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Xavier University - Ateneo de Cagayan College of Arts and Sciences DEPARTMENT OF PSYCHOLOGY 4

Xavier University - Ateneo de Cagayan College of Arts and Sciences DEPARTMENT OF PSYCHOLOGY

College of Arts and Sciences DEPARTMENT OF PSYCHOLOGY 4 Sisters Builders and Manpower Services Corporation A
College of Arts and Sciences DEPARTMENT OF PSYCHOLOGY 4 Sisters Builders and Manpower Services Corporation A

4 Sisters Builders and Manpower Services Corporation

A Service Learning Academic Paper

In partial fulfillment of the course requirement for Psyc 49 (Industrial / Organizational Psychology) 2 nd Semester, S.Y. 2015 - 2016

Submitted by:

Marie Loraine G. Bacungan Diovince Paulo H. Kinaging Glydelle Mae E. Peduche PSYC 49 - YA

Submitted to:

MR. JASON O. MANAOIS, MA PSYC 49 Instructor

February 27, 2016

CHAPTER I. Introduction

"Help other people by giving job opportunities." Is the slogan that pushed Mr. Bacungan, the owner to establish his business. His passion in providing employment opportunities for his fellow "kababayan" in Talakag, Bukidnon has provided a valuable resource of income in a number of families. The business offers a range of work opportunities that help people more employable even if their qualifications didn't reach the degree of college education as long as they are equipped with skills and abilities needed for manpower services since this is not a blue-collar workforce. The work force encompasses the skilled laborers, construction workers, drivers and the like.

The chosen organization is the 4 Sisters Builders and Manpower Services Corporation, a construction and manpower services provider. The researchers' conducted the academic service learning program by visiting the sites where the organization has proposed projects and interviewed project coordinators. With that, the researchers were able to assess the organizational structure and background based on its recruitment and selection, process of training and development, compensation and benefits, employee relations and employee rights. Gaps and challenges were then identified through careful deliberation and research conducted by the student researchers.

Objectives

The aim of this service learning is to provide development and advancement strategies for the Human Resource Department of an off-campus organization that operates with more than fifteen (15) employees through the student researchers who are equipped with competent skills and knowledge of Human Resource Management under the Industrial Organization course. This service learning gave an opportunity for the researchers to have a quality exposure to an organization's working environment such as the chosen organization field of the researchers: trucking and manpower service provider.

Purpose and Significance of the Study

Human Resource Department, while common to most of the large scale organizations and industries, is not really given much attention by small scale organizations. The Human Resource department is a critical asset in any organization whether small or large in scale. It is regarded as a human capital investment that may somewhat yield a good return for the organization and provide improvement in the workforce. Through careful analysis and recommendations by the researchers, It could provide a more holistic view on the underlying structure and system of the business and would be able to help address the need for an integrated system in the organization's labor force. This paper could be a good asset for the organization since there is no established HR manual yet and there is a loose system of management that exclude some of the important policies essential for the progress of the five (5) facets of HRD.

Scope and Limitations

The scope or limitation of this academic paper is that it is focused in a building and manpower service business only, which means that all the details and information found in this paper principally contain all the details disclosed by the management of the chosen business establishment. The researchers were not able to gather some other aspects in the organization for confidentiality, another limitation of the study. Above all, this service learning paper emphasizes the improvement of the business organization through the application of the researchers' knowledge prior to the five facets of Human Resources (HR).

Methodology

A letter of intent was sent to the 4 sisters builders and manpower services corporation President and waited for approval. Before given the approval, the researchers underwent orientations from the management to tackle about the confidentiality and the limitations of the information that the company will release. The researchers set up a meeting with the organization's secretary to have an interview about the history and achievements of the organization; its vision, mission and goals; organizational structure and people. After conducting the interview, the researchers input the gathered informations and data for the write-up (Phase 1). Prior to submission, the researchers went to the organization's main office to ask for approval about the write-up to be submitted. For Phase 2 which constitute the existing recruitment and selection, training and development, and compensation and benefits, the researchers went to the main office to interview the secretary about the procedures and policies of the facets mentioned above. However, the researchers needed to ask the president himself due to the sensitivity of the informations and as per company policy as well. The gathered information were integrated for the write-up. Prior to submission, the researchers went to the main office to ask for approval of the write-up. For phase 3, the researchers followed the same process as phase 2.

The fourth phase involved the Organizational Experiences Survey (OES). The researchers first secured the permission from the President. Upon approval, considering that most of the workers were mot comfortable with the english language which was being used in the survey questionnaires, the researchers orally rephrased the questions in vernacular language while the workers were answering. The researchers explained the purpose of the survey, the benefits they could gain and their right to decline. After the completion of the survey, the researchers input the data collected and analyzed the results.

CHAPTER II. The Organization

History and Achievements of the Organization

Dole Phillippnes Incoroporated Stanfilco, Talakag Farm was just starting to establish its banana plantation in the area. The demands for trucking services increased. Mr. Rommel, dreamer as he was, took the risk of entering into the trucking business. With an improvised truck, and a small contract for hauling dolomites for the newly opened farm, he started his trucking business and named it: "Three Sisters Trucking".

Months later, more contracts were offered by the company for trucking needs so he was able to add two units of elf for box hauling and one unit multicab for fruit hauling. Fortunately, his business went well, and as years passed, he was able to add more units and close more contracts with the same company.

As years went by, the scope of work expanded. From trucking, they started to enter into engineering works, fabrication, and supply of labor. Later, Three Sisters Trucking was changed into 4 Sisters Builders and Manpower Services Corp.

The 4 Sisters Builders and Manpower Services Corp. provides the following services below. The price of the services that they render may vary depending on the contract that they have agreed upon; hence, they have no specific pricelist for it.

1. Trucking Services Hauling of banana boxes from farm to the plant area. This also provides supply for the rice hull for moko (diseas-infected banana) and fruit hauling.

2. Engineering Works This provides the supply or labors and materials. This also involves the construction of tubs, farm shed, palette shed, mega shed, mess hall, dispatching shed and many more.

3. Fabrication This involves the fabrication of banakon (trailer) for fruit hauling, banana chopper for chopping reject bananas used for compost fertilizer.

4. Supply of labor The supply of labor is for clearing, planting and installation of moko fence.

Four Sister’s Builders and Manpower Services Corp. has not yet received any awards and recognitions, but getting Dole Philippines Inc., which is considered to be a large company in the country, as their partner is a big milestone for them.

Vision, Mission, and Goals of the Organization

The vision of the organization is to be among and compete with the leading and reputable construction, trucking, and manpower services companies in Mindanao. On the other hand, the organization’s mission is to mold people with efficient skills in construction, trucking, and at the same time, people who work with integrity and sincerity in order to assure quality products and services to its clients all over Northern Mindanao.

