Our Lady of the Pillar College-Cauayan

Cauayan Campus (Main) | San Manuel Campus

San Fermin, Cauayan City, Isabela | San Manuel, Isabela
Tel: (078) 652-2602; 652-3310; (078) 664-6089; Telefax: (078) 652-0685
Email: olpcc.pldtsl.net/ olpcc@nscv.com
Website: olpcc.edu.ph

THE EXTENT OF IMPLEMENTATION OF HUMAN RESOURCE POLICIES OF

ISABELA UNITED DOCTORS MEDICAL CENTER

CAUAYAN CITY, ISABELA

BRIAN S. INCOGNITO
Master in Business Administration

SAMUEL C. GAMMAD, PhD

Adviser

ABSTRACT

Introduction

Every company begins with a simple idea, a

successful product or service. In the beginning, everybody

has initiative to do what is right without being told. But

somewhere along the way, many companies today are

discovering an easy way to organize their employee. They

simply throw out volumes of policies and procedures that

lessen the effort of energized employees and replace it into

a simpler yet attainable vision. Hence, employees can be

trusted to do what is human and allowed them to take

responsibility to their own actions.

The human resource office, which is considered as the

provider of qualified and competent employees to an

organization has always been grounded with its policies which

can be implemented to realize its vision and mission.

IUDMC, as of today, is the most updated hospital in terms

of its facilities and equipment and is continuously committed

to providing with the best and safe healthcare services with

its professional and competent employees

IUDMC, which is one of the top providers of health care

in the region takes into accounts it Human resource policies

to be reliable and competent in meeting its needs and its

clienteles.

Thus this study was conceptualized to determine the

Extent of Implementation of Human Resource Policies of

Isabela United Doctors Medical Center Cauayan City, Isabela.

STATEMENT OF THE PROBLEM

This study aimed to evaluate the extent of

implementation of human resource policies of Isabela United

Doctors Medical Center, Inc., Cauayan City, Isabela.

 Specifically, this study aime to answer the following

questions:

1. What is the employees’ demographic profile in terms of:

a. Age

b. Gender

c. Civil Status

d. Educational Attainment

e. Length of Service

f. Employment Status

g. Salary Range

2. What is the assessment of the respondents on the extent

of implementation of human resource policies of Isabela

United Doctors Medical Center, Inc. Cauayan City, Isabela

in terms of:

a. Recruitment

b. Selection

c. Hiring

d. Placement

e. Training & Development

f. Performance Evaluation

g. Employee Benefits

h. Promotion

i. Transfer

j. Disciplinary action/ Termination

 3. Is there a significant relationship between

respondents’ perceived extent of implementation of human

resource policies and respondents’ demographic profile?

HYPOTHESIS OF THE STUDY

There is no significant relationship between how the

respondents perceived the extent of implementation of human

resource policies and respondents’ demographic profile.

Method Used

The researcher adapted the Descriptive-survey method as

research design with a self-made questionnaire about the

different HR policies of IUDMC and frequency and percentage

count as statistical tools. The researcher involved 200

employees of the Isabela United Doctors Medical Center.

SIGNIFICANCE OF THE STUDY

The result of this study benefits the following:

Hospital Administration. This study provides them

information regarding the employees’ perception on the human

resource policies of the organization that will serve as guide

in decision making, developing a human resource plan, and

policy implementation.
 HR Officer. Being the immediate department head charged

with the functions and responsibilities of recruiting and

recommending to the Selection and Promotion board as to who

are deserving to be hired or promoted, this will be an

important guide for such recommendation following screening

and evaluation as well as in discharging his/ her other

functions relative to the human resource management.

Selection and Promotion board. This study gives a vital

reference in its screening or evaluation as to who deserve to

be hired or promoted in the work force.

Employees. The results of this study can provide

employee awareness with regards to the existing policies of

the organization and for them to identify certain course of

action on how they would follow the policies imposed by the

company.

HRDM students. Through this study, they may be provided

with useful information for them to improve their knowledge

on human resource policies; hence, making them a more

competitive individual in the future.

Researcher. The result of this the study can provide a

better insight in the process of reviewing and improving the

human resource manual.

