SOUTHERN LEYTE STATE UNIVERSITY

Maasin City Campus

Tunga-tunga, Maasin City, Southern Leyte

On – the – Job Training Portfolio

In Partial Fulfillment of the Requirement

of the Subject PA 23: Practicum
Leading to the Degree of
Bachelor of Public Administration

CHISTIAN L. LARAN

Month and Year Graduated

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 Republic of the Philippines
SOUTHERN LEYTE STATE UNIVERSITY
Maasin City Campus
Tunga-tunga, Maasin City, Southern Leyte
Website: www.slsuonline.edu.ph
Email: [email protected]
Contact no.: 09088162184

OFFICE OF THE OJT COORDINATOR

PUBLIC ADMINISTRATION DEPARTMENT

APPROVAL SHEET

This Journal of ON-THE-JOB TRAINING prepared and submitted by CHRISTIAN L. LARAN

in partial fulfillment of the requirement for the Bachelor of Public Administration has been
examined for acceptance and approval.

(Sgd.) MARIA RISA JEAN C. PASCULADO, MPA

OJT Coordinator

____07-______________________

Date

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 ACKNOWLEDGEMENT

I would like to extend my warmest gratitude to all those people who helped me in the
completion of this portfolio and those who became a big part of my college life.

First and foremost, I would like to thank our almighty God the source of life and never stop
guiding me and gave me a heavenly wisdom in order to make this portfolio.

Grateful acknowledgement to my love one’s especially to my girlfriend who never tired to

support, motivate and inspires me in doing whatever the things that need to do in order to
complete this portfolio. To my beloved mother Marina Laran for being my inspiration to always
to do the best in everything and to soar higher for their hard work just to be able to send me in
school. Also, for always showing the word and making me feel how much she is proud of me.
And for teaching and guidance which made me becomes as what I am now.

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 TABLE OF CONTENTS

PRELIMINARIES Page
Title Page 1
Approval Sheet 2
Acknowledgement 3
Table of Contents 4

CHAPTER I
Introduction #
Description of the Course #
Objective of the Course #

CHAPTER II
Compilation of Outputs
Role of the Supervisor #
Techniques of Supervision #
Planning #
Organizing #
Staffing and Controlling #
Setting Performance Standards and Expectations #
Discipline #
Labor Relations #
Performance Appraisal #
Equal Employment Opportunity #
Grievances #
Case Study Report #
Policy Proposal #

CHAPTER III
Evaluation of the Course #
Suggestions and Recommendation #

BIBLIOGRAPHY #

APPENDICES
Internship Plan #
Monthly Report #
Daily Time Record #
OJT Form No. 7 Evaluation Form of OJT Experience #
Certificate of Completion #
Curriculum Vitae #

CHAPTER I

Introduction

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My name is Christian L. Laran and my portfolio is a representation of all that I’ve learned and
accomplished as a Public Administration student.

Description of the Course

Internship seeks to provide undergraduate students the opportunity to work as an

employee in a government agency. As employees, they will be exposed to various phases of
office and fieldwork as their assignments require.
As part of the curriculum, all graduating students should undergo On-the-Job Training
(OJT) in conformity to section 28 of CMO no. 06 s. 2010, otherwise known as Policies and
Standards for Bachelor of Public Administration (BPA) Program, which states that:

SECTION 28 Practicum. This component consists of an applied academic experience conducted

under joint faculty and government agency head supervision and required a
minimum of 200 contact hours. Each student registers for this course which will
be given three hours credit per semester. A regular grade will be given at the end
of the practicum with input from both the employer and the Adviser/Program
Chair or Dean. Each Practicum assignment shall meet the following requirements:

1) Be substantial and practical, including analysis, evaluation and application of public

administration concepts;
2) Be subject to periodic documentation of progress and review by both the employer and
the Adviser/Program Chair/Dean; and
3) Culminate in a final evaluation prepared by the employer and a final course grade
awarded by the Adviser/Program Chair/Dean.

Students are required to submit a written report documenting the tasks,

responsibilities, learning experiences, training and hours worked. Reports should include
comments on areas such as human relations aspects of their work, including leadership and
management skills; importance and emphasis on teamwork as opposed to individual work;
technical, intellectual, physical and social challenges; work schedule; and how the BPA Program
course work prepared them for practicum. The report should also cover the following: (a)
description of key tasks and responsibilities performed during their practicum including their
assessment of the most valuable things they learned; (b) evaluation of the training and overall
learning environment provided by their employer; (c) evaluation of their practicum experience
and its impact to their career goals; (d) how well the BPA Program prepared them for the
practicum including a description of how their formal education and work experience
interrelate; (e) recommendations for improvement of their specific practicum course in general;
and (f) total number of hours worked during practicum.

Objective of the Course

It is the primary objective of the course PA 23: Practicum to apply actual work setting,
the knowledge, skill and attitudes learned by Public Administration student in schools and at
the same time give them opportunity to experience both private and public work environment.

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 The OJT of Public Administration students has a long range and cardinal objectives.
These are the following:
 To provide for professional worker-to-be to apply the actual situations especially the
principles learned regarding the basic learning process;
 To provide opportunities for prospective professionals to evaluate themselves and
discover their weaknesses and strengths in certain phases of the job on actual working
situations;
 To familiarize the role of the government agencies in providing better services to its
own people regardless of its status in life;
 To develop the competence and attitudes needed by a professional worker in order to
operate effectively his assigned task as office worker in a government agency;
 To be able to gain knowledge about the chosen career and be aware of what is really an
office worker/public servant would be;
 To develop strong relationship with other people and boost their self – confidence
especially in dealing with clients; and
 To be more at ease on doing the job and expertise with the technical assistance of some
office staffs.

CHAPTER II

Compilation of Outputs

Training Topic: Role of the Supervisor

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Week 1 (April 19-23)

1. Design a concept map on the role of supervisor and explain.

As a planneras a guide and leader

As a manageras a mediator

As an inspector as a counselor

A. As a planner - supervisor has to plan the daily work

schedules in the factory at the same time he has to divide the work to various workers

B. As a manager it is rightly said that a supervisor is a part of the management team as an

enterprise.

C. As a guide and leader- factory supervisor leads the workers by guiding them the way of
perform their daily task.

D. A supervisor is called a linking pin between management and workers. He is the

spokesperson of management as well as worker.

E. Inspector- an important role of supervisor is to enforce discipline in the factory

F. A supervisor plays the role of a counselor to the workers problem. He must perform this role
in order to build good relations and cooperation from workers.

2. What do you think makes a good supervisor?

- In order to be a good supervisor you should have great communication skills the ability to
communicate in a clear and concise manner using positive language is essential. Second is you
should have a positive attitude, a warm welcoming nature goes a long way towards both clients
and staff. Third, you should lead by example in attitude, work, ethic and appearance. Be a coach,
mentor and counselor. Supervisor should be compassionate and approachable. Be organized. Be
focused and be considerate.

