Disciplinary Actions as Perceived by Employees on Skechers Philippines

7/25/2019 Disciplinary Actions as Perceived by Employees on Skechers Philippines

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CHAPTER I

PROBLEM AND ITS BACKGROUND

Introduction

In every organization, employees are expected to act and behave in a respectful

manner and perform their duties as expected. Their behaviour and performance are the

main factors that contributes to the achievement of the companys goal. It is the

supervisors role to communicate the performance and duties expectations, provide

support and, act on their employees behaviour in an appropriate manner. As the

employer, the supervisor need to see that their employees are following the company

policies and rules to maintain the harmonious employer-employee relationship. They do

this by coaching, mentoring and trainings. If those methods didnt wor out then,

disciplinary actions are imposed.

According to the business dictionary, emploee di!ciplineis 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. The purpose is to

ensure that an employee performs in a manner that is deemed acceptable by the

organization.

!iscipline in the worplace is a necessity for an organization to prosper according

to "enry #ayol. $ithout it, an organization would certainly fail. "e believed that

employee discipline should be handled in a fair and %ust manner and should apply e&ually


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to everyone. It is an important factor in the worplace because it acts as a guide towards

successful businesses.

"owever, employee discipline does not always lead to success. Its success

depends on the ones who are imposing them and how their worers react to it. 'ome

worers may act negatively on the disciplinary actions imposed to them. They may

respond to it rebelliously and cause more harm. (n another light, they may react

positively to it and try to improve their %ob performance. And for some people, they may

not see it as a factor that leads to better performance. That is why it is necessary to study

the impact of disciplinary actions to the %ob performance of the employees. It is an issue

that should not be ignored. $hen properly administered, it will not only reduce and avoid

future problems but also benefit the company in many ways.


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Hi!toric"l B"c#$round

)ompared with many of its competing brands, 'echers is a relative newcomer to

the casual athletic shoe scene, maing its debut in the early *++s. "ead&uartered in the

os Angeles area, the brand is nown for its brash style and unabashed flirtation with

celebrity culture, courting not %ust athletes but musicians, actors and reality-T stars to

design and advertise 'echers products. In less than three decades, it has risen to be one

of the top five sports footwear brands in the world, as noted by /#orbes.0

'echers was founded in *++1 by 2obert 3reenberg, who had previously helmed

the popular shoe brand .A. 3ear. 3reenberg hired his son, 4ichael, as president.

(riginally, the company called 'echers was intended to act as a 5.'. distributor for !oc

4artens boots. 2obert 3reenberg started designing and mareting men6s casual athletic

shoes to appeal to a young, urban demographic, much as .A. 3ear had appealed to a

young, urban women6s maret. The breaout success was *++76s /)hrome !ome/ shoe,

an androgynous, pre-scuffed model that was soon piced up by ma%or chains such as

8ordstrom.

After )hrome !ome became a hit, 'echers began to ride a wave of successes.

'oon it was positioned to challenge athletic-wear giants such as 8ie and 2eebo for a

slice of their business. 'echers chose not to emphasize the performance aspects of its

athletic shoes, but rather their streetwise style. This paralleled the rise of athletic shoes as

street-wear in general throughout the late *++s.


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In *++9, 'echers was launched in A'A:, a 'unday noontime show in the

:hilippines. ;y *+++, 'echers went public. Although the stoc was slow to warm up for

investors through the first year, by 1 the stoc began to rise steadily and maintain its

growth through the next decade and beyond. Investors started calling 'echers a /strong

buy./ In 1*


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The study on the assessment of disciplinary actions of employees at '?@)"@2'

:hilippines sees to fulfil the following ob%ectives

*. To identify who is responsible for the implementation of disciplinary actions in

the '?@)"@2' :hilippines

1. To determine the type of disciplinary approach employed by the '?@)"@2'

:hilippines

7. To find out the corresponding disciplinary actions enforced upon the commission

of tardiness, dishonesty, substandard performance and absence without leave

CA$(D by the '?@)"@2' :hilippines employees.


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the turn of 1thcentury. )ompanies originally believed worers were lazy and needed to

be coerced into performing better, according to 2ichard . !aft C*++FD.

(rganizations later believed that cohesiveness with worers was the optimal

management style in the *+Fs. American companies espoused the theory of

collaboration as the basis for successful supervision.

2einforcement is the process of sharing behaviour by controlling the

conse&uences of the behaviour. The behavioural theories of learning and motivation focus

on the effect that the conse&uences of past behaviour have on the future behaviour. ;.#.

'inner was a ey contributor to the development of modern ideas about reinforcement

theory. 'inner argued that the internal needs and drives of individuals can be ignored

because people learn to exhibit certain behaviours based on what happens to them as a

result of their behaviour.

According to 'pitzberg and 4anusos C1ED attribution theory of leadership has

been utilized to provide insight into variety of supervisory decision maing situations

including disciplinary decisions Cresearch based on 2osen and >erdee, *+F


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being done. That way their employees are also woring effectively and efficiently toward

company goals.

T&e Si$ni%ic"nce o% t&e Stud

This study will be beneficial to theM"n"$ement of the '?@)"@2' :hilippines

in evaluating their employees for appropriate disciplinary actions on %ob performance,

which can have a concrete effect to the 4anagement. $ith this, they will have a

cognizable point of view on employees %ob performance being administered by the

4anagement. This study may also serve their reference in formulating their assessment

procedures.

The emploee!in '?@)"@2' :hilippines, as the respondents of this study, will

have an opportunity to voice out their opinion on the evaluation given to them. They will

have a better understanding of the analysis of disciplinary actions on %ob performance.

The !tudent! of "uman 2esource and (perations 4anagement will have

appropriate information of implementing the disciplinary actions. This will also picture

out the actual state of %ob performance in evaluating the employees. The proposed

implications of the findings may be used by other researcherGs for further reference of

same topic as the analysis of disciplinary actions on %ob performance.

