Strategic Human Resource Management Final Reviewer PDF

imperative for the organization that LESSON 1: PROMOTING HEALTH AND SAFETY everyone in its workplace premises or alternative places of work is safe and free Healthy Workplace...

imperative for the organization that LESSON 1: PROMOTING HEALTH AND SAFETY everyone in its workplace premises or alternative places of work is safe and free Healthy Workplace from unnecessary hazards. - The World Health Organization (WHO) defines a healthy workplace as "place - There are several ways in which where everyone works together to achieve organizations ensure safe and healthy an agreed vision for the health and well- workplaces. being of workers and the surrounding ◼ For example, organizations have the community. It provides all members of the choice of inputs to its production. workforce with physical, psychological, social and organizational conditions that ◼ Organizations, for instance, can protect and promote health and safety. It choose to utilize chemicals that are enables managers and workers to safe for human beings even if it will increase control over their own health and be more costly to them. to improve it, and to become more energetic, positive and contented" (Burton ◼ It may provide guards on machines 2010). to protect workers from harming themselves. - It is dear from the above definition that achieving a healthy workplace entails the ◼ It can also opt to be guided by collaboration of both employees and ergonomically sound principles in managers. choosing equipment and designing work stations because such will - It involves health protection and promotion minimize physical strain on individual to achieve not just freedom from physical workers. injury but also psychological and social well-being. ◼ In addition, organizations can choose to provide proper lighting and - Achieving a healthy workplace does not ventilation so that workers are come without costs. comfortable at work. ◼ It can also choose to adopt zero tolerance of workplace bullying and sexual harassment. Why should management bother at all about ◼ The organization can also choose to providing a healthy workplace? educate workers on the importance - WHO advocates a healthy workplace of health and safety in the workplace because it is the right thing to do, it makes and what it is doing to promote such. business sense to do it, and it is required by law (Burton 2010). ◼ The organization has many options to do the right thing. - Workers spend at least eight hours a day at work. No one expects to be harmed or - Most organizations do invest in providing to harm others in the course of work. It is a healthy and sale workplace because it is an investment rather than a cost incurred bur cannot be recovered. ◼ When an organization utilizes chemicals that are safe for human 1 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER beings even if these are more costly, and train employees on it benefits from healthier workers. administering first-aid treatment. ◼ When an organization adds few ◆ Various forms of medical and pesos to make sure workstations and dental services are also required equipment are ergonomically depending on the nature of designed, it reaps the benefits of hazard in the workplace as well having less fatigued workers. as in the number of employees. ◼ When an organization provides proper lighting, workers are more The medical personnel needed in the comfortable in doing work. workplace - For workplaces with more than fifty ◼ When an organization adopts zero employees but no more than two hundred, tolerance for workplace bullying and a registered nurse is required to operate a sexual harassment, it encourages designated clinic; workers to go to work because they feel secure. - for workplaces with over two hundred employees but not exceeding three ◼ Healthy, less fatigued workers who hundred, an emergency clinic is required, work in healthy and comfortable operated by a full-time registered nurse environments can do more and better and part-time physician and dentist; and work. - for workplaces with more than three ◼ When an organization provides hundred employees, a dental clinic and an safety gadgets and other infirmary are required. paraphernalia to workers, it not only protects workers from harm but also ◼ The infirmary should accommodate reduces the risk of having to spend one bed for every one hundred more on health care. employees and should be operated by a full-time physician, a dentist, ◼ Furthermore, when organizations and a registered nurse. educate workers about the importance of health and safety - The government also provides support in practices in the workplace, such terms of setting and enforcing knowledge and understanding occupational safety and health standards enhance safe and healthy practices to ensure protection from health and in the workplace and beyond. safety hazards. - Most organizations engage in health and - All employees are likewise compulsorily safety practices because law requires it. covered by the Employees' Compensation and State Insurance Fund, through which ◼ In the Philippines, Book Four of the employees or their dependents are Labor Code covers health, safety, provided income and medic benefits in the and social welfare. event of work-related disability or death. ◆ It stipulates, among others, the provision of medical and dental services to employees. Occupational Safety and Health Standards - In 1978, the Occupational Safety and ◆ All organizations, for instance, Health Standards (OSS) were formulated are required to have an with the mandate to safeguard workers' emergency first-aid kit on hand physic safety and health, and esure their 2 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER social and economic well-being is then the safeguards, etc., to ensure minimal responsibility of the employer to ensure a accidents; and facilities to enhance health safe and healthy workplace, provide and well-being. health and safety instructions to all employees, use only approved equipment - In addition, organizations also provide and devices, and comply with the medical services for emergencies. requirements of safety standards (DOLE 2005). Toward a healthy workplace - While the emphasis of most health and Approaches to health and safety safety programs in organizations is on the - The occupational safety and health safety aspect of working, maintaining a standards provide the framework of health healthy workforce is equally important. and safety programs of organizations in - It starts with requiring employees to the Philippines. undergo a medical examination as part of - The OSHS requires the establishment of the application process. health and safety committees in each ◼ This ensures that an organization workplace, training of employees on has healthy employees to start with health and safety, as well as record and that its efforts are focused on keeping of accidents and occupational maintaining such level of health. illnesses. ◼ Most organizations require an annual - in addition, the OSHS defines the rules physical checkup so that illnesses and standards on promoting health and are prevented or diagnosed early. safety. ◆ Some organizations