)…
9. Take or fail to take, or threaten to take or fail to take, any personnel
action against any employee or applicant for employment because of
(A) the exercise of any appeal, complaint, or grievance right granted
by any law, rule, or regulation; (B) testifying or or other lawfully
assisting any individual in the exercise of any right referred to in
subparagraph (A); (C) cooperating with or disclosing information…
27. THE 12 PPPs
Employees with personnel authority shall not:
10. Discriminate for or against any employee or applicant for
employment on the basis of conduct which does not adversely affect
the performance of the employee or the performance of others…
11. (A)Knowingly take, recommend, or approve any personnel action if
the taking of such action would violate a veterans’ preference
requirement; or (B) knowingly fail to take, recommend, or approve
any personnel action if the failure to take such action would violate
a veterans’ preference requirement.
12. Take or fail to take any other personnel action if the taking of or
failure to take such action violated any law, rule, or regulation
implementing, or directly concerning, the merit system principles
contained in section 2301 of this title.