Philip B.

Yanson

Management of Educational Institutions Illustrative Case

1. Issues/Problems arising from the case

The main issue arising from the case is the “habitual tardiness” among the eight
faculty members of the College of Technology which includes Mr. Gatuz, their leader.

As defined by Abeles 2014, irregularity is one of the most serious unprincipled

practices confronting numerous educational institutes in the world today. Few institutes
can assert 100% participation by all educators. Irregularity can be described as any
disappointment of a worker to report for or to stay at work as planned, paying little
mind to the reason.

In addition, irregularity is a time of not taking care of obligation by the workers

while for educators it is being in school yet neglect to visit class to instruct or being in
unfit condition to educate the students effectively.

2. Analysis of issues/problems

As stated in the case on the 16th of February 2007, President Fernandez was looking
at the personnel reports on his table. He circled of eight faculty members of the College
of Technology who have been consistently coming late and/or absent for the past three
weeks.

It started when Dr. Dan Fernandez to assume the Presidency of the College because
his parents which were the founder of Bulacan Technical College (BTC) went to Hawai to
stay with their daughter. As Dr. Dan Fernandez managed the institution he was well
received by the faculty members, except Mr. Gatuz who is a senior faculty,
well-respected by other faculty and to the non-teaching staff, because he dislikes him.

According to Chaudhury (2013), there are different factors/causes of tardiness and

absenteeism namely; (1) personal, (2) institutions, (3) environmental, (4) economic
incentives, (5) lack of supervision and other reasons may involves which includes:lack of
career advancement opportunities in teaching and dissatisfied with their living and
working conditions.
 Mr. Gatuz’s habitual tardiness and absenteeism may have cause from institutions
where an establishment, the central's administration style does not include instructors
in basic leadership, that which does not permit educators to take an interest in approach
making demotivate them subsequently expanding rate of irregularity.

Since he is a senior faculty while Dr. Dan Fernandez had a short stint at the College
having served as faculty for 2 years: dean for 1 year and as Vice President for 3 years
while was pursuing Ph. D. at the University of the Philippines.

Which resulted to Mr. Gatuz's repeated acts of absences without leave and his
frequent tardiness reflect his indifferent attitude to and lack of motivation in his work.
More importantly, his repeated and habitual infractions, committed despite several
warnings, constitute gross misconduct unexpected from an employee of his stature
being a senior employee and being looked up to by his co-employees.

3. Alternative course of action/consequence of each alternative and choice.

Step 1: Set the Ground Rules

Dr. Fernandez must set ground rules this can be done by establishing and
communicating a lateness policy. These includes: (1) consequences for arriving late to
work, (2) procedure for reporting lateness, (3) outline of the disciplinary actions to those
do not follow the policy.

Dr. Fernandez must keep in mind that in order for a policy to be effective it should
be applied fairly and consistently throughout the workplace, and employees should be
disciplined in an even-handed manner.
This would result to negativity towards the employees thus Mr Fernandez should be
consistent to set these rules.

Step 2: Document and Counsel

Dr. Fernandez must do counseling conversation with Mr. Gatuz and the seven
companions to discover the reason of their tardiness. He should demonstrate a caring
attitude to improve engagement to them.

The outcome of this alternative course can build a rapport relationship and good
engagement.

Step 3: Use Formal Disciplinary Measures

 If lateness continues, it may be necessary to take more formal disciplinary measures.
It is important to signal to employees the importance of arriving to work on time and to
clearly state the consequences if they continually arrive late.
Dr Fernandez must preserve discretion and flexibility in any policy regarding to Mr.
Gatuz and the seven companion towards their conduct and discipline. It should be
drafted in a way that allows him to respond appropriately and effectively under all
circumstances.

Step 4: Recognize a Larger Workplace Problem

Dr. Fernandez can organize some training sessions on the importance of workplace
punctuality.

Effectively managing this issue in the workplace may result in significant cost
savings as well as having a more effective, efficient and engaged workforce.

Step 5: Termination (last resort)

Serious misconduct and habitual neglect of duties are among the just causes for
terminating an employee under the Labor Code of the Philippines (Article 282
paragraphs a and b). Gross negligence connotes want of care in the performance of
one’s duties. Habitual neglect implies repeated failure to perform one’s duties for a
period of time, depending upon the circumstances. Furthermore, habitual absenteeism
and tardiness constitute gross and habitual neglect of duties that can justify an
employees termination of employment which must also be sufficiently supported by
evidence on record.

For an employee’s dismissal to be valid, (a) the dismissal must be for a valid cause
and (b) the employee must be afforded due process. This due process must obtain a
notice to explain and the opportunity to be heard.

Termination is the last resort but they must follow and must not violated the law
against unlawful termination since it is covered of security of tenure provided they are
regular employees of the institution. All must be well evidence to terminate an
employee.

