HUMAN RESOURCE PRACTICES IN SUPPLY AND PROPERTY MANAGEMENT: A CLIENT...
HUMAN RESOURCE PRACTICES IN SUPPLY AND PROPERTY
MANAGEMENT: A CLIENT SATISFACTION FRAMEWORK
FOR BENGUET STATE UNIVERSITY
PHILIP T. ATULBA
SUBMITTED TO THE FACULTY OF THE OPEN UNIVERSITY
BENGUET STATE UNIVERSITY, LA TRINIDAD, BENGUET
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE DEGREE OF
MASTER IN HUMAN RESOURCE DEVELOPMENT
APRIL 2012
Contribution No.: HRD 2012-028-138
Republic of the Philippines
BENGUET STATE UNIVERSITY
La Trinidad, Benguet
OPEN UNIVERSITY
This thesis hereto attached entitled HUMAN RESOURCE
PRACTICES IN SUPPLY AND PROPERTY MANAGEMENT: A CLIENT
SATISFACTION FRAMEWORK FOR BENGUET STATE UNIVERSITY
prepared and submitted by PHILIP T. ATULBA in partial fulfillment of
the requirements for the degree of MASTER IN HUMAN RESOURCE
DEVELOPMENT is hereby accepted.
JESSON Y. DEL-AMEN, MHRD
NICANRA J. COILAN, MPA
Member
Member
Date Signed: ______________
Date Signed: ___________
CESARINA A. LANDISAN, MHRD
Adviser/Chairperson
Date Signed: ________________
LITA MOLITAS-COLTING, Ph.D.
Director
Date Signed: ______________
iii
ACKNOWLEDGMENTS
The contributions of well-intentioned people which resulted to the
accomplishment of this research work cannot be repaid in material things.
Nonetheless, a sincere expression of the researcher’s gratitude may be
the best way to reciprocate their kindness and cooperation.
Specifically, the researcher is greatly indebted to:
Mrs. Cesarina A. Landisan, her adviser, for her insights and
suggestions on the improvement of the manuscript;
Dr. Rogelio D. Colting, the former president of Benguet State
University, for allowing the researcher to conduct the study in the
University;
Dr. Lita Molitas-Colting, the Director of BSU-Open University, for
her motherly pieces of advice and encouragement to finish this study;
The members of the panel, Mr. Jesson Y. Del-amen and Mrs.
Nicanra J. Coilan, who gave recommendations that led to the refinement
of the thesis;
The clients and staff of the Supply and Property Management
Office, for their cooperation in answering the survey questionnaire;
Ms. Analyn B. Garcilian for her technical support in the formatting
and packaging of the manuscript;
iv
Their elder sister in the BSU-Open University, Ms. Elvira T. Pay-an
for her thoughtfulness;
To his caring wife, Alma Luz, and lovely children, Sean Yurim and
Yacian Hannah, who greatly inspired and strengthened him to pursue and
finish the course;
To his friends and relatives, for their encouragement and advises,
this paper is deeply dedicated; and
Above all, the Almighty God, for being the source of everything in
all his endeavors and accomplishments. The researcher gives back all the
honor and glory to Him!
PHILIP T. ATULBA
v
ABSTRACT
ATULBA, Philip T. April 2012. Human Resource Practices in Supply
and Property Management: A Client Satisfaction Framework for Benguet
State University. Benguet State University, La Trinidad, Benguet.
Adviser: Cesarina A. Landisan, MHRD
The study determined the human resource practices in supply and
property management which may serve as a basis for client satisfaction
programs of the Supply and Property Management Office (SPMO) of
Benguet State University (BSU). One hundred-two respondents, or 45% of
the non-teaching personnel of the University, composed the population of
the study. The respondents are the clients of SPMO, who shared their
perceptions on the attributing practices towards their satisfaction as well
as on the effectiveness of job design techniques in supply and property
management, with the use of a questionnaire-checklist.
Collected data were analyzed and interpreted with the use of
frequency, weighted means, ranking and t-test. Specific human resource
practices were based on the functional areas of human resource
management namely, organizational climate and working relations
management, personnel development, discipline administration, and
vi
performance management. Findings reveal that organizational climate and
working relations management is the most attributing practice in the
satisfaction of clients. Along organizational climate and working relations
management, installation of Officer of the Day, adequate and constant
communication, and teamwork were perceived to make a difference in the
satisfaction of SPMO clients. Along discipline administration, the wide
dissemination of guidelines and updates in relation to supply and property
management will lead to timely and orderly delivery of services of SPMO
as well as prevent error in work. Along personnel development, knowledge
acquisition relative to supply and property management, skills
enhancement trainings, and attitude reformation trainings will lead to
improved productivity of SPMO staff and satisfaction of clients. Lastly,
along performance management, the conduct of action planning and
manpower audit is helpful in delivering better services of SPMO and its
staff. The study also shows that the use of group technique in supply and
property management is the most effective technique of job design as
perceived by most of the personnel. Conclusively, employees of BSU
SPMO can be more productive in their work when they are with a group or
team where cooperation, communication and concern for other’s benefit is
expected. Hence, it is important to strengthen the groupistic identity of
Filipinos (such pakikisamaanddamayan) among the employees and build
vii
a groupistic culture within the SPMO through salu-salo or kapihan,
teambuilding activities, periodic conferences, and trainings on work-
related knowledge acquisition, skills enhancement, and attitude
reformation.
viii
TABLE OF CONTENTS
Page
Title Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Statement of Authorship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ii
Approval Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . .
iv
Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .
vi
Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ix
List of Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
xiii
List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
xiv
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Background of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Objectives of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
Importance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7
Scope and Delimitation of the Study . . . . . . . . . . . . . . . . . .
8
CONCEPTUAL FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10
Operational Definition of Terms . . . . . . . . . . . . . . . . . . . . . .
13
REVIEW OF LITERATURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
19
Human Resource Factors and Desired Performance . . . . . . . . . . . .
19
Organizational Climate and Working Relations Management . . . . . .
20
Discipline Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23
Personnel Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26
ix
Page
Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . .
29
SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
30
Career Development . . . . . . . . . . . . . . . . . . . . . . . . . .
32
Employee Commitment. . . . . . . . . . . . . . . . . . . . . . . .
33
Organizational Structure . . . . . . . . . . . . . . . . . . . . . .
34
Feedback System and Communication . . . . . . . . . . . . . . . . . .
37
Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
38
Organizational Mission and Goal. . . . . . . . . . . . . . . . . . . . . . .
39
Succession Planning . . . . . . . . . . . . . . . . . . . . . . . . . .
40
Job Design . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . .
41
Scientific Technique . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
41
Job Enlargement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42
Job Rotation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . 44
Job Enrichment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 46
Group Technique . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
METHODOLOGY .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
51
Locale and Time of the Study . . . . . . . . . . . . . . . . . . . . . . . . .
51
The Respondents of the Study . . . . . . . . . . . . . . . . . . . . . . . . .
51
Research Method and Design. . . . . . . . . . . . . . . . . . . . . . . . . . 53
Data Gathering Instrument . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53
Data Gathering Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . .
54
Data Analysis and Interpretation . . . . . . . . . . . . . . . . . . . . . . .
55
x
Page
RESULTS AND DISCUSSION . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .
57
Extent of Attribution of Human Resource Practices to
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
57
Extent of Attribution of Organizational Climate and Working
Relations Management Towards Client Satisfaction . . . . . . . .
59
Extent of Attribution of Discipline Administration Towards
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . .
63
Extent of Attribution of Personnel Development Towards
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
66
Extent of Attribution of Performance Management Towards
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
68
Degree of Effectiveness of Job Design Techniques . . . . . . . . . . . . . .
69
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS . . . . . . . .
73
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
73
Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
75
Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
76
LITERATURE CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
86
A. Letter of Permission to Administer Questionnaire . . . . . . .
86
B. Survey Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
87
C. Client Rater Form (PRF) of Agency PES . . . . . . . . . . . . . . .
90
D. Bridging the Gap thru Emotional Intelligence Skil s Training
(A Training Proposal) . . . . . . . . . . . . . . . . . . . . . . . . . . .
92
E. Emotional Intelligence: Sample Questionnaire
and Exercises . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . .
97
xi
Page
F. The Teamwork Webstar (A Proposed
Organizational Structure) . . . . . . . . . . . . . . . . . . . . . . . .
117
BIOGRAPHICAL SKETCH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
xii
LIST OF TABLES
Table No.
Page
1
Materials accounted by SMPO …………………….
3
2
Client’s Evaluation (July-December 2011)………..
5
3
Extent of attribution of human resource
practices to client satisfaction ……………………..
58
4
Perceived extent of attribution of
organizational climate and working
relations management practices
towards client satisfaction ………..………………..
61
5
Perceived extent of attribution of discipline
administration practices towards
client satisfaction …………………………………….
65
6
Perceived extent of attribution of personnel
Development practices towards
client satisfaction …………………………………….
67
7
Perceived extent of attribution of performance
Management practices towards
client satisfaction …………………………………….
69
8
Perceived degree of effectiveness of job design
techniques in supply and property
management…………………………………………..
71
xiii
LIST OF FIGURES
Figure No.
Page
1
Organizational structure of Supply and
Property Management Office (SPMO) …………...
2
2
Paradigm of the study ………………………………
12
3
Organization change model ………………………..
31
4
Determinants of job performance…………………..
33
5
The “Hardware” and “Software”
of a Lean Organization………………………………
37
6
The Herzberg’s theory……………………………….
48
7
Sketch map of Benguet State University
showing the clients of SPMO and their location ….
52
8
Recommended client satisfaction framework
For Benguet State University by Landisan, C.A.
& Atulba, P. A. (2012) ………………………………… 82
xiv
1
INTRODUCTION
This part of the study presents the background of the study,
statement of the problem, objectives of the study, importance of the study,
and scope and delimitation of the study for a more detailed and clearer
overview of the study.
Background of the Study
The provision of adequate facilities and supplies contributes greatly
in the satisfactory performance of employees of Benguet State University
(BSU) towards academic excellence. The Supply and Property
Management Office (SPMO) is responsible in providing systematic and
productive management of university supplies and equipment through
responsible recording, releasing, receiving, inventory, disposal, disbursing
and storekeeping.
In carrying out the mandate of SPMO, the following positions were
created as shown in Figure 1.
Supply and property management requires effective human
resource practices to effectively manage the assets of Benguet State
University (BSU), as shown in Table 1, or carry out its worth a billion
function and meet the satisfaction of its client on the services that SPMO
provides.
2
Supervising Administrative
Officer
H
ead Custodian cum
Chief, Vehicle
Chief, Properties and
Inspection and
Chief, Records
Equipment
Registration
Chief,
Chief,
Assistant Chief,
Con struc-
Office
Records
tion and
Supply
Jan itorial
Supply
Clerk
Clerk
Fig ure 1. Organizational structure of Supply and Property
Management Office (SPMO)
In pursuit of providing satisfactory services to clients, however,
SPMO is guided by government laws such as New Government
Accounting System and Section 79 of Presidential Decree Number 1445
entitled ―Government Auditing Code of the Philippines‖ in the inventory
and disposal of properties (New Government Accounting System for
National Government Agencies. Volume I – III. 2002).
The Researcher, being a staff in the Supply and Properties
Management Office (SPMO) of Benguet State University (BSU), observed
that clients come in different attitudes and needs. It is therefore, necessary
to deal with these attitudes and be able to provide them with quality and
timely service.
3
Table 1. List of materials accounted by SPMO
Property, Plant, and
Land Improvements
- Land improvements
Equipment (PPE)
- Runways/taxiways
- Electrification, Power and Energy
- Structures
Buildings (those that are predominantly)
- Wood, Mixed, Concrete
Leasehold Improvements
- Land, Building
Office Equipment, Furniture and Fixtures
- Office equipment
- Furniture and fixtures
- IT equipment-hardware
- Library books
Machineries and Equipment
- Machineries
- Agricultural, Fishery, and Forestry
- Communication equipment
- Construction and heavy equipment
- Medical, dental, and laboratory equipment
- Sports equipment
- Technical and scientific equipment
- Other machineries and equipment
Motor vehicles
Inventories
Office supplies
Animal/Zoological supplies
Medical, dental and laboratory supplies
Textbook and instructional materials
Computer peripherals
Common janitorial supplies
Small kitchen items
Hardware and construction supplies
Electrical supplies
School chairs, desks, and tables
Source: COA Manual re: Guidelines on the Review of Appraised Value of Disposed
Property Other Than Real Estate, Antique Property and Works of Art and
Revised Guidelines on Appraisal of Property Other Than Real Estate, Antique
Property and Works of Art
4
Moreover, the client‘s evaluation of SPMO staff based on the Client
Rater Form (PRF) in the Agency Performance Evaluation System
(AGENCYPES)of BSU (see sample in Appendix C), shows in Table 2 that
even though all staff were generally rated Outstanding by their clients, not
all staff were rated Outstanding in both the Performance indicator and
Critical factors indicator. Each staff is evaluated by two (2) to three (3)
clients. This feedback from the client implies that clients are not fully
satisfied with the service delivery of all the staff of SPMO.Hence, the need
to manage both individually and collectively is vital in providing client
satisfaction (Sission and Storey, 2000).
This endeavor is geared towards the identification of attributing
human resource practices to client satisfaction in supply and property
management along the different functional areas of human resource
management namely, organizational climate and working relations
management, discipline administration, personnel development, and
performance management, towards satisfaction of clients of SPMO. This
study also intends to identify the level of effectiveness of each technique
of job design on the staff of SPMO namely, scientific technique, job
enlargement, job rotation, job enrichment, and group technique.
5
Table 2. Client‘s evaluation (July-December 2011)
FREQUENCY
INDICATOR
TOTAL
2
4
6
8
10
Performance
4
10
14
Critical Factors
a. Courtesy
3
11
14
b. Readiness of service
3
11
14
c. Cleanliness and orderliness of
3
11
14
work area
d. Grooming and appearance
3
11
14
Legend:
Rating Scale
Level of Performance
2
Poor
4
Unsatisfactory
6
Satisfactory
8
Very Satisfactory
10
Outstanding
Statement of the Problem
This study seeks to identify human resource practices in supply and
property management of Benguet State University (BSU). Specifically,
this study seeks to answer the following:
1. What is the perceived extent of attribution of human resource
practices to client satisfaction of SPMO along the following dimension:
a. Organizational climate and working relations management;
6
b. Discipline administration;
c. Personnel development;
d. Performance management;
2. What is the level of effectiveness of the techniques of job design
for supply and property management of Benguet State University (BSU)?
Objectives of the Study
Generally, the study aims to find out human resource practices
which could lead to better delivery of the services of BSU Supply and
Property Management Office (SPMO).
The specific objectives of the study are as follows:
1. To determine the extent of attribution of human resource
practices to client satisfaction along the following dimension:
a. Organizational climate and working relations management
b. Discipline administration
c. Personnel development
d. Performance management
2. To find out the level of effectiveness of techniques of job design
for the supply and property management of Benguet State University
(BSU).
7
Importance of the Study
This study will pave way to a more rewarding Supply and Property
Management Office (SPMO)with productive personnel hence, produces
more satisfying services on releasing, receiving, inventory, disposal,
disbursing and storekeeping of school properties of the Benguet State
University (BSU). Empowered SPMO personnel can satisfy their
customers or clients. For example, the maintenance of inventory is a
necessary function of virtually all business operations. The cost
associated with inventories can run into millions of pesos in large
companies. In smaller companies, proper management of inventories
often makes the difference between a successful and an unsuccessful
operation.
The result of this study will also become an eye opener on the part
of the management of BSU to understand better the importance of
empowering the workforce in the provision of quality service as well as in
the care and wise utilization of million-peso school supplies and
properties.
When the recommended considerations and strategies in this study
will be adopted and turn to be effective, this study will give credit to the
entire Supply and Property Management Office (SPMO) of Benguet State
University.
8
The staff of SPMO can even get some insights on how to improve
their job performance. This can be an eye opener on the part of the
management to consider some factors that influence or affect the job
performance of its personnel in the delivery to satisfying services to
clients..
This study can further become a benchmark for other annexes of
Benguet State University – Buguias, Benguet and Bokod, Benguet, other
academic institutions and organizations. This can also serve as a
reference of other related studies.
Scope and Delimitation of the Study
This study considered the functions of Human Resource
Management in identify the attributing practices in satisfying clients of
Supply and Property Management Office (SPMO) of Benguet State
University (BSU). These functions include organizational climate and
working relations management, discipline administration, personnel
development, and performance management. All the possible job design
techniques were included in instigating optimum productivity or
maximizing the talents of the personnel such as scientific technique, job
enlargement, job rotation, job enrichment, and group technique.
9
This study is restricted on the human resource-related practices
which may contribute in satisfying the clients of SPMO, as perceived by
the SPMO clients only. Second hand information to corroborate the
findings from the survey questionnaire were gathered such as personal
informal interviews with the respondents, available records of the Office,
as well as through the Researcher‘s observation and experiences being a
staff of the SPMO.
10
CONCEPTUAL FRAMEWORK
The framework of the study is presented in this chapter through a
paradigm. The operational definition of terms and hypothesis of the study
is also presented herein.
The idea of the organization as a social system requires that some
consideration be given to the benefits received by its participants as well
as by its customers and clients (Ivancevish, et al., 2005). Satisfaction is
refers to the extent to which the organization meets the needs of clients.
Efforts in providing satisfaction of clients involve the human assets of the
organization. The human resource is the most critical and best asset in
any organization or group (Bagano, 1999). The category of human
resource practices involves methods designed to let the service providers
learn and grow professionally and, even, personally so that these service
providers will be able to provide laudable services and consequently,
satisfy the needs of clients.
In determining the attributing human resource practices to client
satisfaction, variables were identified and their relationship with each other
were illustrated in Figure 2. Treated as the Independent Variable in this
study are the human resource practices along the human resource
management dimensions of organizational climate and working relations
11
management, discipline administration, personnel development, and
performance management where job design techniques were considered.
The given human resource practices in the different dimensions
has identified the extent of attribution of these practices to client
satisfaction of the Supply and Property Management Office (SPMO)
whether very strong, strong, weak, very weak, or no attribution hence, the
Dependent variable in the study. Also considered was the degree of
effectiveness of each technique of job design whether highly effective,
very effective, moderately effective, fairly effective, or not effective.
The extent of attribution of human resource practices and the level
of effectiveness of job design techniques were moderated by the
organizational structure of SPMO as well as by compliance to
government policies and regulations. In consideration of the government
laws and policies, the end role, however, of the management of Supply
and Property Office should be to come up with ways and strategies to
make its office effective.
12
INDEPENDENT VARIABLE
DEPENDENT VARIABLE
Human Resource
practices:
1. Extent of attribution to
Organizational
client satisfaction:
climate
and
working relations
Very Strong (VS)
management
Strong (S)
Discipline
Weak (W)
administration
Very Weak (VW)
Personnel
No Attribution (NA)
development
Performance
2. Degree of effectiveness
management
of job design techniques
o Job design
techniques
Highly
Effective
(HE)
Very Effective (VE)
Moderately
Effective (ME)
Fairly Effective (FE)
Not Effective (NE)
organizational structure of SPMO
government policies and regulations
INTERVENING VARIABLE
Figure 2. Paradigm of the study
13
Operational Definition of Terms
Benguet State University (BSU) is a chartered state university
located in the province of Benguet. The BSU main campus is nestled in
the heart of La Trinidad, Benguet while its satellite campuses are situated
in the municipalities of Buguias and Bokod.
Clients are the beneficiaries of the Supply and Property
Management Office (SPMO). They belong to the different offices and
colleges of Benguet State University (BSU) at La Trinidad, Benguet.
Client satisfaction describes the fulfillment of the client‘s needs and
expectations on the services being rendered by the Supply and Property
Management Office (SPMO) of Benguet State University.
Discipline administration refers to the orderly procedure in availing
and rendering services of the SPMO as well as the motivation initiative
towards better delivery of services. It considers the strict implementation
of office policies but with little leniency of the immediate supervisor on a
case-to-case basis, posting of guidelines and updates of SPMO, and
giving of reward to high performing staff of SPMO.
Disposal refers to the sale or destruction of property which are
unserviceable and/or no longer needed in the operation of the institution.
Group technique is a job design by which a group of individuals
performs a particular job, being a collective job.
14
Human resource management is a function in an organization that
facilitates the most effective use of people to achieve organizational and
individual goals through strategic acquisition, development, motivation and
retention of competent employees.
Human resource practices are the norms and accepted usual
activities which involve the participation of the employees and wise
utilization of their capabilities. The human resource factors in attaining
desired performance were based on the functions of human resource
management namely, organizational climate and working relations
management, compensation and benefits management, discipline
administration, personnel development, and performance evaluation.
Human resource refers to the personnel of a company or firm such
as the Benguet State University (BSU). Employees, workforce, manpower,
workers or individuals are other terminologies for human resources.
Inventories refer to tangible assets with serviceable life of more
than one year but small enough to be considered as Property, Plant and
Equipment (PPE). Small tangible items with estimated useful life of more
than one year shall be recorded as inventories upon acquisition and
expense upon issuance.
Job design is a work arrangement or rearrangement in relation to
supply and property management aimed at reducing or overcoming job
15
dissatisfaction and employee alienation arising from repetitive and
mechanistic task.
Job enlargement is a type of job design which done by adding more
related duties to a personnel according to his/her capabilities.
Job rotation is a type of job design which is described as a lateral
shifting of an employee from one job to another.
Job enrichment is a job design of increasing the depth of job by
increasing authority and responsibility.
Organizational climate and working relations management
considers the availability of needed facilities, availability of effective
technology, availability of ventilation, pleasant decorations in the office,
physical arrangement of facilities/equipment in the office, location of the
office, availability of database system, simple office procedures which
prompts immediate action to requests, recognition of the worker‘s effort,
and camaraderie between superior and subordinate.
Personnel development considers knowledge acquisition relative to
work, attitude reformation, skills enhancement, and educational
advancement.
Performance management considers availability of customer
feedback system, regular conduct of group SWOT analysis or office
performance review, conduct of commitment mapping, conduct of action
16
planning, internalization of company mission/objectives, and conduct of
succession planning and manpower audit.
Property describes the inventoriables which includes small items,
equipment and materials. An equipment is a property other than land,
structure, and fixed facilities having a useful life of more than one (1) year
with a cost of One Thousand Five Hundred pesos (Php1,500.00) or more,
with reference to the Commission on Audit (COA) Circular Number 86-
200B, and when used, does not suffer any material or substantial change
in size or form. Whereas, materials refer to expendable commodities used
by the government in the process of manufacture or construction including
parts or remnants from destroyed or damaged assets.
Property, Plant, and Equipment (PPE). This refers to --- which has
an estimated useful life of five (5) years or more.
The New Government Accounting System (NGAS) adopts the
definition of Property, Plant and Equipment under the International
Accounting Standards No. 16 which states that (COA Circular No. 2005-
002 dated April 14, 2005):
"Property, Plant and Equipment are tangible assets that:
(a) are held by an enterprise for use in the production or supply
of goods or services, for rental to others, or for
administrative purposes; and
(b) are expected to be used during more than one period."
17
Rank-and-file refers to the subordinate employees, who are under
direct supervision by a section chief, or those who has lesser area of
responsibility as distinguished by their superiors.
According to the Labor Code, as amended, a managerial employee
is one who is vested with powers or prerogatives to lay down and execute
management policies and/or to hire, transfer, suspend, lay-off, recall,
discharge, assign, or discipline employees, or to effectively recommend
such managerial actions. All employees not falling within this definition are
considered rank-and-file employees.
Scientific technique is a type of job design which is done by
observing the past performance of employees.
Supervisory level refers to the employees who are authorized to
manage a section, branch, division or company and those who are
privileged, responsible and liable to decide, control, implement and
monitor policies, projects and activities in their respective jurisdictions. The
Supervising Administrative Officer or the Chief of Supply and Property
Management Office (SPMO) is in a supervisory level.