Organizational Structure and People

ORGANIZATIONAL CHART

Rommel Runas Bacungan President

People ORGANIZATIONAL CHART Rommel Runas Bacungan President Ma. Gina Generalao Bacungan Treasurer Jhonalou Bagayna

Ma. Gina Generalao Bacungan Treasurer

Bacungan President Ma. Gina Generalao Bacungan Treasurer Jhonalou Bagayna Generalao Secretary Loraine Jarabelo
Jhonalou Bagayna Generalao Secretary
Jhonalou Bagayna Generalao
Secretary

Loraine Jarabelo Accountant

Engr. Fidel Gambito Generalao Project Engineer Consultant

Engr. Fidel Gambito Generalao Project Engineer Consultant Renan Ebarat Pangontao Purchase Merchandiser Roque Mirande

Renan Ebarat Pangontao Purchase Merchandiser

Consultant Renan Ebarat Pangontao Purchase Merchandiser Roque Mirande Head, Project Coordinator Workers &

Roque Mirande Head, Project Coordinator

Merchandiser Roque Mirande Head, Project Coordinator Workers & Laborers Figure 1. Organizational Structure of

Workers & Laborers

Figure 1. Organizational Structure of the Company

President the president is the one accountable for providing operational leadership for the business by planning, implementing, organizing, developing, evaluating and directing the organization’s function and performance. The president also participates in the development of the business’ plans and programs. Furthermore, one essential function of the president is to develop, enhance, enforce and implement policies of the business through systems that will help improve the overarching operation and efficiency of the organization. It is a full time position which regularly requires long hours of work.

Treasurer the treasurer is responsible for all financial aspects of the organization. This position is in charge for investments, business liquidity, and risk management that is related to all the financial activities of the business. The treasurer’s important duties specific to its role include the following: oversight of the financial transaction, maintenance of bank account, financial policies, budgeting, reports (keeping the board informed about key financial events) and serves as the chairperson in the finance committee.

Secretary the secretary is the one responsible for the competent and proficient administration of the organization. The secretary ensures the organization’s compliance with relevant legislation and regulation, and informs the board members of their responsibilities. The role of the secretary is varied however, the main tasks are administrative. The typical jobs of the secretary are to arrange appointments, manage databases, prioritize workloads, and handle correspondence, implementing first-hand procedures and the like.

Accountant the main task of the accountant is to examine and prepare financial records. The one who make sure and keep track that the records of the business are accurate and the payment of taxes are done on time. The accountant performs business financial operations overview for it to run efficiently. On the job, the accountant is the one who will inspect account books and accounting systems and keep them up to date, maintain and establish financial records, examine statements so as to ensure accuracy and propose ways in order to improve profits, reduce costs, and enhance revenues.

Project Engineer Consultant the site engineer performs the organizational, technical and supervisory controlling role on project constructions, determining the location for infrastructural installations and fixings that are involved in construction operations. Some duties of the site manager includes the following: levelling, setting out and site surveying; the one who ensures that all the materials that will be used and work performed are under specifications; efficiently organizing and maintaining the site; and resolve any unexpected difficulties that may arise.

Purchase Merchandiser the merchandiser ensure that the products appear in the right store. In the business, the purchase merchandiser is the one who is responsible for both merchandising and buying.

Project Coordinator the project coordinator is the one who will accomplish the objectives of the organization by meeting cost and work standards and providing work direction to the staff or the workers and labourers. Usually accomplishes work by scheduling, orienting, coaching, assigning and training employees.

Workers and Laborers these include the vehicle operators: drivers and the transportation helper, hand laborers, material movers, driver/sales worker pick up and such. They are responsible for helping the company carry out their services.

CHAPTER III. HR Procedural and Policy Manual

Recruitment and Selection

Job Postings and Head Hunting Pool of On-probation Applicants Period
Job Postings and
Head Hunting
Pool of
On-probation
Applicants
Period

Figure 2. Current Process of the Organization’s Recruitment and Selection

Being a small scale business establishment, there is still no department assigned to do the recruitment process. The first steps of recruitment are done through job postings and head-hunting by the project lead-man or project coordinator. The current workers of the organization also serves as ambassadors; they help in recruiting qualified candidates through spreading the word in case any positions are available; usually, the current workers recommend only people that they personally knew to be capable and fit for the job. Among the pool of applicants, only those who met the criteria set by the management will be hired. The new recruits undergo on-probation period (1-2 months) under the supervision of the project lead-man. The project lead-man will record and rate the work done by the new recruits. This record will have a huge impact whether the new recruit could continue as a “regular” worker or otherwise. However, during short-period projects (e.g. small construction projects), the workers are paid on a daily basis; there are no on-probation periods. And these types of workers are recruited through recommendation of the current workers.

Applicants are attracted through job postings and head-hunting. Available jobs are often posted outside their establishment. The information written into job postings includes the vacant position, the duties assigned under that position, minimum qualifications, and the contact number of the one hiring. The management does not have any standardized forms and reporting used for recruitment. They created their own criteria and is more focused on closely observing and rating the actual work of the recruits rather than through tests, forms, and reports. Recruitment is initially done by the project lead-man and/or project coordinator. However, approval of hiring is done by the organization’s president.

Training and Development

The organization’s truck drivers undergo seminars about road policy and safety driving during the first days of being officially hired. In training the truck drivers, they are coached about the important aspects of their job such as introducing them to the ring of commercial driving; they are assessed about their current driving skills and abilities and are equipped with the basic important facets of safety driving. In addition to this, the knowledge about commercial motor vehicle safety is pooled to them, because this is a necessary information that each truck driver should be aware of. This is done to ensure the safety of the motoring public and get the goods they are carrying to their intended destination safely. The truck drivers are exposed as well to the clean truck operator maintenance.

The organization does not use any standardized basis for selecting the right employee for training. Every new truck drivers hired in the organization are obliged to undergo road policy and safe driving trainings and seminars. The management’s affiliate from the Land Transportation Office (LTO) usually conducts the trainings for the company truck drivers. There is no formal training proposal submitted because all the decisions for projects and activities are made by the management alone. Usually, only the president decides in what projects and activities to implement. There is no specific department established to facilitate these kinds of activities.

Compensation and Benefits

Statutory Benefits

PHILHEALTH (Philippine Health Insurance Corporation)

The beneficiaries of PHILHEALTH in the organization are the regular employees:

Coordinator, Driver, Foreman or Lead man excluding the laborers. The standard benefit package includes the following:

Inpatient Hospital care:

Room and board; Health care professionals services; Diagnostic, laboratory, and other services for medical examination;

Medical or Surgical equipment use and amenities; Drug Prescriptions (subject to Section 37 of RA 7875; and packages for inpatient education.

Outpatient Hospital care:

Health care professionals services; Diagnostic, laboratory and other services for medical examination;

Personal precautionary facilities; Drug Prescriptions (subject to Section 37 of RA 7875); and services for emergency and transfer.

SSS (Social Security System)

The beneficiaries of SSS in the organization are the regular employees as stated above who work for eight hours a day and forty-eight (48) hours a week. The standard benefit package as mandated by RA 1161, and amended by RA 8282 include the following:

Sickness Benefit it is the daily monetary cash allowance that is paid to the member for the number of days of his or her inability to work due to injury or sickness.

Maternity Benefit

Disability Benefit the cash assistance that will be assumed to the member who gets permanently disabled.

Retirement cash benefit given to the member who is no longer able to work because of old age.

Death and Funeral - the death benefit is the cash specified to the beneficiaries of a deceased member.