 Future Researchers. The findings of this study can serve

as a guide for those who would to undertake the same kind of

research.
 DISCUSSION OF RESULTS

I. Respondents’ Demographic Profile

Table 1

Frequency and Percentage Distribution of Respondents

According to Age
Age Frequency Percent
20 – 24 60 30.0
25 – 30 109 54.5
31 – 34 17 8.5
35 – 44 11 5.5
45 – 54 3 1.5
Total 200 100

Table 1 shows the frequency and percentage distribution

of respondents according to age. 60 or 30 percent of belong

to 20-24 years old; 109 or 54.5 percent came from 25-30 years

old; 17 or 8.5 percent belong to 31- 34 years old; 11 or 5.5

percent are on ages 35-44; 3 or 1.5 percent falls on ages 45-

54.

This reveals that majority of the respondents belong to

age bracket of 25- 30 because the hospital is relatively new.

Table 2

Frequency and Percentage Distribution of Respondents

According to Sex
Gender Frequency Percent
Male 98 49.0
Female 102 51.0
Total 200 100
 Table 2 presents the frequency and percentage

distribution of respondents according to gender. Out from 200

respondents, 98 or 49 percent are male and 102 or 51 percent

are female.

Based on the data, it shows that there are more female

than male because most of the respondents are nurses which

from the very nature occupied by more female.

Table 3

Frequency and Percentage Distribution of Respondents

According to Civil Status
Civil Status Frequency Percent
Single 120 60.0
Married 79 39.5
Widowed 1 0.5
Total 200 100

Table 3 illustrates the frequency and percentage

distribution of respondents according to civil status which

reveals that 120 or 60 percent are single; 79 or 39.5 percent

are married and 1 or 0.5 is widowed.

Data displays that most of the respondents are single

because they are not yet with their marrying stage as evidence

by their age bracket ranging from 25- 30 age bracket.

Respondents have more time to work devotedly and still

enjoying their job in preparation to their future career.

 Table 4
Frequency and Percentage Distribution of Respondents
According to Educational Attainment
Educational Attainment Frequency Percent
HS Undergraduate 10 5.0
HS Graduate 8 4.0
Vocational Course 3 1.5
College Undergraduate 15 7.5
College Graduate 145 72.5
With Master’s 18 9.0
Units/Degree 1 0.5
With Doctoral
Units/Degree
Total 200 100

Table 4 shows the frequency and percentage distribution

of respondents according to educational attainment and is

revealed that College graduate has the highest number with

145 or 72.2 percent; followed by with Master’s unit/ degree

with 18 or 9 percent; College undergraduate has 15 or 7.5

percent; High school undergraduate obtained 10 or 5 percent;

8 or 4 percent for High school graduate; 3 or 1.5 percent

for Vocational course and with Doctoral units/ degree has the

least number of 1 or 0.5 percent.

Data disclosed that most of the respondents are college

graduate with 145 or 72.5 percent. It is assumed that the

company has taken consideration the educational attainment of

its employees for a deeper or easier understanding of their

policies and procedures being imposed in the company.

 Table 5
Frequency and Percentage Distribution of Respondents
According to Length of Service
Length of Service Frequency Percent
Below 6 months 25 12.5
6 months – 1 year 54 27.0
More than 1 year 121 60.5
Total 200 100

Table 5 presents the frequency and percentage

distribution of respondents according to length of service.

It was shown that below 6 months has 25 or 12.5 percent; 6

months – 1 year got 54 or 27 percent; and more than 1 year

has 121 or 60.5 percent respectively.

It clearly shows that most of the employees have been in

service for more than 1 year and it is assumed that employee

turnover is low.

Table 6
Frequency and Percentage Distribution of Respondents
According to Employment Status
Employment Status Frequency Percent
Regular 160 80.0
Probationary 36 18.0
Contractual/Part-time 4 2.0
Total 200 100

Table 6 presents the frequency and percentage

distribution of respondents according to employment status,

it shows that majority of the respondents are regular with

160 or 80 percent, followed by Probationary with 36 or 18

percent and 4 or 2 percent of Contractual/ Part-time

employees.