Scope "nd Limit"tion o% t&e Stud


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This research is conducted to investigate the analysis of disciplinary actions of

employees at '?@)"@2' :hilippines for the year 1*9. )urrently, '?@)"@2'

:hilippines have a total of *17 employees, the researchers used 'tratified 2andom

sampling method to the total population. Huestionnaires are distributed to *7

departments. This includes the "uman 2esource !epartment, 'tore :lanning !epartment,

4areting !epartment, )reative !epartment, 4anagement Information 'ystems

!epartment, 2etail !epartment, Audit !epartment, )oncession !epartment, Accounting

!epartment C)ash, Tax, and :ayablesD, '?@)"@2' Time, Import and 4erchandise

!epartment, '?@)"@2' Apparel and $arehouse !epartment.

The ey points considered into this investigation are the persons involve in

implementing disciplinary actions in the firm, the inds of disciplinary approaches used,

the perceptions and effects to the %ob performance of employees of disciplinary

approaches used. The study was conducted first semester of the Academic ear 1*9-

**E. The limitation of the study is that the statistics would not be as precise due to

certain factors of different perceptions made by respondents is out of the control of the

researchers.

De%inition o% Term!


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AdmonitionJ a gentle or friendly reproof, warning or reminderK or counseling

against a fault, error and oversight.

Bawl-outJ to reprimand loudly or severely as a disciplinary action should be

avoided because when done in the presence of others, it generates a feeling of

resentment on the employees.

Behavior -a responseof an individual or group to an action, environment,

person, or stimulus.

Company policiesJ a program of actions adopted by an individual, group, or

government, or set of principles being implemented.

Counseling J help with personal problems or psychological matters usually

given by a professional.

DemotionJ a reduction in ran, status, or position of somebody or something

Disciplinary actionJ relating to enforcement of rules and punishment to those

who brea them

Disciplinary actions- relating to enforcement and punishment relating to the

enforcing of rules and punishing of people who brea them.

Discipline- the practice or methods of ensuring that people obey rules by

teaching them how to do so behave in controlled and calm way even in a

difficult or stressful situation. Aprocess of controlling one6s behavior and

actions, either through self-motivationor through teaching andpunishment.

DishonestyJ the use of lies or deceit, or the tendency to be deceitful

DismissalJ the removal of somebody from employment

Duty- ethical, legal, ormoral accountability, owed always or for a certain

period, specially to someone who has a corresponding right to demand

satisfactionof an obligation Employees- anindividualwho worspart-timeor full-time under a contract

of employment, whether oral or written, express or implied, and has

recognized rightsand duties. Also calledworer.
http://www.businessdictionary.com/definition/response.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/group.htmlhttp://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.businessdictionary.com/definition/stimulus.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/controller.htmlhttp://www.businessdictionary.com/definition/behavior.htmlhttp://www.businessdictionary.com/definition/behavior.htmlhttp://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/self-motivation.htmlhttp://www.businessdictionary.com/definition/punishment.htmlhttp://www.businessdictionary.com/definition/punishment.htmlhttp://www.businessdictionary.com/definition/ethical.htmlhttp://www.businessdictionary.com/definition/ethical.htmlhttp://www.businessdictionary.com/definition/legal.htmlhttp://www.businessdictionary.com/definition/legal.htmlhttp://www.businessdictionary.com/definition/moral.htmlhttp://www.businessdictionary.com/definition/moral.htmlhttp://www.businessdictionary.com/definition/accountability.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/demand.htmlhttp://www.businessdictionary.com/definition/satisfaction.htmlhttp://www.businessdictionary.com/definition/obligation.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/work.htmlhttp://www.businessdictionary.com/definition/part-time.htmlhttp://www.businessdictionary.com/definition/contract-of-employment.htmlhttp://www.businessdictionary.com/definition/contract-of-employment.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/duty.htmlhttp://www.businessdictionary.com/definition/call.htmlhttp://www.businessdictionary.com/definition/worker.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/group.htmlhttp://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.businessdictionary.com/definition/stimulus.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/controller.htmlhttp://www.businessdictionary.com/definition/behavior.htmlhttp://www.businessdictionary.com/definition/action.htmlhttp://www.businessdictionary.com/definition/self-motivation.htmlhttp://www.businessdictionary.com/definition/punishment.htmlhttp://www.businessdictionary.com/definition/ethical.htmlhttp://www.businessdictionary.com/definition/legal.htmlhttp://www.businessdictionary.com/definition/moral.htmlhttp://www.businessdictionary.com/definition/accountability.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/demand.htmlhttp://www.businessdictionary.com/definition/satisfaction.htmlhttp://www.businessdictionary.com/definition/obligation.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/work.htmlhttp://www.businessdictionary.com/definition/part-time.htmlhttp://www.businessdictionary.com/definition/contract-of-employment.htmlhttp://www.businessdictionary.com/definition/contract-of-employment.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/duty.htmlhttp://www.businessdictionary.com/definition/call.htmlhttp://www.businessdictionary.com/definition/worker.htmlhttp://www.businessdictionary.com/definition/response.html


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Job Performance- the wor related activitiesexpected of an employee and

how well those activities were executed. 4any businesspersonneldirectors

assess the %ob performance of each employee on an annual or &uarterlybasis

in orderto help them identify suggested areas for improvement.

Management- consists of the interlocing functions of creating corporate

policy and organizing, planning, controlling, and directing an organization6s

resourcesin order to achieve the ob%ectives of thatpolicy.

Policy-a definite course or method of action selected from among alternatives

and in light of given conditions to guide and determine present and future

decisions Prerogatives-special executive powers, privileges, and rights vested in the

holderof an office, or ac&uired by apersonby virtue of age, relationship, sex,

or being what he or she is.

Punishment-a penalty that is imposed on somebody who for wrongdoing

egulations- the act of regulating or the state of being regulated. A principle,

rule, or law designed to control or govern conduct. A governmental order

having the force of law. The capacity of an embryo to continue normal

development following in%ury to or alteration of a structure.

esponsibility- a duty or obligationto satisfactorily perform or complete a

tasCassignedby someone, or created by one6s ownpromiseor circumstancesD

that one must fulfill, and which has a conse&uentpenaltyfor failure.