PAG-IBIG

The beneficiaries of the PAG-IBIG fund in the organization are the regular employees: Coordinator, Driver, Foreman or Lead man excluding the laborers. The PAG-IBIG benefits according to Republic Act No. 9679 are the following:

Savings

Short Term Loans

Housing Programs

Fringe Benefits

The fringe benefits are special kind of benefits given to the employees aside from their pay. The organization provides employees with a bonus plan. The Project Coordinator is issued with Motorcycle and Truck Drivers are given expense allowance (meal allowance) for every route.

Flexible Benefits

There are no flexible benefits issued by the company at the moment.

Employee Relations

Leadman/ Foreman

company at the moment. Employee Relations Leadman/ Foreman Initial Interview  Calls the attention of the

Initial Interview

 Calls the attention of the employee  Will give a chance to explain Investigation
 Calls the attention of
the employee
 Will give a chance to
explain
Investigation
Grieve
Disciplinary
Cases
to explain Investigation Grieve Disciplinary Cases Automatic Termination First Warning Second Warning Third

Automatic Termination

First Warning

Disciplinary Cases Automatic Termination First Warning Second Warning Third Warning Figure 3. Flowchart in Handling

Second Warning

Cases Automatic Termination First Warning Second Warning Third Warning Figure 3. Flowchart in Handling Grievances and

Third Warning

Figure 3. Flowchart in Handling Grievances and Disciplinary Actions

The organization does not have a documented manual of company rules and policies. Currently, the organization does not have a committee that handles grievance and disciplinary actions of the employees; the organizations president handles such occurrences. Grievances and disciplinary actions are initially handled by the project lead-man/foreman. If such problems occur in the work area, the lead-man calls the person or peoples attention for a one-on-one talk regarding his actions. He will be given the chance to explain himself. After the initial interview with the employee/s involved, the lead-man/foreman then begins his investigation in the work place for clarification and evaluation of the offense. If the lead-man/foreman finds that there really is a sensible problem that could affect the working environment and the quality of work, the employee/s involved will then be given a written notice (1 st warning) and will be summoned to report to the organizations main office. The employee should submit an explanation letter to the president. For the second offense, another written notice and a minimum of 3-day suspension (without pay) of the employee will be implemented. For the third offense, the employee/s is punishable with termination (just cause). However, in grieve disciplinary cases such as theft and violence, the first offense is punishable by automatic termination.

Organizational Development

Municipal/ Company Engineers

Organizational Development Municipal/ Company Engineers Approved Concerns/ Comments Organization’s President
Approved Concerns/ Comments
Approved
Concerns/
Comments

Organization’s President

Meeting will be called Organization’s Management and Workers/ Employees Will review the project
Meeting will
be called
Organization’s Management
and Workers/ Employees
Will review
the project

Organization’s Engineer

No further actions

Figure 4. Flowchart for the Process of Company’s Organizational Development

The organization's projects are composed of government projects and private companies’ projects. Hence, performance evaluation of the organization's productivity is facilitated by the Municipal Engineer's Office (for Government projects) and company engineers (for private company projects). The performance evaluation process is as follows: 1.) The Municipal or company engineers will inspect the finished project of the organization to check if the project passed the quality standard. If the engineers have concerns/feedbacks about the quality of the finished project, they will coordinate with the organization's president; 2.) Upon receiving the feedbacks, concerns or comments made by the Municipal and company engineers, a meeting between the organization's management and employees/workers will take place to discuss the concerns forwarded by the evaluators. 3.) After the discussion, the organization's engineer will review the project; and make the necessary changes in the blue prints and plans to meet the evaluator's standard.

However, if the Municipal Engineer's Office or company engineers approve of the organization's finished projects, and there are no concerns, comments or suggestions, there will be no further actions done by the management.

Currently, Four Sisters Builders and Manpower Services Corp. does not have a standardized means of evaluation within the organization. The organization's president himself looks into the expansion or organizational development. There is still no established committee or department who performs such tasks.

CHAPTER IV. Organizational Analysis and Discussion

Procedure, Materials, and Respondents

The researchers were able to gather data from the employees’ experiences in the organization through the use of Organizational Experiences Survey (OES). The Organizational Experiences Survey (OES) contains a series of questions and is divided into four parts. The first part comprises the demographic profile of the respondents. The second part is a 15-item statement that talks about on how the employees deal with each other. The third part consists of 61 statements that cover the level of support than an employee observes in his organization. Lastly, the fourth part has 11 statements that discuss some experiences that an employee gets within his organization. The second and fourth parts use a 7-Likert type of scale; while the third part uses a 5-Likert type of scale. A total of 25 employees were able to answer the survey questionnaires given.

Results and Discussion

Educational Attainment

College Level

4% Elementary Level High School 16% Graduate 20% Elementary Graduate 16% High School Level 44%
4%
Elementary
Level
High School
16%
Graduate
20%
Elementary
Graduate
16%
High School Level
44%

Figure 5. Distribution of the Educational Attainment of the Respondents

The figure above shows the distribution of the educational attainment of the respondents. 44% or 11 of the respondents accounts for those who were able to attain high school level; 20% or 5 of them were high school graduate; 16% or 4 of them were elementary graduates, as well as in the elementary level; lastly, only 4% or only one was in the college level. It could be seen that the highest educational attainment of many respondents was in the high school level.

Job Title Hollow Block Maker 4% Welder 4% Project Driver Coordinator Carpenter 8% 16% 4%
Job Title
Hollow Block
Maker
4%
Welder
4%
Project
Driver
Coordinator
Carpenter
8%
16%
4%
Laborer
64%

Figure 6. Job Titles of the Respondents

On the other hand, Figure 5 displays the distribution of the different job titles of the respondents. The highest part of the distribution goes to the laborers in which 64% or 16 of the respondents were them. It is followed by 16% for the project coodinators, and the next one is 8% or 2 respondents were drivers. Lastly, only 4% or one for each respondent is a carpenter, welder, and hollow block maker.

Position Supervisor 16% Rank & File Position 84%
Position
Supervisor
16%
Rank & File
Position
84%

Figure 7. Positions of the Respondents

Out of 25 respondents, 16% were in the supervisory position or 4 respondents were considered to be supervisors. The remaining 25% were in the rank and file position or 21 of them.

7.00

6.00

5.00

4.00

3.00

2.00

1.00

0.00

5.90 5.73 5.55 4.96 4.49
5.90
5.73
5.55
4.96
4.49
Interval Scale Description 5.80 – 7.00 Very High 4.60 – 5.70 High 3.40 – 4.50
Interval Scale
Description
5.80
– 7.00
Very High
4.60
– 5.70
High
3.40
– 4.50
Average
2.30
– 3.30
Poor
1.00
– 2.10
Very Poor

Figure 8. Summary of Results for Organizational Citizenship Behavior

The graph above shows the average results of the employees for each factor in the second part of the survey questionnaire. The mean score of the employees for altruism is 5.55. Altruism refers to helping a co-employee voluntarily, and it is an important aspect for an employee (Dur & Tichem, 2013). Based from the interval scale given, the result of the mean score for the employees is high.