Supply and Property Management Office (SPMO) is one of the
support unit of Benguet State University (BSU) which is located at
Kilometer 5, La Trinidad, Benguet. With nine personnel, SPMO is
responsible in the procurement, releasing, receiving, inventory, disposal,
18
disbursing and storekeeping of school properties which includes motor
vehicles, livestock, and farm/agricultural, construction, janitorial, office,
and medical materials of BSU.
19
REVIEW OF LITERATURE
This part of the study presents related articles and studies culled
from books, manuals, thesis manuscripts, and websites.
Human Resource Factors and Desired Performance
Lopez (1995) asserted that the higher or stronger the regard for
work of an employee, the higher is the level of his/her job efficiency, the
more effective he/she is in the organization.
Human resource practices are very necessary in uplifting the
performance of employees. However, there are HR practices that may be
applicable to a certain organization but may not be as effective with other
organizations. This conforms with the study of Dangle (2001) which made
her recommend that the management of State universities and colleges of
Region 1 should closely study their practices in the supply office inorder
to eliminate the undesirable ones.
This can be achieved by integrating comprehensive human
resources policies with overall organization plans and strategies and by
implementing responsive human resource programs with a growing
sensitivity to the economic and policy needs of the organization and the
needs of the people who staff the organization (Corpuz, 2000).
20
Nevertheless, Tomas Quintin D. Andres (1985) in his book
Management by Filipino Values claimed that ―management must be
incarnated in the context of the culture, values, mores and idiosyncrasies‘‖
of the Filipinos. In the Philippine setting, he recommended an orienter
approach wherein management systems should be related to the actual
issues Filipino management practitioners are facing today.
Problems in inventory control are usually associated with the use of
poor
processes,
practices,
and
outdated
support
systems
(http://www.terratechnology.com/transportation-forecasting Accessed on
January 25, 2011).
Dangle (2001) found out in his study that the level of acceptability
of respondents – both implementers and beneficiaries, on the practices
involved in Supply management was perceived by them to be moderately
acceptable. Also the extent by which supply management functions are
undertaken is moderately undertaken, significantly and fully implemented.
Organizational Climate and Working
Relations Management
Andres (1985) claimed that good organizational climate is one of
the reasons for continuing to stay in the same company and in the same
kind of work. Characteristics of the workplace such as clarity, recognition,
commitment, responsibility, and teamwork promotes productivity. The
21
climate dimension recognition is the most immediate concern that needs
personal attention. Other than teambuilding, Ivancevich, et al., (2005)
suggested other human asset approaches such as managerial grid, ethics
training, mentoring programs, and introspection development.
A study of Dr. Rhoda Galangco (2008) entitled ―Defining the
University of Baguio‘s Organizational Culture‖ found out that attention to
detail, aggressiveness, outcome orientation, team orientation, and
innovation and risk-taking are much manifested as characteristics of the
University‘s organizational culture. It was further found out that ―In terms of
their beliefs in management, a great percentage of employees believe that
school officials should be knowledgeable about their job and should
establish and maintain adequate communication with their subordinates.
The work values manifested very much by the employees are
professionalism, obedience to policies, conscientiousness and
cooperation, willingness to do other tasks and sense of accountability,
objectivity, sociability, spirit of volunteerism, and initiative and openness.
The norms have contributed to the development of affiliate culture,
conventional culture, and a competitive culture.‖
Manually conducting inventory management can be burden for
most organizations, but through the use of automation, a business can
improve their inventory management without a lot of additional cost.
22
Andres (1985) suggested to management ways of improving
organizational communication, as follows: (1) Share more information with
employees to eliminate misunderstanding and rumor; (2) conduct better
appraisal interviews where managers should encourage employees to
bring up any problem they encounter in their jobs; (3) praise the good
work done by employees so that they will continue and persevere in their
positive attitudes and activities; (4) give time for counseling as well as
consultation; (5) determine if the intended meaning in messages was
actually received and understood correctly; (6) qualitatively and
quantitatively regulate communication to ensure an optimum flow of
information to supervisors; (7) utilize feedback; (8) introduce repetition into
communication; (9) encourage mutual trust; (10) effective communication
can be facilitated with the proper timing of major announcements; (11)
simplify the language used in communication; (12) listen effectively or with
understanding; (13) use the grapevine as a bypassing mechanism; (14)
develop positive attitudes; (15) be aware of hidden agenda and help the
group find the appropriate method of solving hidden agenda; (16) use
algorithm in explaining company rules by breaking down a problem,
isolate the factors that point to the solution and frame those factors in
separate questions answerable by yes or no.
23
Michael Ferris, managing partner, Management Health Solutions
Inc., Wayne, PA, recommended winning strategies for effective inventory
tracking to ―Get involved with the clinical staff and leadership and create a
customer focused relationship. Many times the inventory staff feels that
the clinical staff is the enemy instead of the customer. You must build a
trusting relationship with the key stakeholders and customers(Downloaded
from http://findarticles.com. Accessed on January 20, 2012).
Supervisors in some companies receive trainings in Emotional
Intelligence (EI) competencies to help raise their EI skills in areas such as
how to listen better and help employees resolve problems on their own,
how to empower and inspire others, and how to become effective personal
leaders. For a team to have high emotional intelligence which surely will
lead to team effectiveness, they need to ―create a norm that establishes
mutual trust and confidence among themselves, a sense of group identity,
and a sense of group efficacy‖ (Parcasio, 2008).
A study of Cadiente, et al., (2011), who assessed the Emotional
Intelligence Self-evaluation test of Saint Luis University Nursing Faculty,
concluded that Emotional Intelligence Quotient can be developed with the
years of experience in teaching thus, they recommended the offering of
seminar workshops or course-offering on increasing or developing
Emotional Intelligence Quotient.
24
Discipline Administration
John Kautzer, director, distribution, patient care services,
MedAssets SCS Inc., Bridgeton, MO, recommended a strategy for
effective inventory tracking that policies should be clearly established and
policies and procedures should be concise. These could range from who
has access and authority to enter a storeroom to how remote inventories
are managed. The procedures themselves need to be written in a manner
that they can be used as a tool to train new employees. The procedures
are the how and policies are the why we do things. Likewise goals for the
inventory should be developed in accordance with finance or internal
audit. Items such as cycle counts, inventory stratification, turn rates,
inventory valuation and variance rates should be prioritized. These are
some of the tools and measurements that are used across multiple
industries to help manage inventories. These established goals need to be
shared and embraced by the entire materials management team
(http://findarticles.com/p/articles/mi_m0BPC/is_4_30/ai_n26837598/.
Accessed on January 25, 2011).
Powell, et al., (1996) and the ―Principle of Attainability‖ of Miranda
(1981) stressed the importance of establishing clear achievable objectives
where every activity or policy is anchored from, so that there will be easier
attainment of the general goal or company vision.
25
Institutional properties should be well maintained. COA-PITAF
Manual on Disposal disclosed that there are considerable quantity of
unserviceable, no longer needed, obsolete, forfeited/sized, supplies,
materials and equipment as well as valueless records which have grown
into unmanageable and uneconomical properties. On the other hand, a
procured equipment, when it is already unserviceable or no longer
functional should be disposed by the concerned agency to avoid further
deterioration (Eufemio, et al., 1992).
Proper inventory management is essentially a management
discipline, by forecasting what quantity of stock is needed and when it is
needed, as well as accounting of the stock so that you can keep track of it
in the system. Software and inventory management systems costs a lot
but are still bought by companies in an effort to maximize their return on
investment from inventory. Basically inventory management is about
keeping two things in mind: don’t run out, and don’t have too much.
Having the delicate balance of supply and demand firmly mastered, is
what
effective
inventory
management
is
all
about
(http://blog.technologyevaluation.com/blog/2009/02/24.
Accessed
on
January 23, 2011).
With the result of Dangle‘s (2001) study, he recommended the
regular inspection and recording of unserviceable equipment by technical
26
officers in the Supply Office. He believed that many of the properties of the
government are exposed to the elements and are deteriorating to the
disadvantage of the government.
A study of Dr. Rhoda Galangco (2008) found out that quality control
measures such as orientation, establishment of groups that double check
outputs, tasking, teamwork and issuance of memoranda guarantee
minimal errors in the work of the employees.
Personnel Development
Development of an individual‘s abilities can take place on the job
through several methods which are classified as on-the-job techniques
and off-the-job methods (Decenzo and Robbins, 2010). On-the-job
techniques include job rotation (moving employees horizontally or
vertically to expand their skills, knowledge, or abilities); assistant-to
positions or serving on special boards (employees with demonstrated
potential sometimes work under a seasoned and successful manager,
often in different areas of the organization, hence, experience a wide
variety of management activities and are groomed for assuming the duties
of the next higher level); and, committee assignments (employees are
allowed to shared in decision-making, can learn by watching others, and
can investigate specific organizational problems hence, making their
assignment to committees be both interesting and rewarding to the
27
employee‘s growth, increase their exposure to other members of the
organization, broadens his/her understanding, and provide an opportunity
to grow and make recommendations under the scrutiny of other committee
members). Included as off-the-job method of employee development are
lecture courses and seminars (these help individuals acquire knowledge
and develop their conceptual and analytical abilities through in-house or
outside vendors or both, with the great role of technology, to enhance their
value to their current employer); simulations (simulations exercises this
include case studies, decision games, and role plays); and, adventure
training (this trend teaches the trainees the importance of working together
as a team, building trusting relationship, and succeeding as a member of a
group especially during difficult times).
A Chinese sage stressed the importance of re-echoing or
transferring knowledge. It quoted that ―those who are the first to be
enlightened should instruct those who are slower in attaining
enlightenment, and the ignorant should seek help from those who
understand. Through this process, the way of teachers should be
established. As the way of teachers established, there will be many good
people. With many good people, the government will be correct and the
empire will be in order‖ (CongJie, 1996).
28
Joven N. Usana‘s (2001) article found in the book of Lorenzo and
Piga (2001) unveiled that education is the surest way to safety. The public
must, in every sphere of their lives, receive the kind of education they are
in need of to equip themselves with the surefire formula of establishing a
peaceful and orderly society. This is achieved by providing every member
of the society the capacity to understand what is and what should be ,
what is improper and otherwise, what works and what else will sustain
one‘s effort .
Lorenzo and Piga (2001) believed that to place police officers in
school does not guarantee improvement in their knowledge and
performance. What is needed is a place where students or police officers
can approximate or even reach reality during their training. ―Transfer of
learning‖ theory tells that true learning has positive transfer value. This
defines education as the art or skill of utilizing an idea in real life situation.
Kirkpatrick (1994) conceded to the aforesaid idea of Lorenzo and
Piga (2001) by including the job behavior in his Four Criteria in Evaluating
Training Effectiveness. The job behavior determines whether the trainee
use what was learned from the training when back on the job. However,
Kirkpatrick (1994) also accentuated that an effective training should show
results that the training improved the organization‘s effectiveness.
29
The selection of trainees and trainee utilization is one of the
considerations postulated by Galvin (1995 ) in designing training and
development. This factor was supported by the study of Dalapnas (2008)
wherein selection of teachers to be sent for training should be based on
criteria and wherein trainings should be applicable and implemented were
Highly Recommended (HR) by teachers of Baguio City National High
School (BCNHS) to improve their present school training program.
The importance of refreshing the skills and renew the commitment
for work of all employees were proven by DeCenzo and Robbins (2010)
when ―in early 2008, Starbucks made the controversial move of closing
their 7,100 stores for three hours of training for their baristas at an
estimated cost of between $2 and 4 million dollars‖, at a time when
competitors like Dunkin‘ Donuts and McDonald‘s were gaining customers
with lower-priced specialty coffees, to provide renewed focus on espresso
standards and reignite the employee‘s enthusiasm for customer service .
After completing the training, employees expect to improve the customer
experience by exceeding their expectations with the ―perfect drink‖.
Performance Management
Change is initiated, implemented and maintained to achieve a new
and higher level of performance by the system. Figure 3 illustrates a
conceptual scheme for organizational change that excellence, growth and
30
development as well as satisfaction and high morale are achieved through
adaptation and innovation with at least five interacting variables namely,
strategy, structure, technology, products/services, and people who link s
all other variables in a productive way (Martires and Fule, 1993).
―Change management involves a composite bag of tools and
processes that deals with shaping an organization‘s people, structure, and
systems in a direction of change so that a marked improvement occurs‖
(Payos and Zorilla, 2003). These improvements shall be noted in the
performance evaluation.
Jawaharlal Nehru (excerpt from Quotation Dictionary of the New
Webster‘s Dictionary of the English Language. International Edition. 1992)
deems that ―Obviously, the highest type of efficiency is that which can
utilize existing material to the best advantage‖. Nonetheless, employees
are still the fuel of any organization.
SWOT Analysis
With this premise, Ivancevich, et al., (2005) supposes that
employees will have to learn to manage and develop themselves by
placing themselves where they can make the greatest contribution, stay
mentally alert and engaged during their working life. Hence, it is necessary
for an employee to be aware of what his/her strengths are because a
31
person can perform only from strength and cannot build performance on
weaknesses. The only way to discover one‘s strength is through feedback
analysis. Whenever a decision or action is to be taken, write down what
are to be expected to happen then compare the actual results with what
was expected.
Organization internal
arrangements
I
Struc-
Techno-
A
N
ture
D
logy
N
A
O
P
V
T
External
A
people
A
Excellence
Forces
T
T
Strate-
Pro-
I
I
Growth
gy
O
ducts/s
O
N
ervices
N
Development
Organization mission
Figure 3. Organization Change Model
32
Like one‘s strength, how one performs is unique. It is a matter of
personality. A person‘s way of performing is slightly modified, but it is
unlikely to be completely changed. Just as people achieve results by
doing what they are good at, they also achieve results by working in ways
that they best perform. There are two (2) things to know about how one
performs are: (1) are you a reader or a listener?; (2) how do I learn?
Other important things to ask in managing one‘s self, apart from the
identification of his/her strengths and his/her performance include ―What
are my values?‖, Where do I belong?‖,‖ What should I contribute?‖ ―Do I
need a sense of responsibility for relationships?‖ and ―How will I learn,
contribute, or derive challenge and satisfaction from the job on the second
half of my life?‖ (Ivancevich, et. al, 2005) . According to the same author,
there are three (3) ways to develop a second career, namely: (1) to start
one by having a second career as a challenge; (2) to develop a parallel
career, usually in a non-profit organization; (3) being a social
entrepreneur.
Career Development
One way of conceptualizing the various determinants of
performance was presented by the Academy of Management Review in
1982, as illustrated in Figure 4 (Ivancevich, et al., 2005). Job performance
may be viewed as a function of the capacity to perform, opportunity to
33
perform, and the willingness to perform. Sometimes employees may lack
the opportunity to perform not because of poor equipment or outdated
technology, but because of poor decisions and outdated attitudes. From
the managerial perspective, it is important to realize that the presence of
motivation per se, coupled with a capacity and opportunity to perform,
does not ensure high performance levels.
Willingness
to perform
Job
Performance
Capacity
Opportunity
to perform
to perform
Figure 4. Determinants of Job Performance
34
Employee Commitment
Andres (1985) believes that companies should also consider
employee participation through employee stock ownership plan because
this will not only minimize turnover but act as a motivator to improve
performance and productivity.
The success of a management‘s operation depends on the extent
of its employee‘s involvement and commitment in executing their duties
and responsibilities towards the attainment of their organization‘s
purposes. Managers must use a great deal of skill in day-to-day
communication process. They must also establish a climate in which the
perceived difference between managers and employees operate to focus
human energy rather than to dissipate it (Albrecht, 1978). Martires (2008)
concluded that Filipinos are more groupistic than individualistic. This is
why business firms utilize our strong value of pakikisama to sell products.
Being groupistic facilitate teamwork, too. It has been observed that
Filipinos acquiesce to group think and thus make group work less
laborious and frustrating. For example, Filipino students perform better in
group case analysis and presentation than their Western counterparts.
35
Organizational Structure
Chruden and Sherman Jr. (1984) believed that the number of
management levels, or hierarchy, within the organization determines how
effectively the chain of command operates. Each additional level down the
line serves to remove top management farther from the employee level
and thus lengthens the lines of communication. The sluggishness of many
American companies in coping with foreign competition is probably
caused by an excessive number of management levels. Ford Motor
Company in America has 12 layers of management compared with only 7
for Toyota in Japan. Fewer levels thus enable management in Japan to be
closer to the employee and to realize cost benefits from this relationship.
Furthermore, ―departures from rigid adherence to the chain-of-command
concept coincide with current efforts to develop a more democratic work
environment. Short-circuiting this chain at times can contribute to better
and more rapid decision-making by drawing directly upon the expertise of
employees at the scene of action. The increasing use of the committee
and the matrix organization represents a departure from the rigid chain-of-
command concept‖.
On the other hand, Sisson and Storey (2000) considered structure
as one of the seven (7) factors contributing to effective management . The
divisionalized organization is ―decentralized operationally, but centralized
36
strategically‖. However, a number of organizations in the United Kingdom
adopted the defragmentation to emphasize the point that many synergies
of the large organizations have been lost. It was further suggested that in
order to be adaptable to market changes and hold labor costs down, three
(3) different types of labor flexibility can be simultaneously pursued,
namely: functional flexibility, or the capability of employees to switch
between different tasks; numerical flexibility, or easily adjusting labor
supply to meet immediate needs; and, financial flexibility.
A lean organization creates job commitment and involvement of the
workers. A useful summary of the changes and techniques typically
associated with the lean organization including its positive and negative
potential outcomes is shown in Figure 5 (Sission and Storey, 2000).
However, that managing a lean organization has to be aware of the cost
and benefits of leanness.
37
LEAN ORGANIZATION
Minimizing waste:
Materials, time, space, people = added value
Operating Systems
Work Practices
Just-in-time
De-layering
Statistical processes control
Teamworking
Supply chain management
Functional flexibility
Total productive maintenance
Job rotation
Material resources planning
Quality circles
Right first time
Involvement and participation
Benchmarking
Communication
Organizational Principles
Continuous improvement
Employee development
Flexible work organization
New work skills
Customer satisfaction
Self-regulation
Cultural Change
Control Systems
Human Costs
Monitoring and measurement
Stress and pressure
Surveillance of work
Individual scrutiny
Workflow change
Effort intensification
Routinization of tasks
Reduction in discretion
Peer group pressure
Feelings of blame
Figure 5. The ―Hardware‖ and ―Software‖ of a Lean Organization
38
Feedback System and Communication
Organizations must foster effective communication to perform well
because communication is said to be the lifeblood of any organization.
Communicating ideas makes action and coordination possible as it plays a
major role in modifying behavior, effecting changes and achieving goals
(Martires, 2008).
In an article written by Rick Dana Barlow entitled "Winning
strategies for effectiveinventory tracking: it's not rocket science but high-
tech solutions, street smarts and more than 35 useful tips from the pros
can keep you on track", he mentioned a management inventory strategy
presented by John Kautzer, director, distribution, patient care services,
MedAssets SCS Inc., Bridgeton, MO, that personnel responsible in the
inventory of properties need to understand what is expected of them and
regularly receive communication on how they are doing. He suggested a
routinely posting cycle count and turn rates. He said that let the staff see
the results of their hard work and be sure that the administration knows
how things are going (http://www.Healthcare Purchasing News.
FindArticles.com. Accessed on January 25, 2011).
In this electronic era, technology is playing a very great role in the
communication or information system of all organizations. Guillermo N.
Carague, Chairman of the Commission on Audit (COA) stated in the
39
Manual on the New Government Accounting System for National
Government Agencies (2002) that the New Government Accounting
System (NGAS) envisions the eventual computerization of the NGAS to
provide users with greater ease and a more comprehensive financial
management information system.
Providing for plenty of opportunities for two-way communication is
another way to cultivate the feeling that the work experience is a just one
(Ivancevich, et. al., 2005). Continuous information can be gathered from
Internal television network, Survey feedback, and ―Hotline‖ programs. For
example, Toyota‘s ―Hotline‖ gives team members a 24-hour channel for
bringing queries or problems to management‘s attention. Employees can
pick up any phone, dial the ―hotline‖ extension, and leave messages on a
recorder. All hotline messages are reviewed by the Human Resources
Manager and thoroughly investigated. It is decided a particular question
would be of interest to other Toyota team members, then the questions
and Toyota‘s response is posted on plant bulletin boards. Employees
wanting a personal response must leave their names, but no attempt is
made to identify anonymous callers.
Action Planning
Equally important to consider during a planning session is a
suggestion or idea from William (1943) that there should be a standard
40
specification for all the materials and supplies being used in the office.
These items should be packaged in easily disposable quantities and that
their use should be supervised and checked to prevent waste.
In practice, supply chain based companies (e.g., Dell, Wal-Mart,
Samsung, Toyota, Lenovo, Gome, etc.) have used different performance
management tools to support their supply chain strategies. A complex
performance management system includes many processes in monitoring,
improving and optimizing the supply chain, such as identifying measures,
defining targets, planning, communication, monitoring, reporting and
feedback. These processes have been embedded in most information
system solutions, such as i2, SAP, Oracle EPM, etc. (http://www-lih.univ-
lehavre.fr/~serin/facade/uploads/Recherche/MIS6-SupplyChain.pdf.
Accessed January 28, 2012).
Organizational Mission and Goal
Bhatti and Quersh (2007) suggested that the best way to improve
productivity is by striving for the shared goals of employees and managers
through allowing worker input into developing the mission statement,
establishing policies and procedures, determining perks, improve
communication and increase morale and satisfaction.
An individual is more likely to sustain his enthusiasm for work if he
is aiming a particular goal. On the part of the management, it will be easier
41
for them to identify the candidates for promotion and transfer with the
existence of a system. Also, in personnel matters, planning for individual
employees is likely to be a priority rather than planning for groups. The
basic instruments or strategy to cater to these needs are the Manpower
Audit Sheet and the Succession Planning (Sisson and Storey, 2000).
Further, Bemis Associates‘ Mike Mather suggested clear
accountability for inventory and driver‘s performance and clear and
specific targets for inventory by component should be established
(Downloaded from http://www.rockysoft.com/resources.php. Accessed on
January 25, 2011).
Succession Planning
A planned progression is an approach to the development of
managerial leadership (Andres, 1985).
For Small-Medium Enterprises and large organizations in the case
of key personnel, planning for individual employees is likely to be priority
rather than planning for groups hence, succession planning is of important
role in the productivity of organizations (Sission and Storey, 2000).
Succession planning contains the basic data on key individuals and
scores them in terms of current performance, personal qualities and
assessment of potential.
42
Relative to this, Payos and Zorilla (2003) clearly suggested the use
of good rating forms to differentiate performance rating from assessment
of potential. They further recommended to have the performance
evaluation exercise separate from the potential or promotion evaluation.
The potential evaluation exercise can be used when evaluating a
candidate‘s readiness for promotion during the annual review cycle, or at
any other time that the coach feels the associate might be ready for
promotion, or the associate expresses a desire to be evaluated for
promotion.
Job Design
Problems in the job arise when employees do not feel a sense of
accomplishment after completing their task. To prevent this, DeCenzo and
Robbins (2010) put forward that the job needs to be designed so that the
task have a clear purpose that relates to the company mission by
incorporating tasks into every job description.
Scientific Technique
Scientific technique is commonly used by goods producing
company although it can also be used by service providers in their
departments however they give additional work to their employees
according
to
their
day
to
day
needs
(Downloaded
from
43
http://hrmlanka.blogspot.com/2010/10/job-design.html.
Accessed
on
February 11, 2012).
Job Enlargement
A n o t h e r m o t i v a t i o n a l t e c h n i q u e c l o s e l y r e l a t e d t o j o b
e n r i c h m e n t i s t h e j o b enlargement. "Job enlargement refers to
adding a few more task elements horizontally." "Job enlargement
involves performing a variety of jobs or operations at the same time.
