Maintaining Human Resources:

EMPLOYEE RIGHTS AND DISCIPLINE

Reporter: HUBAHIB, LESLIE ANNE E.

LEGAL BASIS
• According to “Labor Code of the Philippines Presidential
Decree No. 442”,

The State shall afford protection to labor, promote full employment,

ensure equal work opportunities regardless of sex, race or creed and
regulate the relations between workers and employers. The State
shall assure the rights of workers to self-organization, collective
bargaining, security of tenure, and just and humane conditions of
work.”
• According to the “Pursuant to the provisions of Section
12 of Republic Act No. 6713, otherwise known as the
“Code of Conduct and Ethical Standards for Public
Officials and Employees”

approved on February 20, 1989, and which took effect on March 25,
1989, conformably to Section 17 states that: “It is the policy of the
State to promote a high standard of ethics in public service. Public
officials and employees shall at all times be accountable to the
people and shall discharge their duties with utmost responsibility,
integrity, competence and loyalty, act with patriotism and justice, lead
modest lives, and uphold public interest over personal interest.”
BENCHMARK POLICIES
FOREIGN LAWS

1) Family and Medical Leave Act of 1993 (FMLA)

a United States Labor Law requiring covered employers to provide employees with job-
protected and unpaid leave for qualified medical and family reasons.

Under the FMLA, eligible employees may take up to 12 weeks of leave for the care of an
adopted or foster child within one year of placement, for the care of an employee’s
spouse, child, or parent with a serious health condition, or to recover from a serious
health condition that prohibits an employee from performing essential job duties.
2) The Parental Leave Acts 1998- 2019
• In Ireland, Parental leave entitles parents to take unpaid leave
from work to spend time looking after their children. You can
take up to 22 weeks’ parental leave for each eligible child before
their 12th birthday. In general, you must have been working for
your employer for at least a year to get the full amount of
parental leave. You must give your employer at least 6 weeks’
notice before taking parental leave.
• Under the Parental Leave (Amendment) Act 2019 the amount
of parental leave that you can take has increased from 18
weeks to 26 weeks. This increase is being phased in over a 2-
year period.

• From 1 September 2019, you can take up to 22 weeks parental leave

• From 1 September 2020, you can take up to 26 weeks parental leave
LOCAL LITERATURE # 1
LOCAL LITERATURE # 1
MONITORING EMPLOYEE USE OF
THE INTERNET IN PHILIPPINE
ORGANIZATIONS

Alampay, E. A., & Hechanova, M. R. M.

(2010). Monitoring employee use of the
Internet in Philippine organizations. The
Electronic Journal of Information Systems in
Developing Countries, 40(1), 1-20.

Cited by: 15
BACKGROUND:

This study examined the practices of Philippine organizations in

monitoring employee use of the Internet. Surveys of 112
organizations representing a variety of industries reveal that two-
thirds of organizations provide Internet access to all its
employees. Although the majority monitor employee Internet use,
less than half have an Internet use policy in place. The majority of
organizations blocked some online content and applications
particularly those related to pornography, gaming and social
networking. Most organizations report difficulties as getting virus
due to downloaded materials and excessive chatting on the
Internet. Results suggest the need for more organizations to
articulate their policies on Internet use, educate workers on
internet security and formulate mechanisms to ensure the integrity
of employee monitoring.
 LOCAL LITERATURE # 1
1) METHODOLOGY
- Survey on internet use
- The instrument was piloted in some
organizations in October-November 2009
- The actual organizational survey was then
administered from November 2008 to April
2009 via telephone
- 112 organization from the top 5000
corporations
- Non governmental Organizations (NGO) also
surveyed using online directories
- Respondents are from human resource
department or the Information
Technology/Systems Administration department
of the organization
2) FINDINGS
- The results reveal that the larger the
company was, the more likely that access
was provided with restrictions.
- The smaller organizations with less than 50
employees were more likely to provide
complete access to the Internet.
- The norm that is commonly applied is the
blocking of pornography sites. This, however,
hasn’t dissuaded people from trying to
access such content, as evidenced by
feedback from IT personnel who reported
that it has been seen as a problem in all
levels of management.
- Among companies that block access to sites,
the most common sites reportedly were
pornography and gaming websites.
 LOCAL LITERATURE # 1
2) FINDINGS
- For NGOs, Yahoo Messenger was also seen
as an important application, as no NGO who
respondent in the survey blocked its use
- As far as finding excessive ‘chatting’ as a
problem in the workplace, more private
organizations have considered this as a
problem, compared to its government and
NGO counterparts.
- The biggest problem reported pertained to
getting virus into the system due to
downloaded materials; The next most
common problem reported involved
excessive chatting on the Internet.
- Other problems cited by respondents include
downloading of music, pictures and video,
pornography and playing online games.
3) CONCLUSION
The survey results clearly show that new
communication technologies such the
Internet have become more integrated into
organizations and people’s work in the
Philippines. What appears to be lagging,
however, is the articulation and
implementation of Internet use policies.
Perhaps this is the reason why Philippine
organizations are encountering negative
consequences including security breaches
and diminished productivity. In some cases,
misuse has led to discipline and even
dismissals.
 LOCAL LITERATURE # 1
Before articulating an Internet policy, however, it
is also important for organizations to first
understand how employees are using the
Internet. It may be difficult to develop a uniform
policy for all organizations given the differences
in their nature, need and use for information.
The rapid development of ICTs also suggests
the need for organizations to continuously
review their ICT policy. For example, the rise in
the use electronic media like the Internet, mobile
phone, Blackberries, etc. are not traditionally in
computer-use policies.
Censorship and internet monitoring in the
workplace essentially becomes about striking a
balance - between the rights of owners versus
employees’ rights; between the need for privacy
vs the security of business information and
between the ability of the Internet to make
employees productive and its ability to distract
and diminish productivity. In Philippine
organizations, it appears that the ability to strike
such a balance requires greater effort in policy
documentation and dissemination, employee
education and in establishing systems that will
maximize the benefits of technology while
minimizing its risks.
LOCAL LITERATURE # 1

