HBO MIDTERM REVIEWER
secure to contingent
Chapter 1 - Political, Economic, Environmental,
and Cultural Influences on Organizational
Behavior
Organizational Psychology/Behavior – Aims to
bring knowledge about human behavior at work
- Frederick Taylor – Scientific Management
- Elton Mayo – environmental factors that affect
productivity
Facets of worklife
- Lilian & Frank Gilbreth
- Kurt Lewin
- Abraham Maslow – Hierarchy of Needs
- Frederick Herzberg
- Douglas McGregor – Theory X & Y
Organization – social entity, made up of people that
agree on, and work towards goals
- Designed to have structures and coordinated
systems
- External environments : Customers, Suppliers,
Competitors, even Government
Organizational Model
The Changing Work Landscape
- Workplace has undergone tremendous
transformation
o Demographics of workers
worldwide (increasing number of
foreign workers, an ageing
workforce in some economies, and
in others, entry or workers in their
twenties)
- Nature of employment has shifted from
- Competency requirement demanded now
focus more on knowledge and less on skills
- Successful practices become obsolete or
irrelevant much faster than in the past (due
to vast change in workplace)
- Psychology & management researchers, as
well as IO (Industrial-Organizational)
psychologists worked through a strict
adherence to scientific principles.
o Which aids in the improvement of
organizational effectiveness and
increasing understanding of human
behavior
The Impact of Globalization, Technology and
Economics
Technology – globalization’s driving force;
interconnectedness of people around the world
1. Helped make organizations more efficient
and innovative
2. Improved capacity to survive and compete
Globalization - Ease of movement of trade and
information in the global market
- Allowed affordable services and products to be
available in the market
- Access the world’s resources
Employee’s Response
- Stopped perceiving their companies they
work for as permanent (significant decline in
employee loyalty and commitment)
- Shifted from being dutiful and reliable to
being creative, flexible, and innovative
- Must learn the ability to manage and assess
the influx of information
- Own responsibility for their own
development
New Organizational Context
- Organizations to become a place where their
members can grow rather than just being the
resources
 - Employees utilized in a manner that allows
them to generate ideas rather than work
physically
- Jobs designs that allows employees’
continuous growth and learning
- Create programs to develop employees’ soft
skills
- Continuous technological upgrade
- Spending too much time at work leads to
lower levels of performance (specifically
when they feel that they are not in control of
the situation)
Changing the Landscape and the Filipino Worker
- Competition from neighboring countries
with lower labor cost
- 30% outsourced business due to large pool
of computer literate college graduates with
American English communication skills
65% of the population (ages 15 to 64) =
educated workforce
Changes in the Workplace
- Rise (IT & BPO) or Fall (manufacturing) of
Job Opportunities
- Stricter Quality Standards and Work Ethics
– employees are expected to satisfy all
demands from customers and management
- Faster Work Pace – stricter delivery
standard (innovation and efficiencies
- Ubiquitousness (presence) of Technology,
New Competencies Required –
“computeracy”, “tech savvy”
- 24/7 Accessibility – mobile gadgets that
makes employees accessible anytime,
anywhere
- Diverse Employee Profile – accommodation
to conflict resolution
- Decline of Union Activities – 1st time
employees and young professionals who are
hesitant to complain or unaware of labor
rights
How Filipino Workers feel about the Changes
- Higher incidents of stress
- Feeling of insecurity
- Ability to adapt – optimism, freedom, and
autonomy
- Confused about the situation, anxious about
the future, and demotivated by lack of
clarity and direction
- Happy and appreciative of the opportunities
presented to them
Three Different Scenarios for Filipino
Organizations in a Globalized World
1. Companies that thrive in competition –
Frequently respond with novel intentions
2. Hit by global competition and face closure –
revisit and refocus their business strategy
