Objective of the StudyThe study aimed to assess the attributing factors of workers in planning the overtime in a company. Gaining knowledge regarding this matter may prove itself noteworthy to several groups of people. The following people may reap the benefits of this study:Workers. It may help increase the awareness and enthusiasm of workers in the respective components of planning the overtime in a right time, help them asses their capabilities, enable them to accept their shortcoming and be motivated to work harder towards better performance.Managers. The findings of the study may give the managers an insight about their workers performance in their respective components of planning the overtime. Managers play an influential role in the workers work or labor achievement. Through the results of this study, managers would be able to identify their workers particular weaknesses, strengths and problems. They can persuade their workers to devote more time on the areas they are weak.Company. The results of the study may prove important in setting up proper criteria to devise an effective method of gauging the strengths and weaknesses of instructions. The findings may give certain direction in the continuing concern for the measurement of manager and workersperformance.Future Researchers. The outcomes of the study may serve as vital information for further research works along planning the overtime.

Statement of the ProblemThis study looked into the performance of the workers in planning the overtime.Specifically, the answers to the following questions were sought:1. What is the level of performance of workers (Rex Smith) in planning the overtime at the Metal Product Company?2. Is there significant correlation of the performance of workers in each of the following variables: Time, Cost, and Society? 3. To what extent do the identified factors affect the performance of the workers in planning the overtime as perceived by them?

Facts of the ProblemThis study was confined to the factors that affect the performance of workers in planning the overtime of the Metal Products Company.The subjects of the study were the manager, the workers, and the company. In relation to their performances the following were employed:1) Managers factor, 2) workers factor, and 3) company related factor. The data was delimited to the third grading ratings from the permanent records of the Manager and the responses to the worker.The analysis of the data was done by describing the workers performance and the factors affecting their performance in relation to their moderator variables.

Analysis of the ProblemThis chapter deals with the presentation, analysis and interpretation of the data gathered. It is organized according to the statement of the sub problems.Generally, managers interviewed were aiming for an equitable allocation of overtime among applicable employees. Some of them have even established local procedures to ensure fair allocation and to avoid, as far as possible, grievances about it from employees. Nevertheless, we believe that more management involvement is needed to review and question the validity and necessity of overtime worked by certain individuals, especially the high users.Good management of overtime requires that overtime needs be assessed, alternative methods of meeting or eliminating these needs be considered and appropriate action plans developed. We found, however, that managers tend to use overtime in reaction to circumstances where careful planning might have led to a more economical approach. Planning is restricted to the preparation of an annual budget for overtime, developed on the basis of historical data without either assessing the reasons for overtime or evaluating alternative methods of eliminating or coping with it. The limited involvement of operational managers in managing overtime results from the lack of effective accountability for overtime expenditures.

Recommendation of the ProblemBased on the findings and conclusions of this study, the following recommendations are hereby offered;1. Based on the performance of the worker in the components of planning the overtime, translations of planning phrases to planning representation should be given more emphasis. Manager should administer diagnostic test to serve as basis in making more varied exercises that should be given to the workers to help them master and improve their level of performance on the component of planning phrases to planning representation in overtime.2. The managers should teach them the lessons on the said components clearly and vividly to avoid confusion on the plans presented.3. Companies should make a program that will help manager to realize their role as a partner of the company in the process of their workers labor. More research along this line should be conducted to better view managers involvement in the different aspects in planning.4. Managers should give more vivid plans to be discussed and evaluate his/her workers at the end of every plan. He/she must observe methods of planning that are effective or appropriate to the level of intelligence of the workers, must be broad minded and flexible, should provide a guide to develop planning habits, and give more attention the slow learner employees.5. Employees should encourage workers / employees to study planning tasks, problems and assignments and provide more exercises to ensure excellent comprehension of the workers/employees.

University of the East

Manila Campus

College of Engineering

Engineering Management

Sat, 1:30-4:30 pm

Planning Overtime

Submitted by:Novilla, Ashner Gerald P.Student Number20100131804Class Number28Submitted to:Engr. Briones, LEONARDO APlanning Overtime

1. What should Rex tell the sales manager?

In this case, Rex should tell positive or negative effect of overtime on productivity that should be considered when preparing work schedules and allocating the overtime work. He should tell that there are some cases were excessive overtime causes fatigue, productivity in overtime hours is likely to be lower than usual; in addition overtime can also affect productivity during the work periods preceding and following it. On the other hand, he should tell that there can be an increase in productivity if, for example, there are fewer interruptions outside regular office hours. In assessing the impact on productivity, other factors must also be considered, such as:

- timing -- overtime hours worked as an extension of a regular work period or on a day of rest;- quantity -- amount of overtime within a given period; and- supervision -- extent of supervision during overtime hours compared to regular hours.

2. What do you think of Rexs instructions from his boss?Generally, managers interviewed were aiming for an equitable allocation of overtime among applicable employees. Some of them have even established local procedures to ensure fair allocation and to avoid, as far as possible, grievances about it from employees. Nevertheless, we believe that more management involvement is needed to review and question the validity and necessity of overtime worked by certain individuals, especially the high users.

3. If you were Rex, how would you handle the problem?

I will consider the problem of overtime being authorized because the amount of work to be done by a unit is thought to be too much to do in regular hours. In addition to that I will assess whether excess work could be done during regular hours or, if not, I will think of how many overtime hours are needed, requires the development of work standards or other productivity measures.

4. How can Rex avoid future problems of his type?

I noticed that local managers have a tendency to use overtime as an immediate answer to pressure for service instead of preparing action plans to meet temporary human resource requirements. Many managers believe that they are using overtime mostly in circumstances, such as emergencies and temporary manpower shortages, that cannot be planned for in any way. We observed, however, that most of the circumstances requiring overtime are predictable in nature, and often even the timing can be foreseen. Once the circumstances and reasons for additional human resource requirements have been analysed, all reasonable means to meet these requirements should be evaluated, including overtime.