!anctions- penalty orpunitive action imposed for failureto comply with a

courtorder, law, orregulation.

!upervisors J somebody whose %ob is to oversee and guide the wor or

activities of a group of other people

!uspensionJ the temporary removal of somebody from a team, position,

school, or organization, especially as punishment

"ardinessJ late later than the expected or usual time
http://www.businessdictionary.com/definition/work.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/staff.htmlhttp://www.businessdictionary.com/definition/executed.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/personnel.htmlhttp://www.businessdictionary.com/definition/personnel.htmlhttp://www.businessdictionary.com/definition/director.htmlhttp://www.businessdictionary.com/definition/quarterly.htmlhttp://www.businessdictionary.com/definition/order.htmlhttp://www.businessdictionary.com/definition/improvement.htmlhttp://www.businessdictionary.com/definition/function.htmlhttp://www.businessdictionary.com/definition/corporate-policy.htmlhttp://www.businessdictionary.com/definition/corporate-policy.htmlhttp://www.businessdictionary.com/definition/organizing.htmlhttp://www.businessdictionary.com/definition/planning.htmlhttp://www.businessdictionary.com/definition/controller.htmlhttp://www.businessdictionary.com/definition/controller.htmlhttp://www.businessdictionary.com/definition/directing.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/resource.htmlhttp://www.businessdictionary.com/definition/resource.htmlhttp://www.businessdictionary.com/definition/policy.htmlhttp://www.businessdictionary.com/definition/policy.htmlhttp://www.businessdictionary.com/definition/executive-power.htmlhttp://www.businessdictionary.com/definition/executive-power.htmlhttp://www.businessdictionary.com/definition/privilege.htmlhttp://www.businessdictionary.com/definition/privilege.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/vested.htmlhttp://www.businessdictionary.com/definition/holder.htmlhttp://www.businessdictionary.com/definition/office.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.businessdictionary.com/definition/relationship.htmlhttp://www.businessdictionary.com/definition/sex.htmlhttp://www.businessdictionary.com/definition/duty.htmlhttp://www.businessdictionary.com/definition/obligation.htmlhttp://www.businessdictionary.com/definition/task.htmlhttp://www.businessdictionary.com/definition/assign.htmlhttp://www.businessdictionary.com/definition/promise.htmlhttp://www.businessdictionary.com/definition/penalty.htmlhttp://www.businessdictionary.com/definition/penalty.htmlhttp://www.businessdictionary.com/definition/failure.htmlhttp://www.businessdictionary.com/definition/penalty.htmlhttp://www.businessdictionary.com/definition/penalty.htmlhttp://www.businessdictionary.com/definition/punitive-action.htmlhttp://www.businessdictionary.com/definition/punitive-action.htmlhttp://www.businessdictionary.com/definition/failure.htmlhttp://www.businessdictionary.com/definition/court.htmlhttp://www.businessdictionary.com/definition/order.htmlhttp://www.businessdictionary.com/definition/regulation.htmlhttp://www.businessdictionary.com/definition/regulation.htmlhttp://www.businessdictionary.com/definition/regulation.htmlhttp://www.businessdictionary.com/definition/work.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/staff.htmlhttp://www.businessdictionary.com/definition/executed.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/personnel.htmlhttp://www.businessdictionary.com/definition/director.htmlhttp://www.businessdictionary.com/definition/quarterly.htmlhttp://www.businessdictionary.com/definition/order.htmlhttp://www.businessdictionary.com/definition/improvement.htmlhttp://www.businessdictionary.com/definition/function.htmlhttp://www.businessdictionary.com/definition/corporate-policy.htmlhttp://www.businessdictionary.com/definition/corporate-policy.htmlhttp://www.businessdictionary.com/definition/organizing.htmlhttp://www.businessdictionary.com/definition/planning.htmlhttp://www.businessdictionary.com/definition/controller.htmlhttp://www.businessdictionary.com/definition/directing.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/resource.htmlhttp://www.businessdictionary.com/definition/policy.htmlhttp://www.businessdictionary.com/definition/executive-power.htmlhttp://www.businessdictionary.com/definition/privilege.htmlhttp://www.businessdictionary.com/definition/right.htmlhttp://www.businessdictionary.com/definition/vested.htmlhttp://www.businessdictionary.com/definition/holder.htmlhttp://www.businessdictionary.com/definition/office.htmlhttp://www.businessdictionary.com/definition/person.htmlhttp://www.businessdictionary.com/definition/relationship.htmlhttp://www.businessdictionary.com/definition/sex.htmlhttp://www.businessdictionary.com/definition/duty.htmlhttp://www.businessdictionary.com/definition/obligation.htmlhttp://www.businessdictionary.com/definition/task.htmlhttp://www.businessdictionary.com/definition/assign.htmlhttp://www.businessdictionary.com/definition/promise.htmlhttp://www.businessdictionary.com/definition/penalty.htmlhttp://www.businessdictionary.com/definition/failure.htmlhttp://www.businessdictionary.com/definition/penalty.htmlhttp://www.businessdictionary.com/definition/punitive-action.htmlhttp://www.businessdictionary.com/definition/failure.htmlhttp://www.businessdictionary.com/definition/court.htmlhttp://www.businessdictionary.com/definition/order.htmlhttp://www.businessdictionary.com/definition/regulation.html


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#arning or eprimand J given to stress the seriousness of the employees

disregard for rules and other organizational re&uirements

CHAPTER II

RE/IE. O- RELATED LITERATURE AND STUDIES

The review of related literature specified in this study facilitated the purpose to

where we can explore or explain the assessment of disciplinary actions on %ob

performance as perceived by the employees of 'echers :hilippines. 'imilar and related

studies were noted to help show that the disciplinary actions is a sub%ect that needs to be

undertaen and is very important in order to gain competitive advantage.

3eneral )oncepts, :rinciples and Theories 2elated to the 'tudy


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!iscipline in the worplace was a necessity for an organization to prosper. The purpose

of disciplinary action is to encourage employees to behave sensibly at wor, where being

sensible is defined as adhering to rules and regulation. $orplace discipline when it was

properly administered will not only reduce and avoid future problems but also benefits

the company in so many ways.