3. Companies that thrive but can’t keep up –
viable and act proactively but approach
growth with caution
Reflections on the Paradoxes of Changing Work
Landscapes
- Ironies presented in various organizations
- Use of technology – accessibility to mobile
devices and health hazards
Filipino Work Values
Filipinos – most emotional, happiest and most
resilient
1. Power Distance – deference to authority
2. Individualism-Collectivism – “we”
3. Masculinity/Femininity – representation of
wanting to be the best or liking what you do
respectively
4. Uncertainty Avoidance – openness to
accepting ambiguity allows them to be more
flexible, open to change, and prepared to
face adversity (Bahala Na)
5. Long Term Orientation - shows great
respect for traditions (sigurista, pakiramdam,
pagsangguni, paghihikayat, pagkakasundo,
pagkakaunawaan, tiwala, sigla, kaya,
kagalingan), overlapping personal with work
life
Chapter 2 - An Introduction to
Industrial/Organizational Psychology
History and Development
-Development of Personnel and Industry Psychology
- Willhelm Wundt – founded the 1st
psychological laboratory in 1876 (father of
experimental psychology)
- Wundt trained Hugo Munsterberg –
interested in job design and selection of
streetcar operators
- Walter Dill Scott & Walter Van Dyke –
developed methods for selecting and training
sales personnel
- Large scale of recruitment during WW2 –
Robert Yerkes and team of psychologists
created instruments (Army Alpha and Beta)
- BF Skinner – operant conditioning
(function of consequences), effects on the
design of training and development,
employee rewards and employee discipline
Human Relations Movement
system
- WWI/ Great Depression – application of
psychological tools and techniques for
military and private industries
- Coming Depression and Unemployment –
labor unions were legalized in US and
enacted its Magna Carta of Labor in 1935
(rise of labor relations movement and
unionism)
Scientific Management and Organizational
Management
- Adam Smith (Economist) – noted that
division of labor raised productivity by
increasing workers skills and saving time
lost in changing task. Paved way for
development of assembly-line production
processes that are still used today
- Charles Babbage (Mathematician) –
expanded on the virtues of division of labor.
Division of labor can be applied to mental
work (foundation for the specialization of
professions in today’s world)
- Henri Fayol (Industrialist) – managers
perform 5 functions: planning, organizing,
commanding, coordinating and controlling.
- His principles of management serves as
foundation in leadership education today:
1. Division of Work
2. Authority
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Renumeration
7. Centralization
8. Chain of Command
9. Order
10. Equity
11. Stability of Tenure
12. Initiative
13. Espirit de corps
- Max Weber (Sociologist) – authority
relations (Structural Theory), Bureaucracy -
division of labor, clear hierarchy, detailed
rules and regulations and impersonal
relationships
- Elton Mayo and Colleagues (1930s) –
effects of lighting on productivity
o Steady increase of productivity
regardless of whether lights was
turned up or down – not affected by
environment but the fact that they
were being studied and expectations
of improvements in the workplace
enhanced their performance
o Hawthorne Effect – alteration of
behavior by the subjects of a study
due to their awareness of being
observed
- Abraham Maslow – Hierarchy of Needs
- Douglas McGregor – Theory of Human
Nature (managers to take a positive view of
people to help them realized their full
potential)
- Frederick Herzberg – workers want the
opportunity for recognition, achievement,
responsibility and growth
- Robert Owen (1829) – recognition of the
dignity and rights of workers (decried harsh
practices of factories and employment of
child laborers) until 1964 (Civil Acts
Right), banned discrimination in
 employment practices such as hiring,
promotion, compensation and firing
Organizations as Social Entities
- Mary Parker Follert – organizations can be
viewd from the perspective of both
individuals and group
- Kurt Lewin and colleagues – highlighted
the importance of group dynamics, change
and the nature of organization as embedded
in an open socio-technical system.
