TRAINING AND

DEVELOPMENT,
COMPENSATION/WA
GES AND
PERFORMANCE
EVOLUTION; AND
EMPLOYEE
RELATIONS
CONDUCTING
THE TRAINING
NEEDS
Training needs assesment must be done

ASSESMENT
systematically in order to ascertain if
there is a need for training.
Manager must first try to observe the business
condition and the economic, strategic and
technological changes that are happening in
the organizations, task and persons
individuals,as all these are determinants of
training types required for the maintenance of
the firm’s stability.
WHAT ARE THE
DIFFERENT
LEARNING
Modeling
PRINCIPLES?
the use of personal behavior to demonstrate
the desired behavior or method to be
learned.
Feedback and reinforcement learning
by getting comments or feedback from
traineesthemselves, from trainers, or
fellow trainees, which can help the
individual realize whatthey are doing
wrong; reinforcement is accomplished
through verbal encouragement or by giving
rewards such as prizes, awards, and
others.
WHAT ARE THE
DIFFERENT
LEARNING
Massed v. distributed learning

PRINCIPLES?
- learning by giving training through either
few, longhours of training (massed) or series
of short hours of training (distributed).

Goal-setting
learning through the explanation of training
goals and objectives by thetrainers to the
trainees.
WHAT ARE THE
DIFFERENT
LEARNING
PRINCIPLES?
Individual differences
– training programs that take into
account and accommodate the
individual differences of the trainees
in order to facilitate each. person’s
style and rate of learning.
WHAT ARE THE
DIFFERENT
LEARNING
PRINCIPLES?
Active practice and repetition
–learning through the giving of
frequent opportunities totrainees to
do their job task properly.
WHAT ARE THE
DIFFERENT
LEARNING
PRINCIPLES?
Designing the Training Program-
This phase involves stating the
instructional objectives that describe
the knowledge, skills and attitudes
that have to be acquired or enhanced
to be able to perform well.
WHAT ARE THE
DIFFERENT
LEARNING
PRINCIPLES?
Implementing the Training
Program
- various types of training program
implementation include on-the-job
training, apprenticeship training
classroom instruction, audio-visual
method, simulation method and
e-learning.
WHAT ARE THE
DIFFERENT
LEARNING
Evaluating the Training
PRINCIPLES?
- the positive effects of the training program may be
seen by assessing the participants’ reactions, their
acquired learnings and their behavior
aftercompleting the said training, the effects of
training may also be reflected by measuring
thereturn on investment (ROI) or through the
benefits reaped by the organization, which
wereabout by their training investment.
COMPENSATION/
WAGES AND
PERFORMANCE
Compensation/wages and performance
evaluation are related to each other because

EVALUATION
theemployees’ excellent or poor performance
also determines the compensation given to
them,after considering other internal and
external factors like the actual worth of the
job,compensation strategy of the
organization, conditions of the labor market,
cost of livingand area wage rates among
others
TYPES OF COMPENSATION
DIRECT COMPENSATION
include workers’ salaries, incentive pays,
bonuses andcommissions.

INDIRECT COMPENSATION
includes benefits given by employers other than
financial remunerations; for example: travel,
educational and health benefits and others.
NONFINANCIAL COMPENSATION
includes recognition programs, being assigned to do
rewarding jobs or enjoying management support,
ideal work environment and convenientwork hours.
COMPENSATION:
A
MOTIVATIONAL
FACTOR
Compensation pay PAY EQUITY EXPECTANCY

EMPLOYEES
presents a reward that an
employee receives for
related to fairness; the
Equity Theory is a
THEORY
another theory of
motivation which predicts
good performance that motivation theory
focusing on employees’ that employees
contributes to the aremotivated to work well
response to the pay that
company’s success. In they receive and the because of the
attractiveness of the
relation to this, the feeling that they receive
less or more that they rewards or benefits that
following must be deserve. they may possibly receive
considered: from a job assignment.
BASES FOR
COMPENSATION
PIECEWORK BASIS
when pay is computed according to the number of
units produced

HOURLY BASIS
when pay is computed according to the number of work
hours rendered.

DAILY BASIS
when pay is computed according to the number of
work days rendered.
BASES FOR
COMPENSATION
WEEKLY BASIS
when pay is computed according to the number of
work weeks rendered

MONTHLY BASIS
when pay is computed according to the number of work
months rendered.
ANALYZING
FINANCIAL RATIOS
ENGAGED
negative feelings are overcome, employees will be able to
work better toward the achievement of their organization’s
goals
NOT ENGAGED
Employees who are essentially “checked out”, they put
time, but notenergy or passion into their work.

ACTIVELY DISENGAGED
Employees who are not only unhappy at work, but also
actout their unhappiness, they undermine what their
engaged coworkers accomplish.
 STEPS IN
UNION
ORGANIZING
Terry Moser, an expert union organizer, was credited by Snell and Bob lander
(2011) forthe following union-organizing steps:

STEP 1. STEP 2. STEP 3.

Employee/ Initial Formation of

union organizationa in-house
l meeting organizing
contact
committee
 STEPS IN
UNION
ORGANIZING
Terry Moser, an expert union organizer, was credited by Snell and Bob lander
(2011) forthe following union-organizing steps:

STEP 4. STEP 5.
If enough employees
End of union support the union
movement, the organizer
organizing requests for
arepresentation election
or certification election
GRIEVANCE
PROCEDURE
The grievance procedure is a formal
procedure that authorizes the union to
represent its members in processing a
grievance or complaint. Such grievance must
be expressed orally or in writing to the
employee’s immediate supervisor and the
union steward. If the immediate supervisor
shows willingness to discuss the complaint
with the employee and the union steward, the
grievance may be resolved immediately.
REWARDS
SYSTEM
Organization offer competitive rewards
systems to attract knowledgeable and skilled
people and to keep them motivated and
satisfied once they are employed in their firm.
Further, rewards promote personal growth and
development and present fast employee
turnover. Managements offer different types
of rewards. Monetary reward- rewards which
pertain to money, finance or currency.
THE REWARD
SYTEMS;
MONETARY
REWARDPAY/SALARY BENEFITS INCENTIVES
indirect forms of compensation
rewards that are based upon a pay-for-
financial remuneration given in given to employees/workers for performance philosophy; it establishes
exchange for work performance the purpose of improving the a baseline performance level that
that will help the organization quality of their work and personal employees or groups of employees
attain its goals; examples, lives; health care benefits, must reach in order to be given such
weekly, monthly, or hourly pay, retirement benefits, educational reward or payment; examples:
pieceworkcompensation, etc. benefits, and others are examples bonuses, merit pay, sales incentives
of these. etc.
THE REWARD
SYTEMS;
MONETARY
REWARD
EXECUTIVE PAY STOCK OPTION
a compensation package for are plans that grant employees
executives of organizations the right to buy a specific number
which consistsof five of shares of the organization’s
components: basic salary, stock at a guaranteed price
bonuses, stock plans, benefits during a selected period of time.
and perquisites.
THE REWARD
SYTEMS;
NONMONETARY
REWARD AWARD PRAISE
nonmonetary reward that may be a form of nonmonetary,
given to individual employees or intrinsic reward given by
groups/teams for meritorious service
superiors to their
or outstanding performance;
trophies, medals or certificates of
subordinates when they
recognition may be given instead of express oral or verbal
cash or extrinsic rewards. appreciation for excellent job
performance.