BIBLIOGRAPHY TERSING LUNA CABFILAN, April 2006. Enforcement of...
BIBLIOGRAPHY
TERSING LUNA CABFILAN, April 2006. Enforcement of Personnel Management
Policies in the Police Regional Office-Cordillera, 2005. Benguet State University, La Trinidad,
Benguet.
Adviser: Felipe S. Comila, Ed.D., MPA
ABSTRACT
This study generally evaluated the enforcement of personnel management policies as
influenced by administrative and political factors. Specifically, it determined the extent of
knowledge of the personnel on the common legal bases of personnel management policies;
extent of enforcement of personnel management policies; extent of influence of factors in the
enforcement of personnel management policies; extent of performance in duties and
responsibilities of personnel in the enforcement of personnel management policies; and the
extent of seriousness of problems in the enforcement of personnel management policies.
Using descriptive method of research to achieve the specific objectives, data were
gathered through questionnaire from 330 respondents. The references were accomplishment
reports, memoranda, administrative orders, resolutions and issuances issued by higher
headquarters.
Regarding the influence of administrative and political factors, such factors composed of
policies and procedures as bases of unified policy direction; pressure groups whose interests are
i
affected that include NGOs, POs, and political groups; provisions of the law requiring strict
adherence; institutional regime of characteristics or the system of governance of the local
administration; type of decision making tackled; power capabilities and strategies of department,
division and section heads; and political will of department, division and section heads in
implementing action programs.
In spite of the influence of administrative and political factors, such performance of the
personnel manifested in the accomplishment of work targets, public relations, office relations,
punctuality and attendance, initiative and readiness for service stress tolerance, leadership
capabilities of supervisors and judgment/decision making of supervisors.
The following findings are the answers to the study. The extent of knowledge of
personnel on the area of recruitment, selection and appointment is high. The personnel is most
knowledgeable on the policy on “no person shall be appointed as PO1 unless the applicant
satisfies the minimum qualifications”. Extent of knowledge of personnel on the area of
promotion is high. They are mostly knowledgeable on the policy on “ personnel who satisfies the
mandatory requirements that are given preferences over those with deficiencies”. The extent of
knowledge of personnel in the area of selection and placement of key officers in the key
positions is high. They are most knowledgeable on the policy on “officers with pending
administrative or criminal cases or with under preventive suspension, or are serving
administrative sanctions, shall not be included in the list of eligibles”. The extent of knowledge
of personnel in the area of assignment and transfer of personnel is high. Most of them are
knowledgeable on the policy on “ reassignment of PNP personnel shall be in consonance with
the approved PNP staffing pattern”. Extent of knowledge of personnel in the area of training and
ii
development of key personnel is high. They are most knowledgeable on the policy on
“continuing program of staff development shall be established for all the PNP personnel”.
Regarding the extent of enforcement of personnel management policies, the extent of
enforcement of the common personnel management policies in the area of recruitment, selection
and appointment is much enforce. The most enforced policy is “the age, height, and weight
requirements for initial appointment in the PNP may be waived only when the number of
qualified applicants falls below the approved quota ”. The extent of enforcement of policies in
the area of promotion is much enforced. The most enforced policy is “temporary (promotion)
appointments are only considered when the number of qualified applicants is less than the
promotion quota”. Extent of enforcement of policies in the area of selection and placement of
officers in the key positions is much enforced. The most enforced policy is “officers who have
been reinstated to duty status after serving an administrative sanction shall be considered for
selection and placement six months after the date of such reinstatement”. The extent of
enforcement of policies on the area of assignment and transfer is much enforced. The most
enforced policy is “reassignment of PNP personnel shall be in consonance with the approved
PNP staffing pattern”. Extent of enforcement of policies in the area of training and development
is much enforced. The most enforced policy is “accreditation shall be given for staff
development participants”.
The enforcement of personnel management policies is influenced by factors to a great
extent. The most influential factors are the “power capabilities and strategies of department,
division and sections heads.”
Extent of performance of the personnel in the enforcement of personnel management
policies is very satisfactory. The performance indicators that have the highest ratings are stress
iii
tolerance, initiative and readiness for service, accomplishment of work targets and punctuality
and attendance.
In the extent of seriousness of problems, the extent of seriousness of problems in the area
of recruitment and selection is great. The most serious problem is “pressure from influential
personalities”. The extent of seriousness of problems in the area of promotion is great. The most
serious problem is “pressure from influential personalities”. The extent of seriousness of
problems in the area of selection and placement of officers in the key position is great. The most
serious problem is “inability to follow established procedures for placement and assignments”.
Extent of seriousness of problems on the area of transfer and assignment is great. The most
serious problem is “transfer is not beneficial to the employee and community”. The extent of
seriousness of problems in the area of training and development is great. The most serious
problem is “very expensive in-service trainings”.
Based on the findings, the following conclusions are drawn: The personnel of the Office
significantly differs in their extent of knowledge on the common legal bases of personnel
management policies; The enforcement of personnel management policies differ in their extent
of enforcement; The factors significantly differ in their extent of influence in the enforcement of
personnel management policies; The personnel of the office differs in their extent of
performance of duties and responsibilities; The problems differ in their extent of seriousness on
the enforcement of personnel management policies.
Finally, based on the findings and conclusions, the researcher recommends the following:
The RPHRDD should be responsible for the dissemination of personnel management policies;
The concerned supervisor should evaluate his leadership capabilities and decision making
practices; Consultations among personnel should be observed by authorities in solving problems;
iv
Evaluate policies that prevent the interference of influential politicians/personalities; Adopt
measures to curtail favoritism, “palakasan system” or “whom you know system”; and adopt well
planned conference/dialogue to elaborate/update their knowledge on personnel matters of the
office/organization.
v
TABLE OF CONTENTS
Page
Bibliography…………………………………………………………………
i
Abstract ……………………………………………………………………
i
Table of Contents ………………………………………………………….
vi
INTRODUCTION
Background of the Study……………………………………………
1
Statement of the Problem……………………………………………
7
Objectives of the Problem . . . . . . . . . . . . .
8
Importance of the Study . . . . . . . . . . . . .
9
Scope and Delimitation . . . . . . . . . . . . . .
10
REVIEW OF LITERATURE
Vision, Mission and Goals of the
Police Regional Office-Cordillera . . . . . . . . . .
12
Personnel Management Policies of the
Police Regional Office-Cordillera . . . . . . . . . . .
14
Common Legal Bases of Personnel Management
Policies of Police Regional Office-Cordillera . . . . . . .
17
Factors that Influence the Enforcement of
Personnel Management Policies . . . . . . . . . . .
20
Performance Indicators in the Enforcement
of Personnel Management Policies . . . . . . . . .
31
Conceptual Framework . . . . . . . . . . . . . .
44
Operational Definition of Terms . . . . . . . . . . .
51
Hypotheses of the Study . . . . . . . . . . . . .
56
METHODOLOGY
Locale of the Study . . . . . . . . . . . . . . .
58
Respondents of the Study . . . . . . . . . . . .
64
Instrumentation . . . . . . . . . . . . . . . .
65
Data Collection . . . . . . . . . . . . . . .
66
Statistical Analysis . . . . . . . . . . . . . . .
66
RESULTS AND DISCUSSION
Extent of Knowledge of the Office on the
Common Legal Bases of Personnel Management
Policies . . . . . . . . . . . . . . . . . .
68
Extent of Enforcement of
Personnel Management Policies . . . . . . . . . .
81
Extent of Influence of Factors on the
Enforcement of Personnel Management Policies
. . . .
94
Extent of Performance of personnel on the
Enforcement of Personnel Management Policies . . . .
98
Extent of Seriousness of Problems on the
Enforcement of Personnel management Policies . . . .
104
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary . . . . . . . . . . . . . . . . . .
113
Conclusions . . . . . . . . . . . . . . . .
118
Recommendations . . . . . . . . . . . . . . .
119
LITERATURE CITED . . . . . . . . . . . . . . . . .
122
APPENDICES
A. Letter requesting permission
to administer questionnaire . . . . . . . . . . .
125
B. Letter requesting respondents
to answer questionnaire . . . . . . . . . . . .
126
C. Questionnaire . . . . . . . . . . . . . . .
127
D. Qualification Standards for Ranks
in the Philippine National Police . . . . . . . . .
139
E. Recapitulation of Recruitment, Promotion
Transfer and Trainings for the CY-2005 . . . . . .
141
BIOGRAPHICAL SKETCH . . . . . . . . . . . . . . .
142
INTRODUCTION
Background of the Study
A policy is a general plan of action that serves as a guide in the operation
of a company. All the polices of a company make up the basic framework of
management decisions which set the course the company to follow.
Company policies then are broad rules or guides for action. They define
the authority and responsibility of supervisors and managers in their job of
directing group efforts and implementing personnel programs. Policies are the
basic framework of management which set the course the company is to follow in
carrying out its objectives as embodied in its personnel programs.
Since policies are statements of what management wants done in running
the organization, management rightly expects strict adherence to them. Policies
are direct commitments of management to attain company objectives. They
provide a reason for initiating action on the one hand, and a norm of attitudes
towards employees, customers, and the public on the other. Policies form a code
of procedure in that they broadly indicate the best method of conducting any
portion of the work at hand. They assist in employee problem-solving and
decision-making. While policies must be consistent, they must be flexible enough
to permit adjustments when the need for change arises.
Policies are needed for the following reasons: To give life and direction to
the program of activities covering the needs of the organization and its human
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
2
resources, to provide definite guidelines to achieve consistent treatment of all
employees, policies serve as standards of performance, policy statements are
needed to allow subordinate executives to make fair and consistent decisions on
recurring problems and to help build employee enthusiasm and loyalty.
Company policies are formulated on the basis of historical events, the
present situation, or anticipated future needs. Policies are most useful if there
writings are circulated to supervisors, managers and employees. One of the
functions of the personnel manager is to assist top management in the formulation
of personnel policies. The need for policy arises from the anticipated problems or
from existing or past recurrent problems.
Since policies are man-made and are to be made applicable to different
situations and to individuals differing in many ways, they are not always perfect.
To some personnel managers, policies may remain ambiguous, to some they may
be contradictory, and still to others, they may appear rigid.
No policy or rule will ever be so precise as to solve a problem, leaving no
room for doubt whatsoever. In fact, it is said that for every rule there is an
exception. For if rules and policies solve all problems in decision-making, then
there would be no conflicts of opinion among employees, differences of thinking
among managers and even among administrators. No matter how well thought out
or how well written policies are, they can not be expected to cover all situations
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
3
and eventually what now seems to be clear, may appear unclear and doubtful at
some future time.
Sometimes, the implementation of one policy may conflict with another.
For instance, policies relating to management development may run counter to
policies relating to budget limitations. Policies can not cover all situations. They
cannot be so rigid as to disallow any form of exceptions. When the personnel
Department tries to enforce a personnel policy, line departments may complain
because the enforcement of the policy will adversely affect their operations.
Policies should, therefore, be reviewed from time to time.
The success of the organization depends mainly on its administrative head.
The manager himself is the key to quality performance. He acts as an individual,
as a social being and as a leader. As an individual, the manager should be able to
understand his subordinates by developing the right relationship. Thus, he should
know their physiological needs. The manager as a leader should also have the
vision as to how he should live and act to realize his functions and to help others
attain their goals.
The administrators adopts the philosophy of personnel administration by
emphasizing the element of management concerned with the operations of the
activities of the personnel. Specifically, the elements involved are planning in
terms of human elements, organizing and staffing by arranging staff for
accomplishing operatively derived purposes, directing definite leadership in
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
4
keeping the entire organization moving in the direction of accepted goals;
coordinating the effort of all concerned in keeping the diverse elements working
together in unified way to solve problems; and controlling by setting up and
operating a system of control through concurrence.
Effective management involves harmonious working relationship with
personnel. The skills are required of administration and management on the
foundation of theory on how to manage people.
There are certain processes to be performed, general principles and rules
to be observed, as well as tools, techniques, and methods to be utilized in the
management of personnel in any organization regardless of its type, purpose, or
the qualification of its personnel. This fact holds true whether the organization is
business, government, research, military, educational or some other type of
organization.
In the Philippine National Police (PNP) organization, the police functions
can be divided into four broad categories under which their duties are grouped.
These are order maintenance, law enforcement, emergency services, and crime
prevention. In addition, the police provide a variety of services that are not
normally considered to be part of their function. Since the police provide 24-hour-
a-day service at no charge, they may be asked to respond to almost any
conceivable problem. In this capacity, the police frequently act as type of clearing
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
5
house; if they can not solve the problem, the police direct the complainants to the
appropriate government agency or private enterprise.
The order maintenance function is the area to which law enforcement
officers devote most of their time. This function includes providing for the
community’s sense of well being through a police presence; assisting to maintain
an orderly flow of traffic; guaranteeing the constitutional rights of all people;
assisting those in need; identifying problems within community, and resolving
interpersonal conflicts.
Moreover, the law enforcement mission is the most popular with
individual police officers. Law enforcement is what police officers refer to when
they speak of “real police work”, as compared to the many order maintenance
assignments making up calls for police service. Law enforcement means
providing for the safety of the public by enforcing violations of laws and
ordinances committed in their presence; investigating criminal activity and
bringing criminal suspects before the court for trial.
Another important function of the police is providing rapid response to
people in physical danger, both police protective services and emergency first aid
to those in need of such services. The best argument for maintaining uniformed
patrol lies in the delivery of emergency services. The deployment of personnel
throughout the entire area of jurisdiction reduces the response time required for
calls for service. Time is not relevant for most police calls, but true emergencies
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
6
require a short response time. Thirty seconds may mean the difference between
life and death to someone whose breathing has stopped or who has been involved
in a serious accident. Since it is impractical to have ambulances and fire trucks
patrolling an area for rapid response to emergencies, they must assume that the
necessity exists for the police to fulfill this function.
Crime prevention involves deterring criminal activity through the use of
uniform patrol techniques, crime prevention programs, and selective enforcement
techniques. People assume that the policemen are experts in the prevention of
crime, although so far there are no specific training established.
Statement of the Problem
This study focuses on the personnel management policy with emphasis on
the recruitment , promotion, placement of officers in the key position, assignment
and transfer, and the training development of PNP personnel. Specifically, the
study deals on the following concern:
1. What is the extent of knowledge of the personnel in the Police Regional
Office-Cordillera on the personnel management policies?
2. What is the extent of enforcement of personnel management policies?
3.
What is the extent of influence of factors on the enforcement of
personnel management policies?
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
7
4.
What is the extent of performance in duties and responsibilities of
personnel on the enforcement of personnel management policies?
5.
What is the extent of seriousness of problems on the enforcement
of personnel management policies?
Objectives of the Study
Generally, the study aimed to assess the enforcement of personnel
management policies as influenced by administrative and political factors.
Further, the five specific objectives formulated are the following:
1.
To determine the extent of knowledge of the personnel on the
enforcement of personnel management policies;
2.
To determine the extent of enforcement of personnel management
policy;
3.
To determine the extent of influence of factors on the enforcement
of personnel management policies;
4.
To determine the extent of performance in duties and
responsibilities of personnel on the enforcement of personnel management
policies;
5.
To determine the extent of seriousness of the problems on the
enforcement of personnel management policies.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
8
Importance of the Study
The findings of this study may guide the office in assessing the
effectiveness of its personnel policy implementation process, in determining the
factors that influence such process, and in undertaking appropriate measures to set
right flows in the existing system.
This study may also help administrators look deeper into certain aspects of
existing polices that need to be strengthened or emphasized. This will lead to the
newer directions in the improvement of the situations or conditions related to the
existing personnel management policies and practices. It can guide the
administrator in the formulation of management design to meet the needs and help
them improve the policies.
Moreover, this may also be a basis for the personnel to be aware of the
policies of the administrators which are being implemented. This will serve as a
guide to future administrators, operation planners, and policy makers in designing
a program on strict implementation of the management policies, in preparing
measures to minimize the problems that may arise and for following fair
management practices in recruitment and selection, promotion, selection and
placement, assignment and transfer, training and development of PNP personnel.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
9
Scope and Delimitation of the Study
The scope of the study is categorized into five major concerns: extent of
knowledge of personnel on personnel management policies; extent of
enforcement of personnel management policies; extent of influence of factors on
the enforcement of personnel management policies; extent of performance in
duties and responsibilities of personnel on the enforcement of personnel
management policies; and extent of seriousness of problems on the enforcement
of personnel management policies.
It is mainly confined on the four branches of the Regional Personnel and
Human Resource Development Division of the Police Regional Office-Cordillera
namely: Recruitment and Selection Branch, Personnel Plans and Policies Branch,
Records Management Branch and Human Resource Doctrine and Development
Branch.
There are many personnel management policies but this study focused on
the common personnel policies and determined the extent of enforcement of the
personnel on the provisions of each policy.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
10
REVIEW OF LITERATURE
This section presents data on pertinent provisions of the law, policy
implementation concepts, theories, and studies conducted that have significant
bearing on the problems stated.
Vision, Mission, and Functions/Duties of the
Regional Personnel and Human Resource
Development Division of PRO-Cordillera
Vision
The RPHRDD of PRO-Cordillera envisions an efficient organization,
administration and operation, including recruitment, selection, promotion, and
retirement of members of the PNP.
Mission
The mission of the RPHRDD states to assist in the exercise of command
pertaining to management of PNP uniformed and non-uniformed personnel as
individual; manpower procurement and control; personnel records and reports;
discipline, law and order; morale, personnel services and personnel procedures;
and other personnel matters.
Functions/Duties
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
11
The functions and duties of the RPHRDD office of PRO-Cordillera are the
following:
1. Studies and serves information pertaining to the personnel activities;
2. Furnishes estimate, advice and analysis on personnel matters;
3. Prepares personnel plans and projections;
4. Translates decision into directive concerning personnel information and
movement or deployment of elements;
5. Recommends changes in plans, policies and orders to insure the
efficient procurement and employment of the human resources;
6. Ensures that training is directed towards law enforcement, internal
security operations and delivery of appropriate and adequate police services;
7. Ensures that course content includes correct attitudes and values,
commitments to the police service and modern techniques necessary in the
performance of functions;
8. Formulates polices for PNP career management and development
attained through rotation in assignment or duty in order to produce well-rounded
PNP personnel;
9. Ensures that rules and regulations on promotion relative to appropriate
training be implemented equitably.
Personnel Management Policies of the
Police Regional Office-Cordillera
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
12
Recruitment and Selection of PNP Personnel
This refers to the process by which applicants are screened and
their qualification evaluated vis-avis the criteria and requirements for entering
the police service. Primarily, it aims to improve police visibility which is one
of the areas of concern. There is a need to increase the number of policemen
in the field, particularly in the functional areas of crime prevention, crime
suppression and counter-insurgency operation.
Promotion of PNP Personnel
It refers to the advancement of an employee from one position to another
with an increase in duties and responsibilities as authorized by law, and usually
accompanied by an increase in salary. Primarily, it aims to provide a uniform and
systematic standard in the selection and screening of candidates for regular or
special promotion; to insure selection of the most capable candidate for promotion
based on established criteria; and to upgrade the PNP officer and non-officer
corps.
Selection and Placement of PNCOs to Key Officers
Basically, this refers to the formal designation and assignment of an
officer to a key position through their qualifications. Primarily, it aims to establish
an objective selection and placement system that is firmly anchored on the merit
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
13
and fitness principles; to create equal access and opportunity for professional
growth and career advancement for all qualified and competent police
commissioned officers in the PNP, regardless of their source of commission; and
to provide for the fair adjudication of any protest, complaint or grievance arising
from the implementation of the selection and placement system.
Assignment and Transfer of PNP Personnel
The movement from one position to another is called the equivalent rank,
level or salary without break in service involving the issuance of an appointment.
The philosophy underlying the practice of assigning PNP members within their
respective places of residence is premised on certain factors, such as: the history
proven fear of ostracism for PNP members and his family should the former
resort to shameful acts, such as extortion (kotong), in his place of residence; said
members are familiar with people, the culture, the terrain and other conditions
prevailing threat; practical economics- Many PNP members have their own farms
which provides them and their families with much of their food requirements,
resulting in substantial savings. If assigned in their places of residence, very often
they do not have to rent houses or living quarters. The “extent family” culture
enables the police members to avail themselves of economic aid in emergencies
from their parents and relatives; and allowing the police members to stay with
his/her spouse reinforces family solidarity.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
14
Training and Development of PNP Personnel
Training and development of PNP Personnel refers to the acquainting of
personnel, molding their character, improving their behavior with the objective of
projecting good image of PNP. Primarily, it aims to provide PNP personnel
necessary and relevant training in order to enhance professional development; to
develop personnel acceptance values, skills, and knowledge in preparing them for
specified jobs/responsibilities; to enhance individual proficiency and unit
operational readiness; to provide PNP personnel with the knowledge, skills, and
attitudes necessary in law enforcement to enable them to discharge their duties
efficiently and effectively; to refresh their knowledge and update their
investigative skills on the current techniques and procedures in investigation; to
acquaint them with new laws enacted by congress, particularly those pertaining to
law enforcement and its application; and to develop PNP personnel to be mentally
alert, upright and physically fit which are essential factors for law enforcers to
serve the community better.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
15
Common Legal Bases of Personnel Management Policies
Of the Police Regional Office-Cordillera
Legal Bases on Recruitment and Selection
Pursuant to Section 14 of RA 6975, otherwise known as the Department of
Interior and Local Government Act of 1990, mandates the National Police
Commission to prescribe rules and regulations governing the recruitment,
selection and appointment of PNP uniformed personnel, and to ensure the quality
of personnel entering the police service, and strengthen the foundation of police
professionalization, standard procedure for recruitment and selection of PNP
personnel shall be adopted and established.
Legal Bases on Promotion
Section 16 of RA 6975, (DILG Act 1990) authorize the National Police
Commission to prescribe rules and regulations on the promotion of PNP
personnel, policies shall be issued for strict adherence. Promotional action shall
be aligned towards recognition of good performance in the service and potential
to discharge greater duties and responsibilities in the next higher grade.
Promotional policy shall serve as an incentive to promote higher levels of
employee’s morale and work performance. Each PNP member’s progress depends
mainly on his own initiative, skill and ability and creditable work on the present
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
16
job and persistent effort to render valuable service will also increase one’s
chances for deserving a promotion.
Legal Bases on Selection and Placement
of PCOs in the Key Position
Consistent with provisions of Republic Act 6975 and the Civil Service
Law, it is a policy declaring the NAPOLCOM and the PNP to promote
professionalism in the police service through the institution of merit and fitness as
the primary consideration in the selection and placement of officers to key
positions in the organization.
Legal Bases of Assignment and Transfer
For maximum efficiency and effective law enforcement, and pursuant to
Section 63 of RA No. 8551, PNP members with the ranks of Police Officer 1 up
to Senior Police Officer IV shall be assigned to the city or municipality of their
recruitment and/or their residence, and could only be relieved or reassigned for
cause to locality preferably within the district or province or to another province
within the regions. Only in the extreme cases based on justifiable reasons shall
such reassignments be made outside the region. For the ranks of Police Inspectors
and higher ranks their relief and reassignments may be effected when the
exigency of the service so requires.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
17
Legal Bases on Training and Development
The Philippine National Police three program action plan, O.N.E. PNP,
where E stands for Education, Training and Benefit Improvements is the
investment in the police who will do battle to win the street. In relation to
NAPOLCOM Resolution No. 92-036, training program is designed to serve as
guide to PNP personnel in the conduct of in-service training activities required,
considering the very limited resources provided them. It focuses on basic
knowledge and skills essential to police work as well as to those that address
contemporary concerns, such as the drug problem, kidnap for ransom and
terrorism.
Factors That Influence Enforcement
of Personnel Management Policies
Policies and Procedures as Bases of
Unified Policy Direction and Action
The relevance of clearly stated policy to the implementation process is
expressed through Mc Facland’s (1974) description of policy as guide to the
actions or decisions of people in organization. It is planned expression of the
organization’s official attitudes toward the range of behavior within which the
organization permits or desires its employees to act. It takes the form of statement
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
18
which can be appraised if it is established in anticipation of questions that arise as
to whether or not a given act is prohibited.
Policy may be classified as general or specific according to the amount of
detailed description contained in the statement. General policy applies to the
entire organization and then defined by an implementing policy statement for a
specific department or division. The department or division policy statement is
intended to guide those in the lower management in carrying out the general
policy of the organization (Andres, 1991).
Responding to a question by Bordewich (2001) in an interview on what
lessons Singapore can teach to other Asian nations, former Prime Minister Lee
Kuan Yew stressed that if a government wants to grow to its maximum or
optimum potential, it must structure its society and policy such that it can make
maximum use of international capital, management skills, marketing skills,
technology and knowledge.
Pressure Groups whose Interests
Are Affected
In a business-government-society interrelationship, society is an all-
encompassing concept. Both business and government are institutions operating
within society. Individual components in society are constantly in motion and
interacting to produce changes. Business and government, of course, interact
constantly. They both also influence and are continuously influenced by other
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
19
aspects of society, such as changing social values, pressure groups, technology,
intellectuals, workers, educational institutions, lawyers, consumers, prices, and so
on. The mixture of these interrelationships varies from time to time (Steiner and
Steiner, 1994).
There is no homogenous conception of bureaucracy, but all public
bureaucracies operate in the administrative worlds of behaviors, institutions,
processes and policies. These “worlds” significantly affect the professional lives
of public administrators. Development, implementations and evaluation of public
policies constitute the fourth major worlds of the public administrator. Individuals
affiliated with small and large groups can influence the policies and procedures of
formal organizations, which in turn, affect the major functions of agencies.
(Berkley and Rouse, 1994)
National and international policies increasingly undermine the sustainable
development efforts of Non-government Organizations and People’s
Organizations. In the face of such challenge, these NGOs and Pos have identified
several interrelated goals and priorities. Such priorities include the need to change
detrimental government policies, use grassroots experiences and innovations as
the basis for improved policies, and strengthen local capabilities and structures for
on-going public participation. NGOs and community organizations in the
Philippines are recognized internationally for their creativity and experience in
development, coalition building and advocacy. (Miller and Razon-Abad, 1997)
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
20
Section 15, Article XIII of the 1987 Constitution recognizes that people’s
organizations are bona fide associations of citizens with demonstrated capacity to
promote the public interest and with identifiable leadership, membership, and
structure. Furthermore, Section 16 states that the Constitution recognizes the right
of people and their organizations to effective and reasonable participation at all
levels of social, political and economical decision-making by directing that the
same right shall not be abridged. As a matter of fact, it directs the state to
facilitate the establishment of adequate consultation mechanism. (Martin, 1987)
Provisions of the Law Requiring
Strict Adherence
Wilcox (1950) cited the problem encountered by the Federal Trade
Commission on irregular business activities. The only formal action that the
commission can take is to issue an order to cease and desist. Such an order has
serious weaknesses. It can forbid a practice that is in itself illegal but it cannot
forbid one that would otherwise be lawful on the ground that it is an integral part
of an unlawful plan. It can tell respondents to complaints filed what they are not
to do but it cannot require them to take affirmative action to rectify past wrongs or
to afford assurance against future ones. The order is strictly limited in scope. It is
confined to a particular offense by a particular in a particular case. It leaves the
respondent free to offend in a different way. Likewise, it leaves his neighbor free
to offend until an order has been issued in another case.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
21
Indeed, there are limits to the law. It can make a person just, sober, or
ethical. It can make people love their neighbors. It can make a business prosper.
The law sets minimum standards of conduct that society will tolerate. This does
not mean that there are no other conduct or behavioral controls that would be
useful in society. It simply means that there are limits to the effectiveness of law.
A law must possess several good characteristics to be effective in our system-
predictability, flexibility, reasonable application and coverage. If any of the
characteristics is missing, then it is likely that the law will not be effective.
However, not all legal rules contain these elements. Laws that do not are often
rendered nullities or cause severe strain on the law enforcement process.
(Whitman and Gergacz, 1985)
Institutional Regime Characteristics or
System of Governance of the Local
Administration
Political regimes or any political movements cannot long endure unless
they have popular support. It is the task of the regime’s ideology to draw much
needed support, and to sustain it so that the regime may not be paralyzed or be
derailed in the pursuit of its goal. Ideology is the set of ideas and beliefs that serve
as the framework for understanding political reality-the political regime and its
institutions-and for defining the role of people in society. Legitimization refers to
how the political regime and its authority are accepted by the community, to how
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
22
its laws are complied with, and to how its policies are carried out. If the political
regime is no longer respected, then it is said to suffer from “legitimization crisis.”
And when political regime losses its legitimacy, its reason for existence becomes
precarious. (Tuibeo, 1998)
Philippine political institutions and policies have had to make some
adaptions and adjustments as a consequence of global imperatives that have gone
beyond the artificial political boundaries of the nations of the world. The
enactment of Local Government Code of 1991 is considered as the national
government’s primary response to this global challenge. Largely motivated by
their new-found powers, Philippine local government units have explored
different innovative ways of boosting the local economies. (Brillantes, Jr., 1998)
It is, however, sad that politics or the practice of politics is now associated
with the art of deception, intrigues, demagoguery and ruthless egoism. The fact is
that, once in the corridors of power, some people, whether elected or appointed,
make use of their offices for personal aggrandizement. Through political
maneuvering, some politicians and officials of the state bureaucracies become
rich overnight, thus confirming the suspicion that politics is but a license for
plundering public money and property. (Tuibeo, 1988)
Type of Decision Making Tackled
From the standpoint of effectiveness, decentralization and worker
participation seem, on balance, to provide an edge over more centralized
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
23
approaches. For example, Hitler’s favorite architect, Albert Speer, felt that the
armaments industry was overly bureaucratized, so he took steps to make the
industry more results-oriented. First, he introduced group and collegial decision-
making in his armaments ministry by establishing an open organizational
atmosphere. Second, he changed the authority dimension in the organization so
that the tasks determined who was in charge rather than relying on formal chains
of command. Third, systems were temporary-when tasks were completed the
organizational structures designed to support the tasks were dismantled. Fourth,
responsibility was given to subordinates so that their self-interest was linked to
the performance of the ministry. Speer was evidently successful in implementing
these managerial innovations; armaments’ production more than tripled between
1941 and 1944. (Bozeman and Straussman, 1990)
Thus, the administrator must have the capacity to exercise discretion
before he has explicit responsibility, and that delegation of responsibility by a
bureaucrat tends to increase his casual responsibility will be the greatest if he
stands at the top of the hierarchy. And that is entirely appropriate because if he
stands at its peak, the weight of his accountability will be the heaviest also. Again,
the healthy bureaucratic situation at all levels is a favorable situation of
responsibility. (Spiro, 1969)
It is the general principle of law, expressed in the maxim, delegatus non
protest deligare, that a delegated power may not further be delegated by the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
24
person to whom such power is delegated. Apart from statue, administrative
officers, in whom certain powers are vested upon or in whom certain duties are
imposed, may deputize others to exercise such powers or perform such duties.