Organization Psychology
- Communication
- Conflict Management
- Socialization
- Organization culture and climate
- Technologies
- Organizational change and development
(sensitivity training, survey feedback, and
team development)
IO Psychology as a Field Study and Practice
- 1st doctoral degree – 1921, Carnegie
Institute of Technology, USA
- Graduate programs – Ohio State
University, University of Minnesota,
Pennsylvania State University, and Stanford
University
- American Association of Applied
Psychology – AAAP, 1938
o Separate section on industrial and
business psychology
- AAAP merged with the American
Psychological Association (APA), 1946 –
Division of Business and Industrial
Psychology under APA
- Division of Industrial and Organizational
Psychology (SIOP nd), 1982
Development of IO Psychology in the Philippines
- Mariano Obias: graduated PhD in Stanford,
1955; head of Personnel Department at
Caltex Philippines
- Fr. Jaime Bulatao: founding father of
Philippine Psychology – teaching of IO
Psychology in 1960, Group Process in
Ateneo de Manila University (AdMU)
- Fr. Eugene Moran, Carmencita Abella,
Teresita Nitoreda & Jose de Jesus put up
the Philippine Institute of Applied
Behavioral Science (1970s) – introduced
adult learning methodologies such as:
o Structured leaning experiences
o Group interventions (sensitivity
training) – laid the foundation for
training and development, team
development, and organizational
development practice in the
Philippines
- 1974, AdMU Psychology Department
created Human Resource Center (later
named Ateneo Center for Organization
Research and Development=Ateneo
CORD) that focused on:
o Research
o Training
o Human Resource Management
o Organizational Development
- Undergraduate courses offered in many
universities, course included in the licensure
examination for Psychometrician (facilities
and checks battery of tests)
- Higher Education Institutions (HEI’s)
o IO
 Masteral – 17
 PhD – 8
o HRM
 MAsteral – 8
 MBA/MPA- 16
 PhD – 11
 Doctoral, minor in HR -8
Research in IO Psychology
- As science – describe, explain, and predict
behaviors of workers, work teams and
organizations
- As an applied science – attempting to alter
behavior to obtain desired outcomes
- Wide array of topics – testing, training,
performance management, motivation, goal
setting, job attitudes, occupational stress,
 group process, organizational power and
politics, and organizational development
- Focuses on the worker as a whole person
rather than just a part of work or an
organization
- Resulted in studies on employee
engagement, work-life balance, spirituality,
and well-being
Experimental Method - Strongest evidence for
cause-and-effect relationship
- Characterized by a high degree of control
over the research setting, the manipulation
of a variable (independent variable) and the
measurement of its outcome (dependent
variable)
Correlational/Quantitative Method – seek to
determine cause and effect relationships,
correlational studies examine relationships among
variables as they usually occur
1. Surveys – (Thurstone and Likert) self-report
measure: job satisfaction, employee
engagement, organizational commitment,
organization citizenship, and quality of
work-life
2. Tests – selection, profiling employees
(predictors of performance or retention)
3. Secondary data – performance, health,
absenteeism, test results, work samples, and
written records (profile of workers)
4. Observations – need analysis, program
evaluation, and diagnosis; understanding
employee performance, group process, and
organizational culture, as well as culture
building
Qualitative Method
- Ethnography – understand organization
culture through artifacts such as company
beliefs, physical environment, job titles,
language and communication, slogan, rites
and rituals
- Interviews – obtain informant’s
perspectives on their lives, experiences, or
situation; use to elicit the sentiments, and
ideas of organization members or provide a
rich description of an experience or
phenomenon
Qualitative Method
- Focused-Group Discussion (FGDs) – 6-12
participants, asked to provide input to the
topic; like interviews, use to elicit the
sentiments, and ideas of organization
members or provide a rich description of an
experience or phenomenon
- Nominal Group Technique – gathers data
from groups; participants are given time to
think about the issues and write down their
responses; duplicates are eliminated; choose
most important then rank; collected and used
to stimulate further studies; action research
(diagnosis or needs analysis)
- Projective Technique – word association,
sentence completion, TAT (thematic
apperception test), and third-person
technique
- Case Study – combination of quantitative
and qualitative methods; use to develop
theories or hypothesis
Research in IO Psychology in the Philippines
- Dr. Virgillio Enriquez – Father of Filipino
Psychology
- Understanding of historical and cultural
realities to unravel Filipino characteristics
from the eyes of native Filipinos
Filipino Values:
- Hiya – dignity
- Utang na loob – gratitude/solidarity
- Pakikisama – companionship
- Bahala na – determination
- Kapwa – shared identity (togetherness)
Research methods:
- Patanung-tanong – informal, unstructured
interview
- Pakikipagkwentuhan – story-telling or
informal discussion
- Ginabayang talakayan – collective
indigenious discussion
 - Pakikisama – getting along with
- Pagdalaw-dalaw – visiting
- Panunuluyan – residing in the research
setting
- Panukat ng Pagkataong Pilipino (PPP) –
18 subscales clustered in 3 dimensions
- Panukat ng Ugaling Pilipino (PUP) – 24
subscales clustered in 5 dimensions
- Suggesting 5 typologies how Filipino
workers may view their jobs: cause, chore,
coast, career, calling) – contesting Hierarchy
of needs
Practice of IO Psychology: Strategic HRM
- Recruitment, selection, training and
evaluation
Careers in IO Psychology
- IO Psychologists in the Industry
- IO Psychologists in the Academe
- IO Psychologists in Government
- IO Psychologists in Consulting
- Practice of IO Psychologists in the
Philippines
Chapter 3 – Work and Career
Filipino’s View on Work and Career
- Way of earning money and meeting basic
human needs
- Arena to develop their talents – position of
responsibilities, having a respectful job,
where you can achieve something interesting
- Psychic rewards – challenge to their
abilities, learning and growth, career
advancement, enjoyment;
Work Centrality
- Refers to how important work is to an
individual’s life at any given point in time
- Influenced by societal norms and work goals
and in the same way influences these factors
as well
- Increases from the time one enters work to a
year after – gradual socialization process.