Loc"l Liter"ture

4anagers, supervisors and department heads are usually responsible for imposing

discipline to its employees. They have the power to control their people based on certain

guidelines that is available and the disciplinary action as a counterpart of it.

!isciplinary action is the most appropriate avenue in which to address misconduct

directly related to the performance of assigned duties. The overall ob%ective of

disciplinary action is to remedy a problem and to help employees achieve success in the

wor. C)orpuz, )rispina 2., "uman 2esource 4anagement, 1*7D

#ocusing on performance appraisal is a tool for disciplinary action. It is method of

evaluating providing feedbac on where and how the employee meets wor expectations

over a given period of time. This evaluation is arrived at through observation of wor

methods andGor wor results based on predetermined performance standards or

established goals. C'ison, :erfecto, 17D


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!iscipline means behaving in a right and desired manner. It connotes orderly and

acceptable behavior by the members of the organization. 'ince employees came from

different environment, bacground, culture and experience with their own different norm

and values. This pertains of the factors that lead to the employee which violated a certain

rules over the company policy. "ence if they behave differently the organizational

ob%ective will be far beyond from target of achievement.

@mployee discipline is conducted to promote self-control, dedication and orderly

conduct. It is a way to realign the behavior that affects the performance of the employees.

!isciplinary action should be done reasonably through observing the principle of good

"uman 2elations. The 4anagement is authorized to give sanctions to the employee who

violates certain rules. This must be in an appropriate manner accordingly with company

policy as well as the abor )ode of the :hilippines. That provides a merited law.

In business enterprise, discipline is needed to achieve the ob%ectives of the

organization. 4anagement has a primary function of eeping enterprise going on a

profitable basis and to do this, it needs a wor force that can be brought under reasonable

control to attain the firms ob%ectives. !isciplining employees by means of warning or

reprimand, layoff, transfer or discharge are control measures by which management

maintain its authority to protect its interests and those of the employees. ;ut lie any

right, there are certain limitations to these prerogatives as specified in the abor )ode

and what prudence dictates. (Sison, Perfecto S. Personnel and Human Resource

Management. 8thedition pages !"#$%

8owadays, there are certain issues that needs to be solved. (ne reason is that the

management itself sometimes give penalties with personal involvementK this shouldnt


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happen. (f course in business world, the management and the people should be the role

model of organizational ethics. 'econd, some employees are not taing seriously the rules

and regulations of the company. Third, employer sometimes gives an inappropriate

sanctions to the employee.

$ith these, situations the organization cannot achieve its goal. ;ecause it affects

the effectiveness of the employee and the management.

In most cases, the purpose of discipline is to instruct and correct rather than to

punish. It is the responsibility of the supervisor to explain to the employee those areas in

which he is expected to improve, to mae suggestions about how to improve, and to

allow time for the employee to mae improvements.

:oints to consider before deciding a disciplinary actions. )ertain &uestions must be

answered

*.D "ow serious the offense

1.D "ow much trouble has been causedB

7.D Are there others involvedB


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The supervisor should tae corrective disciplinary action to eliminate or minimize

poor performance of an employee and reactive action, will probably differ from another

in the nature, facts, and individuals involved. The immediate supervisor is responsible for

maintaining discipline and morale among the employees he supervises and for initiating

appropriate disciplinary action where the facts warrant such action. It is an important

responsibility re&uiring impartiality, good %udgment, and courage.

The :ersonnel !epartment assists and advises supervisors and line executives in

taing appropriate disciplinary actions. Although discipline is primarily the responsibility

of line supervisors, the personnel manager should always be ready to assist them in

taing disciplinary action. The personnel manager should now the legal provisions and

court decision affecting disciplinary action and for this purpose, he should not hesitate to

consult the companys legal counsel in case of doubt. (Sison, Perfecto S. Personnel and

Human Resource Management '""'%

According to the 8ational 'ervice )ommission, "abitual Tardiness is defined as

/Any employees shall be considered habitually tardy if he incurs tardiness, regardless of

the number of minutes, ten L*M times a month for at least two C1D months in a semester or

at least C1D consecutive months during the year.C=4emorandum )ircular 8o


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!iscipline really affects the organization in such a way that it influences

employees on how it will respond or react on the rules and regulations that was

implemented by the organization. Almost all the organizations now how important the

manpower is in achieving goals towards success. ;usinesses want their employees to

perform well in their %obs and of course to mae those employees wor for them for a

long period of time. !iscipline, if not properly implemented will affect the %ob

performance and organizational commitment of employees towards the organization. (n

other hand, when discipline was properly implemented fairly in the organization it will

have a good %ob performance results and of course will mae employees to have

organizational commitment.

>ob performance is defined as the value of the set of employee behaviors that

contribute, either positively or negatively, to organizational goal accomplishment.

@mployees who are =good performers0 engage in specific behaviors that create positive

value for the firm. @mployees who are =bad performers0 engage in specific behaviors that

hinder organizational goal accomplishment. (rganizational commitment is defined as the

desire on the part of the employee to remain a member of the organization. @mployees

who are committed to their organization improve the organizations =retention0 because

the stay around for the long term. @mployees who are not committed are more liely to

=turn over0 voluntarily &uitting their %ob and ending their membership with the

organization. (ol)uitt, *ason +. rganizational -ehavior /ssentials for 0mproving

Performance and ommitment. !$'$ pp. !1%

4any organisations give the supervisor authority to administer less severe forms

of discipline and more severe cases are handled by an upper-level line manager or "2


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executive. $ith this type of approach, consistency in the application of discipline can be

achieved while the supervisor retains authority and control over employee behaviour.

