Introduction
The impact of
globalization on work relationships have permanently altered how organizations
function relative to delivery of services and the facilitation and function of
work processes. The regular work arrangements have been replaced by the
flexible outsourcing practices of large MNCs to reduce overhead costs and
retain multiple operations across nations at a given point in time. Given this
trend of employment, is the Philippine human resource landscape fertile enough
to cope with the demands of the reevaluation of an employer-employee
relationship?
In Mafinco Trading vs. Ople, G.R.
No. L-37790, March 25, 1976, through Justice Aquino (in Azucena, 2010a, 3):
The
question of whether an employer-employee relationship exists in a certain
situation has bedeviled the courts. Businessmen, with the aid of lawyers, have
tried to avoid the bringing about of an employer-employee relationship in some
of their enterprises because that juridical relation spawns obligations
connected with Workmen’s Compensation, Social Security, Minimum Wage,
Termination Pay and Unionism.
This concern has
even brought about the determination of efficient labor legislation standards
to safeguard people seeking gainful employment from exploitation. Perez (2011) decries
the plight of the Filipino working class given our “unstable investment climate
and great demand for cheap labor [that continually] nurture outsourcing and
contractualization in the name of maximum gains, putting the Filipino worker at
high risk and oftentimes dehumanizing situation as he clings for anything that
could feed him.” Even Justice Quisumbing in Lim vs. NLRC, G.R. No. 124630,
February 19, 1999 (in Azucena, Ibid.) this same threat and the role the
government plays to curb the same:
The
scourge of exploitation of labor, as shown by numerous petitions before us,
remains pervasive. It is imperative for all government agencies concerned to
exert all-out effort to prevent any further violation or circumvention of the
provisions of the Labor Code through deceptive devices and malpractices.
The effect of
business process outsourcing on the internal capabilities of organizations can
be gleaned by the identification of core business practices from peripheries. Most
of the latter are the functions outsourced to third party companies that
provide such specialized services like couriers, coordination, sometimes even
human resource activities like sourcing and recruitment. Large Filipino
companies in the telecommunication industry, like Pangilinan’s Smart or the
Ayala’s Globe, utilize telemarketing and call center assistance to function as
marketing and upselling arms and quality assurance or troubleshooting counterparts
to facilitate the concerns of subscribers wherein these service providers are outsourced
to third party providers who may handle multiple accounts. Large MNCs, like
consumer giant Unilever Philippines, Inc., utilizes BPO pioneer Accenture,
formerly Arthur Andersen, or the relatively new Q2 HR Solutions, Inc., for
their hiring coordination and interview set-up. These providers even are the
interfaces of other service providers like executive search firms or headhunters.
The end of HR, as we know it, may be running its steady but sure course.
The increased mobility of work
functions through the usage of technology has flattened the way work is done. According
to Cecilia (2000, 63, 65) “[I]nformation technology is the single revolutionary
structural material that [has] changed the landscape of work and work
relations. It can be said with finality that technology has set information
free from time and space […] work can even be done online.” It is not even
uncommon to deal and have interface with expatriates. Gener (2000, 71) even
says that this is the age of the elimination of the traditional command and
control structures, rather it will be more autonomous and collaborative
therefore implying: (1) collaborative cultures will be the workplace model; (2)
creative employment contracts will support more time-off, flexibility in
working hours and work locations; (3) the work week will be less structured but
employees will still work forty plus hours but at varied times and places other
than the offices; (4) employees will have more choices, allowing them to meet
their individual personal needs; (5) working hours scheduling will become less
important as organizations focus more on performance and results; (6) company
internet will become a major tool for communication, specifically on training
and benefits administration[1]
where HR will play a major role; (7) intelligence
through knowledge transfer capability will separate the best employees from the
rest, and; (8) freelance or independent teams of generic problem solvers will
market themselves as alternatives to permanent workers or individual temporary
help.
We could see and nod in agreement
that Gener’s evaluation of things to expect during the early part of the
millennium have come true. And part of this is the maximization of technology
to permanently change the way work is done and the impact of globalization to
organizations to employ new work arrangements.
