1. 1 Chapter 1 INTRODUCTION On the job training (OJT) is job training that occurs in the work place. Thenew employee learns the job while doing the job and while earning his or her paycheck. On the job training is also called hands on training. On the job training hasmany advantages, but it can also have a few disadvantages if the OJT is notproperly planned and executed. The goal of the OJT program is to place participants in occupations thatwill enhance their prospects for long-term employment and will ultimately permitthem to become self-sufficient. OJT involves the acquisition of specific skills andemployment competencies, through exposure in an actual work setting, to theprocesses, work tasks, tools and methods of a specific job or group of jobs. It is the responsibility of supervisors and managers to utilize availableresources to train, qualify, and develop their employees. On-the-job training(OJT) is one of the best training methods because it is planned, organized, andconducted at the employees worksite. OJT will generally be the primary methodused for broadening employee skills and increasing productivity. It is particularlyappropriate for developing proficiency skills unique to an employees job -especially jobs that are relatively easy to learn and require locally-ownedequipment and facilities. One major drawback of on the job training can be finding the right time forit. The person responsible for giving and evaluating the training has to be surethat his or her other job responsibilities are being met. Another disadvantage ofOJT is that it can be difficult to find the right person to conduct it. The persondoing the training must have the knowledge and skills with the same equipmentthat the learner will be working with. Care must also be given not to pass on
2. 2sloppy work habits or unintentionally teach irrelevant or inefficient work methodsto the new worker/learner. If these disadvantages are eliminated, however, on the job training can bebeneficial for both the company and the new employee. OJT can be cost-effective for the business since a separate training program isnt required and thetraining is part of the actual work shifts. No extra equipment is needed as thenew worker learns on the equipment needed for the job anyway. On the jobtraining often works out really well for the new employee since traditional trainingperiods tend to have a training allowance that may be lower than the regular payscale for the job The Laguna State Polytechnic University supports the on-the-job trainingprograms of the College of Arts and Sciences to uplift the morale, productivityand professionalism of the aspiring employees under the Information TechnologyProgram of this university.
3. 3Historical Background of the Company Three centuries ago, Mabitac was an excellent hunting ground for wildgames. Native hunters used numerous cave-ins or trap-ins called BITAG in thelocal dialect hence, the place was referred to as MABITAG meaning a placewith plenty of traps. The first Spaniards who came to this place were the friars who establishedthe first local population. The Spaniards having difficulty in pronouncing the Gconsonant called this place MABITAC whenever they would mention this place.Eventually, the name found its way in the official records and maps of Lagunamade by Spanish Cartographers and Mariners who chartered the coastal areasof Laguna de Bay. This town was formerly a little barrio of Siniloan, an immediate neighboringtown. It became an independent municipality in the year 1611 not by legislationbut by mutual agreement by and between the Spanish friars of both towns whowere the influential ruling class at that time. When the flames of revolution swept the countryside, the men folk ofMabitac joined the ranks of the revolutionary army. Mabitac boast of brave andnotable sons like Juan Cailles and Fidel Sario, two generals who showedundaunted courage and figured prominently in the war against Spain. The townalso contributed to the war effort against the Americans in 1900. They led thepopular Battle of Hinukay now known as Battle of Mabitac. With the defeat of thearmy of the new republic and the capture of Aguinaldo, the Americans took overwhere the Spaniards left off. During the succeeding regime of the Americans,Mabitac and its populace experienced relative peace and prosperity. During World War II, the town was spared from the horrors anddestruction of the war but the economy suffered much during the Japaneseoccupation. After the war, conditions returned to normal and Mabitac began thelong and tedious road to recovery.
4. 4Vision/Mission/Objectives of the CompanyVISION By the year 2014, Mabitac is recognized as an orderly, progressive andstable community.MISSION To provide programs and projects responsive to the needs of thecommunity through the concerted efforts of the local government and all sectorsof the society.
5. 5 Organizational Chart of the Company GERARDO C. FADER MUNICIPAL MAYOR FRANCISCO L. TIBAY Sr. ADMIN. Asst. - III NORBERTO I. TUBAA H.R.M.O. /Des. Tourism officer RUDY FERRER NOEL D. RECIO ARMIDA A. ILANO FELIX RAUL C. PONCE JOANA T. ANTIOQUIA JEAN MELDRID J. MANADAY DRIVER AMBULANCE H.H.R.O. Des./ MENRO ADMIN AIDE III (Clerk) UTILITY FOREMAN ADMIN AIDE III (Clerk) ADMIN OFFICER CLERK -II FRANCISCO MENDOZA PORFIRIO B. PILIIN JOEL A. RIVERA MARK ANDREW DJ CONTRERAS CATHERINE D. VICUA CONRADO D. CAPUNO CARETAKER CEMETERY DRIVER AMBULANCE ASST. MENRO ADMIN AIDE III (Clerk) ADMIN AIDE I ADMIN ASST. COM. OPERATORDOMINGO A. DEL CARMEN IRENEO A. PEREZ JUANITO MONTEALEGRE WENDRY B. BALDEMOR DRIVER SECURITY EDWIN A. DORADO ADMIN ASST. COM. OPERATOR CARETAKER DUMPSITE ADMIN AIDE I CHARLIE MAR DONALD A. IRLANDEZ ROLANDO B. ANIEVAS GUILLER C. FERNANDEZ DRIVER AMBULANCE ADMIN AIDE I ADMIN AIDE I MARIO B. RAGUINDIN ARIEL B. MENDOZA PONCIANO D. MATIENZO NESTOR V. SAN LUIS DRIVER ADMIN AIDE I ADMIN AIDE I ADMIN AIDE I MARLON V. MANZANO REYNALDO A. PADILLA FERNANDO J. OCTAVIO ROLEN M. LABONERA DRIVER ADMIN AIDE - I ADMIN AIDE I ADMIN AIDE I
6. 6 MTO Organizational Chart HON. GERARDO C. FADER Municipal Mayor Josefa V. Untalan Municipal Treasurer Nida DoradoCash Clerk/Des. Disbursing Officer Joana T. Antioquia Revenue Collection Clerk IIIShierlyn Monserrat Maribel de Asis Jimmy San Luis Ma.Cristina Ponce Admin. Aide III Department/Division/Section Municipal Treasury Office is composes of division headed by AssistanceSecretaries and Under Secretaries who are primarily responsible for policyformulation and overall management of the treasurer department. It is the peopleof Mabitac do there business like paying there business permit and tax of therelot and houses.Personnel In-Charge and Designation Mrs. Josefa V. Untalan-Head Office of MTO
7. 7Inclusive Dates of Training The On-the-job Trainings were the one enrolled subject