DAVAO DEL NORTE STATE COLLEGE

New Visayas, Panabo City

The system software efficiency and the performance of the employee in the
Philippine Long Distance Telephone Company (PLDT) office in Panabo City

A DESCRIPTIVE SURVEY
Presented to

MARK VAN M. BULADACO, MIT

Instructor I

In partial fulfilment of the requirements in

MS221
QUANTITATIVE METHODS

Members:
Cuberos, Kershey Jan A.
Sustituido, Allen F.
Alibanggo, Alvin V.
Rayon, Jesica A.

March 2019
 Chapter 1
INTRODUCTION

Background of the study

Software technology development today is rapidly increasing and is continuously

evolved into a higher technology due to trends, the users satisfactory and demands. This
gives a large impact especially in business organizations in order to support their work
productivity.

This research aim to discuss and to determine if the system software used effects
the performance of the employee in the Philippine Long Distance Telephone Company
(PLDT) office in Panabo City.

Media communications was ruled by the Philippine Long Distance Telephone

Company (PLDT) a virtual private imposing business model possessed by a politically
persuasive family. While there were around 60 common phone organizations, an
administration framework and two global submarine link organizations before
advancement, PLDT possessed and controlled the foundation through which all calls
passed. Through this, PLDT controlled more than 95 percent of the market. In view of its
syndication position, PLDT disregarded client administration and neglected to update its
framework. The National Telecommunications Commission (NTC), the industry
controller, was not able force PLDT to give more telephones, improve its administration,
or secure the devouring open from the last's monopolistic maltreatment (Zanuddin, 2006).

Performance is the outcome of work (Bernadin, Kane, Ross, Spina, & Jhonson,
1995). But, the performance itself has different dimensions based on different bases (Beats
& Holton, 1995). To measure and control the individual performance and thus integrating
it to the organizational objective to achieve expected results (Boxall & Purcell, 2003) is
certainly performance appraisal.
Theoretical Framework

The researcher will use the Theory of Performance (ToP). This theory was
developed by Don Elger and it was used to explain performance as well as performance
improvements. To perform is to produce valued results. According to Don Elger, University
of Idaho, a performer can be an individual or a group of people engaging in a collaborative
effort. Developing performance is a journey, and level of performance describes location
in the journey. Current level of performance depends holistically on 6 components: context,
level of knowledge, levels of skills, level of identity, personal factors, and fixed factors.
Three axioms are proposed for effective performance improvements. These involve a
performer’s mind-set, immersion in an enriching environment, and engagement in
reflective practice. As applied to the study, this theory holds that the independent variable
(The system software efficiency) effects or has a significant relationship to the dependent
variable (performance of the employee) because (ToP) is useful in many learning contexts.
One of this is in traditional contexts. According to Don Elger, ToP informs learning in
classrooms, workshops, and other venues that are traditionally associated with learning.

Conceptual Framework

IV DV

System software efficiency Performance of the employee

 Availability  Productivity
 Accessibility  Competitiveness
 Functionality  Innovativeness

 Age Group
 Gender
 Job Position
 Length of Service
Statement of the Problem

This study intends to find out the degree of the relationship of the Software
Efficiency of PLDT and the employee‘s job performance. Specifically, this study seeks, to
answer the following questions:

RQ1. What is the demographic profile of the participants of the study in terms of:

1.1 Age Group

1.2 Gender

1.3 Job Position

1.4 Length of Service

RQ2. What is the level of Software Efficiency in terms of:

2.1. Availability

2.2. Accessibility

2.3. Functionality

RQ3. What is the level of employee‘s job performance in terms of:

3.1. Productivity

3.2. Competitiveness

3.3. Innovativeness

RQ4. Is there a significant difference in the level of Software Efficiency when

grouped according to:

4.1 Age Group

4.2 Gender

4.3 Job Position

4.4 Length of Service

 RQ5. Is there a significant difference in the level of employee‘s job performance
when grouped according to:

5.1 Age Group

5.2 Gender

5.3 Job Position

5.4 Length of Service

RQ6. Is there a significant relationship between the level of Software Efficiency

and the level of employee‘s job performance?

Null Hypothesis

Ho1: There is no significant difference in the level of Software Efficiency when

grouped according to:

a. Age Group

b. Gender

c. Job Position

d. Length of Service

Ho2: There is no significant difference in the level of employee‘s job performance when
grouped according to:

a. Age Group

b. Gender

c. Job Position

d. Length Service

Ho3: There is no significant relationship between the software used and the performance
of the employee in the Philippine Long Distance Telephone Company (PLDT) office in
Panabo City. The performance of the employee depends on their experience and to the
trainings they attain.
References

Beats, R. A., & Holton, E. F. (1995). "Computerized Performance Monitoring: A review

of Human Resource Issues". Human Resource Management Review. Winter , 267 – 288.

Bernadin, H. K., Kane, J. S., Ross, S., Spina, J. D., & Jhonson, D. L. (1995). "Performance
Appraisal Design, Development and Implementation". In G. R. Ferris, S. D. Rosen, & D.
J. Bamum(eds), "Handbook of Human Resource Management". Cambridge: Mass,
Blackwell.

Boxall, P., & Purcell, J. (2003). "Strategy and Human Resource Management".

Elger, D. “Theory of Performance”, University of Idaho.

Houndmills, UK: Palgrave McMillan

Kuegler, M., Smolnik, S., & Kane, G. (2015). What’s in IT for employees? Understanding
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Zanuddin, H. (2006). Elite Power and Control: Philippines Telecommunications Sector,

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