Outsourcing
and contracting defined
As a “management concept,
outsourcing is the act of transferring some of a company’s recurring internal
activities and decision rights to outside providers” (See: Greaver II in Azucena, 2010a, 7). On the other hand, as defined by
the Department of Labor and Employment’s DO 18-A, contracting or subcontracting
“refers to an arrangement whereby a principal agrees to put out or farm out
with a contractor the performance or completion of a specific job, work or
service within a definite or predetermined period, regardless of whether such a
job, work or service is to be performed or completed within or outside the
premises of the principal.”[2] However,
as the case may be, according to Azucena (2011, 13-14), the terms “contracting”
and “outsourcing” are used interchangeably in business practice and in some
court decisions.
For the purposes of this discussion,
to justify slight differences on the subject matter, the differentiation will
be determined by sample cases. For example, the provision of executive search
services to a company, like the sourcing out and engaging of talents and not
for recruitment or deployment, is different from the provision of agency
personnel to perform work functions for the principal. The former is
outsourcing while the latter is contracting based on the usage of the present
writer.
Globalization,
contracting, and outsourcing
Macaraya (2000, 225) established the
linkages and evolution of the employment relationship. Given that the purpose
through which the Labor Code is penned is centered on the promotion of regular
employment, he saw the shifts as an aftereffect of the dissolution of the
regular work relations. The old employment relationship (Figure 1) is
characterized by the four basic tests of the existence of an employer-employee
relationship, namely: (a) the selection and engagement of the employee; (b) the
payment of wages; (c) the power of dismissal, and; (d) the employer’s control
on the means through which work is to be accomplished.[3] Of
these, the control test is the most important.
However, due to
the flexibilization of the employment framework (Figure 2), the control test is
blurred if not entirely railroaded. Because
of globalization and the increased competition no longer just among domestic
markets but also against international markets, the challenge of continued
organizational operations has strained labor arrangements. Macaraya (2000, 229)
states that “the trend today on one hand is the shrinking number of regular
employment and the use of flexible labor arrangements is growing on the other
hand.” He continues, saying that “traditionally, and under the Labor Code, only
incidental tasks can be contracted out, however many corporations today
contract out even those classified as ‘necessary and desirable for the business
and operations of the employer’ all in the name of achieving flexibility,
perceived to be needed in attaining competitiveness” (Ibid., 229-230). Even
Cecilia (Op. cit., 65) adds the phenomenon of part-time workers, not just rank
and file, but of managers and supervisors and technical people in many large
and progressive companies that allow their valued employees to “juggle their
work and personal lives through reduced work schedules.” From our class
discussions, the present writer even remembers the case sample of Google, Inc.
wherein they employ a “controlled chaos” environment so as not to box-up their
employees and be able to pursue personal interests outside work. However, this
may not be as applicable to us given the work ethic of most Filipinos. Chances
are, most of them will choose not to work at all and do other purposeful but
unnecessary activities.
The structure of
the Philippine labor market is a compendium of the new employment relationship.
In order to adjust to the demands of the global workplace, organizations within
the country tweaked their processes to fit in the new demands of globalizing
human capital.
Apart from outsourcing and
contracting, a recent development in labor flexibility is offshoring. This
happens when foreign firms outsource their jobs to another country similar to
“when a foreign company contracts with an organization in the Philippines to do
‘telemarketing’ or to handle customer relations in answering customer inquiries
and complaints, or any other business process, the arrangement, - broadly called
business process outsourcing – is likewise labor contracting” (in Azucena,
2010a, 15). This is a common practice of call center companies in the
Philippines, of which a recent survey marks Convergys as the top player. This
practice has likewise been recurrent in LDCs like India and of countries with a
high working population like China. A common denominator among these three
countries: cheap labor. In a 2011 survey conducted by consulting giant Towers
Watson (2011) detailing total rewards components, including reasons behind
self-initiated attrition (Table 4) and current hiring trends relative to salary
brackets in the BPO and Call Center industries (Table 1), it can be deduced the
reason behind the attraction to the initial want for employment of fresh
graduates to jumpstart their professional careers. Table 4 details the common
reasons behind the high attrition rate in the industry among the forty-eight
(48) industry survey participants sampled, most of which are wholly-owned
American enterprises with some European, Asian, and Filipino companies (Towers
Watson, 2011).