This means that majority of the respondents are regular

which means that most of the employees have met the standard

or policies to become a regular employee.

Table 7

Frequency and Percentage Distribution of Respondents

According to Salary Range

Salary Range Frequency Percent

P7,000 – 10,000 167 83.5
10,001 – 15,000 29 14.5
15,001 – 20,000 2 1.0
20,001 – 25,000 1 0.5
Above 25,000 1 0.5
Total 200 100

Table 7 shows frequency and percentage distribution of

respondents according to salary range.

Salary range from 7,000- 10,000 has 167 or 83.5; followed

by 10,001- 15,000 with 29 or 14.5 percent; 2 or 1 percent for

15,001- 20,000 and salary ranges 20,001-25,000 and above

25,000 both have 1 or 0.5 percent.

Analysis of data disclosed that most of the respondents

receive a salary bracket ranging from 7,000- 10,000 because

most of the respondents are relatively new and receiving entry

pay.
II. The Extent of Implementation of Human Resource Policies

of Isabela United Doctors Medical Center, Inc. Cauayan

City, Isabela

Table 8

Assessment of Respondent’s Perception Regarding

Recruitment Policies Implementation

Mean Description
A. RECRUITMENT
1. Recruitment is based on job Certain
4.19
description. Extent
2. Recruitment is done thru various Certain
3.88
media sources including social media. Extent
3. Present employees are tap in Certain
3.73
recruiting candidates thru referrals. Extent
Certain
4. Website is used to recruit candidates
3.58 Extent
and to announce job vacancies.
5. The H.R. coordinates with schools,
Moderate
colleges and universities for job 2.95
Extent
vacancies.
6. Job vacancies are posted in front of
Certain
the gate and or the door of the 3.83
Extent
establishment.
7. The hospital considers, interns and Certain
4.01
volunteers as a potential recruits. Extent
Certain
Category Mean 3.74
Extent

Table 8 shows assessment of respondent’s perception

regarding recruitment policies implementation which revealed

that most of the items under recruitment obtained weighted

mean that ranges from 3.58 to 4.19 which are interpreted as

“Certain Extent” and only 1 item which is the used of website

on recruiting candidates and to announce job vacancies got a

weighted mean of 2.95 which s interpreted as “Moderate

Extent.”

Data implies that most of the recruitment policies and

procedures are implemented with a “certain extent” as

evidenced by weighted mean of 3.74. This means that the

company’s human resource department has been practising the

existing recruitment policies in order to have a wide pool of

applicants.
 Table 9

Assessment of Respondent’s Perception Regarding

Selection Policies Implementation

B. SELECTION Mean Description

1. Preliminary interview is conducted to Fullest
4.50
all applicants. Extent
2. Written test are given to applicant to Fullest
4.54
test his aptitude and personality. Extent
3. Employment interview is conducted thru Fullest
the human resource head and by the Extent
4.50
requesting department head or the
chairman.
4. Reference and background checks are Certain
3.96
conducted. Extent
5. Academic records given substantial Certain
3.74
weight in evaluation. Extent
6. Trainings and related experiences are Certain
4.03
considered in evaluation. Extent
7. Physical evaluation is required to all Certain
4.15
applicants. Extent
Fullest
Category Mean 4.20
Extent

Table 9 presents assessment of respondent’s perception

regarding selection policies.

Conducting preliminary interview to all applicants which

is conducted by the human resource head and the requesting

department head has weighted mean of 4.50, giving written

test to measure or test aptitude and personality has a

weighted mean of 4.54 which is equivalent to “Fullest Extent”

meaning respondents believed that this policies are

effectively implemented by the human resource officer or

department. Furthermore, other items are interpreted as

“Certain Extent” having a weighted mean that range from 3.74

to 4.15.

It is found out that human resource office or department

of the company implement selection policies with “fullest

extent” as evidenced by weighted mean of 4.20.