T h u s i t i n v o l v e s h o r i z o n t a l j o b l o a d i n g a s c o m p a r e d
t o v e r t i c a l o n e i n j o b enrichment." For example if a clerk in an
office who is doing the typing work is asked to type 20letters a day instead
of 10 letters, his job is enlarged. Another way of job enlargement is that
the clerk who is doing the typing work may also be assigned the tasks of
drafting letters, sorting of incoming mail and filing the letters. This will
reduce his monotony and make him satisfied with the job. His
efficiency will also improve (Downloaded from http://www.scribd.com.
Accessed on February 11, 2012).
An enlarged job can motivate the worker in the following ways
(Downloaded from http://www.scribd.com. Accessed on February 11,
2012): (1). V a r i e t y o f t a s k s - In job enlargement, horizontal
loading of the tasks is in there. Increasing the number of tasks can
reduce the level of boredom of the employees; (2) Enlarged and
44
Meaningful Work Modules - Sometimes, the jobs are enlarged so that
one worker completes a whole unit of work or a major portion of
it. This will increase the satisfaction of the worker as he can see
his contribution to the entire project; (3) Optimum Utilization of
Abilities - Jobs tend to better utilize the physical and mental
skills abilities of the workers. Enlarged jobs, with optimal levels of
complexity can create tasks, which are challenging but attainable; (4)
Worker Paced Control - In job enlargement, workers move from a
machine paced production line to a job which is paced by themselves.
The workers will enjoy his work more, if he can vary the rhythm and work
at his own pace. He will also fell less tied in this way; and,
(5 ) M e a n i n g f u l F e e d B a c k - E n l a r g e d j o b s a l l o w
f o r m o r e m e a n i n g f u l performance feedback. It will be
even more motivating if it is tied to evaluations and organizational
rewards. Giving a worker different kind of jobs is not enough because the
basic nature of the job remains the same. As such it does not work as a
m o t i v a t i n g f a c t o r . R a t h e r , t h e r e s h o u l d b e u p
g r a d a t i o n o f a u t h o r i t y a n d responsibility.
However, in view of Herzberg's opinion, the following
disadvantages can be found in job enlargement (Downloaded from
http://www.scribd.com. Accessed on February 11, 2012): (i) Job
45
enlargement tends to be a costly affair. Workers may require
additional training for their enlarged jobs. Moreover, if job enlargement
involves breaking upo n e x i s t i n g p r o d u c t i o n l i n e o f w o r k s y s t e m
a n d r e d e s i g n i n g a n e w s y s t e m a n d training employees for it, the
costs will be very substantial; ( i i ) P r o d u c t i v i t y m a y f a l l i n t h e
s h o r t r u n , d u e t o t h e i n t r o d u c t i o n o f t h e n e w system; (iii)
Employee-unions often argue for increased pay because of the increased
work load; and, (iv) Some jobs may still be routine and boring even after
enlargement.
Job Rotation
Job rotation is used in employee development as well as in training.
The horizontal rotation, also known as short-term lateral transfer,
increases the employee‘s experience, allows him/her to absorb
information, reduce boredom, stimulate the development of new ideas and
provide opportunities for a more comprehensive and reliable evaluation of
the employee by his/her supervisors (DeCenzo & Robbins, 2010) .
Job rotation will be used in a situation where an organization has a
series of routine jobs that cannot be combined or enriched
(Downloaded from http://www.scribd.com. Accessed on February 11,
2012). In such a case, the employees may be shifted from one job to
another in order to provide some variety so as to minimize monotony and
46
boredom. Thus, in job rotation, a person is required to perform on job at a
time but he is rotated at different jobs after certain period of time. When an
activity is no longer challenging, the employee could be rotated to another
job, at the same level, with the same skill requirements. It has the
same effect as the job enlargement. The advantages of job rotation: (i)
Job rotation reduces the boredom and monotony through diversifying the
employees activities; (ii) Employees with a wider range of skills give
management more flexibility in scheduling work, adapting to changes
and filling vacancies; and, (iii) It broadens the range of experience of
employees and is an effective training technique. On the other hand, the
drawbacks of job rotation are: (i) Work is disrupted as rotated employees
take time to adjust to a new set up; (ii) Training costs are increased; ( i i i )
I t c a n d e m o t i v a t e i n t e l l i g e n t a n d a m b i t i o u s t r a i l 1 e e s w h o
s e e k s p e c i f i c responsibilities in their chosen specialty; (iv) Few people
have the technical knowledge and skills to move from one job to another;
(v) There is no appreciable change in employee satisfaction,
unless the jobs are such that the person is really interested in them.
Thus, the role of job rotation in motivating people is limited.
47
Job Enrichment
Frederick Herzberg suggested that the best way to motivate
employees is through job enrichment, to wit: ―if you want people to do a
good job, give them a good job to do‖ (DeCenzo and Robbins, 2010).
Figure 6 (Flippo, 1971) justifies how job content turns into job
enrichment which eventually leads to greater job satisfaction. Job
enrichment is the modifying of job content so that the person has a wider
variety of tasks, increased responsibility, and greater opportunity for
recognition of accomplishments. It encompasses an increase in the
person‘s autonomy to achieve the work so that it becomes rewarding and
meaningful.
Flippo (1971) also believed strongly that the Herzberg‘s Motivator-
Hygiene Theory is directed toward ascertaining the factors that lead to
greater employee satisfaction. This theory indicates that the hygienic
factors do not serve to promote job satisfaction, rather their absence or
deficiency can create dissatisfaction. Their presence can only serve to
eliminate dissatisfaction. The motivation factors are concerned with the
work itself. Thus, if the worker is to be truly motivated, the job itself is the
major source of that motivation. Employees can be motivated effectively if
they are given meaningful task with provision for self-determination of
48
methods, pace, and quality. All of the other hygienic factors can serve only
to ―clean up‖ the environment and prevent dissatisfaction (Figure 6).
Expanding on Herzberg‘s suggestion, J. Richard Hackman offered
a model of how to design jobs that provide motivation based on five (5)
core job characteristics, namely: skill variety, or allowing workers to use
different skills and talents to do a number of different activities; task
identity, or when workers are able to see a completed product, project, or
some visible outcome that creates a sense of accomplishment; task
significance, or when the tasks performed have some meaningful impact
on the organization or the external environment; autonomy, or when
workers have some control over the job; and, feedback from the job itself,
or when the job includes some opportunity to show the workers if the tasks
are done properly (DeCenzo and Robbins, 2010).
49
a) Improved Performance
Job content (work itself):
I
- achievement prevent
M
- growth and advancement
Hygienic dissatisfaction
P
- recognition factors
R
O
V
E
D
plus (+) MOTIVATORS:
- praise
J
- personal interest
O
- competition
B
- prideequals ( =)
- delegation of responsibility
P
E
- money
R
Job context (work environment):- participation in decision-
F
- salary/pay
making
O
- supervision
R
- working condition
M
- benefits/privileges eliminate
A
- interpersonal relations Maintenance dissatisfaction
N
C
- company policy and factors
E
administration
- status
- job security
b) Greater Job Satisfaction
MODIFICATION:
Job Content
Greater Job Satisfaction
- wider variety of task
- increased responsibility
- greater opportunity for recognition of
accomplishments
- increase in person‘s autonomy to achieve the work
- rewarding and meaningful work
Figure 6. The Herzberg‘s Theory
50
Group Technique
One of the processes and tools used in change management is the
teaming and team building (Payos and Zorilla, 2003).
Team building was characterized by Andres (1985) as a
mechanism for getting effective behavioral coupling between members of
the work group. He advised that:
“to be able to work as a team, group members should know
their individual social and functional roles so that in the event of
absence of one or more members, one could take it upon himself to
do the job of those not around… For a team to function properly
and for a long period the atmosphere of cooperation, coordination,
and regard for each other’s benefits should be maintained. To
harmonize the work group’s behavior, activities should be designed
such that they provide the necessary interaction for members to
understand each other’s values, sentiments and norms. It is only in
this manner that whatever influence each group could have among
its members, productivity would not be impaired and there would be
no rivalry effects which could be detrimental to the working
atmosphere of the company”.
The importance of a group effort was, likewise, supported by the
multiplicative relationship presented by Thomas Davenport (1999) wherein
effort activates skill, knowledge, and talent and harnesses behavior to call
forth human capital investment:
Total Human Capital Investment = (ability + behavior) x effort x time
Time spent to accomplish a given task may vary depending upon one‘s
ability, behavior (attitude or disposition) and work ethics (effort).
51
In addition, empowerment brings out creativity and innovation but
―empowerment programs won‘t work unless employees work in teams‖ so
Human Resource professionals who want employees to feel empowered
should start by reorganizing their workforce into teams (Ivancevich, et al.,
2005).
52
METHODOLOGY
This part of the study includes the locale and time of the study,
respondents of the study, research method and design, data gathering
instrument, data gathering procedure, and data analysis and
interpretation.
Locale and Time of the Study
The Researcher‘s study was conducted at Benguet State University
located at La Trinidad, Benguet, which is five (5) kilometers away from
Baguio City, during the months of March to December 2011.
Figure 7 identifies the clients of the Supply and Property
Management Office (SPMO) and their location in the University.
The Respondents
One hundred two (102) respondents, which is thirty-four percent
(34%) of the two hundred ninety-two (292) non-teaching staff from the
different offices and colleges of the university, gave their support to this
study. The respondents were the clients of Supply and Property
Management Office (SPMO). They are the staff from other offices of
Benguet State University (main) who requests supplies and services from
SPMO.
53
Figure 7. Sketch map of Benguet State University showing the clients of
SPMO and their location
54
Research Method and Design
The descriptive method, through the normative survey, was used in
this study. This study is a survey of present condition, the desired
condition and held ideas and opinions of respondents in a direct manner.
Client perception on the extent of attribution to client satisfaction and level
of effectiveness of job design techniques were sought from a list of options
stated in the survey questionnaire, which were supported by the
Researcher‘s personal informal interview with the respondents and
available records of the Office, apart from the Researcher‘s observation
and experiences.
Data Gathering Instrument
The use of survey form, informal interview, observation and use of
reference materials from Benguet State University were the data gathering
techniques used in this study.
The structured close-ended questionnaire checklist, which is the
main instrument used in this Research, consisted of two (2) parts only,
namely: Part 1, which dealt with the human resource practices along the
different functional areas of human resource management, and Part II,
which dealt with the degree of effectiveness of job design techniques on
55
Benguet State University (BSU) in relation to supply and property
management ( Appendix ―B‖).
Data Gathering Procedure
The Researcher secured a consent from the former President of
Benguet State University, Dr. Rogelio Colting to administer the survey
questionnaire to the clients of Supply and Property Management Office
(SPMO) as well as to cull information from the references of the University
(Appendix ―A‖).
The Researcher administered personally the survey questionnaires
to the staff and clients of SPMO and collected the same after one (1)
week. Distribution and collection of survey questionnaires were easily
carried out in a few days because the respondents were located within the
university campus (Figure 7).
Personal interview to peers was conducted before and after the
administration of the questionnaire.
Data gathered from the questionnaires were tallied, counted and
reflected in tabular form.
Data on organizational structure and mandate of the Supply and
Property Management Office (SPMO) as well as the client‘s evaluation on
the performance of SPMO staff were taken from the records of said office.
56
Data Analysis and Interpretation
Data gathered were tabulated, categorized and analyzed using
descriptive statistics like frequency, computed means and ranking.
Formula for Weighted Mean:
WM = X
N
Where:
X = score
= summation of
N = number of scores
The study made use of the Five (5) - Point Scale in determining the
extent of attribution of human resource practices to client satisfaction of
Supply and Property Management Office (SPMO). Corresponding nominal
values, statistical limits, and descriptive equivalents were assigned as
follows:
Scale Statistical Limit Descriptive Equivalents
5
4.51 – 5.00 Very Strong Attribution (VSA), with 81%-100% attribution
4
3.51 – 4.50 Strong Attribution (SA), with 61% - 80% attribution
3
2.51 – 3.50 Weak Attribution (WA), with 41% - 60% attribution
2
1.51 – 2.50 Very Weak Attribution (VWA), with 1% - 40% attribution
1
1.00 – 1.50 No Attribution (NA), with 0% attribution or not a practice
57
T-test against t2.5%,101 with a tabular value of 1.960 was used in
determining the degree of effectiveness of job design techniques.
Computation of tc:
( )
tc=
Where:
Tc= Computed value of t
D= Difference of x and y
N= Number of cases
∑D= Summation of the difference of x and y
∑(D)2= Summation of the difference of x and y
Corresponding nominal values, statistical limits, and descriptive
equivalents were assigned, with the use of the following scale:
Value
Statistical Limit
Descriptive Equivalents
5
4.51 – 5.00
Highly Effective (HE)
4
3.51 – 4.50
Very Effective (VE)
3
2.51 – 3.50
Moderately Effective (ME)
2
1.51 – 2.50
Fairly Effective (ME)
1
1.00 – 1.50
Not Effective (NE)
58
RESULTS AND DISCUSSION
This chapter delves with the presentation, analysis, interpretation
and correlation of findings along the two problems on the investigation of
human resource practices towards client satisfaction.
The results and discussion of findings revolved around the
perceived extent of attribution of human resource practices to client
satisfaction of Supply and Property Management Office (SPMO) of
Benguet State University (BSU) along organizational climate and working
relations management, discipline administration, personnel development,
and performance management as well as the level of effectiveness of job
design techniques for supply and property management of Benguet State
University (BSU).
Extent of Attribution of Human Resource
Practices to Client Satisfaction
Generally, the computed weighted means of responses in Table 3
shows that Organizational climate and working relations management and
Personnel development have Strong Attribution (SA) to client satisfaction
of the Supply and Property Management Office (SPMO) with a computed
mean of 3.80 and 3.60, respectively.
59
Table 3. Extent of attribution of human resource practices to client
satisfaction
DIMENSION OF HR PRACTICES
M
DE
RANK
Organizational Climate and Working
3.80
SA
1
Relations Management
Discipline Administration
3.50
WA
3
Personnel Development
3.60
SA
2
Performance Management
3.08
WA
4
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
This implies that practices to boost desirable organizational climate
and working relations as well as the practices towards professional growth
of staff immediately provides client satisfaction. It may be inferred that the
respondents are both ―groupistic‖ and ―individualistic‖. This finding
substantiated the statement of Andres (2005) that Filipinos are particular
with their relationship with their fellowmen in terms of carrying out a task,
referring to the Filipino value of pakikisama, but tend to be self-centered in
achieving something to credit themselves like raise in salary, promotion,
and additional incentive. The same concept was cited by Galangco
(2008).
60
Organizational climate and working relations management was
scored as Rank 1 hence, the most attributing practice to satisfaction of
clients among the other dimensions of human resource practice. This
suggests that, as cited by Lopez (1995), greater degree of client
satisfaction will be achieved by SPMO when practices in establishing
smooth working relationship with the clients is given priority attention. This
also favors the recommendation of Michael Ferris in effective inventory
tracking to establish rapport with the staff and leadership and create a
customer-focused relationship (downloaded from http://findarticles.com.
Accessed online on January 20, 2012).
On the other hand, Discipline administration and Performance
management was perceived to have Weak Attribution (WA) to client
satisfaction, with a mean of 3.50 and 3.08, respectively. Performance
management was ranked the least may be because the respondents were
clients that they were focused on the immediate provision of their requests
and not on the enhancement of the performance of the staff or service
provider. If the respondents were the service providers, this dimension
could have strong attribution to client satisfaction.
61
Extent of Attribution of Organizational Climate
and Working Relations Management
Towards Client Satisfaction
It can be gleaned in Table 4 that all of the given practices of
organizational climate and working relations management, except the Use
of courteous or accommodating words by the staff (3.44), were perceived
by respondents to have Strong Attribution (SA) to client satisfaction with
the following computed mean: Use of comfortable facilities/equipment –
3.63; Installation of duty on guard or Officer of the Day – 4.01; Use of
Supply and Management database system (inventory, distribution,
disposal, cost, requests, etc.) – 3.69; Installation of waiting/receiving area
for clients – 3.70; Adoption of lean organizational structure and simple
requirements for client‘s requests – 3.66; Use of courteous and
accommodating words by the staff – 3.44; Adequate and constant
communication between staff and clients – 3.90; Teamworking among
staff in providing services to clients – 3.90; and, Use of intercom or paging
system as a channel for information dissemination – 3.85.
The respondents of this study perceived the installation of duty on
guard or Officer of the Day (OD) as the most attributing practice towards
client satisfaction, being ranked number 1. This implies that most of the
respondents deserves attention and that their requests be immediately
catered.
62
Table 4.Perceived extent of attribution of organizational climate and
working relations management practices towards client satisfaction
ORGANIZATIONAL CLIMATE AND WORKING
M
DE RANK
RELATIONS MANAGEMENT PRACTICES
Use of comfortable office facilities/equipment
3.63
SA
8
Installation of duty on guard or Officer of the Day
4.01
SA
1
Use of Supply and Management Database system 3.69
SA
6
(inventory, distribution, disposal, cost, requests,
etc)
Installation of waiting/receiving area for clients
3.70
SA
5
Adoption of lean organizational structure and
3.66
SA
7
simple requirements for client‘s requests
Use of courteous or accommodating words by the
3.44
WA
9
staff
Adequate and constant communication between
3.90
SA
2.5
staff and clients
Teamworking among staff in providing services to
3.90
SA
2.5
clients
use of intercom or paging system as a channel of
3.85
SA
4
communication for information dissemination
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
63
This finding, however, negated the concept of Andres (1985) that
climate dimension recognition is the most immediate concern that needs
personal attention because, according to the Researcher‘s interview and
observation with his co-staff in the SPMO, the respondents are not
particular on the commendations from their supervisors as long as they
have smooth working relationship with their supervisors and clients so that
they can better carry out their duties and responsibilities. This implies that
group cohesiveness in the most important in working relations
management. Hence, ways of building smooth working relationship may
include adequate and constant communication between staff and client to
build mutual trust and confidence among them, as cited by Galangco
(2008), and teamworking, as cited by Paayos and Zorilla (2003), Andres
(1985), and Parcasio (2008), and Davenport (1999) which coincides with
Table 8 that group technique is the most effective job design technique.
Adoption of lean organizational structure was perceived to have
Strong Attribution (SA) to client satisfaction. This practice, however,
disagrees with the belief of Chruden and Sherman Jr. (1984) that the
number of management levels, or hierarchy, within the organization
determines how effectively the chain of command operates because each
additional level down the line serves to remove top management farther
from the employee level and thus lengthens the lines of communication
64
and delivery of services. Short-circuiting this chain at times can contribute
to better and more rapid decision-making by drawing directly upon the
expertise of employees at the scene of action. Furthermore, the concept of
Sission and Storey (2000) of a divisionalized or lean organization as
―decentralized operationally, but centralized strategically‖ can be
applicable in Benguet State University. However, functional flexibility, or
the capability of employees to switch between different tasks, is the best
recommended practice for better teamwork in supply chain management
(Andres, 1985 and Chruden and Sherman Jr.,1984).
The use of courteous or accommodating words by staff was
perceived to have the least and Weak Attribution (WA) to client
satisfaction. This may be influenced by the non-expressive culture of
Cordillerans.
Extent of Attribution of Discipline Administration
Towards Client Satisfaction
It is noted in Table 5 that the only Discipline administration practice
which was perceived to have Strong Attribution (SA) to client satisfaction
is the Posting of guidelines and updates of SPMO, with a computed mean
of 3.65. This implies that proper procedures and guidelines of SPMO will
be followed when its clients are properly informed about these procedures
and guidelines, hence an orderly flow of office operations prevail. Clear
65
guidelines is imperative in efficient supply and property management. This
finding coincided with the recommendation of John Kautzer
(http://findarticles.com. Accessed on January 25, 2011) for effective
inventory tracking that policies should be concise but clearly established
policies and procedures should be well disseminated. It further conceded
with the explanation of Powell, et. al (1996) and Miranda (1981) that the
establishment of clear achievable objectives where every activity or policy
is anchored from, will lead to easier attainment of the general goal or
company vision. Even government guidelines governing management of
supplies and equipment have gray areas leading to confusion and unacted
concerns. Sometimes, employees are not aware of all the guidelines and
policies of SPMO or of supply and property management. Again, constant
communication should be practiced, as suggested in Table 4. This means
that there should be wide dissemination of guidelines and updates of
SPMO which could be through posting in bulletin boards, University
website, through furnishing a copy to concerned offices and through
announcing in the intercom or paging system of the school.
On the other hand, discipline administration practices having Weak
Attribution (WA) towards client satisfaction include Very strict
implementation of office policies (3.38);
66
Table 5. Perceived extent of attribution of discipline administration
practices towards client satisfaction
DISCIPLINE ADMINISTRATION PRACTICES
M
DE RANK
Very strict implementation of office policies
3.38 WA
4
Strict implementation of office policies but with
3.41 WA
2
little leniency of the immediate supervisor on a
case-to-case basis
Posting of guidelines and updates of SPMO
3.65
SA
1
Giving of recognition to high performing staff
3.39 WA
3
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
Strict implementation of office policies but with little leniency of the
immediate supervisor (3.41), and Giving of rewards to high performing
staff (3.39).
This implies that positive and negative reinforcements cannot be
effective to the staff of SPMO. This may be due to the fact that, being in a
government employment, the staff have security of tenure and are
satisfied with benefits and compensation.
67
Extent of Attribution of Personnel Development
Towards Client Satisfaction
Along personnel development, Table 6 shows that practices which
were perceived to have Strong Attribution (SA) are More training is given
on knowledge acquisition relative to supply and property management
(3.86); More training is given on attitude reformation (3.70); More training
is given on skills enhancement relative to supply and property
management (3.76); Provision of personnel scholarship for higher
education (3.64); Provision of related trainings to all personnel (3.53);
Provision of related training to selected personnel; and formulation of
programmed trainings for staff (3.52). Knowledge acquisition was ranked
number 1 with the highest computed mean of 3.86. This implies that
service providers who possess the necessary knowledge, attitude and
skills can also provide client satisfaction in the delivery of services of
SPMO through itsgood job performance. It can be inferred from this study
that the capacity to perform knowledge-acquisition, skills enhancement,
and attitude reformation are major components of personnel development
which enables the service provider to meet the expectations and needs of
clients. This requires training to be effective. Kirkpatrick (1994)
accentuated that an effective training should show results that the training
improved the organization‘s effectiveness. This supported the
68
conceptualization of Ivancevich, et. al. (2005) that job performance, is
ensured when there is complete determinants of performance namely,
capacity to perform, willingness to perform, and opportunity to perform.
Table 6. Perceived extent of attribution of personnel development
practices towards client satisfaction
PERSONNEL DEVELOPMENT PRACTICES
M
DE RANK
More training is given on knowledge acquisition
3.86
SA
1
relative to supply and property management
More training is given on attitude reformation
3.70
SA
3
More training is given on skills enhancement
3.76
SA
2
relative to supply and property management
Provision of personnel scholarship for higher
3.64
SA
4
education
Provision of related trainings to all personnel
3.53
SA
5
Provision of related trainings to selected
3.52
SA
6.5
personnel
Trainings are re-echoed
3.32
WA
8
Formulation of programmed trainings for staff
3.52
SA
6.5
Legend:
Statistical Limit Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
69
Personnel in a service-oriented organization like the SPMO has to
have sufficient knowledge in the services it provides so that they become
productive in their job. However, this finding challenged the statement of
Lorenzo and Piga (2001) that to place police officers in school does not
guarantee improvement in their knowledge and performance.
Extent of Attribution of Performance Management
Towards Client Satisfaction
Table 7 shows that all the given practices in performance
management were perceived to have Weak Attribution (WA) to client
satisfaction. However, most of the respondents have perceived both the
conduct of action planning and the conduct of manpower audit to be the
most attributing performance management practice towards client
satisfaction, being ranked number 1.5, with a computed mean of 3.34.