Table 1. Monthly base salary –
Fresh Graduates (Towers Watson, 2011)
In a recent study done by
Sourcingline[4],
“[T]he Philippines is one of the most
cost effective locations for IT (web design, software development, animation,
etc.) and BPO (voice and non-voice) in the world. Employee compensation costs,
the primary cost component of any outsourcing operation can be a tenth to a
fifth of that for a domestic US operation. Furthermore, with recent wage
inflation in India, these costs are below those of Indian based employees.” A
2010 pay scale used by this study pegged the following positions to show how
minimal the pay is for these specific positions relative to the US pay scale:
Table 2. Comparative salary scale in the BPO industry (Ph
vs. US)
Even the cost of
occupancy here is a fractional amount according to the study quoting a CB
Richard Ellis and Colliers International market survey.
Eventhough the pay ranges per
position are below what they offer in their respective home countries, compared
with the pay range in the country, they still offer more. Current starting
salaries offered, relative to this writer’s clients, in the BPO industries
range between Php 15,000.00 – 18,000.00, even for inexperienced new hires. The
premium is due to the perceived proficiency of Filipinos in English
communication, which is true compared with other host countries. According to a
2003 NSO survey (in Magtibay-Ramos, Estrada, and Felipe, 2007, 9), the
Philippines have a 97% literacy rate in the NCR and 89% in the country.[5] However,
although this functional literacy affords a degree of employment to address the
need for available jobs, this also promotes an “education-employment mismatch”
(Ibid.)
Because of the attraction of high
premium and pay in call centers and BPOs compared with other available jobs,
the immediacy of wanting to land a job and earn on the part of fresh graduates
catapult them to these attractive careers which are, most of the time, a
far-cry from what they took collegiate courses for. The nursing boom of the
mid-2000s has resulted to an increased preference for healthcare-related
courses in hopes of landing jobs abroad. However, when the demands for nurses
abroad have dwindled at the early part of 2009, most of these graduates, board
passers and all, have no available jobs to occupy. Some, if not many, took on
open-ended jobs like human resources, office staff positions and call center
work with a specialized focus on medical transcriptioning.
The flattening world even integrates
us in, what in our discussions was referred to as, a “simmering malaise” that
things can be done better, faster, and even more cost-effective. In a way, we
are given a broader, more dynamic perspective to explore and go beyond the
boundaries of work. These outsourcing jobs have given us, another pillar of HR
challenges, a more customer-based focus across seas and continents. We simulate
being there through the service we render.
The recent stock estimates in 2009
posted an overall increase in the revenue generated by BPOs and call centers:
As in previous
years, Contact Center remained the largest contributor in terms of revenues, contributing
half (50.9 percent or US$4.2 billion) of the industry’s receipts in 2009. Other
top IT-BPO sub-sectors included Other BPOs (27.5 percent share or US$2.3
billion) and Software Development (20.3 percent share or US$1.7 billion).
Transcription and Animation sub-sectors contributed the least, with 0.7 percent
(US$57 million) and 0.6 percent (US$52 million), respectively. These two
categories, however, posted dynamic growth in 2009 compared to the previous
year, which can be attributed to the expansion of transcription companies and
the release of more local animation films in the country.[6]
The safety net of available employment
for fresh graduates, even for retirees, bridges the gap of jobs and employment.
The
emergent threats of contracting and outsourcing
In spite of the availability of
employment brought about by the BPO and call center industries and job
contractors, it also an avenue wherein it is also seen relative to the rate of
attrition and job insecurity. Most, if not all aspects of this industry sector
is dependent on the present demand of principals and clientele. The recent
financial crisis of 2008 has contributed to a decrease in job orders from
foreign clients leading to the redundation and downsizing activities of major
contact centers, even until now.