Usually, deputizing depends upon whether the particular act or duty sought to be
delegated is ministerial, on one hand, or, on the other, may be delegated to
assistants whose employment is authorized. There is no authority to delegate acts
that are discretionary or quasi-judicial in nature unless, of course, authorized by
the legislature. (Sibal, 1999)
Power Capabilities and Strategies
of Department, Division and
Section Head
In analyzing the relevance to Philippine Public Administration of culture
perspective in organization theory, Varela (1993) cited the contentions of Shafrits
and Ott (1987) that power-politics perspective views organizations as complex
systems of individuals and coalitions, each having its own interests, beliefs,
values, preferences and perceptions. The coalitions compete with each other
continuously for scarce organizational resources. Within this perspective, power,
politics and influence are critically important and permanent facts in organization
life.
Furthermore, Varela (1993) cited the contention of Balridge (1971) on
power politics perspective that organizational goals are rarely established by those
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
25
in positions of formal authority. They are the results of maneuvering and
bargaining among individuals and coalitions. Organizations have many
conflicting goals, and different sets of goals take priority as the balance of power
changes among coalitions. In the theory of organizational power and politics,
organizational goals provide the official legitimations resource allocation
decisions, which are made based on the relative power of competing coalitions.
Strategic public management requires at least some provisional anchoring
of a policy issue, but usually the public manager has a limited role, or no role, in
framing the broad outlines of policy. Rather, the task of the manager is to offer a
professional assessment as to how a program fits with the broad policy area.
Framing the issue-determining types and levels of managerial discretion and
relation to objectives-is thus crucial to strategic public management. Thus, the
effective public manager should help shape the definition of the problem by
alerting the political executives to the current state of knowledge concerning the
policy area. (Bozeman and Straussman, 1990)
In the analysis on strategies in public administration, Alfiler (1993) cited
the contention of academicians and practitioners who attended a seminar on
participation at the grass-roots level that their participation is a process in which
the people are directly and actively involved in the planning and implementation
of rural development programs and projects. In the decision making process, the
people should be allowed to participate in four stages: defining the situation
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
26
requiring a decision; choosing the preferred alternatives; determining how best to
implement the decision once it is made; and evaluating the consequences of the
action taken. Thus, participation should not only be viewed as a matter of public
hearing but also as actual involvement in planning and implementation of a
program.
Political Will of Department, Division
And Section Heads in Implementing
Action Programs
A timely illustration of political will in Asia is that which Lee Kuan Yew
displayed. As Prime Minister of Singapore for more than 30 years, he personified
his island nation. He came into office as a fiery socialist, yet crushed communist
efforts to control the government. When Malaysia expelled Singapore from its
federation, threatening economic catastrophe and political collapse, Lee forged a
new politics that brought his country wealth, security and a degree of stability that
is envied throughout Asia. Critics have accused him of authoritarianism, stunting
democracy and crippling a free press. Admirers regard him as a tough-minded
pragmatist who overcame corruption and ethnic strife to make Singapore a model
of efficiency. (Bordewich, 2001)
One great challenge to political will is the influence of pressure groups.
Because of the discretion often vested in agencies by legislation, once an act is
adopted, the group struggles shifts from the legislative to the administrative arena.
Given the operating discretion of many agencies, a group that can successfully
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
27
influence agency action may have substantial effect on the course and impact of
public policies. Sometimes, relationships between a group and an agency may
become so close as to the allegation that the group has “captured” the agency.
(Anderson, 1990)
Performance Indicators in the Enforcement
of Personnel Management Polices
Appraisal of performance focuses on the individual employee. Results of
the appraisal are used for making decisions on such matters like compensation
upgrading, promotion, transfer and other employee fringe benefits. These
evaluation results are also useful for determining employee work improvement or
progress and for making an employee activity plan during the period of
employment. (Tendero, 1993)
The administrative Code of 1987 provides that there shall be established
performance evaluation system, which shall be administered in accordance with
rules, regulations, and standards, promulgated by the Commission for all
employees in the career service. Such performance evaluation system shall be
administered in such a manner that as to continually foster the improvement of the
individual employee efficiency and organizational effectiveness. (Sec. 33 of
Executive Order No. 292)
The PNP Performance Evaluation System (PNPPES) shall be made an
integral part of the Human Resource Development Program of the PNP
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
28
organization and designed to suit its unique functions in terms of difficulty
identifying quantitative targets due to the nature of police work and the frequency
of rotation and job assignments. It shall apply to all uniformed personnel of the
PNP. It shall be used to asses the performance of an individual PNP member in
terms of his contribution to the attainment of peace and order in his area of
responsibility, skills and competencies and attitudes towards work.
The performance indicators of the PRO-Cordillera has different indicators
depending on their ranks so with the NUP. These are just the common indicators
used in evaluating the PNP personnel.
Accomplishment of Work
Insistence on high standards of performance confronts much more with
job satisfaction than to laxity and indifference. Correction, firmness, or discipline
may engender a temporary feeling of resentment, but such action, constructively
done without destroying the individual’s self-respect, can still a realization which
appeals to the compelling human need for a sense of success, approval and
recognition. This sense of success refers to the feeling that one is making
progress, that there is general acceptance of one’s work, that one is achieving
what he sets out to achieve, and that one is realizing the potentialities of his skill
and his ability. Such emotional satisfaction is affected not only by what he
accomplishes but also by how those with whom he works and reacts to what he
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
29
accomplishes. People work nor for bread alone but for the satisfaction of social
acceptance. (Stahl, 1971)
Thus, it is not enough for the effective strategic public manager to simply
be people-oriented. Most managers can go along way relating one-on-one to
associates and others with whom they are interdependent, but the strategic public
manager not only is people-oriented but also appreciates the specific roles that
individuals must play to accomplish goals and, just as important, has an ability to
see how all the individual pieces of the puzzle fit together. (Bozeman and
Straussman, 1990)
Public Relations
Public relations is concerned with survival because, in the long run, no
enterprise can endure without public support. For this reason, public relations lies
at the heart of administration and is a function for which the chief executive
himself must be responsible. Public relations pay off in only one currency-the
survival of the program through sustained public support. In other words, public
relations is a planned program of policies and action designed by an administrator
to build public confidence in, and increase public understanding of, his program
or agency. A public relations program may be designed for both defensive and
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
30
offensive purposes. The defensive aspect of it protects the institution from attack
and misunderstanding, and the offensive enhances its prestige and influence.
(Dimock and Dimock, 1996)
The Civil Service Commission widely promotes the slogan “Mamamayan
Muna, Bago Mamaya Na” (“The Citizens Now, Not Later”). The immediacy of
having the citizen served before anything else implies that it is not just a matter of
customer satisfaction but also delight. On one side, however, the program is
double-edged as one mechanism for assessing the performance of the public
employees. Generally, serving the public is the raison d’ etre of the government’s
existence. The application of Total Quality Management (TQM) in government
organizations therefore promotes the rendering of service that would satisfy the
public. (Mangahas and Leyesa, 1998)
Office Relations
Beginning in the late 1920s and carrying through the 1930s, the Harvard
Business School under the leadership of Elton Mayo conducted research that
became known as Hawthorne studies focused on the essence of the organization
as a social system. The arguments of the Mayo Group centered around a view of
social man as seeking satisfaction primarily by membership in stable work
groups. The moral for management was also quite clear-rather than operating on
“automized economic automations,” it should work through the small group by
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
31
encouraging its members to develop favorable views of their situation, and by
avoiding creating a source of frustration or threat. Consequently, various
techniques were suggested such as expressive supervision and worker
participation, which, it was thought, would promote a climate of good human
relations in which work groups could “usefully” function. (Nigro and Nigro,
1992)
Administrative culture can be influential to office relations. As an
operational concept, administrative culture can also be viewed as organizational
culture or the personality particular to a specific organization. Meanings attributed
to such culture are observed behavioral regularities when people interact, such as
the language used and rituals around deference and demeanor; or the norms that
evolved in working groups; or the philiosophy that guides an organization such as
its policy toward employees and/or clients. It is also seen as the rules of the game
for getting along in the organization, or the ropes that a newcomer must learn to
become an accepted member. (Shein, 1985)
Punctuality and Attendance
Members of the Philippine National Police (PNP) are not covered by the
eight hour labor law (C.A. No. 444) and/or by the 40-hour a week law (R.A. No.
1880) and that they are still covered by Sections 259 and 566 of the revised
administrative code.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
32
The Supreme Court in a decision dated August 30, 1968 (Juanito Carlos,
Petitioner vs. Antonio Villegas, et al., Respondents – Appellee, No. L-24394) had
explicitly ruled that the Eight Hour Labor Law (C.A. No. 444) and the 40-Hour A
Week Law (R.A. No. 1880) are not applicable to Firemen, Garbage Collectors
and other civil service employees who are required by the very nature of their
work and the exigency of the service, to be regularly on round-the-clock
observance of their duties.
The Supreme Court further declared in said decision that Sections 259 and
566 of the Revised Administrative Code, which have not been repealed by C.A.
No. 444 and R.A. 1880, are the ones applicable to firemen, garbage collectors and
other civil service employees whose official functions normally require over-time
services. As such PNP members may not collect over-time pay for overtime
services.
There is no gain saying the fact that the nature of work of the uniformed
members of the PNP requires them to be always on the alert and available to
respond to any call for police assistance, which may occur at any time of the day
or night, thereby normally necessitating round-the-clock observance of their
duties.
As a general rule, uniformed members of the Philippine National Police
(PNP) shall not be required to render service for more than eight (8) hours a day
for five (5) days or a total of forty (40) hours a week; the interest of the public
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
33
service, the Chief of PNP may extend the number of hours of work or require any
or all of the members of the PNP to render duty not only on work days but also on
weekends and holidays; and unless otherwise explicitly provided by law, any
overtime duty performed by uniformed members of the PNP or service rendered
by them on weekends and holidays, whether such service is done voluntarily or
exacted of them under authority of law, shall not entitle them to over-time
compensation.
But the Non-Uniformed Personnel (NUP) are covered by Section 5,
Omnibus Rules Implementing Book V of Executive Order No. 292 wherein they
shall render not less that eight hours of work a day for five days a week or a total
of 40 hours a week, exclusive of time for lunch. As a general rule, such hours
shall be from eight o’clock in the morning to 12 o’clock noon and from one
o’clock in the afternoon on all days except Saturdays, Sundays and holidays.
Initiative and Readiness for Service
The great sage about human affairs, John W. Gardner, has observed is that
there could be nothing more satisfying than to be engaged in work in which every
capacity or talent one may have is needed, every lesson one may have is used, and
every value one cares about is observed. The fact is that broad ethical drives,
combined with the stimulus of tackling society’s major problems, suggest a
pattern of managerial behavior that entails treating each employee as a
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
34
worthwhile human being bent upon doing his utmost ability to get the job done. If
people accept that man generally wants to work and derives great satisfaction
from a productive concentration of his energies, then the management problem
becomes one of reconciling man’s objective with those of the organization.
Achieving those objectives would be one of the employee’s greatest rewards.
Here lies the avenue to optimum effectiveness and innovation. (Stahl, 1971)
Paragus-Ancheta (1991) cited the notion that job involvement is clearly
related to motivation and job satisfaction. Studies show that what causes a person
to be intensely involved with his job depends on the personal characteristics of the
employee on the job itself, and that those high in job involvement allows for the
satisfaction of the growth needs. Accordingly, research has shown that stimulating
job-those high in autonomy, variety, task identity feedback and work
participation, are the ones that invite strong sense of involvement.
Stress Tolerance
Contrary to popular belief, stress is not pressure from outside situations.
Researchers call those outside situations stressors-multitudes of daily occurrences
that call for adjustment. Responding to situations constitutes stress. Stress begins
with being anxious because of the workload or home pressures. It affects people’s
mental, emotional, and physical health, productivity, and safety. In order to cope
up successfully with stress, leaders need to recognize stress as a facilitator as well
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
35
as barrier to effective leadership. Stress, aside from causing emotional, mental and
physical problems, can also provide opportunities. And while prolonged exposure
to stress can decrease resistance to disorder, it can also help people to cope
effectively and can actually strengthen their restrictive resources in the face of
threatening circumstances. It can increase ability to cope with even greater
stressful situations in the future. (D’ Souza, 1989)
As cited by D’ Souza (1989), Cardiologists Friedman and Rosenman
(1974) speak of People’s Type-A personality, which is more prone to stress-
related illness such as heart disease than Type-B personality. Leaders exhibiting
Type-A behavior patterns constantly try to achieve more and more in less time.
No matter how much they do, they never finish their work because they
constantly see something more to do. They also like to do things their way and
exert a lot of effort to ensure that others do even trivial tasks their way.
Unfortunately, they often fail to distinguish between important and unimportant
situations. They enjoy action and try to modify the behavior of other people to
achieve organizational goals.
In contrast, the Type-B personality is more easy-going. Not many
managers of organizations are these type-B leaders who tend to be overly tolerant
of non-compliance, regardless of the importance of the situation. Whereas Type-A
leaders feel reinforced by getting compliance, Type-B leaders do not actively seek
out compliance and do not feel highly threatened by its lack.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
36
Leadership Capabilities of Supervisors
Today’s leader must create an organizational culture where ideas come
unhampered by fearful people. Such leaders are committed to problem-finding,
not just problem-solving. They embrace error, even failure, because they know it
will teach them about success. They create adaptive, creative, learning
organizations. Such organizations have the ability to identify problems, however
troublesome, before they become crises. These organizations are able to rally the
ideas and information necessary to solve their problems. They are not afraid to
test possible solutions, perhaps by means of pilot program somewhere in the
organization and finally, learning organizations provide opportunities to reflect on
and to evaluate past actions and decisions.(Bennis, 1992)
Anyone who hopes to spell out the qualities of a leader is engaged in a
perilous and problematic situation. Leadership is, to a great extent, determined by
the needs of the situation. Hitler’s peculiar leadership abilities needed a particular
situation in which to flourish required not only the conditions that existed in
Germany.
Judgment and Decision Making of Supervisors
Bozeman (1993) describes political meddling in administrative decision
making as the intrusion of political criteria into technical decision. In a script,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
37
Bozeman presented the common situation that after policy analysts have carefully
studied a decision, the agency makes a rational choice that it is technically sound
and not extravagant. In the meantime, lobbyists pressure elected officials for the
less preferred choice. Elected officials in turn pressure agency to change its
policy.
Decision is essentially a process rather than an isolated act without
continuity in time. Decision involves a before and after, not just a particular
moment. Every act is part of psychological and social process and its
consequences may stretch far into the future. What this means is that decision-
making is essentially an institutional, not merely personal, matter. Hence, a main
problem, especially in large organization, is how to bring all the relevant
intellectual resources available to the agency to bear on the decision. (Stein, 1948)
An administrator with exceptional skill and training can reinforce his
formal authority in organizational decision-making. His influence is strengthened
by the opportunity he gives the specialist to argue from objective basis: it is the
“law of the situation.” The technical demands of the issue at hand that shapes his
recommendations. If these recommendations happen to enhance his power or the
program of his agency, this is only a fortuitous by-product of overriding skill
considerations. Needless to say, there are endless examples of specialists being
influenced by power and program as well as pure science. (Pfifher and Presthus,
1960)
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
38
Anderson (1990) suggests three theories of decision-making that may be
employed by policy implementers. First, the Rational Comprehensive Theory
draws considerably from the economist’s view of a rational person that would
make decision as well as form theories of rational decision making developed by
mathematicians, psychologists and social scientists. Second, the Incremental
Theory, a major approach to problem solving, suggests a conservative and
practical view to administrators in order for them to meet new challenges, slowly
and progressively. Third, the Mixed Scanning Theory recognizes the limited
human capability to secure purely rational decisions, while continuing to value the
system analysis techniques applied in the rational comprehensive process.
Conceptual Framework of the Study
Policy implementation in the RPHRDD is anchored on policies that are
formulated based on the vision, mission, goals and functional statements. Such
policies have legal bases whose applications are either national or local in scope,
and are enforced through administrative or political course of action taken by the
office.
A policy is a choice of a course of action, actual or perceived. It is more
comprehensive than a decision because it provides the framework within which
particular and specific decisions are made. In certain ways, it is an aggregation of
particular decisions, a cumulative result of incremental choices and actions.
Specifically, a public policy is a composite of decisions that government makes
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
39
and entails programs that the implementer embarks upon or implement to achieve
goals. It may be verbal, written or implied overall guide setting up boundaries that
supply the general limits and direction in which managerial action will take place.
Administrative and political systems influence public policy. The systems
theory portrays public policy as an output of the political system. The concept of
system implies that an identifiable set of institutions and activities in society
function to transform demands into authoritative decisions require the support of
the whole society. It also implies that elements of the system are so interrelated
that the system can respond to forces in its environment, and it will do so in order
to preserve itself.
A public policy can be assessed according to the degree the objectives of
the program has been achieved and expressed in terms of the performance,
impact, or accomplishments. It can be assessed whether it has impact on the
problem or need that it intended to address or has employed procedures or
methods of analysis appropriate to the type or character of the program.
The operational paradigm in Figure 1 shows the application of the
foregoing conceptual framework. Considered under independent variables are the
personnel management policies and the extent of knowledge of the common legal
bases of personnel management policies that both indirectly influence the
performance of the personnel and the enforcement of personnel management
policies.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
40
Generally, the personnel management policies aim to enforce the
provisions of the common legal bases and other pertinent laws. The primary aims
of personnel management policies are to initiate, review and recommend changes
in policies, plans, programs and procedures on personnel and administrative
matters: Specifically, to recruit and select quality personnel in entering the police
service to strengthen the foundation of police professionalization, to promote
deserving PNP personnel with their own initiative, skill, ability and creditable
work on the present job and persistent effort to render valuable service, to select
and place Police Commissioned Officers to Key Positions through merit and
fitness to promote professionalism in the police service, to reassign, transfer or
relief PNP personnel to the exigency of the service and assign to municipality of
their residence, and to conduct in-service training to provide all members of PNP
with the specialized skills and technical knowledge necessary in law enforcement.
The enforcement of personnel management policies has to be in
accordance with the provisions of pertinent laws. Among the policies, the most
common are: Republic Act 6975 Sect 14 relative to recruitment,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
41
INDEPENDENT
VARIABLES
INTERVENING
Personnel Management
VARIABLES
Policies of PRO-
Cordillera
DEPENDENT
Extent of Knowledge of
Factors Affecting the
VARIABLES
Personnel on the
Common Personnel
Enforcement of
Management Policies
Personnel
•
Management Policies
Extent of Performance
Recruitment and
of Personnel in the
Selection of PNP
Enforcement of
Personnel
•
Personnel Management
Promotion of
Polices
PNP Personnel
Problems Affecting
• Selection and the Enforcement of
Placement of Personnel
Extent of Enforcement
Police
Management Policies
of Personnel
Commissioned
management Polices
Officers
• Assignment and
Transfer of PNP
Personnel
• Training and
Development of
PNP Personnel
Figure 1. Operational paradigm showing the interrelationship of variables
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
42
selection and appointment of PNP personnel; Republic Act 6975 Sect 16 relative
to promotion of PNP personnel; Republic Act 6975 Sect 51 relative to
assignment and transfer of PNP personnel, and NAPOLCOM Resolution 93-023
relative to development and training of PNP personnel.
Such laws made by the legislature are considered fundamental policies
that become the administrator’s mandate-the legal bases on which he operates.
Hence, the quality of administration depends in no small part upon the quality of
legislation. The main difficulty is that in terms of job analysis, legislators have so
many demands on their time that they have increasingly less to give to issues of
high policy.
In the course of performance of the personnel and the enforcement of
personnel management policies, certain factors intervene. The factors comprise of
policies and procedures as basis of unified policy direction and action; pressure
groups whose interests are affected that include NGOs, Pos, and political groups;
provisions of the law requiring strict adherence; institutional regime
characteristics or the system of governance of the local administration; type of
decision making tackled; power capabilities and strategies of department, division
and sections heads; and political will of department, division and section heads in
implementing action programs.
Classified as dependent variables are the extent of performance of the
personnel and the extent of enforcement of personnel management policies. The
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
43
knowledge of the personnel on the common legal bases of personnel management
policies primarily influences its performance. The performance is categorized by
certain indicators, as follows: punctuality and attendance; knowledge of work;
work judgment; quality of work; volume of acceptance of work; meeting of
deadline; acceptance of responsibility; acceptance of direction; adaptability;
effectiveness under stress; personal appearance and bearing; operation of
equipment; initiative and resourcefulness; sensitivity and concern for human
rights; and moral values and ethical. The identified performance indicators are
excerpted from the Performance Evaluation Form of the Police Regional Office-
Cordillera.
It is conceptualized that among all influencing factors, the extent of
knowledge of the personnel on the common legal bases primarily determines the
extent of performance of the personnel. As such, it is expected that if the extent of
knowledge is high, then the extent of performance is also high. Conversely, if the
extent of knowledge is low, then the extent of performance is also low. This
concept is based on an inference that if the personnel is highly knowledgeable of
the legal bases, it is expected to enforce the personnel management policies with
political will.
Furthermore, it is conceptualized that the contrasting influences of the
factors determine the extent of enforcement of personnel management policies.
Such inverse interrelationship implies that if the extent of influence of factors is
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
44
high, then the extent of personnel management policies is low. Conversely, if the
extent of influence of factors is low, the extent of influence of enforcement of
personnel management is high.
Finally, it is conceptualized that there is a directly proportional
relationship between the performance of the personnel and enforcement of
personnel management policies. That is, conversely, if the extent of enforcement
of personnel management policies is low, then the extent of performance of the
personnel is also low. The concept is anchored on an inference that the
enforcement of personnel management policies is mainly dependent on the
performance of the personnel.
The foregoing concepts can be summarized by Grindle’s (1980) concept
of policy implementation as an administrative and political process. Such concept
states that public policies – broad statement of goals, objectives and means – are
translated into action programs that aims to achieve the aims stated in the policy.
It is apparent, then, that a variety of programs may be developed in response to
the same policy goals. Action programs themselves may be disaggregated into
more specific projects to be administered. The intent of action programs and
individual projects is to cause a change in the policy environment, a change that
can be considered an outcome of the program. The distinction made here between
policy and program implies the policy implementation is a function of a program
implementation and is dependent upon its outcomes.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
45
In other words, the program spells out “what is to be done” or what course
of action to take, given one’s theory of society, man and truth. The action to be
taken will vary from place to place but always contingent on the material and
social interests of the political actors. Thus, the political action may simply be the
preservation, or the reform of the status quo, or its total reconstruction.
Operational Definition of Terms
The following concepts are used for a clearer understanding of this study.
Affecting
factors. These are the administrative and political issues that
adversely and favorably influence the enforcement of personnel management
policies.
Command Group. This comprises the office of the Regional Director
(ORD); Deputy Regional Director for Administration (DRDA); Deputy Regional
Director for Operation (DRDO); and the Regional Directorial Staff (RCDS).
Directorial Staff. It composes the following offices: Regional Personnel
and Human Resource Development Division (RPHRDD); Regional Intelligence
and Investigation Division (RIID); Regional Operations and Plans Division
(ROPD); Regional Logistics Division (RLD); Regional Police Community
Relation Division (RPCRD); and Regional Comptrollership Division (RCD).
Extent of influence of affecting factors. It is the level of adverse and
favorably influence of issues on the enforcement of personnel management
policies. It is categorized as: very great, 81 to 100 percent influential; great, 61 to
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
46
80 percent influential; moderate, 41 to 60 percent influential; slight, 1 to 40
percent influential; not, 0 percent influential.
Extent of knowledge of the common legal bases. This is the level of
knowledge of the personnel on the statues categorized as very much, 81 to 100
percent knowledgeable; much, 61 to 80 percent knowledgeable; fair, 41 to 60
percent knowledgeable; slight, 1 to 40 percent knowledgeable; and not, 0 percent
knowledgeable.
Extent of performance in duties and responsibilities of personnel. It is the
level of performance of the chiefs of offices measured as: excellent, 95 to 100
percent performed; good, 75 to 84 percent performed; fair, 65 to 74 percent
performed; poor, 1 to 64 percent performed.
Fitness. The appropriateness or suitability of an officer to occupy a
particular position, is determined from an established set of criteria.
Human resource management. It is a new term sometimes being used in
place of manpower management.
Key
Position. This is a position which calls for responsibility over a major
command of staff unit. It includes the following: Director of Provincial/City
Police Command; Chiefs of Directorial Staff of Regional Commands (RECOMS)
and National Support Units (NSUs) and Executive Officer of Directorial in NHQ
PNP. Deputy Directors of NSUs and RECOMS; District Director of NCR District
and Deputy Director of Directorial Staff.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
47
Management. This is the process of combining the efforts and resources of
people with common interest who are organized for a common purpose. It is the
mechanism through which authority is exercised and responsibility is accepted.
Merit. It refers to the qualities or characteristics of an officer which
deserve recognition or commendation.
Non-Uniformed Personnel (NUP). These are civilian employees working
in the Philippine National Police (PNP). They perform administrative, clerical and
non-police operations usually assigned in the different offices of PRO-Cordillera.
Performance of the office. This is the act of enforcing personnel
management policies by the chiefs of offices. It is identified by certain indicators
excerpted from the Performance Evaluation Form in the Police Regional Office-
Cordillera that include: punctuality and attendance; knowledge of work; work
judgment; quality of work; volume of acceptance of work; meeting of deadline;
acceptance of responsibility; effectiveness under stress; personal appearance and
bearing; operation of equipment; initiative and resourcefulness; sensitivity and
concern for human rights and moral values and ethical standards.
Personnel administration. It is used by some writers to mean the
implementation of personnel policies and programs. It covers the processes of
planning and directing the application, development, and utilization of human
resources in employment.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
48
Personnel
management. This refers to the handling, directing, and
controlling of individual employees rather than of employees as a group. It deals
with individual relationships including employees’ problems with management.
Philippine
National
Police. It is a military organization of the Philippines
created to enforce the law, maintain peace and order, ensure public safety and
internal security in the entire Philippines with the help of the community.
Police Commissioned Officers (PCO). They are police officers from
Police Inspector (PINSP) up to the highest rank of the Philippine National Police.
Police Non-Commissioned Officers (PNCO). These are Police Non-
Commissioned officers from Police Officer 1 (PO1) to Senior Police Officer 4
(SPO4).
Police Regional Office-Cordillera (PRO-COR). It is a police regional
office of the PNP in the Cordillera region composed of six Police Provincial
Offices (PPO) namely: Abra PPO, Apayao PPO, Benguet PPO, Ifugao PPO, Mtn
Province PPO, one City Police Office (CPO) namely Baguio City Office and one
Regional Mobile Group namely the Police Regional Mobile Group respectively.
Policies. It means a continuing decision which applies to repetitive
situations.
Public
relations. This is used in personnel management which covers the
personnel manager’s contacts with employees, whether or not the latter are
unionized.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
49
Regional
Headquarters
(RHQ). It includes all offices at the regional office.
Uniformed
Personnel
(UP). It refers to the policemen of PRO-Cordillera
who are authorized by the government to enforce, maintain peace and order and
ensure public safety and internal security within their areas of responsibility. They
perform mainly operational functions. They can be classified as Police
Commissioned Officer (PCOs) and Police Non-Commissioned Officers (PNCOs)
regardless of their rank.
Hypotheses of the Study
The following are the hypothesis of the study:
1.
The personnel of the Office differ in their extent of knowledge on
the personnel management policies.
2.
Personnel management policies significantly differ in their extent
of enforcement.
3.
Factors significantly differ in their extent of influence on the
enforcement of personnel management policies.
4.
The personnel of the Office significantly differ in their extent of
performance of duties and responsibilities on the enforcement of personnel
management policies.
5.
These problems significantly differ in their extent of seriousness
on the enforcement of personnel management policies.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
50
METHODOLOGY
Locale of the Study
Camp Holmes (known today as Camp Bado Dangwa the home of PRO-
Cordillera) was proclaimed as military reservation on November 1929 by
Governor General Leonard Wood occupied by US Army units. In 1930, when the
US Army started to recruit Fiipino males with at least twenty (20) years of age in
the Philippine Army, they converted the camp into a Signal Training Camp for the
Philippine Army from 1930-1935 where Capt. Joaquin Hidalgo was then the
Commanding Officer.
During the Japanese occupation, Camp Holmes was occupied by Japanese
soldiers until they surrendered. Then, it was again occupied by Philippine Army
Units followed by the element from the newly organized Military Police
Command.
When the late Major Bado Dangwa died on March 18, 1976 PSSUPT
ROGELIO AGUANA was the incumbent Commanding officer of Camp Holmes.
He then passed a proposal for the change of Camp Holmes to Camp Bado
Dangwa in honor of Major Bado Dangwa for his remarkable contribution during
the World War II and as a public servant. Major Dangwa became a legend during
the Japanese occupation when he organized the 12th Infantry which was later
integrated into the famous 66th Infantry Regimen, USAFIP, NL. He was
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
51
honorably discharged as a Major. He had been a Congressman for Mountain
Province in two terms after his discharge in the military service.