emphasize ◼ Rules include those on premises of lifestyle changes in order to establishment, occupational health prevent certain diseases, like and environmental control, personal type 2 diabetes, hypertension, protective equipment and devices, heart disease, atherosclerosis, hazardous materials, gas and electric and those associated with too welding and cutting operations, much alcohol and smoking. hazardous work processes, explosives, materials handling and ⚫ Factors that contribute to storage, boiler, unfired pressure these diseases include vessels, internal combustion engine, inappropriate choices of machine guarding, electrical safety, food, sedentary lifestyle, elevators and related equipment, disturbed biological clock, identification of piping system, power and poor posture (Sharma piping lines, construction safety, and Majumdar 2009). logging, fire protection and control, pesticides and fertilizers, and - There are organizations that go beyond aiming at health; they want to achieve occupational health services. wellness among employees. - Thus health and safety programs in ◼ It is important to maintain an optimal organizations consist of having a level of wellness because our well- committee that will be in charge of health being affects our actions and vice and safety; programs that enhance versa. positive attitudes toward health and safety; the provision of safety equipment, ◼ Achieving an optimal level of 3 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER wellness reduces stress, prevents - Its membership consists of illness, and improves our interaction representatives from different levels in the with others (UC Davis 2017). organization. ◼ This is to ensure that health and Wellness safety issues from the units are - Wellness can be defined as "an active communicated to the committee and process through which people become are acted upon by management as aware of, and make choices toward, a well as the representative. more successful existence" - Moreover, organizations must also - Thus, for employees to make conscious develop safety policies based on the choices to be healthy and fulfilled, some general framework provided by the OSHS. employers provide them training on - In addition to establishing accountability healthy eating and how to prevent and on health and safety, organizations must manage diabetes and other lifestyle embark on behavioral change efforts. diseases. - In addition to influencing employee Behavioral change efforts attitude toward a healthy lifestyle, organizations also provide the physical - One of the means of effecting change is facilities or avenues through which by education and training. employees are encouraged to be ◼ Employees are given the basic physically active. principles to understand the ◼ Thus we see organizations. the importance of health and safety and Meralco, TX Philippines, and Toyota what each of them can do to ensure Motors Philippines, among others- such. providing facilities for physical ◼ Training starts with an orientation on activities, such as tennis and the health and safety standards basketball courts. provided by the OSHS. - Other companies that do not have the ◆ Such orientation raises luxury of space regularly sponsor sports awareness of potential hazards tournaments for employees in rented in the organization, what their facilities. roles are in preventing the - In addition, some organizations, such as occurrence of accidents from the Asian Development Bank and the these potential hazards, and Hong Kong and Shanghai Banking what to do when an accident Corporation, also provide healthy food occurs. choices for employees in their office ◼ Training is also given to ensure that cafeterias. employees who are given protective gear use them properly and at all Toward a safe workplace times. - The OSHS requires the establishment of a ◼ In addition, training is also given to safety committee that will spearhead employees in the proper use of health and safety programs, and make machine guards and other sure standards are complied with and contraptions aimed at preventing violations are dealt with. injury to the machine operator or to those around the machine. 4 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER - Aside from giving training, organizations and safety. must provide the necessary safeguards to prevent injuries to employees. ◼ To individual employees, it communicates to them that, yes, ◼ For example, safety devices are accidents happen and it highlights installed in machines to protect the importance of consciously operators from being injured. working in a safe manner. ◼ Employees who are engaged in - Assessing the effectiveness of a safety hazardous work or work in hazardous program is also an important component areas are given protective gear, such of the whole system. as goggles, hard hats, laboratory gowns, etc. ◼ It is important to understand what works and why for the proper - More than providing the gadgets to implementation of the program. employees, it is necessary to ensure that the workplace itself is free from hazards that may cause injuries to employees. Issues concerning workplace safety, health, and wellness ◼ For example, building construction - A discussion of providing a safe and must be in accord with rules healthy workplace is not complete without stipulated in the OSHS. looking into how employees and the people they deal with affect one another. ◆ The workplace must have adequate ventilation and lighting. ◆ Buildings must have fire exits. Workplace violence according to the International Labour Organization (ILO) ◆ Corridors leading to exits must - The International Labour Organization also be free from obstacles. (ILO) defines workplace violence as "any action, incident or behavior that departs - Another means to effect behavioral from reasonable conduct in which a change is to monitor compliance with rules person is assaulted, threatened, harmed, and to evaluate what safety programs injured in the course of, or as a direct work and why. result of, his or her work" (2003, 4). ◼ Monitoring compliance with rules and rewarding positive behavior while Workplace violence according to the Canadian introducing penalties for negative Center for Occupational Health and Safety behavior increase compliance and reduce the probability of workplace (CCOHS) injuries. - Moreover, the Canadian Center for Occupational Health and Safety (CCOHS) - In addition, organizations should publicize defines workplace violence as "any act in incident reports on injuries as well as which ; person is abused, threatened, trends. intimidated or assaulted in his or her employment (2012, 1). ◼ This provides a picture of where the organization is going, where it is, and what else is needed to be done to Workplace violence achieve its health and safety goals. - The abovementioned definitions clearly identify workplace violence as not just ◼ It provides bases for improvement or change in efforts to address health physical injury but also threats of harm in 5 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER the course of employment. passengers (taxi drivers, delivery truck staff); and working in establishments - Actions considered