This implies a brainstorming of the problems and needs of the service
providers, the ways to resolve them, and assigning of tasks before
implementing any activity to ensure the success of such activity. It also
implies that service providers may be assigned to carry out tasks
according to their capability. It can be inferred that SWOT analysis,
service orientation, and outcome orientation is helpful in evaluating the
performance of the SPMO in satisfying the needs of their clients.
70
Table 7. Perceived extent of attribution of performance management
practices towards client satisfaction
PERFORMANCE MANAGEMENT PRACTICES
M
DE RANK
Use of customer feedback system
3.26 WA
3
Conduct of SWOT analysis
3.06 WA
6
Conduct of personnel commitment mapping
3.18 WA
5
Conduct of Office performance appraisal
1.96 VWA
8
Conduct of action planning
3.34 WA
1.5
Internalization of office vision/mission or guiding
2.54 WA
7
philosophy
Conduct of succession planning (for personnel
3.20 WA
4
promotion, transfer, demotion)
Conduct of manpower audit (according to age,
3.34 WA
1.5
position, salary grade, performance rating,
educational attainment, personal qualities,
assessment of potential)
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
Degree of Effectiveness of Job Design Techniques
T-test result, as shown in Table 8, indicates that all techniques of
job design are effective. The techniques are significantly different from the
moderate degree of effectiveness.
71
The use of Group technique is the most effective job design in
supply and property management as perceived by the respondents, being
ranked 1 with a mean of 4.03.
This indicates that the Filipino value of pakikisama or groupistic
(Andres, 1985) is strong among the employees of BSU. They use their
being groupistic in ensuring wholistic, more accurate and faster services in
supply and property management by creating committees such as the
Inventory committee and Procurement Management Office hence,
recommending the Group technique. This technique may have matched
the perceived most attributing practice towards client satisfaction as
unveiled in Table 3, which is Organizational climate and working relations
management, because during the process of Group technique occurs
teaming and team building (Payos and Zorilla, 2003), regard for each
other‘s benefit is maintained (Andres, 1985), effort activates skill,
knowledge, and talent and harnesses behavior to call forth human capital
investment (Thomas Davenport, 1999), and brings out creativity and
innovation (Ivancevich, et. al, 2005) especially during organization change
(Martires and Fule, 1993).
On the other hand, the effectiveness of group technique may have
been attributed to the nature of work in SPMO where big quantity of
72
supplies and materials are being managed hence, more manpower is also
needed.
Other Very Effective job design techniques for supply and property
management, other than Group technique, are Scientific technique (4.02),
Job enlargement (3.82), and Job enrichment (3.84). The adoption of
Scientific technique substantiates the need for action planning as unveiled
in Table 7. Job enlargement and job enrichment can be implemented
based on the result of manpower audit as suggested in Table 7 also.
These techniques can be currently applicable to SPMO.
Table 8. Perceived degree of effectiveness of job design techniques in
supply and property management
JOB DESIGN TECHNIQUES
M
DE
RANK
S
TC
Scientific technique
4.02
VE
2
0.8874
11.494
Job enlargement
3.82
VE
4
0.7962
10.299
Job rotation
2.59
ME
5
0.9000
6.556
Job enrichment
3.84
VE
3
0.7617
11.028
Group technique
4.03
VE
1
0.7911
12.893
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Highly Effective (HE)
3.51 – 4.50
Very Effective (VE)
2.51 – 3.50
Moderately Effective (ME)
1.51 – 2.50
Fairly Effective (ME)
1.00 – 1.50
Not Effective (NE)
73
However, Job rotation which is perceived as Moderately Effective,
with a mean of 2.59, is the least recommended technique because the
staff of SPMO may not appreciate the idea of job rotation. Currently, the
staff of SPMO are in-charged of different properties but conducts the
same procedures like recording, inventory, distribution, and disposal
hence, there can be no challenge or there is very little learning on their
part. To some extent, overlapping of job functions cannot be avoided
sometimes.
74
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary of results, conclusion drawn
from the results and the Researcher‘s recommendations.
Summary
The focus of this study is to identify the extent of attribution of
human resource practices to client satisfaction of Supply and Property
Management Office (SPMO) and to determine the degree of effectiveness
of job design techniques in supply and property management of Benguet
State University. The findings in this study are recapitulated as follows:
1. Along organizational climate and working relations management,
the respondents of the study perceived the Installation of duty guard or
Officer of the Day, Use of comfortable facilities/equipment, use of
database system (in inventory, distribution, disposal of materials),
installation of waiting/receiving area for client‘s requests, adoption of lean
organizational structure, adequate and constant communication,
teamworking, and use of intercom or paging system for information
dissemination, were perceived to have Strong Attribution (SA) to client
satisfaction;
75
2. Along discipline administration, posting of guidelines and
updates of SPMO was perceived to have Strong Attribution (SA) towards
client satisfaction.
3. Along personnel development, conduct of knowledge-based
training, conduct of skills enhancement training, conduct of values
reformation, provision of related trainings to all personnel, provision of
related trainings to selected personnel, provision of personnel scholarship
for higher education, and formulation of programmed trainings for staff
were perceived to have Strong Attribution (SA) to client satisfaction.
4. Along performance management, none of the given practices
were perceived by clients to have Strong Attribution (SA) to their
satisfaction.
5. In assigning duties and responsibilities in supply and property
management, Group technique, Scientific technique, Job enrichment, and
Job enlargement were scored as Very Effective (VE). Whereas, Job
rotation was scored as Moderately effective (ME). Group technique of job
design was scored to be the most effective technique of job design which
surmised that the use of teamwork is the most effective means of
accomplishing a task in supply and property management.
76
Conclusions
Based on the findings, the following conclusions are drawn:
1. The most attributing human resource practice to client
satisfaction is the enhancement of organizational climate and working
relations of the staff and clients of SPMO.
1.a. Installation of Officer of the Day, adequate and constant
communication, and teamwork builds a favorable organizational
climate.
1.b. The wide dissemination of guidelines and updates of
SPMO is the foremost consideration in providing immediate
delivery of services of SPMO and in committing lesser error of
work.
1.c. SPMO staff needs more knowledge on matters related
to supply and property management.
2. Group technique is the most effective job design in supply and
property management as perceived by the respondents. Teamwork is the
most effective way of getting things done in supply and property
management.
77
Recommendations
In view of the summary of findings and conclusions, the following
recommendations are forwarded:
1. In supply and property management, it is important that
supervisors initiate the establishment of smooth working relationship
among the personnel through adequate communication with their
subordinates. This can be done by adopting the suggestion of Andres
(1985), to wit: (1) Share more information with employees to eliminate
misunderstanding and rumor; (2) conduct better appraisal interviews
where managers should encourage employees to bring up any problem
they encounter in their jobs; (3) praise the good work done by employees
so that they will continue and persevere in their positive attitudes and
activities; (4) give time for counseling as well as consultation; (5)
determine if the intended meaning in messages was actually received and
understood correctly; (6) qualitatively and quantitatively regulate
communication to ensure an optimum flow of information to supervisors;
(7) utilize feedback; (8) introduce repetition into communication; (9)
encourage mutual trust; (10) effective communication can be facilitated
with the proper timing of major announcements; (11) simplify the language
used in communication; (12) listen effectively or with understanding; (13)
use the grapevine as a bypassing mechanism; (14) develop positive
78
attitudes; (15) use algorithm in explaining company rules by breaking
down a problem, isolate the factors that point to the solution and frame
those factors in separate questions answerable by yes or no.
a. The Researcher recommends the conduct of periodic meeting or
salu-salo or kapihan and teambuilding activities among both the
supervisors, staff, and clients of SPMO.
b. In pursuit of building team effectiveness in supply and property
management, trainings of personnel on inventory, recording, storekeeping,
distribution, disposal and appraisal of supplies and properties as well as
on Emotional Intelligence (EI) competencies is hereby recommended. See
Appendix D for the proposed training design and EI exercises in Appendix
E.
However, a tool on evaluating training effectiveness should be
administered to the trainees after a certain agreed upon period to measure
whether the training conducted improved the effectiveness of the
office/department.
There are assessment tools in measuring EI but Organizational Vital
Signs (OVS), by Six Seconds is more recommended. It is an
organizational climate assessment that gives a clear picture of how people
are relating to each other and the workplace. Unlike the other tests, OVS
is designed to assess a group or an organization to show the context in
79
which individuals perform. The test measures six factors: Trust,
Collaboration, Accountability, Leadership, Alignment, Adaptability. These
factors statistically predict over 50% of productivity + customer service +
retention.
c. The BSU management may initiate organizational practices to
ensure that SPMO guidelines and updates are widely disseminated such
as posting in bulletin boards, University website, furnish a copy of the
guidelines to the concerned offices, and use of intercom of paging system.
d. A proposed organizational structure for a better illustration of the
SPMO with the concept of teamwork is found in Appendix F.
e. The installation of Officer of the Day of SPMO is also
recommended in order to provide prompt service to clients. Such Officer
should be given authority and responsibility to release and record requests
in the absence of the concerned staff.
2. The creation of teams or committees to carry out the functions of
SPMO, especially those relatively wide, complicated or difficult functions
is recommended by the Researcher. Such team may include such as
inventory committee, information dissemination committee, disposal
committee, distribution committee, and storekeeping committee for a
better quality output.
80
3. A Client Satisfaction Framework is hereby presented and
recommended for adoption by Benguet State University.
The satisfaction of clients of Supply and Property Management
Office (SPMO) of Benguet State University (BSU) can be achieved
through the four (4) dimensions of human resource management namely,
organizational climate and working relations management, discipline
administration, personnel development, and performance management.
Result of this study shows that the priority practices leading to satisfaction
of clients on the services of SPMO are on the enhancement of
organizational climate and working relations management as well as on
the development of the staff of SPMO. The foremost practice on
organizational climate and working relations management in satisfying
clients is the installation of Officer of the Day who will provide information
to queries of clients and immediately accommodate the request of clients
in the absence of the concerned staff. The subsequent practices
according to order of priority are adequate and constant communication
between staff and clients and teamworking among staff, use of intercom or
paging system, installation of waiting/receiving area for clients, use of
database system, adoption of lean organizational structure and simple
requirements, and provision of comfortable office facilities/equipments.
Likewise, SPMO staff needs improvement in their knowledge, attitude, and
81
skills through trainings and re-trainings. Secondary consideration which
can support the priority aforesaid practices to win the satisfaction of clients
on the services of SPMO are discipline administration and performance
management practices. The results of the study shows that smooth flow of
operation of the Office and good working relationship between SPMO and
its clients will be achieved when clients are well informed on the guidelines
and updates in relation to the services of SPMO. This can be done by
posting the guidelines and updates e.i. bulletin boards, University website,
use of intercom or furnish copy to the office/s concerned. In performance
management, planning of the activities of SPMO, manpower auditing, use
of customer feedback system has to be considered. In arranging and
assigning duties and responsibilities in supply and property management,
the organization of committees or groups, scientific technique, job
enrichment, and job enlargement are very effective to ensure efficiency of
service delivery to clients.
82
POSTING OF GUIDELINES & UPDATES,
BULLETINBOARDS, WEBSITE, USE OF INTERCOM,
FURNISH COPY TO CONCERNED OFFICES
FORMATION OF
PROGRAMMED TRAINING
INSTALLATION OF
FOR STAFF
WAITING AREA
RECEIVING AREA
CONDUCT OF
FOR CLIENT
ATTITUDE
REFORMATION
TRAINING
INSTALLATION OF
USE OF
OFFICER OF THE
DATA BASE
CONDUCT OF SKILLS
DAY
ENHANCEMENT TRAINING
ADEQUATE &
LEAN
ORGANIZATION
CONSTANT
CLIENT
TRAINING &
COMMUNI-
AL STRUCTURE
SATISFACTION
RETRAINING
CATION
OF STAFF
& SIMPLE
BETWEEN
JOB
REQUIREMENT
STAFF &
ENLARGEMENT
USE OF
CLIENT
CONDUCT OF KNOWLEDGE
COMFORTABLE
BASED – WORK RELATED TRAINING
TEAMWORKING
OFFICE FACILITIES
AMONG STAFF
MANPOWER
JOB ENRICHMENT
& EQUIPMENT
PERSONNEL
AUDIT
USE OF
SCHOLARSHIP FOR
INTERCOM OR
HIGHER EDUCATION
PAGING SYSTEM
GROUP TECHNIQUE
(FORMATION OF
SUCCESSION
COMMITTEES OR
PLANNING
GROUP)
ACTION PLANNING, TASK ORIENTATION,
SCIENTIFIC TECHNIQUE OUTCOME ORIENTATION (BRAINSTORMING)
(PERFORMANCE APPRAISAL) USED OF CUSTOMER FEEDBACK SYSTEM
Figure 8. Recommended client satisfaction framework
For Benguet State University by Landisan, C.A.
& Atulba, P. A. (2012)
83
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Organizations. National Bookstore: Mandaluyong City. Pp. 352-
353.
MARTIRES, C.. 2008. Human Behavior in Organizations. Third Edition.
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87
Appendix A
LETTER OF PERMISSION TO ADMINISTER QUESTIONNAIRE
October 12, 2011
DR. ROGELIO D. COLTING
President
Benguet State University
La Trinidad, Benguet
Thru: The Vice-President for Administration
Dear Sir,
Greetings.
Yours truly is a student of Master in Human Resource Management
at the Open University, Benguet State University. I am currently
conducting a study entitled ―Human Resource Practices for Improved
Supply and Property Management of Benguet State University (BSU)‖ as
a requirement of said course.
In this regard, please allow me to administer my questionnaire to
the personnel of SPMO as well as those who are direct clients of the
Supply and Management Office (SPMO). Your approval to this request
may help our school in providing better services of the school in supply
and property management.
Cordially yours,
(sgd)PHILIP A. ATULBA
Researcher
Recommending Approval:
(sgd)LITA M. COLTING
Director, Open University
88
Appendix B
SURVEY QUESTIONNAIRE
Dear fellow workers,
I am currently conducting a study on the human resources
practices in supply and property management as a requirement of my
course in Master in Human Resource Management at the Open
University of this institution. In this regard, I respectfully solicit your
contribution by answering the Questionnaire below.
(Sgd)Philip A. Atulba
Researcher
I. What is the extent of attribution of the following human resource
practices to your satisfaction as client of Supply and Property
Management Office? Please put a check ( ) mark on the appropriate
column of your choice:
5 – Very Strong Attribution (VSA), 81.00% - 100.00% attribution
4 – Strong Attribution (SA), 61.00% - 80.00% attribution
3 – Weak Attribution (WA), 41.00% - 60.00% attribution
2 – Very Weak Attribution (VWA), 1.00% - 40.00% attribution
1 – No Attribution (NA), 0% attribution or not practiced
PRACTICE
5
4
3
2
1
A. Organizational climate and working relations management
1. Use of comfortable office facilities/equipment
2. Installation of duty on guard or Officer of the
Day
3. Use of Supply and Management Database
system (inventory, distribution, disposal,
cost, requests, etc)
4. Installation of waiting/receiving area for
clients
5. Adoption of lean organizational structure and
simple requirements for client‘s requests
6. Use of courteous or accommodating words
by the staff
7. Adequate and constant communication
between staff and clients
89
8. Teamworking among staff in providing
services to clients
9. Use of intercom or paging system as a
channel of communication for information
dissemination
B. Discipline administration
1. Very strict implementation of office policies
2. Strict implementation of office policies but
with little leniency of the immediate
supervisor on a case-to-case basis
3. Posting of guidelines and updates of SPMO
4. Giving of recognition to high performing staff
C. Personnel Development
1. More training is given on knowledge
acquisition relative to supply and property
management
2. More training is given on attitude reformation
3. More training is given on skills enhancement
relative to supply and property management
4. Provision of personnel scholarship for higher
education
5. Provision of related trainings to all personnel
6. Provision of related trainings to selected
personnel
7. Trainings are re-echoed
8. Formulation of programmed trainings for
staff
D. Performance management
1. Use of customer feedback system
2. Conduct of SWOT analysis
3. Conduct of personnel commitment mapping
4. Conduct of Office performance appraisal
5. Conduct of action planning
6. Internalization of office vision/mission or
guiding philosophy
7. Conduct of succession planning (for
personnel promotion, transfer, demotion)
8. Conduct of manpower audit (according to
age, position, salary grade, performance
rating, educational attainment, personal
qualities, assessment of potential)
90
II. Assess the effectiveness of the following techniques of job design
(arranging and assigning duties and responsibilities to ensure efficient
completion of tasks) on Benguet State University in relation to supply and
property management by checking ( ) the appropriate column of your
choice.
5 – Highly effective (HE)
4 – Very effective (VE)
3 – Moderately effective (ME)
2 – Fairly effective (FE)
1 – Not effective (NE)
TECHNIQUE
5
4
3
2
1
1. Scientific technique (done by observing past
performance of employees)
2. Job enlargement (adding more related
duties to a personnel according to his/her
capabilities)
3. Job rotation (lateral shifting an employee
from one job to another)
4. Job enrichment (increasing the depth of job
by increasing authority and responsibility)
5. Group technique (a group of individuals
performs a particular job, being a collective
job)
91
92
93
Appendix D
BRIDGING THE GAP THRU EMOTIONAL INTELLIGENCE
SKILLS TRAINING
A TRAINING PROPOSAL
Date: April 2-4, 2012
Venue: Neverland Mountain Resort, Asin, Tuba, Benguet
Course Level: Beginners and Intermediate
Participants/delegates: 9 personnel of SPMO, including its Chief
Supervisor
Rationale:
A study conducted by the Supply and Property Management Office
(SPMO) of Benguet State University (BSU) shows that organizational
climate and working relations management is the most attributing factor in
attaining optimal performance of personnel. Particularly mentioned was
the importance of adequate and constant communication and teamwork in
the adoption of Group technique in arranging duties and responsibilities to
ensure completion of task (job design). These factors involves the
management of emotions of every individual in order to achieve good
working relationship with the team/group.
Emotional intelligence can help the trainees to become more
emotionally skilled.
Much has been discovered in the past 30 years on Emotional
Intelligence and countless studies show its incredible role in an individual‘s
success. It has been shown that, Emotional Intelligence or EI, can be even
more critical than the power of the cognitive brain usually measured with
IQ. In others words, if you want to succeed, you would be much better off
working on your soft skills, empathy, communication skills, understanding
others and so on than to become better only at a specific technical skill.
Consider the following quote from the studies by Daniel Goleman:
“Comparing the three domains, I found that for jobs of all kinds,
emotional competencies were twice as prevalent among
distinguishing competencies as were technical skills and purely
94
cognitive abilities combined. In general the higher a position in an
organization, the more EI mattered: for individuals in leadership
positions, 85 percent of their competencies were in the EI domain.”
Introduction:
You, your staff and your team mates can hugely benefit from the
information, methods and skills provided in this course. The EI course can
pay huge dividends later on especially in situations where your team is
under stress due to deadlines, demanding clients or boss or intense and
unproductive meetings. Understanding EI and mastering the skills
involving emotional intelligence will greatly help you and your team in
difficult situations.
Objectives of the course:
By the end of this course the delegates will be able to:
Identify the main EI competencies and know how each area can
contribute to your personality and interaction with others
Recognize and understand your moods and emotions and their
effect on others
Manage and regulate your emotions to make sure they don‘t disrupt
your behavior
Control and guide your emotions so you can achieve more, boost
yourself and vastly increase your productivity
Establish rapport with others and improve the effectiveness of your
communication
Understand others‘ feelings when interacting with them and
become a trusted person in their network
Understand others needs systematically and respond accordingly
to get maximum results in your interactions with them
Training Design:
Day
Time
Topic/Activity
Resource
Expected
Speaker
Output
1
(April
Introduction to EI
2,
9:00 AM-
2012) 12:00NN
What is EI?
What constitutes the
95
EI framework?
What are EI
competencies?
Self-Awareness
1:00-5:00
PM
What is emotion?
Why are we
emotional?
How does
―Emotional
Hijacking‖ take
place?
How does the brain
process emotions?
How does the brain
perceive the world?
2
(April
9:00 AM
Self-Management
3,
–
2012) 12:00NN
How to take
advantage of the
power of optimism?
How to manage
your anger
effectively?
How to control your
worry?
Self-Motivation
How to motivate
1:00-
yourself?
3:00PM
How to avoid
apathy?
How to be creative?
Empathy
How to have
empathic
96
communication with
others?
3:00-
What is the
5:00PM
physiology of
empathic
communication?
Day 3
(April
9:00AM-
Social Awareness
4,
12:00NN
2012)
How to have
effective group
interactions?
How to listen
positively?
What are the
―Negative Listening
Types‖?
How to raise your
social awareness
through listening?
1:00-
Relationship Management
5:00PM
What are the ―Six
Human Needs‖?
How to recognize
others‘ needs and
desires?
How to categorize
people based on
their needs to make
useful conclusions
on follow up
actions?
Remarks:
You can follow this training course with two more 1-Day Advanced
courses on Emotional Intelligence such as:
97
- Advanced Emotional Intelligence: Personal Skills Training
Materials
- Advanced Emotional Intelligence: Interpersonal Skills
Training Materials
Budgetary Requirements:
Meals:Php____ /head x 1 meal (lunch time) x 3 days x 10 pax =
Snacks: Php ____/head x 2 snacks x 3 days =
Resource Speaker: Php_____/day x 3 days =
Token to the Resource Speaker: Php 1,500.00 =
Total = Php ________
Recommendation:
The SPMO strongly recommends for the conduct of this training course among its
9 personnel.
(Sgd) NICANRA J. COILAN, MPA
Head, SPMO
98
Appendix E
EMOTIONAL INTELLIGENCE (EI)
EMOTIONAL INTELLIGENCE: Sample questionnaire and Exercises
(Downloaded from www.our-emotional- health.com. “Parenting for a Peaceful World”)
Instruction:
This questionnaire is designed to provoke reflection about areas of
your emotionality that you might like to expand or develop. They may also
help you identify areas that are already well developed.
Some of the questions in this questionnaire may seem a little banal
at first glance, nevertheless, do take the time to weigh up how each item
applies to you personally, as honestly as possible. The questions are
arranged in a number of categories, and they do not represent all aspects
of human emotionality.
After you have answered ‗yes‘ or ‗no‘, ask significant people in your
life how they see you in terms of these questions — their feedback could
be both surprising and valuable.
If your friend or partner answered ‗no‘ when you answered ‗yes‘ or
vice versa, take the opportunity to re-consider the question. Much can be
learned from another‘s perspective.
99
Please note that this is not a quiz or a personality test; emotional
intelligence is not quantifiable. This should not provide a framework for
interpersonal comparisons.
It would be both unkind and unrealistic to expect perfect answers to
all items — I doubt anyone exists who would not recognize some areas of
personal difficulty in the questionnaire. But if any of the questions in this
questionnaire feel particularly problematic to you, you might benefit from
counseling or psychotherapy, or any other modality of healing and
personal growth that you feel comfortable with.
A. Communicating emotions
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
If you are sad, grieving or mourning, do you
allow yourself to weep? Do you allow trusted
others to see your tears?
Can you express anger freely and
nondestructively, then let it go?
Do you quickly let go of grudges and
resentment?
When you are afraid, do you let trusted others
see
your fear?
Are you able to recognize when you need help,
then ask for help or support?
Can you receive help, as well as give it?
Can you say ‗no‘ without feeling guilty?
Can you strongly protest against
mistreatment?
Do you easily express, as well as receive,
tenderness, love, passion?
Can you enjoy your own company yet gladly
and comfortably accept intimacy?
Do you listen clearly to yourself, and to others?
Can you empathize with the needs and
feelings of others, without judgment or
criticism?
Can you motivate others without resorting to
fear tactics or manipulation?
100
B. Emotional fluency
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
Do you allow yourself to frequently experience
and enjoy pleasure?
Do you allow yourself to experience bliss,
ecstasy, excitement, fascination and awe?
Do you often laugh out loud — a deep belly
laugh?
Do you sometimes feel moved by the courage
or the spirit of others?