Originally, the Military Police Command was divided into four zones. All
provinces in Northern Luzon covered under the1st PC Zone to include Mountain
Provinces and its sub-provinces; Ifugao, Benguet, and Kalinga-Apayao. Later, it
was reorganized into 12 Regional Commands (RECOM) under the defunct
PC/INP. Baguio City and provinces of Abra, Benguet, and Mt. Province were
under RECOM 1 while the provinces of Apayao, Ifugao, and Kalinga were under
RECOM 2.
Immediately after the February 1986 Revolution, the government drafted a
new constitution, which was subsequently ratified by the people in a succeeding
plebiscite. The constitution is now known as the duly ordained and promulgated
1987 Constitution of the Republic of the Philippines. Section 6 of Article XVI of
the same constitution provides that the state shall establish and maintain one
police force which shall be national in scope and civilian on character. This
provision led to the passage of Republic Act (RA) 6975, otherwise known as the
PNP Law, which eventually led to the creation and activation of the Philippine
Nation Police (PNP).
Further, the 1987 Constitution provides that there should be an
autonomous region to be created in Cordilleras. Hence, on July 15, 1987, EO 220
was issued by President Corazon Cojuangco Aquino creating CAR.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
52
Consequently, Mountain Province, the provinces of Abra and Benguet, the city of
Baguio were separated from Administrative Region 1 (Ilocos) and provinces of
Kalinga-Apayao and Ifugao, from Administrative Region 2 (Cagayan Valley) and
integrated into the Region. As a result, to satisfy the provisions of Section 6 of
the Executive Order (EO), the GHQs of the AFP issued GO 209 on April 17,
1989 which provided for the constitution and activation of the RECOM thus from
previously known as the PC/INP Command by virtue of LOI 26/88 which took
effect on March 23, 1989 renamed Cordillera Regional Command through GO#
209 dated April 17, 1989.
The use of the word REGIONAL COMMAND was changed to POLICE
REGIONAL OFFICE through NAPOLCOM Res Nr 96-058 dated July 31, 1996.
On August 1, 2001, PRO-CAR was again renamed as Police Regional Office-
Cordillera (PRO-COR)
PRO-Cordillera has a total strength of three thousand two hundred eighty-
eight (3,288) personnel as of December 31, 2005 broken down as follows: Two
hundred sixty-one (261) Police Commissioned Officers (PCOs): Two thousand
eight hundred eighty-two (2,882) Police Non Commissioned Officers (PNCOs);
and one hundred forty-five (145) Non Uniformed Personnel (NUP).
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
53
Table1. The strength of each office
UNITS PCOs
PNCOs
NUP
TOTAL
Police Regional Office (RHQ)
30
130
80
240
Regional Office Support Group
15
170
15
200
Police Regional Mobile Group
11
167
0
178
Abra Provincial Police Office
39
445
2
486
Benguet Provincial Police Office
38
422
11
471
Baguio City Police Office
39
461
20
520
Ifugao Provincial Police Office
23
272
4
299
Kalinga Provincial Police Office
23
326
6
355
Mt Province Provincial Police Office
23
293
7
323
Apayao Provincial Police Office
20
196
0
216
The Police Regional Office Headquarters comprises the Command Group
and the Directorial Staffs. The Command Group composes the following offices:
the office of the Regional Director (ORD); Deputy Regional Director for
Administration (DRDA); Deputy Regional Director for Operation (DRDO); and
the Regional Chief Directorial Staff (RCDS). The Directorial Staff composes the
following offices: Regional Personnel and Human Resource Development
Division (RPHRDD); Regional Intelligence and Investigation Division (RIID);
Regional Operations and Plans Division (ROPD); Regional Logistics Division
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
54
(RLD); Regional Police Community Relations Division (RPCRD); and Regional
Comptrollership Division (RCD).
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
55
RESULTS AND DISCUSSIONS
This chapter contains the presentation, analysis and interpretation of data
gathered based on the objectives set and hypotheses formulated for testing. The
primary aim is to evaluate the enforcement of personnel management policies in
the office as influenced by administrative and political factors.
Table 3. Extent of Knowledge of the Personnel of Police Regional Office-
Cordillera on the common personnel management policies
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT
POLICY
Very
High Fair Slight Not Mean
Desc.
High
Rating
a. Recruitment, Selection
and Appointment
1. Recruitment of PNP
Uniformed Personnel to the
rank of Police Officer 1 (PO1)
shall be based on the principle
65 175 69 19 2 3.85 H
of merit and fitness and shall
be open to all qualified
individuals.
2. The PNP shall reserve at
least ten percent (10%) of its
annual recruitment quota for 79 153 72 23 3 3.85 H
women.
3. There shall be no
discrimination on account of
gender, religion, ethnic origin
68 186 59 12 5 3.91 H
or political affiliation.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
56
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
4. No person shall be
appointed as Police Officer 1
unless the applicant satisfies 118 132 64 14 2 4.06 H
the minimum qualifications
for appointment.
5. Reference shall be
accorded to the applicants
who are residents of the 77 123 108 13 9 3.75 H
city/municipality where the
quota is allocated .
6. The age, height, and weight
requirements for initial
appointment in the PNP may
be waived only when the 85 120 105 14 6 3.80 H
number of qualified
applicants falls below the
approved quota.
WEIGHTED MEAN
3.96
H
=
Tc = 06.75*
To.05
2.01
b. Promotion
1. Qualification standards for
education, eligibility, training
and experience/time-in-Grade 88 114 67 56 5 3.67 H
shall be satisfied for
promotion.
2. Temporary (promotion) 74 138 76 34 8 3.71 H
appointments are only
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
57
considered when the number
of qualified applicants is less
than the promotion quota.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
3. Promotion in temporary
status shall be allowed when a
candidate has only one (1) 65 125 84 47 9 3.57 H
deficiency, either in training
or eligibility.
4. Deficiency in training shall
be satisfied within two (2)
years while deficiency in 59 167 68 30 6 3.73 H
eligibility shall be within one
(1) year .
5. Personnel who satisfy all
the mandatory requirements
are given preference over 106 126 58 38 2 3.89 H
those with deficiencies.
6. Non-completion of the
requirement within the
specified period shall be
ground for a recall of the 59 97 124 36 14
3.45 F
promotion of subject
personnel.
WEIGHTED MEAN
3.67
H
=
Tc = 5.387*
To.05
2.01
c. Selection and Placement
of Officers in the Key
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
58
Positions
1. Only those officers who
meet the minimum
qualification standard s for a
97 128 48 21 5 3.60 H
key position shall be
considered for inclusion in the
list of eligibles.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
2. Officers with pending
administrative or criminal
cases or with under preventive
suspension, or are serving 68 116 104 34 8 3.61 H
administrative sanctions, shall
not be included in the list of
eligibles.
3. Officers who have been
reinstated to duty status after
serving an administrative
sanction shall be considered 55 96 126 38 15 3.41 F
for selection and placement
six (6) months after the date
of such reinstatement.
4. Officers who fail any of the
examinations (General
Knowledge, Basic Physical
Fitness and Neuro-
55 96 126 38 15
3.48 F
Psychiatric) shall not be
included in the list of
eligibles.
WEIGHTED MEAN
3.53
H
To.05 2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
59
Tc = 4.845*
d. Assignment and Transfer
1. Reassignment of PNP
personnel shall be in
consonance with the approved 113 120 76 15 6 3.96 H
PNP staffing pattern.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
2. PNP members with the
ranks of Police Officer 1 up to
Senior Police Officer IV shall
be assigned to the city or 111 115 84 17 3 3.95 H
municipality of their
residence.
3. Officers who were
appointed into the service
through lateral entry are 98 107 94 24 7 3.80 H
barred for transfer to other
units.
4. PNP personnel may request
for preferential assignment 85 94 97 48 6 3.61 H
one year prior to retirement.
5. Police Officer 1 shall be
assigned to the mobile forces
or to critical areas for a period
of not less than three years 78 116 86 46 4 3.66 H
immediately upon entry into
the PNP and/or completion of
their basic/orientation
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
60
training.
WEIGTED MEAN
3.79
H
=
Tc = 18.076*
To.05
2.13
e. Training and Development
1. Continuing program of
staff development shall be
established for all the PNP 97 105 93 26 9 3.77 H
personnel.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
2. PNP in-service training
program shall serve as a basis
for all staff development 85 116 84 35 10 3.70 H
activities.
3. A specific budgetary
allocation for personnel
development purposes shall 79 118 95 32 6 3.70 H
be appropriated.
4. Accreditation shall be
given for staff development 86 100 86 53 5 3.63 H
participants .
WEIGHTED MEAN
3.70
H
=
Tc = 10.909*
To.05
2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
61
Legend: * -
Significant
4.51 – 5.00
Very High (VH) Knowledge
3.51 – 4.50
High (H) Knowledge
2.51 – 3.50
Fair (F) Knowledge
1.51 – 2.50
Slight (S) Knowledge
1.00 – 1.50
No (N) Knowledge
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Recruitment,
Selection and Appointment
Table 3 presents the extent of knowledge of the personnel of the Police
Regional office – Cordillera on the common personnel management policies.
Along the area of recruitment, selection and appointment, the respondents
indicated that their extent of knowledge on applicants’ meeting the minimum
qualifications for appointment to Police Officer 1 had the highest evaluation of
4.06 followed by no discrimination on account of gender, religion, ethnic origin
or political affiliation with a mean rating of 3.91. Least rated was “preference on
account of residency where residents of city or municipality where the quota is
allocated are preferred” with a rating of 3.75. “Age, height and weight
requirements for initial appointments may be waived is rated with a mean rating
of 3.80. However, all specified policies on these areas were given qualitative
rating of “high”. The overall mean rating is 3.96 or “high” extent of knowledge.
The T-test showed a computed value of 6.75 which is greater than the
tabular value of 2.015 on the 0.05 level of significance. This hypothesis is,
therefore, not rejected and therefore the personnel of the office differs in their
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
62
extent of knowledge on the common personnel management policies on the area
of recruitment, selection and appointment.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Promotion
The extent of knowledge of personnel on management policies with
respect to promotion as evaluated by the respondents are shown also in the table
above.
The highest evaluation rating was given to the policy that “personnel who
satisfy all the mandatory requirements are given preference over those with
deficiencies “ had the highest mean rating of 3.89 followed by “deficiency in
training shall be satisfied within two years while deficiency in eligibility shall be
within one year had a mean rating of 3.73. The least known as far the respondents
were concerned was the policy on “Non-completion of the requirements within
the specified period shall be aground for the recall of the promotion of subject
personnel” which was rated with a mean of 3.45. Other policies on this area of
promotion were given qualitatively ratings of “high” so the weighted mean was
also rated “high” with the rating of 3.67.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
63
The computed value of 5.387 which is greater than the tabular value of
2.015 at 0.05 level of significance implies acceptance of the hypothesis, that the
personnel differ in their extent of knowledge of the common personnel
management policies.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Selection and
Placement of Officers in the Key Position.
The extent of knowledge of personnel on the selection and placement of
officers in the key position as shown in the overall mean is high with the rating of
3.53.
Moreove, the personnel of PRO-Cordillera has high knowledge on the
policy that “only those officers who meet the minimum qualification standard for
a key position shall be considered for inclusion in the list of eligibles and officers
with pending administrative or criminal cases or with under suspension, or are
serving administrative sanctions, shall not be included in the list of eligibles in the
selection and placement of officer in the key positions. On the other hand, they
have fair knowledge on the policy on officers who have been reinstated to duty
status after serving an administrative sanction shall be considered for selection
and placement six months after the date of such reinstatement and on officers who
fail any of the examinations shall not be included in the list of eligibles.
The T-test showed acceptance of the hypothesis that the personnel
significantly differ in the extent of knowledge on the personnel management
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
64
policies. The computed value which is 4.845 is greater than the tabular value of
2.353 at 0.05 level of significance.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Assignment and
Transfer of personnel.
The extent of knowledge of personnel on the area of assignment and
transfer of uniformed and non-uniformed personnel is shown in the table wherein
the overall mean is “high” or with the rating of 3.79.
All of the enumerated specific policies on assignment and transfer is
“high”. The policy with the highest rating is the “reassignment of PNP personnel
shall be in consonance with the approved PNP staffing pattern with the rating of
3.96, followed by the “PNP members with the ranks of PO1 up to SPO4 shall be
assigned to the city or municipality of their residence. Next is the “officers who
were appointed into the service through lateral entry are barred for transfer to
other units” then followed by the “Po1 shall be assigned to the mobile forces or to
critical areas for a period of not less than three years immediately upon entry into
the PNP and/or completion of their basic/orientation training. The last with the
rating of 3.61 is “PNP personnel may request for preferential assignment one year
prior to retirement.
The computed value is 8.076 which is greater than the tabular value of
2.132 on the 0.05 level of significance. So, this implies the acceptance of the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
65
hypothesis that the personnel differs in their extent of knowledge on personnel
management policies.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Training and
Development of personnel.
The extent of knowledge of personnel on the policy on training and
development of personnel is shown in this table that rating of all specific policies
on training and development has “high” knowledge or personnel of PRO-
Cordillera is knowledgeable on this area. The personnel is aware of the
establishment and continuing program of staff development with the rating of
3.77. In addition, two specific policies namely “the PNP in-service training
program shall serve as a basis for all staff development activities” and “ specific
budgetary allocation for personnel development purposes shall be appropriated”
had the same rating of 3.70 or “high” knowledge. “ Accreditation shall be given
for staff development participants had the least rating of 3.63 but still classified as
“high” knowledge.
In addition, the overall mean is 3.70 or “high” extent of knowledge. The
computed value is 10.909 which is greater than the tabular value of 2.353 on the
0.05 level of significance. This means that there is significant difference between
the mean of the respondent’s evaluation with the hypothesized mean. The
hypothesis that personnel have differ s in their extent of knowledge on personnel
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
66
policies is therefore accepted. So, the personnel of PRO-Cordillera differ in their
extent of knowledge on the training and development of personnel.
The significant difference can be attributed to the varying frequency of
application of the provisions of the legal bases by the office. Thus, it can be
inferred that the frequent application of the policies leads to the familiarity with,
and broadening of knowledge of such policies.
Moreover, the relevance of knowledge of the provisions of the personnel
management policies is related to the fact that the policy actions and legal
implications of such actions can most likely enable the enforcement of policies
with decisiveness and political will.
It is not enough that an administrator is knowledgeable of the provisions.
It matters most if the provisions possess several good characteristics to be
effective in the administrative system: predictability, flexibility, reasonable
application and coverage. If any of the characteristics is missing, then it is likely
that the law will not be effective. However, not all legal rules contain these
elements. Laws that do not are often rendered nullities or cause severe strain on
the law enforcement process. (Whiteman and William, 1985)
The need for adaptation is essential in the sense that it is from the law that
the administrator gets his mandate, that is, his jurisdiction and authority. Law is a
body of rules of human conduct that is backed up by the authority of government.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
67
Since the authority of government is sovereign, law is binding on everyone within
the government’s jurisdiction. (Dimock and Dimock, 1966)
In the promotion of personnel, there are many policemen who are
qualified for attrition because of non-compliance to the requirements for
promotion or maybe they were unaware on the said qualification standard for their
ranks. (The Qualification Standard for the ranks in the PNP is shown in the
Appendix D).
There are four hundred six of them (usually those former PC) affected by
the attrition by non-promotion because they either lack eligibility, education or
training. Based from the recap, there are twenty-two SPO4, eight SPO3, seven
SPO2, thirty SPO1, twenty-eight PO3, and 1 PO2 with a total of ninety-six who
lack eligibility, there are also thirty-four SPO4, twenty-nine SPO3, forty-five
SPO2, ninety-six SPO1, sixty-eight PO3, and eight PO2 with a total of two
hundred eighty who lacks education. In training, one SPO4, nine SPO3, five
SPO2, and fifteen SPO1 with a total of thirty who lack training.
The message of the newly installed RD PCSUPT RAUL S. GONZALES
on his speech during the oath taking of 75 new recruits on February 21, 2006 at
Camp Dangwa where he gave orientation and advises them that there are many
who are called but few are chosen. He pointed out that there were 500 plus
applicants but only 75 recruits are appointed. He also said that entering a police
service needs discipline and sacrifice. Service as number one priority before any
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
68
personal necessities or interest even their family. He further explained that they
are ruled by orders. They must follow and comply with orders without
complaining and can be called anytime of the day and night for police service.
According to him, PNP has a bad image to the society. It is full of intrigues and
controversies but is inspiring as well as challenging. He further added that a
recruit do the work with humility and sincerity.
Table 4. Extent of Enforcement of the common personnel management policies
in the Police Regional Office- Cordillera
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT
POLICY
Very
Much Fair Slight Not Mean
Desc.
Much
Rating
a. Recruitment, Selection
and Appointment
1. Recruitment of PNP
personnel shall be based on
the principle of merit and 60 105 117 38 10 3.50 M
fitness and shall be open to all
qualified individuals.
2. The PNP shall reserve at
least ten percent (10%) of its 75 94 86 62 13 3.47 F
recruitment quota for women.
3. There shall be no
discrimination on account of
gender, religion, ethnic origin
68 134 88 32 8 3.67 M
or political affiliation.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
69
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
4. No person shall be
appointed as Police Officer 1
unless the applicant satisfies 125 115 74 14 2 4.05 M
the minimum qualifications
for appointment.
5. Reference shall be
accorded to the applicants
who are residents of the 96 107 92 20 15 3.75 M
city/municipality where the
quota is allocated .
6. The age, height, and weight
requirements for initial
appointment in the PNP may
be waived only when the 142 128 46 12 2 4.20 M
number of qualified
applicants falls below the
approved quota.
WEIGHTED MEAN
3.77
M
=
Tc = 6.471*
To.05
2.01
b. Promotion
1. Qualification standards for
education, eligibility, training
and experience/time-in-Grade 104 99 80 37 10 3.75 M
shall be satisfied for
promotion.
2. Temporary (promotion) 85 134 74 30 7 3.78 M
appointments are only
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
70
considered when the number
of qualified applicants is less
than the promotion quota.
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
3. Promotion in temporary
status shall be allowed when a
candidate has only one (1) 78 113 94 35 10 3.64 M
deficiency, either in training
or eligibility.
4. Deficiency in training shall
be satisfied within two (2)
years while deficiency in 62 141 67 47 5 3.55 M
eligibility shall be within one
(1) year .
5. A personnel who satisfies
all the mandatory
requirements is given 58 84 145 40 3 3.46 F
preference over those with
deficiencies.
6. Non-completion of the
requirement within the
specified period shall be 76 103 97 42 12 3.57 M
ground for a recall of the
promotion of subject
personnel.
3.62
M
WEIGHTED MEAN
=
Tc = 7.631*
To.05
2.01
c. Selection and Placement of
Officers in the Key Positions
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
71
1. Only those officers who
meet the minimum
qualification standard s for a 104 127 59 38 2 3.88 M
key position shall be
considered for inclusion in the
list of eligibles.
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
2. Officers with pending
administrative or criminal
cases or with under preventive
suspension, or are serving 125 97 72 35 1 3.78 M
administrative sanctions, shall
not be included in the list of
eligibles.
3. Officers who have been
reinstated to duty status after
serving an administrative
sanction shall be considered 101 128 73 28 0 3.91 M
for selection and placement
six (6) months after the date
of such reinstatement.
4. Officers who fail any of the
examinations (General
Knowledge, Basic Physical
Fitness and Neuro-
65 110 94 56 5 3.52 M
Psychiatric) shall not be
included in the list of
eligibles.
WEIGHTED MEAN
3.77
M
=
T
T
o.05
c = 2.614*
2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
72
d. Assignment and Transfer
1. Reassignment of PNP
personnel shall be in
consonance with the approved
M
PNP staffing pattern.
123 115 77 12 3 4.03
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
2. PNP members with the
ranks of Police Officer 1 up to
Senior Police Officer IV shall
be assigned to the city or 98 123 84 21 4 3.87 M
municipality of their
residence.
3. Officers who are appointed
in the service through lateral
entry are barred to transfer to 126 95 84 20 5 3.96 M
other units.
4. PNP personnel may request
for preferential assignment
93 105 85 37 10 3.70
one year prior to retirement.
M
5. Police Officer 1 shall be
assigned to the mobile forces
or to critical areas for a period
of not less than three years
immediately upon entry into 86 125 95 20 4 3.93 M
the PNP and/or completion of
their basic/orientation
training.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
73
6. PO1s and PO2s who are
not assigned and have not yet
been assigned with the
aforementioned PNP units 68 98 86 54 24 3.40 F
shall immediately be
reassigned to the mobile
forces or MPS in critical
areas.
WEIGHTED MEAN
3.81
M
=
Tc = 2.215*
To.05
2.01
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
e. Training and Development
1. Continuing program of
staff development shall be
established for all the PNP 92 107 84 37 10 3.70 M
personnel.
2. PNP in-service training
program shall serve as a basis
for all staff development 57 75 95 88 15
3.21 F
activities.
3. A specific budgetary
allocation for personnel
development purposes shall 92 125 74 33 6 3.80 M
be appropriated.
4. Accreditation shall be
given for staff development
M
92 125 74 33 6 3.95
participants .
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
74
WEIGHTED MEAN
3.66
M
=
Tc = 2.415*
To.05
2.35
Legend: * -
Significant
4.51 – 5.00
Very Much (VM) Enforce
3.51 – 4.50
Much (M) Enforce
2.51 – 3.50
Fair (F) Enforce
1.51 – 2.50
Slightly (S) Enforce
1.00 – 1.50
Not (N) Enforce
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on Recruitment, Selection and
Appointment.
Table 4 presents the extent of enforcement of the personnel of PRO-
Cordillera on the common personnel management policies along the area of
recruitment, selection and appointment. Data showed that the personnel enforced
the policies “much” or with the rating of 3.77. Of the five mentioned policies,
almost all were “much” enforced except “the PNP shall reserve at least ten
percent of its annual recruitment quota for women” which was fairly enforced.
“The age, height, and weight requirements for initial appointment in the PNP
maybe waived had the highest rating of 4.20 followed by “no person shall be
appointed as PO1 unless the applicants satisfies the minimum qualification for
appointment. Then “preferences shall be accorded to the applicants who are
residents of the city/municipality where the quota is allocated were the next”, then
the policy “ there shall be no discrimination on account of gender, religion, ethnic
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
75
origin or political affiliation. “Recruitment of PNP uniformed personnel to the
rank of PO1 shall be bared on the principle of merit and fitness and shall be
opened to all qualified individuals is also described as “much” enforced with the
rating of 3.50.
The T-test showed a computed value of 6.471 which is greater than the
tabular value of 2.015 on the 0.05 level of significance. The hypothesis is,
therefore, accepted. Moreover, the extent of enforcement of personnel policies
on the area of recruitment, selection and appointment significantly differs.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Promotion
The table also presented the policies on promotion which is “much”
enforced as indicated by the overall mean of 3.62. The first policy that is “much”
enforced is the “temporary (promotion) appointments are only considered when
the number of qualified applicants is less than the promotion quota”. Secondly,
“qualification standards for education, eligibility, training and experience/time-in-
Grade shall be satisfied for promotion”. “Promotion in temporary status shall be
allowed when a candidate has only one deficiency, either in training or eligibility”
is ranked number 3. Then the fourth is “non-completion of the requirement within
the specified period shall be ground for a recall of the promotion of subject
personnel”. The fifth is “deficiency in training shall be satisfied within two years
while deficiency in eligibility shall be within one year”. “A personnel who
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
76
satisfies all the mandatory requirements is given preferences over those with
deficiencies” ranked the last with the rating of 3.46 or “fair” enforcement.
The computed value which is 7.631 is higher than the tabular value which
is 2.015 at 0.05 level of significance. So the hypothesis that enforcement of
personnel policies significantly differs is accepted or the personnel policies
significantly differ in their enforcement on the area of promotion.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Selection and
Placement of Officers in the Key Positions
The table shows the extent of enforcement of personnel policies on the
area of selection and placement of officers in the key positions. All specific
policies under this area are considered much enforced so with the overall mean
with the rating of 3.77. The ratings of policies are the following: Only those
officers who meet the minimum qualification standards for key position shall be
considered for inclusion in the list of eligibles is rated 3.88; officers with pending
administrative or criminal cases or with under preventive suspension, or serving
administrative sanctions, shall not be included in the list of eligibles is 3.78;
officers who have been reinstated to duty status after serving an administrative
sanction shall be considered for selection and placement six months after the date
of such reinstatement is rated 3.91, the highest rating and; officers who fail in the
examinations shall not be included in the list of eligibles has the lowest rating of
3.52.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
77
The computed value which is 2.614 is higher than the tabular value which
is 2.614 at 0.05 level of significance. So, this indicates that hypothesis of the
enforcement of personnel policies significantly differs is accepted or the
personnel policies significantly differ in their enforcement on the area of
selection and placement of officers in the key positions.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Assignment and
Transfer of Personnel.
On the area of assignment and transfer of personnel, the overall mean is
3.81 and thus considered as “much enforceed”.
Only the policy on PO1s and PO2s who are not assigned and have not yet
been assigned with the aforementioned PNP units shall immediately be assigned
to the mobile forces or municipal police stations in critical areas has the lowest
rating of 3.40 or classified as “fairly enforced”. Reassignment of PNP personnel
shall be in consonance with the approved PNP staffing pattern has the highest
rating of 4.03. Next is the officers who are appointed into the service through
lateral entry are barred for transfer to another units with the rating of 3.96,
followed by the policy on PO1 shall be assigned to the mobile forces or to critical
areas for a period of not less than three years immediately upon entry into the
PNP and/or completion of their basic orientation training with the rating of 3.93.
PNP member with the ranks PO1 up to SPO4 shall be assigned to the city or
municipality of their residence is the next with the rating of 3.87. The second to
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
78
the last rating with the rating of 3.70 but still considered “much enforced” is the
PNP personnel may request for preferential assignment one year prior to
retirement.
The hypothesis that enforcement of personnel policies significantly differs
in this area of assignment and transfer is accepted. So, the enforcement of
assignment and transfer policies significantly differs in their enforcement. The
computed value is higher than the tabular value at 0.05 level of significance.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Training and
Development of Personnel.
The extent of enforcement of personnel management policies on the area
of training and development of personnel was much enforced as manifested by the
overall mean of 3.66.
Further, the policy with the highest rating in this area is the “accreditation
shall be given for staff development participants with the evaluation rating of
3.95. Then the “a specific budgetary allocation for personnel development
purposes shall be appropriated with the rating of 3.80. Next is the “continuing
program of staff development shall be established for all PNP personnel with the
rating of 3.70. All of these three specific policies are evaluated by respondents as
“fairly enforced” with the rating of 3.21 namely “PNP in-service training program
shall serve as basis for all staff development activities”.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
79
Moreover, the computed value of 2.415 is greater than the tabular value of
2.353 on the 0.05 level of significance. The hypothesis that personnel
management policies differ in their enforcement is therefore accepted or the
enforcement of personnel management policies under training and development
differs in their enforcement.
The significant difference on recruitment, promotion, placement of
officers in the key positions, assignment and transfer, training and development
can be attributed to the factor on provisions of the law requiring strict adherence.
In addition to the speech of RD regarding the assignment of the new
recruit, he insisted that he does not like to accept recommendations or request for
preferential assignment. He stressed that they must follow and obey order
wherever place or designation they will receive. They must stand firm in their
promises during interviews that they are willing to be assigned in any place of the
region without complaining or any alibis. If their assignment is Apayao then they
have to go to Apayao.
Last 2005, there were fifty (50) appointed into the PNP in the rank of PO1.
Their appointment was effected last October 1, 2005. For the promotion, there are
thirty-one of the policemen promoted to the next higher rank: One in January, two
in April, one in May, thirteen in August, five in November and nine in December.
In the reassignment of personnel, there are one hundred sixty (160) policemen
relieved from other offices or region and assigned in the PRO-Cordillera but there
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
80
are also one hundred sixty-eight (168) policemen from this region who transferred
to other police regional offices. Thus, this region has eight losses in their
personnel for the CY-2005. As regards with the trainings, almost one fourth of
the population went on training which is 1,027 personnel.
IMPLAN 06/05 “BALASA” is an strategy whose main objective is to
relieve in place personnel of Abra PPO with elements from the different units of
the region and to ensure a peaceful and orderly transfer of personnel due to the
deterioration of peace, law and order in the province of Abra, the presence and
maintenance of private armed groups by the Local Chief Executives (LCEs) and
their involvement in illegal activities and the ineffectiveness of the territorial
police force to maintain peace and order and to large extent, enforce the law
without fear or favor has become great concern of the Philippine Government and
the PNP organization.
This was fully implemented since April 2005 and the policemen followed
the order but this year some of them are trying to request to return to their former
unit or assignment because of some justifiable reasons. Some said that due to the
distance of their home province and their place of assignment, financial burden
has set in and their family eventually experiences the consequences of their
reassignment.
Extent of Influence of Factors on the Enforcement of
Personnel Management Polices
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
81
Extent of Influence of Factors on the Enforcement on the Common Personnel
Management Policies of Police Regional Office-Cordillera.
Table 5 presents the influence of factors in the enforcement of personnel
management policies. From the respondents the table show that all specified
factors have a great influence in the enforcement of personnel management
policies in the region. The factor with the highest rating of 4.02 is “power
capabilities and strategies of department, division and section heads” followed by
the “political will of department, division and section heads in implementing
action programs. The least rated with the rating of 3.54 is “policies and
procedures as bases of unified policy direction and action. Pressure groups whose
interests are affected that include NGOs, Pos, and political group is rated 3.63;
provision of the law requiring strict adherence was 3.55. The institutional regime
characteristics or the system of governance of the local administration and the
type of division tackled has the same rating of 3.67. However, the overall mean is
3.72 or the factors have a great influence on the enforcement of personnel
management policies.
Table 5. Extent of Influence of Factors in the Enforcement of Personnel
Management Policies of Police Regional Office-Cordillera.