Table 10

Assessment of Respondent’s Perception Regarding Hiring

Policies Implementation

C. HIRING
Mean Description
1. A contract of employment is utilized by Certain
3.93
the hospital. Extent
2. Compensation and fringe benefits is Certain
3.48
discussed and negotiated. Extent
3. There is orientation program for newly Fullest
4.46
hired employee. Extent
Certain
Category Mean 3.96
Extent
Table 10 presents the assessment of respondent’s

perception regarding hiring policies.

As presented in the table, the items- “A contract of

employment is utilized by the hospital.” has a weighted mean

of 3.93 and 3.48 for “Compensation and fringe benefits is

discussed and negotiated.” which is described as “Certain

Extent.” Having an orientation program for newly hired

employees is regarded as implemented into its “Fullest

Extent” with a weighted mean of 4.46.

 Data reveals that in terms of company’s hiring policies,

it is implemented into its “Certain Extent” as evidence by a

category mean of 3.96.

With this regard, it is assumed that the company had a

high regard to their orientation program for newly hired

employees being the ranked 1 and is rated as “Fullest Extent.”

 Table 11

Assessment of Respondent’s Perception Regarding

Placement Policies Implementation

D. PLACEMENT
Mean Description
1. Newly hired employees are placed based Certain
3.68
on requesting department. Extent
2. Placement is based on qualification and Certain
3.75
experience. Extent
3. Placement of employee is flexible Certain
3.46
depending on urgency of needs. Extent
4. Orientation is made for the newly hired Certain
personnel in the specific department 3.92 Extent
where he/ she is placed.
5. Placement is recommended by the Human Certain
3.54
Resource Department. Extent
6. Placement is approved by the hospital Certain
chief or thru the BOD upon endorsement 3.75 Extent
by the HR department.
Certain
Category Mean 3.68
Extent

Under Table 11 is the assessment of respondent’s

perception regarding placement policies implementation which

revealed that all of the items obtained a weighted means

ranging from 3.54 to 3.92 which are interpreted as “Certain

Extent”.

This implies that policies on placement are implemented

with “certain extent” as evidenced by a category mean of 3.68

which means that placement policies are being practiced by

the HR department.
 Table 12

Assessment of Respondent’s Perception Regarding

Training and Development Policies Implementation

E. TRAINING AND DEVELOPMENT Mean Description

1. The hospital adopts a training program Moderate

3.23
policy. Extent
2. Training is based on employee needs. Moderate
3.39
Extent
3. Training is based on employee capabilities. Moderate
3.38
Extent
4. Training needs is based on HR Moderate
3.23
recommendations. Extent
5. Training is based on urgency of needs. Moderate
3.13
Extent
6. Other avenue for human resource development Certain
is adopted like team building and 3.96 Extent
socialization.
7. Training is well budgeted. Moderate
2.86
Extent
8. Advance studies, scholarship grant are given Moderate
2.69
to enhance employee skill and competencies. Extent
9. Trainees are selected in accordance with the Moderate
3.20
training program. Extent
Moderate
Category Mean 3.23
Extent

Table 13 shows assessment of respondent’s perception

regarding training and development policies implementation

wherein majority of the items under this category are regarded

as “Moderate Extent” with weighted means ranging from 2.86-

3.39. Only 1 item which is the adaptation of other avenue for

human resource development like team building and

socialization is regarded as “Certain Extent” with a weighted

mean of 3.96.
 Data disclosed that training and development policies

are least priority of the company as evidenced by a category

mean of 3.23 and describes as “Moderate Extent”.

Table 13

Assessment of Respondent’s Perception Regarding

Performance Evaluation Policies Implementation

F. PERFORMANCE EVALUATION Mean Description

1. Performance rating is based on Certain

3.93
productivity. Extent
2. Performance evaluation tool is substantial Certain
3.72
and relevant. Extent
3. Performance evaluation is reviewed and Certain
3.52
verified regularly. Extent
4. Performance evaluation is well Certain
3.72
communicated to management. Extent
5. Performance rating is one of the basis for Certain
promotion of salary increases. 3.73 Extent

6. Performance evaluation is conducted by Certain

3.83
competent personnel. Extent
7. Performance evaluation is based on job Certain
3.78
description and relevant criteria. Extent
8. Performance evaluation result is recorded Certain
3.60
and kept for future use. Extent
9. Performance evaluation tool is free from Certain
3.45
bias and subjectivity. Extent
Certain
Category Mean 3.70
Extent

On the Table 13, it is the assessment of respondent’s

perception regarding performance evaluation policies

implementation which revealed that all of the items obtained

a weighted means ranging from 3.45 to 3.93 which are

interpreted as “Certain Extent”.