3. How can I be a good supervisor?

- In order for me to become a good supervisor I should get to know my employees first. Second I
will treat my employees as people and be a person back to them. I believe that I am a leader .
People put their trust in confidence. Sit back and listen feedback is your friend.
4. What is a subordinate supervisor relationship in the workplace?

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- Subordinate has to respect the supervisors ability to manage and the supervisor has to respect
the employee. It should be a relationship where there is open communication between the
parties. The supervisor subordinates relationship should be clearly defined in your workplace.
As a manager you bear the primary responsibility for building and maintaining a good working
bond with each employee.
5. What have I learned from this topic?

- I have learned from this topic on how to become a good supervisor and how to make a good
supervision. I learned that communication skills and good attitude is very important to become
a good supervisor. And lastly you should always remember who is the boss. Train people well
enough that they can leave, treat them well enough so they dont want to.

Natalie Keon March 16 2016 What makes a good supervisor. Retrieved on March 16,2016

Https://Www.nosh.com.au

Training Topic: Techniques of Supervision

Week 2 (April 26-30)

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1. What is supervision ?

Answer:

Supervision is the act or function of overseeing something or somebody. A person who

performs supervision is a "supervisor” but does not always have the formal title of supervisor. A
person who is getting supervision is the "supervisee".

2. Discuss the different techniques of supervision.

Answer:

A. TECHNIQUES OF SUPERVISION: Techniques are based on three stages  Stage one

Preparation for supervision  Stage two Supervision  Stage three Follow up of supervision

2. STAGE ONE: PREPARATION FOR SUPERVISION  Study of documents  Identification of

priority for supervision  Preparation of supervision schedule  

3.  STAGE TWO : SUPERVISION i. Establishing Contacts ii. Review of the objectives, targets
and norms iii. Review the job description iv. Observe the nursing staff’s motivation v.
Observe for any actual or potential conflicts

4. STAGE THREE : FOLLOW UP OF SUPERVISION • Reorganization of time –

table/workplan/duty roster • Organizing in-service training programs /continuing education
programmers for nursing personnel • Initiating changes in logistic support or supply system •
Initiating actions for organizing staff welfare activities • Counseling and guidance regarding
career development and professional growth.

3. What are the principles of supervision? Explain each.

Answer:

(1) Never Be an Autocrat:

While doing supervision work never behaves like an autocrat because this is self-defeating.

(2) Listen Carefully to Your Subordinates:

Supervisor must be a good listener. He must listen carefully to everything told to him by his
subordinates. He must accord full opportunity to the workers to present their case.

(3) Never Decide Anything in a Hurried Way:

It is a very rash approach to form an opinion about anybody hurriedly after a casual glance or a
brief hearing, as most of the complaints may not be genuine. But some may be so and if they
are not removed the morale of the workers in the organization may suffer.

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(4) Do Not Enter into Arguments with Subordinates:

Under no circumstances should the superior indulge in argument with his subordinates,
because, if he fails to persuade or convince by his arguments, he is liable to issue orders to
vindicate his point of view. This will create frustration and sense of insecurity among the
workers. A good leader should not argue but listen carefully and issue orders only after careful
listening.

4. Explain the different types of supervision

Answer:

Autocratic or Authoritarian: Under this type, the supervisor wields absolute power
and wants complete obedience from his subordinates. He wants everything to be done strictly
according to his instructions and never likes any intervention from his subordinates. This type
of supervision is resorted to tackling indiscipline subordinates.

Laissez-faire or free rein: This is also known as independent supervision. Under this
type of supervision, maximum freedom is allowed to the subordinates. The supervisor never
interferes in the work of the subordinates. In other words, full freedom is given to workers to
do their jobs. Subordinates are encouraged to solve their problems themselves.

Democratic supervision: Under this type, the supervisor acts according to mutual
consent and discussion, or in other words, he consults subordinates in the process of decision
making. This is also known as participative or consultative supervision. Subordinates are
encouraged to give suggestions, take initiative and exercise free judgment. This results in job
satisfaction and improved morale of employees.

Bureaucratic supervision: Under this type certain working rules and regulations are
laid down by the supervisor and all the subordinates are required to follow these rules and
regulations very strictly. A serious note of the violation of these rules and regulations is taken
by the supervisor. This brings about stability and uniformity in the organization. But in actual
practice, it has been observed that there are delays and inefficiency in work due to
bureaucratic supervision.

5. what have I learned from this topic?

Answer:

I learned about this topic the different types of supervision and the different techniques of
supervision. I also learned the different types of supervision.

Training Topic: Planning

Week 3 (may 3-7)

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1. What is Planning?

* Planning is the fundamental management function which involves deciding beforehand,

what is to be done, how it is to be done and when it is to be done and who is going to do it. It is
an intellectual process which lay down an organizations objectives and develops various
courses of action, by which the organization can achieve those objectives. It chalks out exactly,
how to attain a specific goal.

2. In a bubble map write the characteristics of planning and explain it.

Planning is
the
primary Planning
function of contribute
manageme s to the
objectives

Planning is CHARACTERISTICS OF Planning is

goal PLANNING a futuristic
oriented

Planning Planning
involves is
Explanation: decision continou
making
A. Planning is primary function of management . The function of management are broadly
classified as planning, organization direction and control. It involved at all managerial functions
it is rightly called as an essence of management.

B. Planning is a process to determine the objectives or goals of an enterprise. It lays down the
means to achieve these objectives. The purpose of every plan is to contribute in the achievement
of objectives of an enterprise.

C. Planning is a function of all managers. Every manager must plan. A manager at a higher level
has to devote more time to planning as compared to persons at the lower level. So the president
or managing director in a company devotes more time to planning than the supervisor.

D. Planning is a mental work basically concerned with thinking before doing. It is an intellectual
process and involves creative thinking and imagination.

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E. Planning as a continuous process. Planning as a continuous process and permanent process
and has no end. A manager makes new plans and also modifies the old plans and in the light of
information received from the persons who are concerned with the execution of plans.

3. Why is planning important?

* Planning in business is essential to success. When a company has a planning process and
a plan to follow, leaders are better equipped to prepare for the future. A business plan create a
focus for the company, uniting employees toward common goals. When everyone works
together l, its easier to manage time and resources, to position the company for growth.

4. What are the steps involve in planning ?

Step 1. Perception of opportunities

Perception of opportunities is not strictly a part of the planning process. But this awareness of
opportunities in the external environment as well as within the organization is the real starting
point for planning.

Step 2. Establishing objectives

This is the second steps in the planning process. The major organizational and unit objectives
and set in this stage. This is to be done for the long term as well as for the short range. Objective
specify the points of what is to be done, where the primary emphasis is to be placed and what is
to be accomplished by the various types of plans.

Step 3. Planning Premises

After determination of organizational objectives, the next step is establishing planning premises
that is the conditions under which planning activities will be undertaken. Planning premises are
planning assumptions the expected environmental and internal conditions.