In Bool-Sale and Sale (2010), they
posited the need for employment representation and participation in
organizations to foster empowerment and involvement. However, given the data
they made use of in the determination of the frequency of voluntary turnover or
employee-initiated separation, in Philippine call centers and BPOs, exit is
chosen over voice, having made use of Hirschman’s 1970 work on exit, voice, and
loyalty. The tenuous base of the employment relationship in call centers and
BPOs is founded on the job being a mere activity of processes and interface
with an often unseen clientele. All the management does is the coordination and
direction but no equal amount of shared responsibility is often present in the professional
exchange. They suggest, in the light or RA 9481 that aims to strengthen
employee organizations, that there is a step in the right direction when it has
been suggested that organizing efforts should be industry-based rather than
firm-based (Ibid., 14). But with the absence of government support and ample
legislation, it will be for naught.
Esmaquel (2012) describes the recent
efforts of the Obama administration, through House Bill 3696 or the US Call
Center and Consumer Protection Act, to excite the promotion of domestic jobs to
cater to 13.1 million unemployed Americans[7]
representing an unemployment rate of 8.5%. PNoy on the other hand, brushes this
off as merely an “election-related” issue that won’t prosper in the near
future. The current landscape of BPOs and call centers in the Philippines are
based on mergers and acquisitions. Some call centers, like TeleTech Holdings,
Inc. and Stream Global, formerly e-Telecare, have undergone right-sizing
activities to close down provincial sites due to the absence of able locals to
man their business given that most jobseekers crowd the national capital to
land jobs.
On the other hand, there is also the
threat of contractors railroading employee engagements through “labor-only”
contracting. The Labor Code[8]
defines it
[W]here
the person supplying workers to an employer does not have substantial capital
or investment in the form of tools, equipment, machineries, work premises,
among others, and the workers recruited and placed by such person are
performing activities which are directly related to the principal business of
such employer. In such cases, the person or intermediary shall be considered
merely as an agent of the employer who shall be responsible to the workers in
the same manner and extent as if the latter were directly employed by him.
Contractors
engage in false contracting when they have no legitimate claim to purpose
operations and engagement with clientele as they have none of the needed
capabilities to ensue dealings with principals. They instead deploy people
directly and under the command of the principals undertaking jobs that are core
to the principal’s business practice. This is clear and present danger in the
facilitation of contracting jobs out that must be avoided. At times, the
contractors themselves are not aware of the breach in their activities and it
is the government’s role to keep them abreast with existing legislation which
shall be discussed below.
Also,
some people expressed concerns on the adverse effects of call center jobs on
health given the reverse work systems they operate in. In April of this year, Bayan Muna party list representative
Teddy Casiño filed House Bill 6073, providing for the protection of workers’
health in the BPO sector due to the rigors and demands of shifting
schedules.
Government
interventions
A landmark legislation to
accommodate the growing demands of the BPO sector and the feminization of the
workplace is seen through RA 10151[9]
which repealed Articles 130 and 131 of the Labor Code of the Philippines.
Through this legislation, according
to Section 4, a new chapter has been inserted after Book Three, Title III of
the Labor Code to detail guidelines in the efficient conduct of employers for
employees rendering night work. Article 155 states thus:
Art.
155. Health assessment. – At their
request, workers shall have the right to undergo a health assessment without
charge and to receive advice on how to reduce or avoid health problems
associated with their work:
(a)
Before
taking up an assignment as a night worker;
(b)
At
regular intervals during such an assignment, and;
(c)
If
they experience health problems during such an assignment which are not caused
by factors other than the performance of night work.
On the other
hand, it has also specified facilities to address the needs and necessities of
employees rendering night work.
Another important insert is Article
158 relative to women night workers. Previously Article 130 of the Labor Code
prohibits nightwork for women.[10] Azucena
(2010b, 120) mentions the passage of RA 7192 in February 12, 1992 which
promotes the integration of women as “full and equal partners of men in
development and nation-building and that the State shall ensure the fundamental
equality before the law of women and men.” To quote Article 158 in full, as a
testament to the affordance of protection for women, especially those engaged
in nightwork:
Art.
