Objective of the Study

The 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.
enthusiasm

It

of

may

workers

help
in

increase
the

the

awareness

respective

components

and
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.
managers
their

an

The

findings

of

insight

about

their

respective

components

of

the

study

workers
planning

may

give

performance
the

the
in

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

workers

performance.
Future Researchers. The outcomes of the study may serve
as

vital

information

planning the overtime.

for

further

research

works

along

Statement of the Problem

This 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 Problem

This 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

workers, and the company.

study

were

the

manager,

the

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

performance in relation to their moderator variables.

their

Analysis of the Problem

This 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 Problem

Based 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 Number
20100131804
Class Number
28
Submitted to:
Engr. Briones, LEONARDO A
Planning 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.