Societal Norms
- Have different norms about work in terms of
entitlement and obligation
o Entitlement – underlying rights of
individuals and the work-related
responsibilities of society and
organization to the individual
o Obligation – refers to members of
the society’s duty to work to
contribute to the society
Work Goals – relative importance of various goals
and values which are sought, or preferred by
individuals in their working lives
Examples:
1. Expressive – expressing one’s talents and
abilities
2. Instrumental – work as a means to earn or a
living
3. Comfort – to achieve a level of comfort in
one’s life
4. Learning – endeavor to learn a particular
skill
5. Extrinsic Orientation – opportunity for
promotion and the significant role of money
6. Intrinsic Orientation – includes variety,
interesting work that you really like, a match
between job requirements and individual’s
abilities and a lot of autonomy
Sources of Meaning of Work (4)
1. Self
- Informed by the values, motivations and
beliefs one has
- People are drawn to work environments that
reflect their own values
- One’s values may also be shaped by one’s
experiences at work
- Motivation – intrinsically motivating when
workers feel that their work has meaning
- Beliefs – role or function work has in one’s
life
o Job Involvement – how one
identifies with self-concept with his
job. The stronger one identifies with
one’s job, the more one finds it
meaningful
 o Work Orientation – lens by which 3. Self-Esteem – stems from achieving at work
people look at their work and receiving affirmation of their value at
o Job, career, or calling work increasing one’s self-worth
 Job Orientation – focused 4. Purpose – if one finds his/her work being of
on material outcomes of significance and one’s values are aligned
work with the work
 Careers – on rewards one 5. Belongingness – work offers a social system
gains from progressing from which one anchors his/her identity and
through an organization or if this experience is positive, contributes to
occupation its meaningfulness
 Calling – fulfilling the work 6. Transcendence – refers to the work
provides the individual contributing to something greater than one’s
2. Other self such as a cause or a group
- Social Structure 7. Cultural and Interpersonal Sensemaking
- Influential forces – adheres to social or cultural
o Coworkers – work are socially constructionism and also interpersonal
constructed and bonds significantly sensemaking in which we look to others to
make sense of the meaning of work make sense of our meaning at work
o Leaders
o Groups and Communities – source FIVE C’s Model Franco 2008
of one’s identity at work and a sense
of belonging
o Family – shape how they view their
work
3. Context
- Finds meaning at work
o Organizational mission
o Design or job tasks
o Financial circumstances
o Non-working domains
o National Culture
4. Spiritual
- One’s search for meaning
- Finds work meaningful if it is attuned to
Career Theories
one’s vocation or calling
Career – combination and sequence of roles played
Mechanisms of Meaning of Work: How Does
by a person during the course of a lifetime. Positions
Work Become Meaningful (Rosso, Dekas &
with associated expectations that are occupied at
Wrzesniewski)
some time by most people
1. Authenticity – people find work meaningful
1. Developmental Self-Concept Theory –
if they are able to live out their authentic self
Donald Super
at work
- Career choices and development is part of
2. Self-Efficacy – stems from being able to
the process of developing our self-concept
control or have autonomy at work, overcome
- Self – Concept – function of the interactions
challenges and having positive impact
of factors such as growth experiences,
environment and the like

2. Hollands Theory of Personality and
Careers – John Holland
- Expression of one’s personality is through
one’s career
- He suggested six typologies
3. Career Anchors – Edgar Schein
- A person’s self-concept that consists of (1)
self-perceived talents and abilities, (2) basic
values, and (3) the evolved sense of motives
and needs as they pertain to the career
- Eight Anchors
o Technical/Functional Competence
o General Managerial Competence
o Autonomy/Independence
o Security/Stability
o Entrepreneurial/Creativity
o Service/Dedication to a cause
o Pure Challenge
o Lifestyle
Career Management in Organization: The PH
Scenario
- Career Management Practice – 54%
- 36 % - more than 6 years
- 26 % - 4 to 5 years
- 19 % - less than a year
- Targeted to managers and middle managers
- Important because they shape worker
attitudes
- Employees exposed to interventions feel
more satisfied with their careers
- Significantly and positively relate to