C2robler /t +l., Human Resource Management in South +frica. !$$3D

"2 must be consulted on all formal disciplinary matters. "2 will advise the line

manager Cthe =Investigating 4anager0D on investigatory protocolsK may attend

investigatory meetings and will attend any hearing which may lead to formal disciplinary

action. "2 shall be responsible for ensuring that disciplinary procedures operate

e&uitably throughout the 5niversity, that time limits set for disciplinary procedures are

followed and that no arbitrary local variations exist which may lead to unfair treatment of

any individuals. C=!isciplinary :rocedure0, 1*7, pp. *-1D

T&e role o% t&e HR m"n"$erin a business is a difficult one. :eople are wary of

"2 people because the "2 department has access to personal information about them.

They now their salaries, they see their performance reviews, they now when they have

been disciplined and they usually have some input when promotions are considered. This

is unfortunately a part of the %ob which the "2 4anager has to accept.

"2 4anagers can however improve their credibility by proving sapiential

leadership, particularly when it comes to disciplinary matters. #or example, "2 should be

pro-active in implementing sound, up to date policies and procedures and maing sure

that they are implemented consistently within the organisation. "2 should also be pro-

active in monitoring absenteeism and identifying troubled employees. These cases should

be brought to the attention of management who should be encouraged to tae appropriate

steps in the corrective process. The emphasis should be on avoiding dismissals by

Ndealing with small things when they are still small.


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"2 people need to eep up to date on case law and be experts in disciplinary

matters. 4aing bad decisions or giving wrong advice will severely damage credibility.

Therefore the "2 managers should also not be afraid to tae advice themselves before

giving advice to others.

$here there is serious misconduct, "2 should provide advice and support to line

managers during the investigation phase and especially when a decision is taen to

institute formal disciplinary proceedings. "2 can also assist a line manager with case

preparation but all this should be done Nbehind the scenes.

5nder no circumstances should "2 people be seen to be actively involved in the

case against the employee. They should also not chair en&uiries or appeals, other than for

their direct reports.

"2 should be the change agents within the organisation helping management to

create a better worplace. They can never hope to achieve that if they are perceived by

employees to be the Nhit s&uad responsible for having people dismissed. C=The 2ole of

"2 4anager0, 1*


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other employees resentful, which can lead to decreased morale and reduced %ob

satisfaction as well as poor interpersonal relationships with other worers. C4c&uerrey,

n.d.D

Tardiness is defined as being late -- in any time increment. This might mean two

minutes or 1 minutesK the point is that at the moment that an employee should be in his

office, he is %ust pulling into the paring lot or not even on the premises yet at all. It

might seem lie a small problem, but tardiness can actually have &uite an impact on a

company and its productivity.

Tardy employees affect more than %ust their own productivityK yes, they are not

technically getting wor done when they are late. ;ut the flurry of activity caused by

coming in late also throws others around them off focus, leading to a decrease in overall

productivity in the office. ;ottom line ou aren6t getting what you pay for when an

employee is consistently late and not getting started on wor-related tass in a timely

manner. C;elcher, n.d.D

Outcome! o% di!ciplin"r "ctionaccording to ;all et al =may depend upon how

recipients mae sense of a disciplinary event C;all, Trevino, O 'ims >r., *++r., *++


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defined as =an evaluative %udgment about the rightness of a persons fate or treatment by

others0 C;all, Trevino, O 'ims >r., *++


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:ositive discipline emphasizes the concept of self-discipline or self-control. Thus,

it reduces the need for personal supervision to mae employees conform to organizational

rules, regulations, procedures and standards.

According to $illiam 2. 'priegel, =:ositive discipline does not replace reason but

applies reason to the achievement of a common ob%ective. :ositive discipline does not

restrict the individual but enables him to have a greater freedom in that he en%oys a

greater degree of self-expression in striving to achieve the group ob%ective, which he

identifies as his own.0

@vidences suggest that self-disciplined person tends to be a better worer than one

who is not. 'elf- discipline, when developed from within, leads to building up morale and

esprit de corps that is the desideratum of the time to run organizations successfully.

!. 4egative 6iscipline

It is also called Nenforced discipline. In case of negative discipline, employees are

forced to obey orders and abide by rules and regulations that have been laid down, failing

which penalties and punishment would be imposed on them. Thus, punitive or coercive

discipline is engaged to ensure that employees do not violate rules and regulations

formed by the organization.

In other words, the purpose of negative discipline is to scare and create fear other

employees and to ensure that they do not indulge in undesirable behaviour. It is worth

mentioning here that negative discipline cannot eliminate the undesirable behaviour of

the employees, but can merely suppress it.


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:unishment is not pleasant. It causes resentment and hostility on the part of

employees. That is why this ind of discipline results in only the minimum standards of

performance on the part of employees. This is precisely the reason why it is rarely used in

the organizations.

;ecause punitive discipline leads to resentment, it needs to be exercised in a

progressive, se&uential and chronological manner. A progressive system of discipline

generally contains five steps, viz., an oral reprimand, a written reprimand, a second

written warning, temporary suspension and dismissal or discharge. (Smriti hand, !$'1%

!ouglas 4c3regor is an American social psychologist who conducted a study

called The ="ot 'tove 2ule0. The study gives good illustration on how to give

disciplinary action effectively. This rule draws resemblance between touching a hot stove

and giving discipline. $hen a person touches a hot stove, that person gets burned

instantlyK its the same with giving a disciplinary action, when a person violates a rule,

the response is immediate, impersonal, with forewarning and continuous.

According to 4c3regor, the four principles of "ot 'tove 2ule are as follows

Immediacy

haracteristic If you touch a hot stove, it burns you instantly.

0mplication !isciplinary action should tae place immediately after the deed is doneK not

sometime after.

#orewarning


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haracteristic ;efore you actually touch a hot stove, you feel the heat it emits,

therefore, you are warned that it is hot and you will get burned if you touch it.

0mplication The conse&uences of an action should be nown by everyone in the

worforce so they now what not to do.

Impersonal

haracteristic $hen a person gets burned by a stove, the reason he was burned was

because he touched it, not because of who he is.

0mplication !isciplinary action should be carried out based upon the act and behavior of

the person, not his personality nor his position.

)onstant

haracteristic $henever a person touches a hot stove repeatedly, he also gets burned

repeatedly.

0mplication !isciplinary actions should be continuous without fail.