COMMON FACTOR
EXTENT OF INFLUENCE OF FACTORS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
1. Policies and procedures as
42
129
131
23
5
3.54
G
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
82
bases of unified policy
direction and action.
2. Pressure groups whose
interests are affected that
include NGOs, POs, and 76 98 119 35 2 3.63 G
political groups.
3. Provisions of the law
requiring strict adherence.
53 123 115 31 8 3.55 G
4. Institutional regime
characteristics or the system
137
of governance of the local 60
110 13 10 3.67 G
administration.
5. Type of decision making
tackled.
45 165 96 15 9 3.67 G
6. Power capabilities and
strategies of Department, 117 114 91 6 2 4.02 G
Division and Section heads.
7. Political will of
Department, Division and
Section heads in
108 125 81 12 4 3.97 G
implementing action
programs.
WEIGHTED MEAN
3.72
G
=
Tc = 3.338*
To.05
1.94
Legend: * -
Significant
4.51 – 5.00
Very Great (VG) Influence
3.51 – 4.50
Great (G) Influence
2.51 – 3.50
Fair (F) Influence
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
83
1.51 – 2.50
Slight (S) Influence
1.00 – 1.50
No (N) Influence
The t-test showed a computed value of 3.338 which is higher than the t-
value of 1.943 on the 0.05 level of significance. Hence, the hypothesis that the
factors significantly differ in their influence in the enforcement of personnel
policies is, therefore, accepted. Therefore, the influence of factors in the
enforcement of personnel management policies in PRO-Cordillera is significantly
different..
Power capabilities and strategies of department, division and section heads
and political will of department, division and section heads in implementing
action programs are factors that influence most of the enforcement of personnel
management policies. The recruitment, promotion, transfer, placement, and
training of the PNP personnel depends on the decision of the Selection Board
wherein most of the members of Selection Board are the chiefs of offices.
Power capabilities and strategies of the department, division and section
heads are characterized as both administrative and political factors enhancing the
enforcement of personnel policies. The Office considers strategies as partly
related not only to its ability to act on problems but also to avail of government
resources by proposing for the purchase of additional equipment and the creation
and upgrading positions as means of promotion.
A strategic public manager conducts professional assessment as to how a
program fits the brad policy area. The manager shapes the definition of the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
84
problem by alerting the political executives to the current state of knowledge
concerning the policy area. This should include details of program options, the
time frame estimated for program success, and the costs of implementation.
Information of this type helps determine feasibility and brings some reality to
good intentions. The manager must understand the possibilities for analysis and
be able to integrate analytical techniques and analytical thinking with values,
judgment, intuition, and experience. The most important mode of analysis for the
public manager is not found in operations research, inferential statistics, or
mathematical programming, but in application of logic and structured thinking.
(Bozeman and Straussman, 1990)
Political will of the department, division and section head in implementing
action programs, which is related to capabilities and strategies, is a potent
administrative factor that enhances the enforcement of personnel policies. The
political will of the Office has many times been put to test by politicians, pressure
groups and even private individuals. In the RPHRDD, the pressure usually occurs
during personnel selection of applicants for vacant positions for the non-
uniformed personnel and during recruitment and filling up of quota for promotion
for the uniformed personnel.
In the previous PNP recruitments, some of the applicants went to some
political and influential leaders to seek for recommendation. Some of them even
went to the Office of Malacañang but there is a new directive from NAPOLCOM
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
85
issued sometime in 2004 requiring the creation of Ad Hoc Body and the Mayor as
the Chair of the Local POC for the initial screening of the most qualified
applicants to be recommended to the Regional office. The latest directives issued
are recommendations from Congressmen were only given points or recognition to
the applicant. So in the last recruitment, most of the applicants got
recommendations from their congressmen.
Extent of Performance of the Personnel in the
Enforcement of Personnel Management Policies
The extent of performance of the personnel in the enforcement of
personnel management policies is shown in Table 6. The respondents indicated
that their extent of performance on stress tolerance or stability of performance
under pressure or opposition has the highest evaluation of 4.07 followed by
initiative and readiness for service or starts action,
Table 6. Extent of Performance of the Personnel in the Enforcement of Personnel
Management Policies of Police Regional Office-Cordillera.
COMMON INDICATOR
EXTENT OF PERFORMANCE
Excel
Very
Desc.
Good Fair Poor Mean
-lent Good
Rating
1. Accomplishment of work
targets (Achieving work
targets 51%-99%, 100%, or 101 135 82 12 3.98 VG
exceeding the same targets by
25% 0r 50%)
2. Public Relations. (Polite, 108
139
60
23
3.78
VG
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
86
kind and thoughtful behaviors
toward the public/clientele in
manners of speech and
actions)
3. Office Relations (Integrates
concern for people at work,
peer relationship and
supervisor-subordinate
89 142 75 16 8 3.77 VG
relationship into work
section)
4. Punctuality and attendance
(Observed behavior of
coming to the office on time
131
or to be present at work to 104
68 18 9 3.91 VG
complete assigned
responsibilities)
5. Initiative and readiness for
service (Starts action, projects
and performs assigned tasks 120 125 61 21 3 4.02 VG
without being told and under
minimal supervision)
6. Stress tolerance (Stability
of performance under
126 129 57 11 7 4.07 VG
pressure or opposition)
Table 6 continued…
COMMON INDICATOR
EXTENT OF PERFORMANCE
Excel
Very
Desc.
Good Fair Poor Mean
-lent Good
Rating
7. Leadership capabilities of
supervisors (Guides and
develops confidence of 53 171 62 35 9 3.67 VG
subordinate work as a team
towards the achievement of
goal)
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
87
8. Judgment/Decision making
of supervisors (Ability to
develop alternative solutions,
69 144 90 23 4 3.76 VG
evaluate courses of action and
reach sound decision)
WEIGHTED MEAN
3.87
VG
=
Tc = 2.538*
To.05
1.89
Legend: * -
Significant
4.51 – 5.00
Excellent (E) Performance
3.51 – 4.50
Very Good (VG) Performance
2.51 – 3.50
Good (G) Performance
1.51 – 2.50
Fair (F) Performance
1.00 – 1.50
Poor (P) Performance
projects and performs assigned tasks without being told and under minimal
supervision with the rating of 4.02. The least rated is “leadership capabilities of
supervisors or guides and develops confidence of subordinate work as a team
towards the achievement of goal with the rating of 3.67; Accomplishment of
work targets or achieving work targets is rated 3.98; punctuality and attendance or
observed behavior of coming to the office on time or to be present at work to
complete assigned responsibilities is rated 3.91; public relations or being polite,
kind and thoughtful behavior toward the public/clientele in the manners of speech
and actions is rated 3.78; office relation or supervisor-subordinate relationship
into work section is 3.77 and the judgment or decision making of supervisors or
ability to develop alternative solutions, evaluate courses of action and reach sound
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
88
decision is rated 3.76. However, all specified indicators are given qualitative
rating of 3.87 or “very good” extent of performance.
The computed value of 2.538 showed that it was greater than the tabular
value of 1.895 on the 0.05 level of significance. The hypothesis that personnel
significantly differ in their extent of performance is, therefore, accepted and
therefore we can say that the extent of performance of personnel on the
enforcement of personnel management policies is significantly different.
Stress tolerance is described as the act of being stable under pressure or
opposition. Its having the highest rating implies that the personnel can perform his
work even under pressure. The very good performance of the office on stress
tolerance can be attributed to the foregoing observations that the office transacts
with insistent clients who have incomplete requirements or documents needed for
the processing.
Researchers call those outside situations stressors-multitudes of daily
occurrences that call for adjustment. Responding to situations constitutes stress.
Stress begins with being anxious because of the workload or home pressures.
Although everyone needs a certain level of stress to make life challenging, to
motivate high achievement, and even to survive, people do not need excessively
high amounts or continued levels of stress. These levels cause anxiety, emotional
discomfort, sleep disturbance, medical problems, physical exhaustion,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
89
interpersonal sensitivity, apathy, depression, negativity, self-doubt, and anger. (D’
Souza, 1989)
In order to cope up successfully with stress, leaders need to recognize
stress as a facilitator as well as barrier to effective leadership. While prolonged
exposure to stress can decrease resistance to disorder, it can also help people to
cope effectively with stress and can actually strengthen their “restrictive”
resources in the face of threatening circumstances. Those who benefit from these
opportunities learn effective coping skills and increase their ability to cope with
even greater stressful situations in the future.
Initiative and readiness for service being the next rated high are described
as the act of performing assigned tasks without being told under minimal
supervision. It implies that the office subordinates willingly perform their
respective tasks with minimal instructions from their respective superiors. Office
subordinates desire that their supervisors delegate to them certain authorities and
responsibilities they are capable of exercising at their levels. In contrast with this,
some subordinates prefer rotary and easy work. They do not like to think or do
some work that requires critical thinking. They just do what their superiors ask
them to do, no extra effort for work. Further, “when the cat is away, the mouse
will play”.
If the management accepts that man generally wants to work and derives
great satisfaction from a productive concentration of his energies, then the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
90
management problem becomes one of reconciling his objectives with those of the
organization. Achieving those objectives would be one of the employee’s greatest
rewards. If the management accepts that creative capacity is widely distributed in
the population, as history certainly suggests, then the management problem
becomes one of contriving organizational relationships that give as much vent to
human expression and self-realization as possible. Here lies the avenue to
optimum effectiveness and innovation. (Stahl, 1971)
The performance rating of RPHRDD for the CY 2005 conformed with the
findings that personnel of the office performs very good in the performance of
their duties and responsibilities. It is a distinct pride and honor not only the
Regional Director but the whole PRO-Cordillera for laudable and invaluable
service rendered of personnel of RPHRDD for their initiative, sheer determination
and collective effort in carrying out their responsibilities has ranked their division
Number 2 for the 1st and 4th quarter, Number 1 for the 2nd quarter and Number 3
for the 3rd quarter 2005 nationwide in the Directorate for Personnel and Records
Management Performance Evaluation Rating. Finally, it is a remarkable
distinction to the PRO-Cordillera as the Best Police Regional Office CY 2005
PNP wide.
Extent of Seriousness of Problems in the Enforcement
of the Personnel Management Policies
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
91
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera on the area of
Recruitment and Selection.
The extent of seriousness of problems in the enforcement of personnel
management policies with respect to recruitment and selection
as evaluated by the respondents are shown in table 7. The highest rating is given
to the problems on “pressure from influential personalities” with the highest
rating of 4.00 followed by “insistence of non-resident applicants to be ranked with
bonafide resident applicants with a rating of 3.92. Ranklist is not religiously
followed in recommending applicants has a
Table 7. Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera.
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very Great Fair Slight Not Mean
Desc.
Great
Rating
a. Recruitment and Selection
1. Pressure from influential
personalities.
107 136 73 11 3 4.00 G
2. Ranklist is not religiously
followed in recommending 98 128 85 15 4 3.91 G
applicants.
3. Manifestation of negative
related values by the selection
53 61 92 22 2 3.73 G
Board.
4. Insistence of non-resident 66
83
73
6
2
3.92
G
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
92
applicants to be ranked with
bonafide resident applicants.
5. Non-transparency of
guidelines on recruitment and
54 68 86 22 3.70 G
selection.
WEIGHTED MEAN
3.85
G
=
Tc = 2.577*
To.05
2.13
b. Promotion
1. Disregarding ranking
results in favor of an 75 85 105 52 13 3.47 F
applicant.
b. Pressure from influential 104 122 86 14 4 3.93 G
personalities.
Table 7 continued…
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
c. Unfair assessment of
potentials, physical
characteristics and personality
83 109 97 32 9 3.68 G
traits of applicants.
d. Non-transparency of quota
for promotion.
104 117 84 25 3.90 G
WEIGHTED MEAN
3.75
G
=
Tc = 4.651*
To.05
2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
93
c. Selection and Placement
of Officers in
Key the Positions
1. Inability to follow the
ranklist in issuing orders.
75 98 102 47 8 3.56 G
2. Abuse on the exercise of
the discretionary power of the
69 82 136 38 5 3.52 G
appointing authority.
3. Obvious justification for
recommendations in favor of
79 94 105 51 1 3.60 G
a certain officer.
4. Inability to follow
established procedures for 56 77 89 8 3.82 G
placement and assignments.
WEIGHTED MEAN
3.63
G
=
Tc = 2.761*
To.05
2.35
Table 7 continued…
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
d. Transfer and Assignment
1. Transfer is not beneficial to
the employee and community.
68 94 110 54 4 3.50 G
2. Unprejudicial transfer of an
employee.
45 75 99 104 7 3.14 F
3. Absence of guidelines in
transferring personnel near 55 74 96 102 3 3.23 F
their residence.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
94
4. Transferring personnel
without the knowledge of the
54 63 97 92 24
3.09 F
authority concerned.
WEIGHTED MEAN
3.24
F
=
Tc = 4.153*
To.05
2.35
e. Training and Development
1. Irrelevant staff
development programs.
39 62 84 113 32
3.06 F
2. Negative attitude of
personnel to attend trainings.
26 48 85 133 38
2.85 F
3. No budgetary allocations to
training activities.
80 111 93 45 1 3.67 G
4. Disturbance on duties and
responsibilities.
56 78 104 83 9 3.26 F
5. Very expensive in-service
trainings.
98 113 70 36 13 3.74 G
Table 7 continued…
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
WEIGHTED MEAN
3.32
G
=
Tc = 2.771*
To.05
2.13
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
95
Legend: * -
Significant
4.51 – 5.00
Very Great (VG) Serious
3.51 – 4.50
Great (G) Serious
2.51 – 3.50
Fair (F) Serious
1.51 – 2.50
Slightly (S) Serious
1.00 – 1.50
Not (N) Serious
rating of 3.91 and manifestation of negative related values by the selection board
was rated 3.73. The least serious as far as respondents are concerned is the
problem on “non-transparency of guidelines on recruitment and selection which is
rated 3.70. All problems on this area of problems are given quantitatively ratings
of “great” and the overall mean is 3.85 or great.
The computed value of 2.577 is higher than the tabular value of 2.132 at
0.05 level of significance. So, the hypothesis in this area that the problems
significantly differ in their extent of seriousness is accepted or problems
significantly differ in their extent of seriousness as far as recruitment and
selection are concerned.
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera in the area of
Promotion.
The extent of seriousness of problems in the area of promotion is great as
manifested by the overall mean of 3.75. The problem with the highest rating in
this area is the “pressure from influential personalities with the evaluation rating
of 3.93, then the “non-transparency of quota for promotion” with the rating of
3.90, followed by the “unfair assessment of potential, physical characteristics and
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
96
personality traits of applicants” then the list rating of 3.47 the “disregarding
ranking results in favor of an applicant”.
The computed value of 4.651 is greater than the t-value of 2.353 on the
0.05 level of significance. The hypothesis that problems significantly differ in
their extent of seriousness is therefore accepted or the extent of seriousness of
problems on promotion significantly differ.
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera on the area of
Selection and Placement of Officers in the Key position.
The respondents showed that extent of seriousness of all the specified
problems on selection and placement of officers in the key position is great. The
problem with the highest rating of 3.82 is the “inability to follow established
procedures for placement and assignments” followed by the “obvious
justification for recommendations in favor of a certain officer” then the “inability
to follow the ranklist in issuing order”. The least rated with the rating of 3.52 is
the “abuse on the exercise of the discretionary power of the appointing authority”.
In addition, the t-test showed a computed value of 2.761 which is higher
than the tabular value of 2.353 on the 0.05 level of significance. The hypothesis
that the problems significantly differ in their extent of seriousness is therefore
accepted or the seriousness of problems on this area is significantly different.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
97
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera on the area of Transfer
and Assignment of Personnel.
All problems on transfer and assignments are rated fair except the extent
of seriousness of problems on “transfer is not beneficial to the employee and
community” has the highest evaluation of 3.50 or great. “Absence of guidelines in
transferring personnel near their residence has the rating of 3.23 or fair. The least
rated was “transferring personnel without the knowledge of the authority
concerned” with rating of 3.09. Unprejudicial transfer of an employee is rated
3.14 or fair.
The overall mean is 3.63 or fair extent of seriousness of problems. The
computed value is 4.153 which is greater than the t-value of 2.353 on the 0.05
level of significance. The hypothesis that the problems significant differ in their
seriousness is therefore accepted in this area.
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera in the area of Training
and Development of Personnel.
The extent of seriousness of problems on training and development as
shown in the overall mean is 3.32 or great. The problem with the highest rating of
3.74 is the “very expensive in-service trainings. Then the least rated with rating of
2.85 is the “ negative attitude of personnel to attend trainings”. “No budgetary
allocation to training activities” is rated 3.67. “Irrelevant staff development
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
98
programs” has the rating of 3.06 and “disturbance on duties and responsibilities is
rated 3.25.
Moreover, the computed value of 2.771 is greater than the tabular value of
2.13 at 0.05 level of significance. So, hypothesis in this area is accepted that
problems significantly differ in their extent of seriousness as far as training and
development of personnel are concerned.
Lastly, the most serious problems that they can not prevent are the
interference of many influential personalities and the abuse on the exercise of the
discretionary power of the appointing authority. In here, there is always the
“palakasan, favoritism and whom you know system” during recruitment and
promotion and even in the transfer, placement and in the selection to undergo
training of personnel. This is related to the influence of factors particularly the
power capabilities and strategies of department, division and section heads and
political will of department, division and section heads in implementing action
programs.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
99
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
This study generally evaluated the enforcement of personnel management
policies as influenced by administrative and political factors. Specifically, it
determined the extent of knowledge of the personnel on the common legal bases
of personnel management policies; extent of enforcement of personnel
management policies; extent of influence of factors in the enforcement of
personnel management policies; extent of performance in duties and
responsibilities of personnel in the enforcement of personnel management
policies; and the extent of seriousness of problems in the enforcement of
personnel management policies.
Using descriptive method of research to achieve the specific objectives,
data were gathered through questionnaire from 330 respondents. The references
were accomplishment reports, memoranda, administrative orders, resolutions and
issuances issued by higher headquarters.
Regarding the influence of administrative and political factors, such
factors composed of policies and procedures as bases of unified policy direction;
pressure groups whose interests are affected that include NGOs, POs, and
political groups; provisions of the law requiring strict adherence; institutional
regime of characteristics or the system of governance of the local administration;
type of decision making tackled; power capabilities and strategies of department,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
100
division and section heads; and political will of department, division and section
heads in implementing action programs.
In spite of the influence of administrative and political factors, such
performance of the personnel manifested in the accomplishment of work targets,
public relations, office relations, punctuality and attendance, initiative and
readiness for service stress tolerance, leadership capabilities of supervisors and
judgment/decision making of supervisors.
Findings
The following findings are the answers to the study.
1. Extent of knowledge of personnel
a. The extent of knowledge of personnel on the area of recruitment,
selection and appointment is high. The personnel is most knowledgeable on the
policy on “no person shall be appointed as PO1 unless the applicant satisfies the
minimum qualifications”.
b. Extent of knowledge of personnel on the area of promotion is high.
They are mostly knowledgeable on the policy on “ personnel who satisfies the
mandatory requirements that are given preferences over those with deficiencies”.
c.
The extent of knowledge of personnel in the area of selection and
placement of key officers in the key positions is high. They are most
knowledgeable on the policy on “officers with pending administrative or criminal
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
101
cases or with under preventive suspension, or are serving administrative
sanctions, shall not be included in the list of eligibles”.
d.
The extent of knowledge of personnel in the area of assignment
and transfer of personnel is high. Most of them are knowledgeable on the policy
on “ reassignment of PNP personnel shall be in consonance with the approved
PNP staffing pattern”.
e.
Extent of knowledge of personnel in the area of training and
development of key personnel is high. They are most knowledgeable on the
policy on “continuing program of staff development shall be established for all
the PNP personnel”.
2. Extent of enforcement of personnel management policies
a. The extent of enforcement of the common personnel management
policies in the area of recruitment, selection and appointment is much enforce.
The most enforced policy is “the age, height, and weight requirements for initial
appointment in the PNP may be waived only when the number of qualified
applicants falls below the approved quota ”.
b. The extent of enforcement of policies in the area of promotion is much
enforced. The most enforced policy is “temporary (promotion) appointments are
only considered when the number of qualified applicants is less than the
promotion quota”.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
102
c. Extent of enforcement of policies in the area of selection and placement
of officers in the key positions is much enforced. The most enforced policy is
“officers who have been reinstated to duty status after serving an administrative
sanction shall be considered for selection and placement six months after the date
of such reinstatement”.
d. The extent of enforcement of policies on the area of assignment and
transfer is much enforced. The most enforced policy is “reassignment of PNP
personnel shall be in consonance with the approved PNP staffing pattern”.
e. Extent of enforcement of policies in the area of training and
development is much enforced. The most enforced policy is “accreditation shall
be given for staff development participants”.
3. The enforcement of personnel management policies is influenced by
factors to a great extent. The most influential factors are the “power capabilities
and strategies of department, division and sections heads.”
4. Extent of performance of the personnel in the enforcement of personnel
management policies is very satisfactory. The performance indicators that have
the highest ratings are stress tolerance, initiative and readiness for service,
accomplishment of work targets and punctuality and attendance.
5. Extent of seriousness of problems
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
103
a. The extent of seriousness of problems in the area of recruitment and
selection is great. The most serious problem is “pressure from influential
personalities”.
b. The extent of seriousness of problems in the area of promotion is great.
The most serious problem is “pressure from influential personalities”.
c. The extent of seriousness of problems in the area of selection and
placement of officers in the key position is great. The most serious problem is
“inability to follow established procedures for placement and assignments”.
d. Extent of seriousness of problems on the area of transfer and
assignment is great. The most serious problem is “transfer is not beneficial to the
employee and community”.
e. The extent of seriousness of problems in the area of training and
development is great. The most serious problem is “very expensive in-service
trainings”.
Conclusions
Based on the findings, the following conclusions are drawn:
1. The personnel of the Office significantly differs in their extent of
knowledge on the common legal bases of personnel management policies. The
high extent of knowledge of personnel is attributed to their frequent application
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
104
or experiences on recruitment, promotion, placement of officers in the key
position, assignment and transfer and in training and development of personnel.
2. The enforcement of personnel management policies differ in their
extent of enforcement. The high extent of enforcement in recruitment, promotion,
placement of officers in the key positions, assignment and transfer, training and
development is attributed to the factor on provisions of the law requiring strict
adherence.
3. The factors significantly differ in their extent of influence in the
enforcement of personnel management policies. Power capabilities and strategies
of department, division and section heads being the highest rated factor implies
that the chiefs of offices restrain or reinforce the enforcement of personnel
policies.
4. The personnel of the office differs in their extent of performance of
duties and responsibilities. The high extent of performance on stress tolerance,
initiative and readiness for service is attributed to the exposure of the personnel to
different clients.
5. The problems differ in their extent of seriousness on the enforcement of
personnel management policies. The great extent of seriousness of problems is
attributed to the fact that they can not prevent the interference of many influential
personalities and the abuse on the exercise of the discretionary power of the
appointing authority.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
105
Recommendations
Based on the findings and conclusions derived, the following are
recommended:
1. Authorities should implement or enforce strictly, fairly and justly the
rules, regulations and guidelines of personnel management policies promulgated
by the Civil Service Commission (CSC) and the National Police Commission
(NAPOLCOM) to maintain a high knowledge and much enforced of the said
policies.
2. The RPHRDD should be responsible for the dissemination of personnel
management policies. They should inform immediately to all personnel also those
assigned in far flung places if there are changes/amendments or new guidelines on
the said policies.
3. The concerned supervisor should evaluate his leadership capabilities
and decision making practices. They should delegate authority and responsibility
manageable at the lower level, impartially enforce personnel management
policies, and not violate the policies they enforce.
4. Consultations among personnel should be observed by authorities in
solving problems. Suggestions should be evaluated well or remedies to minimize
problems.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
106
5. Non-entertainment of unjustifiable recommendations of influential
personalities should be strictly exercised especially during recruitment.
6. Evaluate policies that prevent the interference of influential
politicians/personalities. The researcher recommend the amendment on the
guidelines on the appointing authority because it violates other guidelines on
recruitment and promotion specifically the criteria on the most qualified
applicant.
7. Adopt measures to curtail favoritism, “palakasan system” or “whom
you know system” to be fair with the other applicants on recruitment, promotion,
placement, transfer and training of the employee to minimize the great extent of
seriousness of problems in the enforcement of personnel policies .
8. Establish and adopt a continuing staff development program to maintain
the high knowledge on personnel policies.
9. Specific budgetary allocation for staff development should be
appropriated.
10. Transfer and assignment of personnel should be beneficial to both the
PNP personnel and to the community for them to perform their work effectively
and efficiently.
11. Adopt well planned conference/dialogue to elaborate/update their
knowledge on personnel matters of the office/organization.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
107
LITERATURE CITED
ADOLFO, R. B. 2002. Enforcement of Policy Thrusts in the Baguio City
Engineering Office. Unpublished MA Thesis. Benguet State University,
La Trinidad, Benguet. Pp. 16-24, 28-38.
ANDRES, T.D. 1991. Human Resource Management in the Philippine Setting.
New Day Publishers. Pp.52-53.
BENNIS, W. 1992. Leaders on Leadership: Interviews with Top Executives.
Harvard Business School Publishing. P. 153.
BERKLY, G. and J. ROUSE. 1994. The Craft of Public Administration 6th
ed.Wm. C. Brown Communications, Inc,. Pp2021, 198-199.
BOZEMAN, B. 1993. Public Management: The state of Art. Jossey-Bass, Inc.,
San Francisco California. Pp. 83-84.
BOZEMAN, B. and J.D. STRAUSSMAN. 1990. Public Management Strategies.
Jossey and Bass Publishers. Pp. 37,39, 141, 209, 210.
BORDEWICH, F. 2001. Doing His Way. Reader’s Digest. Oct. 2001 Edition, Pp.
37, 38, 39.
Circular No. 99-016. Guidelines on the Transfer/Re-Assignment of
PNPPersonnel. Quezon City.
Circular No. 2005-006. Rationalization of the Qualification Standards for the
Initial Appointment in the PNP Uniformed Service. Quezon City.
DIMOCK, E.M. and G.O. DIMOCK. 1966. Public Administration. 3rd Ed. Holt,
Rinehart and Winston, Inc. Pp. 110, 115, 231, 329.
FRIEDMAN, M. and R. ROSENMAN. 1974. As cited by D’ SOUZA, A. 1989.
Leadership: A Trilogy on Leadership and Effective Management.
Haggai Institute. P. 420.
Memorandum Circular No. 95-04. Guidelines and Procedures Governing the
Selection and Placement of Police Commissioned Officers to Key
Positions in the Philippine National Police. Quezon City.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
108
Memorandum Circular No. 99-005. Guidelines and Procedures Covering the
Grant of Waiver on the Minimum Qualification for Initial Appointment to
the Uniformed Component of the Philippine National Police. Quezon City.
Memorandum Circular No. 92-015. Prescribing a Standard Procedure for the
Recruitment, Selection and Appointment of PNP Uniformed Personnel.
Quezon City.
Circular No. 2005-006. Rationalization of the Qualification Standards for the
Initial Appointment in the PNP Uniformed Service. Quezon City.
Memorandum Circular No. 2003-002. Amending Memorandum Circular No.
2003-009 Entitled “ Further Amending NAPOLCOM Memorandum
Circular No. 92-015 Prescribing A Standard Procedure for the
Recruitment, Selection and Appointment of PNP Uniformed Personnel
and other Related Issuances. Quezon City.
MANGAHAS, J.V. and M.L. LEYESA. 1998. Improving Government Through
TQM. Philippine Journal of Public Administration. Vol. XLII, Nos. 3 & 4.
Quezon City: University of the Philippines. Pp. 203, 221.
NAPOLCOM Memo Circular No. 94-008, which provides for the creation of in-
house training institutions in the PNP. Makati City.
NAPOLCOM Issuances 1991-1995. Pp 1879, 1906, 1928, 1932, 1936, 1940,
1994, 1956, 1965. Makati City.
NIGRO, F.A. and L.G. NIGRO. 1989. Modern Public Administration, 7th ed.
New York: Harper and Row Publishing. Pp. 113, 115, 135.
Omnibus Rules Implementing Book V of Executive Order No. 292 and Other
Pertinent Civil Service Laws. Pp 9-13, 23, 70.
PFIFFHER, J.M. and R.V. PRESTHUS. 1960. Public Administration. 4th ed. The
Ronald Press Company. P. 126.
SIBAL, J.R. 1999. Administrative Law with Executive Order No. 292.Central
Lawbook Publishing Co., Inc. P. 94.
SISON, P.S. 1991. Personnel and Human Resources Management 6th ed.
Personnel Management Association of the Philippines. Pp. 72-75.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
109
STEINER, G.A. and J.F. STEINER. 1994. Business Government and Society: A
Managerial Perspective. P. 3.
STAHL. O.G. 1971. Public Personnel Administration 6th ed. New York: Harper
And Row Publishers. Pp. 164-167.
TENDERO, A.P. 1994. Theory and Practice of Public Administration in the
Philippines. Fiscal Administration Foundation, Inc. 2nd ed. P. 89.
TUIBEO, A.G. 1998. Politics and Governance. (A Critical Introduction). Makati
City: Greenwater Publications and Research Corp. Pp. 11, 27.
Training Directive Number 2005-01. PNP In-Service Training Program for CY
2005. Quezon City.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
TERSING LUNA CABFILAN, April 2006. Enforcement of Personnel Management
Policies in the Police Regional Office-Cordillera, 2005. Benguet State University, La Trinidad,
Benguet.
Adviser: Felipe S. Comila, Ed.D., MPA
ABSTRACT
This study generally evaluated the enforcement of personnel management policies as
influenced by administrative and political factors. Specifically, it determined the extent of
knowledge of the personnel on the common legal bases of personnel management policies;
extent of enforcement of personnel management policies; extent of influence of factors in the
enforcement of personnel management policies; extent of performance in duties and
responsibilities of personnel in the enforcement of personnel management policies; and the
extent of seriousness of problems in the enforcement of personnel management policies.