On the other hand, the second factor for this part is the conscientiousness of the employees. The mean score of the employees is 5.73 which indicates that they were high scorers. Conscientiousness in the workplace refers to “being responsible, dependable, organized, and persistent” (APA, 2016). Since the result is high, then it could mean that the employees in the organization are responsible on their specific works and have lower levels in the absences and misbehaviors inside the organization (Roberts, B., et al., 2009).

The sportsmanship’s mean score of the employees is 4.49 that is interpreted in the average level. Since their sportsmanship is on the average level, it means that the employees do not really display an undesirable behavior (such as complaining) when what they pass or submit is not accepted by the supervisor (Organ, 1988). An average result in sportsmanship may be related to a possibility of complaining, but an employee may not exhibit such behavior to his workplace.

Another factor is the civic virtue of the employees. This refers to the behavior of an employee that upholds the character of the organization. It can also signify as the attitude of the employee to be involved in governing one’s organization (Paille, 2010).

The mean score of the employees for this factor is 4.96 which shows that their level of participation in the organization is high.

Lastly, courtesy refers to the behavior of an employee to be respectful towards his co-employees or supervisors. Basing from the results, the level of courtesy of the employees is very high since their mean score is 5.90. At all times, they always demonstrate a polite behavior to every person in the workplace.

 

N

Mean

Std. Deviation

Interpretation

Leader's Personal

25

4.0057

.52567

High

Characteristics and

Management Style

Treating Subordinates with Trust and Respect

25

4.3900

.64984

Very High

Promoting Organizational Values

25

4.2720

.59127

Very High

Supportive Supervision

25

4.4000

.71078

Very High

Motivating Subordinates and In-Person Recognition

25

4.0800

.34061

High

Clarifying Visions and Expectations

25

4.5333

.47140

Very High

Valid N (listwise)

25

   

Figure 9. Summary of Results for Leadership Behaviors

For the third part of the survey questionnaire, it discusses the behaviors of the leader of the employees, and the quality of their work life. The leadership behavior comprises into six parts and the results display that the mean score of the employees for the behavior of their leader ranges from 4.01 to 4.53 which are indicated as high to very high. This means that they were satisfied as to how their leader approach or deal with them. It also gives the employees encouragement to develop their organizational values such as “meaningfulness of work, participation in decision-making, accomplishment of tasks, communication, and autonomy” (Mendes & Stander, 2011).

 

N

Mean

Std. Deviation

Interpretation

Job Recognition and Significance

25

3.9333

.73283

High

Feedback and Job Familiarity

25

4.1520

.51730

High

Interpersonal Relationships

25

4.1867

.73962

High

Autonomy and Control at Work

25

4.0667

.64550

High

Skill Dev't & Use in Workplace, and Career Growth Opportunity

25

4.4080

.55522

Very High

Work-Family Balance

25

3.7400

.54237

High

Work Stress

25

3.7267

.56495

High

Valid N (listwise)

25

   

Figure 10. Summary of Results for Quality of Worklife

Meanwhile, the quality of work life encompasses into seven parts and the mean scores of the employees range from about 3.70 to about 4.40. This means that the employees rate their quality of work life from high to very high as well. Valuing the quality of work life is also important for the employees since it makes them satisfy their not only their own needs, but also things like self-respect and improving one’s capabilities through working in the organization. Since they were high scorers for this factor then it could also help them escalate their efficiency and dependability to the organization (Reena & Jayan, 2012).

 

N

Mean

Std. Deviation

Interpretation

Job Satisfaction

25

4.6800

.80208

Very High

Job Involvement

25

4.6800

.69041

Very High

Organizational Commitment

25

4.5200

.65320

Very High

Valid N (listwise)

25

   

Figure 11. Summary of Results for Human Resource Productivity

The figure above shows the result of the three factors for human resource productivity. It shows that the employees were very satisfied with their current job, and they were also very involved in it. Their commitment to the organization is also high which means that the overall result for their human resource productivity is very desirable.

7.00

6.00

5.00

4.00

3.00

2.00

1.00

0.00

6.15 6.13 4.48 Normative Affective Continuance
6.15
6.13
4.48
Normative
Affective
Continuance
Interval Scale Description 5.80 – 7.00 Very High 4.60 – 5.70 High 3.40 – 4.50
Interval Scale
Description
5.80
– 7.00
Very High
4.60
– 5.70
High
3.40
– 4.50
Average
2.30
– 3.30
Poor
1.00
– 2.10
Very Poor

Figure 12. Summary of Results for the Commitment of the Employees

The figure above summarizes the mean score of the employees for their organizational commitment in the workplace. There are three factors for this component, namely normative, affective, and continuance. The result of the first factor, normative, is 6.15 indicating that it is very high. Normative commitment is the employees’ sense of fidelity and moral responsibility for the organization he is working with (Lau, 2011). Basing from the results above, the employees are really loyal and responsible in their organization.

The second factor is affective which refers to the emotional aspect of the commitment of employees. Same with the normative commitment, the result also shows that are very high scorers for this since the mean score is 6.13. The employees have very high emotional participation and connection in the organization (Lau, 2011).

The last factor is the continuance commitment of the organization. The mean score of the employees is 4.48 which shows that their level of continuance is average. It means that employees’ acknowledgement of the costs when they leave the organization is just enough. It may be that they value some things in the organization that is why they do not leave the organization, while there are also things in which they do not care that much when the leave.

Gaps and Challenges

After a series of observation and interviews, the researchers observed that following gaps in the organization:

1. Recruitment and selection is the initial phase of hiring the most effective workers for the company. That is why it is important that during this phase, the applicants are sorted and selected in a systematic way. Being a small scale business establishment, Four Sisters Builders and Manpower Services Corp. does not

have any standardized forms and reporting used for hiring; they do not have a clear recruitment and selection process.

2. Apart from this, there is also no appointed personnel who focuses in the recruitment and selection process. The president usually does most of the work. As the leader of an organization, the president have to take care of other important matters which is why according to an interview, Mr. Bacungan admitted that oftentimes he overlooks important details during recruitment and selection because his attention is not focused on this particular task.

3. Next, Four Sisters Builders and Manpower Services Corp. only focuses on giving orientations for the company drivers, neglecting the importance of orienting other workers especially the construction workers and laborers. They do not hold safety orientations and trainings in handling and using tools and machineries to be used. Safety policies are not emphasized in the organization.

4. Furthermore, Four Sisters Builders and Manpower Services Corp. does not have a manual of company rules and policies. Hence, the workers are not oriented primarily about the rules and regulations of the company, resulting in their lack of idea about the intensity of an offense and its consequent punishment. Establishing a clear and specific behavioral standard in the form of rules will set a framework for sighting and responding to violations of those standards. If the management rely on vaguely defined general standards that aren't properly documented, then violations become subjective and open to interpretation (Sarvadi, 2005).

5. Moreover, the organization does not have an established grievance policy and procedure, and a committee that handles grievances and disciplinary actions; the handling of such situations is done by the project coordinator and president only. There are no established sanctions and other forms of punishments for the worker's offenses. It is important to have a Grievance Policy and Procedures to provide a way of dealing with issues in the work place in a fair and consistent way. These procedures will provide a way for workers to challenge unlikely behaviors or unhealthy working conditions, or problems with supervision or management.