4. Strategy of implementing the decision

The following strategies be used to Dr. Fernandez to diminish teacher’s tardiness:

 1. In order to lessen teacher tardiness there is need to address the impacts of
personal, school and environmental elements through written written notice towards
the grounds bring violated and they must explain because they had the opportunity to
be heard.

2. There is a customary supervision and observing to them.

3. He should clarify job descriptions to incorporate enforcement of Mr. Gatuz and

the eight employees attendance arrangements.

5. Evaluation of decision

It would result to good outcome towards Dr. Fernandez, Mr. Gatuz and the eight
faculty members. As long as it follows step by step courses of action. Also, the strategies
should be consistent in dealing with all the employees with discretion to make sure Mr.
Gatuz can evaluate his actions. This is just a matter of acceptance and still
communication should always be present. On the other hand, problems must be solved
in order in would not be too complicated to handle.

6. Lesson/implication that can be drawn from the case by school managers.

Employers expect their employees to come to work on time and to understand that
being punctual and reliable is important to the employment relationship. Repeated
instances of lateness should be dealt with firmly and professionally.

Moreover, every decision must governed with right principles in order for a case to
be solved. There must be thorough investigation to be guided with right decisions.
Always remember that the termination is the last key resort in resolving a case problem.
 How To Deal With An Employee Who Is Habitually Late

Setting ground rules, documenting violations, using a formal discipline process and
recognizing larger workplace issues can go a long way toward fixing issues with
tardiness.

By Tracy Morley
Employers expect their employees to come to work on time and to understand that being
punctual and reliable is important to the employment relationship. Problems with
excessive traffic, late trains or buses or family issues can sometimes make employees late,
and when employees occasionally arrive a couple of minutes late it is not generally a big
issue. Chronic lateness, on the other hand, is different, and for small-business owners,
staff coming in late can have significant time and cost implications. It can negatively
affect a small business’ productivity and profitability.

Repeated instances of lateness should be dealt with firmly and professionally. It is

important for small-business owners to set clear expectations with their employees
so they understand and comply with this important workplace rule, and have a full
understanding of what the consequences are if lateness continues to be a problem.
Below are some steps small-business owners can take to better manage lateness
problems before they turn into a bigger issue.

Step 1: Set the Ground Rules

In keeping with communicating expectations, it is important for employees to know

their schedules. Predicable work schedules should be set well in advance so that
employees can prepare accordingly.

Step 2: Document and Counsel

Have the counseling conversation with an employee before the lateness becomes
excessive. Helping the employee uncover the reason he is late and providing support
and guidance can make a big difference. Demonstrating a caring attitude may help
improve employee engagement.
Step 3: Use Formal Disciplinary Measures

Preserve discretion and flexibility in any policy regarding employee conduct and
discipline. These policies should be drafted in a way that allows the employer to
respond appropriately and effectively under all circumstances. It is important to
reserve the right to combine, skip or add steps in any disciplinary process and to
retain the right and discretion to terminate immediately.

Step 4: Recognize a Larger Workplace Problem

If supervisors are frequently late, this will send a message to employees that this is
acceptable behavior. Supervisory personnel should ensure that they arrive to work
on time and demonstrate that they understand the importance of being on time.

It is important for employees to know what is expected of them. This can be done by
establishing and communicating a lateness policy. Some things to include in the
policy are:

• The employer’s expectations for coming in to work on time. For example,

employees are expected to report to work as scheduled, be on time and prepared to
start work. Non-approved late arrivals are disruptive and should be avoided.

• The consequences for arriving late to work.

• How time will be tracked (e.g., swipe cards, punching a time clock or signing an
attendance sheet).

• A procedure for reporting lateness, including who the employee should notify if
he is going to be late, and by when.

• How employees will be required to make up missed time (if applicable).

• An outline of the disciplinary actions that will be taken for employees who do
not follow the policy.
Additionally, the policy should be flexible enough to allow for special situations that
might arise.
Keep in mind that in order for a policy to be effective it should be applied fairly and
consistently throughout the workplace, and employees should be disciplined in an
even-handed manner. Specific employees should not be targeted. Inconsistent
application of policies leave the employer open to employee complaints of unfair
treatment.

Warning:

It is important to ensure that an employer’s policy on lateness complies and

coordinates with applicable state and federal laws such as workers’ compensation,
the Family and Medical Leave Act and the Americans with Disabilities Act.

Tip:
In keeping with communicating expectations, it is important for employees to know
their schedules. Predicable work schedules should be set well in advance so that
employees can prepare accordingly.