Using descriptive method of research to achieve the specific objectives, data were
gathered through questionnaire from 330 respondents. The references were accomplishment
reports, memoranda, administrative orders, resolutions and issuances issued by higher
headquarters.
Regarding the influence of administrative and political factors, such factors composed of
policies and procedures as bases of unified policy direction; pressure groups whose interests are
i
affected that include NGOs, POs, and political groups; provisions of the law requiring strict
adherence; institutional regime of characteristics or the system of governance of the local
administration; type of decision making tackled; power capabilities and strategies of department,
division and section heads; and political will of department, division and section heads in
implementing action programs.
In spite of the influence of administrative and political factors, such performance of the
personnel manifested in the accomplishment of work targets, public relations, office relations,
punctuality and attendance, initiative and readiness for service stress tolerance, leadership
capabilities of supervisors and judgment/decision making of supervisors.
The following findings are the answers to the study. The extent of knowledge of
personnel on the area of recruitment, selection and appointment is high. The personnel is most
knowledgeable on the policy on “no person shall be appointed as PO1 unless the applicant
satisfies the minimum qualifications”. Extent of knowledge of personnel on the area of
promotion is high. They are mostly knowledgeable on the policy on “ personnel who satisfies the
mandatory requirements that are given preferences over those with deficiencies”. The extent of
knowledge of personnel in the area of selection and placement of key officers in the key
positions is high. They are most knowledgeable on the policy on “officers with pending
administrative or criminal cases or with under preventive suspension, or are serving
administrative sanctions, shall not be included in the list of eligibles”. The extent of knowledge
of personnel in the area of assignment and transfer of personnel is high. Most of them are
knowledgeable on the policy on “ reassignment of PNP personnel shall be in consonance with
the approved PNP staffing pattern”. Extent of knowledge of personnel in the area of training and
ii
development of key personnel is high. They are most knowledgeable on the policy on
“continuing program of staff development shall be established for all the PNP personnel”.
Regarding the extent of enforcement of personnel management policies, the extent of
enforcement of the common personnel management policies in the area of recruitment, selection
and appointment is much enforce. The most enforced policy is “the age, height, and weight
requirements for initial appointment in the PNP may be waived only when the number of
qualified applicants falls below the approved quota ”. The extent of enforcement of policies in
the area of promotion is much enforced. The most enforced policy is “temporary (promotion)
appointments are only considered when the number of qualified applicants is less than the
promotion quota”. Extent of enforcement of policies in the area of selection and placement of
officers in the key positions is much enforced. The most enforced policy is “officers who have
been reinstated to duty status after serving an administrative sanction shall be considered for
selection and placement six months after the date of such reinstatement”. The extent of
enforcement of policies on the area of assignment and transfer is much enforced. The most
enforced policy is “reassignment of PNP personnel shall be in consonance with the approved
PNP staffing pattern”. Extent of enforcement of policies in the area of training and development
is much enforced. The most enforced policy is “accreditation shall be given for staff
development participants”.
The enforcement of personnel management policies is influenced by factors to a great
extent. The most influential factors are the “power capabilities and strategies of department,
division and sections heads.”
Extent of performance of the personnel in the enforcement of personnel management
policies is very satisfactory. The performance indicators that have the highest ratings are stress
iii
tolerance, initiative and readiness for service, accomplishment of work targets and punctuality
and attendance.
In the extent of seriousness of problems, the extent of seriousness of problems in the area
of recruitment and selection is great. The most serious problem is “pressure from influential
personalities”. The extent of seriousness of problems in the area of promotion is great. The most
serious problem is “pressure from influential personalities”. The extent of seriousness of
problems in the area of selection and placement of officers in the key position is great. The most
serious problem is “inability to follow established procedures for placement and assignments”.
Extent of seriousness of problems on the area of transfer and assignment is great. The most
serious problem is “transfer is not beneficial to the employee and community”. The extent of
seriousness of problems in the area of training and development is great. The most serious
problem is “very expensive in-service trainings”.
Based on the findings, the following conclusions are drawn: The personnel of the Office
significantly differs in their extent of knowledge on the common legal bases of personnel
management policies; The enforcement of personnel management policies differ in their extent
of enforcement; The factors significantly differ in their extent of influence in the enforcement of
personnel management policies; The personnel of the office differs in their extent of
performance of duties and responsibilities; The problems differ in their extent of seriousness on
the enforcement of personnel management policies.
Finally, based on the findings and conclusions, the researcher recommends the following:
The RPHRDD should be responsible for the dissemination of personnel management policies;
The concerned supervisor should evaluate his leadership capabilities and decision making
practices; Consultations among personnel should be observed by authorities in solving problems;
iv
Evaluate policies that prevent the interference of influential politicians/personalities; Adopt
measures to curtail favoritism, “palakasan system” or “whom you know system”; and adopt well
planned conference/dialogue to elaborate/update their knowledge on personnel matters of the
office/organization.
v
TABLE OF CONTENTS
Page
Bibliography…………………………………………………………………
i
Abstract ……………………………………………………………………
i
Table of Contents ………………………………………………………….
vi
INTRODUCTION
Background of the Study……………………………………………
1
Statement of the Problem……………………………………………
7
Objectives of the Problem . . . . . . . . . . . . .
8
Importance of the Study . . . . . . . . . . . . .
9
Scope and Delimitation . . . . . . . . . . . . . .
10
REVIEW OF LITERATURE
Vision, Mission and Goals of the
Police Regional Office-Cordillera . . . . . . . . . .
12
Personnel Management Policies of the
Police Regional Office-Cordillera . . . . . . . . . . .
14
Common Legal Bases of Personnel Management
Policies of Police Regional Office-Cordillera . . . . . . .
17
Factors that Influence the Enforcement of
Personnel Management Policies . . . . . . . . . . .
20
Performance Indicators in the Enforcement
of Personnel Management Policies . . . . . . . . .
31
Conceptual Framework . . . . . . . . . . . . . .
44
Operational Definition of Terms . . . . . . . . . . .
51
Hypotheses of the Study . . . . . . . . . . . . .
56
METHODOLOGY
Locale of the Study . . . . . . . . . . . . . . .
58
Respondents of the Study . . . . . . . . . . . .
64
Instrumentation . . . . . . . . . . . . . . . .
65
Data Collection . . . . . . . . . . . . . . .
66
Statistical Analysis . . . . . . . . . . . . . . .
66
RESULTS AND DISCUSSION
Extent of Knowledge of the Office on the
Common Legal Bases of Personnel Management
Policies . . . . . . . . . . . . . . . . . .
68
Extent of Enforcement of
Personnel Management Policies . . . . . . . . . .
81
Extent of Influence of Factors on the
Enforcement of Personnel Management Policies
. . . .
94
Extent of Performance of personnel on the
Enforcement of Personnel Management Policies . . . .
98
Extent of Seriousness of Problems on the
Enforcement of Personnel management Policies . . . .
104
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary . . . . . . . . . . . . . . . . . .
113
Conclusions . . . . . . . . . . . . . . . .
118
Recommendations . . . . . . . . . . . . . . .
119
LITERATURE CITED . . . . . . . . . . . . . . . . .
122
APPENDICES
A. Letter requesting permission
to administer questionnaire . . . . . . . . . . .
125
B. Letter requesting respondents
to answer questionnaire . . . . . . . . . . . .
126
C. Questionnaire . . . . . . . . . . . . . . .
127
D. Qualification Standards for Ranks
in the Philippine National Police . . . . . . . . .
139
E. Recapitulation of Recruitment, Promotion
Transfer and Trainings for the CY-2005 . . . . . .
141
BIOGRAPHICAL SKETCH . . . . . . . . . . . . . . .
142
INTRODUCTION
Background of the Study
A policy is a general plan of action that serves as a guide in the operation
of a company. All the polices of a company make up the basic framework of
management decisions which set the course the company to follow.
Company policies then are broad rules or guides for action. They define
the authority and responsibility of supervisors and managers in their job of
directing group efforts and implementing personnel programs. Policies are the
basic framework of management which set the course the company is to follow in
carrying out its objectives as embodied in its personnel programs.
Since policies are statements of what management wants done in running
the organization, management rightly expects strict adherence to them. Policies
are direct commitments of management to attain company objectives. They
provide a reason for initiating action on the one hand, and a norm of attitudes
towards employees, customers, and the public on the other. Policies form a code
of procedure in that they broadly indicate the best method of conducting any
portion of the work at hand. They assist in employee problem-solving and
decision-making. While policies must be consistent, they must be flexible enough
to permit adjustments when the need for change arises.
Policies are needed for the following reasons: To give life and direction to
the program of activities covering the needs of the organization and its human
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
2
resources, to provide definite guidelines to achieve consistent treatment of all
employees, policies serve as standards of performance, policy statements are
needed to allow subordinate executives to make fair and consistent decisions on
recurring problems and to help build employee enthusiasm and loyalty.
Company policies are formulated on the basis of historical events, the
present situation, or anticipated future needs. Policies are most useful if there
writings are circulated to supervisors, managers and employees. One of the
functions of the personnel manager is to assist top management in the formulation
of personnel policies. The need for policy arises from the anticipated problems or
from existing or past recurrent problems.
Since policies are man-made and are to be made applicable to different
situations and to individuals differing in many ways, they are not always perfect.
To some personnel managers, policies may remain ambiguous, to some they may
be contradictory, and still to others, they may appear rigid.
No policy or rule will ever be so precise as to solve a problem, leaving no
room for doubt whatsoever. In fact, it is said that for every rule there is an
exception. For if rules and policies solve all problems in decision-making, then
there would be no conflicts of opinion among employees, differences of thinking
among managers and even among administrators. No matter how well thought out
or how well written policies are, they can not be expected to cover all situations
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
3
and eventually what now seems to be clear, may appear unclear and doubtful at
some future time.
Sometimes, the implementation of one policy may conflict with another.
For instance, policies relating to management development may run counter to
policies relating to budget limitations. Policies can not cover all situations. They
cannot be so rigid as to disallow any form of exceptions. When the personnel
Department tries to enforce a personnel policy, line departments may complain
because the enforcement of the policy will adversely affect their operations.
Policies should, therefore, be reviewed from time to time.
The success of the organization depends mainly on its administrative head.
The manager himself is the key to quality performance. He acts as an individual,
as a social being and as a leader. As an individual, the manager should be able to
understand his subordinates by developing the right relationship. Thus, he should
know their physiological needs. The manager as a leader should also have the
vision as to how he should live and act to realize his functions and to help others
attain their goals.
The administrators adopts the philosophy of personnel administration by
emphasizing the element of management concerned with the operations of the
activities of the personnel. Specifically, the elements involved are planning in
terms of human elements, organizing and staffing by arranging staff for
accomplishing operatively derived purposes, directing definite leadership in
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
4
keeping the entire organization moving in the direction of accepted goals;
coordinating the effort of all concerned in keeping the diverse elements working
together in unified way to solve problems; and controlling by setting up and
operating a system of control through concurrence.
Effective management involves harmonious working relationship with
personnel. The skills are required of administration and management on the
foundation of theory on how to manage people.
There are certain processes to be performed, general principles and rules
to be observed, as well as tools, techniques, and methods to be utilized in the
management of personnel in any organization regardless of its type, purpose, or
the qualification of its personnel. This fact holds true whether the organization is
business, government, research, military, educational or some other type of
organization.
In the Philippine National Police (PNP) organization, the police functions
can be divided into four broad categories under which their duties are grouped.
These are order maintenance, law enforcement, emergency services, and crime
prevention. In addition, the police provide a variety of services that are not
normally considered to be part of their function. Since the police provide 24-hour-
a-day service at no charge, they may be asked to respond to almost any
conceivable problem. In this capacity, the police frequently act as type of clearing
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
5
house; if they can not solve the problem, the police direct the complainants to the
appropriate government agency or private enterprise.
The order maintenance function is the area to which law enforcement
officers devote most of their time. This function includes providing for the
community’s sense of well being through a police presence; assisting to maintain
an orderly flow of traffic; guaranteeing the constitutional rights of all people;
assisting those in need; identifying problems within community, and resolving
interpersonal conflicts.
Moreover, the law enforcement mission is the most popular with
individual police officers. Law enforcement is what police officers refer to when
they speak of “real police work”, as compared to the many order maintenance
assignments making up calls for police service. Law enforcement means
providing for the safety of the public by enforcing violations of laws and
ordinances committed in their presence; investigating criminal activity and
bringing criminal suspects before the court for trial.
Another important function of the police is providing rapid response to
people in physical danger, both police protective services and emergency first aid
to those in need of such services. The best argument for maintaining uniformed
patrol lies in the delivery of emergency services. The deployment of personnel
throughout the entire area of jurisdiction reduces the response time required for
calls for service. Time is not relevant for most police calls, but true emergencies
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
6
require a short response time. Thirty seconds may mean the difference between
life and death to someone whose breathing has stopped or who has been involved
in a serious accident. Since it is impractical to have ambulances and fire trucks
patrolling an area for rapid response to emergencies, they must assume that the
necessity exists for the police to fulfill this function.
Crime prevention involves deterring criminal activity through the use of
uniform patrol techniques, crime prevention programs, and selective enforcement
techniques. People assume that the policemen are experts in the prevention of
crime, although so far there are no specific training established.
Statement of the Problem
This study focuses on the personnel management policy with emphasis on
the recruitment , promotion, placement of officers in the key position, assignment
and transfer, and the training development of PNP personnel. Specifically, the
study deals on the following concern:
1. What is the extent of knowledge of the personnel in the Police Regional
Office-Cordillera on the personnel management policies?
2. What is the extent of enforcement of personnel management policies?
3.
What is the extent of influence of factors on the enforcement of
personnel management policies?
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
7
4.
What is the extent of performance in duties and responsibilities of
personnel on the enforcement of personnel management policies?
5.
What is the extent of seriousness of problems on the enforcement
of personnel management policies?
Objectives of the Study
Generally, the study aimed to assess the enforcement of personnel
management policies as influenced by administrative and political factors.
Further, the five specific objectives formulated are the following:
1.
To determine the extent of knowledge of the personnel on the
enforcement of personnel management policies;
2.
To determine the extent of enforcement of personnel management
policy;
3.
To determine the extent of influence of factors on the enforcement
of personnel management policies;
4.
To determine the extent of performance in duties and
responsibilities of personnel on the enforcement of personnel management
policies;
5.
To determine the extent of seriousness of the problems on the
enforcement of personnel management policies.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
8
Importance of the Study
The findings of this study may guide the office in assessing the
effectiveness of its personnel policy implementation process, in determining the
factors that influence such process, and in undertaking appropriate measures to set
right flows in the existing system.
This study may also help administrators look deeper into certain aspects of
existing polices that need to be strengthened or emphasized. This will lead to the
newer directions in the improvement of the situations or conditions related to the
existing personnel management policies and practices. It can guide the
administrator in the formulation of management design to meet the needs and help
them improve the policies.
Moreover, this may also be a basis for the personnel to be aware of the
policies of the administrators which are being implemented. This will serve as a
guide to future administrators, operation planners, and policy makers in designing
a program on strict implementation of the management policies, in preparing
measures to minimize the problems that may arise and for following fair
management practices in recruitment and selection, promotion, selection and
placement, assignment and transfer, training and development of PNP personnel.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
9
Scope and Delimitation of the Study
The scope of the study is categorized into five major concerns: extent of
knowledge of personnel on personnel management policies; extent of
enforcement of personnel management policies; extent of influence of factors on
the enforcement of personnel management policies; extent of performance in
duties and responsibilities of personnel on the enforcement of personnel
management policies; and extent of seriousness of problems on the enforcement
of personnel management policies.
It is mainly confined on the four branches of the Regional Personnel and
Human Resource Development Division of the Police Regional Office-Cordillera
namely: Recruitment and Selection Branch, Personnel Plans and Policies Branch,
Records Management Branch and Human Resource Doctrine and Development
Branch.
There are many personnel management policies but this study focused on
the common personnel policies and determined the extent of enforcement of the
personnel on the provisions of each policy.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
10
REVIEW OF LITERATURE
This section presents data on pertinent provisions of the law, policy
implementation concepts, theories, and studies conducted that have significant
bearing on the problems stated.
Vision, Mission, and Functions/Duties of the
Regional Personnel and Human Resource
Development Division of PRO-Cordillera
Vision
The RPHRDD of PRO-Cordillera envisions an efficient organization,
administration and operation, including recruitment, selection, promotion, and
retirement of members of the PNP.
Mission
The mission of the RPHRDD states to assist in the exercise of command
pertaining to management of PNP uniformed and non-uniformed personnel as
individual; manpower procurement and control; personnel records and reports;
discipline, law and order; morale, personnel services and personnel procedures;
and other personnel matters.
Functions/Duties
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
11
The functions and duties of the RPHRDD office of PRO-Cordillera are the
following:
1. Studies and serves information pertaining to the personnel activities;
2. Furnishes estimate, advice and analysis on personnel matters;
3. Prepares personnel plans and projections;
4. Translates decision into directive concerning personnel information and
movement or deployment of elements;
5. Recommends changes in plans, policies and orders to insure the
efficient procurement and employment of the human resources;
6. Ensures that training is directed towards law enforcement, internal
security operations and delivery of appropriate and adequate police services;
7. Ensures that course content includes correct attitudes and values,
commitments to the police service and modern techniques necessary in the
performance of functions;
8. Formulates polices for PNP career management and development
attained through rotation in assignment or duty in order to produce well-rounded
PNP personnel;
9. Ensures that rules and regulations on promotion relative to appropriate
training be implemented equitably.
Personnel Management Policies of the
Police Regional Office-Cordillera
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
12
Recruitment and Selection of PNP Personnel
This refers to the process by which applicants are screened and
their qualification evaluated vis-avis the criteria and requirements for entering
the police service. Primarily, it aims to improve police visibility which is one
of the areas of concern. There is a need to increase the number of policemen
in the field, particularly in the functional areas of crime prevention, crime
suppression and counter-insurgency operation.
Promotion of PNP Personnel
It refers to the advancement of an employee from one position to another
with an increase in duties and responsibilities as authorized by law, and usually
accompanied by an increase in salary. Primarily, it aims to provide a uniform and
systematic standard in the selection and screening of candidates for regular or
special promotion; to insure selection of the most capable candidate for promotion
based on established criteria; and to upgrade the PNP officer and non-officer
corps.
Selection and Placement of PNCOs to Key Officers
Basically, this refers to the formal designation and assignment of an
officer to a key position through their qualifications. Primarily, it aims to establish
an objective selection and placement system that is firmly anchored on the merit
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
13
and fitness principles; to create equal access and opportunity for professional
growth and career advancement for all qualified and competent police
commissioned officers in the PNP, regardless of their source of commission; and
to provide for the fair adjudication of any protest, complaint or grievance arising
from the implementation of the selection and placement system.
Assignment and Transfer of PNP Personnel
The movement from one position to another is called the equivalent rank,
level or salary without break in service involving the issuance of an appointment.
The philosophy underlying the practice of assigning PNP members within their
respective places of residence is premised on certain factors, such as: the history
proven fear of ostracism for PNP members and his family should the former
resort to shameful acts, such as extortion (kotong), in his place of residence; said
members are familiar with people, the culture, the terrain and other conditions
prevailing threat; practical economics- Many PNP members have their own farms
which provides them and their families with much of their food requirements,
resulting in substantial savings. If assigned in their places of residence, very often
they do not have to rent houses or living quarters. The “extent family” culture
enables the police members to avail themselves of economic aid in emergencies
from their parents and relatives; and allowing the police members to stay with
his/her spouse reinforces family solidarity.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
14
Training and Development of PNP Personnel
Training and development of PNP Personnel refers to the acquainting of
personnel, molding their character, improving their behavior with the objective of
projecting good image of PNP. Primarily, it aims to provide PNP personnel
necessary and relevant training in order to enhance professional development; to
develop personnel acceptance values, skills, and knowledge in preparing them for
specified jobs/responsibilities; to enhance individual proficiency and unit
operational readiness; to provide PNP personnel with the knowledge, skills, and
attitudes necessary in law enforcement to enable them to discharge their duties
efficiently and effectively; to refresh their knowledge and update their
investigative skills on the current techniques and procedures in investigation; to
acquaint them with new laws enacted by congress, particularly those pertaining to
law enforcement and its application; and to develop PNP personnel to be mentally
alert, upright and physically fit which are essential factors for law enforcers to
serve the community better.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
15
Common Legal Bases of Personnel Management Policies
Of the Police Regional Office-Cordillera
Legal Bases on Recruitment and Selection
Pursuant to Section 14 of RA 6975, otherwise known as the Department of
Interior and Local Government Act of 1990, mandates the National Police
Commission to prescribe rules and regulations governing the recruitment,
selection and appointment of PNP uniformed personnel, and to ensure the quality
of personnel entering the police service, and strengthen the foundation of police
professionalization, standard procedure for recruitment and selection of PNP
personnel shall be adopted and established.
Legal Bases on Promotion
Section 16 of RA 6975, (DILG Act 1990) authorize the National Police
Commission to prescribe rules and regulations on the promotion of PNP
personnel, policies shall be issued for strict adherence. Promotional action shall
be aligned towards recognition of good performance in the service and potential
to discharge greater duties and responsibilities in the next higher grade.
Promotional policy shall serve as an incentive to promote higher levels of
employee’s morale and work performance. Each PNP member’s progress depends
mainly on his own initiative, skill and ability and creditable work on the present
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
16
job and persistent effort to render valuable service will also increase one’s
chances for deserving a promotion.
Legal Bases on Selection and Placement
of PCOs in the Key Position
Consistent with provisions of Republic Act 6975 and the Civil Service
Law, it is a policy declaring the NAPOLCOM and the PNP to promote
professionalism in the police service through the institution of merit and fitness as
the primary consideration in the selection and placement of officers to key
positions in the organization.
Legal Bases of Assignment and Transfer
For maximum efficiency and effective law enforcement, and pursuant to
Section 63 of RA No. 8551, PNP members with the ranks of Police Officer 1 up
to Senior Police Officer IV shall be assigned to the city or municipality of their
recruitment and/or their residence, and could only be relieved or reassigned for
cause to locality preferably within the district or province or to another province
within the regions. Only in the extreme cases based on justifiable reasons shall
such reassignments be made outside the region. For the ranks of Police Inspectors
and higher ranks their relief and reassignments may be effected when the
exigency of the service so requires.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
17
Legal Bases on Training and Development
The Philippine National Police three program action plan, O.N.E. PNP,
where E stands for Education, Training and Benefit Improvements is the
investment in the police who will do battle to win the street. In relation to
NAPOLCOM Resolution No. 92-036, training program is designed to serve as
guide to PNP personnel in the conduct of in-service training activities required,
considering the very limited resources provided them. It focuses on basic
knowledge and skills essential to police work as well as to those that address
contemporary concerns, such as the drug problem, kidnap for ransom and
terrorism.
Factors That Influence Enforcement
of Personnel Management Policies
Policies and Procedures as Bases of
Unified Policy Direction and Action
The relevance of clearly stated policy to the implementation process is
expressed through Mc Facland’s (1974) description of policy as guide to the
actions or decisions of people in organization. It is planned expression of the
organization’s official attitudes toward the range of behavior within which the
organization permits or desires its employees to act. It takes the form of statement
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
18
which can be appraised if it is established in anticipation of questions that arise as
to whether or not a given act is prohibited.
Policy may be classified as general or specific according to the amount of
detailed description contained in the statement. General policy applies to the
entire organization and then defined by an implementing policy statement for a
specific department or division. The department or division policy statement is
intended to guide those in the lower management in carrying out the general
policy of the organization (Andres, 1991).
Responding to a question by Bordewich (2001) in an interview on what
lessons Singapore can teach to other Asian nations, former Prime Minister Lee
Kuan Yew stressed that if a government wants to grow to its maximum or
optimum potential, it must structure its society and policy such that it can make
maximum use of international capital, management skills, marketing skills,
technology and knowledge.
Pressure Groups whose Interests
Are Affected
In a business-government-society interrelationship, society is an all-
encompassing concept. Both business and government are institutions operating
within society. Individual components in society are constantly in motion and
interacting to produce changes. Business and government, of course, interact
constantly. They both also influence and are continuously influenced by other
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
19
aspects of society, such as changing social values, pressure groups, technology,
intellectuals, workers, educational institutions, lawyers, consumers, prices, and so
on. The mixture of these interrelationships varies from time to time (Steiner and
Steiner, 1994).
There is no homogenous conception of bureaucracy, but all public
bureaucracies operate in the administrative worlds of behaviors, institutions,
processes and policies. These “worlds” significantly affect the professional lives
of public administrators. Development, implementations and evaluation of public
policies constitute the fourth major worlds of the public administrator. Individuals
affiliated with small and large groups can influence the policies and procedures of
formal organizations, which in turn, affect the major functions of agencies.
(Berkley and Rouse, 1994)
National and international policies increasingly undermine the sustainable
development efforts of Non-government Organizations and People’s
Organizations. In the face of such challenge, these NGOs and Pos have identified
several interrelated goals and priorities. Such priorities include the need to change
detrimental government policies, use grassroots experiences and innovations as
the basis for improved policies, and strengthen local capabilities and structures for
on-going public participation. NGOs and community organizations in the
Philippines are recognized internationally for their creativity and experience in
development, coalition building and advocacy. (Miller and Razon-Abad, 1997)
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
20
Section 15, Article XIII of the 1987 Constitution recognizes that people’s
organizations are bona fide associations of citizens with demonstrated capacity to
promote the public interest and with identifiable leadership, membership, and
structure. Furthermore, Section 16 states that the Constitution recognizes the right
of people and their organizations to effective and reasonable participation at all
levels of social, political and economical decision-making by directing that the
same right shall not be abridged. As a matter of fact, it directs the state to
facilitate the establishment of adequate consultation mechanism. (Martin, 1987)
Provisions of the Law Requiring
Strict Adherence
Wilcox (1950) cited the problem encountered by the Federal Trade
Commission on irregular business activities. The only formal action that the
commission can take is to issue an order to cease and desist. Such an order has
serious weaknesses. It can forbid a practice that is in itself illegal but it cannot
forbid one that would otherwise be lawful on the ground that it is an integral part
of an unlawful plan. It can tell respondents to complaints filed what they are not
to do but it cannot require them to take affirmative action to rectify past wrongs or
to afford assurance against future ones. The order is strictly limited in scope. It is
confined to a particular offense by a particular in a particular case. It leaves the
respondent free to offend in a different way. Likewise, it leaves his neighbor free
to offend until an order has been issued in another case.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
21
Indeed, there are limits to the law. It can make a person just, sober, or
ethical. It can make people love their neighbors. It can make a business prosper.
The law sets minimum standards of conduct that society will tolerate. This does
not mean that there are no other conduct or behavioral controls that would be
useful in society. It simply means that there are limits to the effectiveness of law.
A law must possess several good characteristics to be effective in our system-
predictability, flexibility, reasonable application and coverage. If any of the
characteristics is missing, then it is likely that the law will not be effective.
However, not all legal rules contain these elements. Laws that do not are often
rendered nullities or cause severe strain on the law enforcement process.
(Whitman and Gergacz, 1985)
Institutional Regime Characteristics or
System of Governance of the Local
Administration
Political regimes or any political movements cannot long endure unless
they have popular support. It is the task of the regime’s ideology to draw much
needed support, and to sustain it so that the regime may not be paralyzed or be
derailed in the pursuit of its goal. Ideology is the set of ideas and beliefs that serve
as the framework for understanding political reality-the political regime and its
institutions-and for defining the role of people in society. Legitimization refers to
how the political regime and its authority are accepted by the community, to how
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
22
its laws are complied with, and to how its policies are carried out. If the political
regime is no longer respected, then it is said to suffer from “legitimization crisis.”
And when political regime losses its legitimacy, its reason for existence becomes
precarious. (Tuibeo, 1998)
Philippine political institutions and policies have had to make some
adaptions and adjustments as a consequence of global imperatives that have gone
beyond the artificial political boundaries of the nations of the world. The
enactment of Local Government Code of 1991 is considered as the national
government’s primary response to this global challenge. Largely motivated by
their new-found powers, Philippine local government units have explored
different innovative ways of boosting the local economies. (Brillantes, Jr., 1998)
It is, however, sad that politics or the practice of politics is now associated
with the art of deception, intrigues, demagoguery and ruthless egoism. The fact is
that, once in the corridors of power, some people, whether elected or appointed,
make use of their offices for personal aggrandizement. Through political
maneuvering, some politicians and officials of the state bureaucracies become
rich overnight, thus confirming the suspicion that politics is but a license for
plundering public money and property. (Tuibeo, 1988)
Type of Decision Making Tackled
From the standpoint of effectiveness, decentralization and worker
participation seem, on balance, to provide an edge over more centralized
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
23
approaches. For example, Hitler’s favorite architect, Albert Speer, felt that the
armaments industry was overly bureaucratized, so he took steps to make the
industry more results-oriented. First, he introduced group and collegial decision-
making in his armaments ministry by establishing an open organizational
atmosphere. Second, he changed the authority dimension in the organization so
that the tasks determined who was in charge rather than relying on formal chains
of command. Third, systems were temporary-when tasks were completed the
organizational structures designed to support the tasks were dismantled. Fourth,
responsibility was given to subordinates so that their self-interest was linked to
the performance of the ministry. Speer was evidently successful in implementing
these managerial innovations; armaments’ production more than tripled between
1941 and 1944. (Bozeman and Straussman, 1990)
Thus, the administrator must have the capacity to exercise discretion
before he has explicit responsibility, and that delegation of responsibility by a
bureaucrat tends to increase his casual responsibility will be the greatest if he
stands at the top of the hierarchy. And that is entirely appropriate because if he
stands at its peak, the weight of his accountability will be the heaviest also. Again,
the healthy bureaucratic situation at all levels is a favorable situation of
responsibility. (Spiro, 1969)
It is the general principle of law, expressed in the maxim, delegatus non
protest deligare, that a delegated power may not further be delegated by the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
24
person to whom such power is delegated. Apart from statue, administrative
officers, in whom certain powers are vested upon or in whom certain duties are
imposed, may deputize others to exercise such powers or perform such duties.