violent include verbal where alcohol is served (hotel and or written threats, bullying, harassment, restaurant staff). physical assault, and homicide, among others. - There are also physical factors conducive to workplace violence, such as working in ◼ These may be perpetrated by isolated areas, poorly lighted areas, or employees, clients, and visitors high-crime areas. (DOLE 2005). - Some events trigger violence, such as - Workplace violence does not only affect performance interview, downsizing, and those who experience it directly but also strikes (DOLE 2005). those who witness it and those who come to know about it. Written policy on workplace violence - Every organization that wants to provide a ◼ Thus workplace violence affects safe working environment to its relationships among employees, employees should be committed to it. clients, and others the employees deal with in the course of doing their - It starts with having a written policy on work, as well as the general level of workplace violence that is communicated trust and security in the workplace. to its employees through several media, such as policy manuals, bulletin boards, ◼ These individual level consequences intranet, and training, of workplace violence results in reduced performance, deterioration - A written policy on workplace violence of company image, reduction in communicates to employees that number of clients, and increased employee safety is important to turnover (ILO 1998). management, and it is committed to provide such to employees. ◆ Note that "workplace" goes beyond the traditional workplace - A written policy on workplace violence and includes venues of off-site presents what actions constitute functions such as conferences workplace violence, how to assess risk, and work-related events, and what to do in incidence of violence, and even at venues away from work how to report such. but are a result of work-related matters (CCOHS 2012). - However, workplace violence is not mentioned in the OSHS guidelines. Factors that increase workplace violence ◼ But despite the absence of guidelines on workplace violence in the OSHS, - Several factors have been identified as there are organizations in the increasing the risk of workplace violence Philippines that have written policies (DOLE 2005). on workplace violence. - These include the nature of the job itself, ◆ Companies in the Philippines like handling money with the public with policies on workplace (cashiers, tellers, bill collectors); providing service (health-care professionals); violence include TeleTech, Fluor Corporation, Citigroup, and managing change, such as in downsizing Golder Associates, among and layoff (managers and HR others. professionals); delivering goods and 6 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER - The policies on workplace violence - It is defined as unwanted practices or provide the framework for minimizing and actions by an employee or group of managing workplace violence. employees, whether consciously or not, over a period of time resulting in - Once a policy and its details are in place, humiliation and distress (Einarsen and employees are given training on the Raknes 1997). content of the policy. - Bullying occurs when the actions or ◼ Educating and training employees practices are repeated and are perceived about workplace violence is a big by the victim as unwanted and hostile. step forward in making employees proactive in their role in minimizing - When actions are repeated, the target is in violence in the workplace. no position or means to ward off perpetrators. - Equipping employees with tools to analyze and assess risks of violence is very helpful - On the other hand, the perpetrators of in minimizing the incidences of violence in bullying continue to do so to the extent the workplace. that they perceive themselves as having power over the target or having the - in addition to training, the organization blessings of powerful individuals in the must design the workplace layout in such organization. a way that employees are safe in doing their jobs. - The implication is that there is an imbalance of power between the bully and ◼ For example, off-limits areas to the victim. clients and visitors must be identified. - While most bullying is perpetrated by ◼ For those handling cash with the persons of power (Djurkovic, McCormack, public, barriers or pass through and Casimir 2004), this does not imply windows or chambers may be that only those who are in higher positions installed for safety. or have access to people in higher ◼ Work areas and the workplace positions can be perpetrators of bullying. vicinity must be well lighted. - Bullying can occur at any level in the ◼ Fences and security devices may organization. also be installed. - Viewed from the perspective of power, ◼ There are other precautions lower-level employees can bully a organizations can do, such as limiting manager to the extent that a manager is travel to and from isolated and high- dependent on the employee for certain risk areas during the day only. things, like output or expertise in certain areas (Branch, Ramsay, and Barker ◼ In addition, depositing funds from an 2007). organization's daily collection may be done on different schedules to minimize predictability of this activity, Reasons for bullying thus minimizing the risk of being - Workplace bullying happens for various robbed. reasons and takes several forms. - There are those that occur because of Workplace bullying conflict that has escalated, and bullying is - Workplace bullying is a form of workplace considered a legitimate avenue to destroy violence. the other party (Matthiesen and Einarsen 7 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER 2010). Newcomers - Newcomers in organizations are also - Often the perpetrator of bullying waits for common targets of bullying. They are opportunities where the target makes bullied or experience the rite of passage mistakes and then emphasizes this to the (Matthiesen and Einarsen 2010). target to prove his or her inferiority or lack of skill. - Most common actions associated with bullying of newcomers include insulting - There are instances of bullying that occur remarks, teasing, and exclusion. because a person is a convenient target of the bully, termed predatory bullying ◼ The latter form may render the (Einarsen 1999). newcomer isolated from the group or department and makes the early ◼ Examples of predatory bullying days of employment hostile and include scapegoating, an oppressive difficult. boss, and acting out on biases against an out-group - Some of these newcomers discontinue employment. ◆ The target may belong to an out- group, or persons with lesser power. What explains bullying? - Bullying is a complex phenomenon and is explained by several factors. There are Humor-oriented bullying individual, social, any organizational - Filipinos always use humor in almost any factors that explain bullying. situation. - We see situations in the workplace where Individual factors employees tease each other or tell jokes. - Bullying occurs when one’s self-esteem is - Humor-oriented bullying (Matthiesen and threatened. Einarsen 2010) may start as innocent or ◼ An individual with high self-esteem purely done in the spirit of fun. tends to bully when one's self-esteem ◼ However, when humor is directed at is threatened, especially when one one individual persistently and where has an unrealistic perception of one's that individual cannot reciprocate and self and when one needs to perceives it as aggressive, constantly depend on other's disrespectful, and humiliating, then validation (Zapf and Einarsen 2011). the target experiences bullying. - Poor social competence manifested in - It is not uncommon that in some Philippine lack of self-control also explains bullying. organizations, employees laugh at or ◼ For example, we see or hear stories tease individuals with heavy regional about a supervisor yelling at erring accent, such as those who pronounce "e" subordinates. as "i" or those with the famous Visayan accent. ◼ We have seen cases of such behavior in the kitchen where chefs ◼ Even physical attributes – like being yell at the interns, or in movie sets fat, too skinny, or dark skinned, etc. – where directors yell at bit players or become the topic of jokes. movie extras. - Sometimes perpetrators lack self- 8 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER reflection and claim that they are not their bosses. aware of the repercussions of their actions or that their actions are reasonable given - Thus, one cannot say that there is a victim stressful situations (Zapf and Einarsen personality type. 2011). ◼ Rather, an individual's circumstance - On the other hand, studies of bullying may increase one's risk of being the targets revealed inconclusive results, target of bullying. especially those that pertain to personality. ◆ For example, being part of an ◼ The insight from various researches out-group is seen as being is that the role of personality varies different and thus devalued. In with each case of bullying. as much as individuals who belong to an out-group do not ◆ While there are indeed a variety have a strong network that of victims, most fall into the provides support, they often expectation that victims are low become targets of bullying (Zapf in social competence and lack and Einarsen 2011). conflict management skills. ◼ Another interesting finding is that Social antecedents to bullying victims of bullying had little sense of - Beyond individual factors, there are social humor (Einarsen 1999). antecedents to bullying. ◆ The same conclusion was earlier - Social exchange theory (Gouldner 1960; reached by Brodsky (1976) who Blau 1964) specifies that there is a observed that victims did not tendency for a person to respond have a sense of humor who feel positively or negatively toward another bullied by perceiving practical depending on how the person is being jokes in the office as an intention treated. for them to be the laughingstock (Brodsky 1976, cited in Zapf and ◼ Thus, when a person is treated well, Einarsen 2011). the response is positive and negative otherwise. - There is a similar tendency in the Philippines for perpetrators to target those - However, there is also the tendency for who easily get irritated by jokes. individuals to maximize the effect/danger ratio (Bjorkvist et al. 1994, cited in ◼ There is a saying that goes, "Ang Neuman and Baron 2011)-that is, to pikon, talo" (those who are easily maximize the harm inflicted on others angered are losers), and indeed they while minimizing the consequent danger become the usual targets of jokes. that may ensue. - On the other hand, there are targets of ◼ Such consequences may take the bullying who do not fit the mold of those form of retaliation or social censure. who have low social competence and assertiveness because some targets are ◆ Because of this, individuals tend self-aware and high achievers. to use covert modes of aggression; if not effective, they ◼ This is another group of individuals displace this aggression to who become targets of bullying weaker victims (Neman and because they are likely to threaten Baron 2011). the self-esteem of others, most likely 9 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER - In addition, organizations adhere to but sometimes this can go sour, norms of toughness, which increase the especially if the butt of the joke is likelihood of bullying of the weak and persistently an individual who cannot reduce the likelihood that witnesses to defend oneself. bullying will do something about it (Neuman and Baron 2011). Rewards system - The rewards system is an important tool in Organizational antecedents to bullying reinforcing behavior, including bullying - At a broader level, there are also behavior. organizational antecedents to bullying. - When rewards are based on relative - Some studies relate bullying to job performance, there is an incentive for an design. Role conflict and ambiguity are individual to bully another to make sure strong predictors of workplace bullying. that one will be relatively better off in terms of performance over the person who ◼ When expectations from job are not is bullied (Salin and Hoel 2011). clear and when an individual faces conflicting demands from work, - In fact, this can be observed in schools tension, interpersonal conflict, and and universities when academic honors bullying ensues (Salin and Hoel are based on relative performance. 2011). - Moreover, when a supervisor's - In addition, the physical work performance is based on the performance environment also triggers bullying. of the team, there is also high probability of the supervisor bullying the poor ◼ Such unpleasant conditions as performers with the intention of making extreme temperatures and crowded them leave the unit or the organization. workspaces are associated with high risk of bullying to the extent that they - In addition, team-based rewards also increase feelings of hostility. encourage members to discipline one another that can sometimes lead to - Organizational culture is also an bullying to either make members improve important enabler of bullying. performance or encourage poor ◼ Indeed, bullying can only flourish in performers to leave the organization an organization when the act is not (Collinson 1988, cited in Salin 2003). punished or when the bully gets subtle or overt support from Dynamic processes management (Einarsen 1999). - Apart from work design, culture, and ◼ The movie industry and the fine- rewards systems, which are the more dining industry provide examples of stable processes and systems of an bullying of lower-ranked employees organization, there are dynamic processes by directors or chefs. that introduce a lot of uncertainties, about one's future, anxiety, or stress, that can - Bullying can also be in the form of lead to bullying. remarks said in jest. ◼ These include ◼ For example, the atmosphere in the organization is very informal where ◆ changes in structures and employees often tease one another, processes, and this can sometimes relieve tension, ◆ downsizing 10 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER - Almost always, these changes entail ◼ In as much as bullying affects the reduction in the number of layers in the target's health and mood, it ultimately organization, as well as in the total affects