Figures and results imply that policies on performance

evaluation are implemented and given regard its

implementation as certain extent and taken into action or

being practice by the human resource department as evidenced

by a category mean of 3.70.

 Table 14
Assessment of Respondent’s Perception Regarding
Policies on Employee Benefits Implementation

G. EMPLOYEE BENEFITS Mean Description

1. Per Diem is given/ provided to all employees Moderate

who were sent out to attend seminar/ 2.86 Extent
training or Travel Order.
2. Employee/s is also given allowances as part Moderate
2.66
of their benefits. Extent
3. SSS & PAG-IBIG Contributions are given and Certain
4.12
properly remitted for employees. Extent
4. 13th month pay are given and properly Certain
remitted to all employees as part of their 4.06 Extent
benefits.
5. The hospital gives bonus and other
incentives to employees as part of the 2.55 Least Extent
employee benefits.
6. Employees and their immediate family members Certain
are entitled for Discount on Confinement, 3.95 Extent
Medical Bills, and Free Check-up.
7. The hospital grants Study leave to qualified Moderate
2.82
employees whenever necessary. Extent
8. Employees are entitled for a 5 vacation Fullest
4.46
leave with pay per year. Extent
9. Employees are entitled for an Emergency Certain
3.94
leave. Extent
11. The hospital extends financial assistance Moderate
in case of emergency and death of family 3.37 Extent
members of an employee.
12. Uniform Allowance is given to employees. 2.43 Least Extent
13. Salary Loan is also open for employees Certain
3.41
and subject to evaluation. Extent
14. The hospital has a Retirement Benefit Least Extent
2.39
program policy.
15. The hospital adopts a Death Benefit Least Extent
2.43
program.
Moderate
Category Mean 3.24
Extent
 Table 14 presents assessment of respondent’s perception

regarding policies on employee benefits implementation.

In this category, item “Employees are entitled for a 5

vacation leave with pay per year” ranked 1 with a weighted

mean of 4.46 and was rated as “Fullest Extent”; “SSS & PAG-

IBIG Contributions are given and properly remitted for

employees”, “13th month pay are given and properly remitted

to all employees as part of their benefits”, “Employees and

their immediate family members are entitled for Discount on

Confinement, Medical Bills, and Free Check-up”,” Employees

are entitled for an Emergency leave”, and Salary Loan is also

open for employees and subject to evaluation were interpreted

with weighted mean of 4.12, 4.06, 3.95, 3.94, 3.41 equivalent

to “Certain Extent”; for “Moderate Extent”, items “Per Diem

is given/ provided to all employees who were sent out to

attend seminar/ training or Travel Order”, Employee/s is also

given allowances as part of their benefits”, “The hospital

grants Study leave to qualified employees whenever

necessary”, “The hospital extends financial assistance in

case of emergency and death of family members of an employee”

were marked and they had weighted means of 2.86, 2.66, 2.82,

and 3.37 respectively; items- giving bonuses and other

incentives, uniform allowance, retirement and death benefit

has the lowest means of 2.55, 2.43, and 2.39 and was regarded

as “Least Extent”.

It has category mean of 3.24 and interpreted as “Moderate

Extent”.

It is revealed that the government- mandated benefits

for employees has a “Fullest” and “Certain” extent of

implementation like the granting of 5 days vacation leave per

year, paying or remitting SSS and PAG-IBIG contributions,

giving of 13th month pay and the like as evidence by a weighted

mean ranging from 4.06-4.46 while other additional benefits

or incentives for employees are the least priorities or least

extent of implementation are observed evidence also by a

weighted mean ranging from 2.39- 2.55.