Usually, deputizing depends upon whether the particular act or duty sought to be
delegated is ministerial, on one hand, or, on the other, may be delegated to
assistants whose employment is authorized. There is no authority to delegate acts
that are discretionary or quasi-judicial in nature unless, of course, authorized by
the legislature. (Sibal, 1999)
Power Capabilities and Strategies
of Department, Division and
Section Head
In analyzing the relevance to Philippine Public Administration of culture
perspective in organization theory, Varela (1993) cited the contentions of Shafrits
and Ott (1987) that power-politics perspective views organizations as complex
systems of individuals and coalitions, each having its own interests, beliefs,
values, preferences and perceptions. The coalitions compete with each other
continuously for scarce organizational resources. Within this perspective, power,
politics and influence are critically important and permanent facts in organization
life.
Furthermore, Varela (1993) cited the contention of Balridge (1971) on
power politics perspective that organizational goals are rarely established by those
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
25
in positions of formal authority. They are the results of maneuvering and
bargaining among individuals and coalitions. Organizations have many
conflicting goals, and different sets of goals take priority as the balance of power
changes among coalitions. In the theory of organizational power and politics,
organizational goals provide the official legitimations resource allocation
decisions, which are made based on the relative power of competing coalitions.
Strategic public management requires at least some provisional anchoring
of a policy issue, but usually the public manager has a limited role, or no role, in
framing the broad outlines of policy. Rather, the task of the manager is to offer a
professional assessment as to how a program fits with the broad policy area.
Framing the issue-determining types and levels of managerial discretion and
relation to objectives-is thus crucial to strategic public management. Thus, the
effective public manager should help shape the definition of the problem by
alerting the political executives to the current state of knowledge concerning the
policy area. (Bozeman and Straussman, 1990)
In the analysis on strategies in public administration, Alfiler (1993) cited
the contention of academicians and practitioners who attended a seminar on
participation at the grass-roots level that their participation is a process in which
the people are directly and actively involved in the planning and implementation
of rural development programs and projects. In the decision making process, the
people should be allowed to participate in four stages: defining the situation
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
26
requiring a decision; choosing the preferred alternatives; determining how best to
implement the decision once it is made; and evaluating the consequences of the
action taken. Thus, participation should not only be viewed as a matter of public
hearing but also as actual involvement in planning and implementation of a
program.
Political Will of Department, Division
And Section Heads in Implementing
Action Programs
A timely illustration of political will in Asia is that which Lee Kuan Yew
displayed. As Prime Minister of Singapore for more than 30 years, he personified
his island nation. He came into office as a fiery socialist, yet crushed communist
efforts to control the government. When Malaysia expelled Singapore from its
federation, threatening economic catastrophe and political collapse, Lee forged a
new politics that brought his country wealth, security and a degree of stability that
is envied throughout Asia. Critics have accused him of authoritarianism, stunting
democracy and crippling a free press. Admirers regard him as a tough-minded
pragmatist who overcame corruption and ethnic strife to make Singapore a model
of efficiency. (Bordewich, 2001)
One great challenge to political will is the influence of pressure groups.
Because of the discretion often vested in agencies by legislation, once an act is
adopted, the group struggles shifts from the legislative to the administrative arena.
Given the operating discretion of many agencies, a group that can successfully
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
27
influence agency action may have substantial effect on the course and impact of
public policies. Sometimes, relationships between a group and an agency may
become so close as to the allegation that the group has “captured” the agency.
(Anderson, 1990)
Performance Indicators in the Enforcement
of Personnel Management Polices
Appraisal of performance focuses on the individual employee. Results of
the appraisal are used for making decisions on such matters like compensation
upgrading, promotion, transfer and other employee fringe benefits. These
evaluation results are also useful for determining employee work improvement or
progress and for making an employee activity plan during the period of
employment. (Tendero, 1993)
The administrative Code of 1987 provides that there shall be established
performance evaluation system, which shall be administered in accordance with
rules, regulations, and standards, promulgated by the Commission for all
employees in the career service. Such performance evaluation system shall be
administered in such a manner that as to continually foster the improvement of the
individual employee efficiency and organizational effectiveness. (Sec. 33 of
Executive Order No. 292)
The PNP Performance Evaluation System (PNPPES) shall be made an
integral part of the Human Resource Development Program of the PNP
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
28
organization and designed to suit its unique functions in terms of difficulty
identifying quantitative targets due to the nature of police work and the frequency
of rotation and job assignments. It shall apply to all uniformed personnel of the
PNP. It shall be used to asses the performance of an individual PNP member in
terms of his contribution to the attainment of peace and order in his area of
responsibility, skills and competencies and attitudes towards work.
The performance indicators of the PRO-Cordillera has different indicators
depending on their ranks so with the NUP. These are just the common indicators
used in evaluating the PNP personnel.
Accomplishment of Work
Insistence on high standards of performance confronts much more with
job satisfaction than to laxity and indifference. Correction, firmness, or discipline
may engender a temporary feeling of resentment, but such action, constructively
done without destroying the individual’s self-respect, can still a realization which
appeals to the compelling human need for a sense of success, approval and
recognition. This sense of success refers to the feeling that one is making
progress, that there is general acceptance of one’s work, that one is achieving
what he sets out to achieve, and that one is realizing the potentialities of his skill
and his ability. Such emotional satisfaction is affected not only by what he
accomplishes but also by how those with whom he works and reacts to what he
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
29
accomplishes. People work nor for bread alone but for the satisfaction of social
acceptance. (Stahl, 1971)
Thus, it is not enough for the effective strategic public manager to simply
be people-oriented. Most managers can go along way relating one-on-one to
associates and others with whom they are interdependent, but the strategic public
manager not only is people-oriented but also appreciates the specific roles that
individuals must play to accomplish goals and, just as important, has an ability to
see how all the individual pieces of the puzzle fit together. (Bozeman and
Straussman, 1990)
Public Relations
Public relations is concerned with survival because, in the long run, no
enterprise can endure without public support. For this reason, public relations lies
at the heart of administration and is a function for which the chief executive
himself must be responsible. Public relations pay off in only one currency-the
survival of the program through sustained public support. In other words, public
relations is a planned program of policies and action designed by an administrator
to build public confidence in, and increase public understanding of, his program
or agency. A public relations program may be designed for both defensive and
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
30
offensive purposes. The defensive aspect of it protects the institution from attack
and misunderstanding, and the offensive enhances its prestige and influence.
(Dimock and Dimock, 1996)
The Civil Service Commission widely promotes the slogan “Mamamayan
Muna, Bago Mamaya Na” (“The Citizens Now, Not Later”). The immediacy of
having the citizen served before anything else implies that it is not just a matter of
customer satisfaction but also delight. On one side, however, the program is
double-edged as one mechanism for assessing the performance of the public
employees. Generally, serving the public is the raison d’ etre of the government’s
existence. The application of Total Quality Management (TQM) in government
organizations therefore promotes the rendering of service that would satisfy the
public. (Mangahas and Leyesa, 1998)
Office Relations
Beginning in the late 1920s and carrying through the 1930s, the Harvard
Business School under the leadership of Elton Mayo conducted research that
became known as Hawthorne studies focused on the essence of the organization
as a social system. The arguments of the Mayo Group centered around a view of
social man as seeking satisfaction primarily by membership in stable work
groups. The moral for management was also quite clear-rather than operating on
“automized economic automations,” it should work through the small group by
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
31
encouraging its members to develop favorable views of their situation, and by
avoiding creating a source of frustration or threat. Consequently, various
techniques were suggested such as expressive supervision and worker
participation, which, it was thought, would promote a climate of good human
relations in which work groups could “usefully” function. (Nigro and Nigro,
1992)
Administrative culture can be influential to office relations. As an
operational concept, administrative culture can also be viewed as organizational
culture or the personality particular to a specific organization. Meanings attributed
to such culture are observed behavioral regularities when people interact, such as
the language used and rituals around deference and demeanor; or the norms that
evolved in working groups; or the philiosophy that guides an organization such as
its policy toward employees and/or clients. It is also seen as the rules of the game
for getting along in the organization, or the ropes that a newcomer must learn to
become an accepted member. (Shein, 1985)
Punctuality and Attendance
Members of the Philippine National Police (PNP) are not covered by the
eight hour labor law (C.A. No. 444) and/or by the 40-hour a week law (R.A. No.
1880) and that they are still covered by Sections 259 and 566 of the revised
administrative code.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
32
The Supreme Court in a decision dated August 30, 1968 (Juanito Carlos,
Petitioner vs. Antonio Villegas, et al., Respondents – Appellee, No. L-24394) had
explicitly ruled that the Eight Hour Labor Law (C.A. No. 444) and the 40-Hour A
Week Law (R.A. No. 1880) are not applicable to Firemen, Garbage Collectors
and other civil service employees who are required by the very nature of their
work and the exigency of the service, to be regularly on round-the-clock
observance of their duties.
The Supreme Court further declared in said decision that Sections 259 and
566 of the Revised Administrative Code, which have not been repealed by C.A.
No. 444 and R.A. 1880, are the ones applicable to firemen, garbage collectors and
other civil service employees whose official functions normally require over-time
services. As such PNP members may not collect over-time pay for overtime
services.
There is no gain saying the fact that the nature of work of the uniformed
members of the PNP requires them to be always on the alert and available to
respond to any call for police assistance, which may occur at any time of the day
or night, thereby normally necessitating round-the-clock observance of their
duties.
As a general rule, uniformed members of the Philippine National Police
(PNP) shall not be required to render service for more than eight (8) hours a day
for five (5) days or a total of forty (40) hours a week; the interest of the public
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
33
service, the Chief of PNP may extend the number of hours of work or require any
or all of the members of the PNP to render duty not only on work days but also on
weekends and holidays; and unless otherwise explicitly provided by law, any
overtime duty performed by uniformed members of the PNP or service rendered
by them on weekends and holidays, whether such service is done voluntarily or
exacted of them under authority of law, shall not entitle them to over-time
compensation.
But the Non-Uniformed Personnel (NUP) are covered by Section 5,
Omnibus Rules Implementing Book V of Executive Order No. 292 wherein they
shall render not less that eight hours of work a day for five days a week or a total
of 40 hours a week, exclusive of time for lunch. As a general rule, such hours
shall be from eight o’clock in the morning to 12 o’clock noon and from one
o’clock in the afternoon on all days except Saturdays, Sundays and holidays.
Initiative and Readiness for Service
The great sage about human affairs, John W. Gardner, has observed is that
there could be nothing more satisfying than to be engaged in work in which every
capacity or talent one may have is needed, every lesson one may have is used, and
every value one cares about is observed. The fact is that broad ethical drives,
combined with the stimulus of tackling society’s major problems, suggest a
pattern of managerial behavior that entails treating each employee as a
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
34
worthwhile human being bent upon doing his utmost ability to get the job done. If
people accept that man generally wants to work and derives great satisfaction
from a productive concentration of his energies, then the management problem
becomes one of reconciling man’s objective with those of the organization.
Achieving those objectives would be one of the employee’s greatest rewards.
Here lies the avenue to optimum effectiveness and innovation. (Stahl, 1971)
Paragus-Ancheta (1991) cited the notion that job involvement is clearly
related to motivation and job satisfaction. Studies show that what causes a person
to be intensely involved with his job depends on the personal characteristics of the
employee on the job itself, and that those high in job involvement allows for the
satisfaction of the growth needs. Accordingly, research has shown that stimulating
job-those high in autonomy, variety, task identity feedback and work
participation, are the ones that invite strong sense of involvement.
Stress Tolerance
Contrary to popular belief, stress is not pressure from outside situations.
Researchers call those outside situations stressors-multitudes of daily occurrences
that call for adjustment. Responding to situations constitutes stress. Stress begins
with being anxious because of the workload or home pressures. It affects people’s
mental, emotional, and physical health, productivity, and safety. In order to cope
up successfully with stress, leaders need to recognize stress as a facilitator as well
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
35
as barrier to effective leadership. Stress, aside from causing emotional, mental and
physical problems, can also provide opportunities. And while prolonged exposure
to stress can decrease resistance to disorder, it can also help people to cope
effectively and can actually strengthen their restrictive resources in the face of
threatening circumstances. It can increase ability to cope with even greater
stressful situations in the future. (D’ Souza, 1989)
As cited by D’ Souza (1989), Cardiologists Friedman and Rosenman
(1974) speak of People’s Type-A personality, which is more prone to stress-
related illness such as heart disease than Type-B personality. Leaders exhibiting
Type-A behavior patterns constantly try to achieve more and more in less time.
No matter how much they do, they never finish their work because they
constantly see something more to do. They also like to do things their way and
exert a lot of effort to ensure that others do even trivial tasks their way.
Unfortunately, they often fail to distinguish between important and unimportant
situations. They enjoy action and try to modify the behavior of other people to
achieve organizational goals.
In contrast, the Type-B personality is more easy-going. Not many
managers of organizations are these type-B leaders who tend to be overly tolerant
of non-compliance, regardless of the importance of the situation. Whereas Type-A
leaders feel reinforced by getting compliance, Type-B leaders do not actively seek
out compliance and do not feel highly threatened by its lack.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
36
Leadership Capabilities of Supervisors
Today’s leader must create an organizational culture where ideas come
unhampered by fearful people. Such leaders are committed to problem-finding,
not just problem-solving. They embrace error, even failure, because they know it
will teach them about success. They create adaptive, creative, learning
organizations. Such organizations have the ability to identify problems, however
troublesome, before they become crises. These organizations are able to rally the
ideas and information necessary to solve their problems. They are not afraid to
test possible solutions, perhaps by means of pilot program somewhere in the
organization and finally, learning organizations provide opportunities to reflect on
and to evaluate past actions and decisions.(Bennis, 1992)
Anyone who hopes to spell out the qualities of a leader is engaged in a
perilous and problematic situation. Leadership is, to a great extent, determined by
the needs of the situation. Hitler’s peculiar leadership abilities needed a particular
situation in which to flourish required not only the conditions that existed in
Germany.
Judgment and Decision Making of Supervisors
Bozeman (1993) describes political meddling in administrative decision
making as the intrusion of political criteria into technical decision. In a script,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
37
Bozeman presented the common situation that after policy analysts have carefully
studied a decision, the agency makes a rational choice that it is technically sound
and not extravagant. In the meantime, lobbyists pressure elected officials for the
less preferred choice. Elected officials in turn pressure agency to change its
policy.
Decision is essentially a process rather than an isolated act without
continuity in time. Decision involves a before and after, not just a particular
moment. Every act is part of psychological and social process and its
consequences may stretch far into the future. What this means is that decision-
making is essentially an institutional, not merely personal, matter. Hence, a main
problem, especially in large organization, is how to bring all the relevant
intellectual resources available to the agency to bear on the decision. (Stein, 1948)
An administrator with exceptional skill and training can reinforce his
formal authority in organizational decision-making. His influence is strengthened
by the opportunity he gives the specialist to argue from objective basis: it is the
“law of the situation.” The technical demands of the issue at hand that shapes his
recommendations. If these recommendations happen to enhance his power or the
program of his agency, this is only a fortuitous by-product of overriding skill
considerations. Needless to say, there are endless examples of specialists being
influenced by power and program as well as pure science. (Pfifher and Presthus,
1960)
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
38
Anderson (1990) suggests three theories of decision-making that may be
employed by policy implementers. First, the Rational Comprehensive Theory
draws considerably from the economist’s view of a rational person that would
make decision as well as form theories of rational decision making developed by
mathematicians, psychologists and social scientists. Second, the Incremental
Theory, a major approach to problem solving, suggests a conservative and
practical view to administrators in order for them to meet new challenges, slowly
and progressively. Third, the Mixed Scanning Theory recognizes the limited
human capability to secure purely rational decisions, while continuing to value the
system analysis techniques applied in the rational comprehensive process.
Conceptual Framework of the Study
Policy implementation in the RPHRDD is anchored on policies that are
formulated based on the vision, mission, goals and functional statements. Such
policies have legal bases whose applications are either national or local in scope,
and are enforced through administrative or political course of action taken by the
office.
A policy is a choice of a course of action, actual or perceived. It is more
comprehensive than a decision because it provides the framework within which
particular and specific decisions are made. In certain ways, it is an aggregation of
particular decisions, a cumulative result of incremental choices and actions.
Specifically, a public policy is a composite of decisions that government makes
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
39
and entails programs that the implementer embarks upon or implement to achieve
goals. It may be verbal, written or implied overall guide setting up boundaries that
supply the general limits and direction in which managerial action will take place.
Administrative and political systems influence public policy. The systems
theory portrays public policy as an output of the political system. The concept of
system implies that an identifiable set of institutions and activities in society
function to transform demands into authoritative decisions require the support of
the whole society. It also implies that elements of the system are so interrelated
that the system can respond to forces in its environment, and it will do so in order
to preserve itself.
A public policy can be assessed according to the degree the objectives of
the program has been achieved and expressed in terms of the performance,
impact, or accomplishments. It can be assessed whether it has impact on the
problem or need that it intended to address or has employed procedures or
methods of analysis appropriate to the type or character of the program.
The operational paradigm in Figure 1 shows the application of the
foregoing conceptual framework. Considered under independent variables are the
personnel management policies and the extent of knowledge of the common legal
bases of personnel management policies that both indirectly influence the
performance of the personnel and the enforcement of personnel management
policies.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
40
Generally, the personnel management policies aim to enforce the
provisions of the common legal bases and other pertinent laws. The primary aims
of personnel management policies are to initiate, review and recommend changes
in policies, plans, programs and procedures on personnel and administrative
matters: Specifically, to recruit and select quality personnel in entering the police
service to strengthen the foundation of police professionalization, to promote
deserving PNP personnel with their own initiative, skill, ability and creditable
work on the present job and persistent effort to render valuable service, to select
and place Police Commissioned Officers to Key Positions through merit and
fitness to promote professionalism in the police service, to reassign, transfer or
relief PNP personnel to the exigency of the service and assign to municipality of
their residence, and to conduct in-service training to provide all members of PNP
with the specialized skills and technical knowledge necessary in law enforcement.
The enforcement of personnel management policies has to be in
accordance with the provisions of pertinent laws. Among the policies, the most
common are: Republic Act 6975 Sect 14 relative to recruitment,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
41
INDEPENDENT
VARIABLES
INTERVENING
Personnel Management
VARIABLES
Policies of PRO-
Cordillera
DEPENDENT
Extent of Knowledge of
Factors Affecting the
VARIABLES
Personnel on the
Common Personnel
Enforcement of
Management Policies
Personnel
•
Management Policies
Extent of Performance
Recruitment and
of Personnel in the
Selection of PNP
Enforcement of
Personnel
•
Personnel Management
Promotion of
Polices
PNP Personnel
Problems Affecting
• Selection and the Enforcement of
Placement of Personnel
Extent of Enforcement
Police
Management Policies
of Personnel
Commissioned
management Polices
Officers
• Assignment and
Transfer of PNP
Personnel
• Training and
Development of
PNP Personnel
Figure 1. Operational paradigm showing the interrelationship of variables
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
42
selection and appointment of PNP personnel; Republic Act 6975 Sect 16 relative
to promotion of PNP personnel; Republic Act 6975 Sect 51 relative to
assignment and transfer of PNP personnel, and NAPOLCOM Resolution 93-023
relative to development and training of PNP personnel.
Such laws made by the legislature are considered fundamental policies
that become the administrator’s mandate-the legal bases on which he operates.
Hence, the quality of administration depends in no small part upon the quality of
legislation. The main difficulty is that in terms of job analysis, legislators have so
many demands on their time that they have increasingly less to give to issues of
high policy.
In the course of performance of the personnel and the enforcement of
personnel management policies, certain factors intervene. The factors comprise of
policies and procedures as basis of unified policy direction and action; pressure
groups whose interests are affected that include NGOs, Pos, and political groups;
provisions of the law requiring strict adherence; institutional regime
characteristics or the system of governance of the local administration; type of
decision making tackled; power capabilities and strategies of department, division
and sections heads; and political will of department, division and section heads in
implementing action programs.
Classified as dependent variables are the extent of performance of the
personnel and the extent of enforcement of personnel management policies. The
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
43
knowledge of the personnel on the common legal bases of personnel management
policies primarily influences its performance. The performance is categorized by
certain indicators, as follows: punctuality and attendance; knowledge of work;
work judgment; quality of work; volume of acceptance of work; meeting of
deadline; acceptance of responsibility; acceptance of direction; adaptability;
effectiveness under stress; personal appearance and bearing; operation of
equipment; initiative and resourcefulness; sensitivity and concern for human
rights; and moral values and ethical. The identified performance indicators are
excerpted from the Performance Evaluation Form of the Police Regional Office-
Cordillera.
It is conceptualized that among all influencing factors, the extent of
knowledge of the personnel on the common legal bases primarily determines the
extent of performance of the personnel. As such, it is expected that if the extent of
knowledge is high, then the extent of performance is also high. Conversely, if the
extent of knowledge is low, then the extent of performance is also low. This
concept is based on an inference that if the personnel is highly knowledgeable of
the legal bases, it is expected to enforce the personnel management policies with
political will.
Furthermore, it is conceptualized that the contrasting influences of the
factors determine the extent of enforcement of personnel management policies.
Such inverse interrelationship implies that if the extent of influence of factors is
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
44
high, then the extent of personnel management policies is low. Conversely, if the
extent of influence of factors is low, the extent of influence of enforcement of
personnel management is high.
Finally, it is conceptualized that there is a directly proportional
relationship between the performance of the personnel and enforcement of
personnel management policies. That is, conversely, if the extent of enforcement
of personnel management policies is low, then the extent of performance of the
personnel is also low. The concept is anchored on an inference that the
enforcement of personnel management policies is mainly dependent on the
performance of the personnel.
The foregoing concepts can be summarized by Grindle’s (1980) concept
of policy implementation as an administrative and political process. Such concept
states that public policies – broad statement of goals, objectives and means – are
translated into action programs that aims to achieve the aims stated in the policy.
It is apparent, then, that a variety of programs may be developed in response to
the same policy goals. Action programs themselves may be disaggregated into
more specific projects to be administered. The intent of action programs and
individual projects is to cause a change in the policy environment, a change that
can be considered an outcome of the program. The distinction made here between
policy and program implies the policy implementation is a function of a program
implementation and is dependent upon its outcomes.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
45
In other words, the program spells out “what is to be done” or what course
of action to take, given one’s theory of society, man and truth. The action to be
taken will vary from place to place but always contingent on the material and
social interests of the political actors. Thus, the political action may simply be the
preservation, or the reform of the status quo, or its total reconstruction.
Operational Definition of Terms
The following concepts are used for a clearer understanding of this study.
Affecting
factors. These are the administrative and political issues that
adversely and favorably influence the enforcement of personnel management
policies.
Command Group. This comprises the office of the Regional Director
(ORD); Deputy Regional Director for Administration (DRDA); Deputy Regional
Director for Operation (DRDO); and the Regional Directorial Staff (RCDS).
Directorial Staff. It composes the following offices: Regional Personnel
and Human Resource Development Division (RPHRDD); Regional Intelligence
and Investigation Division (RIID); Regional Operations and Plans Division
(ROPD); Regional Logistics Division (RLD); Regional Police Community
Relation Division (RPCRD); and Regional Comptrollership Division (RCD).
Extent of influence of affecting factors. It is the level of adverse and
favorably influence of issues on the enforcement of personnel management
policies. It is categorized as: very great, 81 to 100 percent influential; great, 61 to
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
46
80 percent influential; moderate, 41 to 60 percent influential; slight, 1 to 40
percent influential; not, 0 percent influential.
Extent of knowledge of the common legal bases. This is the level of
knowledge of the personnel on the statues categorized as very much, 81 to 100
percent knowledgeable; much, 61 to 80 percent knowledgeable; fair, 41 to 60
percent knowledgeable; slight, 1 to 40 percent knowledgeable; and not, 0 percent
knowledgeable.
Extent of performance in duties and responsibilities of personnel. It is the
level of performance of the chiefs of offices measured as: excellent, 95 to 100
percent performed; good, 75 to 84 percent performed; fair, 65 to 74 percent
performed; poor, 1 to 64 percent performed.
Fitness. The appropriateness or suitability of an officer to occupy a
particular position, is determined from an established set of criteria.
Human resource management. It is a new term sometimes being used in
place of manpower management.
Key
Position. This is a position which calls for responsibility over a major
command of staff unit. It includes the following: Director of Provincial/City
Police Command; Chiefs of Directorial Staff of Regional Commands (RECOMS)
and National Support Units (NSUs) and Executive Officer of Directorial in NHQ
PNP. Deputy Directors of NSUs and RECOMS; District Director of NCR District
and Deputy Director of Directorial Staff.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
47
Management. This is the process of combining the efforts and resources of
people with common interest who are organized for a common purpose. It is the
mechanism through which authority is exercised and responsibility is accepted.
Merit. It refers to the qualities or characteristics of an officer which
deserve recognition or commendation.
Non-Uniformed Personnel (NUP). These are civilian employees working
in the Philippine National Police (PNP). They perform administrative, clerical and
non-police operations usually assigned in the different offices of PRO-Cordillera.
Performance of the office. This is the act of enforcing personnel
management policies by the chiefs of offices. It is identified by certain indicators
excerpted from the Performance Evaluation Form in the Police Regional Office-
Cordillera that include: punctuality and attendance; knowledge of work; work
judgment; quality of work; volume of acceptance of work; meeting of deadline;
acceptance of responsibility; effectiveness under stress; personal appearance and
bearing; operation of equipment; initiative and resourcefulness; sensitivity and
concern for human rights and moral values and ethical standards.
Personnel administration. It is used by some writers to mean the
implementation of personnel policies and programs. It covers the processes of
planning and directing the application, development, and utilization of human
resources in employment.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
48
Personnel
management. This refers to the handling, directing, and
controlling of individual employees rather than of employees as a group. It deals
with individual relationships including employees’ problems with management.
Philippine
National
Police. It is a military organization of the Philippines
created to enforce the law, maintain peace and order, ensure public safety and
internal security in the entire Philippines with the help of the community.
Police Commissioned Officers (PCO). They are police officers from
Police Inspector (PINSP) up to the highest rank of the Philippine National Police.
Police Non-Commissioned Officers (PNCO). These are Police Non-
Commissioned officers from Police Officer 1 (PO1) to Senior Police Officer 4
(SPO4).
Police Regional Office-Cordillera (PRO-COR). It is a police regional
office of the PNP in the Cordillera region composed of six Police Provincial
Offices (PPO) namely: Abra PPO, Apayao PPO, Benguet PPO, Ifugao PPO, Mtn
Province PPO, one City Police Office (CPO) namely Baguio City Office and one
Regional Mobile Group namely the Police Regional Mobile Group respectively.
Policies. It means a continuing decision which applies to repetitive
situations.
Public
relations. This is used in personnel management which covers the
personnel manager’s contacts with employees, whether or not the latter are
unionized.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
49
Regional
Headquarters
(RHQ). It includes all offices at the regional office.
Uniformed
Personnel
(UP). It refers to the policemen of PRO-Cordillera
who are authorized by the government to enforce, maintain peace and order and
ensure public safety and internal security within their areas of responsibility. They
perform mainly operational functions. They can be classified as Police
Commissioned Officer (PCOs) and Police Non-Commissioned Officers (PNCOs)
regardless of their rank.
Hypotheses of the Study
The following are the hypothesis of the study:
1.
The personnel of the Office differ in their extent of knowledge on
the personnel management policies.
2.
Personnel management policies significantly differ in their extent
of enforcement.
3.
Factors significantly differ in their extent of influence on the
enforcement of personnel management policies.
4.
The personnel of the Office significantly differ in their extent of
performance of duties and responsibilities on the enforcement of personnel
management policies.
5.
These problems significantly differ in their extent of seriousness
on the enforcement of personnel management policies.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
50
METHODOLOGY
Locale of the Study
Camp Holmes (known today as Camp Bado Dangwa the home of PRO-
Cordillera) was proclaimed as military reservation on November 1929 by
Governor General Leonard Wood occupied by US Army units. In 1930, when the
US Army started to recruit Fiipino males with at least twenty (20) years of age in
the Philippine Army, they converted the camp into a Signal Training Camp for the
Philippine Army from 1930-1935 where Capt. Joaquin Hidalgo was then the
Commanding Officer.
During the Japanese occupation, Camp Holmes was occupied by Japanese
soldiers until they surrendered. Then, it was again occupied by Philippine Army
Units followed by the element from the newly organized Military Police
Command.
When the late Major Bado Dangwa died on March 18, 1976 PSSUPT
ROGELIO AGUANA was the incumbent Commanding officer of Camp Holmes.
He then passed a proposal for the change of Camp Holmes to Camp Bado
Dangwa in honor of Major Bado Dangwa for his remarkable contribution during
the World War II and as a public servant. Major Dangwa became a legend during
the Japanese occupation when he organized the 12th Infantry which was later
integrated into the famous 66th Infantry Regimen, USAFIP, NL. He was
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
51
honorably discharged as a Major. He had been a Congressman for Mountain
Province in two terms after his discharge in the military service.
Originally, the Military Police Command was divided into four zones. All
provinces in Northern Luzon covered under the1st PC Zone to include Mountain
Provinces and its sub-provinces; Ifugao, Benguet, and Kalinga-Apayao. Later, it
was reorganized into 12 Regional Commands (RECOM) under the defunct
PC/INP. Baguio City and provinces of Abra, Benguet, and Mt. Province were
under RECOM 1 while the provinces of Apayao, Ifugao, and Kalinga were under
RECOM 2.