158. Women Night Workers. – Measures
shall be taken to ensure that an alternative to night work is available to
women workers who would otherwise be called upon to perform such work:
(a)
Before
and after childbirth, for a period of at least sixteen (16) weeks, which shall
be divided between the time before and after childbirth;
(b)
For
additional periods, in respect of which a medical certificate is produced
stating that said additional periods are necessary for the health of the mother
or child;
(1)
During
pregnancy;
(2) During
a specified time beyond the period after childbirth is fixed pursuant to
sub paragraph (a) above, the length of which shall be determined by the DOLE
after consulting the labor organizations and employers.
During the periods referred to in this article:
(i)
A
woman worker shall not be dismissed or given notice of dismissal, except for
just or authorized causes provided for in this Code that are not connected with
pregnancy, childbirth and childcare responsibilities.
(ii)
A
woman worker shall not lose the benefits regarding her status, seniority, and
access to promotion which may attach to her regular night work position.
Pregnant women and nursing mothers may be allowed to
work at night only if a competent physician, other than the company physician
shall certify their fitness to render night work, and specify, in the case of
pregnant employees, the period of the pregnancy that they can safely work.
The measures referred to in this article may include
transfer to day work where this is possible, the provision of social security
benefits or an extension of maternity leave.
The provision of this article shall not have the
effect of reducing the protection and benefits connected with maternity leave
under existing laws.[11]
Among the HR
challenges in the future, based on our discussion in class, is the
proliferation and open integration of women in the workplace. The stereotypes
on women as domestic coordinators have been rattled. And, together with this
specification enforced by RA 10151, even benefits for women workers need to be
reevaluated and recalibrated.
Table 3. Health cost trends
(Towers Watson, 2011)
On the table
plotted above (Table 3), we can see the rising trends in the BPO/ Call Center
sector from 2008 to 2011, three fiscal years, in the allocation of healthcare
related benefits afforded to employees.
Two
of the pillars of HR challenges that need to be addressed are the development
of creative human resource management and the promotion of an egalitarian
climate in the workplace. Some, albeit confidential, companies this writer
currently handles favor flexibenefits over defined benefits plans to fit the
needs of employee recipients. Most of the companies that employ this
arrangement are from the BPO and call center industries according to the
studies conducted by Mercer Human Resource Consulting, Inc. The flexibenefits
package refers to a checklist of alternative mash-ups of providential benefits
that an employee can choose from. This affords the employee a free choice to
maximize arrangements that he will definitely benefit from. For example, single
employees would choose a comprehensive housing plan over an educational plan
for dependents. Those who have existing vehicle provisions may choose to have
educational scholarships abroad over a new vehicle. This also, in a way,
addresses employee attrition given that one among many reasons why employees
leave is because of benefits, be it cash or non-cash.
Table 4. Reasons behind high
attrition (Towers Watson, 2011)
Conclusion
According to Thomas Kochan (2011), in
order to revive the ailing labor market, a renewed and more intense partnership
among and within institutions should be forged to address the issues of
unemployment and domestic sector underdevelopment. He made this suggestion at
the onset of the continued decline of the industrial sector in the United
States as a call-to-arms for job creation and that this can be achieved with
the partnership of government, employers, employees, and the academe.
This partnership should also be an
important aspect in the facilitation of relative legislation to ensure and
safeguard employment relations in these sectors.
The government can do this through
the Labor Standards Enforcement Framework (LSEF) to develop compliant and
self-regulating companies. The government should exercise collaborative labor
market governance with employment institutions so that a shared responsibility
in the development of policies can be forged and discussed. These partnerships
will bring forth a more comprehensive and long-lasting governance framework. Labor
market governance (LMG) according to Bitonio (2008, 1) “refers to the totality
of institutions—including policies, norms, laws, regulations, structures,
mechanisms and processed—that influence the supply and demand for labor.” He
identifies what may be considered as core LMG institutions: (i) labor policies
and laws and how these are implemented; (ii) labor market players, their
organizations, and their critical interactions, and; (iii) authorities charged
with the administration and management of these laws and interactions (Ibid.)