Step 4. Identification of Alternatives

The fourth step in planning is to identify the alternatives. Various alternatives can be identified
based on the organizational objectives and planning premises. The concept of various
alternatives suggests that a particular objective can be achieved through various actions.

Step 5. Evaluation of Alternatives

The various alternative course of action should be analyzed in the light of premises and goals.
There are various techniques available to evaluate alternatives. The evaluation is to be done in
the light of various factors. Example, cash inflow and outflow, risks, limited resources, expected
pay back etc., the alternatives should give us the best chance of meeting our goals at the lowest
cost and highest profit.

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5. What have I learned from the topic?

* I have learned from this topic about planning. How important planning is . And the
characteristics of planning . There are so many steps involved in planning. I have learned from
this topic that planning is very important especially in business or decision making.

(Http/:www.google.com/bussinessmanagementideas.com

(Retrieved on may2021)

Training Topic : ORGANIZING

(Week 4 May 1-4)

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1. What is organizing management?
Organizing is the process of coordinating, arranging, sorting and combining resources and
work process in order to properly manage the activities of every organization and any projects.
According to the (University of Minnesota, 2010) organizing is the function of management
that involves developing in an organizational structure and allocating human resources to
ensure the accomplishment of objectives. Organizing also involves the design individual jobs to
most effectively use human resources.
Organizing is very important in bringing together various departments that are essential to
the work. It also helps in the efficient use of resources by utilizing ang assigning the right
amount and type of resources needed for the work.
2. Discuss the Elements of Organizing.
A. Alternative approach to designing jobs - which implies identifying different approach to
job design. Organizing help provide job description and establish work patterns and schedule by
sorting and arranging the work into the best possible efficient form they can devised.
B. Rationale and the most common bases for grouping jobs into department- this involves
distinguishing the characteristics of the jobs, then separating and assigning it accordingly to the
established form from the managements. The most common bases foe grouping jobs are its
function, product, costumer and location.
C. Reporting relationship- illustrates the organizational structure by using boxes and vertical
and horizontal lines to connect the boxes. The vertical lines demonstrate the reporting
relationship of supervisors and their reporting staff.
D. Coordinating Activities- coordinating is very vital to success especially when you work on a
group large organization. Coordinating Ables a group of people to accomplish large and difficult
task easily, by working together and combining their skills and expertise. This also applied in
the coordination of activities of various departments.
E. Basic way in which Position within an Organization can be differentiated- there are two
types of position in an organization, the line position and staff position, the person in line
position is directly involved in achieving the basic objectives of the organization.

3. What are the steps of organizing?

Step 1. Identification and Classification of required activities - These step is where you
identify all needed activities in order to establish a form of classification which helps in
determining the type of work and in which department is best suited to assign these activities.
Step 2. Grouping Activities Necessary for attainment of Objectives - once you finished
identifying and classifying all the needed activities, you can now proceed in grouping these
activities and establish a framework of objectives. These pattern should be thoroughly
determine in order to establish the best and most efficient way of doing the actual process.
Step 3. Assigning each group to a manager with authority necessary to supervise it - after
you finished identifying the activities and already have an established pattern and schedules of

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work. Its time for you to delegate it to the right personnel that has the right set of skills and
expertise to tackle the assigned task.
Step 4. The Provision for Coordination Horizontally (on the same level) and Vertically (in
various division and departments) - the fourth and last step in organizing is the provision of
the proposed organization of activities, it should be properly delegated and explained to every
divisions like the departments that will handle the activities, and the top level management who
overseas and finance these activities.

4. Explain the Principles of Organizing

* Work Specialization
Also called division of labor, work specialization is the degree to which organizational tasks are
divided into separate jobs. Each employee is trained to perform specific tasks related to their
specialized function. Specialization is extensive, for example running a particular machine in a
factory assembly line. The groups are structured based on similar skills. Activities or jobs tend
to be small, but workers can perform them efficiently as they are specialized in it. In spite of the
obvious benefits of specialization, many organizations are moving away from this principle as
too much specialization isolates employees and narrows down their skills to perform routine
tasks. Also it makes the organization people dependent. Hence organizations are creating and
expanding job processes to reduce dependency on particular skills in employees and are
facilitating job rotation among them.
* Authority
Authority is the legitimate power assigned to a manager to make decisions, issue orders, and
allocate resources on behalf of the organization to achieve organizational objectives. Authority
is within the framework of the organization structure and is an essential part of the manager’s
job role. Authority follows a top-down hierarchy. Roles or positions at the top of the hierarchy
are vested with more formal authority than are positions at the bottom. The extent and level of
authority is defined by the job role of the manager. Subordinates comply with the manager’s
authority as it is a formal and legitimate right to issue orders.

* Chain of Command
The chain of command is an important concept to build a robust organization structure. It is the
unbroken line of authority that ultimately links each individual with the top organizational
position through a managerial position at each successive layer in between. It is an effective
business tool to maintain order and assign accountability even in the most casual working
environments. A chain of command is established so that everyone knows whom they should
report to and what responsibilities are expected at their level. A chain of command enforces
responsibility and accountability. It is based on the two principles of Unity of command and
Scalar Principle. Unity of command states that an employee should have one and only one
manager or supervisor or reporting authority to whom he is directly accountable to. This is
done to ensure that the employee does not receive conflicting demands or priorities from
several supervisors at once, placing him in a confused situation. However, there are exceptions
to the chain of command under special circumstances for specific tasks if required. But for the
most part organizations to a large extent should adhere to this principle for effective outcomes.

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* Delegation
Another important concept closely related to authority is delegation. It is the practice of turning
over work-related tasks and/or authority to employees or subordinates. Without delegation,
managers do all the work themselves and underutilize their workers. The ability to delegate is
crucial to managerial success. Authority is said to be delegated when discretion is vested in a
subordinate by a superior. Delegation is the downward transfer of authority from a manager to
a subordinate. Superiors or managers cannot delegate authority they do not have, however, high
they may be in the organizational hierarchy. Delegation as a process involves establishment of
expected outcomes, task assignment, delegation of authority for accomplishing these tasks, and
exaction of responsibility for their accomplishment. Delegation leads to empowerment, as
employees have the freedom to contribute ideas and do their jobs in the best possible ways.
* Span of Control
Span of control (also referred to as Span of Management) refers to the number of employees
who report to one manager. It is the number of direct reporters that a manager has and whose
results he is accountable for. Span of control is critical in understanding organizational design
and the group dynamics operating within an organization. Span of control may change from one
department to another within the same organization. The span may be wide or narrow. A wide
span of control exists when a manager has a large number of employees reporting to him. Such
a structure provides more autonomy. A narrow span of control exists when the number of direct
reporters that a manager has is small. Narrow spans allow managers to have more time with
direct reports, and they tend to spark professional growth and advancement.
5. What have I learned from this topic?
* I have learned from this topic the fundamentals of organizing, I learned how important
organizing is in the company . There are many steps in organizing. I also learned that it employ a
set of elements and principles that helps govern its application and Ables me to understand
further its importance. This topic given me the chance to study intently the steps of organizing
and how to properly execute its process which helps further improve my organizing
capabilities.