 Table 15

Assessment of Respondent’s Perception Regarding

Promotion Policies Implementation

H. PROMOTION Mean Description

1. Promotion is based on performance. Certain

3.82
Extent
2. Seniority is considered in promotion. Certain
3.84
Extent
3. Academic qualification, trainings are Certain
3.56
considered in promotion. Extent
4. Board examinations passed and related Certain
3.67
advance studies are basis for promotion. Extent
5. Candidates for promotion are interviewed Certain
and are evaluated based on results and 3.65 Extent
recommendations from the department heads.
6. Criteria for promotion is explained and Certain
3.57
communicated to aspiring employee. Extent
Certain
Category Mean 3.68
Extent

On the Table 15, it is the assessment of respondent’s

perception regarding policies on employee benefits

implementation which is revealed that all of the items

obtained a weighted means ranging from 3.56 to 3.84 which are

interpreted as “Certain Extent”.

Figures and results show that policies on performance

evaluation are implemented and given regard its

implementation as certain extent and taken into action or

being practice by the human resource department with regards

to promotion as evidenced by a category mean of 3.68 which is

also described as “Certain Extent.”

Referring to the table above, it is also revealed that

considerations on promoting employees are first based on

seniority, followed by performance, board examination results

and related advance studies, interview, and academic

qualifications and trainings respectively. It is also noted

that on the process of promotion, criteria is explained or

communicated to aspiring employees.

 Table 16

Assessment of Respondent’s Perception Regarding

Transfer Policies Implementation

I. TRANSFER Mean Description

1. Transfer of employee is based on hospital Moderate

3.33
needs. Extent
2. Transfer is based on request. Moderate
3.21
Extent
3. Transfer is part of training and Moderate
3.26
development program. Extent
4. Transfer is well communicated to the Moderate
3.39
employee concerned. Extent
5. Employee request for transfer is Moderate
3.24
considered. Extent
6. Transfer of employee is duly approved by Certain
3.50
the department head concerned. Extent
Moderate
Category Mean 3.32
Extent
Table 16 shows assessment of respondent’s perception

regarding transfer policies implementation wherein majority

of the items under this category are regarded as “Moderate

Extent” with weighted means ranging from 3.21- 3.50. Only 1

item which is the “Transfer of employee is duly approved by

the department head concerned” is regarded as “Certain

Extent” with a weighted mean of 3.50.

Data disclosed that transfer of employees are observed

or implemented into “Moderate Extent” which means it is not

merely happening or observes in the company unless situation

requires so or as per recommendation or request of the

concerned party as evidenced by a category mean of 3.32.

 Table 17

Assessment of Respondent’s Perception Regarding

Disciplinary Action/ Termination Policies
Implementation

J. DISCIPLINARY ACTION/ TERMINATION Mean Description

1. Inefficiency of work is a ground for Certain

3.88
termination. Extent
2. Insubordination can cause termination. Certain
3.85
Extent
3. The hospital considers Unethical behavior Certain
4.07
as a cause for termination. Extent
4. Tardiness is subject for disciplinary Certain
action in accordance with the Employee 3.74 Extent
Handbook.
5. Employees involved in brawling are being Certain
counselled or sometimes terminated depending Extent
4.09
on the result of investigation and gravity
of damage.
6. Drinking liquor while on duty is a ground Fullest
4.56
for termination. Extent
7. Dishonesty is a ground for termination. Fullest
4.45
Extent
8. Vandalism is subject for disciplinary action Certain
3.86
in accordance to the Employee Handbook. Extent
9. Professional Malpractice is a ground for Fullest
4.29
termination. Extent
10. Impoliteness is subject for disciplinary Certain
4.06
action in accordance to the Employee Handbook. Extent
11. Incompetency can cause termination. Certain
4.03
Extent
12. Employee involved in gossiping is subject Certain
for disciplinary action in accordance to the Extent
3.95
Employee Handbook. Perennial involvement of
which, can be ground for termination.
Certain
Category Mean 4.07
Extent
 Table 17 presents assessment of respondent’s perception

regarding disciplinary action/ termination policies

implementation.