4) RECOMMENDATION

Written policies, formal training, and proper

management can also help minimize risk and maximize
compliance to organizational and legal regulations. As
such, educating organizations and its employees
regarding the development of rational Internet use
policies is as important as the technological solutions
already available.
Security and privacy should be a concern
among people that access the Internet through
intermediaries, as data they capture can just as easily be
hijacked by other entities. Hence, from a larger public
policy perspective, organizations need to assure their own
employees that even if as a company policy their
records/communications are monitored and stored, it is
used for the purpose it was intended and cannot be
obtained surreptitiously by people outside of the
organization, including the state.
LOCAL LITERATURE # 2
LOCAL LITERATURE # 2
MANAGERS’ PERSONALITY
PREFERENCES, MANAGERIAL STYLES
AND EMPLOYEE SATISFACTION OF
MULTINATIONAL COMPANIES: AN
INPUT TO HUMAN RESOURCE
STRATEGIC PLAN

Buama, C. A. C. (2019).
MANAGERS’PERSONALITY PREFERENCES,
MANAGERIAL STYLES AND EMPLOYEE
SATISFACTION OF MULTI-NATIONAL
COMPANIES: AN INPUT TO HUMAN RESOURCE
STRATEGIC PLAN. PEOPLE: International Journal
of Social Sciences, 5(1)