When necessary, can you contain (rather than
repress), your impulses and delay your
gratification, without resorting to guilt, shame,
or suppression of your emotions?
C. Flexibility and balance
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
Can you focus your energy on work, yet
balance this with fun and rest?
Can you accept and even enjoy others who
have different needs and world-views?
Do you let yourself be spontaneous, play like a
child, be silly?
Are your goals realistic, and does your
patience allow you to work towards them
steadily?
101
D. Self-esteem
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
Can you forgive yourself your mistakes, and
take yourself lightly?
Can you accept your own shortcomings,
without feeling ashamed, and remain excited
about learning and growing?
Do you respect your strengths and
vulnerabilities, rather than inflate with pride, or
fester with shame?
Would you say you are generally true to
yourself without blindly rebelling against, nor
conforming to social expectations?
Can you bear disappointment or frustration,
without succumbing to criticism of self or
others?
Are you kind to yourself, do you avoid being
hard —even punishing towards yourself?
How to assess your responses:
Have a look at the questions where you answered ‗no‘. Your areas
for potential growth are signaled by those questions.
Areas of difficulty may well represent emotional wounds — possibly
sustained early in life — that call for healing and growth. Your answers
may also point towards areas of personal vulnerability where you might
find your greatest challenges in parenting. For example, parents who have
difficulty expressing anger may have the most trouble allowing their
children to be angry, parents who find it difficult to express their needs
may have the most trouble listening to their children‘s needs, and so on.
If any of the questions above feel particularly problematic to you,
you might consider seeking counseling or psychotherapy, or any other
modality of healing and personal growth that you feel comfortable with.
102
TEAMBUILDING EXERCISE: Interactive Collaboration
Purpose
This three-part exercise focuses on collaboration and team building. It
highlights the importance of communication and teamwork in groups. The three
parts of the activity incrementally add more partnership between individuals
helping participants to compare their performance as more collaboration is
introduced.
Objective
Make the tallest Lego tower in groups based on the amount of
collaboration specified for each part of the exercise.
What You Need
Lego bricks to make a tower. You need enough Lego bricks to make the task
challenging and also be able to provide an equal number of bricks to several
groups.
Setup
Divide the delegates to groups of 3 or 4.
Provide an equal number of Lego bricks to each group.
Explain that this exercise has three parts.
103
Part 1:
Each group must make the tallest tower using only the bricks provided to them.
The team members are not allowed to communicate with each other verbally or
by writing.
Explain that they have 10 minutes for this part.
At the end, measure and record the height of each group’s tower.
What to look for:
o People would struggle to make a good tower.
o The lack of communication can be annoying.
o There is little creativity or exchange of ideas.
Follow with a discussion for this part (see notes under discussion below).
Part2:
Ask groups to dismantle their towers.
Explain that now they are allowed to communicate anyway they want. Ask them
to make another tower and aim to make it higher than their first version.
Explain they have 10 minutes for this part. Expect them to finish sooner this
time.
Measure the height of the towers and compare the heights with each other as
well as the results of Part 1.
What to look for:
o People would be much more cooperative and enthusiastic about their
tasks.
o Expect lots of knowledge sharing and discussions.
o Expect good teams to self-organise by nominating a leader, divide tasks,
discuss their designs, think of several designs and execute the best
options.
Follow with a discussion for this part (see notes under discussion below).
Part 3:
Ask groups to dismantle their towers.
Bring all groups together and ask them to work together to make one giant
tower with all the bricks from all the groups and all the experience they have
gained so far.
Explain that they have only 10 minutes for this part.
What to look for:
o Because of the larger numbers of people involved, expect them to self-
organise and nominate a leader who proceeds to assign tasks.
o Expect the creation of sub-teams working on various parts in parallel.
o Expect participants to create a much bigger tower.
104
Follow with a discussion.
Timing
Explaining the Exercise: 5 minutes
Activity: 10 min + 10 min + 10 min = 30 minutes
Group Feedback: 5 min + 5 min + 5 min = 15 minutes
Discussion
Discussion for Part 1:
What did you think of your performance in this part?
What did you think of the lack of communication?
Were you satisfied with the height of your tower?
Did you think you could have done much better, but lack of good teamwork and
communication stopped you to get there?
Did you all end up working individually as a result, significantly compromising
your performance?
Did you find yourself competing with each other?
Discussion for Part 2:
Did you do better this time?
What made it easier?
Did you nominate a leader?
Did you work in parallel to save time and make a taller tower faster?
Discussion for Part 3:
Did you manage to make a significantly bigger tower in comparison with
previous attempts?
Did you nominate a leader?
Did you borrow ideas from groups who performed better in previous parts or
put them in charge based on their better performance?
Did you divide to sub groups with supervisors reporting to the leader?
How did you manage to take advantage of the extended workforce?
Do you think you were successful as larger team, or do you think it was more
efficient to work in smaller teams such as in Part 2?
If you had a chance to go through this exercise again, what would you do
differently?
105
MOTIVATION EXERCISE: What do you want for reward?
Purpose
We all want a better life, better job, more money, better recognition and so
on. But do we really know what satisfies us the most in case we were going to be
rewarded? Does your organization know what you would consider as a great
reward?
This exercise is effectively a questionnaire that you can provide to
members of staff on a periodic basis (e.g. annually) to collect ideas on rewards
and recognitions. Knowing what your staff considers great reward, means you can
provide them with what they want and therefore increase productivity within the
organization.
Objective
Fill in the questionnaire on preferred rewards and recognitions.
What You Need
Two copies of the “Preferred Rewards Questionnaire” for each delegate.
One envelop for each delegate.
106
Setup
Distribute two copies of the “Preferred Rewards Questionnaire” to each
delegate.
Ask each person to answer the questions honestly without fearing any
judgment. This is not just about collecting information, it is also about helping to
see what they want in life and what rewards are valuable to them.
Allocate about 15 minutes for everyone to fill in their forms.
Ask the delegates to put their forms into an envelope so that the forms remain
confidential. Only their managers will get to see the forms.
Explain that they can take the other form home and use it to answer the
questions for themselves knowing that no one else is going to see them. They
can be as imaginative as they want without fear of judgment. The exercise will
help them see what they really want to get in life and what satisfies them the
most.
Optionally, follow with a group discussion after everyone has completed their
forms.
Timing
Explaining the Exercise: 2 minutes
Activity: 15 minutes
Group Feedback: 5 minutes
Discussion
How did you feel about the questions? Was it easy to answer them? Those
who like to share their answers are free to discuss them, though no one should be
under any obligation to reveal anything they don’t want to share.
107
Preferred Rewards Questionnaire
Please consider the following questions and answers as honestly as you
can. The forms are treated as confidential and only your manager will get to see
them.
NAME: ________________________
Date: ________________________
1. List your top three favorite gadgets or products that you don’t own but wish to
have.
__________________________________________________________________
__________________________________________________________________
2. List your top three favorite hobbies and interests.
__________________________________________________________________
__________________________________________________________________
3. List your top three favorites experiences that you want to participate in that you
have never experienced before.
__________________________________________________________________
__________________________________________________________________
4. List three rewards that you think the organization can provide to you.
__________________________________________________________________
__________________________________________________________________
5. List three non-tangible rewards that you like to receive, such as being given a
certain role or simply getting recognized for your work.
__________________________________________________________________
__________________________________________________________________
108
COMMUNICATON EXERCISE: Eliminate negative talk
Purpose
Negativity is contagious. It’s all too easy to complain about everything
that goes wrong and this can quickly spread to others. Fortunately there is a
simple trick that can be used to eliminate negativity; simply don’t say negative
words. Aiming for positive remarks helps people to get energized. Rather than
looking for blame, seek opportunities to improve and progress forward.
Here are some examples of negative statements that people commonly use:
Don’t do that
We can’t do it
It can’t be done
We don’t do such thing
It is against our policy
We have never done this before
It has never been done
No one knows how to do this
You don’t know how this works
The management is clueless
The staff are clueless
They sit there all day and do nothing
No one cares
These statements do not help and are sometime stated as a reflex reaction
rather than with an appropriate thought. Sometimes they become a habit and it is
important to eliminate them as bad habits.
109
This simple two stage exercise helps to increase the awareness of delegates
about this issue and helps them to address it. It is ideal for delegates who work
closely together or are part of the same team.
Objective
Identify negative statements used at work and formulate positive
replacement statements for them.
What You Need
Papers or small notebooks
Setup
You have the option to carry out this exercise over two stages at different times
(Option 1), or carry out both stages in one session (Option 2):
Option 1:
Stage 1:
o Ask delegates to monitor each other during a typical day at work and
take note of every negative statement they hear or read as part of
communicating with other team members. They should also include all
the negative statements they say themselves.
o It is important to record only the negative statements, not who said it. If
the statement makes it clear who has said it, they should make it
anonymous. This exercise is not about blaming or telling people off. It is
only about becoming aware of negative statements that we all say and
taking steps to turn them into positive statements.
o Ask delegates to write these negative statements on paper or a
notebook and bring them to the training class for stage 2.
Stage 2:
o Divide the delegates into groups of 2 or 3.
o Ask each group to share the negative statements they have heard with
each other.
o Each group should compile a set of negative statements that are most
frequently heard from their sets.
o Each group should then think of positive statements that can be used to
replace these negative statements. These should be recorded as well so
they can share it with the class later.
o Allocate 15 minutes for this part.
110
o Bring back everyone together and ask each group to share their
negative statements.
o Ask delegates to suggest these statements. As they suggest them record
a summary of the most common negative statements on a flipchart or a
whiteboard.
o Ask the delegates to discuss the replacement positive statements for
each based on their earlier analysis. Record these statements on the
flipchart as well.
o Encourage a discussion on how negative statements can be destructive
and how important it is to replace them.
Option 2:
Stage 1:
o In this option, this stage takes place in a training room at the same time
as stage 2.
o Divide the delegates into groups of 2 or 3.
o The difference in this option is that rather than observing and taking
notes on a separate day, groups compile a set of commonly used
negative statements that they have heard in the past and compile a list.
o Ask them to record these statements on a paper.
o Allocate 10 minutes for this part.
Stage 2:
o This is similar to stage 2 described for option 1 above as groups should
analyze the statements and compile a replacement set of positive
statements.
Continue with the instructions for stage 2 presented above.
Timing
Explaining the Exercise: 5 minutes
Activity:
Option 1: 15 min stage 2 analysis + 10 min sharing = 25 minutes
Option 2: 10 min stage 1 + 15 min stage 2 analysis + 10 min sharing = 35 minutes
Group Feedback: 10 minutes
111
Discussion
Are you susceptible to use negative statements? How frequently are they
used in your organization? Are they necessary? Can they be avoided? How can
you avoid them? Is it easy to replace them with positive statements? Was there a
consistent set of negative statements between groups that suggests many people
hear all the time at their workplace? What are you planning to do to eliminate
them?
112
LEADERSHIP EXERCISE: Which word is common?
Purpose
This is an entertaining exercise encouraging delegates to think on the spot, make
decisions and self-organize to complete a task. It is ideal for teambuilding and
leadership courses to show the value of communication from all members and
how a leader can coordinate the activities and information exchange to
significantly increase the performance of the group as a whole.
Objective
Find out the common word included in a series of cards given to all members of
a team.
What You Need
“Word Cards” with a number of words written on each of them. A set of
these cards are provided below. You need one card per delegate. You can
expand the cards using your own design though making sure the exercise
remains challenging. Print these on colored papers or cards so they don’t
get mixed up with other white cards used for notes.
50 Blank white cards or more depending on the number of delegates.
Setup
Ask the delegates to form a circle while looking away from each other
113
(looking to outside of the circle).
Distribute one “Word Card” to each delegate.
Distribute several blank cards to each delegate. There is no limit to this so
they can have as many as they want during the exercise.
Explain that there is one word common between all cards and their
objective is to find it. However, there are a number of rules they need to
adhere to:
o Delegates cannot show their cards to anyone else.
o Delegates cannot pass their cards to anyone else.
o Delegates cannot talk to each other.
o The only way to communicate is to send notes written on blank
cards to another person adjacent to them.
o The note cards can have a maximum of three words on them.
Allocate 15 minutes for this part or until they find the common word.
Time their performance so you can compare different groups’
performance across multiple courses.
Bring back everyone and follow with a discussion.
Timing
Explaining the Exercise: 5 minutes
Activity: 15 minutes
Group Feedback: 10 minutes
Discussion
How did you approach the problem? Did you pass messages to each other to
nominate a leader so you could coordinate your activities? Did you organize
information methodically? Did the task feel daunting? Did you try to solve the
problem on your own or did you rely on others? Did you use the principles of
self-organization to coordinate the activities and work towards channeling the
information towards a particular direction? How did you nominate a leader
(Example: pass the name of nominee to everyone and everyone messaging back
that they agree)? How much messaging was required to complete the task?
Were you happy with you performance?
114
Optional:
To Tutor: Once you have provided feedback and the group has discussed their
performance, you can let them have another attempt at the exercise to see if
they can improve on it. You will need to use a different set of card for the second
attempt so the common word is different.
Word Cards
Card 1
Card 2
Achievement
Success
Destiny
Fear
Fear
Motivation
Unknown
Respect
Lost
Destiny
Failure
Unknown
Card 3
Card 4
Mission
Greed
Unknown
Achievement
Failure
Money
Need
Unknown
Achievement
Fear
Ambition
Ambition
115
Card 5
Card 6
Unknown
Decision
Direction
Unknown
Mistake
Achievement
Answer
Ambition
Achievement
Failure
Fear
Direction
116
THE BUTTERFLY EFFECT
Purpose
Sometimes a little action can lead to a lot of change as the actions are
amplified. This exercise helps delegates see this effect in a symbolic exercise on
what is famously known as the “butterfly effect”. It is ideal for courses on team
building, communication skills, change management and leadership skills.
Objective
Remain still and imitate a designated person physically and observe the
final effect.
What You Need
An area where a group of delegates can easily form a circle and are able to
watch each other.
A ball
117
Setup
Ask delegates to form a circle and face others.
Give a volunteer a ball.
Ask this person to throw it to another person.
Ask delegates to repeat this exercise until everyone in the group gets to receive
the ball only once.
Delegates should remember who they throw the ball to which they will use for
the next part of the exercise.
While going through this exercise, don’t state anything about butterfly effect or
change so that you let the delegates make their own observations.
Ask each person to look at the person they throw the ball to. The last person
should look at the first person (the volunteer) effectively closing the loop.
For this part of the exercise, everyone must stand still and not move.
On your mark, each person should imitate all the physical movements of the
person they are observing.
The movements are very small, but over time these get amplified through the
chain and lead to bigger movements. Hence, the group goes from a very static
state to a very animated and physically active state all because of the
incremental changes. Lead this exercise to the discussions to explain the
butterfly effect and also the concept of “positive feedback loop” which is where
errors remain in the system and lead to bigger errors. Positive feedback loop
systems are inherently unstable.
Timing
Explaining the Exercise: 2 minutes
Activity: 10 minutes
Group Feedback: 5 minutes
Discussion
What do you think happened in this exercise? Why did you end up in such an
animated state? How does this relate to everyday life situations? What did you
learn from this exercise?
118
APPENDIX F
THE TEAMWORK WEBSTAR:
A Proposed Organizational Structure
Service-oriente
Vision: d,
Service-
oriented
Mission:
Productiv
TTo provide systematic and careful management
e, and
of univ
ersity supplies and equipments through
Matured
responsible recording, releasing, receiving,
inventory, disposal, disbursing and
Office
storekeeping.
Registration
Storekeeping
2
3
Inventory
1
5
4
Receiving,
7
8
Releasing &
Recording
6
Legend:
1 – Head, SPM O
2 – Chief, Equipment
9
3 – Chief,
Construction and
janitorial supply
4 – Chief, Records
5 – Chief, Vehicle
Registration
D
6 – Chief, Office Supply
isposal
7 – Secretary (of the Head)
8 –Assist Chief, RRR
9 – Assist Chief, Office supply
and Construction supply
119
BIOGRAPHICAL SKETCH
The Researcher, PHILIP TIWAY ATULBA, born
on the 19th of December, 1969 in Lantapan, Bukidnon.
He is the youngest son among the three siblings of the
late Albert C. Atulba and the late Elvira B. Tiway-Atulba..
He finished his elementary education and secondary education at
Baguio Central University, Baguio City. He obtained his Bachelors degree
of Accountancy at Baguio Colleges Foundation, now University of the
Cordilleras, in 1996.
The researcher is married to Alma Luz B. Atulba. They are blessed
with two adorable children - Sean Yurim and Yacian Hannah. At present,
he is currently employed at Benguet State University (BSU) as staff of
Supply and Property Management Office (SPMO) located at La Trinidad,
Benguet.
MANAGEMENT: A CLIENT SATISFACTION FRAMEWORK
FOR BENGUET STATE UNIVERSITY
PHILIP T. ATULBA
SUBMITTED TO THE FACULTY OF THE OPEN UNIVERSITY
BENGUET STATE UNIVERSITY, LA TRINIDAD, BENGUET
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE DEGREE OF
MASTER IN HUMAN RESOURCE DEVELOPMENT
APRIL 2012
Contribution No.: HRD 2012-028-138
Republic of the Philippines
BENGUET STATE UNIVERSITY
La Trinidad, Benguet
OPEN UNIVERSITY
This thesis hereto attached entitled HUMAN RESOURCE
PRACTICES IN SUPPLY AND PROPERTY MANAGEMENT: A CLIENT
SATISFACTION FRAMEWORK FOR BENGUET STATE UNIVERSITY
prepared and submitted by PHILIP T. ATULBA in partial fulfillment of
the requirements for the degree of MASTER IN HUMAN RESOURCE
DEVELOPMENT is hereby accepted.
JESSON Y. DEL-AMEN, MHRD
NICANRA J. COILAN, MPA
Member
Member
Date Signed: ______________
Date Signed: ___________
CESARINA A. LANDISAN, MHRD
Adviser/Chairperson
Date Signed: ________________
LITA MOLITAS-COLTING, Ph.D.
Director
Date Signed: ______________
iii
ACKNOWLEDGMENTS
The contributions of well-intentioned people which resulted to the
accomplishment of this research work cannot be repaid in material things.
Nonetheless, a sincere expression of the researcher’s gratitude may be
the best way to reciprocate their kindness and cooperation.
Specifically, the researcher is greatly indebted to:
Mrs. Cesarina A. Landisan, her adviser, for her insights and
suggestions on the improvement of the manuscript;
Dr. Rogelio D. Colting, the former president of Benguet State
University, for allowing the researcher to conduct the study in the
University;
Dr. Lita Molitas-Colting, the Director of BSU-Open University, for
her motherly pieces of advice and encouragement to finish this study;
The members of the panel, Mr. Jesson Y. Del-amen and Mrs.
Nicanra J. Coilan, who gave recommendations that led to the refinement
of the thesis;
The clients and staff of the Supply and Property Management
Office, for their cooperation in answering the survey questionnaire;
Ms. Analyn B. Garcilian for her technical support in the formatting
and packaging of the manuscript;
iv
Their elder sister in the BSU-Open University, Ms. Elvira T. Pay-an
for her thoughtfulness;
To his caring wife, Alma Luz, and lovely children, Sean Yurim and
Yacian Hannah, who greatly inspired and strengthened him to pursue and
finish the course;
To his friends and relatives, for their encouragement and advises,
this paper is deeply dedicated; and
Above all, the Almighty God, for being the source of everything in
all his endeavors and accomplishments. The researcher gives back all the
honor and glory to Him!
PHILIP T. ATULBA
v
ABSTRACT
ATULBA, Philip T. April 2012. Human Resource Practices in Supply
and Property Management: A Client Satisfaction Framework for Benguet
State University. Benguet State University, La Trinidad, Benguet.
Adviser: Cesarina A. Landisan, MHRD
The study determined the human resource practices in supply and
property management which may serve as a basis for client satisfaction
programs of the Supply and Property Management Office (SPMO) of
Benguet State University (BSU). One hundred-two respondents, or 45% of
the non-teaching personnel of the University, composed the population of
the study. The respondents are the clients of SPMO, who shared their
perceptions on the attributing practices towards their satisfaction as well
as on the effectiveness of job design techniques in supply and property
management, with the use of a questionnaire-checklist.
Collected data were analyzed and interpreted with the use of
frequency, weighted means, ranking and t-test. Specific human resource
practices were based on the functional areas of human resource
management namely, organizational climate and working relations
management, personnel development, discipline administration, and
vi
performance management. Findings reveal that organizational climate and
working relations management is the most attributing practice in the
satisfaction of clients. Along organizational climate and working relations
management, installation of Officer of the Day, adequate and constant
communication, and teamwork were perceived to make a difference in the
satisfaction of SPMO clients. Along discipline administration, the wide
dissemination of guidelines and updates in relation to supply and property
management will lead to timely and orderly delivery of services of SPMO
as well as prevent error in work. Along personnel development, knowledge
acquisition relative to supply and property management, skills
enhancement trainings, and attitude reformation trainings will lead to
improved productivity of SPMO staff and satisfaction of clients. Lastly,
along performance management, the conduct of action planning and
manpower audit is helpful in delivering better services of SPMO and its
staff. The study also shows that the use of group technique in supply and
property management is the most effective technique of job design as
perceived by most of the personnel. Conclusively, employees of BSU
SPMO can be more productive in their work when they are with a group or
team where cooperation, communication and concern for other’s benefit is
expected. Hence, it is important to strengthen the groupistic identity of
Filipinos (such pakikisamaanddamayan) among the employees and build
vii
a groupistic culture within the SPMO through salu-salo or kapihan,
teambuilding activities, periodic conferences, and trainings on work-
related knowledge acquisition, skills enhancement, and attitude
reformation.
viii
TABLE OF CONTENTS
Page
Title Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i
Statement of Authorship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ii
Approval Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . .
iv
Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .
vi
Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ix
List of Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
xiii
List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
xiv
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Background of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . .
5
Objectives of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6
Importance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7
Scope and Delimitation of the Study . . . . . . . . . . . . . . . . . .
8
CONCEPTUAL FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10
Operational Definition of Terms . . . . . . . . . . . . . . . . . . . . . .
13
REVIEW OF LITERATURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
19
Human Resource Factors and Desired Performance . . . . . . . . . . . .
19
Organizational Climate and Working Relations Management . . . . . .
20
Discipline Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
23
Personnel Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26
ix
Page
Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . .
29
SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
30
Career Development . . . . . . . . . . . . . . . . . . . . . . . . . .
32
Employee Commitment. . . . . . . . . . . . . . . . . . . . . . . .
33
Organizational Structure . . . . . . . . . . . . . . . . . . . . . .
34
Feedback System and Communication . . . . . . . . . . . . . . . . . .
37
Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
38
Organizational Mission and Goal. . . . . . . . . . . . . . . . . . . . . . .
39
Succession Planning . . . . . . . . . . . . . . . . . . . . . . . . . .
40
Job Design . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . .
41
Scientific Technique . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
41
Job Enlargement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42
Job Rotation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . 44
Job Enrichment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 46
Group Technique . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
METHODOLOGY .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
51
Locale and Time of the Study . . . . . . . . . . . . . . . . . . . . . . . . .
51
The Respondents of the Study . . . . . . . . . . . . . . . . . . . . . . . . .
51
Research Method and Design. . . . . . . . . . . . . . . . . . . . . . . . . . 53
Data Gathering Instrument . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53
Data Gathering Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . .
54
Data Analysis and Interpretation . . . . . . . . . . . . . . . . . . . . . . .
55
x
Page
RESULTS AND DISCUSSION . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .
57
Extent of Attribution of Human Resource Practices to
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
57
Extent of Attribution of Organizational Climate and Working
Relations Management Towards Client Satisfaction . . . . . . . .
59
Extent of Attribution of Discipline Administration Towards
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . .
63
Extent of Attribution of Personnel Development Towards
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
66
Extent of Attribution of Performance Management Towards
Client Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
68
Degree of Effectiveness of Job Design Techniques . . . . . . . . . . . . . .