the organization because number of employees, including managers most likely, the targets absent and supervisors. themselves from work when their health is affected. - In order to maintain one's post in the organization, some individuals resort to ◆ However, sometimes, being aggression and bullying (Salin 2003). absent from work often escalates bullying, especially if such absence affects group Consequences of bullying performance where such is the - Bullying affects the target physically, basis of rewards. causing him or her to have difficulty in sleeping, headaches, or stomach ⚫ Even as the target reports disorders. for work despite having headaches or stomach ◼ Sleep is an important aspect of one's disorder, the efficiency of functioning inasmuch as it affects the worker is affected, energy level, performance, memory, resulting in lower and other cognitive functions. productivity and quality of work (Hoel et al. 2011). ◆ Persons who were bullied or have witnessed bullying were - In addition, when the situation becomes reported to have experienced unbearable to the target, he or she difficulty in sleeping, and such inevitably leaves the organization. problem increases with the frequency of bullying - Bullying is positively correlated with experienced (Hansen et al. turnover (Djurkovic, McCormack, and 2014). Casimir 2004). - Bullying also affects the victims' affect, ◼ Effects on turnover do not only particularly his/her negative affect involve the target; it also affects (Djurkovic, McCormack, and Casimir, those who witness it. 2004). - There is a high correlation between ◼ Negative affect includes mood states, witnessing bullying and intention to leave such as fear, anxiety, and hostility, the organization (Rayner 1999, cited in among others. Hoel et al. 2011). ◼ At the trait level, predisposes one to ◼ Witnessing bullying creates a climate experience negative emotions of fear, especially if nothing is done (Watson and Clark 1984). about it. - More generally, bullying negatively affects mental health (Verkuil, Atasay, and What can organizations do? Molendijk, 2015). - Given the significant impact of bullying on the individual and organization, the latter - Thus, bullying has both physiological and cannot afford to not do anything about it. psychological effects. - Studies have shown that organizational - Bullying affects the organization as much context can do so much to alleviate as the individual target. bullying in the organization. 11 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER - Constructive leadership, perceived expectations of their roles. organizational support, and organizational initiatives to prevent bullying in the - A review of rewards system is also in organization are found to indeed reduce order to prevent incidences of bullying. incidences of bullying; more importantly, - Periodic review and monitoring of anti- anti-bullying initiatives diminish the bullying initiatives should also be in place. negative impact of bullying on employee well-being and organizational commitment (Cooper-Thomas et al. 2013). Sexual harassment - Another form of workplace violence is - Thus, a policy on workplace bullying, sexual harassment. which clearly defines what constitutes bullying, the process of reporting bullying, - Sexual harassment is defined as "any dealing with incidences of bullying, and unwanted activity of a sexual nature that establishing clear consequences of affects an individual's employment and bullying, can be a good starting point. creates a hostile work environment" (Robbins and Judge 2013, 455). ◼ Such a policy must be communicated to employees, and its elements - In the Philippines, RA 7877 or the Anti- should be properly explained to Sexual Harassment Act of 1995 declares them. sexual harassment unlawful. - Several organizations in the Philippines ◼ The law covers employment, have policies on workplace bullying. education, or training environment. ◼ These include Bank of the Philippine ◼ The law stipulates that sexual Islands, Philippine Seven harassment is committed in the Corporation, Avon, and Robinson's covered sectors when any person in Bank, among others, despite the authority, influence, or moral absence of an anti-bullying law in the ascendancy over another demands, workplace in the Philippines. requests, or otherwise requires any sexual favor from the other, - In as much as there is no anti-bullying law regardless of whether the demand, in the workplace in the Philippines, request, or requirement for organizations that do not have a policy on submission is accepted by the object workplace bullying can adopt the of said Act (RA 7877). guidelines set in developing anti-bullying policies in Republic Act (RA) 10627 or the ◼ Implicit in the law on sexual Anti-Bullying Act of 2013. harassment is the existence of unequal power position of the target ◼ The law directs all elementary and and perpetrator. secondary schools to establish anti- bullying policies in their institutions. ◆ Thus the law specifies that the act is committed by a person in - In addition, organizations can actively authority or in a higher position. study contextual antecedents – job design, rewards system, and culture – of - From the public sector front, Resolution bullying so that these can be properly No. 01-0940, or the Administrative addressed. Disciplinary Rules on Sexual Harassment Cases (CSC 2001), prescribes the ◼ For example, apart from a job procedure for investigating and providing description, employees must be resolution of sexual harassment cases in oriented about the management's 12 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER the government sector. Consequences and impact of sexual ◼ Covered in its definition of sexual harassment harassment are peers, associates, - On the other hand, sexual harassment and clients. has serious consequences on the victim ◼ Moreover, the locale of the act is not as well as on the organization. limited to the traditional workplace - Sexual harassment negatively affects the but also includes places where work- job satisfaction of the victim, and job related activity is done, such as dissatisfaction with coworkers was higher social functions, conferences, travel, compared to job dissatisfaction with and telephone conversations, among supervisors (Willness, Steel, and Lee others. 