Cited by: 01
METHODOLOGY
• Descriptive-correlational method
• Survey
• 65 managers and employees from multi-national
companies composed of Kentucky Fried Chicken, Jollibee
Foods Incorporation, McDonalds and Pizza Hut in the
Province of Laguna
• Big Five Inventory (BFI) = for Manager respondents
• Minnesota Satisfaction Questionnaire (MSQ)
• Vocational Psychology Research (VPR)
• Frequency and Percentage Distribution
• Pearson r
FINDINGS
1. The managers are open
to new experiences.
They are imaginative, liberal
in values, curious in nature,
emotionally differentiated,
and behaviorally flexible.
They have a high tendency to
deal with ambiguous
dilemmas accompanied by
high intellectual capacity,
enable open people to
achieve higher efficiency.
2. The managers are
conscientious people.
Discipline, order, and
reliability are the virtues of
these conscientious people.
These managers are self-
disciplined, responsible,
punctual, purposeful, reliable,
and dependable.
3. The managers are also
extravert.
They are talkative, high
spirited, ambitious, and
assertive individuals, who
spend a lot of time in social
activities
4. The managers exhibit
agreeableness.
They have shown kindness,
altruism, sympathy, and trust.
5. The managers are
sometimes neurotic.
Neurotic managers are
worried, anxious and
emotionally unstable.
Individuals’ susceptibility to
negative emotions such as
anger, stress, guilt, anxiety,
and fear reflects their level of
emotional stability. In other
words, emotionally stable
managers tend to be more
secure, confident, and
capable of handling stressful
situations.
FINDINGS
6. Effective managers adopt a range of
styles,
according to the situation, which cover a
wide spectrum from autocratic through to
empowerment. Managers, therefore,
choose how much direction and freedom
to give others in any particular situation.
The management style of managers is
effective in the proper guidance of staff
towards the organizational objectives.
Using the best management or leadership
style and factors affecting it will lead to
increase of the effectiveness and
efficiency of the staff and systems and
with a verbal description of “moderately
agree”.
7. The employees are generally
satisfied with their work.
It depicts that employees are happy,
and feel satisfied and fulfilled of their
desires, needs and wants at work. It
further imply a high level of employee
motivation, employee goal
accomplishment, and positive
employee morale in the workplace.
The workers reported contentment
with their organization and their daily
duties and responsibilities. They have
the sense of achievement and
success that they feel with their daily
work routine.
FINDINGS
8. Among the five manager’s
personality traits or preferences,
openness, conscientiousness,
extraversion, and agreeableness are
found to have a positive and
significant relationship with
employee’s job satisfaction.
It means that as the managers
demonstrate these four positive
personality traits, the more satisfied the
employees are. Meanwhile, neuroticism
revealed a negative and significant
relationship with employee’s job
satisfaction. It suggests that as the
managers demonstrate emotional
stability, the more positive level of
satisfaction among employees is being
realized.
9. There is a positive and
significant relationship between
management style and job
satisfaction.
Employee satisfaction is a subjective
and emotional assessment reaction
upon a specific object or experience
of a certain phenomenon. In
conjunction with this, relationship
quality is the accumulated trust and
satisfaction in interpersonal and
organizational relations. As the quality
of workplace relationships are
established, it effects an individual’s
job satisfaction, strongly influencing
commitment or lack thereof to the
organization.
CONCLUSION

Based on the findings of the study, the following

conclusions were drawn: The null hypothesis
stating that there is no significant relationship
between the managers’ personality preferences
and employees’ job satisfaction is rejected.
Similarly, the null hypothesis stating that there is
no significant relationship between the managers’
management styles and employee’s job
satisfaction is also rejected
RECOMMENDATIONS
1. Due to the sample size of
only 65 employees and
AREAS FOR FUTURE STUDY
managers participating in the
study, this is not enough to 1. Future studies could
accurately generalize the include a preset definition of
findings for all companies in job satisfaction in order to
the Philippines. Therefore, a minimize possible skewed
bigger sample can aid future retrospection and see if the
researchers to feel confident findings differ.
about making accurate
generalization of their 2. Future researchers to
research. explore other traits and
attributes not covered in the
2. The second suggestion is study.
for future researchers to see
if this study is applicable to all
business sectors. They may
conduct the same research
on employees and managers
in different industries
FOREIGN LITERATURE # 1
FOREIGN LITERATURE # 1
Paid parental leave and
family wellbeing in the
sustainable development
era

Heymann, J., Sprague, A. R., Nandi, A.,

Earle, A., Batra, P., Schickedanz, A., ...
& Raub, A. (2017). Paid parental leave
and family wellbeing in the sustainable
development era. Public health
reviews, 38(1), 21.

Cited by: 26
Background:
The Sustainable development goals (SDGs) have the
potential to have a significant impact on maternal and child
health through their commitments both to directly addressing
health services and to improving factors that form the
foundation of social determinants of health. To achieve
change at scale, national laws and policies have a critical
role to play in implementing the SDGs’ commitments. One
particular policy that could advance a range of SDGs and
importantly improve maternal and infant health is paid
parental leave.
METHODOLOGY