Data revealed that drinking liquor while on duty

has the highest weighted mean of 4.56 and is interpreted as

“Fullest Extent”; followed by dishonesty and professional

malpractice with weighted means of 4.45 and 4.29 and is also

interpreted as “Fullest Extent”; other items concerning to

termination like Brawling, Unethical Behavior, and

incompetency is implemented “Certain Extent” with a weighted

means ranging from 4.03- 4.09.

Furthermore, policies observed for disciplinary action

on case like tardiness, vandalism, impoliteness and gossiping

are interpreted as “Certain Extent” with a weighted means

ranging from 3.74-4.06 respectively.

Data shows that policies referring to grounds for

termination like drinking liquor, dishonesty and professional

malpractice are strictly implemented by the company and items

concerning to the grounds for disciplinary actions is also

then implemented and are followed by the human resource

officer as evidenced by a category mean of 4.07, interpreted

as “Certain Extent”
 TABLE 18
Over-All Assessment of the Extent of Implementation
Of the Human Resource Policies

AREA MEAN DESCRIPTION

Recruitment 3.74 Certain Extent
Selection 4.20 Fullest Extent
Hiring 3.96 Certain Extent
Placement 3.68 Certain Extent
Training and Development 3.23 Moderate Extent
Performance and 3.70 Certain Extent
Evaluation
Employee Benefits 3.24 Moderate Extent
Promotion 3.68 Certain Extent
Transfer 3.32 Moderate Extent
Disciplinary 4.07 Certain Extent
Action/Termination
Total 3.68 Certain Extent

Table 18 shows the over-all assessment of the extent of

implementation of the different Areas of Human Resource

Policies of the Isabela United Doctors Medical Center. Among

the areas, the selection policies have the greatest mean of

4.20 with a qualitative description of Fullest Extent while

the training and development have the lowest mean of 3.23

with a qualitative description of moderate extent.

This shows that IUDMC has been very strict in the

selection of its workforce. This is to maintain the quality

delivery of its services.

 CHAPTER 5

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

This chapter gives the summary of findings, conclusions

and recommendations of the study based on the interpretation

and analysis of data gathered and presented in the previous

chapter.

SUMMARY OF FINDINGS

Evaluating the extent of implementation of Human

Resource Policies of IUDMC, the following results were

revealed:

I. Respondents’ Demographic Profile

a. Majority of the respondents belong to age bracket of 25-

30 because the hospital is relatively new.

b. There are more female than male respondents simply

because most of the respondents are nurses which from

the very nature occupied by more female.

c. Most of the respondents are single because they are not

yet with their marrying stage as evidence by their age

bracket ranging from 25- 30 age bracket. Respondents

have more time to work devotedly and still enjoying their

job in preparation to their future career.

 d. Most of the respondents are college graduate as

evidence by frequency of 145 or 72.5 percent. It is

assumed that the company have taken in consideration the

educational attainment of its employees for a deeper or

easier understanding of their policies and procedures

being imposed in the company.

e. Most of the employees have been in service for more than

1 year and it is assumed that employee turnover is low.

f. Majority of the respondents are regular which means that

most of the employees have met the standard or policies

to become a regular employee.

g. Most of the respondents receive a salary bracket ranging

from 7,000- 10,000 because most of the respondents are

relatively new and receiving entry pay.

II. The Extent of Implementation of Human Resource Policies

of Isabela United Doctors Medical Center, Inc. Cauayan City,

Isabela, Inc.:

a. Most of the recruitment policies and procedures are

implemented with a “certain extent” as evidenced by

weighted mean of 3.74. This means that the company’s

human resource department has been practising the

existing recruitment policies in order to have a wide

pool of applicants.
b. It is found out that human resource office or

department of the company observed selection policies

and implement it to its “fullest extent” as evidenced

by weighted mean of 4.20.

c. Company’s hiring policies is implemented into its

“Certain Extent” as evidenced by weighted mean of 3.96.