2007). - Given the above considerations, the ◼ This finding corroborates earlier Philippine Commission on Women (PCW) findings that peers are more common seeks to expand the Anti-Sexual perpetrators of sexual harassment Harassment by redefining sexual than supervisors. harassment, including commitment of sexual harassment by peers, and - Sexual harassment is also negatively strengthening monitoring mechanisms correlated with organizational (PCW, 2013). commitment. ◼ Organizational commitment is a very What are the antecedents of sexual important attitude because it reflects harassment? an individual's desire to identify with - Understanding sexual harassment is very and remain in the organization. important before any steps to curb it can be taken. - Sexual harassment is also positively correlated with work withdrawal and job - A meta-analysis of the antecedents and withdrawal, where the relationship of consequences of sexual harassment sexual harassment to work withdrawal is showed that organizational climate is a higher than that with job withdrawal. very strong predictor of sexual harassment (Willness, Steel, and Lee ◼ This indicates that when a person 2007). experiences sexual harassment, there is a tendency to be absent from - The absence of policies, organizational or late for work or neglect work tolerance of sexual harassment, and poor altogether before the decision to implementation of policies and procedures leave the job and ultimately the in dealing with sexual harassment organization. increase the occurrence of the act. - Moreover, sexual harassment is also - In addition, the job gender context also negatively correlated with work-group showed some effect on sexual productivity. harassment. ◼ When job satisfaction and ◼ The lower the relative number of organizational commitment are women to men, the higher the risk of negatively affected by sexual sexual harassment. harassment, there is also a tendency to be late for work or miss work ◼ In occupations dominated by men, altogether. the risk of sexual harassment is high. 13 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER ◆ Thus work-group productivity is communication, merit pay, and the affected negatively. development of an employee's career (Gunnigle 1992). - In addition to its effect on attitude and behavior, it also affects the psychological - This chapter focuses on understanding and physical well-being of the victim. the foundation of employee relations and discipline by looking at the nature of employment relationships, particularly the Minimizing or eradicating sexual harassment economic and psychological dimensions. - Given the tremendous negative impact of sexual harassment on the victims, it is - While employee relations and discipline incumbent upon management to minimize, are critical to managing and supervising if not eradicate, its occurrence, especially operations, their strategic role in the that one important enabling factor is the organization is rarely optimized and is climate of the organization. often overlooked by managers (Hill 2003). - In preparing policies and guidelines on - Indeed, the quality of the relationship sexual harassment, organizations can find between employees and employers guidance in RA 7877. impacts the effectiveness and efficiency of the organization. - In addition, resolution no. 01-0940 is a useful resource even for the private ◼ When this important nexus sector. deteriorates, employees engage in counterproductive work behavior and - It is not enough that a policy on sexual other undesirable acts, which may be harassment is in place – it is important detrimental and may even pose a that it is communicated and explained to threat to the organization such as all employees. stealing from the company and - In addition, counseling services should be coworkers, sabotage, excessive made available to both the victim and the tardiness, absenteeism, spreading rumors, etc. perpetrator. - As such, managers must strategically - Cases must be handled with design work systems and formulate confidentiality and respect for both the human resource policies that facilitate the victim and the perpetrator. continuous clarification and monitoring of - Victims must be protected from retaliation the employment relationship in order to of any form, and implementation should develop mutual trust, facilitate control, and also be monitored. enhance productivity (Creed and Miles 1996). - When expectations on work roles, LESSON 2: EMPLOYEE RELATIONS AND responsibilities, rewards, and outcomes are properly managed, workers perform DISCIPLINE better, are more satisfied at work, and less likely to engage in acts which call for Employee relations disciplinary measures. - Employee relations exist as an HR function to take care of both economic and - Job performance and personal behaviors psychological concerns of individuals. of employees in the workplace are shaped by numerous internal and external factors. - The strategies taken to effect healthy employee relations are through ◼ These include their unique 14 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER understanding of the economic work," and dignity at work, potential of their employment, the which embodies how the social demands of the managers, worker is perceived and their roles in the organization, and valued as a person in the the corresponding work outcomes workplace. expected from them (Robbins and Judge 2013). ◆ To ensure that each keeps to their side of the bargain, the ◼ It is the cognitive concurrence of organization and the employee expectations and acceptance of the enter into a legally enforceable intricate interdependencies between contract, usually in writing, the organization and its employees setting the terms and conditions which cultivate the self-imposed of their relationship based on the willingness of employees to comply needs of the organization for the and to adhere to work policies and employee's specific services. rules as they perform their jobs to achieve organizational goals. - The employment relationship therefore basically conforms to the legal and organizational contexts and the personal The nature of employment relationship expectations of the employee. - Effective employee relations practices are anchored on a clear understanding of Legal protection employment relationship. - Law regulates the scope and content of an - An employment relationship is created employment relationship. when an organization hires an employee to perform certain tasks necessary to - All employment contracts must meet achieve its goals. legally imposed employment standards. ◼ This relationship is consensual and - Employment laws afford labor protection, premised on a mutually beneficial human capital development, and promote exchange between the organization industrial peace and security. and the employee. ◼ They grant workers the right to self- ◆ The organization wants the organization, collective bargaining, employee to be productive while and just and humane conditions at the employee expects to be paid work. a corresponding wage in ◼ Specifically, labor laws establish exchange for services rendered. compulsory standards, which ◆ In addition, the employee wants delineate the extent and limitations of to be valued as a person and to power of the organization over the be treated fairly, equitably, and employee and define what acts are with dignity within and outside of permissible or prohibited within and the workplace (Bolton, 2011). outside the workplace. ⚫ Bolton characterizes dignity ◆ These standards include: as a construct that is both ⚫ minimum wages, objective and subjective distinguishing between ⚫ hours of work, dignity in work, which is ⚫ facilities at work, and linked to the notion of "good 15 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER ⚫ occupational health and - According to Blyton and Turnbull (2004), safety guarantees. inherent in this legally protected relationship is the latent but persistent ◆ If either the employer or the tension between employers and employee does not meet the