Immediately after the February 1986 Revolution, the government drafted a
new constitution, which was subsequently ratified by the people in a succeeding
plebiscite. The constitution is now known as the duly ordained and promulgated
1987 Constitution of the Republic of the Philippines. Section 6 of Article XVI of
the same constitution provides that the state shall establish and maintain one
police force which shall be national in scope and civilian on character. This
provision led to the passage of Republic Act (RA) 6975, otherwise known as the
PNP Law, which eventually led to the creation and activation of the Philippine
Nation Police (PNP).
Further, the 1987 Constitution provides that there should be an
autonomous region to be created in Cordilleras. Hence, on July 15, 1987, EO 220
was issued by President Corazon Cojuangco Aquino creating CAR.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
52
Consequently, Mountain Province, the provinces of Abra and Benguet, the city of
Baguio were separated from Administrative Region 1 (Ilocos) and provinces of
Kalinga-Apayao and Ifugao, from Administrative Region 2 (Cagayan Valley) and
integrated into the Region. As a result, to satisfy the provisions of Section 6 of
the Executive Order (EO), the GHQs of the AFP issued GO 209 on April 17,
1989 which provided for the constitution and activation of the RECOM thus from
previously known as the PC/INP Command by virtue of LOI 26/88 which took
effect on March 23, 1989 renamed Cordillera Regional Command through GO#
209 dated April 17, 1989.
The use of the word REGIONAL COMMAND was changed to POLICE
REGIONAL OFFICE through NAPOLCOM Res Nr 96-058 dated July 31, 1996.
On August 1, 2001, PRO-CAR was again renamed as Police Regional Office-
Cordillera (PRO-COR)
PRO-Cordillera has a total strength of three thousand two hundred eighty-
eight (3,288) personnel as of December 31, 2005 broken down as follows: Two
hundred sixty-one (261) Police Commissioned Officers (PCOs): Two thousand
eight hundred eighty-two (2,882) Police Non Commissioned Officers (PNCOs);
and one hundred forty-five (145) Non Uniformed Personnel (NUP).
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
53
Table1. The strength of each office
UNITS PCOs
PNCOs
NUP
TOTAL
Police Regional Office (RHQ)
30
130
80
240
Regional Office Support Group
15
170
15
200
Police Regional Mobile Group
11
167
0
178
Abra Provincial Police Office
39
445
2
486
Benguet Provincial Police Office
38
422
11
471
Baguio City Police Office
39
461
20
520
Ifugao Provincial Police Office
23
272
4
299
Kalinga Provincial Police Office
23
326
6
355
Mt Province Provincial Police Office
23
293
7
323
Apayao Provincial Police Office
20
196
0
216
The Police Regional Office Headquarters comprises the Command Group
and the Directorial Staffs. The Command Group composes the following offices:
the office of the Regional Director (ORD); Deputy Regional Director for
Administration (DRDA); Deputy Regional Director for Operation (DRDO); and
the Regional Chief Directorial Staff (RCDS). The Directorial Staff composes the
following offices: Regional Personnel and Human Resource Development
Division (RPHRDD); Regional Intelligence and Investigation Division (RIID);
Regional Operations and Plans Division (ROPD); Regional Logistics Division
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
54
(RLD); Regional Police Community Relations Division (RPCRD); and Regional
Comptrollership Division (RCD).
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
55
RESULTS AND DISCUSSIONS
This chapter contains the presentation, analysis and interpretation of data
gathered based on the objectives set and hypotheses formulated for testing. The
primary aim is to evaluate the enforcement of personnel management policies in
the office as influenced by administrative and political factors.
Table 3. Extent of Knowledge of the Personnel of Police Regional Office-
Cordillera on the common personnel management policies
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT
POLICY
Very
High Fair Slight Not Mean
Desc.
High
Rating
a. Recruitment, Selection
and Appointment
1. Recruitment of PNP
Uniformed Personnel to the
rank of Police Officer 1 (PO1)
shall be based on the principle
65 175 69 19 2 3.85 H
of merit and fitness and shall
be open to all qualified
individuals.
2. The PNP shall reserve at
least ten percent (10%) of its
annual recruitment quota for 79 153 72 23 3 3.85 H
women.
3. There shall be no
discrimination on account of
gender, religion, ethnic origin
68 186 59 12 5 3.91 H
or political affiliation.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
56
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
4. No person shall be
appointed as Police Officer 1
unless the applicant satisfies 118 132 64 14 2 4.06 H
the minimum qualifications
for appointment.
5. Reference shall be
accorded to the applicants
who are residents of the 77 123 108 13 9 3.75 H
city/municipality where the
quota is allocated .
6. The age, height, and weight
requirements for initial
appointment in the PNP may
be waived only when the 85 120 105 14 6 3.80 H
number of qualified
applicants falls below the
approved quota.
WEIGHTED MEAN
3.96
H
=
Tc = 06.75*
To.05
2.01
b. Promotion
1. Qualification standards for
education, eligibility, training
and experience/time-in-Grade 88 114 67 56 5 3.67 H
shall be satisfied for
promotion.
2. Temporary (promotion) 74 138 76 34 8 3.71 H
appointments are only
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
57
considered when the number
of qualified applicants is less
than the promotion quota.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
3. Promotion in temporary
status shall be allowed when a
candidate has only one (1) 65 125 84 47 9 3.57 H
deficiency, either in training
or eligibility.
4. Deficiency in training shall
be satisfied within two (2)
years while deficiency in 59 167 68 30 6 3.73 H
eligibility shall be within one
(1) year .
5. Personnel who satisfy all
the mandatory requirements
are given preference over 106 126 58 38 2 3.89 H
those with deficiencies.
6. Non-completion of the
requirement within the
specified period shall be
ground for a recall of the 59 97 124 36 14
3.45 F
promotion of subject
personnel.
WEIGHTED MEAN
3.67
H
=
Tc = 5.387*
To.05
2.01
c. Selection and Placement
of Officers in the Key
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
58
Positions
1. Only those officers who
meet the minimum
qualification standard s for a
97 128 48 21 5 3.60 H
key position shall be
considered for inclusion in the
list of eligibles.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
2. Officers with pending
administrative or criminal
cases or with under preventive
suspension, or are serving 68 116 104 34 8 3.61 H
administrative sanctions, shall
not be included in the list of
eligibles.
3. Officers who have been
reinstated to duty status after
serving an administrative
sanction shall be considered 55 96 126 38 15 3.41 F
for selection and placement
six (6) months after the date
of such reinstatement.
4. Officers who fail any of the
examinations (General
Knowledge, Basic Physical
Fitness and Neuro-
55 96 126 38 15
3.48 F
Psychiatric) shall not be
included in the list of
eligibles.
WEIGHTED MEAN
3.53
H
To.05 2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
59
Tc = 4.845*
d. Assignment and Transfer
1. Reassignment of PNP
personnel shall be in
consonance with the approved 113 120 76 15 6 3.96 H
PNP staffing pattern.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
2. PNP members with the
ranks of Police Officer 1 up to
Senior Police Officer IV shall
be assigned to the city or 111 115 84 17 3 3.95 H
municipality of their
residence.
3. Officers who were
appointed into the service
through lateral entry are 98 107 94 24 7 3.80 H
barred for transfer to other
units.
4. PNP personnel may request
for preferential assignment 85 94 97 48 6 3.61 H
one year prior to retirement.
5. Police Officer 1 shall be
assigned to the mobile forces
or to critical areas for a period
of not less than three years 78 116 86 46 4 3.66 H
immediately upon entry into
the PNP and/or completion of
their basic/orientation
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
60
training.
WEIGTED MEAN
3.79
H
=
Tc = 18.076*
To.05
2.13
e. Training and Development
1. Continuing program of
staff development shall be
established for all the PNP 97 105 93 26 9 3.77 H
personnel.
Table 3 continued…
COMMON PERSONNEL
EXTENT OF KNOWLEDGE
MANAGEMENT POLICY
Very
Desc.
High Fair Slight Not Mean
High
Rating
2. PNP in-service training
program shall serve as a basis
for all staff development 85 116 84 35 10 3.70 H
activities.
3. A specific budgetary
allocation for personnel
development purposes shall 79 118 95 32 6 3.70 H
be appropriated.
4. Accreditation shall be
given for staff development 86 100 86 53 5 3.63 H
participants .
WEIGHTED MEAN
3.70
H
=
Tc = 10.909*
To.05
2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
61
Legend: * -
Significant
4.51 – 5.00
Very High (VH) Knowledge
3.51 – 4.50
High (H) Knowledge
2.51 – 3.50
Fair (F) Knowledge
1.51 – 2.50
Slight (S) Knowledge
1.00 – 1.50
No (N) Knowledge
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Recruitment,
Selection and Appointment
Table 3 presents the extent of knowledge of the personnel of the Police
Regional office – Cordillera on the common personnel management policies.
Along the area of recruitment, selection and appointment, the respondents
indicated that their extent of knowledge on applicants’ meeting the minimum
qualifications for appointment to Police Officer 1 had the highest evaluation of
4.06 followed by no discrimination on account of gender, religion, ethnic origin
or political affiliation with a mean rating of 3.91. Least rated was “preference on
account of residency where residents of city or municipality where the quota is
allocated are preferred” with a rating of 3.75. “Age, height and weight
requirements for initial appointments may be waived is rated with a mean rating
of 3.80. However, all specified policies on these areas were given qualitative
rating of “high”. The overall mean rating is 3.96 or “high” extent of knowledge.
The T-test showed a computed value of 6.75 which is greater than the
tabular value of 2.015 on the 0.05 level of significance. This hypothesis is,
therefore, not rejected and therefore the personnel of the office differs in their
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
62
extent of knowledge on the common personnel management policies on the area
of recruitment, selection and appointment.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Promotion
The extent of knowledge of personnel on management policies with
respect to promotion as evaluated by the respondents are shown also in the table
above.
The highest evaluation rating was given to the policy that “personnel who
satisfy all the mandatory requirements are given preference over those with
deficiencies “ had the highest mean rating of 3.89 followed by “deficiency in
training shall be satisfied within two years while deficiency in eligibility shall be
within one year had a mean rating of 3.73. The least known as far the respondents
were concerned was the policy on “Non-completion of the requirements within
the specified period shall be aground for the recall of the promotion of subject
personnel” which was rated with a mean of 3.45. Other policies on this area of
promotion were given qualitatively ratings of “high” so the weighted mean was
also rated “high” with the rating of 3.67.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
63
The computed value of 5.387 which is greater than the tabular value of
2.015 at 0.05 level of significance implies acceptance of the hypothesis, that the
personnel differ in their extent of knowledge of the common personnel
management policies.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Selection and
Placement of Officers in the Key Position.
The extent of knowledge of personnel on the selection and placement of
officers in the key position as shown in the overall mean is high with the rating of
3.53.
Moreove, the personnel of PRO-Cordillera has high knowledge on the
policy that “only those officers who meet the minimum qualification standard for
a key position shall be considered for inclusion in the list of eligibles and officers
with pending administrative or criminal cases or with under suspension, or are
serving administrative sanctions, shall not be included in the list of eligibles in the
selection and placement of officer in the key positions. On the other hand, they
have fair knowledge on the policy on officers who have been reinstated to duty
status after serving an administrative sanction shall be considered for selection
and placement six months after the date of such reinstatement and on officers who
fail any of the examinations shall not be included in the list of eligibles.
The T-test showed acceptance of the hypothesis that the personnel
significantly differ in the extent of knowledge on the personnel management
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
64
policies. The computed value which is 4.845 is greater than the tabular value of
2.353 at 0.05 level of significance.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Assignment and
Transfer of personnel.
The extent of knowledge of personnel on the area of assignment and
transfer of uniformed and non-uniformed personnel is shown in the table wherein
the overall mean is “high” or with the rating of 3.79.
All of the enumerated specific policies on assignment and transfer is
“high”. The policy with the highest rating is the “reassignment of PNP personnel
shall be in consonance with the approved PNP staffing pattern with the rating of
3.96, followed by the “PNP members with the ranks of PO1 up to SPO4 shall be
assigned to the city or municipality of their residence. Next is the “officers who
were appointed into the service through lateral entry are barred for transfer to
other units” then followed by the “Po1 shall be assigned to the mobile forces or to
critical areas for a period of not less than three years immediately upon entry into
the PNP and/or completion of their basic/orientation training. The last with the
rating of 3.61 is “PNP personnel may request for preferential assignment one year
prior to retirement.
The computed value is 8.076 which is greater than the tabular value of
2.132 on the 0.05 level of significance. So, this implies the acceptance of the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
65
hypothesis that the personnel differs in their extent of knowledge on personnel
management policies.
Extent of knowledge of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Training and
Development of personnel.
The extent of knowledge of personnel on the policy on training and
development of personnel is shown in this table that rating of all specific policies
on training and development has “high” knowledge or personnel of PRO-
Cordillera is knowledgeable on this area. The personnel is aware of the
establishment and continuing program of staff development with the rating of
3.77. In addition, two specific policies namely “the PNP in-service training
program shall serve as a basis for all staff development activities” and “ specific
budgetary allocation for personnel development purposes shall be appropriated”
had the same rating of 3.70 or “high” knowledge. “ Accreditation shall be given
for staff development participants had the least rating of 3.63 but still classified as
“high” knowledge.
In addition, the overall mean is 3.70 or “high” extent of knowledge. The
computed value is 10.909 which is greater than the tabular value of 2.353 on the
0.05 level of significance. This means that there is significant difference between
the mean of the respondent’s evaluation with the hypothesized mean. The
hypothesis that personnel have differ s in their extent of knowledge on personnel
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
66
policies is therefore accepted. So, the personnel of PRO-Cordillera differ in their
extent of knowledge on the training and development of personnel.
The significant difference can be attributed to the varying frequency of
application of the provisions of the legal bases by the office. Thus, it can be
inferred that the frequent application of the policies leads to the familiarity with,
and broadening of knowledge of such policies.
Moreover, the relevance of knowledge of the provisions of the personnel
management policies is related to the fact that the policy actions and legal
implications of such actions can most likely enable the enforcement of policies
with decisiveness and political will.
It is not enough that an administrator is knowledgeable of the provisions.
It matters most if the provisions possess several good characteristics to be
effective in the administrative system: predictability, flexibility, reasonable
application and coverage. If any of the characteristics is missing, then it is likely
that the law will not be effective. However, not all legal rules contain these
elements. Laws that do not are often rendered nullities or cause severe strain on
the law enforcement process. (Whiteman and William, 1985)
The need for adaptation is essential in the sense that it is from the law that
the administrator gets his mandate, that is, his jurisdiction and authority. Law is a
body of rules of human conduct that is backed up by the authority of government.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
67
Since the authority of government is sovereign, law is binding on everyone within
the government’s jurisdiction. (Dimock and Dimock, 1966)
In the promotion of personnel, there are many policemen who are
qualified for attrition because of non-compliance to the requirements for
promotion or maybe they were unaware on the said qualification standard for their
ranks. (The Qualification Standard for the ranks in the PNP is shown in the
Appendix D).
There are four hundred six of them (usually those former PC) affected by
the attrition by non-promotion because they either lack eligibility, education or
training. Based from the recap, there are twenty-two SPO4, eight SPO3, seven
SPO2, thirty SPO1, twenty-eight PO3, and 1 PO2 with a total of ninety-six who
lack eligibility, there are also thirty-four SPO4, twenty-nine SPO3, forty-five
SPO2, ninety-six SPO1, sixty-eight PO3, and eight PO2 with a total of two
hundred eighty who lacks education. In training, one SPO4, nine SPO3, five
SPO2, and fifteen SPO1 with a total of thirty who lack training.
The message of the newly installed RD PCSUPT RAUL S. GONZALES
on his speech during the oath taking of 75 new recruits on February 21, 2006 at
Camp Dangwa where he gave orientation and advises them that there are many
who are called but few are chosen. He pointed out that there were 500 plus
applicants but only 75 recruits are appointed. He also said that entering a police
service needs discipline and sacrifice. Service as number one priority before any
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
68
personal necessities or interest even their family. He further explained that they
are ruled by orders. They must follow and comply with orders without
complaining and can be called anytime of the day and night for police service.
According to him, PNP has a bad image to the society. It is full of intrigues and
controversies but is inspiring as well as challenging. He further added that a
recruit do the work with humility and sincerity.
Table 4. Extent of Enforcement of the common personnel management policies
in the Police Regional Office- Cordillera
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT
POLICY
Very
Much Fair Slight Not Mean
Desc.
Much
Rating
a. Recruitment, Selection
and Appointment
1. Recruitment of PNP
personnel shall be based on
the principle of merit and 60 105 117 38 10 3.50 M
fitness and shall be open to all
qualified individuals.
2. The PNP shall reserve at
least ten percent (10%) of its 75 94 86 62 13 3.47 F
recruitment quota for women.
3. There shall be no
discrimination on account of
gender, religion, ethnic origin
68 134 88 32 8 3.67 M
or political affiliation.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
69
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
4. No person shall be
appointed as Police Officer 1
unless the applicant satisfies 125 115 74 14 2 4.05 M
the minimum qualifications
for appointment.
5. Reference shall be
accorded to the applicants
who are residents of the 96 107 92 20 15 3.75 M
city/municipality where the
quota is allocated .
6. The age, height, and weight
requirements for initial
appointment in the PNP may
be waived only when the 142 128 46 12 2 4.20 M
number of qualified
applicants falls below the
approved quota.
WEIGHTED MEAN
3.77
M
=
Tc = 6.471*
To.05
2.01
b. Promotion
1. Qualification standards for
education, eligibility, training
and experience/time-in-Grade 104 99 80 37 10 3.75 M
shall be satisfied for
promotion.
2. Temporary (promotion) 85 134 74 30 7 3.78 M
appointments are only
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
70
considered when the number
of qualified applicants is less
than the promotion quota.
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
3. Promotion in temporary
status shall be allowed when a
candidate has only one (1) 78 113 94 35 10 3.64 M
deficiency, either in training
or eligibility.
4. Deficiency in training shall
be satisfied within two (2)
years while deficiency in 62 141 67 47 5 3.55 M
eligibility shall be within one
(1) year .
5. A personnel who satisfies
all the mandatory
requirements is given 58 84 145 40 3 3.46 F
preference over those with
deficiencies.
6. Non-completion of the
requirement within the
specified period shall be 76 103 97 42 12 3.57 M
ground for a recall of the
promotion of subject
personnel.
3.62
M
WEIGHTED MEAN
=
Tc = 7.631*
To.05
2.01
c. Selection and Placement of
Officers in the Key Positions
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
71
1. Only those officers who
meet the minimum
qualification standard s for a 104 127 59 38 2 3.88 M
key position shall be
considered for inclusion in the
list of eligibles.
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
2. Officers with pending
administrative or criminal
cases or with under preventive
suspension, or are serving 125 97 72 35 1 3.78 M
administrative sanctions, shall
not be included in the list of
eligibles.
3. Officers who have been
reinstated to duty status after
serving an administrative
sanction shall be considered 101 128 73 28 0 3.91 M
for selection and placement
six (6) months after the date
of such reinstatement.
4. Officers who fail any of the
examinations (General
Knowledge, Basic Physical
Fitness and Neuro-
65 110 94 56 5 3.52 M
Psychiatric) shall not be
included in the list of
eligibles.
WEIGHTED MEAN
3.77
M
=
T
T
o.05
c = 2.614*
2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
72
d. Assignment and Transfer
1. Reassignment of PNP
personnel shall be in
consonance with the approved
M
PNP staffing pattern.
123 115 77 12 3 4.03
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
2. PNP members with the
ranks of Police Officer 1 up to
Senior Police Officer IV shall
be assigned to the city or 98 123 84 21 4 3.87 M
municipality of their
residence.
3. Officers who are appointed
in the service through lateral
entry are barred to transfer to 126 95 84 20 5 3.96 M
other units.
4. PNP personnel may request
for preferential assignment
93 105 85 37 10 3.70
one year prior to retirement.
M
5. Police Officer 1 shall be
assigned to the mobile forces
or to critical areas for a period
of not less than three years
immediately upon entry into 86 125 95 20 4 3.93 M
the PNP and/or completion of
their basic/orientation
training.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
73
6. PO1s and PO2s who are
not assigned and have not yet
been assigned with the
aforementioned PNP units 68 98 86 54 24 3.40 F
shall immediately be
reassigned to the mobile
forces or MPS in critical
areas.
WEIGHTED MEAN
3.81
M
=
Tc = 2.215*
To.05
2.01
Table 4 continued…
COMMON PERSONNEL
EXTENT OF ENFORCEMENT
MANAGEMENT POLICY
Very
Fair Slight Not Mean
Desc.
Much
Much
Rating
e. Training and Development
1. Continuing program of
staff development shall be
established for all the PNP 92 107 84 37 10 3.70 M
personnel.
2. PNP in-service training
program shall serve as a basis
for all staff development 57 75 95 88 15
3.21 F
activities.
3. A specific budgetary
allocation for personnel
development purposes shall 92 125 74 33 6 3.80 M
be appropriated.
4. Accreditation shall be
given for staff development
M
92 125 74 33 6 3.95
participants .
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
74
WEIGHTED MEAN
3.66
M
=
Tc = 2.415*
To.05
2.35
Legend: * -
Significant
4.51 – 5.00
Very Much (VM) Enforce
3.51 – 4.50
Much (M) Enforce
2.51 – 3.50
Fair (F) Enforce
1.51 – 2.50
Slightly (S) Enforce
1.00 – 1.50
Not (N) Enforce
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on Recruitment, Selection and
Appointment.
Table 4 presents the extent of enforcement of the personnel of PRO-
Cordillera on the common personnel management policies along the area of
recruitment, selection and appointment. Data showed that the personnel enforced
the policies “much” or with the rating of 3.77. Of the five mentioned policies,
almost all were “much” enforced except “the PNP shall reserve at least ten
percent of its annual recruitment quota for women” which was fairly enforced.
“The age, height, and weight requirements for initial appointment in the PNP
maybe waived had the highest rating of 4.20 followed by “no person shall be
appointed as PO1 unless the applicants satisfies the minimum qualification for
appointment. Then “preferences shall be accorded to the applicants who are
residents of the city/municipality where the quota is allocated were the next”, then
the policy “ there shall be no discrimination on account of gender, religion, ethnic
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
75
origin or political affiliation. “Recruitment of PNP uniformed personnel to the
rank of PO1 shall be bared on the principle of merit and fitness and shall be
opened to all qualified individuals is also described as “much” enforced with the
rating of 3.50.
The T-test showed a computed value of 6.471 which is greater than the
tabular value of 2.015 on the 0.05 level of significance. The hypothesis is,
therefore, accepted. Moreover, the extent of enforcement of personnel policies
on the area of recruitment, selection and appointment significantly differs.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Promotion
The table also presented the policies on promotion which is “much”
enforced as indicated by the overall mean of 3.62. The first policy that is “much”
enforced is the “temporary (promotion) appointments are only considered when
the number of qualified applicants is less than the promotion quota”. Secondly,
“qualification standards for education, eligibility, training and experience/time-in-
Grade shall be satisfied for promotion”. “Promotion in temporary status shall be
allowed when a candidate has only one deficiency, either in training or eligibility”
is ranked number 3. Then the fourth is “non-completion of the requirement within
the specified period shall be ground for a recall of the promotion of subject
personnel”. The fifth is “deficiency in training shall be satisfied within two years
while deficiency in eligibility shall be within one year”. “A personnel who
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
76
satisfies all the mandatory requirements is given preferences over those with
deficiencies” ranked the last with the rating of 3.46 or “fair” enforcement.
The computed value which is 7.631 is higher than the tabular value which
is 2.015 at 0.05 level of significance. So the hypothesis that enforcement of
personnel policies significantly differs is accepted or the personnel policies
significantly differ in their enforcement on the area of promotion.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Selection and
Placement of Officers in the Key Positions
The table shows the extent of enforcement of personnel policies on the
area of selection and placement of officers in the key positions. All specific
policies under this area are considered much enforced so with the overall mean
with the rating of 3.77. The ratings of policies are the following: Only those
officers who meet the minimum qualification standards for key position shall be
considered for inclusion in the list of eligibles is rated 3.88; officers with pending
administrative or criminal cases or with under preventive suspension, or serving
administrative sanctions, shall not be included in the list of eligibles is 3.78;
officers who have been reinstated to duty status after serving an administrative
sanction shall be considered for selection and placement six months after the date
of such reinstatement is rated 3.91, the highest rating and; officers who fail in the
examinations shall not be included in the list of eligibles has the lowest rating of
3.52.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
77
The computed value which is 2.614 is higher than the tabular value which
is 2.614 at 0.05 level of significance. So, this indicates that hypothesis of the
enforcement of personnel policies significantly differs is accepted or the
personnel policies significantly differ in their enforcement on the area of
selection and placement of officers in the key positions.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Assignment and
Transfer of Personnel.
On the area of assignment and transfer of personnel, the overall mean is
3.81 and thus considered as “much enforceed”.
Only the policy on PO1s and PO2s who are not assigned and have not yet
been assigned with the aforementioned PNP units shall immediately be assigned
to the mobile forces or municipal police stations in critical areas has the lowest
rating of 3.40 or classified as “fairly enforced”. Reassignment of PNP personnel
shall be in consonance with the approved PNP staffing pattern has the highest
rating of 4.03. Next is the officers who are appointed into the service through
lateral entry are barred for transfer to another units with the rating of 3.96,
followed by the policy on PO1 shall be assigned to the mobile forces or to critical
areas for a period of not less than three years immediately upon entry into the
PNP and/or completion of their basic orientation training with the rating of 3.93.
PNP member with the ranks PO1 up to SPO4 shall be assigned to the city or
municipality of their residence is the next with the rating of 3.87. The second to
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
78
the last rating with the rating of 3.70 but still considered “much enforced” is the
PNP personnel may request for preferential assignment one year prior to
retirement.
The hypothesis that enforcement of personnel policies significantly differs
in this area of assignment and transfer is accepted. So, the enforcement of
assignment and transfer policies significantly differs in their enforcement. The
computed value is higher than the tabular value at 0.05 level of significance.
Extent of enforcement of the Personnel of Police Regional Office – Cordillera on
the Common Personnel Management Policies on the area of Training and
Development of Personnel.
The extent of enforcement of personnel management policies on the area
of training and development of personnel was much enforced as manifested by the
overall mean of 3.66.
Further, the policy with the highest rating in this area is the “accreditation
shall be given for staff development participants with the evaluation rating of
3.95. Then the “a specific budgetary allocation for personnel development
purposes shall be appropriated with the rating of 3.80. Next is the “continuing
program of staff development shall be established for all PNP personnel with the
rating of 3.70. All of these three specific policies are evaluated by respondents as
“fairly enforced” with the rating of 3.21 namely “PNP in-service training program
shall serve as basis for all staff development activities”.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
79
Moreover, the computed value of 2.415 is greater than the tabular value of
2.353 on the 0.05 level of significance. The hypothesis that personnel
management policies differ in their enforcement is therefore accepted or the
enforcement of personnel management policies under training and development
differs in their enforcement.
The significant difference on recruitment, promotion, placement of
officers in the key positions, assignment and transfer, training and development
can be attributed to the factor on provisions of the law requiring strict adherence.
In addition to the speech of RD regarding the assignment of the new
recruit, he insisted that he does not like to accept recommendations or request for
preferential assignment. He stressed that they must follow and obey order
wherever place or designation they will receive. They must stand firm in their
promises during interviews that they are willing to be assigned in any place of the
region without complaining or any alibis. If their assignment is Apayao then they
have to go to Apayao.
Last 2005, there were fifty (50) appointed into the PNP in the rank of PO1.
Their appointment was effected last October 1, 2005. For the promotion, there are
thirty-one of the policemen promoted to the next higher rank: One in January, two
in April, one in May, thirteen in August, five in November and nine in December.
In the reassignment of personnel, there are one hundred sixty (160) policemen
relieved from other offices or region and assigned in the PRO-Cordillera but there
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
80
are also one hundred sixty-eight (168) policemen from this region who transferred
to other police regional offices. Thus, this region has eight losses in their
personnel for the CY-2005. As regards with the trainings, almost one fourth of
the population went on training which is 1,027 personnel.
IMPLAN 06/05 “BALASA” is an strategy whose main objective is to
relieve in place personnel of Abra PPO with elements from the different units of
the region and to ensure a peaceful and orderly transfer of personnel due to the
deterioration of peace, law and order in the province of Abra, the presence and
maintenance of private armed groups by the Local Chief Executives (LCEs) and
their involvement in illegal activities and the ineffectiveness of the territorial
police force to maintain peace and order and to large extent, enforce the law
without fear or favor has become great concern of the Philippine Government and
the PNP organization.
This was fully implemented since April 2005 and the policemen followed
the order but this year some of them are trying to request to return to their former
unit or assignment because of some justifiable reasons. Some said that due to the
distance of their home province and their place of assignment, financial burden
has set in and their family eventually experiences the consequences of their
reassignment.
Extent of Influence of Factors on the Enforcement of
Personnel Management Polices
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
81
Extent of Influence of Factors on the Enforcement on the Common Personnel
Management Policies of Police Regional Office-Cordillera.
Table 5 presents the influence of factors in the enforcement of personnel
management policies. From the respondents the table show that all specified
factors have a great influence in the enforcement of personnel management
policies in the region. The factor with the highest rating of 4.02 is “power
capabilities and strategies of department, division and section heads” followed by
the “political will of department, division and section heads in implementing
action programs. The least rated with the rating of 3.54 is “policies and
procedures as bases of unified policy direction and action. Pressure groups whose
interests are affected that include NGOs, Pos, and political group is rated 3.63;
provision of the law requiring strict adherence was 3.55. The institutional regime
characteristics or the system of governance of the local administration and the
type of division tackled has the same rating of 3.67. However, the overall mean is
3.72 or the factors have a great influence on the enforcement of personnel
management policies.
Table 5. Extent of Influence of Factors in the Enforcement of Personnel
Management Policies of Police Regional Office-Cordillera.
COMMON FACTOR
EXTENT OF INFLUENCE OF FACTORS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
1. Policies and procedures as
42
129
131
23
5
3.54
G
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
82
bases of unified policy
direction and action.