• This article analyzes literature on paid leave and related

policies relevant to Social Development Goals - SDG 1
(poverty), SDG 3 (health), SDG 5 (gender equality), SDG 8
(decent work), and SDG 10 (inequality).
• In addition, this article presents global data on the
prevalence of policies in all 193 UN Member States.
• Systematic Review
• Multilevel models
FINDINGS
• Most fundamentally, paid leave enables women to physically recover from childbirth
before returning to work. In addition, some research suggests that paid parental
leave also has benefits for mothers’ mental and emotional health.
• The availability of paid leave for fathers increases their involvement with their
infants, which may result in greater satisfaction in their relationships with their
children; and fathers who arranged to take time off around the birth of a child were
more involved with their children and spent more one-on-one time with them
• Breastfeeding is widely considered to be a highly impactful infant health
intervention. A child who is exclusively breastfed is 14 times less likely to die within
the first 6 months than a child who is not breastfed, due in part to dramatic
reductions in malnutrition and simultaneously to reductions in infections.
• For mothers who want or need to return to work within this time period, paid
breastfeeding breaks can facilitate the continuation of exclusive breastfeeding for
the full 6 months. In this way, breastfeeding breaks can serve as an important
complementary policy to paid parental leave.
CONCLUSION
A review of the literature reveals that paid parental leave
can make an important difference across a range of SDG
outcomes (SDG 1, 3, 5, 8, 10) in low- and high-income countries
alike, including direct indicators of health and social determinants
of health. Moreover, by supporting workforce attachment and its
positive impact on long-term incomes, paid parental leave can
help both national economies and family incomes. This makes
paid parental leave, which already has a strong basis of support in
international agreements, especially important policy to support
realization of the SDGs across all income levels.
While most countries now offer at least some paid maternal
leave, many countries need to go further to ensure at least 6
months of paid leave to support exclusive breastfeeding,
particularly for women in low wage jobs who may not have access
to refrigeration at work or nearby childcare to make breastfeeding
breaks an effective option.
CONCLUSION
The world has much further to go in supporting leave
for fathers, which has independent benefits for the health and
wellbeing of families. Few countries reserve even a modest
amount of leave for dads or have incentives for them to take
leave to support equal parenting and more equal
opportunities for women at work. For both parents, an
adequate wage replacement rate is important to support
take-up, and may be especially critical for ensuring fathers
take the leave for which they are eligible, particularly given
the many settings where persistent wage disparities mean
men are more often the higher earner in the family. Leave for
other health needs can also make a significant difference for
health outcomes.
RECOMMENDATION

To accelerate progress on the SDGs’ commitments to maternal and child health, we should
monitor countries’ actions on enacting or strengthening these policies. As was the case in MDG
monitoring efforts, the formal SDG monitoring process focuses almost exclusively on outcome
indicators; of the 232 indicators across the 17 goals, fewer than 20 explicitly call for collecting
data on national laws and policies.

While measuring how outcomes improve is a crucial measure of success, collecting policy data
enables us to understand and recognize in real time the steps countries are taking to improve
those outcomes. In addition, by merging global policy data with household survey data on
outcomes, as exemplified by several of the studies examined in this review, we can better
understand the effectiveness of specific policy approaches across regions and socioeconomic
contexts.
AREAS FOR FUTURE STUDY

Further research is needed to understand the implications of

different paid leave structures in the context of an evolving
global economy, which is marked by an increase in informal
employment, a reduction in average job tenure, and shifts in
the average number of employees per workplace.
FOREIGN LITERATURE # 2
FOREIGN LITERATURE # 2
Effect of Work Discipline, Work
Motivation and Job Satisfaction on
Employee Organizational
Commitment in the Company (Case
Study in PT. Dada Indonesia)

Mangkunegara, A. P., & Octorend, T.

R. (2015). Effect of work discipline,
work motivation and job satisfaction
on employee organizational
commitment in the company (Case
study in PT. Dada
Indonesia). MARKETING, 293, 31-6.