Source:
(Http://www.wikipedia.com retrieve on may 4,2021)
Http://www.tutorialspoint.com/management.principles, retrieved on may 4,2021)

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 Training Topic : STAFFING AND CONTROLLING

(Week 5 May 17-21)

Questions:

1. What is Staffing ?

* Staffing Can be defined as one of the most important functions of management. It involves
the process of filling the vacant position of the right personnel at the right job, at the right time.

2. Why is Staffing important?

* Staffing is an important function as it ensures efficient performance of all other

management functions. All other management functions are performed by skilled and
experienced human resources. Staffing involves recruitment and deployment of quality
personnel in various positions across an organization.

3. What are the functions of Staffing?

- The first and foremost function of staffing is to obtain qualified personnel for different
jobs position in the organization.

- In staffing, the right person is recruited for the right jobs, therefore it leads to maximum
productivity and higher performance.

- It helps in promoting the optimum utilization of human resource through various

aspects.

- Job satisfaction and morale of the workers increases through the recruitment of the right
person.

- Staffing helps to ensure better utilization of human resources

- It ensures the continuity and growth of the organization, through development managers.

4. What are the characteristics of staffing ?

* People Centered - staffing can broadly view as people centered function and therefore it is
relevant for all types of organization. It is concerned with categories of personnel from top to
bottom of the organization.

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 * Responsibility of manager - staffing is the basic function of management which involves
that the manager is continuously engaged in performing the staffing function. They are actively
associated with the recruitment, selection, training and appraisal of his subordinates.

* Human Skills - staffing function is mainly concerned with different types of training and
development of human resource and therefore the managers should use human relation skill in
providing guidance and training to the subordinates.

* Continuous function - staffing function is to be performed continuously which is equally

important for a new and well-established organization. Since in a newly established
organization, there has to be recruitment, selection, and training of personnel.

5. What have I learned from this topic?

* I have learned from this topic that staffing is important in the organization. I have learned
the different functions of staffing and the characteristics of staffing .

(Https://www.google.com/toppr.com, retrieved on may 27)

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Training Topic: Settings Performance Standards and Expectations

(Week 6)

1. What is the purpose of performance standard?

Answer:
The goal of performance standards is to ensure that both employers and employees are on the
same page regarding job expectations. That's why managers need to provide their new
employees with the performance standards during the first month of employment.

2. What are the three levels of performance? Discuss each.

Answer:
1. Organizational Performance

At the highest level of organizational performance, the overall KPIs and supporting metrics
should be directly linked to the overall goals and targets. For example, at the overall company
level, KPIs like sales growth, return on investments and profitability can be measured and
compared directly against the overall organizational strategic objectives and performance
targets.

2. Team Performance

Next, based on the organizational KPIs and metrics, the team KPIs must be defined in a way that
they will support the organizational performance. The team performance can be also viewed as
department level performance or group level performance depending on the organizational
structure. For example, team performance can be the overall performance of the entire sales

19
force. In such a case, sales KPIs and metrics are directly linked to the overall goals of the
company.

3. Individual Performance

Finally, each team member or employee should be evaluated and the individual progress
towards achieving the goals should be measured. In the case of the sales force, each sales rep
should have his / her individual goals, objectives and targets. The ongoing tracking and
monitoring of individual performance is effective because it reveals any gaps in performance on
time and allows management to give feedback to each team member in a timely manner.

In general, performance management should be kept simple and aligned throughout the
company from the top level to department level and to individual level performance. When this
performance system is simple, clear and effective, every employee at each level in the company
can understand her / his roles and expectations and such a management system will produce
better results at each organizational level. Effective performance management always results in
optimized operations, cost reductions and successful business growth.

3. What to consider in establishing performance standard?

Answer:

 Standards need to be motivational.

 Standards should not be too easy nor too difficult to achieve.
 Let your employees know that you're analyzing their performance.
 Establish a trial period.

4. Why and how to create performance standards in an organization?

Answer:
1. Focus on the position, not individual

2. Decide what tasks should be included in the standard

3. Choose parameters that make a performance successful

4. Think about the error rates

5. Create standards for solid performance first, then the others

5. What have I learned from this topic?

Answer:

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 I learned from this topic the purpose of performance standards and the different levels of
performance.

Reference; http//www.google.com retrieved on July 10, 2021

Training Topic : DISCIPLINE

(Week 7)

21
Questions:

1. What is employee discipline?

According to the business dictionary, employee discipline is defined as the regulations or

conditions that are imposed on employees by management in order to either correct or prevent
behaviors that are detrimental to an organization. The purpose of employee discipline is not to
embarrass or degrade an employee.

2. Discuss the importance of employee discipline.

Disciplining employees is a necessary matter in every organization, albeit an unpleasant

one. Effective discipline can help to correct employee behavioral issues and can increase
productivity. Effective discipline will also help to protect your company against wrongful
termination lawsuits.

Behavior Correction

According to Rutgers University Human Resources, the aim of employee discipline is to correct
the behavior of a worker through instruction instead of punishing him. A supervisor must
explain to her subordinates where they need to improve. She must provide her expertise and
give time to those working with her to implement her suggestions and improve their
performance. If the employee refuses to improve or correct his conduct, then strict disciplinary
action may be taken. The best form of employee discipline is when it does not come as a
surprise. Authorities must communicate regularly with the employees, so they have an idea
about what’s coming.

Protection

Conduct of an employee affects other employees too. Employee discipline is a way of protecting
other workers who put in their time and talent at the workplace. With a clear and effective
employee-discipline plan in place, employees know the consequences of their conduct. This
streamlines providing information about employee behavior and provides a sense of security to
employees. This ensures the right to protection to which every employee is entitled.

Improve Performances

A transparent employee-discipline program can deal effectively with problems like

absenteeism, tardiness, missing deadlines or not adhere to other codes of conduct at the
workplace. Employee discipline indirectly helps employees to put their time to best use.

Promotes Appropriate Behavior

A disciplined environment helps put both management and employees on their best behavior.
Managers must strictly adhere to the company’s protocols in order to effectively lead those
looking to them as examples. Employees who enter this type of administration know what the
expectations are as well as the penalties for committing infractions. This knowledge promotes
appropriate actions and conducts which are essential for a small company.

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Organization’s Gain

Other than ensuring protection, an effective employee-discipline code creates a congenial

environment in which employees can work. This increases their output, which translates into
increased profit for an organization. Also in today’s world of easy communication, a company
with a strong reputation for employee discipline can retain employees as well as attract more
talent.