2. Pressure groups whose
interests are affected that
include NGOs, POs, and 76 98 119 35 2 3.63 G
political groups.
3. Provisions of the law
requiring strict adherence.
53 123 115 31 8 3.55 G
4. Institutional regime
characteristics or the system
137
of governance of the local 60
110 13 10 3.67 G
administration.
5. Type of decision making
tackled.
45 165 96 15 9 3.67 G
6. Power capabilities and
strategies of Department, 117 114 91 6 2 4.02 G
Division and Section heads.
7. Political will of
Department, Division and
Section heads in
108 125 81 12 4 3.97 G
implementing action
programs.
WEIGHTED MEAN
3.72
G
=
Tc = 3.338*
To.05
1.94
Legend: * -
Significant
4.51 – 5.00
Very Great (VG) Influence
3.51 – 4.50
Great (G) Influence
2.51 – 3.50
Fair (F) Influence
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
83
1.51 – 2.50
Slight (S) Influence
1.00 – 1.50
No (N) Influence
The t-test showed a computed value of 3.338 which is higher than the t-
value of 1.943 on the 0.05 level of significance. Hence, the hypothesis that the
factors significantly differ in their influence in the enforcement of personnel
policies is, therefore, accepted. Therefore, the influence of factors in the
enforcement of personnel management policies in PRO-Cordillera is significantly
different..
Power capabilities and strategies of department, division and section heads
and political will of department, division and section heads in implementing
action programs are factors that influence most of the enforcement of personnel
management policies. The recruitment, promotion, transfer, placement, and
training of the PNP personnel depends on the decision of the Selection Board
wherein most of the members of Selection Board are the chiefs of offices.
Power capabilities and strategies of the department, division and section
heads are characterized as both administrative and political factors enhancing the
enforcement of personnel policies. The Office considers strategies as partly
related not only to its ability to act on problems but also to avail of government
resources by proposing for the purchase of additional equipment and the creation
and upgrading positions as means of promotion.
A strategic public manager conducts professional assessment as to how a
program fits the brad policy area. The manager shapes the definition of the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
84
problem by alerting the political executives to the current state of knowledge
concerning the policy area. This should include details of program options, the
time frame estimated for program success, and the costs of implementation.
Information of this type helps determine feasibility and brings some reality to
good intentions. The manager must understand the possibilities for analysis and
be able to integrate analytical techniques and analytical thinking with values,
judgment, intuition, and experience. The most important mode of analysis for the
public manager is not found in operations research, inferential statistics, or
mathematical programming, but in application of logic and structured thinking.
(Bozeman and Straussman, 1990)
Political will of the department, division and section head in implementing
action programs, which is related to capabilities and strategies, is a potent
administrative factor that enhances the enforcement of personnel policies. The
political will of the Office has many times been put to test by politicians, pressure
groups and even private individuals. In the RPHRDD, the pressure usually occurs
during personnel selection of applicants for vacant positions for the non-
uniformed personnel and during recruitment and filling up of quota for promotion
for the uniformed personnel.
In the previous PNP recruitments, some of the applicants went to some
political and influential leaders to seek for recommendation. Some of them even
went to the Office of Malacañang but there is a new directive from NAPOLCOM
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
85
issued sometime in 2004 requiring the creation of Ad Hoc Body and the Mayor as
the Chair of the Local POC for the initial screening of the most qualified
applicants to be recommended to the Regional office. The latest directives issued
are recommendations from Congressmen were only given points or recognition to
the applicant. So in the last recruitment, most of the applicants got
recommendations from their congressmen.
Extent of Performance of the Personnel in the
Enforcement of Personnel Management Policies
The extent of performance of the personnel in the enforcement of
personnel management policies is shown in Table 6. The respondents indicated
that their extent of performance on stress tolerance or stability of performance
under pressure or opposition has the highest evaluation of 4.07 followed by
initiative and readiness for service or starts action,
Table 6. Extent of Performance of the Personnel in the Enforcement of Personnel
Management Policies of Police Regional Office-Cordillera.
COMMON INDICATOR
EXTENT OF PERFORMANCE
Excel
Very
Desc.
Good Fair Poor Mean
-lent Good
Rating
1. Accomplishment of work
targets (Achieving work
targets 51%-99%, 100%, or 101 135 82 12 3.98 VG
exceeding the same targets by
25% 0r 50%)
2. Public Relations. (Polite, 108
139
60
23
3.78
VG
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
86
kind and thoughtful behaviors
toward the public/clientele in
manners of speech and
actions)
3. Office Relations (Integrates
concern for people at work,
peer relationship and
supervisor-subordinate
89 142 75 16 8 3.77 VG
relationship into work
section)
4. Punctuality and attendance
(Observed behavior of
coming to the office on time
131
or to be present at work to 104
68 18 9 3.91 VG
complete assigned
responsibilities)
5. Initiative and readiness for
service (Starts action, projects
and performs assigned tasks 120 125 61 21 3 4.02 VG
without being told and under
minimal supervision)
6. Stress tolerance (Stability
of performance under
126 129 57 11 7 4.07 VG
pressure or opposition)
Table 6 continued…
COMMON INDICATOR
EXTENT OF PERFORMANCE
Excel
Very
Desc.
Good Fair Poor Mean
-lent Good
Rating
7. Leadership capabilities of
supervisors (Guides and
develops confidence of 53 171 62 35 9 3.67 VG
subordinate work as a team
towards the achievement of
goal)
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
87
8. Judgment/Decision making
of supervisors (Ability to
develop alternative solutions,
69 144 90 23 4 3.76 VG
evaluate courses of action and
reach sound decision)
WEIGHTED MEAN
3.87
VG
=
Tc = 2.538*
To.05
1.89
Legend: * -
Significant
4.51 – 5.00
Excellent (E) Performance
3.51 – 4.50
Very Good (VG) Performance
2.51 – 3.50
Good (G) Performance
1.51 – 2.50
Fair (F) Performance
1.00 – 1.50
Poor (P) Performance
projects and performs assigned tasks without being told and under minimal
supervision with the rating of 4.02. The least rated is “leadership capabilities of
supervisors or guides and develops confidence of subordinate work as a team
towards the achievement of goal with the rating of 3.67; Accomplishment of
work targets or achieving work targets is rated 3.98; punctuality and attendance or
observed behavior of coming to the office on time or to be present at work to
complete assigned responsibilities is rated 3.91; public relations or being polite,
kind and thoughtful behavior toward the public/clientele in the manners of speech
and actions is rated 3.78; office relation or supervisor-subordinate relationship
into work section is 3.77 and the judgment or decision making of supervisors or
ability to develop alternative solutions, evaluate courses of action and reach sound
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
88
decision is rated 3.76. However, all specified indicators are given qualitative
rating of 3.87 or “very good” extent of performance.
The computed value of 2.538 showed that it was greater than the tabular
value of 1.895 on the 0.05 level of significance. The hypothesis that personnel
significantly differ in their extent of performance is, therefore, accepted and
therefore we can say that the extent of performance of personnel on the
enforcement of personnel management policies is significantly different.
Stress tolerance is described as the act of being stable under pressure or
opposition. Its having the highest rating implies that the personnel can perform his
work even under pressure. The very good performance of the office on stress
tolerance can be attributed to the foregoing observations that the office transacts
with insistent clients who have incomplete requirements or documents needed for
the processing.
Researchers call those outside situations stressors-multitudes of daily
occurrences that call for adjustment. Responding to situations constitutes stress.
Stress begins with being anxious because of the workload or home pressures.
Although everyone needs a certain level of stress to make life challenging, to
motivate high achievement, and even to survive, people do not need excessively
high amounts or continued levels of stress. These levels cause anxiety, emotional
discomfort, sleep disturbance, medical problems, physical exhaustion,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
89
interpersonal sensitivity, apathy, depression, negativity, self-doubt, and anger. (D’
Souza, 1989)
In order to cope up successfully with stress, leaders need to recognize
stress as a facilitator as well as barrier to effective leadership. While prolonged
exposure to stress can decrease resistance to disorder, it can also help people to
cope effectively with stress and can actually strengthen their “restrictive”
resources in the face of threatening circumstances. Those who benefit from these
opportunities learn effective coping skills and increase their ability to cope with
even greater stressful situations in the future.
Initiative and readiness for service being the next rated high are described
as the act of performing assigned tasks without being told under minimal
supervision. It implies that the office subordinates willingly perform their
respective tasks with minimal instructions from their respective superiors. Office
subordinates desire that their supervisors delegate to them certain authorities and
responsibilities they are capable of exercising at their levels. In contrast with this,
some subordinates prefer rotary and easy work. They do not like to think or do
some work that requires critical thinking. They just do what their superiors ask
them to do, no extra effort for work. Further, “when the cat is away, the mouse
will play”.
If the management accepts that man generally wants to work and derives
great satisfaction from a productive concentration of his energies, then the
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
90
management problem becomes one of reconciling his objectives with those of the
organization. Achieving those objectives would be one of the employee’s greatest
rewards. If the management accepts that creative capacity is widely distributed in
the population, as history certainly suggests, then the management problem
becomes one of contriving organizational relationships that give as much vent to
human expression and self-realization as possible. Here lies the avenue to
optimum effectiveness and innovation. (Stahl, 1971)
The performance rating of RPHRDD for the CY 2005 conformed with the
findings that personnel of the office performs very good in the performance of
their duties and responsibilities. It is a distinct pride and honor not only the
Regional Director but the whole PRO-Cordillera for laudable and invaluable
service rendered of personnel of RPHRDD for their initiative, sheer determination
and collective effort in carrying out their responsibilities has ranked their division
Number 2 for the 1st and 4th quarter, Number 1 for the 2nd quarter and Number 3
for the 3rd quarter 2005 nationwide in the Directorate for Personnel and Records
Management Performance Evaluation Rating. Finally, it is a remarkable
distinction to the PRO-Cordillera as the Best Police Regional Office CY 2005
PNP wide.
Extent of Seriousness of Problems in the Enforcement
of the Personnel Management Policies
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
91
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera on the area of
Recruitment and Selection.
The extent of seriousness of problems in the enforcement of personnel
management policies with respect to recruitment and selection
as evaluated by the respondents are shown in table 7. The highest rating is given
to the problems on “pressure from influential personalities” with the highest
rating of 4.00 followed by “insistence of non-resident applicants to be ranked with
bonafide resident applicants with a rating of 3.92. Ranklist is not religiously
followed in recommending applicants has a
Table 7. Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera.
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very Great Fair Slight Not Mean
Desc.
Great
Rating
a. Recruitment and Selection
1. Pressure from influential
personalities.
107 136 73 11 3 4.00 G
2. Ranklist is not religiously
followed in recommending 98 128 85 15 4 3.91 G
applicants.
3. Manifestation of negative
related values by the selection
53 61 92 22 2 3.73 G
Board.
4. Insistence of non-resident 66
83
73
6
2
3.92
G
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
92
applicants to be ranked with
bonafide resident applicants.
5. Non-transparency of
guidelines on recruitment and
54 68 86 22 3.70 G
selection.
WEIGHTED MEAN
3.85
G
=
Tc = 2.577*
To.05
2.13
b. Promotion
1. Disregarding ranking
results in favor of an 75 85 105 52 13 3.47 F
applicant.
b. Pressure from influential 104 122 86 14 4 3.93 G
personalities.
Table 7 continued…
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
c. Unfair assessment of
potentials, physical
characteristics and personality
83 109 97 32 9 3.68 G
traits of applicants.
d. Non-transparency of quota
for promotion.
104 117 84 25 3.90 G
WEIGHTED MEAN
3.75
G
=
Tc = 4.651*
To.05
2.35
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
93
c. Selection and Placement
of Officers in
Key the Positions
1. Inability to follow the
ranklist in issuing orders.
75 98 102 47 8 3.56 G
2. Abuse on the exercise of
the discretionary power of the
69 82 136 38 5 3.52 G
appointing authority.
3. Obvious justification for
recommendations in favor of
79 94 105 51 1 3.60 G
a certain officer.
4. Inability to follow
established procedures for 56 77 89 8 3.82 G
placement and assignments.
WEIGHTED MEAN
3.63
G
=
Tc = 2.761*
To.05
2.35
Table 7 continued…
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
d. Transfer and Assignment
1. Transfer is not beneficial to
the employee and community.
68 94 110 54 4 3.50 G
2. Unprejudicial transfer of an
employee.
45 75 99 104 7 3.14 F
3. Absence of guidelines in
transferring personnel near 55 74 96 102 3 3.23 F
their residence.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
94
4. Transferring personnel
without the knowledge of the
54 63 97 92 24
3.09 F
authority concerned.
WEIGHTED MEAN
3.24
F
=
Tc = 4.153*
To.05
2.35
e. Training and Development
1. Irrelevant staff
development programs.
39 62 84 113 32
3.06 F
2. Negative attitude of
personnel to attend trainings.
26 48 85 133 38
2.85 F
3. No budgetary allocations to
training activities.
80 111 93 45 1 3.67 G
4. Disturbance on duties and
responsibilities.
56 78 104 83 9 3.26 F
5. Very expensive in-service
trainings.
98 113 70 36 13 3.74 G
Table 7 continued…
COMMON PROBLEMS
EXTENT OF SERIOUSNESS OF PROBLEMS
Very
Great Fair Slight Not Mean
Desc.
Great
Rating
WEIGHTED MEAN
3.32
G
=
Tc = 2.771*
To.05
2.13
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
95
Legend: * -
Significant
4.51 – 5.00
Very Great (VG) Serious
3.51 – 4.50
Great (G) Serious
2.51 – 3.50
Fair (F) Serious
1.51 – 2.50
Slightly (S) Serious
1.00 – 1.50
Not (N) Serious
rating of 3.91 and manifestation of negative related values by the selection board
was rated 3.73. The least serious as far as respondents are concerned is the
problem on “non-transparency of guidelines on recruitment and selection which is
rated 3.70. All problems on this area of problems are given quantitatively ratings
of “great” and the overall mean is 3.85 or great.
The computed value of 2.577 is higher than the tabular value of 2.132 at
0.05 level of significance. So, the hypothesis in this area that the problems
significantly differ in their extent of seriousness is accepted or problems
significantly differ in their extent of seriousness as far as recruitment and
selection are concerned.
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera in the area of
Promotion.
The extent of seriousness of problems in the area of promotion is great as
manifested by the overall mean of 3.75. The problem with the highest rating in
this area is the “pressure from influential personalities with the evaluation rating
of 3.93, then the “non-transparency of quota for promotion” with the rating of
3.90, followed by the “unfair assessment of potential, physical characteristics and
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
96
personality traits of applicants” then the list rating of 3.47 the “disregarding
ranking results in favor of an applicant”.
The computed value of 4.651 is greater than the t-value of 2.353 on the
0.05 level of significance. The hypothesis that problems significantly differ in
their extent of seriousness is therefore accepted or the extent of seriousness of
problems on promotion significantly differ.
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera on the area of
Selection and Placement of Officers in the Key position.
The respondents showed that extent of seriousness of all the specified
problems on selection and placement of officers in the key position is great. The
problem with the highest rating of 3.82 is the “inability to follow established
procedures for placement and assignments” followed by the “obvious
justification for recommendations in favor of a certain officer” then the “inability
to follow the ranklist in issuing order”. The least rated with the rating of 3.52 is
the “abuse on the exercise of the discretionary power of the appointing authority”.
In addition, the t-test showed a computed value of 2.761 which is higher
than the tabular value of 2.353 on the 0.05 level of significance. The hypothesis
that the problems significantly differ in their extent of seriousness is therefore
accepted or the seriousness of problems on this area is significantly different.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
97
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera on the area of Transfer
and Assignment of Personnel.
All problems on transfer and assignments are rated fair except the extent
of seriousness of problems on “transfer is not beneficial to the employee and
community” has the highest evaluation of 3.50 or great. “Absence of guidelines in
transferring personnel near their residence has the rating of 3.23 or fair. The least
rated was “transferring personnel without the knowledge of the authority
concerned” with rating of 3.09. Unprejudicial transfer of an employee is rated
3.14 or fair.
The overall mean is 3.63 or fair extent of seriousness of problems. The
computed value is 4.153 which is greater than the t-value of 2.353 on the 0.05
level of significance. The hypothesis that the problems significant differ in their
seriousness is therefore accepted in this area.
Extent of Seriousness of Problems in the Enforcement of the Personnel
Management Policies of Police Regional Office-Cordillera in the area of Training
and Development of Personnel.
The extent of seriousness of problems on training and development as
shown in the overall mean is 3.32 or great. The problem with the highest rating of
3.74 is the “very expensive in-service trainings. Then the least rated with rating of
2.85 is the “ negative attitude of personnel to attend trainings”. “No budgetary
allocation to training activities” is rated 3.67. “Irrelevant staff development
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
98
programs” has the rating of 3.06 and “disturbance on duties and responsibilities is
rated 3.25.
Moreover, the computed value of 2.771 is greater than the tabular value of
2.13 at 0.05 level of significance. So, hypothesis in this area is accepted that
problems significantly differ in their extent of seriousness as far as training and
development of personnel are concerned.
Lastly, the most serious problems that they can not prevent are the
interference of many influential personalities and the abuse on the exercise of the
discretionary power of the appointing authority. In here, there is always the
“palakasan, favoritism and whom you know system” during recruitment and
promotion and even in the transfer, placement and in the selection to undergo
training of personnel. This is related to the influence of factors particularly the
power capabilities and strategies of department, division and section heads and
political will of department, division and section heads in implementing action
programs.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
99
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary
This study generally evaluated the enforcement of personnel management
policies as influenced by administrative and political factors. Specifically, it
determined the extent of knowledge of the personnel on the common legal bases
of personnel management policies; extent of enforcement of personnel
management policies; extent of influence of factors in the enforcement of
personnel management policies; extent of performance in duties and
responsibilities of personnel in the enforcement of personnel management
policies; and the extent of seriousness of problems in the enforcement of
personnel management policies.
Using descriptive method of research to achieve the specific objectives,
data were gathered through questionnaire from 330 respondents. The references
were accomplishment reports, memoranda, administrative orders, resolutions and
issuances issued by higher headquarters.
Regarding the influence of administrative and political factors, such
factors composed of policies and procedures as bases of unified policy direction;
pressure groups whose interests are affected that include NGOs, POs, and
political groups; provisions of the law requiring strict adherence; institutional
regime of characteristics or the system of governance of the local administration;
type of decision making tackled; power capabilities and strategies of department,
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
100
division and section heads; and political will of department, division and section
heads in implementing action programs.
In spite of the influence of administrative and political factors, such
performance of the personnel manifested in the accomplishment of work targets,
public relations, office relations, punctuality and attendance, initiative and
readiness for service stress tolerance, leadership capabilities of supervisors and
judgment/decision making of supervisors.
Findings
The following findings are the answers to the study.
1. Extent of knowledge of personnel
a. The extent of knowledge of personnel on the area of recruitment,
selection and appointment is high. The personnel is most knowledgeable on the
policy on “no person shall be appointed as PO1 unless the applicant satisfies the
minimum qualifications”.
b. Extent of knowledge of personnel on the area of promotion is high.
They are mostly knowledgeable on the policy on “ personnel who satisfies the
mandatory requirements that are given preferences over those with deficiencies”.
c.
The extent of knowledge of personnel in the area of selection and
placement of key officers in the key positions is high. They are most
knowledgeable on the policy on “officers with pending administrative or criminal
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
101
cases or with under preventive suspension, or are serving administrative
sanctions, shall not be included in the list of eligibles”.
d.
The extent of knowledge of personnel in the area of assignment
and transfer of personnel is high. Most of them are knowledgeable on the policy
on “ reassignment of PNP personnel shall be in consonance with the approved
PNP staffing pattern”.
e.
Extent of knowledge of personnel in the area of training and
development of key personnel is high. They are most knowledgeable on the
policy on “continuing program of staff development shall be established for all
the PNP personnel”.
2. Extent of enforcement of personnel management policies
a. The extent of enforcement of the common personnel management
policies in the area of recruitment, selection and appointment is much enforce.
The most enforced policy is “the age, height, and weight requirements for initial
appointment in the PNP may be waived only when the number of qualified
applicants falls below the approved quota ”.
b. The extent of enforcement of policies in the area of promotion is much
enforced. The most enforced policy is “temporary (promotion) appointments are
only considered when the number of qualified applicants is less than the
promotion quota”.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
102
c. Extent of enforcement of policies in the area of selection and placement
of officers in the key positions is much enforced. The most enforced policy is
“officers who have been reinstated to duty status after serving an administrative
sanction shall be considered for selection and placement six months after the date
of such reinstatement”.
d. The extent of enforcement of policies on the area of assignment and
transfer is much enforced. The most enforced policy is “reassignment of PNP
personnel shall be in consonance with the approved PNP staffing pattern”.
e. Extent of enforcement of policies in the area of training and
development is much enforced. The most enforced policy is “accreditation shall
be given for staff development participants”.
3. The enforcement of personnel management policies is influenced by
factors to a great extent. The most influential factors are the “power capabilities
and strategies of department, division and sections heads.”
4. Extent of performance of the personnel in the enforcement of personnel
management policies is very satisfactory. The performance indicators that have
the highest ratings are stress tolerance, initiative and readiness for service,
accomplishment of work targets and punctuality and attendance.
5. Extent of seriousness of problems
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
103
a. The extent of seriousness of problems in the area of recruitment and
selection is great. The most serious problem is “pressure from influential
personalities”.
b. The extent of seriousness of problems in the area of promotion is great.
The most serious problem is “pressure from influential personalities”.
c. The extent of seriousness of problems in the area of selection and
placement of officers in the key position is great. The most serious problem is
“inability to follow established procedures for placement and assignments”.
d. Extent of seriousness of problems on the area of transfer and
assignment is great. The most serious problem is “transfer is not beneficial to the
employee and community”.
e. The extent of seriousness of problems in the area of training and
development is great. The most serious problem is “very expensive in-service
trainings”.
Conclusions
Based on the findings, the following conclusions are drawn:
1. The personnel of the Office significantly differs in their extent of
knowledge on the common legal bases of personnel management policies. The
high extent of knowledge of personnel is attributed to their frequent application
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
104
or experiences on recruitment, promotion, placement of officers in the key
position, assignment and transfer and in training and development of personnel.
2. The enforcement of personnel management policies differ in their
extent of enforcement. The high extent of enforcement in recruitment, promotion,
placement of officers in the key positions, assignment and transfer, training and
development is attributed to the factor on provisions of the law requiring strict
adherence.
3. The factors significantly differ in their extent of influence in the
enforcement of personnel management policies. Power capabilities and strategies
of department, division and section heads being the highest rated factor implies
that the chiefs of offices restrain or reinforce the enforcement of personnel
policies.
4. The personnel of the office differs in their extent of performance of
duties and responsibilities. The high extent of performance on stress tolerance,
initiative and readiness for service is attributed to the exposure of the personnel to
different clients.
5. The problems differ in their extent of seriousness on the enforcement of
personnel management policies. The great extent of seriousness of problems is
attributed to the fact that they can not prevent the interference of many influential
personalities and the abuse on the exercise of the discretionary power of the
appointing authority.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
105
Recommendations
Based on the findings and conclusions derived, the following are
recommended:
1. Authorities should implement or enforce strictly, fairly and justly the
rules, regulations and guidelines of personnel management policies promulgated
by the Civil Service Commission (CSC) and the National Police Commission
(NAPOLCOM) to maintain a high knowledge and much enforced of the said
policies.
2. The RPHRDD should be responsible for the dissemination of personnel
management policies. They should inform immediately to all personnel also those
assigned in far flung places if there are changes/amendments or new guidelines on
the said policies.
3. The concerned supervisor should evaluate his leadership capabilities
and decision making practices. They should delegate authority and responsibility
manageable at the lower level, impartially enforce personnel management
policies, and not violate the policies they enforce.
4. Consultations among personnel should be observed by authorities in
solving problems. Suggestions should be evaluated well or remedies to minimize
problems.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
106
5. Non-entertainment of unjustifiable recommendations of influential
personalities should be strictly exercised especially during recruitment.
6. Evaluate policies that prevent the interference of influential
politicians/personalities. The researcher recommend the amendment on the
guidelines on the appointing authority because it violates other guidelines on
recruitment and promotion specifically the criteria on the most qualified
applicant.
7. Adopt measures to curtail favoritism, “palakasan system” or “whom
you know system” to be fair with the other applicants on recruitment, promotion,
placement, transfer and training of the employee to minimize the great extent of
seriousness of problems in the enforcement of personnel policies .
8. Establish and adopt a continuing staff development program to maintain
the high knowledge on personnel policies.
9. Specific budgetary allocation for staff development should be
appropriated.
10. Transfer and assignment of personnel should be beneficial to both the
PNP personnel and to the community for them to perform their work effectively
and efficiently.
11. Adopt well planned conference/dialogue to elaborate/update their
knowledge on personnel matters of the office/organization.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
107
LITERATURE CITED
ADOLFO, R. B. 2002. Enforcement of Policy Thrusts in the Baguio City
Engineering Office. Unpublished MA Thesis. Benguet State University,
La Trinidad, Benguet. Pp. 16-24, 28-38.
ANDRES, T.D. 1991. Human Resource Management in the Philippine Setting.
New Day Publishers. Pp.52-53.
BENNIS, W. 1992. Leaders on Leadership: Interviews with Top Executives.
Harvard Business School Publishing. P. 153.
BERKLY, G. and J. ROUSE. 1994. The Craft of Public Administration 6th
ed.Wm. C. Brown Communications, Inc,. Pp2021, 198-199.
BOZEMAN, B. 1993. Public Management: The state of Art. Jossey-Bass, Inc.,
San Francisco California. Pp. 83-84.
BOZEMAN, B. and J.D. STRAUSSMAN. 1990. Public Management Strategies.
Jossey and Bass Publishers. Pp. 37,39, 141, 209, 210.
BORDEWICH, F. 2001. Doing His Way. Reader’s Digest. Oct. 2001 Edition, Pp.
37, 38, 39.
Circular No. 99-016. Guidelines on the Transfer/Re-Assignment of
PNPPersonnel. Quezon City.
Circular No. 2005-006. Rationalization of the Qualification Standards for the
Initial Appointment in the PNP Uniformed Service. Quezon City.
DIMOCK, E.M. and G.O. DIMOCK. 1966. Public Administration. 3rd Ed. Holt,
Rinehart and Winston, Inc. Pp. 110, 115, 231, 329.
FRIEDMAN, M. and R. ROSENMAN. 1974. As cited by D’ SOUZA, A. 1989.
Leadership: A Trilogy on Leadership and Effective Management.
Haggai Institute. P. 420.
Memorandum Circular No. 95-04. Guidelines and Procedures Governing the
Selection and Placement of Police Commissioned Officers to Key
Positions in the Philippine National Police. Quezon City.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
108
Memorandum Circular No. 99-005. Guidelines and Procedures Covering the
Grant of Waiver on the Minimum Qualification for Initial Appointment to
the Uniformed Component of the Philippine National Police. Quezon City.
Memorandum Circular No. 92-015. Prescribing a Standard Procedure for the
Recruitment, Selection and Appointment of PNP Uniformed Personnel.
Quezon City.
Circular No. 2005-006. Rationalization of the Qualification Standards for the
Initial Appointment in the PNP Uniformed Service. Quezon City.
Memorandum Circular No. 2003-002. Amending Memorandum Circular No.
2003-009 Entitled “ Further Amending NAPOLCOM Memorandum
Circular No. 92-015 Prescribing A Standard Procedure for the
Recruitment, Selection and Appointment of PNP Uniformed Personnel
and other Related Issuances. Quezon City.
MANGAHAS, J.V. and M.L. LEYESA. 1998. Improving Government Through
TQM. Philippine Journal of Public Administration. Vol. XLII, Nos. 3 & 4.
Quezon City: University of the Philippines. Pp. 203, 221.
NAPOLCOM Memo Circular No. 94-008, which provides for the creation of in-
house training institutions in the PNP. Makati City.
NAPOLCOM Issuances 1991-1995. Pp 1879, 1906, 1928, 1932, 1936, 1940,
1994, 1956, 1965. Makati City.
NIGRO, F.A. and L.G. NIGRO. 1989. Modern Public Administration, 7th ed.
New York: Harper and Row Publishing. Pp. 113, 115, 135.
Omnibus Rules Implementing Book V of Executive Order No. 292 and Other
Pertinent Civil Service Laws. Pp 9-13, 23, 70.
PFIFFHER, J.M. and R.V. PRESTHUS. 1960. Public Administration. 4th ed. The
Ronald Press Company. P. 126.
SIBAL, J.R. 1999. Administrative Law with Executive Order No. 292.Central
Lawbook Publishing Co., Inc. P. 94.
SISON, P.S. 1991. Personnel and Human Resources Management 6th ed.
Personnel Management Association of the Philippines. Pp. 72-75.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
109
STEINER, G.A. and J.F. STEINER. 1994. Business Government and Society: A
Managerial Perspective. P. 3.
STAHL. O.G. 1971. Public Personnel Administration 6th ed. New York: Harper
And Row Publishers. Pp. 164-167.
TENDERO, A.P. 1994. Theory and Practice of Public Administration in the
Philippines. Fiscal Administration Foundation, Inc. 2nd ed. P. 89.
TUIBEO, A.G. 1998. Politics and Governance. (A Critical Introduction). Makati
City: Greenwater Publications and Research Corp. Pp. 11, 27.
Training Directive Number 2005-01. PNP In-Service Training Program for CY
2005. Quezon City.
Enforcement of Personnel Management Policies in the Police
Regional Office-Cordillera / Tersing L. Cabfilan 2006
Document Outline
- Enforcement of Personnel ManagementPolicies in the Police Regional Office-Cordillera, 2005
- BIBLIOGRAPHY
- ABSTRACT
- TABLE OF CONTENTS
- INTRODUCTION
- REVIEW OF LITERATURE
- METHODOLOGY
- RESULTS AND DISCUSSIONS
- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
- LITERATURE CITED