MBA 206

HUMAN RESOURCE
MANAGEMENT
Daniella Mariz Lamptey
 1. What are Flexible Work Schedules?
There are three major types of work schedule flexibility - flexible work hours,
flexible work schedules, and flexible work locations.

a. Flexible work hours are temporary changes in an employee's regular work

schedule to adjust for a planned or unplanned, short-notice, or sporadic event.
The flexibility helps the employee to avoid working more than 40 hours in a
workweek or to avoid having to take paid or unpaid time off for an absence.
Any flexible work hour adjustment is at the total discretion of management and
is not grievable.
b. Flexible work schedules are adjustments to the employee's regular
work schedule on a recurring or occasional basis to respond work/life
needs of an employee or operational needs of the department or
university. The revised schedule must be in writing and continue to
support the operational needs of the organization and allow for
appropriate oversight of the employee's work. Flexible work schedule
adjustments may be revised or revoked by management at any time.
c. Flexible work locations are adjustments to the employee's regular
worksite on short-notice or on a recurring basis to respond work/life needs
of an employee and/or operational needs of the organization. The alternate
location schedule must continue to support the needs of the organization and
allow for appropriate oversight of the employee's work. Flexible work
location adjustments may be revised or revoked by management at any time.
 How does Flexible Work Schedules work?
Different work units may have different procedures for requesting adjustments to work schedules. Human Resources is available
to assist both management and employees in identifying possible flexible schedules. Issues that should be addressed in requesting
a flexible schedule include:
1. The organizational and/or work/life benefits of the proposed schedule
2. A plan for continued fulfillment of work expectations, including:
• How communications with co-workers, customers, and the manager will occur during work hours outside the regular schedule
• How customer or organizational needs that arise during the employee's absence will be handled

3. Willingness to be flexible, make any necessary changes, or consider alternative proposals to ensure the success of a flexible
schedule
 How does Flexible Work Schedules work?
For teleworking, the employee and his/her supervisor must ensure that the teleworking schedule adheres to all University policies that
would also apply to the employee at a University work location. Specifically, teleworking schedules must comply with:
• 70-30 work-from-home policy - Since 1 April 2022, companies under the Information Technology and Business Process Management
(IT-BPM) sector* follow a 70-30 hybrid work model. It means:
70% of the company’s total workforce must report onsite
30% of the total workforce can still work from home

• 100% work-from-home option - Firms under the IT-BPM sector can enjoy a 100% WFH setup without the risk of losing tax benefits
by transferring their registration from PEZA to the Bureau of Investments (BOI).
• Telecommuting Law in the Philippines
• On top of these, employers should also ensure fair treatment for telecommuting employees. Like on-site employees, remote employees must also receive:
• A rate of pay, including overtime and night shift differentials
• Rest periods, regular holidays and special nonworking days
• The same or equivalent workload and performance standards as on-site employees
• Similar access to training and career development opportunities
• Relevant training on the technical equipment at their disposal
• The same collectible rights
• Opportunities to meet with colleagues regularly to prevent the employee from being isolated from the rest of the working community
• Access to relevant company information

• Amending the rules - “The terms and conditions of telecommuting shall not be less than minimum labor standards and shall not in any way diminish or impair the terms
and conditions of employment contained in any applicable company policy or practice, individual contract, or collective bargaining agreement.”
 Does Flexible Work Schedules benefit the company?
Benefits: Disadvantages:
Flexible schedules tend to be more successful when they meet Some flexible work schedules may not be the best solution for
both the employee's personal needs in balancing work and particular work/life needs, or scheduling needs of the
life and the department’s operational needs in providing department, or optimal achievement of the company’s
efficient and effective services. Some benefits of flexible strategic goals and objectives:
work schedules may include:  Reduced face-to-face time may cause a loss of work unit cohesion
 Reduced commuting fuel costs  Some employees may feel distanced from the social aspects of working in a central
 Increased transportation options and parking availability location

 Reduced stress through the ability to better balance work and personal responsibilities  Working from home may result in greater distractions and lowered productivity