effective organizational commitment
- More satisfaction, more commitment
The Changing Nature of Work
- Careers are “boundary-less”
1. Fluidity of moving through different
organizations or employers
2. Validation is drawn from beyond the
present employer
3. Networks or Information outside the
organization is key
4. The demise of organizational hierarchies
and advancement principles
5. Career opportunities are rejected for
family or personal reasons
6. The person seeing a boundary-less
future
- Careers are now less about movement
through roles, are or life stages but about
knowledge, learning and changes in one’s
identity
- Ability to learn how to learn
- Requires connecting and interacting with
other
Chapter 4 - Workforce Planning and Job
Analysis and Design
Workforce Planning
- Process in which an organization attempts to
estimate the demand for labor and evaluate
the size, nature and sources of the supply
 which will be required to meet the demand into specific staffing numbers later
(Reily, 1996) on
- Getting the right number of people with the o Human Capital Planning – similar
right competencies in the right jobs at the to strategic workforce planning but
right time (Sinclair, 2004) is concerned with the bigger picture
- Human resource planning o *methodology – segmentation, less
- Succession planning specificity, Time Frame
- Building bench strength 2. Job Analysis: formal process of
- Strategic staffing – Bechet, 2008 understanding positions – systematic process
for collecting and analyzing information
Benefits of Workforce Planning
about the job
Classifications
Collection of Data
1. Practical – direct and substantive effects of
1. Task or work activity
workforce planning
2. Knowledge, skills, and abilities
- Ensures replacements are available to fill
3. Levels of performance
important vacancies
4. Workplace characteristics
- Provide realistic staffing projections for
budgeting purposes Uses
- Provide a clear rationale for linking
1. Recruitment and Selection
expenditures for training and retraining,
2. Training and Development
development, career counseling, and
3. Performance Management and
recruitment efforts
Compensation
- Help maintain and improve a diversified
4. Organizational Management and
workforce
Planning
- Help prepare for restructuring, reducing, and
5. Litigation Protection
expanding the workforce
2. Process – value of going through the Methodologies
workforce process which has indirect
benefits 1. Self-Report
- Provides organizational member the 2. Observation
opportunity to think about the future 3. Interview
- Allows the organization to align and 4. Document Review
centralize efforts in the context of 5. Questionnaire and Surveys
decentralization Strategic Job Analysis – addresses problems by
- Integrates various organizational actions for ensuring that the data stay relevant for the entire
the purpose of reinforcing the strategy organization
Approaches in Workforce Planning Being Strategic:
1. Traditional Workforce Planning: - Information about jobs are continuously
analyzing supply-demand gap and creating a gathered for the future
plan to address future staffing needs - Tasks and KSAs are revised in the light of
o Strategic Workforce Planning – future changes
characterized by having senior 3. Job Description: documentation process of
leaders participate in the process to Job Analysis
come up with general workforce
directions that would be translated
Parts: - Economic Feasibility – cost/value it adds to
the organization
1. Job Identification
- Behavioral Feasibility
2. Reporting Line
3. Organization Structure Implications
4. Main Purpose of the Job
- Workforce planning and job analysis are two
5. Principal Accountabilities
activities that HR finds critical to an
6. Performance measures/standards
organization’s operations
7. Constraints
- Job analysis remains the bedrock for a lot of
8. Statistics
HR functions, from recruitment and
9. Nature and Scope
selection to talent management
10. Contacts
- Strategic job analysis enables job analysis to
11. Working Conditions
respond to environmental pressures
12. Knowledge, skills, and experience
- Competency modeling translates strategies
13. Competencies
and values into understandable and
14. Other information
actionable behavior
15. Signature and Date
Result-oriented Job Description – stresses the Chapter 5 - Recruitment, Selection, and
expected contribution from the position Socialization
Attraction and Socialization
Competency Modeling – classified into 2: technical
knowledge and skills (Functional/Technical - Human Resource Planning – plans the
Competencies); and leadership and management number and type of employees they need