6. As observed by the researchers, the organization does not strictly implement the wearing of safety gears especially by the construction workers and laborers. Construction workers deals with hazardous materials and products; they often deal with sharp tools and falling debris. Hence, danger in the work environment is imminent which is why the use of safety gears should be strictly emphasized by the management. According to Canadian Centre for Occupational Health and Safety, Personal Protective Equipments (PPE) should be used in hazardous working environments such as industrial and construction places, and the workers should be oriented on the proper use of these equipments.

CHAPTER IV. Conclusion and Recommendation

For almost a decade of operation, Four Sisters Builders and Manpower Services Corporation has provided quality service to its clients through successful projects and deliveries in Talakag, Bukidnon more so other points in Mindanao. Though lacking in some aspects such as the need for equipping its employees to the highest extent, the organization has somewhat shown control, efficiency and effectiveness through the existing administrative functions. Due this, with the organization’s special objective of attaining a good standard of employment and to grow as a dominant business in the field of manpower services, it is a good cause that the organization take heed in the advancement of its Human Resources.

Proposed Strategies for the Gaps

Human Resource (HR) department is a crucial part of any business. However, small business may not always have the budget or even the need for a full-scale HR department. Such is the case of Four Sisters Builders and Manpower Services Corp. To address this matter, the researchers recommend for the company to hire an external HR consultant. There are a number of advantages in hiring an outside consultant. Human resources consulting services can be arranged on an hourly basis or on a contractual basis to fill HR management positions. The benefits of hiring an external HR consultant are as follows:

1) Recruitment assistance

Recruitment and selection is a very crucial task. Given the expertise of an HR consultant, he/she can give small-business owners advise on the best recruitment strategies and procedures as well as how to make wise hiring decisions because hiring new employee costs time and money, which is why business owners cannot afford making wrong decisions in hiring. HR consultants will help the company on minimizing cost-per-hire.

2) Cost Management

One of the gap and challenges of the organization as mentioned above is the lack of personnel to handle the job in recruitment and selection; grievances, and compensation and benefits. The president is usually the only one who handles the task of the HR department, and according to him, he often overlooks important details because he is already preoccupied. An HR consultant can do these tasks, thus reducing the work load of other employees, particularly of the president so that he can focus on his job as the leader of the organization.

3) Legal Help

All kinds of businesses may it be small or large-scale can have issues that involves legal action may it be in employees' compensation and benefits, or employee relations matters. An HR consultant can assist the company in handling grievances in

the most appropriate way. Mentioned above was the organization's lack of established grievance policies and procedure, and a committee that handles grievances and disciplinary actions; the handling of such situations is done by the project coordinator and president only. Henceforth, an HR consultant can take over this task.

4) Expertise

Human resource consultants are trained and experienced to handle all matters related to the HR department in a company. They can help the company formulate HR policies and implement them in the most efficient manner. Most HR consultants work hard to continually upgrade their knowledge and expertise in HR best practices so they can market high-quality services to clients and ensure that their clients trust their advice and counsel (Mayhew, 2015).

Recruitment and Selection

Vacancy Job Analysis Advertising Internal External Screening Screening Yes (Promotion) No (Refusal Call) Yes
Vacancy
Job Analysis
Advertising
Internal
External
Screening
Screening
Yes (Promotion)
No
(Refusal Call)
Yes (Call in for
Interview)
Yes (Pre-
No (Same
No (Refusal Call)
appointment
Position)
Orientation)
Introduction

Figure 13. Proposed Flow for Recruitment and Selection

Vacancy

The management will identify job vacancies, and evaluate whether or not hiring of new employees should be done. The management should take time to consider the role and decide if there are any changes required.

Job Analysis

Job analysis is the term given to this assessment of a role. Job analysis is a systematic procedure for obtaining detailed and objective information about the post, before it is advertised and filled; giving the opportunity to tailor it to what is currently required.

Advertising

The purpose of advertising is to attract pool of applicants. The organization uses job postings and word of mouth as their means of attracting applicants. The researchers suggest e-postings through social media, especially if the job vacancy requires a number of applicants. Apart from being convenient, e-postings are also easier to be spread, and it also has minimal cost.

Internal Hiring

Internal hiring is "hiring from within the organization." This method can save the company's time and money, as recruitment costs are cheaper and the winning candidate is already on the payroll. Another advantage of an internal recruitment is that an internal applicant's foreman and co-workers are available and accessible as references. The management also have access to employee files in order to learn more about an applicant's past performance and behavioral issues.

Screening

The purpose of screening is to remove from the recruitment process at an early stage, those applicants who are not fit for the job. Effective screening can save time and money that is why care must be exercised to assure that potentially good employees are not lost.

Selection decision is the most critical of all steps in selection process. The final decision has to be made from the pool of individuals who have the qualities and skills required for the job, interviews and references checks.

External Hiring

External hiring is the management's search of employee pool outside its own employees to fill positions. Unlike internal recruits, the organization is getting an inflow of often completely new ideas from an employee who has not been exposed or overexposed to the organization's culture. An outside recruit often give new ideas. New

employees could bring with them information or methodologies from their former employer that can be integrated into the organization's practices.

Requirements

People who wish to apply in the organization must submit the following basic requirements:

1. Birth certificate

2. Marriage certificate (for those who are married)

3. Barangay clearance

4. Police clearance/ NBI clearance

Job Qualifications

The organization has no complete job qualifications for employment and to whom they will report. However, the responsibilities of each are provided but lacking the following aspects:

TREASURER

Position: Supervisory Reports to: The President or owner Qualifications:

Must be a graduate of any business-related course

Age ranges from 25 to 50 years old

Must have at least one year experience

Must have a background or knowledge about the basic financial activities of a small-scale business Duties and Responsibilities:

Responsible for all financial aspects of the organization.

In charge for investments, business liquidity, and risk management that is related to all the financial activities of the business.

Oversight of the financial transaction, maintenance of bank account, financial policies, budgeting, reports (keeping the board informed about key financial events) and serves as the chairperson in the finance committee. Other related task/s:

Keeps track of the financial expenses in the company

SECRETARY

Position: Supervisory Reports to: The President or Owner Qualifications:

Must be a graduate of an business-related course

Age ranges from 25-50 years old

Must have at least one year relevant working experience in the related field

Professional and has the ability to multi-task

Must be able to perform specific job responsibilities Duties and Responsibilities:

Responsible for the competent and proficient administration of the organization.

Ensures the organization’s compliance with relevant legislation and regulation, and informs the board members of their responsibilities.

Administrative tasks such as: to arrange appointments, manage databases, prioritize workloads, and handle correspondence, implementing first-hand procedures and the like. Other related tasks:

Ensure a systematic record of the transactions in the company

ACCOUNTANT

Position: Supervisory Reports to: The President or Owner, Secretary and Treasurer Qualifications:

Must have an undergraduate degree of BS Accountancy (graduate)

Age ranges from 25-50 years old

Must be knowledgeable in managing financial records in the organization and is able to perform business financial operations

Must have one year relevant working experience in the related field

Duties and Responsibilities:

To examine and prepare financial records.