 Improved morale and productivity resulting from matching work time and employee  Working from home may blur the boundary of work time and personal time
work style  Some employees may feel "dumped on" in accommodating the flexible schedules of
 Longer blocks of time away from the office without reduction to employee leave balance other employees in the work unit

 Extended service hours with minimal to no increase in budget or overtime expense  Conflicting requests by multiple employees make some requests difficult to
accommodate
 Reduced absences and tardiness by finding a more agreeable start/stop time
 Tracking employee work time becomes more complex
 Reduced loss of work product due to mild illness
 Direct observation by supervisor of employee work becomes more difficult
 Enhanced recruitment and retention through "family-friendly" management practices
 Management of time worked for wage-hour non-exempt employees becomes more
 Greater flexibility in available office space or equipment due to shifts in peak use difficult
 Increased opportunities for cross-training due to some shared job duties and coverage  Direct costs of some teleworking schedules (furnishings, communications) may not be
adjustments offset by increased productivity, reductions in central work location resource
 Longer blocks of personal time when the university may not be holding classes or requirements, or decreased commuting costs.
reduced number of classes, such as a summer 4-10 work schedule.
• Increases cost of workers' compensation claims since the numbers of off campus worksites
increase to include the home or other off campus locations.
 2. Identify at least five key differences between traditional workforce planning
(succession planning) and strategic workforce planning (SWFP). Briefly discuss
each and its important uses.
Traditional Workforce Planning Strategic Workforce Planning
(Succession Planning) (SWFP)
• The traditional approach focuses primarily on administrative tasks and routine • The strategic approach focuses on aligning human resources with the organization's
activities related to human resources. It is often transactional and reactive in nature, overall strategic goals and objectives. It emphasizes the strategic value of employees
aiming to ensure compliance with employment laws and regulations. and seeks to leverage their skills and capabilities to gain a competitive advantage.
• The primary objective of traditional HRM is to handle day-to-day HR operations • The main objective of strategic HRM is to contribute to the achievement of the
efficiently. This includes activities such as recruitment, selection, compensation, organization's strategic goals. It aims to develop and implement HR strategies that
benefits administration, and performance management. enhance organizational performance, employee engagement, and long-term
competitiveness.
• Traditional HRM tends to adopt a functional approach, focusing on specific HR
functions and tasks in isolation. It often operates in silos, with limited integration • Strategic HRM takes a holistic and integrated approach. It recognizes the
between HR and other departments. Decision-making is typically top-down and interdependencies between HR functions and their impact on organizational success.
hierarchical. It promotes cross-functional collaboration, integration of HR with business strategy,
and the involvement of HR professionals in strategic decision-making.
• The traditional approach is more short-term oriented, focusing on immediate
operational needs and solving current HR issues. It may lack long-term planning and • The strategic approach takes a long-term perspective, considering the future needs of
forecasting. the organization. It engages in strategic workforce planning, talent management, and
succession planning to ensure a sustainable supply of skilled employees.
• In the traditional model, HR is often seen as an administrative function responsible
for enforcing policies and procedures, ensuring legal compliance, and maintaining • Strategic HRM positions HR as a strategic partner to the organization. HR
employee records. professionals play a key role in contributing to business strategy, identifying talent
needs, fostering employee development, and creating a positive work culture.
• Success in traditional HRM is often measured by the efficiency of HR processes,
such as time taken to fill vacancies, compliance with legal requirements, and cost • Success in strategic HRM is measured by the impact of HR initiatives on
control organizational performance and competitiveness. Metrics may include employee
engagement levels, productivity, talent retention, and alignment of HR practices with
business outcomes.
 3. Describe the two possible selection errors (False Positive and False Negative)
that can result from the selection process of human resources. Which error is more
severe, and why?