behaviors (Leadership Competencies) and will need based on strategy
- Employee Requisition – Filling up form to
Competency Framework vis-à-vis Competency
specify the vacancy based on job
Model
requirement
Developing Competency Models - Recruitment – strategy to attract applicants
- Selection Process – applicants go through
Steps: screening tests before hiring decision is to be
1. Interview and/or Focus Group made
Discussion with High Performers - Job Offer and applicant’s acceptance
2. Research - Placement
3. Competency Validation - Orientation (department and organization-
4. Presentation wide) and other socialization activities
4. Job Design: assignment of goals and tasks example introduction of new employees, etc.
that are to be accomplished by employees
Attraction-Selection-Attrition Framework (ASA)
Approaches: – determine the kind of people in an organization
and defines the organization’s culture, structures and
- Job Rotation processes
- Horizontal Job Enlargement
- Job Enrichment Attraction – applicants are attracted to
- Autonomous work groups organizations with culture that are compatible with
their personalities and assess whether they will fit in
Job Design Considerations: these organization
- Technical Feasibility
Selection – formal and informal selection
procedures used by companies in the recruitment and
hiring of people with attributes that they desire
Attrition – people leaving the organization
Company
*Assumes, people:
- Leave – mismatch or lack of fit; or
- Stay – find themselves compatible
**with the organizations’ culture and personalities
Employee
Organization Attractiveness (OA) – the
assessment of a company’s desirability as an
employer by a prospective employee
Attributes (2):
1. Symbolic
- Inferences applicants make about the Recruitment
characteristics of organizations
- Subjective and intangible
- Corporate and recruitment image (job ads)
- Information available about it
2. Instrumental
- Utilitarian and functional qualities
- Objective, physical and tangible
characteristics or to the job such as pay and
job security
- Job-organization characteristics, recruiter
behaviors, perceptions of the recruitment
process, perceived fit, and hiring
expectancies
What do Filipinos look for in a Job?
Study:
- Position category
- Location
- Company Name
- Compensation
- Company type (multinational, government,
family business)
Local Survey:
1. Career and learning opportunities
2. Salary and pay
3. Other benefits – health insurance, leaves,
loans, retirement, educational assistance, car
plan, gym membership, bonuses, gadgets,
flexible working conditions
- Instrumental attributes
- Offer of salary or pay
- Benefits
- Career growth and learning opportunities
- Career growth and learning opportunities
- Salary or pay
- Benefits
- Organization’s vision, mission, values, type
and characteristics of the organization
- The process by which organizations attract
qualified applicants
- Organizational activities
1. Influence the number and types of applicants
who apply for a position; and/or
2. Affect whether a job offer is accepted
- Process
1. Generating applicants
2. Maintaining applicant interest in the
organization
3. Influencing job choice
- Also, the process of anticipating and making
provisions for the movement of people into,
within, and out of an organization
- Factors affecting recruitment
1. Job-organization characteristics
2. Recruiter characteristics
3. Perception of the recruitment process
4. Perceived fit
5. Perceived alternatives
6. Hiring expectancies
- Organizational factors affecting recruitment
1. Reputation
2. Recruitment budget and capability
3. Environmental factors such as market
conditions, technological innovations, and
changes in business conditions
- Recruitment Strategy (study)
1. Organizational representatives or company
recruiters
2. Recruitment messages, or message
transmitted to applicants
3. Recruitment sources or sources where
applicants come from
4. Recruitment timing – length of the entire
recruitment process and the timing of the job
offer
- Company Recruiters – need to possess
certain attributes to be effective. Evidence
suggests that applicants may be influences
more by the recruiter rather than by the job
attributes
- (gender, personableness, competence,
informativeness, trustworthiness)
- (creativity, sales aptitude and interest, being
personable and assertive, having excellent
communication skills and listening skills,
attention to detail, dedication/passionate,
intelligence)
- Recruitment message – may include
positive attributes of the organization such
as purpose, personality, culture, awards,
accomplishments, products and services
- (in the form of advertisement – emphasizing
the instrumental and symbolic attributes)
- (specific – jobseekers can determine whether
they fit, affects their intent to apply)
- Employee Value Proposition (EVP) – set
of attributes that employees and the labor
market perceive as the value they gain
through employment in the organization
- EVP Elements:
1. Exciting work
2. Great company
3. Wealth and reward
4. Growth and development
- Employer of Choice
- Recruitment Methods
- Internal – internal job posting, career
planning and development, and skills
inventory
- External – attracting and identifying talent
from outside the organization (walk-in
applicants, write-ins or mailed resumes,
advertisements, referrals, internet, visiting
schools and colleges, and working with
employment and executive search films.