The guidelines above, given by 4c3regor, are to help managers and supervisors in their

%ob regarding giving out disciplinary action. C2odgers, )hris, 1PD

4anagers and supervisors shall contact "uman 2esources prior to initiating any

formal disciplinary action. Any disciplinary action not reviewed by "uman 2esources

may be deemed invalid and not held against the employee. C4iller, 1*7D


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It is most important that all disciplinary actions, including dismissal, be

administrated in a consistent and uniform manner where similar circumstances exist.

5nsatisfactory >ob :erformance is any wor-related performance that fails to

satisfactorily meet %ob re&uirements as outlined in the relevant %ob description, wor plan

or as directed by management of the wor unit. The following factors, individually or

combined, shall be considered in determining unsatisfactory %ob performance

Huality, &uantity, timely completion, accuracy and appropriateness of wor

performed

$or habits and performance behaviors

:romptness and absenteeism

2elated analysis, decisions or %udgment

#ailure to follow instructions, directions or procedures

(ther factors used by supervisor to determine unsatisfactory %ob performance

An employee may be demoted for unsatisfactory %ob performance, grossly inefficient %ob

performance, or unacceptable personal conduct. An employee can be demoted for a

current incident of unsatisfactory %ob performance after the employee has received at

least one prior warning or disciplinary action. An employee can be demoted for grossly

inefficient %ob performance or unacceptable personal conduct without any prior warning

or disciplinary action. C"uman 2esource 'ervices, 1*7D

Also an employee may be dismissed for unsatisfactory %ob performance, or a current

incident of grossly inefficient %ob performance, or unacceptable personal conduct. In

order to dismiss an employee for unsatisfactory %ob performance, an employee must have

at least two prior, active warnings or other disciplinary action Cor one warning and one


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other disciplinary actionD in addition to the current incident.D C"uman 2esource 'ervices,

1*7D

:erhaps the most pleasant tas for supervisors and managers is the tas of

disciplining an employee. As managers we need to impose %ust actions to our employees

but many managers have this common misconception that discipline has to do with

punishment. Actually, it doesn6t. !iscipline pertains to improving employee performance

through a process of assisting the employee to learn so he or she can perform more

effectively and efficiently.

obert Bacalis a noted author, eynote speaer, and management consultant. "is

-i*e!ins of Disciplinestudy is concern about the common errors managers commit in

disciplining and helping managers to formulate an approach to discipline based on sound

principles.

Error $%& Discipline as Punishment

:erhaps one of the most prevalent errors is based on the idea that discipline is

punishment. The manager that perceives discipline as a punishment process tends to

apply negative sanctions, expecting that those negative sanctions will have some sort of

positive effect.

5nfortunately, the use of negative sanctions brings about unpredictable outcomes.

In rare cases, they may wor, because of the fear factor. In other cases, they have it may

not wor, and can contribute to disharmony in the manager-employee relationship.


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8egative sanctions will only succeed when

@mployee values what is taen away or fears what is threatened.

@mployee sees the sanction as fair, and consistent with the /offense/.

@mployee acnowledges and respects the right of the manager to impose the

sanction.

5nless these three elements are in place, employees respond to punishment with

resentment, and counter-attacing, either covertly or overtly.

$hat is the alternative perspectiveB The alternative perspective is to consider

discipline in its original sense, as an opportunity for the employee to learn. !iscipline, in

this approach focuses on what the employee must learn in order to bring hisGher behavior

in line with the needs and expectations of the organization.

!iscipline, even in a learning sense, must, at times have /teeth/. It %ust isn6t (8

teeth. This means that when we are being disciplined, it must be embedded within

ourselves.

Error $'& Discipline as An (-)ou Confrontation

A second error is that some managers see discipline as something done T( an

employee, not something done with an employee.

!iscipline needs to be a /we process/. As managers we should consider discipline

as re&uiring you and the staff member to wor together to solve a problem. The


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fundamental tas, when possible, is to create a situation which encourages the staff

member to wor with you to identify causes of problematic behavior, and to tae action

to correct those problems.

Error $*& "oo +ate, "oo +ate

It6s probably safe to say that managers do not go hunting for disciplinary problems.

ord nows, you have enough other things to do to loo for trouble. 'ometimes, though

managers are T(( slow to respond to an emerging issue or problem. There are a number

of reasons for this

Tendency to see an emerging problem not worth addressing.

desire to have harmony

perception that discipline is a cause of disharmony

simple dread

The reason why delay is problematic is that it sends a message that undesirable

behavior will be accepted or even not noticed. 'econd, delay can have an adverse effect

on the manager later, if the problem increases in fre&uency and intensity so it cannot be

ignored. $hen a problem is allowed to grow, the manager often will develop an

emotional set towards the employee that maes constructive interaction difficult. To be


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blunt...managers get pissed off, at repeated /offenses/ even if the manager has done

nothing to stop them.

It is very important that inappropriate behavior or actions in the worplace be, at

minimum, noted, and the fact communicated with the staff member, right at the first

occurrence. This need not be a lengthy difficult discussion, particularly if the event is

relatively minor. The really lengthy, unpleasant discussion tend to occur as a result of not

addressing problems early on.

Error $& A .on-Progressive Approach

2elated to the previous point C@rror Q7D is the issue of progressiveness, or lac of

it. :rogressive discipline starts with the least possible use of power and disciplinary

action, and over time, will involve stronger actions, if the situation continues.

4anagers who delay disciplinary action tend to wait until action must be taen,

when the situation has become so severe that it must be addressed immediately. (ften the

manager feels the need to apply harsh sanctions, because, perhaps the inappropriate

behavior has become more extreme.

8on-progressive measures Charsh initial actionD, when applied to a long time, but

not addressed problem, often seem too harsh by the employee, and on occasion, by their

co-worers.

A ey here is to start with least forceful action as early as possible, unless of

course the offense is so severe that it re&uires immediate harsh action.