Positive Employee Discipline

Tools for employee discipline are powerful and must be used only in a positive way. The human
resources department of the University of Oklahoma includes five components for positive
employee discipline–communicating performance expectations and requirements to employees,
followed by giving oral reminders, written reminders and disciplinary leave of absence, and
termination. The components are in increasing order of severity. The initial components
provide support and time for the employee to correct her performance. If that fails, more severe
components are used. The last option, termination of employment, while not a part of positive
employee discipline, has to be taken under some circumstances. Some organizations use
suspension before discharging an employee.

3. Cite the factors to consider in employee discipline

* Seriousness of violation.

*Damage caused by violation.

*Level in management – The higher the level, the higher the penalty. ...

*Role in the violation (e.g., initiated, assisted, etc.)

*Knowing violation – But ignorance of the rules is not a defense or mitigating factor.

Seriousness of violation

Damage caused by violation

Level in management – The higher the level, the higher the penalty. This can be tough for
people to understand but is essential. Leaders set the tone for others, and more should be
expected of them.

Role in the violation (e.g., initiated, assisted, etc.)

Knowing violation – But ignorance of the rules is not a defense or mitigating factor. Ignorance
in this context needs to be carefully assessed. It is fair to expect people in responsible positions
to ask first before engaging in new activities. But given the complex nature of some regulations,
there may well be instances when ignorance was legitimate. Always be skeptical on this point;
you do not want to provide an incentive to avoid training. Lying during or otherwise obstructing
investigation

23
4. Explain the types of employee discipline

Issuing Verbal Warnings

Verbal warnings are one of the most common types of discipline at the workplace and are
typically the first step in a progressive series of disciplinary measures. In most small businesses,
supervisors of the employee – regardless of that employee’s status – issue verbal warnings. For
example, if you own a business and one of your middle managers is consistently late for work,
you could issue the warning or instruct a senior staffer to do it.

Issuing a Written Reprimand

Written reprimands are the type of discipline you implement if an employee continues to violate
workplace standards or regulations. Also known as an “employee write-up,” they’re often the
second step after a verbal warning has not resulted in improved behavior. Typically, the
employee’s supervisor writes a detailed account of the behavior or actions that need to change,
as well as what steps the company will take if that behavior or action doesn’t improve. For
example, habitual tardiness may lead to an employee write-up that indicates termination may
result if the employee doesn’t start showing up on time. After completing an employee write-up,
you must ensure that your worker reads and signs the document, then place the document in
that person’s personnel file.

Implementing Performance Improvement Plans

Performance improvement plans are effective forms of discipline in which you create a detailed
plan that identifies areas for improvement, and a series of steps your employee must complete
to satisfy an acceptable performance standard. These improvement plans are often created
when an employee’s job performance has fallen far below the minimum standard. For example,
if you own a telemarketing firm with a minimum of 500 outbound calls per month, and an
employee consistently logs 150 calls per month, creating a performance improvement plan
could be beneficial. The plan should include actionable and achievable steps for improvement,
as well as quantitative and qualitative milestones. Any opportunity for advancement or for
incentives, such as a bonus, is put on hold until the employee achieves the plan’s goals.

Issuing a Written Suspension

Written suspensions are forms of discipline you can use when verbal warnings, written
reprimands and performance improvement plans have failed. You must document the
employee’s behavior or actions, note the corrective measures you attempted to implement and
indicate why you issued the suspension. Egregious behavior or employee actions that threaten
the health and safety of those in your workplace are typically valid reasons for a suspension. It’s
important to understand that a suspension not only deprives your employee of a paycheck but
that it can also impact that person’s ability to compete for promotions and work assignments
even after the employee is reinstated.

Terminating an Employee

When all other forms of discipline have not resulted in improvement, your final option may be
to consider termination. This is a drastic step, but one that may be necessary if you’ve exhausted
all other options. In some instances, you can issue a final written warning that indicates

24
termination will follow if the employee’s behavior isn’t corrected. Terminating an employee
occurs if that employee continues to exhibit behavior that is harmful to your company and to
your other workers.

5. What have I learned from this topic?

I have learned from this topic that discipline is very significant in the workplace . I learned
the importance of employee discipline and the different types of employee discipline.

(REFERENCE: www.google.com.smallbusiness.chron.com, retrieved on june 15,2021)

TRAINING TOPIC: LABOR RELATIONS

(Week 8)

25
QUESTIONS:

1. State the labor codes of the Philippines.

Global People Strategist

August 11, 2020

Labor Code of the Philippines

by The GPS Team in Global Compliance

The Labor Code of the Philippines is a legal code that determines all employment practices and
labor relations in the Philippines. This is to help protect employees and employers- while
ensuring that neither is subject to unfair treatment or exploitation.

Below are sets of rules that make up the Labor Code:

Working Hours in the Philippines

No employee in the Philippines must work for over 8 hours a day. He is worthy of a 1-hour
lunch break daily, without fail. However, a worker is only required to work for a maximum of 8
hours per day from the office. There are no laws that mandate his working hours from home.

Working hours include the time during which the employer is required to be at the workplace,
all hours that he is asked to work, and the breaks in between to avoid burnout.

Employees Exempt from Completing Working Hours

Article 82 of the Labor Code states that employees under all establishments and undertakings
need to complete a certain set of working hours, except:

*Government employees

*Managerial employees

*Field personnel

*Family members of the employer who are dependent for support

*Domestic help

*Individuals who provide personal service to others

*Workers given wages/salary based on the Secretary of Labor regulations

*Meal Times

*The Labor Code dictates that all employers must get no less than a 60-minutes break to finish
their meals. The usual time during day-shifts is 12.00 PM.

Night Shift

26
In case an employer requires a worker to work during the night- any time between 10:00 PM
and 6:00 AM- he must be paid a minimum of 10% over and above his regular wage for each
hour.

Rules for Overtime Work

Since the maximum work hours allowed in the Philippines are 8-hours, in case an employee
works for longer, he must be paid extra. This includes additional compensation of 25% of his
regular work wage.

The employer is liable to pay an additional compensation equivalent to the average 8-hour pay,
including 30% more if he has asked his employee to work beyond 8-hours on a holiday or rest
day. Working on a rest day may be required in case of an emergency, urgent work, loss to the
business, or as determined by the Secretary of Labor and Equipment.

It is essential to note that an employee can be asked to perform overtime work in national or
local emergency cases determined by the state, or if the business is at stake.

Rules for Under-time Work

According to the Article 88 of the Labor Code, under-time work on a business day will not
influence overtime work on any given day. This means that if an employee leaves work early, he
cannot be made to work overtime the next day to make up for those hours. This is because the
rate of overtime per hour is higher than the missed hours. The Labor Code also states that in
case an employee receives permission to take leave on a specific day, his employer is still
required to pay for any additional compensation or overtime work done previously or in the
future.

Leaves

All employers are subject to a weekly rest day of a full 24-hours after every 6 consecutive
working days. The specific rest day can be mutually decided. However, an employee can argue
his case if he prefers to be given a rest day based on a religious event or holiday. All workers
reserve the right of holiday pay. This will include his regular daily wage. In case they are called
into work on a holiday, they must be paid twice their regular rate.