Organizations:
- Traditional & non-traditional media
- (mobile ads, billboard ads, outdoor LCD
screens, magazines and newspaper ads in
full color)
- (employee referral – higher yield, better
performance, lower attrition, and lower cost)
- (applicant referral – university
partnerships, company website, third party
vendors, and social media)
- (1. Internal job posting, 2. Employee
referral, 3. Online/internet ads)
Applicants
1. Newspaper job ads
2. Web-based job search
3. Hand-carrying resume (walk-in)
4. Attending job fairs
5. Networking
- (Phil) average of 14 days to respond to the
applications after applicants send their
application forms
- Process of reviewing information about job
applicants
- Evaluation of written materials – application
forms and resumes
- Methodologies – psychological and
intelligence tests, and interviews
Employee Selection
- Process of choosing individuals who have
relevant qualifications to fill existing or
projected job openings
- Steps
1. Screening of application forms and resumes
2. Pre-employment testing including medical
or physical examination
3. Interview and reference checking
- Methods
1. Evaluation of written materials – weighted
application form, application form,
curriculum vitae, resume, bio-data,
biographical information
 2. Selection interview – structured,
unstructured, situational
3. Employment tests – cognitive ability,
mechanical ability, job knowledge,
situational exercises, work sample,
personality inventories, emotional
intelligence, integrity, computerized
adaptive testing
4. Others – assessment center, trial period
(probationary), background check, criminal
background check, medical check-up, drug
test, letters of recommendation/reference
check
Commonly Used Selection methods in the PH
- 90% interview
o 80% written test
- 30% panel interview
- 20% physical exams
- Very few went through assessment centers
- (1) Psychological test, (2) Physical
examination
Employment Selection Decision
- Follow a multiple cut off model or multiple
hurdle model – use minimum cut off scores
on each of the various predictors of job
performance
New Employee Program
Organizational Socialization
- Process by which an individual makes the
transition from outsider to organizational
member
- Components
1. History
2. Language
3. Politics
4. People
5. Organizational goals and values
6. Performance expectations
Stages of Organizational Socialization
Practiced by Local Organizations
The Socialization Process: Newcomers’
Perspective
- Focused on how they learn about and make
sense of the new organizational environment
- Actively seek information – overt-
questioning and indirect questioning
- Sources of information – supervisors and
co-workers, performance monitoring
records, direct inquiries, and written
information
Methods
- Meetings and planning sessions – inspiring
words on philosophy and idealism
- Coaching through daily interaction –
imparts lessons about company operations,
handling difficult situations, taking risks and
learning from mistakes, and following
directions
- Third party interventions or training –
mind conditioning on behavior, sales and
technical training, and management
development
Newcomers’ Perspective
Outcomes of the Socialization Process
- Well-socialized – higher levels of
satisfaction and commitment, more adjusted,
tend to have higher salaries, more involved
with their careers (than those who are less
socialized)
Chapter 6 – Learning and Development
Learning
- Detection and correction of errors, and
errors as any feature of knowledge or of
knowing that makes action ineffective
- Interactive, constructive, and transformative
process – makes sense of his or her
experiences, derives meaning from such
sense-making, and changes himself or
herself in the process
How do Adults Learn?