employees regarding expectations on standards, the aggrieved party productivity and wages, imposition of has a remedy against the other authority, and work compliance over the and is entitled to protection and course of the employment period. enforcement under the law. ◼ This divergence of interests in the employment relationship entails both Organizational context an economic aspect on the one hand - The specific form of the organization in and a psychological component on which the employment exchange takes the other. place also determines the employee relations practices. ◆ There is an economic expectation because there is a - According to Pfeffer (1982, 1992), the continuous a quid pro quo term organizational form refers to the transfer of resources between combination of strategy, structure, internal employees and employers, the control, and coordination systems that former for services rendered to constitute the organization's operating the organization, and the latter logic, resource allocation framework, and for payment for such services. mechanisms to support corporate governance. ◆ There is also a psychological aspect because employees have - Aldrich (1999) posits that organizational certain beliefs regarding the form serves three purposes. It helps reciprocal nature of the define and publicize the goals of the employment relationship. organization, controls the use of resources by managers and workers, and ⚫ When employees perceive a establishes the duties, rights, functions, difference between and roles of its members. expectations and reality, they will seek to address - Managers must see to it that the this perceived imbalance employment relationship is consistent with (Jensen, Opland, and Ryan, the nature and objectives of the 2010). organization in order to maximize the potential and contribution of each ◆ Managers and human resource employee and to facilitate the attainment practitioners must be able to of both individual and organization goals effectively manage these two and objectives. elements of the employment relationship so that they remain ◼ This consistency must result in clarity consistent with expectations and in the employee's use of company are mutually beneficial to both resources, in behaviors and attitudes parties. that must be exhibited at work and with colleagues, and in work outputs during the period of employment. The Economic contract - The first type of expectation is enshrined in the basic principle that an employee is Elements of the employment relationship entitled to a fair wage for a fair day's work 16 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER performed for the employer. ◼ They mandate minimum rights for the worker on issues such as wages and ◼ By spending a considerable portion other monetary benefits nonmonetary of his time and talent to carry out benefits such as parental and sick tasks for the employer, the employee leaves, occupational health and expects an economic return in safety, and termination including exchange for his labor. unfair dismissal. - The economic contract arises from the ◼ The different modes of employment, time an employment agreement is entered including permissible contracting and into by the employee and his employer. subcontracting, are also - This aspect of the employment distinguished and the right of workers relationship details the wages and other to self-organization and collective financially assessable benefits demanded bargaining are laid down including by the employee, accorded to him by law, guidelines on lawful industrial action. and those voluntarily given by his employer. The Formal Employment Contract - The economic contract is legally - In the Philippines, the formal employment enforceable and affords continuing contract is primarily governed by the protection to both parties against abuse by Labor Code which prescribes minimum the other. terms and conditions of employment. ◼ Because it is tangible proof of - Employment contracts ideally detail the employment rights and obligations, type of employment, job description and the employment contract must be specification, work accountability, hours of well-crafted, complete, and concise, work, wages and nonpecuniary benefits, and must use simple language so entitlements, including insurance and that it is easily understood by the retirement pay, and other employment parties. rights and obligations. ◼ However, even if the economic - There are two types of employment contract is not put into writing, an arrangements in the Philippines, regular employment relationship is and nonregular. nevertheless deemed by law to exist, ◼ A regular employee is an individual and the employee is entitled to the who is engaged to perform activities wages and other benefits promised that are "usually necessary or to him the moment he begins to desirable in the business or trade of perform services for an employer. the employer" while ◼ a nonregular employee performs Philippine Employment Legal Regime work that is project-based, seasonal, - As in most countries, the Philippines sets casual, or subject to a fixed term mandatory economic and other standards (Article 295 Labor Code, 123). governing employment contracts between employers and employees. ◆ Specific conditions apply to nonregular employment and if - Philippine labor laws establish the they are not met, there is a employment relationship and afford presumption In favor of regularity protection to employees in a number of of employment. ways. 17 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER ◼ As a requisite to regularization, an employment agreement. employee is given a period of six months to prove one's fitness to - There is an expectation that employees qualify for regular employment based must respect the persons of their on reasonable standards made employers and further their objectives at known to the employee by the all times. employer at the time of engagement. ◼ This expectation, which is deemed ◆ Once the new hire is permitted incorporated into the employment to work after the lapse of the contract by operation of law, requires probationary period, one's employees to be faithful to the probationary employment is organization, to trust that their converted into regular employers' actions and orders are employment by operation of law lawful and reasonable, and to obey (Article 296 Labor Code). such lawful and reasonable orders. - Just causes for termination include Security of tenure ◼ "(a) serious misconduct or willful - The economic contract in the Philippines disobedience by the employee of the expressly endows security of tenure to lawful orders of the employer or employees (Article 300 Labor Code). representative in connection with work; - The employers in turn are obliged to respect the dignity and person of their ◼ (b) gross and habitual neglect of employees. employment duties; - Employees are free to terminate their ◼ (c) fraud or willful breach of trust tenure anytime by serving a one-month accorded to him by the employer; advance written notice to the employer. But they are not legally obligated to give a ◼ (d) commission of a crime or offense written notice if there has been against the person of