Step 2: Document and Counsel

It is important to have appropriate documentation for violations of workplace rules
that might lead to an employee being disciplined. When an employee arrives to work
late, that arrival should be recorded by the supervisor on duty. Supervisory training
can help to ensure that supervisors know their roles and responsibilities when it
comes to documenting lateness and counseling and disciplining employees.
Often, chronic lateness can be resolved informally. Once a pattern of lateness is
identified, remind the employee why it is important to be on time to work and
ensure that he understands the difference between the employer’s expectations and
his actual behavior. Give the employee an opportunity to explain why he is regularly
late and encourage him to develop a solution that works for both the employee and
the employer, with the end result being that the employee arrives to work on time.
Approaching the problem in this manner will help to ensure that the employee
comes up with a solution that he buys into, and can help resolve the issue without
the need for further disciplinary action.
Tip:
Have the counseling conversation with an employee before the lateness becomes
excessive. Helping the employee uncover the reason he is late and providing support
and guidance can make a big difference. Demonstrating a caring attitude may help
improve employee engagement.

Step 3: Use Formal Disciplinary Measures

If lateness continues, it may be necessary to take more formal disciplinary measures.
It is important to signal to employees the importance of arriving to work on time and
to clearly state the consequences if they continually arrive late.
Some employers choose to adopt a system of progressive discipline which uses
increasing disciplinary measures to try to correct an employee’s conduct. The
progressive measures depend on the nature and frequency of the problem and the
steps typically range from counseling through termination of employment.
If the documentation and counseling discussed in Step Two does not achieve the
desired results, the employee should be made clearly aware of the consequences for
continued lateness. For example:

• The first instance of lateness after the counseling session could result in a
reminder as to what the employee agreed to in the counseling session.

• The second instance would be a verbal warning.

• The third instance would warrant another counseling session with a written
warning clearly stating the problem. The employee should be asked to read and sign
the warning. During this session, ensure that the employee understands that if the
situation continues, more severe consequences, up to and including termination of
employment, may result.
Warning:
It is important to remember that employees should not be disciplined or retaliated
against if the reason for their lateness is legally protected. For example, arriving later
than other employees because of an accommodation protected under the
Americans with Disabilities Act.
Tip:
Preserve discretion and flexibility in any policy regarding employee conduct and
discipline. These policies should be drafted in a way that allows the employer to
respond appropriately and effectively under all circumstances. It is important to
reserve the right to combine, skip or add steps in any disciplinary process and to
retain the right and discretion to terminate immediately.
Step 4: Recognize a Larger Workplace Problem
If an employer has many employees consistently arriving late to work, it might be
time to take additional measures. Consider conducting some training sessions on the
importance of workplace punctuality. Reinforcing supervisory roles and
responsibilities and periodically re-communicating the policy will help to keep things
top of mind.

Lead by example. If supervisors are frequently late, this will send a message to
employees that this is acceptable behavior. Supervisory personnel should ensure
that they arrive to work on time and demonstrate that they understand the
importance of being on time.
Overall, keep in mind that employees coming into work late can have a negative
impact on the employer’s bottom line and on co-worker morale. Effectively
managing this issue in the workplace may result in significant cost savings as well as
having a more effective, efficient and engaged workforce.

More: Tips for Aligning Your Company's Mission With Employee Goals

Employee Dress Codes

An employer has the right to expect its employees to maintain certain standards of
employee dress and personal appearance. Having a dress code in place, and
requiring employees to dress in a professional manner, helps to convey a positive
image to the public, and provides employees with guidelines of what is, and is not,
considered acceptable workplace attire.

Dress codes can differ based on an employee’s job or the industry in which the
employer operates, and should take into consideration the employer’s business
needs, job specific needs, and safety and health considerations. Different types of
dress code policies an employer may have include:

• Business dress code – Generally appropriate for a professional atmosphere in

which there is significant interaction with customers and clients.

• Business casual dress code - Typically implemented when an employer wants

employees to dress comfortably while still projecting a professional image to clients.
An employer usually sets clear guidelines on what clothing is and is not permissible
under the policy.

• Summer dress code – May be implemented when wearing a suit to work in the
summer is extremely uncomfortable for employees.

• Casual Friday dress code - Can be used by employers that want to maintain a
professional image at work, but also understand employees’ desire to dress down.
Can be used to boost employee morale while avoiding changing the overall policy.
The policy should be flexible enough to allow any accommodations due to an
employee’s religious beliefs or observance (including religious dress and grooming
practices), medical condition or disability.
Many employers require a uniformed workforce in order to present a certain image
to the public. An employer that requires uniforms should make sure the uniforms are
affordable and practical and that they are made available in all sizes. The benefits
that come from having all employees dressed uniformly will be lost if employees feel
uncomfortable in what they are wearing.
An employer should ensure fair and consistent application of policies throughout the
workplace so as not to give rise to employee complaints of unfair treatment.

Tracy Morley is XpertHR’s legal editor. Find him at fransocial.franchise.org.

July 7, 2018
Dear Sis. Hisako Okuda,

I was not able to attend your class last July 7, 2018 (Saturday) because I had my

training for our District School Press Conference held July 13, 2018. Attached is the

program from the school activity being said.

Excuse my absence last time. Hoping for your kind consideration.

Thank you. God bless you.

Your student,

Philip B. Yanson