It is also found out that the company had a high regard

to their orientation program for newly hired employees

since it is the ranked 1 and is rated as “Fullest

Extent.”

d. Policies on placement are implemented with “certain

extent” as evidenced by a category mean of 3.68 which

means that placement policies are being practiced by

the HR department.

e. Training and Development policies are observed or

implemented into “Moderate Extent” which means it was a

least priority of the company as evidenced by a category

mean of 3.23 and interpreted as “Moderate Extent.”

f. Policies on performance evaluation are implemented and

given regard its implementation as certain extent and

taken into action or being practice by the human

resource department as evidenced by a category mean of

3.70.
g. Government- mandated benefits for employees has a

“Fullest” and “Certain” extent of implementation like

the granting of 5 days vacation leave per year, paying

or remitting SSS and PAG-IBIG contributions, giving of

13th month pay and the like as evidence by a weighted

mean ranging from 4.06-4.46 while other additional

benefits or incentives for employees are the least

priorities or least extent of implementation are

observed evidence also by a weighted mean ranging from

2.39- 2.55.

h. Policies on performance evaluation are implemented and

given regard its implementation as certain extent and

taken into action or being practice by the human

resource department with regards to promotion as

evidenced by a category mean of 3.68 which is also

described as “Certain Extent.”

i. Transfer of employees are observed or implemented into

“Moderate Extent” which means it is not merely happening

or observes in the company unless situation requires so

or as per recommendation or request of the concerned

party as evidenced by a category mean of 3.32.

j. Policies referring to grounds for termination like

drinking liquor, dishonesty and professional

malpractice are strictly implemented by the company and

 items concerning to the grounds for disciplinary actions

is also then implemented and are followed by the human

resource officer as evidenced by a category mean of

4.07, interpreted as “Certain Extent”

k. There is no significant relationship between how the

respondents perceived the extent of implementation of

human resource policies and respondents’ demographic

profile.

l. In the over-all assessment of the extent of

implementation of the different Areas of Human Resource

Policies of the Isabela United Doctors Medical Center.

Among the areas, the selection policies have the

greatest mean of 4.20 with a qualitative description of

Fullest Extent while the training and development have

the lowest mean of 3.23 with a qualitative description

of moderate extent.

CONCLUSIONS

The human resource department of Isabela United Doctors

Medical Center is presently utilizing a HR manual in running

the affairs of the department. Most of the provisions are

being implemented. However, with the rapid growth of the

company, resources become vast and manpower requirement

increased. The company’s operation became dynamic as it

offers various services to address medical treatment and

related services to its clientele and patients.

The researcher therefore concluded that there is a need

to review and evaluate the existing HR manual because there

are provisions that need to be improved or revised.

RECOMMENDATIONS

With the foregoing findings and conclusions, the

researcher would like to recommend the following:

1. The human resource department must continue to implement

policies that are really helpful and effective on

handling employees or work personnel especially on

recruitment, selection, hiring, placement, performance

evaluation, promotion, disciplinary action and

termination.

2. The management should consider reviewing the existing

and imposed policies concerning on training and

development, employee benefits and transfer and must be

open for revision for its betterment.

3. On the recruitment strategies, the human resource head

or officer must also coordinate with schools, colleges

and universities to strategize and intensify

recruitment.
4. Academic records must be given substantial weight in

evaluation and as part of the selection process.

5. Re- orientation program for all the employees must be

done to create awareness on the imposed policies and for

them also to be updated if certain changes were made.

6. The human resource department must draft a Training and

Development plan for their employees especially that the

nature of the business is on the service industry.

Training and development plan must in line with the

vision of the company to have the best breeds of

professionals. Furthermore, the company must support and

motivate employees undergoing advance trainings and

studies.

7. The human resource department must not only focus on the

government mandated benefits for employees, instead,

they must also look into the needs of their employees on

the other incentive they can give like uniform

allowances, bonuses and the like. They must also

consider that other benefits can be an avenue of

motivation of the employees to stay and be loyal to the

company.

8. The human resource department must have a clear

promotional policy and develop criteria to be used by

the selection committee. This is to avoid politics and

 other factors that could interfere on the process and

could create problems or conflicts on the work place.

9. The human resource department must also adopt a

death and retirement benefits for their employees.

10. Finally, the company must improve the existing HR

Manual and Employee handbook and make necessary revision for

them to have a map in terms of employee or human resource

concern.