Cited by: 54
ABSTRACT
This study analyzed the influence of Work Discipline, Work
Motivation and Job Satisfaction on Organizational Commitment
employees in staffing levels. Object of this study is the level of staff
employees at PT. Dada Indonesia. The research problem refers to the
phenomenon of the data on the PT. DADA INDONESIA, which
indicated the level of absenteeism or employee absenteeism average -
average to reach 4-5 percent. The problem that arises is: how to
improve employee Organizational Commitment. A modeling has been
constructed and 4 (four) research hypotheses have been formulated.
This researched used Proportional Random Sampling. The study used
148 respondents and the overall level of staff respondents were
employees of PT. Dada Indonesia. The results of this study show them
that Work Discipline has positive effect on Organizational Commitment.
Work Motivation has positive effect on Organizational Commitment.
Job satisfaction has positive influence on Organizational Commitment.
Work discipline, work motivation and job satisfaction has positive
influence on Organizational Commitment.
METHODOLOGY
• Quantitative
• Explanatory Survey
• Descriptive and Verification Method
• 257 Employees who work in PT. INDONESIA DADA in the
period 2013 to 2014
• Proportional Sampling
• Multicllinearity test
• F test
FINDINGS
1) Working Discipline employees who say that the employee is able to
produce high productivity in accordance with the expectations of the
organization, both in the short term and long term it is in need of values
Commitment strong organization both affective, normative, and
continuous.
2) To further improve the organizational commitment of employees, the
company should further improve the discipline of employees, both in
terms of attendance, enforcement of regulations and increased labor
standards, so that will achieve maximum organizational commitment
within the staff level employees.
3) Job satisfaction impacts need to be monitored by linking the generated
output, such as: 1) Job Satisfaction with Productivity, 2) Job Satisfaction
with turnover, 3) Job Satisfaction with attendance, and 4) Job Satisfaction
with other effects such as the physical-mental health, learning a new job
and the ability to work accidents, to be able to produce outputs before the
workers desperately need the values of a strong organizational
commitment both affective , normative, and continuous.
CONCLUSION
- Work Discipline, work motivation and job satisfaction of
employees at PT. Dada Indonesia that to further enhance the
Employee Organizational Commitment, then the company
should pay attention Frequency of presence of employees each
month and pay more attention to the salaries of employees who
work in PT. Dada Indonesia.
- On the results of research conducted at PT. Dada Indonesia,
dimensions variable frequency Attendance at Work Discipline
has become a high-dimensional criteria, it gives the impression
that the level of attendance of employees Level staff has been
very good and need to be maintained by means of spur
employees to be more disciplined present in the workplace and
reduce the number of employees in the absence of any specific
time.
CONCLUSION
- In the results of research conducted at PT. Dada Indonesia,
dimensions variable Physiological Needs in Work
Motivation has been a high dimensional criteria, it gives the
impression that self-motivation every employee has been
quite good and need to be improved again by providing
basic needs to the entire employee includes adequate rest,
salary according to the needs of employees and provide
adequate benefits that employees are encouraged to
provide optimal performance in order to achieve
organizational goals.
CONCLUSION
- In the results of research conducted at PT. Dada Indonesia,
dimensions variable salary in job satisfaction has been high
dimensional criteria, it gives the impression that the level of
satisfaction in the work of each employee in the PT. Dada Indonesia
has been quite good and need to be improved again, by providing
the basic needs of the entire employee includes salary in accordance
with the needs of employees and provide overtime pay in
accordance with the number of hours that the employee has been
sacrificed in completing tasks that employees are encouraged to
provide optimal performance in order to achieve organizational
goals, but the company should be a little cautious in increasing the
salaries of employees, because there is the possibility that
employees Organizational Commitment in terms of Affective
contradicts the results of the study, it can be circumvented by
increasing employee satisfaction and the work environment
coworkers who owned the employee.
RECOMMENDATIONS
- The existence of a relationship and influence Work Discipline,
Work Motivation and Job Satisfaction on Organizational
Commitment of employees at PT. Dada Indonesia can be taken
into consideration for the company to increase the
Organizational Commitment. Based on the conclusions that
have been described previously by increasing Discipline Work,
work motivation and job satisfaction will affect the improvement
of Organizational Commitment, it shows the PT. Dada Indonesia
can increase employees Organizational Commitment to
enhance the flavor of Work Discipline, Work Motivation and Job
Satisfaction of employees by means of the company should pay
attention Frequency of presence of employees each month and
pay more attention to the salaries of employees who work in PT.
Dada Indonesia.
REFERENCES
Alampay, E. A., & Hechanova, M. R. M. (2010). Monitoring employee use of the Internet in Philippine
organizations. The Electronic Journal of Information Systems in Developing Countries, 40(1), 1-20.

Buama, C. A. C. (2019). MANAGERS’PERSONALITY PREFERENCES, MANAGERIAL STYLES AND

EMPLOYEE SATISFACTION OF MULTI-NATIONAL COMPANIES: AN INPUT TO HUMAN RESOURCE
STRATEGIC PLAN. PEOPLE: International Journal of Social Sciences, 5(1)

Heymann, J., Sprague, A. R., Nandi, A., Earle, A., Batra, P., Schickedanz, A., ... & Raub, A. (2017). Paid parental
leave and family wellbeing in the sustainable development era. Public health reviews, 38(1), 21.

Jody Heymann, A. R. (2017, September 15). Public Health Reviews. Retrieved from Paid parental leave and family
wellbeing in: https://publichealthreviews.biomedcentral.com/track/pdf/10.1186/s40985-017-0067-2

Labor, U. D. (n.d.). U.S. Department of Labor. Retrieved February 12, 2020, from Family and Medical Leave
(FMLA) : https://www.dol.gov/general/topic/benefits-leave/fmla

Mangkunegara, A. P., & Octorend, T. R. (2015). Effect of work discipline, work motivation and job satisfaction on
employee organizational commitment in the company (Case study in PT. Dada Indonesia). MARKETING, 293, 31-
6.
- THANK YOU -