If an employee has worked for a minimum of one year for his company, he must be offered a
yearly service incentive leave of five days with regular pay.

In summary, the Labor Code of the Philippines ensures that no worker is abused while giving
authority to employers to assign overtime work or work on holidays as long as they pay the
wages stated by the law. To learn more about labor and compliance in the Philippines.

2. Cite the regulations on conditions of employment in the Philippines.

Provisions in the Labor Code have regulated various aspects of employment conditions,
such as

27
 *vocational training

* labor contracts, wages, working hours

*labor discipline

* labor safety and health and social insurance.

Some key provisions include the following. Wages and salary

3. What do you mean by unfair labor practices?

*An UNFAIR LABOR PRACTICE is any action or statement by an employer that interferes with,
restrains, or coerces employees in their exercise of the right to organize and conduct collective
bargaining. Such interference, restraint, or coercion can arise through threats, promises, or
offers to employees.

4. Give atleast 5 examples of unfair labor practices.

*Management cannot create its own union or dominate an existing union.

*Management cannot interfere with the ability of employees to organize a union. For example,
management cannot single out conversation about unions and treat it differently than any other
non-employment conversation.

*Management cannot discriminate against employees to keep them from starting or joining a
union. For example, management cannot lay off, transfer, or reassign workers because they are
engaging in protected concerted activity.

*Management cannot retaliate against an employee who provides testimony to the National
Labor Relations Board or files a complaint with them.

*When employers refuse to bargain with a union that has permission to represent its employees
or discriminates against an employee from engaging in union activities.

5. What have I learned from this topic?

I learned from this topic the labor codes of the Philippines and the different examples of unfair
labor practices. I also learned the regulations on conditions of the employment in the
Philippines.

(Reference; www.google.talentlyf.com retrieved on june 15,2021)

Training Topic : PERFORMANCE APPRAISAL

Week - 9

1. What is performance appraisal

28
  A performance appraisal is a regular review of an employees job performance
and overall contribution to a company. Also known as an annual review,
performance review or evaluation , or employee appraisal , a performance
appraisal evaluates an employees skills , achievements , and growth or lack
thereof.
2. What is the purpose of performance appraisal?
 The purpose of performance appraisal system is to evaluate how well an
employee
Performs her job duties and tasks, her supervisory and leadership
capabilities and other soft skills, and how well she manages workplace
relationships and conflict resolution.

3. Cite the relationship between performance appraisal and job analysis.

 Performance Analysis: Job analysis is done to check if goals and objectives of

a particular job are met or not. It helps in deciding the performance
standards, evaluation criteria and individual's output. On this basis, the
overall performance of an employee is measured and he or she is appraised
accordingly.
 A performance appraisal, also referred to as a performance
review, performance evaluation,[1] (career) development discussion,
[2] or employee appraisal[3] is a method by which the job performance of
an employee is documented and evaluated. Performance appraisals are a
part of career development and consist of regular reviews of employee
performance within organizations.

4. Mention the performance appraisal process.

 Establish performance standards.

 Communicate performance expectations to the employees.

 Measure actual performance.

 Compare actual performance with standards.

 Discuss the appraisal with employee.

 If necessary, initiate corrective action.

5. What have I learned from this topic?

I learned from this topic about performance appraisal and job analysis . Performance
appraisal is very necessary in the company.

Reference: www.google.com/economicsdiscussion.net , retrieved on July 1,2021

TRAINING TOPIC: EQUAL EMPLOYMENT OPPORTUNITY

(Week 10)

29
Questions:

1. A . What is equal employment opportunity?

*Equal employment opportunity (EEO) refers to practices that are designed so that

all applicants and employees are treated similarly without regard to protected
characteristics such as race and sex.

2. Cite 2 examples of being unequal. What is discrimination of employment?

 Employment discrimination is a form of discrimination based on race, gender,
religion, national origin, physical or mental disability, sexual orientation, and
gender identity by employers.

Examples:
 Unequal pay. On average, American women are more educated than men. ...

 Sexual harassment. An obstacle that many women face in the workforce is sexual
harassment.

TRAINING TOPIC: GRIEVANCES

(Week 10 B)

Questions:
1. What is grievance?
A grievance is a formal complaint that is raised by an employee towards an employer within
the workplace. ... A grievance between an employee and employer can be dealt with either
informally or formally, and sometimes both approaches are taken in search of a resolution.
2. What are the types of grievance?
According to the Communication Workers America, there are three types of grievances,
that are largely applicable to organizations across the globe. They are:

Individual Grievances
When an individual employee grieves against a management action like demotion based on bias,
non payment of salary, workplace harassment etc.

Group Grievances
This type of grievance is when a team or a group collectively grieves against the management
for example when none of the team members receive the promised overtime bonus as
mentioned in the policy.

Union Grievances

30
This is rare, especially in a corporate setup where unions don't often exist. But in this type of a
grievance, the entire union complains against the management generally over contract
misinterpretation.

3 Cite some examples of grievance in the workplace.

 Interpersonal issues; bullying, harassment and discrimination

 Pay and benefits

 Grievances related to the gender age gap

 Grievances about working time and working conditions

 Tactical grievances

4 Discuss the effect of grievances .

The effects of grievances are the following:

 Low quality production.

 Increase in cost of production per unit.
 Increase in wastage of material, spoilage leakage of machinery.
 Increase in the rate of absenteeism and turnover.
 Reduced level of commitment, sincerity and punctuality.
 Reduced level of employee morale.
 Increase in the rate of accidents.
 Increase in discipline cases.
 Increase in unrest and thereby machinery to maintain industrial peace.
 Increase in degree of supervision and control.

5. What have I learned from this topic?

I learned from this topic the different types of being un equal and the discrimination of
employment . The different types of grievances and the effects of grievances .

(Reference: http:/www.google.com/owlgen.com retrieved on july 5, 2021)

CASE ANALYSIS OF THE MOVIE

31
 "THE 33"
(Week 11)

CHALLENGES:
1. A gold and copper mine collapses

2. Traps 33 miners underground for 69 days

3. The owner ignores the warning of failing stability of mine which collapses a short time
later.

4) The only path inside the mine is completely blocked, and the thirty-three miners
manage to get to the rescue chamber
5) They discover that the radio is useless, the medical kit is empty.
6) The ventilations shafts lack the required ladders, and there is very little stored food
7) The mine company does not attempt any rescue.

BACKGROUND:
The 33 is a 2015 English-language biographical disaster-survival drama film
directed by Patricia Riggen and written by Mikko Allane, Craig Borten and Jose Rivera.
The film is based on the real events of the 2010 mining disaster in which a group of
thirty-three miners were trapped inside the San jose mine in Chile for 69 days.
Disaster strikes on august 5, 2010 as a copper and gold mine collapses in Chile,
trapping 33 men underground. With more than 2000 feet of rock in their way, members
of a rescue team work tirelessly for 69 days to save the seemingly doomed crew.
Beneath the rubble, the miners begin an epic quest to survive, contending with
suffocating heat and the need for food and water. With family, friends and the rest of the
world watching, it becomes a race against time and a true test of human spirit.
The 33 two hours long and it feels like it. An hour and a half into the movie, the rescue
team finally contact the miners. Its an ecstatic moment because all of the miners are
astonishingly (at least to the people above ground), alive. Hugs are passed around and
the end of the movie seems imminent.