69
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS . . . . . . . .
73
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
73
Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
75
Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
76
LITERATURE CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
86
A. Letter of Permission to Administer Questionnaire . . . . . . .
86
B. Survey Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
87
C. Client Rater Form (PRF) of Agency PES . . . . . . . . . . . . . . .
90
D. Bridging the Gap thru Emotional Intelligence Skil s Training
(A Training Proposal) . . . . . . . . . . . . . . . . . . . . . . . . . . .
92
E. Emotional Intelligence: Sample Questionnaire
and Exercises . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . .
97
xi
Page
F. The Teamwork Webstar (A Proposed
Organizational Structure) . . . . . . . . . . . . . . . . . . . . . . . .
117
BIOGRAPHICAL SKETCH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
xii
LIST OF TABLES
Table No.
Page
1
Materials accounted by SMPO …………………….
3
2
Client’s Evaluation (July-December 2011)………..
5
3
Extent of attribution of human resource
practices to client satisfaction ……………………..
58
4
Perceived extent of attribution of
organizational climate and working
relations management practices
towards client satisfaction ………..………………..
61
5
Perceived extent of attribution of discipline
administration practices towards
client satisfaction …………………………………….
65
6
Perceived extent of attribution of personnel
Development practices towards
client satisfaction …………………………………….
67
7
Perceived extent of attribution of performance
Management practices towards
client satisfaction …………………………………….
69
8
Perceived degree of effectiveness of job design
techniques in supply and property
management…………………………………………..
71
xiii
LIST OF FIGURES
Figure No.
Page
1
Organizational structure of Supply and
Property Management Office (SPMO) …………...
2
2
Paradigm of the study ………………………………
12
3
Organization change model ………………………..
31
4
Determinants of job performance…………………..
33
5
The “Hardware” and “Software”
of a Lean Organization………………………………
37
6
The Herzberg’s theory……………………………….
48
7
Sketch map of Benguet State University
showing the clients of SPMO and their location ….
52
8
Recommended client satisfaction framework
For Benguet State University by Landisan, C.A.
& Atulba, P. A. (2012) ………………………………… 82
xiv
1
INTRODUCTION
This part of the study presents the background of the study,
statement of the problem, objectives of the study, importance of the study,
and scope and delimitation of the study for a more detailed and clearer
overview of the study.
Background of the Study
The provision of adequate facilities and supplies contributes greatly
in the satisfactory performance of employees of Benguet State University
(BSU) towards academic excellence. The Supply and Property
Management Office (SPMO) is responsible in providing systematic and
productive management of university supplies and equipment through
responsible recording, releasing, receiving, inventory, disposal, disbursing
and storekeeping.
In carrying out the mandate of SPMO, the following positions were
created as shown in Figure 1.
Supply and property management requires effective human
resource practices to effectively manage the assets of Benguet State
University (BSU), as shown in Table 1, or carry out its worth a billion
function and meet the satisfaction of its client on the services that SPMO
provides.
2
Supervising Administrative
Officer
H
ead Custodian cum
Chief, Vehicle
Chief, Properties and
Inspection and
Chief, Records
Equipment
Registration
Chief,
Chief,
Assistant Chief,
Con struc-
Office
Records
tion and
Supply
Jan itorial
Supply
Clerk
Clerk
Fig ure 1. Organizational structure of Supply and Property
Management Office (SPMO)
In pursuit of providing satisfactory services to clients, however,
SPMO is guided by government laws such as New Government
Accounting System and Section 79 of Presidential Decree Number 1445
entitled ―Government Auditing Code of the Philippines‖ in the inventory
and disposal of properties (New Government Accounting System for
National Government Agencies. Volume I – III. 2002).
The Researcher, being a staff in the Supply and Properties
Management Office (SPMO) of Benguet State University (BSU), observed
that clients come in different attitudes and needs. It is therefore, necessary
to deal with these attitudes and be able to provide them with quality and
timely service.
3
Table 1. List of materials accounted by SPMO
Property, Plant, and
Land Improvements
- Land improvements
Equipment (PPE)
- Runways/taxiways
- Electrification, Power and Energy
- Structures
Buildings (those that are predominantly)
- Wood, Mixed, Concrete
Leasehold Improvements
- Land, Building
Office Equipment, Furniture and Fixtures
- Office equipment
- Furniture and fixtures
- IT equipment-hardware
- Library books
Machineries and Equipment
- Machineries
- Agricultural, Fishery, and Forestry
- Communication equipment
- Construction and heavy equipment
- Medical, dental, and laboratory equipment
- Sports equipment
- Technical and scientific equipment
- Other machineries and equipment
Motor vehicles
Inventories
Office supplies
Animal/Zoological supplies
Medical, dental and laboratory supplies
Textbook and instructional materials
Computer peripherals
Common janitorial supplies
Small kitchen items
Hardware and construction supplies
Electrical supplies
School chairs, desks, and tables
Source: COA Manual re: Guidelines on the Review of Appraised Value of Disposed
Property Other Than Real Estate, Antique Property and Works of Art and
Revised Guidelines on Appraisal of Property Other Than Real Estate, Antique
Property and Works of Art
4
Moreover, the client‘s evaluation of SPMO staff based on the Client
Rater Form (PRF) in the Agency Performance Evaluation System
(AGENCYPES)of BSU (see sample in Appendix C), shows in Table 2 that
even though all staff were generally rated Outstanding by their clients, not
all staff were rated Outstanding in both the Performance indicator and
Critical factors indicator. Each staff is evaluated by two (2) to three (3)
clients. This feedback from the client implies that clients are not fully
satisfied with the service delivery of all the staff of SPMO.Hence, the need
to manage both individually and collectively is vital in providing client
satisfaction (Sission and Storey, 2000).
This endeavor is geared towards the identification of attributing
human resource practices to client satisfaction in supply and property
management along the different functional areas of human resource
management namely, organizational climate and working relations
management, discipline administration, personnel development, and
performance management, towards satisfaction of clients of SPMO. This
study also intends to identify the level of effectiveness of each technique
of job design on the staff of SPMO namely, scientific technique, job
enlargement, job rotation, job enrichment, and group technique.
5
Table 2. Client‘s evaluation (July-December 2011)
FREQUENCY
INDICATOR
TOTAL
2
4
6
8
10
Performance
4
10
14
Critical Factors
a. Courtesy
3
11
14
b. Readiness of service
3
11
14
c. Cleanliness and orderliness of
3
11
14
work area
d. Grooming and appearance
3
11
14
Legend:
Rating Scale
Level of Performance
2
Poor
4
Unsatisfactory
6
Satisfactory
8
Very Satisfactory
10
Outstanding
Statement of the Problem
This study seeks to identify human resource practices in supply and
property management of Benguet State University (BSU). Specifically,
this study seeks to answer the following:
1. What is the perceived extent of attribution of human resource
practices to client satisfaction of SPMO along the following dimension:
a. Organizational climate and working relations management;
6
b. Discipline administration;
c. Personnel development;
d. Performance management;
2. What is the level of effectiveness of the techniques of job design
for supply and property management of Benguet State University (BSU)?
Objectives of the Study
Generally, the study aims to find out human resource practices
which could lead to better delivery of the services of BSU Supply and
Property Management Office (SPMO).
The specific objectives of the study are as follows:
1. To determine the extent of attribution of human resource
practices to client satisfaction along the following dimension:
a. Organizational climate and working relations management
b. Discipline administration
c. Personnel development
d. Performance management
2. To find out the level of effectiveness of techniques of job design
for the supply and property management of Benguet State University
(BSU).
7
Importance of the Study
This study will pave way to a more rewarding Supply and Property
Management Office (SPMO)with productive personnel hence, produces
more satisfying services on releasing, receiving, inventory, disposal,
disbursing and storekeeping of school properties of the Benguet State
University (BSU). Empowered SPMO personnel can satisfy their
customers or clients. For example, the maintenance of inventory is a
necessary function of virtually all business operations. The cost
associated with inventories can run into millions of pesos in large
companies. In smaller companies, proper management of inventories
often makes the difference between a successful and an unsuccessful
operation.
The result of this study will also become an eye opener on the part
of the management of BSU to understand better the importance of
empowering the workforce in the provision of quality service as well as in
the care and wise utilization of million-peso school supplies and
properties.
When the recommended considerations and strategies in this study
will be adopted and turn to be effective, this study will give credit to the
entire Supply and Property Management Office (SPMO) of Benguet State
University.
8
The staff of SPMO can even get some insights on how to improve
their job performance. This can be an eye opener on the part of the
management to consider some factors that influence or affect the job
performance of its personnel in the delivery to satisfying services to
clients..
This study can further become a benchmark for other annexes of
Benguet State University – Buguias, Benguet and Bokod, Benguet, other
academic institutions and organizations. This can also serve as a
reference of other related studies.
Scope and Delimitation of the Study
This study considered the functions of Human Resource
Management in identify the attributing practices in satisfying clients of
Supply and Property Management Office (SPMO) of Benguet State
University (BSU). These functions include organizational climate and
working relations management, discipline administration, personnel
development, and performance management. All the possible job design
techniques were included in instigating optimum productivity or
maximizing the talents of the personnel such as scientific technique, job
enlargement, job rotation, job enrichment, and group technique.
9
This study is restricted on the human resource-related practices
which may contribute in satisfying the clients of SPMO, as perceived by
the SPMO clients only. Second hand information to corroborate the
findings from the survey questionnaire were gathered such as personal
informal interviews with the respondents, available records of the Office,
as well as through the Researcher‘s observation and experiences being a
staff of the SPMO.
10
CONCEPTUAL FRAMEWORK
The framework of the study is presented in this chapter through a
paradigm. The operational definition of terms and hypothesis of the study
is also presented herein.
The idea of the organization as a social system requires that some
consideration be given to the benefits received by its participants as well
as by its customers and clients (Ivancevish, et al., 2005). Satisfaction is
refers to the extent to which the organization meets the needs of clients.
Efforts in providing satisfaction of clients involve the human assets of the
organization. The human resource is the most critical and best asset in
any organization or group (Bagano, 1999). The category of human
resource practices involves methods designed to let the service providers
learn and grow professionally and, even, personally so that these service
providers will be able to provide laudable services and consequently,
satisfy the needs of clients.
In determining the attributing human resource practices to client
satisfaction, variables were identified and their relationship with each other
were illustrated in Figure 2. Treated as the Independent Variable in this
study are the human resource practices along the human resource
management dimensions of organizational climate and working relations
11
management, discipline administration, personnel development, and
performance management where job design techniques were considered.
The given human resource practices in the different dimensions
has identified the extent of attribution of these practices to client
satisfaction of the Supply and Property Management Office (SPMO)
whether very strong, strong, weak, very weak, or no attribution hence, the
Dependent variable in the study. Also considered was the degree of
effectiveness of each technique of job design whether highly effective,
very effective, moderately effective, fairly effective, or not effective.
The extent of attribution of human resource practices and the level
of effectiveness of job design techniques were moderated by the
organizational structure of SPMO as well as by compliance to
government policies and regulations. In consideration of the government
laws and policies, the end role, however, of the management of Supply
and Property Office should be to come up with ways and strategies to
make its office effective.
12
INDEPENDENT VARIABLE
DEPENDENT VARIABLE
Human Resource
practices:
1. Extent of attribution to
Organizational
client satisfaction:
climate
and
working relations
Very Strong (VS)
management
Strong (S)
Discipline
Weak (W)
administration
Very Weak (VW)
Personnel
No Attribution (NA)
development
Performance
2. Degree of effectiveness
management
of job design techniques
o Job design
techniques
Highly
Effective
(HE)
Very Effective (VE)
Moderately
Effective (ME)
Fairly Effective (FE)
Not Effective (NE)
organizational structure of SPMO
government policies and regulations
INTERVENING VARIABLE
Figure 2. Paradigm of the study
13
Operational Definition of Terms
Benguet State University (BSU) is a chartered state university
located in the province of Benguet. The BSU main campus is nestled in
the heart of La Trinidad, Benguet while its satellite campuses are situated
in the municipalities of Buguias and Bokod.
Clients are the beneficiaries of the Supply and Property
Management Office (SPMO). They belong to the different offices and
colleges of Benguet State University (BSU) at La Trinidad, Benguet.
Client satisfaction describes the fulfillment of the client‘s needs and
expectations on the services being rendered by the Supply and Property
Management Office (SPMO) of Benguet State University.
Discipline administration refers to the orderly procedure in availing
and rendering services of the SPMO as well as the motivation initiative
towards better delivery of services. It considers the strict implementation
of office policies but with little leniency of the immediate supervisor on a
case-to-case basis, posting of guidelines and updates of SPMO, and
giving of reward to high performing staff of SPMO.
Disposal refers to the sale or destruction of property which are
unserviceable and/or no longer needed in the operation of the institution.
Group technique is a job design by which a group of individuals
performs a particular job, being a collective job.
14
Human resource management is a function in an organization that
facilitates the most effective use of people to achieve organizational and
individual goals through strategic acquisition, development, motivation and
retention of competent employees.
Human resource practices are the norms and accepted usual
activities which involve the participation of the employees and wise
utilization of their capabilities. The human resource factors in attaining
desired performance were based on the functions of human resource
management namely, organizational climate and working relations
management, compensation and benefits management, discipline
administration, personnel development, and performance evaluation.
Human resource refers to the personnel of a company or firm such
as the Benguet State University (BSU). Employees, workforce, manpower,
workers or individuals are other terminologies for human resources.
Inventories refer to tangible assets with serviceable life of more
than one year but small enough to be considered as Property, Plant and
Equipment (PPE). Small tangible items with estimated useful life of more
than one year shall be recorded as inventories upon acquisition and
expense upon issuance.
Job design is a work arrangement or rearrangement in relation to
supply and property management aimed at reducing or overcoming job
15
dissatisfaction and employee alienation arising from repetitive and
mechanistic task.
Job enlargement is a type of job design which done by adding more
related duties to a personnel according to his/her capabilities.
Job rotation is a type of job design which is described as a lateral
shifting of an employee from one job to another.
Job enrichment is a job design of increasing the depth of job by
increasing authority and responsibility.
Organizational climate and working relations management
considers the availability of needed facilities, availability of effective
technology, availability of ventilation, pleasant decorations in the office,
physical arrangement of facilities/equipment in the office, location of the
office, availability of database system, simple office procedures which
prompts immediate action to requests, recognition of the worker‘s effort,
and camaraderie between superior and subordinate.
Personnel development considers knowledge acquisition relative to
work, attitude reformation, skills enhancement, and educational
advancement.
Performance management considers availability of customer
feedback system, regular conduct of group SWOT analysis or office
performance review, conduct of commitment mapping, conduct of action
16
planning, internalization of company mission/objectives, and conduct of
succession planning and manpower audit.
Property describes the inventoriables which includes small items,
equipment and materials. An equipment is a property other than land,
structure, and fixed facilities having a useful life of more than one (1) year
with a cost of One Thousand Five Hundred pesos (Php1,500.00) or more,
with reference to the Commission on Audit (COA) Circular Number 86-
200B, and when used, does not suffer any material or substantial change
in size or form. Whereas, materials refer to expendable commodities used
by the government in the process of manufacture or construction including
parts or remnants from destroyed or damaged assets.
Property, Plant, and Equipment (PPE). This refers to --- which has
an estimated useful life of five (5) years or more.
The New Government Accounting System (NGAS) adopts the
definition of Property, Plant and Equipment under the International
Accounting Standards No. 16 which states that (COA Circular No. 2005-
002 dated April 14, 2005):
"Property, Plant and Equipment are tangible assets that:
(a) are held by an enterprise for use in the production or supply
of goods or services, for rental to others, or for
administrative purposes; and
(b) are expected to be used during more than one period."
17
Rank-and-file refers to the subordinate employees, who are under
direct supervision by a section chief, or those who has lesser area of
responsibility as distinguished by their superiors.
According to the Labor Code, as amended, a managerial employee
is one who is vested with powers or prerogatives to lay down and execute
management policies and/or to hire, transfer, suspend, lay-off, recall,
discharge, assign, or discipline employees, or to effectively recommend
such managerial actions. All employees not falling within this definition are
considered rank-and-file employees.
Scientific technique is a type of job design which is done by
observing the past performance of employees.
Supervisory level refers to the employees who are authorized to
manage a section, branch, division or company and those who are
privileged, responsible and liable to decide, control, implement and
monitor policies, projects and activities in their respective jurisdictions. The
Supervising Administrative Officer or the Chief of Supply and Property
Management Office (SPMO) is in a supervisory level.
Supply and Property Management Office (SPMO) is one of the
support unit of Benguet State University (BSU) which is located at
Kilometer 5, La Trinidad, Benguet. With nine personnel, SPMO is
responsible in the procurement, releasing, receiving, inventory, disposal,
18
disbursing and storekeeping of school properties which includes motor
vehicles, livestock, and farm/agricultural, construction, janitorial, office,
and medical materials of BSU.
19
REVIEW OF LITERATURE
This part of the study presents related articles and studies culled
from books, manuals, thesis manuscripts, and websites.
Human Resource Factors and Desired Performance
Lopez (1995) asserted that the higher or stronger the regard for
work of an employee, the higher is the level of his/her job efficiency, the
more effective he/she is in the organization.
Human resource practices are very necessary in uplifting the
performance of employees. However, there are HR practices that may be
applicable to a certain organization but may not be as effective with other
organizations. This conforms with the study of Dangle (2001) which made
her recommend that the management of State universities and colleges of
Region 1 should closely study their practices in the supply office inorder
to eliminate the undesirable ones.
This can be achieved by integrating comprehensive human
resources policies with overall organization plans and strategies and by
implementing responsive human resource programs with a growing
sensitivity to the economic and policy needs of the organization and the
needs of the people who staff the organization (Corpuz, 2000).
20
Nevertheless, Tomas Quintin D. Andres (1985) in his book
Management by Filipino Values claimed that ―management must be
incarnated in the context of the culture, values, mores and idiosyncrasies‘‖
of the Filipinos. In the Philippine setting, he recommended an orienter
approach wherein management systems should be related to the actual
issues Filipino management practitioners are facing today.
Problems in inventory control are usually associated with the use of
poor
processes,
practices,
and
outdated
support
systems
(http://www.terratechnology.com/transportation-forecasting Accessed on
January 25, 2011).
Dangle (2001) found out in his study that the level of acceptability
of respondents – both implementers and beneficiaries, on the practices
involved in Supply management was perceived by them to be moderately
acceptable. Also the extent by which supply management functions are
undertaken is moderately undertaken, significantly and fully implemented.
Organizational Climate and Working
Relations Management
Andres (1985) claimed that good organizational climate is one of
the reasons for continuing to stay in the same company and in the same
kind of work. Characteristics of the workplace such as clarity, recognition,
commitment, responsibility, and teamwork promotes productivity. The
21
climate dimension recognition is the most immediate concern that needs
personal attention. Other than teambuilding, Ivancevich, et al., (2005)
suggested other human asset approaches such as managerial grid, ethics
training, mentoring programs, and introspection development.
A study of Dr. Rhoda Galangco (2008) entitled ―Defining the
University of Baguio‘s Organizational Culture‖ found out that attention to
detail, aggressiveness, outcome orientation, team orientation, and
innovation and risk-taking are much manifested as characteristics of the
University‘s organizational culture. It was further found out that ―In terms of
their beliefs in management, a great percentage of employees believe that
school officials should be knowledgeable about their job and should
establish and maintain adequate communication with their subordinates.
The work values manifested very much by the employees are
professionalism, obedience to policies, conscientiousness and
cooperation, willingness to do other tasks and sense of accountability,
objectivity, sociability, spirit of volunteerism, and initiative and openness.
The norms have contributed to the development of affiliate culture,
conventional culture, and a competitive culture.‖
Manually conducting inventory management can be burden for
most organizations, but through the use of automation, a business can
improve their inventory management without a lot of additional cost.
22
Andres (1985) suggested to management ways of improving
organizational communication, as follows: (1) Share more information with
employees to eliminate misunderstanding and rumor; (2) conduct better
appraisal interviews where managers should encourage employees to
bring up any problem they encounter in their jobs; (3) praise the good
work done by employees so that they will continue and persevere in their
positive attitudes and activities; (4) give time for counseling as well as
consultation; (5) determine if the intended meaning in messages was
actually received and understood correctly; (6) qualitatively and
quantitatively regulate communication to ensure an optimum flow of
information to supervisors; (7) utilize feedback; (8) introduce repetition into
communication; (9) encourage mutual trust; (10) effective communication
can be facilitated with the proper timing of major announcements; (11)
simplify the language used in communication; (12) listen effectively or with
understanding; (13) use the grapevine as a bypassing mechanism; (14)
develop positive attitudes; (15) be aware of hidden agenda and help the
group find the appropriate method of solving hidden agenda; (16) use
algorithm in explaining company rules by breaking down a problem,
isolate the factors that point to the solution and frame those factors in
separate questions answerable by yes or no.
23
Michael Ferris, managing partner, Management Health Solutions
Inc., Wayne, PA, recommended winning strategies for effective inventory
tracking to ―Get involved with the clinical staff and leadership and create a
customer focused relationship. Many times the inventory staff feels that
the clinical staff is the enemy instead of the customer. You must build a
trusting relationship with the key stakeholders and customers(Downloaded
from http://findarticles.com. Accessed on January 20, 2012).
Supervisors in some companies receive trainings in Emotional
Intelligence (EI) competencies to help raise their EI skills in areas such as
how to listen better and help employees resolve problems on their own,
how to empower and inspire others, and how to become effective personal
leaders. For a team to have high emotional intelligence which surely will
lead to team effectiveness, they need to ―create a norm that establishes
mutual trust and confidence among themselves, a sense of group identity,
and a sense of group efficacy‖ (Parcasio, 2008).
A study of Cadiente, et al., (2011), who assessed the Emotional
Intelligence Self-evaluation test of Saint Luis University Nursing Faculty,
concluded that Emotional Intelligence Quotient can be developed with the
years of experience in teaching thus, they recommended the offering of
seminar workshops or course-offering on increasing or developing
Emotional Intelligence Quotient.
24
Discipline Administration
John Kautzer, director, distribution, patient care services,
MedAssets SCS Inc., Bridgeton, MO, recommended a strategy for
effective inventory tracking that policies should be clearly established and
policies and procedures should be concise. These could range from who
has access and authority to enter a storeroom to how remote inventories
are managed. The procedures themselves need to be written in a manner
that they can be used as a tool to train new employees. The procedures
are the how and policies are the why we do things. Likewise goals for the
inventory should be developed in accordance with finance or internal
audit. Items such as cycle counts, inventory stratification, turn rates,
inventory valuation and variance rates should be prioritized. These are
some of the tools and measurements that are used across multiple
industries to help manage inventories. These established goals need to be
shared and embraced by the entire materials management team
(http://findarticles.com/p/articles/mi_m0BPC/is_4_30/ai_n26837598/.
Accessed on January 25, 2011).
Powell, et al., (1996) and the ―Principle of Attainability‖ of Miranda
(1981) stressed the importance of establishing clear achievable objectives
where every activity or policy is anchored from, so that there will be easier
attainment of the general goal or company vision.
25
Institutional properties should be well maintained. COA-PITAF
Manual on Disposal disclosed that there are considerable quantity of
unserviceable, no longer needed, obsolete, forfeited/sized, supplies,
materials and equipment as well as valueless records which have grown
into unmanageable and uneconomical properties. On the other hand, a
procured equipment, when it is already unserviceable or no longer
functional should be disposed by the concerned agency to avoid further
deterioration (Eufemio, et al., 1992).
Proper inventory management is essentially a management
discipline, by forecasting what quantity of stock is needed and when it is
needed, as well as accounting of the stock so that you can keep track of it
in the system. Software and inventory management systems costs a lot
but are still bought by companies in an effort to maximize their return on
investment from inventory. Basically inventory management is about
keeping two things in mind: don’t run out, and don’t have too much.
