Employee Retention

1. HUMAN RETENTION
Orientation
Occupational Safety & Health
Motivation
Appraisal

2. Orientation
Chey Cipriano Collado
First Reporter

3. Purpose of Orientation
Orientation is a set of activities such as familiarizing
new employees with the company rules, policies &
procedures with the view of making the employee
well-adapted to the work environment.
What is Orientation?
1. It creates an initial favorable impression.
2. It enhances interpersonal acceptance.
3. It helps the new recruit adjust himself to the job.

4. Levels of Orientation
Who is responsible for
Orientation?
1. Organizational
2. Departmental & Job Orientation
1. The Chief Executive Officer (CEO)
2. The Head of the HR Department
3. The Supervisor of the new employee

5. Organizational Orientation
1. Company’s overview
2. Key policies & procedures
3. Compensation
4. Fringe Benefits
5. Safety & Accident prevention
6. Employee & Union relations
7. Physical Facilities
8. Economic Factors

6. Departmental & Job Orientation
1. Functions of the Department
2. Job duties & responsibilities
3. Policies, procedures, rules &
regulations
4. Tour of the department
5. Introduction to Department
employee

7. HRD FORM

8. How Orientation Programs are Presented?
1. Classes
2. Meetings
3. Tour of the company offices/ plants
4. Films
5. Employee handbook
6. Information Leaflets
7. Slides
8. Charts

9. Occupational Safety &
Health
Chey Cipriano Collado
First Reporter

10. SAFETY & HEALTH
What is Health & Safety?
Health – refers to the condition which
indicates that a person is free of illness,
injury or mental & emotional problems that
impair normal human activity.
Safety– freedom from danger or
risk.

11. Who is responsible for Health & Safety?
• Every personnel
• Managers & Supervisors
• Safety Specialists
Causes of Accidents & Illnesses
in the Workplace
1. Tasks
2. Working conditions
3. Nature of employees

12. Poor Working
Conditions
1. Inappropriate design of the building
2. Incorrectly installed machines
3. Lack of protective gear
4. Fatigue resulted from long work hours
5. Noise
6. Poor lighting
7. Boredom
8. Fighting
9. Daydreaming
10. Alcoholism

13. Accident Repeaters – persons who have
more accidents than the average
Preventing Accidents
1.Employee selection
2.Employee training
3.Safety Incentive Programs
4.Safety Audits
5.Accident Investigation
6.Safety Committees

14. Protecting Employee Health
1. Maintaining a healthy work environment.
2. Adaptation of the preventive approach to health
maintenance
3. Maintaining health services
Preventive Approach to Health
Maintenance
1. Better nutrition
2. Regular exercise programs
3. Abstinence from smoking & alcohol
4. Stress counseling
5. Annual physical Examination

15. Stress Management
Stress – it is the strain a person experiences from
the pressure of the outside forces.
Types of Stress
1. Physiological – effects of the stressor include
chemical, neurological or any general body
response
2. Psychological – affects the emotional,
behavioral, mental or social aspects of an
individuals health

16. Stress Indicators
1. Prolonged unhappiness or boredom
2. Explosive anger in reaction to minor difficulties
3. Pessimistic view of life
Emotional Indicators
Behavioral Indicators
1. Insomnia
2. Difficulty in concentrating
3. Feeling of hyperactivity
4. Excessive use of alcohol or drugs

17. 4 Stages of Stress
1st
Stage – trembling, twitching, foot/ finger tapping
2nd
Stage – sweating palms, nausea, nervous stomach, rapid
breathing
3rd
Stage – variable heartbeat rate, erratic blood pressure, over
secretion of stomach acids, breath holding
4th
Stage – headaches, ulcers, asthma, hypertension
Potential Sources of Stress
1. Environmental
2. Organizational
3. Individual

18. Individual Approaches to Stress Mgt
1. Increase physical exercise
2. Relaxation training
3. Expand the social support network
Organizational Approaches to Stress Mgt
1. Implementing sound HRM practices like:
a. effective selection & training
b. clearly written job descriptions
c. clearly stated job performance expectations
d. effective rewards system
2. Increasing formal organizational communication
3. Increasing employee involvement in decision-making
4. Redesigning jobs

19. Organizing for Safety & Health
1. As separate units in any organizational level
2. As combination units in any organizational level.
Prior evaluation of health & safety programs, the ff must be in
place :
1.A reliable recording system concerning accidents & illnesses
2.An effective reporting system
3.Well-developed rules & procedures
4.A system of rewards for effective management of the health
& safety function
Evaluating Health & Safety Programs

20. Occupational Health & Safety Law
The Government incorporated in the Labor Code a pertinent
Chapter ( Chapter II, Occupational Health and Safety) This
consists of four articles (Articles 162-165), which deal with the
following:
1. The mandatory enforcement of occupational health and
safety standards;
2. The development and implementation of training
programs relating o occupational safety and industrial
health; and
3. The assignment of the DOLE as the administrator and
enforcer of occupational safety and health laws,
regulations and standards
SOURCE: Personnel and Human Resource Management by Dr. Roberto
Medina

21. Motivation
Jaana G. Tamayo
Second Reporter

24. Motivation
-- The pro cess by which a perso n’ s effo rts
are energized, directed, and sustained
to ward attaining a go al.
Key Elements
• Energy – intensity, drive, vigor
• Direction – consistency with org’s goals
• Persistence – continuous effort
-- Taken fro m the base wo rd “ mo tive”
which means
so mething that causes a perso n to act.
Behavio r = reward
Webster’s New Collegiate Dictionary
Management 11th
Edition, Robbins and Coulter