POSSIBLE OPTIONS:

 The miners should know in the first place about the unstable nature of the
mountain under which the mine is located.
 The family of miners should ask assistance from the owner of the mine where they
got trapped.
 The government of Chile decides on active intervention and orders to use of drills to
reach the chamber.

FINAL DECISION:

32
 Luis is the last man to be taken up, and the film ends as he steps into the capsule. The
San Jose Mining Company was found not guilty of criminal negligence, and the miners were
never compensated. Nonetheless, they remain brothers to this day.

RESULTS:

The ensuing action shows how odds increased. There are lot of characterizations, and a
few characters arcs, that the movie takes on, and Riggen doesn't mind having to do sketches a
more thorough movie would have been , well a mini series. But it's a real accomplishments that
she keeps the action coherent throughout and she shows admirable daring at times. The
impending starvation of the miners inspires a hallucination dinner scene that's pretty audacious
and genuinely funny.

CHAPTER 3

33
EVALUATION OF THE COURSE
SUGGESTIONS AND RECOMMENDATION

BIBLIOGRAPHY

Republic of the Philippines

34
 SOUTHERN LEYTE STATE UNIVERSITY
Maasin City Campus
Tunga-tunga, Maasin City, Southern Leyte
Website: www.slsuonline.edu.ph
Email: [email protected]
Contact no.: 09088162184

Public Administration Department

INTERNSHIP PLAN

I. INTRODUCTION

With the rapid spread of global pandemic COVID– 19, various industries, economic
related activities, and academic institution have been greatly affected. Hampering operations,
loss of jobs and decrease in man – power requirement are very evident condition. With this,
challenges in the academe arise, specifically with exposing student with field knowledge that is
required to complete a degree (on – the – job training). Thus, the university device these
guidelines to address the gap in skills, knowledge and development among student that will be
taking on – the – job training course for the 2md semester of S.Y. 2020 – 2021.

II. OBJECTIVES

This guideline aims to address the needs arising with the in – coming on – the – job
training (OJT) students this 2nd semester across all program of the university. These guidelines
need to be implemented as it will ensure students’ development of full potential amidst
challenging times.

III. REQUIREMENTS OF THE PROGRAM:

A. List of documents for the student internship as stipulated in the CMO

Higher Education Institutions (HEIs)

1. The HEIs higher education program(s) with internship course must have:
a. Government Recognition for private HEIs:
b. Board Resolution for State Universities and Colleges (SUCs) and
Certificate of Program Compliance.
c. Local Government Ordinance for Local Universities and Colleges (LUCs)
Certificate of Program Compliance.
2. The HEI must have a pool of reputable HTEs; and
3. In collaboration with the duly selected HTE, the HEI must develop an internship
plan for the student intern specifying goals and objectives.

(note: the above requirements were temporary suspended due to pandemic. NO

DEPLOYMENT of student trainees for this 2nd semester AC 2020-2021)

SIPP Coordinators or the OJT Coordinator

35
 1. Must have official designation by their respective head/president on the basis of
the HEI’s qualification requirement.

Student Intern

A student interns must:

1. Be officially enrolled in a legitimate Philippine higher education institution;
2. Be enrolled in an internship subject;
3. Be at least eighteen (18) years of age from the start of the internship period;
4. Pass pre-internship requirements as specified in the internship plan;

B. ORIENTATION AND BRIEFING

The students will be gathered together on March 26, 2021 for an OJT Program
Orientation through the use of online platform (google meet/zoom). Training
expectations, guidelines, rules and regulations, course requirements shall be discussed.
An open forum shall be done to provide a venue for clarification on certain issues
related to the internship program.

C. RESPONSIBILITIES OF THE STUDENT TRAINEE

1. Attend regular online meeting/consultation (Wednesday and Friday);

2. Prepares daily journal, monthly report and DTRs; and
3. Prepare and submit e-portfolio and research activity or case study before the
end of the semester as basis for the 500 hours OJT requirements.

D. INTERNSHIP CONTRACT
An internship Contract is signed by the student intern, and the Higher Education
Institution (HEI). This agreement identifies the HEIs’ responsibilities and student
intern’s tasks and some policies regarding the program. No student- interns will be
deployed to the agency without the notarized internship contract.

(note: the above requirements were temporary suspended due to pandemic. NO

DEPLOYMENT of student trainees for this 2nd semester AC 2020-2021)

36
 E. PERFORMANCE

The culmination of the internship program is the evaluation of the student intern
performance. The evaluation should contain the following:
Name of Student Intern: ________________________________________________________________
Internship Period: Start: April, 2021 End: July, 2021___________________

ON THE JOB TRAINING PLAN/PORTFOLIO

Start and End Date Training Topics Answer the following:

April 19 – 23 1. Role of the Supervisor 1.1 Design a concept map on the
(40 hours) Role of Supervisor and explain
each.
1.2 What do you think makes a
good supervisor?
1.3 How can I be a good
supervisor?
1.4 What Is a Subordinate-
Supervisor Relationship in the
Workplace?
1.5 What have I learned from
this topic?
April 26 – 30 2. Techniques of Supervision 2.1 What is supervision?
(40 hours) 2.2Discuss the different
techniques of supervision.
2.3 What are the Principles of
supervision? Explain each.
2.4 Explain the different types of
Supervision.
2.5 What have I learned from this
topic.
May 3 – 7 3. Planning 3.1 What is Planning?
(40 hours) 3.2 In a Bubble map write the
characteristics of Planning and
explain each.
3.3 Why is Planning important?
3.4 What are the steps involved
in planning?
3.5 What have I learned from this
topic?
May 10 – 14 4. Organizing 4.1 What is organizing in
(40 hours) management?
4.2 Discuss the Elements of
Organizing
4.3 What are the Steps of
Organizing
4.4 Explain the Principles of
Organizing
4.5 What have I learned from this
topic?

37
May 17 -21 5. Staffing and Controlling 5.1 What is staffing?
(40 hours) 5.2 Why is staffing important?
5.3 What are the functions of
Staffing?
5.4 What are the characteristics
of staffing?
5.5 What have I learned from this
topic?
May 23 -28 6. Setting Performance 6.1 What is the purpose of
(40 hours) Standards and Performance Standard?
Expectations 6.2 What are the three levels of
performance? Discuss each.
6.3 What to consider in
establishing performance
standard?
6.4 Why and how to create
performance standards in an
organization?
6.5 What have I learned from this
topic?
May 31-June 4 7. Discipline 7.1 What is employee discipline?
(40 hours) 7.2 Discuss the importance of
employee discipline.
7.3 Cite the factors to consider in
employee discipline.
7.4 Explain the types of
employee discipline.
7.5 What have I learned from this
topic?
June 7 – 11 8. Labor Relations 8.1 State the Labor Code of the
(40 hours) Philippines
8.2 Cite the regulations on
conditions of employment in the
Philippines
8.3 What do you mean by unfair
labor practices?
8.4 Give at least 5 examples of
unfair labor practices.
8.5 What have I learned from this
topic?