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Error $/& Missing oot Causes

It is understandable when beleaguered and frustrated managersGsupervisors /lay

down the law/ to a problem employee. In some cases, a problem employee may re&uire

this ind of approach particularly if they have the sills to do what is desired, but have

not been applying the sills for one reason or another, related to motivation. ;ut in many

situations, exhortation, threats, or an offer of positive rewards may have little effect on

behavior, simply because they do not address the root causes of the problem, and leave

the employee /on their own/ to figure out a solution.

'ometimes an employee is not succeeding because they lac the sills Ceven if

they are not aware of the sill deficitD. 'ometimes an employee is not succeeding because

they have underlying personal or psychological problems. And, sometimes an employee

is not succeeding because the system in which sGhe wors is not set up to engineer

success.

$ithout nowing the root causes underlying a performance problem it will be

difficult to wor with an employee to improve that performance. (-acal 7 +ssociates,

Performance Management, !$''%

Loc"l Studie!


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In a study of "uman 2esource 4anagement of :eti Trading Inc. made by A&uino

et al. indicates that the management brings employees behavior under control. The

company taes disciplinary action professionally but the consistency of the company in

its administration of disciplinary action is uncertain. This statement imparts us that the

4anagement of a certain firm must control the behaviors of its employees. Also the

company must tae every disciplinary action professionally which means it should be

right, fair and lawful, and a company must exercise a strong administration of these

actions.

-orei$n Studie!

;ased on the findings of the study of )hris (. A%ila and 'aliu (motayo entitled

or9ers: +ttitude &o;ards 6isciplinary +ctions in -usiness rganisations C11D, it is

recommended that employees should be ade&uately inducted concerning organization

policies and rules. This is very important so that they will be able to now the relevance

of disciplinary actions in the organization and conse&uently, proper nowledge of

conditions of wor. 'ince in organization rules are meant for the worers and not the

other way round, the rules should be reasonable and fair, and neither capricious nor harsh,

so that they can reasonably comply with them. In administering punishment to erring

worers, the punishment should be targeted towards the undesired behaviour of the

employees and not the employees themselves. This is to prevent unhealthy feeling of

biases about the disciplinary machinery of the organization as being defective. Also,

before administering penalties, proper investigation should be carried out especially in

serious cases of misconduct so as to ensure as unbiased and unimpeachable %udgement.


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astly, discipline should be positive oriented. To this end, it should aim towards training

and character moulding as against negative tendencies.

According to the %ournal of :auline @pang entitled ounselling for /ffective

or9 Performance + ay for Service 0mprovement (!$'1%, some of the poor

performance problems in a wor organization are caused by personal issues faced by

employees. This issues which often affect the employees personal lives often lead to

performance decline, directly affecting the organizational productivity. #or organizational

productivity to be attained, the worers must be efficient in their %ob performance. This is

because the production process and services delivery that leads to high productivity

depends on them. In a situation where employees fail to be productive as a result of

personal problem, counselling serviceis a tool to improve their performance. The paper

concluded that for wor organizations to be productive, wor place counselling should be

organized for employees whose wor performances have declined as a result of personal

problems.

The %ournal of ouis an !er ;an and Amos @ngelbrecht entitled Perceived


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misconduct or inappropriate behaviour. 4anagers and supervisors should therefore be

responsible for the investigation of counter-productive behaviour, preferably by

conducting personal interviews with offenders in order to determine the causes of their

misconduct and to address personal problems, if necessary. 4anagers should support

individuals under emotional pressure, identify possible warning signs, and attempt to ease

the pressure wherever possible. "uman resource management could utilise the

recommended guidelines for more effective application of discipline in organisations.

These guidelines encompass the process of positive discipline. :ositive discipline

corrects defiant employee behaviour through support, respect and people-oriented

leadership. :ositive discipline is a management philosophy that assumes that improved

employee behaviour is most liely to be long-lived when discipline is administered

without revenge, abuse or nastiness.

Anne !e Acetis article entitled 6isciplinary +ction + 2uide to Managing,

6isciplining and &erminating or9ers (n. d.%, states that every company wants

professional excellence from its worforce. And most worers want to excel and have a

positive relationship with their employer. ;ut as "2 professionals well now, some

worers will fall short. And whether their &uality of wor is poor or theyve violated

company policy, "2 will need to tae the lead in disciplining those worersRup to

termination.

4anagers specialize in supervising worers in their daily activities. ;ut when it

comes to problems that could result in termination, "2 professionals are the experts.

@xpect to script the disciplinary meeting and lead it as it happensRin person. "2, the

employee and the employees managerCsD should all attend the meeting. C$itnesses are


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very important.D "2 should provide the worers supervisor with a basic script to follow

Rand encourage them to rehearse it in advance. $hile "2 leads the meeting, the

worers most direct supervisor should do most of the taling. The agenda for a

disciplinary meeting is simple. The company must communicate the reason the worer is

being disciplined, the expectations for improvement, the penalty Cif anyD and all possible

future conse&uences. $hen the meeting is complete, give the employee a chance to

respond. 4ost will leap at the opportunity to defend themselves or clarify misconceptions

about their attitude or performance. #eedbac from the worer is critical. If they dont

believe the company cares about them, they wont feel motivated to improve. ;ut it

should be clear that theres no room for negotiation. The employer sets the standard not

the employee because disciplinary meetings are so emotional for worers, give the

employee a chance to follow up in writing later, after theyve had a chance to calm their

nerves. ;ut before they leave, as them to sign a form stating they attended the meeting

and understand the companys positionRwhether or not they agree. $ell-planned,

calmly-executed disciplinary meetings can go far to reduce liability riss. (ften, under-

performing employees who recognize they cant meet the companys expectations will

decide to leave on their own, before being terminated.

Snt&e!i! o% t&e Stud

In this review, the researchers presented thirteen C1D literatures and five C9D

studies that conveys the importance of disciplinary action in a company. !isciplinary

action is a method of which the authority uses to correct a misconduct done by a


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subordinate. In the business setting, disciplinary action is vital in the goal of a company

to succeed. As said inHuman Resource Management boo by )orpuz, )rispina C1*7D,

disciplinary actions overall ob%ective is to remedy a problem and to help employees

achieve success in the wor. In this regard, imposing disciplinary action gives the

employees the opportunity to learn and correct their behavior towards wor thus, maing

them more effective and efficient assets of the company.