He cites The government’s effort to utilize the BPO industry, in partnership
with the Technical Education and Skills Development Authority (TESDA), in its
increased demand for jobs by conducting training that will cater to the
competencies required for these jobs. This was done to address the skills
shortage relative to available employment opportunities.
From May 2006 to September 2007,
TESDA graduated about 37,300 call center agents, 5,000 medical transcriptionists,
and 230 software developers who were eventually absorbed by the industry (Ibid.,
10). Then President Macapagal-Arroyo, in 2007, announced the allotment of Php
350 million in scholarships for the training of 70,000 call center agents
(Ibid.)
However, it shouldn’t just end here.
The BPO sector is an industry we have not much control of as most are dependent
on business abroad. We should likewise be mindful of redirecting our allotments
to domestic industries we can revive and the pursuit of inclusive growth.[12]
According to the Philippine
Development Plan 2011-2016 (PDP), in Chapter 3, the government identified
sunrise sectors, among which, the BPO sector.[13]
Figure
3. BPO/IT Outsourcing 2004-2011 (PDP 3)
Of special
mention is the government’s aim, included in PDP 3, to develop a Magna Carta
for Call Center Workers in order to effectively place a social protective
framework within the sector.
On the other hand, through
Department Order No. 18-A of the DOLE, the government has ensured the efficient
monitoring and strengthening of laws governing contractors, from their
registration and proof of capability to their efficient operations and dealings
with principals.
There are multiple means to
continuously improve existing systems, one of yet another pillar of challenges
to HR. There is a need to make the practice of human resources gain
significance once more. As HR practitioners, we should be mindful of the forces
of change. If I am not mistaken, it was O’Sullivan who identified these as: (1)
innovation or creativity; (2) knowledge workers; (3) customers, and; (4) technology.
A cliché though it is, but truly, necessity is still the mother of invention,
and a creative mind is a fertile ground to develop new ways of doing work and
facilitating better processes. Also, we should be engaging a human capital base
that continually learns, what Senge refers to as a learning organization in his
Fifth Discipline mandate. We should not be satisfied with just the value of
present work, we should be as dynamic as the movement of work and see the
bigger picture of how much work has evolved and how far we might have been left
out. The outsourcing and contracting industry is not a new invention but
legislation governing it are fairly recent. Why? It was merely perceived to be
a stop gap measure to address manpower shortages before. No regulation was
needed, maybe everything then were done in good faith. But given the changes in
work relationships and employers and business owners saw this as a cheap detour,
an operative framework should be established.
If and when partnership among the
key institutions in the governance framework has been concretized, the pursuit
of social justice, despite variable economic circumstances, is closer than
ever.
References
Books
Azucena, Cesario A. Jr. (2010a) Employment and outsourcing under Philippine law. Quezon City: Rex
Printing Company, Inc.
Azucena, Cesario A. Jr. (2010b) Everyone’s Labor Code. Quezon City: Rex Printing Company, Inc.
Binghay, Virgel C. (2009) Talent management, migration and globalization. Antipolo City: VCB
Research, Publications, and Consultancy.
Bitonio, Benedicto Ernesto R. Jr. (2008) Labour market governance in the Philippines:
Issues and institutions. Manila: Subregional Office for South-East Asia and
the Pacific.
Bool-Sale, Arlene and Jonathan P. Sale. (2010) “Turnover
and voice in Philippine call centers” in Ofreneo, Rene E. (Ed.) Philippine
Journal of Labor and Industrial Relations, Vol. XXX, Nos. 1 and 2. Quezon City:
UP SOLAIR.
Cecilia, Ernie O. (2000) “Changing patterns in work
and work relations” in Gatchalian, Jose, et. al. (Eds.) Philippine industrial relations for the 21st century:
Emerging issues, challenges and strategies. Quezon City: UP SOLAIR and
PIRS.
Gener, Reynaldo M. (2000) “Adjustments in work
process and organizations” in Gatchalian, Jose, et. al. (Eds.) Philippine industrial relations for the 21st
century: Emerging issues, challenges and strategies. Quezon City: UP SOLAIR
and PIRS.