June 14 – 18 9. Performance Appraisal 9.1 What is Performance

(40 hours) appraisal?
9.2 What are the purposes of
Performance appraisal?
9.3 Cite the relationship of
Performance appraisal and Job
analysis.
9.4 Mention the Performance
appraisal process.
9.5 What have I learned from this
topic?
June 21 – 22 10. Equal Employment What is equal employment

38
(16 hours) Opportunity opportunity?
Cite 2 examples of being unequal.
What is discrimination of
employment?

June 23 – June 25 11. Grievances 11.1 What is grievance?

(24 hours) 11.2 What are the types of
Grievance?
11.3 Cite some examples of
Grievance in the workplace.
11.4 Discuss the effects of
Grievance.
11.5 What have I learned from
this topic?
June 28 – July 2 12. Make a Case study report. A Management Study: What Is It?
(40 hours) (choose 1 of the following:) A typical form of the
Management study includes such
 THE 33 crucial elements as:

 Documentary: Together We The description of the following:

Stand Yolanda a. challenge(s),
b. Background,
c. Possible options,
d. Final decision,
e. Results.
July 5 – July 9 13. Problem identification in
(40 hours) your own
barangay/community.
Based on the identified
problems, propose a policy
or project proposal.
July 12 – July 14 Prepare and submit e-portfolio as
(20 hours) OJT course requirements such as:

a) Approval Sheet
b) Compilation of outputs
c) Case study reports
d) Policy or Project Proposal
e) Course evaluation/ course
reflection
f) Internship Plan
g) Copies of monthly report
h) Copies of DTR
i) OJT Performance Rating Sheet
j) Descriptive Feedback On OJT
Performance
k) OJT Form No. 7 Evaluation
Form of OJT Experience
l) Certificate of Completion
m) Curriculum Vitae

F. CERTIFICATION

39
 A certification with the logo issued by the adviser issued to students after the
completion of the E – Portfolio. The certification bears the seal, signed by the adviser.

MONTHLY REPORT

40
 DAILY TIME RECORD
LARAN CHRISTIAN L.
SLSU-MAASIN CITY CAMPUS PUBLIC FOURTH YEAR B
ADMINISTRATION
MARIA RISA JEAN PASCULADO April 19, 2021 JULY 14, 2021

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDA

TOTAL
Y
HOURS
Wee PER WEEK
k time time time time time time time time time time
No. time out time out time out time out time in out time out time out time in out time out time out
in (am in (pm) in (am in (pm) (am) (am in (pm in (am (pm) (pm in (am) in (pm
(am) ) (pm) (am) ) (pm) ) (pm) ) (am) ) ) (am) (pm) )
Date April 19,2021 April 20,2021 April 21,2021 April 22,2021 April 23,2021

40 hrs.
1
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date April 26,2021 April 27,2021 April 28,2021 April 29,2021 April 30,2021

40 hrs.
2
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date May 3,2021 May 4,2021 May 5,2021 May 6,2021 May 7,2021

40 hrs.
3
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date May 10,2021 May 11,2021 May 12,2021 May 13,2021 May 14,2021

40 hrs.
4
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date May 17,2021 May 18,2021 May 19,2021 May 20,2021 May 21,2021

40 hrs.
5
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date May 23,2021 May 24,2021 May 25,2021 May 26,2021 May 27,2021

40 hrs.
6
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date May 31,2021 June 1,2021 June 2,2021 June 3,2021 June 4,2021

40 hrs.
7
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date June 7,2021 June 8,2021 June 9,2021 June 10,2021 June 11,2021

40 hrs.
8
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date June 14,2021 June 15,2021 June 16,2021 June 17,2021 June 18,2021

40 hrs.
9
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date June 21,2021 June 22,2021 June 23,2021 June 24,2021 June 25,2021

40 hrs.

41
 10
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date June 28,2021 June 29,2021 June 30,2021 July 1,2021 July 2,2021

40 hrs.
11
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date July 5,2021 July 6,2021 July 7,2021 July 8,2021 July 9,2021

40 hrs.
12
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00 1:00 5:00
0 0 0
Date July 12,2021 July 13,2021 July 14,2021

20 hrs.
13
8:00 12:0 1:00 5:00 8:00 12:0 1:00 5:00 8:00 12:00
0 0
Date

14

Date

15

TOTAL 500hrs.

Reviewed by: Date:

MARIA RISA JEAN PASCULADO, MPA __________JULY 14, 2021____________

42
 Republic of the Philippines
SOUTHERN LEYTE STATE UNIVERSITY
Maasin City Campus
Tunga-tunga, Maasin City, Southern Leyte
Website: www.slsuonline.edu.ph
Email: [email protected]
Contact no.: 09088162184

OFFICE OF THE OJT COORDINATOR

PUBLIC ADMINISTRATION DEPARTMENT

OJT Form No. 7 Evaluation Form of OJT Experience

Name of On- the- Job Trainee: CHRISTIAN L. LARAN

Course and Major : BACHELOR OF PUBLIC ADMINISTRATION
Name of Host Establishment Industry :
Name of OJT Supervisor : MARIA RISA JEAN PASCULADO
Instructions: Rate your OJT experience according to the criteria by checking the
appropriate box corresponding to the rating you provide for each statement. Thank you
for your cooperation.

 
5 Strongly Agree 4 Agree 3 Uncertain 2 Disagree 1 Strongly Disagree

Criteria 5 4 3 2 1

1. My OJT 4        
experience 4. 
developed my self-
confidence and
positive attitudes
towards work.
2. It provided me 4        
with 4 
assignments/tasks

43
related to my field
of specialization.
3. It provided me 4        
with the 4
opportunity to
 
perform
progressively more
advanced task.
4. It provided me 4        
with an 4 
educationally
meaningful
experience.
5. It provided me 4        
employment 4 
opportunity after
graduation.
6. My OJT 4        
supervisor was 4 
reasonable and fair.

7. My OJT 4        
supervisor 4 
periodically
discussed my
performance with
me.
8. My co – workers 4        
were friendly and 4 
courteous.
(Not applicable in times of pandemic)
9. The company 4        
rules and 4 
regulations were
explained clearly to
(Not applicable in times of pandemic)
me.
10. The cooperating 4        
industry has 4 
adequate, modern
facilities and
equipment.
(Not applicable in times of pandemic)
Remarks/          
Suggestions:

44
Student’s Signature: Date: 07-14-        
21

45
CHRISTIAN L.
LARAN

46
47