:rofessionals have indicated that proper way of implementing disciplinary action

is essential to the effectiveness of the result of the sanction. In the boo rganizational

-ehavior /ssentials for 0mproving Performance and ommitment C)ol&uitt, >ason A.,

1*D it was mentioned that when discipline is not properly implemented, it will affect

the %ob performance and organizational commitment of employees towards the

organization. (n other hand, when discipline was properly implemented fairly in the

organization it will have a good %ob performance results and, of course, will mae

employees to have organizational commitment. #urthermore, 2obert ;acal stated in his


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to be fully effective. The wors were used by the researchers as a support for the findings

that they will come up with. It was also utilized to broaden the nowledge of the

researchers about their study. #urthermore, it was used to assist the researchers to

formulate the recommendations for the company.

CHAPTER III

RESEARCH METHODOLOG+


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This chapter dealt with the methods of research used including 2esearch ocale,

!escription of the 'ub%ects, :opulation #rame and 'ampling 'cheme, !ata 3athering

:rocedures and 'tatistical Treatment of !ata

Re!e"rc& De!i$n

The researchers applied descriptive method of research. This approach is a fact-

finding study with sufficient and definite interpretation. !escriptive 2esearch

characterizes the conditions, practices, and situation or any phenomena of what has to be

studied. It authorizes the researchers to construe data that they have obtained from

contrasting sources. Aside from that, this will permit the researchers to determine the

organizations strengths and weanesses, postulate a precise and extensive analysis of it,

and probably come up with a recommendation that will help to strengthen the company

being studied and boost the nowledge of the readers.

Re!e"rc& Loc"le

The study was conducted at '?@)"@2' :hilippines at 1P*A 1P th floor, @ast

Tower, :hilippine 'toc @xchange )entre, (rtigas, :asig )ity.

De!cription o% t&e Su')ect


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The respondents for this research included all the ran and file employees based

at 'echers :hilippines, :asig )ity. 'ince there are one hundred and twenty-three C*17D

regular employees in the area, the 'lovins formula was used to get the sample size and

the arrived answer was +< respondents to answer the survey. The table below presented a

record of the number of the employees in their corresponding department.

Dep"rtment Num'er o% Emploee!

Accountin$ 7

Account! Record 9

C"!& P

P""'le! ob performance with a 79U. It also indicates that they believe that when it

comes to tardiness warning is the best disciplinary action to be imposed with a 9U.

They also believe that discharge or dismissal is what they lie to be imposed with the act

of A$( having a 7+U answer from the total population. ;ased on the results, when

dishonesty and substandard %ob performance which results from personal issues

counselling is what the employees want to be administered. According to :auline @pang

Counselling for /ffective or9 Performance + ay for Service 0mprovement, !$'1%

when employees performance are affected with their personal issues, the best method to

use in disciplining would be counselling. The management should hear the side of the

employee. (n the other hand, employees wants warning for the act of tardiness and

discharge or dismissal in the A$(. . !isciplining employees by means of warning or

reprimand, layoff, transfer or discharge are control measures by which management

maintain its authority to protect its interests and those of the employees. ;ut lie any

right, there are certain limitations to these prerogatives as specified in the abor )ode

and what prudence dictates.


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TABLE >

-RE4UENC+ AND PERCENTAGE DISTRIBUTION O- THE EMPLO+EES O-

SKECHERS PHILIPPINES ON THE E--ECT O- IMPOSING DISCIPLINE

E%%ect o% impo!in$ di!cipline -re6uenc Percent"$e

Emploee! "re moti*"ted to

or# &"rder

7? 787indicates that the 7F or 7+.7EU of the total population are motivated by

the disciplinary action.


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possible warning signs, and attempt to ease the pressure wherever possible. If employees

dont believe the company cares about them, they wont feel motivated to improve. In

relation to this, positive discipline, when reinforced results to motivation of employees to

comply with the organizational protocols and standards. Perceived


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TABLE 5?;

Bot& 3 5@;

None o% t&e "'o*e @ @;

1 3@@;

T"'le ? indicates that 9 or 97U of total population reacts positively to the disciplinary

actions given to them. (n the other hand, 19 or 1FU in the total population reacts

negatively. In addition, *+ or 1U of the total population has a mixed reaction or reacted

both positively and negatively in that matter and none of the population says that the

disciplinary actions imposed had no impact on them. 4a%ority of the employees answered

that the effect of the disciplinary action was positive to them. That is when positive

discipline is administered, fosters appropriate behaviors while maintaining a happy

worplace. The eys are to involve and motivate employees as much as possible. This

results to a more positive reaction to the employees. (Smriti hand, !$'1%


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TABLE =

-RE4UENC+ AND PERCENTAGE DISTRIBUTION O- EMPLO+EES O-

SKECHERS PHILIPPINES PERCEPTION on t&e E--ECTS o% t&e

DISCIPLINAR+ APPROACH USED in THE EMPLO+EES FOB

PER-ORMANCE

E--ECTS Appro"c& in Di!ciplin"r Action!po!ti*e negati

ve

both 8one

of the

above

T(TA 2($

# U # U # U # U

T&e emploee! "re moti*"ted to or#

&"rder &en di!ciplin"r "ction! "re

implemented

3= 9 5 *E.EF

3

@

11.1

1 7@

T&e emploee! 'ecome !o c"utiou! in

t&eir or# to "*oid "n *iol"tion ordi!ciplin"r "ction

3>7

T&e emploee! "re t&re"ten "nd "%r"id o%

t&eir !uper*i!or! 3 1.FP

5 *E.EF 7

T&e emploee! re!i$n "%ter under$oin$

di!ciplin"r me"!ure! 3 1.FP 3

T&e emploee! "re under t&e control o%

t&e m"n"$ement "nd t&e "re ell

di!ciplined

3 1.F

P

> **.**

Documents

Disciplinary Actions as Perceived by Employees on Skechers Philippines