Having the delicate balance of supply and demand firmly mastered, is
what
effective
inventory
management
is
all
about
(http://blog.technologyevaluation.com/blog/2009/02/24.
Accessed
on
January 23, 2011).
With the result of Dangle‘s (2001) study, he recommended the
regular inspection and recording of unserviceable equipment by technical
26
officers in the Supply Office. He believed that many of the properties of the
government are exposed to the elements and are deteriorating to the
disadvantage of the government.
A study of Dr. Rhoda Galangco (2008) found out that quality control
measures such as orientation, establishment of groups that double check
outputs, tasking, teamwork and issuance of memoranda guarantee
minimal errors in the work of the employees.
Personnel Development
Development of an individual‘s abilities can take place on the job
through several methods which are classified as on-the-job techniques
and off-the-job methods (Decenzo and Robbins, 2010). On-the-job
techniques include job rotation (moving employees horizontally or
vertically to expand their skills, knowledge, or abilities); assistant-to
positions or serving on special boards (employees with demonstrated
potential sometimes work under a seasoned and successful manager,
often in different areas of the organization, hence, experience a wide
variety of management activities and are groomed for assuming the duties
of the next higher level); and, committee assignments (employees are
allowed to shared in decision-making, can learn by watching others, and
can investigate specific organizational problems hence, making their
assignment to committees be both interesting and rewarding to the
27
employee‘s growth, increase their exposure to other members of the
organization, broadens his/her understanding, and provide an opportunity
to grow and make recommendations under the scrutiny of other committee
members). Included as off-the-job method of employee development are
lecture courses and seminars (these help individuals acquire knowledge
and develop their conceptual and analytical abilities through in-house or
outside vendors or both, with the great role of technology, to enhance their
value to their current employer); simulations (simulations exercises this
include case studies, decision games, and role plays); and, adventure
training (this trend teaches the trainees the importance of working together
as a team, building trusting relationship, and succeeding as a member of a
group especially during difficult times).
A Chinese sage stressed the importance of re-echoing or
transferring knowledge. It quoted that ―those who are the first to be
enlightened should instruct those who are slower in attaining
enlightenment, and the ignorant should seek help from those who
understand. Through this process, the way of teachers should be
established. As the way of teachers established, there will be many good
people. With many good people, the government will be correct and the
empire will be in order‖ (CongJie, 1996).
28
Joven N. Usana‘s (2001) article found in the book of Lorenzo and
Piga (2001) unveiled that education is the surest way to safety. The public
must, in every sphere of their lives, receive the kind of education they are
in need of to equip themselves with the surefire formula of establishing a
peaceful and orderly society. This is achieved by providing every member
of the society the capacity to understand what is and what should be ,
what is improper and otherwise, what works and what else will sustain
one‘s effort .
Lorenzo and Piga (2001) believed that to place police officers in
school does not guarantee improvement in their knowledge and
performance. What is needed is a place where students or police officers
can approximate or even reach reality during their training. ―Transfer of
learning‖ theory tells that true learning has positive transfer value. This
defines education as the art or skill of utilizing an idea in real life situation.
Kirkpatrick (1994) conceded to the aforesaid idea of Lorenzo and
Piga (2001) by including the job behavior in his Four Criteria in Evaluating
Training Effectiveness. The job behavior determines whether the trainee
use what was learned from the training when back on the job. However,
Kirkpatrick (1994) also accentuated that an effective training should show
results that the training improved the organization‘s effectiveness.
29
The selection of trainees and trainee utilization is one of the
considerations postulated by Galvin (1995 ) in designing training and
development. This factor was supported by the study of Dalapnas (2008)
wherein selection of teachers to be sent for training should be based on
criteria and wherein trainings should be applicable and implemented were
Highly Recommended (HR) by teachers of Baguio City National High
School (BCNHS) to improve their present school training program.
The importance of refreshing the skills and renew the commitment
for work of all employees were proven by DeCenzo and Robbins (2010)
when ―in early 2008, Starbucks made the controversial move of closing
their 7,100 stores for three hours of training for their baristas at an
estimated cost of between $2 and 4 million dollars‖, at a time when
competitors like Dunkin‘ Donuts and McDonald‘s were gaining customers
with lower-priced specialty coffees, to provide renewed focus on espresso
standards and reignite the employee‘s enthusiasm for customer service .
After completing the training, employees expect to improve the customer
experience by exceeding their expectations with the ―perfect drink‖.
Performance Management
Change is initiated, implemented and maintained to achieve a new
and higher level of performance by the system. Figure 3 illustrates a
conceptual scheme for organizational change that excellence, growth and
30
development as well as satisfaction and high morale are achieved through
adaptation and innovation with at least five interacting variables namely,
strategy, structure, technology, products/services, and people who link s
all other variables in a productive way (Martires and Fule, 1993).
―Change management involves a composite bag of tools and
processes that deals with shaping an organization‘s people, structure, and
systems in a direction of change so that a marked improvement occurs‖
(Payos and Zorilla, 2003). These improvements shall be noted in the
performance evaluation.
Jawaharlal Nehru (excerpt from Quotation Dictionary of the New
Webster‘s Dictionary of the English Language. International Edition. 1992)
deems that ―Obviously, the highest type of efficiency is that which can
utilize existing material to the best advantage‖. Nonetheless, employees
are still the fuel of any organization.
SWOT Analysis
With this premise, Ivancevich, et al., (2005) supposes that
employees will have to learn to manage and develop themselves by
placing themselves where they can make the greatest contribution, stay
mentally alert and engaged during their working life. Hence, it is necessary
for an employee to be aware of what his/her strengths are because a
31
person can perform only from strength and cannot build performance on
weaknesses. The only way to discover one‘s strength is through feedback
analysis. Whenever a decision or action is to be taken, write down what
are to be expected to happen then compare the actual results with what
was expected.
Organization internal
arrangements
I
Struc-
Techno-
A
N
ture
D
logy
N
A
O
P
V
T
External
A
people
A
Excellence
Forces
T
T
Strate-
Pro-
I
I
Growth
gy
O
ducts/s
O
N
ervices
N
Development
Organization mission
Figure 3. Organization Change Model
32
Like one‘s strength, how one performs is unique. It is a matter of
personality. A person‘s way of performing is slightly modified, but it is
unlikely to be completely changed. Just as people achieve results by
doing what they are good at, they also achieve results by working in ways
that they best perform. There are two (2) things to know about how one
performs are: (1) are you a reader or a listener?; (2) how do I learn?
Other important things to ask in managing one‘s self, apart from the
identification of his/her strengths and his/her performance include ―What
are my values?‖, Where do I belong?‖,‖ What should I contribute?‖ ―Do I
need a sense of responsibility for relationships?‖ and ―How will I learn,
contribute, or derive challenge and satisfaction from the job on the second
half of my life?‖ (Ivancevich, et. al, 2005) . According to the same author,
there are three (3) ways to develop a second career, namely: (1) to start
one by having a second career as a challenge; (2) to develop a parallel
career, usually in a non-profit organization; (3) being a social
entrepreneur.
Career Development
One way of conceptualizing the various determinants of
performance was presented by the Academy of Management Review in
1982, as illustrated in Figure 4 (Ivancevich, et al., 2005). Job performance
may be viewed as a function of the capacity to perform, opportunity to
33
perform, and the willingness to perform. Sometimes employees may lack
the opportunity to perform not because of poor equipment or outdated
technology, but because of poor decisions and outdated attitudes. From
the managerial perspective, it is important to realize that the presence of
motivation per se, coupled with a capacity and opportunity to perform,
does not ensure high performance levels.
Willingness
to perform
Job
Performance
Capacity
Opportunity
to perform
to perform
Figure 4. Determinants of Job Performance
34
Employee Commitment
Andres (1985) believes that companies should also consider
employee participation through employee stock ownership plan because
this will not only minimize turnover but act as a motivator to improve
performance and productivity.
The success of a management‘s operation depends on the extent
of its employee‘s involvement and commitment in executing their duties
and responsibilities towards the attainment of their organization‘s
purposes. Managers must use a great deal of skill in day-to-day
communication process. They must also establish a climate in which the
perceived difference between managers and employees operate to focus
human energy rather than to dissipate it (Albrecht, 1978). Martires (2008)
concluded that Filipinos are more groupistic than individualistic. This is
why business firms utilize our strong value of pakikisama to sell products.
Being groupistic facilitate teamwork, too. It has been observed that
Filipinos acquiesce to group think and thus make group work less
laborious and frustrating. For example, Filipino students perform better in
group case analysis and presentation than their Western counterparts.
35
Organizational Structure
Chruden and Sherman Jr. (1984) believed that the number of
management levels, or hierarchy, within the organization determines how
effectively the chain of command operates. Each additional level down the
line serves to remove top management farther from the employee level
and thus lengthens the lines of communication. The sluggishness of many
American companies in coping with foreign competition is probably
caused by an excessive number of management levels. Ford Motor
Company in America has 12 layers of management compared with only 7
for Toyota in Japan. Fewer levels thus enable management in Japan to be
closer to the employee and to realize cost benefits from this relationship.
Furthermore, ―departures from rigid adherence to the chain-of-command
concept coincide with current efforts to develop a more democratic work
environment. Short-circuiting this chain at times can contribute to better
and more rapid decision-making by drawing directly upon the expertise of
employees at the scene of action. The increasing use of the committee
and the matrix organization represents a departure from the rigid chain-of-
command concept‖.
On the other hand, Sisson and Storey (2000) considered structure
as one of the seven (7) factors contributing to effective management . The
divisionalized organization is ―decentralized operationally, but centralized
36
strategically‖. However, a number of organizations in the United Kingdom
adopted the defragmentation to emphasize the point that many synergies
of the large organizations have been lost. It was further suggested that in
order to be adaptable to market changes and hold labor costs down, three
(3) different types of labor flexibility can be simultaneously pursued,
namely: functional flexibility, or the capability of employees to switch
between different tasks; numerical flexibility, or easily adjusting labor
supply to meet immediate needs; and, financial flexibility.
A lean organization creates job commitment and involvement of the
workers. A useful summary of the changes and techniques typically
associated with the lean organization including its positive and negative
potential outcomes is shown in Figure 5 (Sission and Storey, 2000).
However, that managing a lean organization has to be aware of the cost
and benefits of leanness.
37
LEAN ORGANIZATION
Minimizing waste:
Materials, time, space, people = added value
Operating Systems
Work Practices
Just-in-time
De-layering
Statistical processes control
Teamworking
Supply chain management
Functional flexibility
Total productive maintenance
Job rotation
Material resources planning
Quality circles
Right first time
Involvement and participation
Benchmarking
Communication
Organizational Principles
Continuous improvement
Employee development
Flexible work organization
New work skills
Customer satisfaction
Self-regulation
Cultural Change
Control Systems
Human Costs
Monitoring and measurement
Stress and pressure
Surveillance of work
Individual scrutiny
Workflow change
Effort intensification
Routinization of tasks
Reduction in discretion
Peer group pressure
Feelings of blame
Figure 5. The ―Hardware‖ and ―Software‖ of a Lean Organization
38
Feedback System and Communication
Organizations must foster effective communication to perform well
because communication is said to be the lifeblood of any organization.
Communicating ideas makes action and coordination possible as it plays a
major role in modifying behavior, effecting changes and achieving goals
(Martires, 2008).
In an article written by Rick Dana Barlow entitled "Winning
strategies for effectiveinventory tracking: it's not rocket science but high-
tech solutions, street smarts and more than 35 useful tips from the pros
can keep you on track", he mentioned a management inventory strategy
presented by John Kautzer, director, distribution, patient care services,
MedAssets SCS Inc., Bridgeton, MO, that personnel responsible in the
inventory of properties need to understand what is expected of them and
regularly receive communication on how they are doing. He suggested a
routinely posting cycle count and turn rates. He said that let the staff see
the results of their hard work and be sure that the administration knows
how things are going (http://www.Healthcare Purchasing News.
FindArticles.com. Accessed on January 25, 2011).
In this electronic era, technology is playing a very great role in the
communication or information system of all organizations. Guillermo N.
Carague, Chairman of the Commission on Audit (COA) stated in the
39
Manual on the New Government Accounting System for National
Government Agencies (2002) that the New Government Accounting
System (NGAS) envisions the eventual computerization of the NGAS to
provide users with greater ease and a more comprehensive financial
management information system.
Providing for plenty of opportunities for two-way communication is
another way to cultivate the feeling that the work experience is a just one
(Ivancevich, et. al., 2005). Continuous information can be gathered from
Internal television network, Survey feedback, and ―Hotline‖ programs. For
example, Toyota‘s ―Hotline‖ gives team members a 24-hour channel for
bringing queries or problems to management‘s attention. Employees can
pick up any phone, dial the ―hotline‖ extension, and leave messages on a
recorder. All hotline messages are reviewed by the Human Resources
Manager and thoroughly investigated. It is decided a particular question
would be of interest to other Toyota team members, then the questions
and Toyota‘s response is posted on plant bulletin boards. Employees
wanting a personal response must leave their names, but no attempt is
made to identify anonymous callers.
Action Planning
Equally important to consider during a planning session is a
suggestion or idea from William (1943) that there should be a standard
40
specification for all the materials and supplies being used in the office.
These items should be packaged in easily disposable quantities and that
their use should be supervised and checked to prevent waste.
In practice, supply chain based companies (e.g., Dell, Wal-Mart,
Samsung, Toyota, Lenovo, Gome, etc.) have used different performance
management tools to support their supply chain strategies. A complex
performance management system includes many processes in monitoring,
improving and optimizing the supply chain, such as identifying measures,
defining targets, planning, communication, monitoring, reporting and
feedback. These processes have been embedded in most information
system solutions, such as i2, SAP, Oracle EPM, etc. (http://www-lih.univ-
lehavre.fr/~serin/facade/uploads/Recherche/MIS6-SupplyChain.pdf.
Accessed January 28, 2012).
Organizational Mission and Goal
Bhatti and Quersh (2007) suggested that the best way to improve
productivity is by striving for the shared goals of employees and managers
through allowing worker input into developing the mission statement,
establishing policies and procedures, determining perks, improve
communication and increase morale and satisfaction.
An individual is more likely to sustain his enthusiasm for work if he
is aiming a particular goal. On the part of the management, it will be easier
41
for them to identify the candidates for promotion and transfer with the
existence of a system. Also, in personnel matters, planning for individual
employees is likely to be a priority rather than planning for groups. The
basic instruments or strategy to cater to these needs are the Manpower
Audit Sheet and the Succession Planning (Sisson and Storey, 2000).
Further, Bemis Associates‘ Mike Mather suggested clear
accountability for inventory and driver‘s performance and clear and
specific targets for inventory by component should be established
(Downloaded from http://www.rockysoft.com/resources.php. Accessed on
January 25, 2011).
Succession Planning
A planned progression is an approach to the development of
managerial leadership (Andres, 1985).
For Small-Medium Enterprises and large organizations in the case
of key personnel, planning for individual employees is likely to be priority
rather than planning for groups hence, succession planning is of important
role in the productivity of organizations (Sission and Storey, 2000).
Succession planning contains the basic data on key individuals and
scores them in terms of current performance, personal qualities and
assessment of potential.
42
Relative to this, Payos and Zorilla (2003) clearly suggested the use
of good rating forms to differentiate performance rating from assessment
of potential. They further recommended to have the performance
evaluation exercise separate from the potential or promotion evaluation.
The potential evaluation exercise can be used when evaluating a
candidate‘s readiness for promotion during the annual review cycle, or at
any other time that the coach feels the associate might be ready for
promotion, or the associate expresses a desire to be evaluated for
promotion.
Job Design
Problems in the job arise when employees do not feel a sense of
accomplishment after completing their task. To prevent this, DeCenzo and
Robbins (2010) put forward that the job needs to be designed so that the
task have a clear purpose that relates to the company mission by
incorporating tasks into every job description.
Scientific Technique
Scientific technique is commonly used by goods producing
company although it can also be used by service providers in their
departments however they give additional work to their employees
according
to
their
day
to
day
needs
(Downloaded
from
43
http://hrmlanka.blogspot.com/2010/10/job-design.html.
Accessed
on
February 11, 2012).
Job Enlargement
A n o t h e r m o t i v a t i o n a l t e c h n i q u e c l o s e l y r e l a t e d t o j o b
e n r i c h m e n t i s t h e j o b enlargement. "Job enlargement refers to
adding a few more task elements horizontally." "Job enlargement
involves performing a variety of jobs or operations at the same time.
T h u s i t i n v o l v e s h o r i z o n t a l j o b l o a d i n g a s c o m p a r e d
t o v e r t i c a l o n e i n j o b enrichment." For example if a clerk in an
office who is doing the typing work is asked to type 20letters a day instead
of 10 letters, his job is enlarged. Another way of job enlargement is that
the clerk who is doing the typing work may also be assigned the tasks of
drafting letters, sorting of incoming mail and filing the letters. This will
reduce his monotony and make him satisfied with the job. His
efficiency will also improve (Downloaded from http://www.scribd.com.
Accessed on February 11, 2012).
An enlarged job can motivate the worker in the following ways
(Downloaded from http://www.scribd.com. Accessed on February 11,
2012): (1). V a r i e t y o f t a s k s - In job enlargement, horizontal
loading of the tasks is in there. Increasing the number of tasks can
reduce the level of boredom of the employees; (2) Enlarged and
44
Meaningful Work Modules - Sometimes, the jobs are enlarged so that
one worker completes a whole unit of work or a major portion of
it. This will increase the satisfaction of the worker as he can see
his contribution to the entire project; (3) Optimum Utilization of
Abilities - Jobs tend to better utilize the physical and mental
skills abilities of the workers. Enlarged jobs, with optimal levels of
complexity can create tasks, which are challenging but attainable; (4)
Worker Paced Control - In job enlargement, workers move from a
machine paced production line to a job which is paced by themselves.
The workers will enjoy his work more, if he can vary the rhythm and work
at his own pace. He will also fell less tied in this way; and,
(5 ) M e a n i n g f u l F e e d B a c k - E n l a r g e d j o b s a l l o w
f o r m o r e m e a n i n g f u l performance feedback. It will be
even more motivating if it is tied to evaluations and organizational
rewards. Giving a worker different kind of jobs is not enough because the
basic nature of the job remains the same. As such it does not work as a
m o t i v a t i n g f a c t o r . R a t h e r , t h e r e s h o u l d b e u p
g r a d a t i o n o f a u t h o r i t y a n d responsibility.
However, in view of Herzberg's opinion, the following
disadvantages can be found in job enlargement (Downloaded from
http://www.scribd.com. Accessed on February 11, 2012): (i) Job
45
enlargement tends to be a costly affair. Workers may require
additional training for their enlarged jobs. Moreover, if job enlargement
involves breaking upo n e x i s t i n g p r o d u c t i o n l i n e o f w o r k s y s t e m
a n d r e d e s i g n i n g a n e w s y s t e m a n d training employees for it, the
costs will be very substantial; ( i i ) P r o d u c t i v i t y m a y f a l l i n t h e
s h o r t r u n , d u e t o t h e i n t r o d u c t i o n o f t h e n e w system; (iii)
Employee-unions often argue for increased pay because of the increased
work load; and, (iv) Some jobs may still be routine and boring even after
enlargement.
Job Rotation
Job rotation is used in employee development as well as in training.
The horizontal rotation, also known as short-term lateral transfer,
increases the employee‘s experience, allows him/her to absorb
information, reduce boredom, stimulate the development of new ideas and
provide opportunities for a more comprehensive and reliable evaluation of
the employee by his/her supervisors (DeCenzo & Robbins, 2010) .
Job rotation will be used in a situation where an organization has a
series of routine jobs that cannot be combined or enriched
(Downloaded from http://www.scribd.com. Accessed on February 11,
2012). In such a case, the employees may be shifted from one job to
another in order to provide some variety so as to minimize monotony and
46
boredom. Thus, in job rotation, a person is required to perform on job at a
time but he is rotated at different jobs after certain period of time. When an
activity is no longer challenging, the employee could be rotated to another
job, at the same level, with the same skill requirements. It has the
same effect as the job enlargement. The advantages of job rotation: (i)
Job rotation reduces the boredom and monotony through diversifying the
employees activities; (ii) Employees with a wider range of skills give
management more flexibility in scheduling work, adapting to changes
and filling vacancies; and, (iii) It broadens the range of experience of
employees and is an effective training technique. On the other hand, the
drawbacks of job rotation are: (i) Work is disrupted as rotated employees
take time to adjust to a new set up; (ii) Training costs are increased; ( i i i )
I t c a n d e m o t i v a t e i n t e l l i g e n t a n d a m b i t i o u s t r a i l 1 e e s w h o
s e e k s p e c i f i c responsibilities in their chosen specialty; (iv) Few people
have the technical knowledge and skills to move from one job to another;
(v) There is no appreciable change in employee satisfaction,
unless the jobs are such that the person is really interested in them.
Thus, the role of job rotation in motivating people is limited.
47
Job Enrichment
Frederick Herzberg suggested that the best way to motivate
employees is through job enrichment, to wit: ―if you want people to do a
good job, give them a good job to do‖ (DeCenzo and Robbins, 2010).
Figure 6 (Flippo, 1971) justifies how job content turns into job
enrichment which eventually leads to greater job satisfaction. Job
enrichment is the modifying of job content so that the person has a wider
variety of tasks, increased responsibility, and greater opportunity for
recognition of accomplishments. It encompasses an increase in the
person‘s autonomy to achieve the work so that it becomes rewarding and
meaningful.
Flippo (1971) also believed strongly that the Herzberg‘s Motivator-
Hygiene Theory is directed toward ascertaining the factors that lead to
greater employee satisfaction. This theory indicates that the hygienic
factors do not serve to promote job satisfaction, rather their absence or
deficiency can create dissatisfaction. Their presence can only serve to
eliminate dissatisfaction. The motivation factors are concerned with the
work itself. Thus, if the worker is to be truly motivated, the job itself is the
major source of that motivation. Employees can be motivated effectively if
they are given meaningful task with provision for self-determination of
48
methods, pace, and quality. All of the other hygienic factors can serve only
to ―clean up‖ the environment and prevent dissatisfaction (Figure 6).
Expanding on Herzberg‘s suggestion, J. Richard Hackman offered
a model of how to design jobs that provide motivation based on five (5)
core job characteristics, namely: skill variety, or allowing workers to use
different skills and talents to do a number of different activities; task
identity, or when workers are able to see a completed product, project, or
some visible outcome that creates a sense of accomplishment; task
significance, or when the tasks performed have some meaningful impact
on the organization or the external environment; autonomy, or when
workers have some control over the job; and, feedback from the job itself,
or when the job includes some opportunity to show the workers if the tasks
are done properly (DeCenzo and Robbins, 2010).
49
a) Improved Performance
Job content (work itself):
I
- achievement prevent
M
- growth and advancement
Hygienic dissatisfaction
P
- recognition factors
R
O
V
E
D
plus (+) MOTIVATORS:
- praise
J
- personal interest
O
- competition
B
- prideequals ( =)
- delegation of responsibility
P
E
- money
R
Job context (work environment):- participation in decision-
F
- salary/pay
making
O
- supervision
R
- working condition
M
- benefits/privileges eliminate
A
- interpersonal relations Maintenance dissatisfaction
N
C
- company policy and factors
E
administration
- status
- job security
b) Greater Job Satisfaction
MODIFICATION:
Job Content
Greater Job Satisfaction
- wider variety of task
- increased responsibility
- greater opportunity for recognition of
accomplishments
- increase in person‘s autonomy to achieve the work
- rewarding and meaningful work
Figure 6. The Herzberg‘s Theory
50
Group Technique
One of the processes and tools used in change management is the
teaming and team building (Payos and Zorilla, 2003).