Make sure and keep track that the records of the business are accurate and the payment of taxes are done on time.

Inspect account books and accounting systems and keep them up to date, maintain and establish financial records

Examine statements so as to ensure accuracy and propose ways in order to improve profits, reduce costs and enhance revenues.

Performs business financial operations overview for it to run efficiently.

PROJECT ENGINEER CONSULTANT

Position: Supervisory Reports to: President or Owner Qualifications:

Must be a graduate of Civil Engineering and a licensed engineer

Age ranges from 25-50 years old with experience in construction building

Must have developed a technical skill in planning, coordination of design and projects, project control and the like. Duties and Responsibilities:

Performs the organizational, technical and supervisory controlling role on project constructions, determining the location for infrastructural installations and fixings that are involved in construction operations.

Some duties include the following: levelling, setting out and site surveying; the one who ensures that all the materials that will be used and work performed are under specifications; efficiently organizing and maintaining the site; and resolve any unexpected difficulties that may arise. Other related tasks:

Visiting of site projects, coordinating a meeting with the laborers and workers

PURCHASE MERCHANDISER

Position: Supervisory Reports to: President or Owner, Secretary, Treasurer, and Project Engineer Qualifications:

Must be at least a High School graduate

Age ranges from 25-50 years old

Must have a knowledge in merchandising and buying of materials needed for construction and vehicle operations Duties and Responsibilities:

Ensures that the products appear in the right store.

Responsible for both merchandising and buying of materials needed Other related tasks:

Buying of truck parts and accessories, responsible for vehicle maintenance

PROJECT COORDINATOR

Position: Supervisory Reports to: President or Owner, Project Engineer Qualifications:

Educational Attainment: High School level (at least)

Age ranges from 25-50 years old

Must have skills and abilities in providing work direction to the workers and laborers Duties and Responsibilities:

Accomplish the objectives of the organization by meeting cost and work standards and providing work direction to the staff or the workers and labourers.

Accomplishes work by scheduling, orienting, coaching, assigning and training employees. Other related tasks:

Also responsible for the payroll of the employees

TRUCK DRIVER

Position: Rank and File Position; Regular Employee Reports to: Project Coordinator Job Qualifications:

Educational Attainment: No minimum educational requirements

Age ranges from 25-50 years old with a valid commercial driver’s license

Must know how to drive (can operate a commercial truck safely

Knowledgeable about road and traffic rules Duties and Responsibilities:

Ensures that the vehicle is in safe condition before driving

Maintaining the state of the truck’s spare parts

Must deliver all the materials to the destination (project site) safely

LABORERS & CONSTRUCTION WORKERS

Position: Rank and File Position; Contractual Workers Reports to: Project Coordinator Job Qualifications:

Educational Attainment: No minimum educational requirements

Age ranges from 18 to 40 years old

Must be a construction worker who is capable of handling numerous strength-based tasks

Must be able to perform a number of physical tasks with no health problem, must have hand-

Eye coordination and endurance

Duties and Responsibilities:

Perform tasks that involve physical labor at construction projects.

Operates hand and power tools: usage of hammer, saws, grinders, drills, jackhammers etc.; Load and unload building materials; measures equipment and surveying

Pour and mix concrete on the work site, Operate a machinery, Build and repair walls, doors and framework, dig trenches, install pies and wiring and other specific jobs related to construction.

Maintaining and handling construction site materials in the right place: on site and storage

Clean and prepare the work site: clearing the construction site from debris Other related tasks:

May assist other craft workers

Training and Development

The construction industry is among the hazardous work environment which is why the use of PPE’s (Personal Protective Equipment) are important (Sanstri, 2000). However, the mere use of PPE’s is considered as the last line of defense, meaning it does not guarantee the safety unless used properly. Thus, the researchers recommend that all of the organization’s workers must undergo training about the use of PPE’s and first aid techniques. The Local Government Unit (LGU) of Talakag, Bukidnon gives trainings for first aid techniques, and the rescue unit of Talakag also conducts training about the use of PPE’s and how to respond in emergency situations in the work place. The organization can coordinate with the groups. Trainings should be for all construction workers of the organization. The safety of the workers will lessen the cost paid by the organization for work-related injuries.

Employee Relations

It is an important matter that all the employees are aware about the company policies including the disciplinary action so as to ensure a healthy and safe working environment. However, the chosen organization lacks the documents or the manual that would support the company’s policies and rules. Provided below is the guideline of policies and rules with respect to the violations and its corresponding sanctions:

1st Warning
1st Warning
2nd Warning
2nd Warning
3rd Warning
3rd Warning
4th Warning
4th Warning

Verbal Warning

A verbal statement shall be given to the employee about his or her violation of a policy or rule and that violation should not be repeated nor be continued

Written Reprimand

A formal notification in written form shall be addressed to the employee stating that he/she has violated a policy or rule in the company.

Suspension

Notice of Suspension is given to the employee also in written form. Suspension entails the loss of work and wages for a specific number of hours or days, but must not total for more than one week of work, this depends on the severity of the committed offense. This will be in the form of 1-day, 3-day, 5-day or 7-day suspension depending on the severity of the

committed offense.

Termination

This applies when the employe or employee relationship is severed.

Figure 14. Proposed Flowchart of Warnings

The acting body is the Grievance Committee in deciding the corresponding sanction that will be given to an employee for violation of any rules and policies. With that, an employee shall be subjected to penalties that ranges from verbal warning notice up to, and including, termination. The sanction will be based on the number of times an offense is committed in the past and the violation’s gravity. Record of each offense will be sited in the employee’s personnel record. For offenses like Unethical Practices and Threats of Violence, an employee must be automatically terminated from the job and thus be kept from being employed in 4 Sisters Builders and Manpower Services Corporation.

 

VERBAL

WRITTEN

3-day

5-Day

1 Week

Termination

WARNING

REPRIMAND

suspension

Suspension

Suspension

TARDINESS

1

ST

2

ND

3

RD

4

TH

5

TH

6

TH

OFFENSE

OFFENSE

OFFENSE

OFFENSE

OFFENSE

OFFENSE

ABSENTEEISM

 

1

ST

2

ND

 

3

RD

4

TH

OFFENSE

OFFENSE

OFFENSE

OFFENSE

INSUBORDINATION

1

ST

2

ND

 

3

RD

 

4

TH

OFFENSE

OFFENSE

OFFENSE

OFFENSE

DISHONESTY

     

1

ST

2

ND

3

RD

OFFENSE

OFFENSE

OFFENSE

UNETHICAL

           

PRACTICES

1

ST

OFFENSE

THREATS AND

           

VIOLENCE

1

st

OFFENSE

NEGLECT OF DUTY

1

ST

2

ND

 

3

RD

 

4

TH

OFFENSE

OFFENSE

OFFENSE

OFFENSE

Figure 15. Proposed Chart for the Sanctions

Tardiness

This is demonstrated by reporting late for duty. Tardiness by employees is a significant concern in the organization. It somewhat implicates low commitment and laziness. Employees are expected to come to work on time. Due this, if an employee is tardy for the first time, a verbal notice will be given to him or her. When committing such act for the second time, a written reprimand shall be addressed to the employee. For the third offense, there will be a 3-day suspension; so it goes with fourth and fifth offense wherein the employee shall be subjected to 5-day suspension and 1 week suspension. Lastly, for the sixth offense, the employee shall be terminated from work.