25. What are Rewards?
In mo st cases, mo tivatio n co mes
fro m so me need that results in
so me type o f reward when
the need is fulfilled.
Intrinsic rewards – derived fro m
within
Extrensic rewards – so mething
tangible which is given by ano ther
perso n o r o rg (eg bo nuses, praise)

26. MASLOW’S
HIERARCHY
OF NEEDS (1954)
ALDERFER’S ERG
THEORY (1972)
HERZBERG’S TWO
FACTORY
THEORY (2003)
MCCLELLAND’S
ACQUIRED NEEDS
THEORY (1985)
-Coined as…
“satisfaction
progression “
- Needs progress
from the lowest,
subsistence-needs
level needs to
highest level of
self-awareness
and actualization.
Levels Of Needs:
• Physiological
•Safety
•Belongingness
•Esteem
•Self-actualization
-Drew upon Maslow’s
theory but suggested
that indivs are
motivated to move
back and forth through
the levels in terms of
motivators
- frustration-regression
principle: indivs move in
and out of diff levels
depending on whether
their needs are met
Level of Needs:
•Existence
•Relatedness
•Growth
Also modified
Maslow’s Theory
and consolidated
down to just 2 areas:
Hygienes - lower level
motivators which
included admin,
supervision, intrprsonal
relationships, working
conditions and security
Motivators - focused
on higher level such as
achievment, work,
responsibility and
growth
Needs are not innate
but are learned or
developed through life
experiences
Level of Needs:
•Need for Achievemnt
•Need for Affiliation
•Need for Power
Needs-Based Theories of Motivation

27. Extrinsic Factor Theories of Motivation
Reinforcement Theory B.F Skinner (1953)
• Positive reinforcement – reward
• for positive behavior
• Nega reinforcement – reward
avoidance of bad behavior
• Punishment - conseq for -
behave
• Extinction – removal of reward for
nega behavior
Behavio r is a functio n o f its co nsequences.
Co nsequences that fo llo w a behavio r and
increase the pro bability o f a behavio r to
be repeated are called “reinforcers”.

28. ADAM’S EQUITY THEORY
(1963)
VROOM’S EXPECTANCY
THEORY (1964)
LOCKE’S GOAL SETTING
THEORY
EQUITY is the concept of
fairness and equitable
treatment of an employee
compared to others who
behave similarly w/n an
organization
An individual will act a certain way
based on the expectation that it
will be followed with a given
outcome and on the
attractiveness of that outcome.
By establishing goals,
individuals are motivated to
take action to achieve those
goals and that difficult goals,
when accepted, result in
higher performance
If the employee feels that
he/she is under or over
rewarded causing
inequity, it may result to
higher or lower
productivity, increased
absenteeism or voluntary
resignation.
Linkages:
a)Expectancy or effort-
performance
b)Instrumentality or performance-
reward
c)Valence or attractiveness of
reward
Intrinsic Factor Theories of Motivation

29. F. TAYLOR’S SCIENTIFIC
MANAGEMENT THEORY
MCGREGOR’S THEORY X
AND THEORY Y
OUCHI’S THEORY Z
Focused on studying job
processes, determining
the most efficient means
of performing and in turn
rewarding employees
Assumes that people are
motivated and able to
continuously work hard
and should be paid based
on the amount and quality
of work done.
Theory X – a negative view
that workers have little
ambition, dislike work, want
to avoid responsibility, and
need to be closely controlled
to work effectively
Theory Y – a positive view
that employees enjoy work,
seek out and accept
responsibility and exercise
self direction
Rooted in the idea that
employees who are
involved in and committed
to an organization will be
motivated to increase
productivity.
Based on the Japanese
approach in mgt and
motivation, Z managers
provide rewards such as
long term employment,
promotion, participatory
mgt et al.
Management Theories of Motivation

30. Incentives and Rewards
Motivation results from a combination of
incentives that which can be intrinsic or
extrinsic
So what can a manager provide under
These types of rewards?

31. Extrensic Rewards
• Money
• Benefits
• Flexible schedules
• Job responsibilities
and duties
• Promotions
• Change in status
• Supervision over
others
•Praise and Feedback
•A good boss
•A strong leader
•Other inspirational
people
•A nurturing organization

32. Intrinsic Rewards
Accdg to Manion 2005
• Healthy relationships – employees develop a sense
of connection
• Meaningful work – where they feel they make a
difference in people’s life
• Competence – they can develop skills enable them to
perform at or above standards
• Choice – they are encouraged to participate in the org
in diff ways taking part in decision making, prob
solving, etc.
• Progress – where the development of a task is well
facilitated and celebrated uponcompletion

33. Current Issues in Motivation
• Motivating in Tough Economic
Circumstances
• Managing Cross-cultural motivational
challenges
• Motivating Unique Groups of Workers

34. Motivational Strategies
Accdg Nancy Shanks
• Expect the best
• Reward desired behavior
• Create FUN (focused,
unpredictabe and novel)
approach
• Reward employees in ways
that enhance performance
and motivate them
• Tailor rewards
• Focus on revitalizing
employees
• Get subordinates to take
responsibility for their own
motivation
• Play to employees’
strengths, promote high
performance and focus on
how they learn