Ghose, Ajit K. (2003) Jobs and incomes in a globalizing world. Geneva: ILO.
Kochan, Thomas A. (2011) “Resolving America’s human
capital paradox: A proposal for a jobs compact” in The Harvard Business Review (February, 2012).
Macaraya, Bach M. (2000) “The labor code and the
unprotected workers” in Gatchalian, Jose, et. al. (Eds.) Philippine industrial relations for the 21st century:
Emerging issues, challenges and strategies. Quezon City: UP SOLAIR and
PIRS.
Perez, Marie Cristine A. (2011) “Philippines in the ASEAN:
Straddling the gap in development” (Unpublished paper, UP School of Labor and
Industrial Relations.)
The Labor Code of the Philippines. (1974) PD No.
442, as amended.
Towers Watson Data Services. (2011) “BPO/Call Center
Industry: Total Reward Survey”.
Web
Bangko Sentral ng Pilipinas. (2009) “Results of the
2009 survey of Information Technology – Business Process Outsourcing (IT-BPO)
services” Retrieved from: http://www.bsp.gov.ph/downloads/Publications/2011/ICT_2009.pdf
(October 14, 2012)
Esmaquel, Paterno II. (2012) “Should Filipinos worry
about Obama’s anti-BPO bill” Retrieved from: http://www.rappler.com/business/818-should-filipinos-worry-about-obama-s-anti-bpo-bill
(October 14, 2012).
Magtibay-Ramos, Nedelyn, et. al. (2007) “An
input-output analysis of the Philippine BPO industry” Retrieved from: http://www.nscb.gov.ph/ncs/10thNCS/papers/invited%20papers/ips-02/ips02-03.pdf
(October 14, 2012).
National
Economic Development Authority. (2011) “The Philippine Development Plan
2011-2016” Retrieved from: http://www.neda.gov.ph (October 14, 2012)
[1]
Since the mid 2000s, the integration of HR modules in SAP has been a major HRIS
tool to facilitate the systematization of HR metrics.
[2]
Department Order No. 18-A, Series of 2011, Section 3 (c).
[3]
“Brotherhood” Labor Unity Movement of the Philippines, et. al. vs. Zamora, G.R.
No. 48645, January 7, 1987 in Azucena, 2010, 28.
[4]
See: http://www.sourcingline.com/outsourcing-location/philippines
[5]
Based on functional literacy level 1 pertaining to population aged 10-64 who
can read and write.
[6]
See: http://www.bsp.gov.ph/downloads/Publications/2011/ICT_2009.pdf
[7]
As of December, 2011.
[8]
The Labor Code of the Philippines, Article 106.
[9]
An Act Allowing the Employment of Night
Workers, thereby Repealing Articles 130 and 131 of Presidential Decree Number
Four Hundred Forty-Two, as amended, Otherwise Known as the Labor Code of the
Philippines (July 26, 2010).
[10]
Art. 130. NIGHTWORK PROHIBITION. – No
woman, regardless of age, shall be employed or permitted or suffered to work ,
with or without compensation:
(a) In
any industrial undertaking or branch thereof between ten o’clock at night and
six o’clock in the morning of the
following day; or
(b) In
any commercial or nonindustrial undertaking or branch thereof, other than
agricultural, between midnight and six o’clock in the morning of the following
day; or
(c) In
any agricultural undertaking at nighttime unless she is given a period of rest
of not less than nine (9) consecutive hours.
[11]
Republic Act No. 10151, Section 4.
[12]
Inclusive
growth means, first of all, growth that is rapid enough to matter, given the
country’s large population, geographical differences, and social complexity. It
is sustained growth that creates jobs, draws the majority into the economic and
social mainstream, and continuously reduces mass poverty. This is an ideal
which the country has perennially fallen short of, and this failure has had the
most far-reaching consequences, from mass misery and marginalization, to an
overseas exodus of skill and talent, to political disaffection and alienation,
leading finally to threats to the constitution of the state itself (PDP 1).
[13]
Also included were the industries of tourism, mining, agri-business and
forest-based industries, logistics, ship-building, housing, electronics and
infrastructure, among others.
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