Absenteeism

This is practiced by excessive absenteeism. Being absent without prior notice or leave which disrupts his/ her work, it is reflected an inconsiderable act towards the management to be absent without giving any prior notice. When the employee reports to be sick, he or she must inform the project coordinator the night before the day that he or she is going to absent. However, if the employee reports that he or she will be absent without any just reason, this calls for a 1 st offense wherein the employee will be given a

offense, the employee will be subjected to a 3-day

suspension without pay. On his 3 rd offense, he will be subjected to a 1 week suspension without pay and on the 4 th offense, the employee will be given a notice for his or her termination.

written warning. For the 2 nd

Insubordination

Refusal of an employee to comply with the employer’s request. An employee committing this violation shows unwillingness to submit to authority (President, Project Coordinator etc.), either through openly refusing to obey an order, fails to carry out the job for an order, or attempts to undercut or undermine those who are in authority. With these guidelines, the organization will give a verbal warning to the employee. If the employee commits insubordination for the 2 nd time, a written reprimand will be

offense, a 5-day suspension without pay will be given;

then for the 4 th offense, termination will be applied.

addressed to him. On the 3 rd

Dishonesty

These acts arise through lying, stealing. By some assessments, this behavior is not limited to robbery, misuse of funds from the company, clients and even employees, and intentional destruction. The act also involves the use of the business equipment (construction tools and machines) for personal use. Disclosing confidential files and records of the company to an external source without direct approval from the management and intentional falsification of company records. If the employee commits such acts for the first time, he or she shall be given a 3-day suspension without pay. On his 2 nd offense, a 5-day suspension without pay will be given for him. On the 4 th offense, the employee will be terminated.

Unethical Practices

Acts that include gambling, lottery, or any other game of chance under the working hour premises of the organization. Consuming of alcoholic beverages during work hours, otherwise approved by the company functions, and consumption or possession of illegal drugs and firearms. Violation of the said policy can lead to disciplinary action up to and including termination, more so arrest and prosecution. With the mentioned practices, if the employee violates any of these, the employee will be automatically terminated.

Threats and Violence

Acts that include the following: threats and any threatening behavior and acts of violence committed by or against the employees of the organization. Causing physical injury to another person (employee, employer, and client) and any coercive and/or abusive treatment of another employee/client. Intentionally damaging anything that is of the company’s property. Commission of acts that is related to sexual harassment or domestic violence. With the mentioned practices, if the employee violates any of these, the employee will be automatically terminated.

Neglect of Duty

This comprises the act of causing and/or creating damage to the company’s property (construction materials and machines). An act that is shown in the negligence in executing duties affecting the company’s operations. Engagement in non-productive activities that is outside the work demands such as playing board games, toys, chatting and texting while on duty. Moreover, entertaining of personal visitors during work hours

is also another form of neglect of duty. Loitering, sleeping during work hours and failure to immediately report. For the 1 st offense, the employee will be given a verbal warning. For the second offense, the management would elicit a written reprimand. For the 3

offense, a notice of

rd

offense, a 5-day suspension without pay will be given. For the 4 termination will be given to the employee.

th

Organizational Development

What can be recommended for this facet is do performance evaluations of the employees. This could be carried out by president or project coordinator. Evaluating the performance of the employees can help them be aware of their productivity in the company, and improve their work. (See Appendix D for the sample)

References

Lau, E. (2011). The effect of employee engagement on continuance and normative commitment to the organization. Houston, TX: Marshall University

Mendes, F., & Stander, M. (2011). Positive organization: The role of leader behavior in work engagement and retention. SA Journal of Industrial Psychology, 37 (1), Art. #900, doi:10.4102/sajip.v37i1.900

NLP Academy. (2016). 5 common types of organizational citizenship behavior.

from

Retrieved

Paille, P. (2010). Citizenship in the workplace: Examining work attitudes as predictors among French employee. Quebec, Canada: International Journal of Business and Management

Roberts, B., Jackson, J., Fayard, J., Edmonds, G., Meints, J. (2009). Conscientiousness. Handbook of Individual Differences in Social Behavior. New York, NY: The Guilford Press

Appendix A Xavier University – Ateneo de Cagayan College of Arts and Sciences Department of

Appendix A

Xavier University Ateneo de Cagayan College of Arts and Sciences

Department of Psychology Corrales Avenue, Cagayan de Oro City 9000

of Psychology Corrales Avenue, Cagayan de Oro City 9000 January 27, 2016 Mr. Rommel R. Bacungan

January 27, 2016

Mr. Rommel R. Bacungan 4 Sisters Builders and Manpower Services Corporation Talakag, Bukidnon

Sir/ Ma’am:

Good day!

We are third year BS Psychology students who are currently engaged in Academic Service Learning as a course requirement in Industrial-Organizational Psychology. In line with this, we are tasked to choose a business establishment, preferably with no established Human Resource Department (HR). Henceforth, as Psychology undergraduate students, with basic skills and knowledge in human resource development, we would like to offer services to your business.

By the end of this academic service learning, we would submit a human resource development proposal which is aimed to provide recommendation to improve organizational functioning and documentation to work process. In connection to this, we would like to request for the details of the following facets of HR Department which are currently practiced by the management: 1) recruitment and selection, 2) training and development, 3) employee relations, 4) compensation and benefits, and 5) organizational development. In addition to this, we will also conduct assessment to both the management and employees for us to get knowledge of the areas that need attention and development. Rest assured that all the details that will be gathered will remain strictly confidential.

If you have any concerns or queries, you may contact us through this number, 0927-879-9302 or you can e-mail us at paulohandag@gmail.com. Thank you for taking time in reading this letter. We hope for a favorable response from you. Have a nice day!

Sincerely,

Marie Loraine G. Bacungan

Student Researcher

Noted by:

JASON O MANAOIS, MA

Research Adviser

Diovince Paulo H. Kinaging

Student Researcher

Glydelle Mae E. Peduche

Student Researcher

Appendix B

ORGANIZATIONAL EXPERIENCES SURVEY

Dear Sir/Madame,

Good day! Thank you for sparing some of your time to participate in this survey. You are kindly requested to respond to the statements in the following survey form.

Your honest responses are of great importance in helping us understand your organizational experiences. We therefore value your cooperation. There are NO Right or Wrong answers to any questions. We are only interested in your personal judgment. The “correctness” of your answers to statements is within your frank and truthful response.

YOUR ANSWERS WILL BE TREATED WITH ABSOLUTE CONFIDENTIALITY, AND WILL ONLY BE USED FOR ACADEMIC RESEARCH PURPOSES.

Salamat po!

Confirmation Box: Please sign to signify your consent as a respondent for this research. Your signature also indicates that you have read and understood the purpose and statement above.

Signature over Printed Name

Note: The researcher will detach this form from the questionnaire for separate safe-keeping prior to data analysis to ensure that your name will not be associated with your data. Thank you and God bless!

PART I. Please supply the necessary information below by writing-down or checking the box provided below.