- Learning is dependent on the individual, and
sometimes what a person learns is not
exactly what others have set out to teach
- Experimental Learning Theory –
individuals go through a cycle of learning
where they experience an external stimuli,
observe and reflect on what they have
 encountered, come up with generalizations
to form new knowledge, and then apply the
new knowledge
- Adults learn from experience and
involvement in activities that appeal to their
learning styles
- Andragogy – art and science of teaching
adult
- Pedagogy – teaching children and is
generally associated with dependent learners
and subject-centered learning
- Cognitive, affective, and environmental
elements – and can reflect an individual’s
genetics, personality, motivation, and
environmental adaptation
- Categorized according to perception,
processing, and understanding
information
Learning style: Index of Learning Style
(Felder & Silverman)
David Kolb’s Four Learning Style
- Filipinos – assimilative learners, prefers
guided lectures and readings
- Baby Boomers – best when engaged in
projects and assignments where they are
able to work with others
- Generation Y – prefer having opportunities
for reflection and observation, allowing
them to make their own judgement on things
- Finance – convergent
- Human Resource and Administration –
accommodative
- Students – divergent and assimilative
Learning Methods
1. Classroom Training – traditional method of
learning that is often associated with being
lecture-based, face-to-face, and instructor or
facilitator-led
Advantages:
- Extensive opportunity for discussion and
interaction
- Greater control over the participants’ course
completion
- Easier course design
- Wide acceptance as a method of training
Disadvantages
- Probability of passive participants
- Limited control on the relevance of content
presented
- Limited time for presentation
Involves:
- Lecture/Lecturette – focused content being
presented to participants in orderly and
structured manner
- Structured learning experiences (small
group discussion, case studies, role plays,
games) – use the principles of group
dynamics
- Professional conferences – scheduled, large
and formal meeting of people from a
particular profession or expertise
2. Computer-based Training (CBT) –
interactive computer-based program
designed for self-paced learning
Advantages
- Consistent learning content
- Easy accessibility
- Reduced training time
3. Online Learning – act of learning online
and making use of electronically networked
technology as a medium to connect the
learners to the content
Advantages:
- Practical
- Convenient
- Cost-efficient
4. Mobile Learning – use of handheld devices
to facilitate, enhance, and extend the reach
of learning (anywhere, anytime)
Advantages:
- Portability and ease of access
- Less expensive
5. Assessment – learn based on feedback given
about their behavior (assessment center,
psychological tests, performance appraisal,
benchmarking)
6. Job Experience – learn from their on-the-
job experience
70-20-10 Model by Morgan McCall,
Michael Lombardo & Robert Eichinger
- 70 – job related experience
- 20 – interactions with others
- 10 – formal education or training
7. Blended Learning – combination of
different learning methods to achieve the
learning objectives
Strategic Learning and Development
- Determine VMGO – organization’s
direction, employee’s development
- Analysis of gaps (TNA)
- Address the gaps (appropriate intervention)
- Evaluation
o Lesson 1: reaction (intervention is
assessed)
o Level 2: learning (assess whether
recipients learned from the
intervention)
o Level 3: behavior (application to
actual work)
o Level 4: business (impact
organization’s performance is
assessed)
o Level 5: return on investment, ROI
(assess monetary value and benefit
of the intervention)
- Organizational Learning – process by
which an organization improves or changes
something, either in cognition or behaviors
of organization members
- Learning Organization – structural
characteristics of an organization that has
the ability to learn
Developing a Learning Culture
- Leaders as role models, coach and mentors
- Rewards and reinforcement
- Developing self-directed and team-based
learning (sharing, construction, team
reflexivity, boundary crossing, storage and
retrieval)
- Evaluating Learning
Chapter 7 – Motivating the Filipino Worker
Why do people work?
- Driven by need that has to be satisfied
Motivation – force that drives a person to satisfy a
need, and it constitutes those psychological
processes that energize and cause the arousal,
direction, and persistence of voluntary actions that
are goal directed
o Locke’s Goal Setting Theory
(people are motivated to achieve
specific and difficult goals when
they are given feedback on feedback
on their performance)
o Hackman & Oldham’s Job
Characteristics Model (skill
variety, task identity, task
significance, autonomy, feedback)
Understanding Filipino Work Motivation
- What is important
- Tool for personal growth
- Job related needs
- Organization related needs
- Family Related needs
- Career related needs
Total Rewards for Filipino Worker

- Three Elements (Robbins and Judge)

o The intensity of the effort exerted
o The direction towards which the
effort is aligned
o The persistence of the person to
reach the goal
- Considered as an intrinsic inducement that
propels an individual to think feel and
perform in certain ways
- (in an organization) willingness to exert a
high level of effort to reach organizational Enhancing Motivation of Filipino Employees
goal
- Identify most pressing needs of employees
Foreign Theories of Motivation - Introduce challenging activities where the
employer can potentially learn a new skill or
- Process Theories of Motivation – person’s
acquire a new set of knowledge
perception, thoughts and beliefs influence
- Give meaningful rewards
our motivation
- Respect the cultural norms and behavior that
o Adams Equity Theory of
they have and use these as a vehicle to get
Motivation (people’s perception of
through them
fairness in social exchanges as
- Harness congenital relationships
determining their later action)
- Build relationships with leaders and
o Vroom’s Expectancy Theory
employees
(depends on the strength of
expectancy of an outcome and the
attractiveness of the outcome to
them)