the employer or any immediate member of his family ◼ (a) a serious insult on their honor and or duly authorized representatives; person; and ◼ (b) inhuman and unbearable ◼ (e) other analogous causes" (Article treatment; and 297 Labor Code, 123-24). ◼ (c) the commission of a crime or offense against them or any of their The Psychological Contract immediate family members" (Article - The second element of the employment 300 Labor Code, 124). relationship is the psychological contract. - Rosseau (1989) defines the term Termination of employment psychological contract as the employee's - Inherent in the security of tenure belief in the mutual obligations between guarantee is the obligation of obedience, the employer and the employee. trust, and fidelity to the organization by the employees. ◼ This term was first introduced in 1960 by Argyris and its implicit character ◼ When an employee withholds such, it was later clarified by Schein in 1965, constitutes just cause and is who noted that there is an implied actionable as a breach of the contract which is derived from the 18 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER assumptions that the employee the employee concerned. makes regarding the reciprocal nature of his relationship with his - Therefore, in an organization there can be employer. as many psychological contracts formed and breached, as there are employees - The economic contract contributes to the and dyadic relationships with managers or psychological contract in that the supervisors. employee often refers to its terms and conditions as a reference or benchmark - Research has shown that workers have whenever he makes assumptions on the different types of psychological contracts organization's obligations toward him. based on their respective understandings of what has been promised to them ◼ In fact, a breach of the former will (Sparrow and Cooper 2003). lead to a psychological contract violation. ◼ Employees also respond differently to its breach or violation. - Since the psychological contract is an emotional and mental paradigm, its scope ◆ At the emotional level, is broader than the economic contract psychological contracts entail a alone and encompasses perceptions on constant process of promises, representations, obligations, renegotiation of promise transactions, and relations at work. fulfillment that can be broken or exceeded on a daily basis - In contrast to the formal contract, the (Conway and Briner 2002). psychological contract is not legally enforceable but it nevertheless functions ◼ This research found that line in the same way, as the consequences of managers were the main agents in its violations can be equally serious such the breach of the psychological as the display by the employee of contract. counterproductive and harmful work ◆ Their work is important as it behaviors in the workplace. significantly narrows the scope of the subsequent inquiry to persons with the most immediate Managing the psychological contract contact with the employee, - To manage the psychological contract, it is particularly as responses to important to understand how it is formed breach become evident only and deemed breached in the mind of the after the fact. employee. - Depending on the emotional intensity felt - A psychological contract arises when a by the employee and the importance of standing or ad hoc promise by the the promise made by the employer, employer is perceived by the employee to employee responses may be in the form have been made, which he believes to be of resignation from the organization, true, accepts and relies upon it with the complaints, and communication of the expectation that the employer will fulfill it. breach to the employer for action, ◼ When this promise is not kept, it is acceptance or silence, and exhibition of deemed to have been breached. counterproductive work behavior. ◆ As a mental and emotional phenomenon, its formation and Employee discipline and punishment breach are clearly personal to - Another important aspect inherent in 19 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER employee relations is employee discipline. behavior is informative and identifies four types of deviant behavior - It is both an aspect of the formal contract occurring at the interpersonal and as well as the psychological contract. organizational levels. - In entering into the employment ◆ Minor violations involve relationship, the employee expressly production and political accepts that whenever one violates or deviances, which can readily be breaches obligations one will be subject to addressed by the organization disciplinary measures, including and employees, while work punishment. behavior, which impact company - Discipline is commonly understood as the property and display personal process by which managers and aggression, are deemed to be supervisors correct behavioral deficiencies more serious violations. and ensure adherence to established company policies and regulations. Principles of employee discipline ◼ The purpose of discipline is primarily - Arvey and Ivancevich (1980) cite evidence to correct behavior and to assist that discipline, involving deviant behaviors employees in understanding that that are imposed progressively and in a there is either a performance proper manner, tends to result in problem or that there are improvement in employee behavior rather opportunities to enhance output and than in undesirable side effects like productivity. withdrawal or hostility by the employee. - In contrast, punishment is retributive in - A disciplinary measure is deemed meted purpose and involves the superior's out in a proper manner if it meets the application of a negative consequence or following cumulative principles: the removal of a positive consequence ◼ Notice following a subordinate's undesirable behavior, with the intention of decreasing ◆ Communication outlining the the frequency of that behavior (Butterfield, offense and description of Treviño, and Ball 1996). measure to be imposed ◼ Despite its negative connotation, the ◼ Clear rationale use of punishment or its threat as a corrective technique is a common ◆ Clear, unambiguous reasons phenomenon and very effective in why the measure was imposed organizational settings. and advanced notice on future consequences if the behavior is - Punishment is the most frequent method repeated employed by managers and supervisors as a form of discipline to align deviant ◼ Predictability behavior of employees that are deemed to ◆ Prompt and certain imposition of have violated important organizational the measure. policies, rules, and norms, and in so doing threatens the well-being of the ◼ Consistency organization and its members. ◆ Assurance that similar offenses ◼ As to what constitutes deviant will be met with like sanctions. behavior, Robinson and Bennett's (1995) typology of deviant work ◼ Objectivity 20 This reviewer is not for sale.  STRATEGIC HUMAN RESOURCE MANAGEMENT FINAL REVIEWER ◆ Measure is imposed without to both parties. personal bias and in accordance with a well- defined, formal ◼ Thus, an important aspect of process. employee relations is obtaining an open communication between ◼ Progressiveness