The False Positive Error The False Negative Error

• An organization that makes a false positive • In the case of false negative error, an applicant who would
error incurs three types of costs. The first type have succeeded is rejected because failure was predicted.
Most false negative selection errors go unnoticed, except
of costs are those incurred while the person is when the applicant is a member of a protected class and
employed. These can be the result of files a discrimination charge. Costs associated with this
production or profit losses, damaged public type of error are generally difficult to estimate. A situation
relations or company reputation, accidents in which the impact of both false positive and false
negative selection errors can be detected and measured,
due to ineptitude or negligence, absenteeism, however, is in professional sports such as football and
etc. The second type of costs are those basketball. Here, coaches and scouts analyze game films,
associated with training, transfer, or physical statistics, scouting reports, and other data and
terminating the employee. Costs of replacing decide whether they wish to draft a particular player. If
they draft the player and his performance fails to meet
the employee, the third type of cost, include expectations, a false positive selection error has occurred.
costs of recruiting, selecting, and training a Suppose, however, a team decides against drafting a
replacement. Generally, the more important player and another team chooses the individual. If the
the job, the greater the costs of the selection player subsequently turns out to be a star, the first team's
error. rejection represents a false negative selection error.
 4. Explain the difference between disparate impact and disparate treatment in the
workplace and provide an example of each. Describe fully the differences and
similarities if there are any.
Disparate impact = unintentional Disparate treatment = intentional
discrimination discrimination
Example of disparate impact: hiring more men than women as Example of disparate treatment: providing higher pay to men than women for
construction workers as a result of physical height or strength performing the same job (intentional discrimination)
(unintentional discrimination). As an HR manager, you can support this in a number of ways:
Disparate impact means that, despite the absence of explicit • Create clear policies that ensure fair treatment for all. Make sure you promote
discriminatory intent, a certain company policy, practice, or decision equality at all stages of the employee lifecycle: selection and hiring, promotions,
has a disproportionately negative effect on a member of a protected performance reviews and terminations.
class – a specific group of individuals, often defined by • Review and update your policies on a regular basis. Consult your legal department
characteristics such as race, gender, age, or other protected attributes. to make sure all your policies and practices align with any updated legal
requirements.
According to Title VII of the Civil Rights Act of 1964, a protected
class is described as “applicants, employees and former employees • Develop and nurture a culture of Diversity, Equity and Inclusion (DEI) at all
who are protected from employment discrimination based on race, levels of your company. This will help all groups of employees feel included and
reduce the chances of them making claims of discrimination.
color, religion, sex (including pregnancy, sexual orientation, or
gender identity), national origin, age (40 or older), disability and • Establish clear diversity metrics to help you track the progress of your DEI
genetic information (including family medical history)”. initiatives. If you’re not sure where to start, then you can download
Factorial’s free diversity metrics eBook. This will give you all the information
you need to create a culture of belonging and inclusion in your workplace.
• Offer diversity training to all your managers so that they understand what
disparate treatment is and what the consequences of discriminatory claims might
be.
• Provide employees with clear, safe and confidential ways to discuss any concerns
they might have about workplace discrimination
5. What are the products of an effectively performed job analysis? How does a job analysis support
the various Human Resources Management functions (Recruitment and Selection, Training and
Development, Performance Appraisal, Compensation Management, and Legal Compliance)? Give
examples and describe.

• The information gathered from the job analysis is used to develop both
the job description and the job specifications.
• A job description is a list of tasks, duties, and responsibilities of a job.
Job specifications, on the other hand, discuss the skills and abilities the
person must have to perform the job.
• The two are tied together, as job descriptions are usually written to
include job specifications.
• A job analysis must be performed first, and then based on that data, we
can successfully write the job description and job specifications. Think of
the analysis as “everything an employee is required and expected to do”.
Job analysis helps and support organizations improve employee engagement, efficiency, and productivity,
enabling them to achieve operational and strategic objectives. Organizations can use the information from
the job analysis to:

•Create detailed and accurate job postings that attract the skills and competencies you need.
•Improve decision-making when recruiting and hiring new employees by easily tracking candidates with
the required qualities and qualifications for the job.
•Develop effective employee development plans by identifying the skills the employees lack to perform a
job successfully.
•Plan and conduct more effective performance reviews based on a good understanding of the duties and
nature of the job. It will improve employee performance and engagement.
•Determine the content of a job and its value to the company to offer fair compensation packages.
•Assess risks associated with a job and implement safety measures to avoid safety violations.
For example, a job analysis conducted for such growth purposes will involve more senior stakeholders,
more budget, and take more time compared to a job analysis for creating a simple job description.