Age:

Gender:[

] Male

Marital Status: [

] Single

[ ] Married

[

] Female

[

] Separated

[ ] Widow/Widower

 

[

] Live-in

Educational Attainment:

[

] Elementary Graduate

[

] Elementary Level

[ ] Technical - Vocational Courses

[

] High School Level

[

] College Level

[

] Masters Degree (MA)

[

] High School Graduate

[

] College Graduate

[ ] Doctoral Degree (Phd)

Your work position:

position Type of business:

Number of years in Service:

is it, [ ] Managerial

[ ] Supervisor [ ] Rank & File

[ ] Private

[ ] Public (Government)

(Years/Months)

PART II. Place the number to indicate HOW MUCH THE STATEMENT IS TRUE OF YOU based on how deal with other people in your organization.

7

6

5

4

3

2

1

Strongly Agree

Agree

Somewhat Agree

Neither

Somewhat Disagree

Disagree

Strongly Disagree

1. I help others become productive.

2. I help others who have heavy workloads.

3. I help others who have been absent.

4. I am always on time.

5. I maintain a clean workplace.

6. I always complete my work on time.

7. I complain a lot about trivial matters. (R)

8. I always find fault with what the organization is doing. (R)

9. I express resentment with any changes introduced by management. (R)

10. I do not complain about my work assignment.

11. I stay informed about developments in the company.

12. I pay no attention to announcements, messages or printed materials that provide information about the company. (R)

13. I attend and participate in meetings regarding the company.

14. People (coworker or management) inform me before taking any important actions.

15. People (coworker or management) consults with me or other people who might be affected by their actions or decisions.

PART III. Place the number to indicate HOW MUCH THE STATEMENT IS TRUE OF YOU based on the level of support you perceive from your organization or employer.

5

4

3

2

1

Strongly Agree Strongly Disagree

Agree

Neither

Disagree

1. The leader decides what should be done and who should do it. (R)

2. The leader is friendly and approachable.

3. Followers being directly influenced by the leader and their personal relationship with him/her.

4. The leader leads by saying rather than by doing (R).

5. The leader says things that make employees feel proud of being a part of this organization.

6. The leader displays a sense of power and confidence.

7. The leader inspires others with his/her plan for future.

8. The leader let the members do their work the way they think best.

9. The leader does not respect and trust subordinates (R).

10. The leadership tries to develop and establish a trustful culture.

11. The leader treats subordinates fairly and ethically.

12. The leader emphasizes commitment to patient satisfaction as an organizational value.

13. The leader emphasizes commitment to employee well-being as an organizational value.

14. The leader encourages employee commitment to the organizational values.

15. The leader himself acts according to organizational values.

16. My personal values are consistent with those held by the leader.

17. The leader does not pay attention to the personal welfare of the employees (R).

18. The leader does not support employees to meet their family responsibilities (R).

19. Whenever I require assistance, the leader or a supervisor is always there to help.

20. The leader or a particular supervisor will always listen to my issues and assist me in resolving them.

21. The leader builds a high degree of confidence in the follower's in meeting expectations.

22. The leader publicizes the activities of the groups.

23. The leader put suggestions made by employees into operation (R).

24. The leader demonstrates high performance expectation.

25. The leader treats subordinates as individuals rather than just as members of the group.

26. The leader gives the followers special recognition when the work is done very good.

27. The leader will communicate messages that contain references to his /her overall vision.

28. The leader let group members know what is expected of them.

29. The leader interacts with the followers to portray his vision and attitudes clearly.

30. I do not make significant contributions to the final product or service (R).

31. My job provides me with the opportunity to both communicate with my supervisors and to receive recognition from them as well.

32. My job influences decisions that significantly affect the organization.

33. I receive feedback from my co-workers about my performance on the job.

34. My supervisor provides me with constant feedback about how I am doing.

35. I have an understanding of how my job relates to the organization’s mission.

36. On my job, I do not know exactly what is expected of me (R).

37. My organization provides enough instruction and information as to how get the job done.

38. I am satisfied with the communication status between colleagues within other departments.

39. I am not satisfied with the communication status between colleagues within my department (R).

40. There is a spirit of collaboration and cooperation toward organizational vision in my workplace.

41. My job gives me considerable freedom in doing the work.

42. My job provides me the opportunity of self-directed flexibility of work hours (R).

43. I am able to act independently of my supervisor in performing my job.

44. I believe I will be able to develop a wide variety of skills by continuing work in this organization.

45. I have a chance to do a number of different tasks that need multiple skills and talents.

46. My organization gives me enough space and opportunities to grow as an individual and an employee.

47. I feel that my skills and expertise are put to their best use.

48. I believe I will grow my career in this organization in future and I will be able to take higher positions.

49. I can easily balance work and family life.

50. In this organization it is very hard to leave during the workday to take care of personal or family matters.

51. My work schedule makes it difficult for me to fulfill my domestic obligations (R)

52. My work obligations make it difficult for me to feel relaxed at home (R)

53. I have too great an overall volume of work (R).

54. I feel under pressure to meet deadlines (R).

55. I receive enough resources and facilities to do my job properly.

56. I am satisfied with organization’s stress relief program.

57. The job security is good.

58. My workplace is stressful (R).

59. I am satisfied with my job.

60. I am completely involved in my work.

61. For me, this is the best of all possible organizations to work for.

PART IV. Place the number to indicate HOW MUCH THE STATEMENT APPLIES TO YOU based on your experiences within your organization.

7

6

5

4

3

2

1

Strongly Agree

Agree

Somewhat Agree

Neither

Somewhat Disagree

Disagree

Strongly Disagree

1. I owe a great deal to my company.

2. This company deserves my loyalty.

3. I would not leave my company right now because I have sense of obligation to the people in it.

4. Even if it were to my advantage, I do not feel it would be right to leave my company now.

5. I feel like “part of the family” at my company.

6. This company has a great deal of personal meaning for me.

7. I feel a strong sense of “belonging” to my company.

8. I feel “emotionally attached” to this company.

9. Right now, staying with my company is a matter of necessity as much as desire.

10. One of the few negative consequences of leaving this company would be the scarcity of available alternatives.

11. It would be very hard for me to leave my company right now, even if I wanted to.

Appendix C

Questions

Recruitment and Selection

1.) What are your means of attracting applicants? 2.) Who facilitates recruitment and selection? 3.) What are examples of job qualifications you usually ask from the applicants?

Training and Development

1.) What are the training and development programs your organization conducts? 2.) How do the management choose who among the workers need training and development? 3.) Who facilitates training and development of the workers?

Compensation and Benefits

1.) What are the statutory benefits that your company offers to the workers? 2.) What are other benefits that your company offers aside from statutory benefits? 3.) Who are the recipients of these (fringe and flexible) benefits?

Employee Relations

1.) Who handles grievances and other conflicts and issues in the work place? 2.) What is the basis of the intensity of the worker’s offenses? 3.) What is the flow of your company’s grievance procedure?

Organizational Development

1.) Who usually proposes projects for your organizational development? 2.) Who approves these proposals? 3.) What are examples of the organizational development your organization has undergone?

Appendix D

Sample Performance Evaluation