Team building was characterized by Andres (1985) as a
mechanism for getting effective behavioral coupling between members of
the work group. He advised that:
“to be able to work as a team, group members should know
their individual social and functional roles so that in the event of
absence of one or more members, one could take it upon himself to
do the job of those not around… For a team to function properly
and for a long period the atmosphere of cooperation, coordination,
and regard for each other’s benefits should be maintained. To
harmonize the work group’s behavior, activities should be designed
such that they provide the necessary interaction for members to
understand each other’s values, sentiments and norms. It is only in
this manner that whatever influence each group could have among
its members, productivity would not be impaired and there would be
no rivalry effects which could be detrimental to the working
atmosphere of the company”.
The importance of a group effort was, likewise, supported by the
multiplicative relationship presented by Thomas Davenport (1999) wherein
effort activates skill, knowledge, and talent and harnesses behavior to call
forth human capital investment:
Total Human Capital Investment = (ability + behavior) x effort x time
Time spent to accomplish a given task may vary depending upon one‘s
ability, behavior (attitude or disposition) and work ethics (effort).
51
In addition, empowerment brings out creativity and innovation but
―empowerment programs won‘t work unless employees work in teams‖ so
Human Resource professionals who want employees to feel empowered
should start by reorganizing their workforce into teams (Ivancevich, et al.,
2005).
52
METHODOLOGY
This part of the study includes the locale and time of the study,
respondents of the study, research method and design, data gathering
instrument, data gathering procedure, and data analysis and
interpretation.
Locale and Time of the Study
The Researcher‘s study was conducted at Benguet State University
located at La Trinidad, Benguet, which is five (5) kilometers away from
Baguio City, during the months of March to December 2011.
Figure 7 identifies the clients of the Supply and Property
Management Office (SPMO) and their location in the University.
The Respondents
One hundred two (102) respondents, which is thirty-four percent
(34%) of the two hundred ninety-two (292) non-teaching staff from the
different offices and colleges of the university, gave their support to this
study. The respondents were the clients of Supply and Property
Management Office (SPMO). They are the staff from other offices of
Benguet State University (main) who requests supplies and services from
SPMO.
53
Figure 7. Sketch map of Benguet State University showing the clients of
SPMO and their location
54
Research Method and Design
The descriptive method, through the normative survey, was used in
this study. This study is a survey of present condition, the desired
condition and held ideas and opinions of respondents in a direct manner.
Client perception on the extent of attribution to client satisfaction and level
of effectiveness of job design techniques were sought from a list of options
stated in the survey questionnaire, which were supported by the
Researcher‘s personal informal interview with the respondents and
available records of the Office, apart from the Researcher‘s observation
and experiences.
Data Gathering Instrument
The use of survey form, informal interview, observation and use of
reference materials from Benguet State University were the data gathering
techniques used in this study.
The structured close-ended questionnaire checklist, which is the
main instrument used in this Research, consisted of two (2) parts only,
namely: Part 1, which dealt with the human resource practices along the
different functional areas of human resource management, and Part II,
which dealt with the degree of effectiveness of job design techniques on
55
Benguet State University (BSU) in relation to supply and property
management ( Appendix ―B‖).
Data Gathering Procedure
The Researcher secured a consent from the former President of
Benguet State University, Dr. Rogelio Colting to administer the survey
questionnaire to the clients of Supply and Property Management Office
(SPMO) as well as to cull information from the references of the University
(Appendix ―A‖).
The Researcher administered personally the survey questionnaires
to the staff and clients of SPMO and collected the same after one (1)
week. Distribution and collection of survey questionnaires were easily
carried out in a few days because the respondents were located within the
university campus (Figure 7).
Personal interview to peers was conducted before and after the
administration of the questionnaire.
Data gathered from the questionnaires were tallied, counted and
reflected in tabular form.
Data on organizational structure and mandate of the Supply and
Property Management Office (SPMO) as well as the client‘s evaluation on
the performance of SPMO staff were taken from the records of said office.
56
Data Analysis and Interpretation
Data gathered were tabulated, categorized and analyzed using
descriptive statistics like frequency, computed means and ranking.
Formula for Weighted Mean:
WM = X
N
Where:
X = score
= summation of
N = number of scores
The study made use of the Five (5) - Point Scale in determining the
extent of attribution of human resource practices to client satisfaction of
Supply and Property Management Office (SPMO). Corresponding nominal
values, statistical limits, and descriptive equivalents were assigned as
follows:
Scale Statistical Limit Descriptive Equivalents
5
4.51 – 5.00 Very Strong Attribution (VSA), with 81%-100% attribution
4
3.51 – 4.50 Strong Attribution (SA), with 61% - 80% attribution
3
2.51 – 3.50 Weak Attribution (WA), with 41% - 60% attribution
2
1.51 – 2.50 Very Weak Attribution (VWA), with 1% - 40% attribution
1
1.00 – 1.50 No Attribution (NA), with 0% attribution or not a practice
57
T-test against t2.5%,101 with a tabular value of 1.960 was used in
determining the degree of effectiveness of job design techniques.
Computation of tc:
( )
tc=
Where:
Tc= Computed value of t
D= Difference of x and y
N= Number of cases
∑D= Summation of the difference of x and y
∑(D)2= Summation of the difference of x and y
Corresponding nominal values, statistical limits, and descriptive
equivalents were assigned, with the use of the following scale:
Value
Statistical Limit
Descriptive Equivalents
5
4.51 – 5.00
Highly Effective (HE)
4
3.51 – 4.50
Very Effective (VE)
3
2.51 – 3.50
Moderately Effective (ME)
2
1.51 – 2.50
Fairly Effective (ME)
1
1.00 – 1.50
Not Effective (NE)
58
RESULTS AND DISCUSSION
This chapter delves with the presentation, analysis, interpretation
and correlation of findings along the two problems on the investigation of
human resource practices towards client satisfaction.
The results and discussion of findings revolved around the
perceived extent of attribution of human resource practices to client
satisfaction of Supply and Property Management Office (SPMO) of
Benguet State University (BSU) along organizational climate and working
relations management, discipline administration, personnel development,
and performance management as well as the level of effectiveness of job
design techniques for supply and property management of Benguet State
University (BSU).
Extent of Attribution of Human Resource
Practices to Client Satisfaction
Generally, the computed weighted means of responses in Table 3
shows that Organizational climate and working relations management and
Personnel development have Strong Attribution (SA) to client satisfaction
of the Supply and Property Management Office (SPMO) with a computed
mean of 3.80 and 3.60, respectively.
59
Table 3. Extent of attribution of human resource practices to client
satisfaction
DIMENSION OF HR PRACTICES
M
DE
RANK
Organizational Climate and Working
3.80
SA
1
Relations Management
Discipline Administration
3.50
WA
3
Personnel Development
3.60
SA
2
Performance Management
3.08
WA
4
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
This implies that practices to boost desirable organizational climate
and working relations as well as the practices towards professional growth
of staff immediately provides client satisfaction. It may be inferred that the
respondents are both ―groupistic‖ and ―individualistic‖. This finding
substantiated the statement of Andres (2005) that Filipinos are particular
with their relationship with their fellowmen in terms of carrying out a task,
referring to the Filipino value of pakikisama, but tend to be self-centered in
achieving something to credit themselves like raise in salary, promotion,
and additional incentive. The same concept was cited by Galangco
(2008).
60
Organizational climate and working relations management was
scored as Rank 1 hence, the most attributing practice to satisfaction of
clients among the other dimensions of human resource practice. This
suggests that, as cited by Lopez (1995), greater degree of client
satisfaction will be achieved by SPMO when practices in establishing
smooth working relationship with the clients is given priority attention. This
also favors the recommendation of Michael Ferris in effective inventory
tracking to establish rapport with the staff and leadership and create a
customer-focused relationship (downloaded from http://findarticles.com.
Accessed online on January 20, 2012).
On the other hand, Discipline administration and Performance
management was perceived to have Weak Attribution (WA) to client
satisfaction, with a mean of 3.50 and 3.08, respectively. Performance
management was ranked the least may be because the respondents were
clients that they were focused on the immediate provision of their requests
and not on the enhancement of the performance of the staff or service
provider. If the respondents were the service providers, this dimension
could have strong attribution to client satisfaction.
61
Extent of Attribution of Organizational Climate
and Working Relations Management
Towards Client Satisfaction
It can be gleaned in Table 4 that all of the given practices of
organizational climate and working relations management, except the Use
of courteous or accommodating words by the staff (3.44), were perceived
by respondents to have Strong Attribution (SA) to client satisfaction with
the following computed mean: Use of comfortable facilities/equipment –
3.63; Installation of duty on guard or Officer of the Day – 4.01; Use of
Supply and Management database system (inventory, distribution,
disposal, cost, requests, etc.) – 3.69; Installation of waiting/receiving area
for clients – 3.70; Adoption of lean organizational structure and simple
requirements for client‘s requests – 3.66; Use of courteous and
accommodating words by the staff – 3.44; Adequate and constant
communication between staff and clients – 3.90; Teamworking among
staff in providing services to clients – 3.90; and, Use of intercom or paging
system as a channel for information dissemination – 3.85.
The respondents of this study perceived the installation of duty on
guard or Officer of the Day (OD) as the most attributing practice towards
client satisfaction, being ranked number 1. This implies that most of the
respondents deserves attention and that their requests be immediately
catered.
62
Table 4.Perceived extent of attribution of organizational climate and
working relations management practices towards client satisfaction
ORGANIZATIONAL CLIMATE AND WORKING
M
DE RANK
RELATIONS MANAGEMENT PRACTICES
Use of comfortable office facilities/equipment
3.63
SA
8
Installation of duty on guard or Officer of the Day
4.01
SA
1
Use of Supply and Management Database system 3.69
SA
6
(inventory, distribution, disposal, cost, requests,
etc)
Installation of waiting/receiving area for clients
3.70
SA
5
Adoption of lean organizational structure and
3.66
SA
7
simple requirements for client‘s requests
Use of courteous or accommodating words by the
3.44
WA
9
staff
Adequate and constant communication between
3.90
SA
2.5
staff and clients
Teamworking among staff in providing services to
3.90
SA
2.5
clients
use of intercom or paging system as a channel of
3.85
SA
4
communication for information dissemination
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
63
This finding, however, negated the concept of Andres (1985) that
climate dimension recognition is the most immediate concern that needs
personal attention because, according to the Researcher‘s interview and
observation with his co-staff in the SPMO, the respondents are not
particular on the commendations from their supervisors as long as they
have smooth working relationship with their supervisors and clients so that
they can better carry out their duties and responsibilities. This implies that
group cohesiveness in the most important in working relations
management. Hence, ways of building smooth working relationship may
include adequate and constant communication between staff and client to
build mutual trust and confidence among them, as cited by Galangco
(2008), and teamworking, as cited by Paayos and Zorilla (2003), Andres
(1985), and Parcasio (2008), and Davenport (1999) which coincides with
Table 8 that group technique is the most effective job design technique.
Adoption of lean organizational structure was perceived to have
Strong Attribution (SA) to client satisfaction. This practice, however,
disagrees with the belief of Chruden and Sherman Jr. (1984) that the
number of management levels, or hierarchy, within the organization
determines how effectively the chain of command operates because each
additional level down the line serves to remove top management farther
from the employee level and thus lengthens the lines of communication
64
and delivery of services. Short-circuiting this chain at times can contribute
to better and more rapid decision-making by drawing directly upon the
expertise of employees at the scene of action. Furthermore, the concept of
Sission and Storey (2000) of a divisionalized or lean organization as
―decentralized operationally, but centralized strategically‖ can be
applicable in Benguet State University. However, functional flexibility, or
the capability of employees to switch between different tasks, is the best
recommended practice for better teamwork in supply chain management
(Andres, 1985 and Chruden and Sherman Jr.,1984).
The use of courteous or accommodating words by staff was
perceived to have the least and Weak Attribution (WA) to client
satisfaction. This may be influenced by the non-expressive culture of
Cordillerans.
Extent of Attribution of Discipline Administration
Towards Client Satisfaction
It is noted in Table 5 that the only Discipline administration practice
which was perceived to have Strong Attribution (SA) to client satisfaction
is the Posting of guidelines and updates of SPMO, with a computed mean
of 3.65. This implies that proper procedures and guidelines of SPMO will
be followed when its clients are properly informed about these procedures
and guidelines, hence an orderly flow of office operations prevail. Clear
65
guidelines is imperative in efficient supply and property management. This
finding coincided with the recommendation of John Kautzer
(http://findarticles.com. Accessed on January 25, 2011) for effective
inventory tracking that policies should be concise but clearly established
policies and procedures should be well disseminated. It further conceded
with the explanation of Powell, et. al (1996) and Miranda (1981) that the
establishment of clear achievable objectives where every activity or policy
is anchored from, will lead to easier attainment of the general goal or
company vision. Even government guidelines governing management of
supplies and equipment have gray areas leading to confusion and unacted
concerns. Sometimes, employees are not aware of all the guidelines and
policies of SPMO or of supply and property management. Again, constant
communication should be practiced, as suggested in Table 4. This means
that there should be wide dissemination of guidelines and updates of
SPMO which could be through posting in bulletin boards, University
website, through furnishing a copy to concerned offices and through
announcing in the intercom or paging system of the school.
On the other hand, discipline administration practices having Weak
Attribution (WA) towards client satisfaction include Very strict
implementation of office policies (3.38);
66
Table 5. Perceived extent of attribution of discipline administration
practices towards client satisfaction
DISCIPLINE ADMINISTRATION PRACTICES
M
DE RANK
Very strict implementation of office policies
3.38 WA
4
Strict implementation of office policies but with
3.41 WA
2
little leniency of the immediate supervisor on a
case-to-case basis
Posting of guidelines and updates of SPMO
3.65
SA
1
Giving of recognition to high performing staff
3.39 WA
3
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
Strict implementation of office policies but with little leniency of the
immediate supervisor (3.41), and Giving of rewards to high performing
staff (3.39).
This implies that positive and negative reinforcements cannot be
effective to the staff of SPMO. This may be due to the fact that, being in a
government employment, the staff have security of tenure and are
satisfied with benefits and compensation.
67
Extent of Attribution of Personnel Development
Towards Client Satisfaction
Along personnel development, Table 6 shows that practices which
were perceived to have Strong Attribution (SA) are More training is given
on knowledge acquisition relative to supply and property management
(3.86); More training is given on attitude reformation (3.70); More training
is given on skills enhancement relative to supply and property
management (3.76); Provision of personnel scholarship for higher
education (3.64); Provision of related trainings to all personnel (3.53);
Provision of related training to selected personnel; and formulation of
programmed trainings for staff (3.52). Knowledge acquisition was ranked
number 1 with the highest computed mean of 3.86. This implies that
service providers who possess the necessary knowledge, attitude and
skills can also provide client satisfaction in the delivery of services of
SPMO through itsgood job performance. It can be inferred from this study
that the capacity to perform knowledge-acquisition, skills enhancement,
and attitude reformation are major components of personnel development
which enables the service provider to meet the expectations and needs of
clients. This requires training to be effective. Kirkpatrick (1994)
accentuated that an effective training should show results that the training
improved the organization‘s effectiveness. This supported the
68
conceptualization of Ivancevich, et. al. (2005) that job performance, is
ensured when there is complete determinants of performance namely,
capacity to perform, willingness to perform, and opportunity to perform.
Table 6. Perceived extent of attribution of personnel development
practices towards client satisfaction
PERSONNEL DEVELOPMENT PRACTICES
M
DE RANK
More training is given on knowledge acquisition
3.86
SA
1
relative to supply and property management
More training is given on attitude reformation
3.70
SA
3
More training is given on skills enhancement
3.76
SA
2
relative to supply and property management
Provision of personnel scholarship for higher
3.64
SA
4
education
Provision of related trainings to all personnel
3.53
SA
5
Provision of related trainings to selected
3.52
SA
6.5
personnel
Trainings are re-echoed
3.32
WA
8
Formulation of programmed trainings for staff
3.52
SA
6.5
Legend:
Statistical Limit Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
69
Personnel in a service-oriented organization like the SPMO has to
have sufficient knowledge in the services it provides so that they become
productive in their job. However, this finding challenged the statement of
Lorenzo and Piga (2001) that to place police officers in school does not
guarantee improvement in their knowledge and performance.
Extent of Attribution of Performance Management
Towards Client Satisfaction
Table 7 shows that all the given practices in performance
management were perceived to have Weak Attribution (WA) to client
satisfaction. However, most of the respondents have perceived both the
conduct of action planning and the conduct of manpower audit to be the
most attributing performance management practice towards client
satisfaction, being ranked number 1.5, with a computed mean of 3.34.
This implies a brainstorming of the problems and needs of the service
providers, the ways to resolve them, and assigning of tasks before
implementing any activity to ensure the success of such activity. It also
implies that service providers may be assigned to carry out tasks
according to their capability. It can be inferred that SWOT analysis,
service orientation, and outcome orientation is helpful in evaluating the
performance of the SPMO in satisfying the needs of their clients.
70
Table 7. Perceived extent of attribution of performance management
practices towards client satisfaction
PERFORMANCE MANAGEMENT PRACTICES
M
DE RANK
Use of customer feedback system
3.26 WA
3
Conduct of SWOT analysis
3.06 WA
6
Conduct of personnel commitment mapping
3.18 WA
5
Conduct of Office performance appraisal
1.96 VWA
8
Conduct of action planning
3.34 WA
1.5
Internalization of office vision/mission or guiding
2.54 WA
7
philosophy
Conduct of succession planning (for personnel
3.20 WA
4
promotion, transfer, demotion)
Conduct of manpower audit (according to age,
3.34 WA
1.5
position, salary grade, performance rating,
educational attainment, personal qualities,
assessment of potential)
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Very Strong Attribution (VSA), with 81%-100% attribution
3.51 – 4.50
Strong Attribution (SA), with 61% - 80% attribution
2.51 – 3.50
Weak Attribution (WA), with 41% - 60% attribution
1.51 – 2.50
Very Weak Attribution (VWA), with 1% - 40% attribution
1.00 – 1.50
No Attribution (NA), with 0% attribution or not a practice
Degree of Effectiveness of Job Design Techniques
T-test result, as shown in Table 8, indicates that all techniques of
job design are effective. The techniques are significantly different from the
moderate degree of effectiveness.
71
The use of Group technique is the most effective job design in
supply and property management as perceived by the respondents, being
ranked 1 with a mean of 4.03.
This indicates that the Filipino value of pakikisama or groupistic
(Andres, 1985) is strong among the employees of BSU. They use their
being groupistic in ensuring wholistic, more accurate and faster services in
supply and property management by creating committees such as the
Inventory committee and Procurement Management Office hence,
recommending the Group technique. This technique may have matched
the perceived most attributing practice towards client satisfaction as
unveiled in Table 3, which is Organizational climate and working relations
management, because during the process of Group technique occurs
teaming and team building (Payos and Zorilla, 2003), regard for each
other‘s benefit is maintained (Andres, 1985), effort activates skill,
knowledge, and talent and harnesses behavior to call forth human capital
investment (Thomas Davenport, 1999), and brings out creativity and
innovation (Ivancevich, et. al, 2005) especially during organization change
(Martires and Fule, 1993).
On the other hand, the effectiveness of group technique may have
been attributed to the nature of work in SPMO where big quantity of
72
supplies and materials are being managed hence, more manpower is also
needed.
Other Very Effective job design techniques for supply and property
management, other than Group technique, are Scientific technique (4.02),
Job enlargement (3.82), and Job enrichment (3.84). The adoption of
Scientific technique substantiates the need for action planning as unveiled
in Table 7. Job enlargement and job enrichment can be implemented
based on the result of manpower audit as suggested in Table 7 also.
These techniques can be currently applicable to SPMO.
Table 8. Perceived degree of effectiveness of job design techniques in
supply and property management
JOB DESIGN TECHNIQUES
M
DE
RANK
S
TC
Scientific technique
4.02
VE
2
0.8874
11.494
Job enlargement
3.82
VE
4
0.7962
10.299
Job rotation
2.59
ME
5
0.9000
6.556
Job enrichment
3.84
VE
3
0.7617
11.028
Group technique
4.03
VE
1
0.7911
12.893
Legend:
Statistical Limit
Descriptive Equivalents
4.51 – 5.00
Highly Effective (HE)
3.51 – 4.50
Very Effective (VE)
2.51 – 3.50
Moderately Effective (ME)
1.51 – 2.50
Fairly Effective (ME)
1.00 – 1.50
Not Effective (NE)
73
However, Job rotation which is perceived as Moderately Effective,
with a mean of 2.59, is the least recommended technique because the
staff of SPMO may not appreciate the idea of job rotation. Currently, the
staff of SPMO are in-charged of different properties but conducts the
same procedures like recording, inventory, distribution, and disposal
hence, there can be no challenge or there is very little learning on their
part. To some extent, overlapping of job functions cannot be avoided
sometimes.
74
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary of results, conclusion drawn
from the results and the Researcher‘s recommendations.
Summary
The focus of this study is to identify the extent of attribution of
human resource practices to client satisfaction of Supply and Property
Management Office (SPMO) and to determine the degree of effectiveness
of job design techniques in supply and property management of Benguet
State University. The findings in this study are recapitulated as follows:
1. Along organizational climate and working relations management,
the respondents of the study perceived the Installation of duty guard or
Officer of the Day, Use of comfortable facilities/equipment, use of
database system (in inventory, distribution, disposal of materials),
installation of waiting/receiving area for client‘s requests, adoption of lean
organizational structure, adequate and constant communication,
teamworking, and use of intercom or paging system for information
dissemination, were perceived to have Strong Attribution (SA) to client
satisfaction;
75
2. Along discipline administration, posting of guidelines and
updates of SPMO was perceived to have Strong Attribution (SA) towards
client satisfaction.
3. Along personnel development, conduct of knowledge-based
training, conduct of skills enhancement training, conduct of values
reformation, provision of related trainings to all personnel, provision of
related trainings to selected personnel, provision of personnel scholarship
for higher education, and formulation of programmed trainings for staff
were perceived to have Strong Attribution (SA) to client satisfaction.
4. Along performance management, none of the given practices
were perceived by clients to have Strong Attribution (SA) to their
satisfaction.
5. In assigning duties and responsibilities in supply and property
management, Group technique, Scientific technique, Job enrichment, and
Job enlargement were scored as Very Effective (VE). Whereas, Job
rotation was scored as Moderately effective (ME). Group technique of job
design was scored to be the most effective technique of job design which
surmised that the use of teamwork is the most effective means of
accomplishing a task in supply and property management.
76
Conclusions
Based on the findings, the following conclusions are drawn:
1. The most attributing human resource practice to client
satisfaction is the enhancement of organizational climate and working
relations of the staff and clients of SPMO.
1.a. Installation of Officer of the Day, adequate and constant
communication, and teamwork builds a favorable organizational
climate.
1.b. The wide dissemination of guidelines and updates of
SPMO is the foremost consideration in providing immediate
delivery of services of SPMO and in committing lesser error of
work.
1.c. SPMO staff needs more knowledge on matters related
to supply and property management.
2. Group technique is the most effective job design in supply and
property management as perceived by the respondents. Teamwork is the
most effective way of getting things done in supply and property
management.
77
Recommendations
In view of the summary of findings and conclusions, the following
recommendations are forwarded:
1. In supply and property management, it is important that
supervisors initiate the establishment of smooth working relationship
among the personnel through adequate communication with their
subordinates. This can be done by adopting the suggestion of Andres
(1985), to wit: (1) Share more information with employees to eliminate
misunderstanding and rumor; (2) conduct better appraisal interviews
where managers should encourage employees to bring up any problem
they encounter in their jobs; (3) praise the good work done by employees
so that they will continue and persevere in their positive attitudes and
activities; (4) give time for counseling as well as consultation; (5)
determine if the intended meaning in messages was actually received and
understood correctly; (6) qualitatively and quantitatively regulate
communication to ensure an optimum flow of information to supervisors;
(7) utilize feedback; (8) introduce repetition into communication; (9)
encourage mutual trust; (10) effective communication can be facilitated
with the proper timing of major announcements; (11) simplify the language
used in communication; (12) listen effectively or with understanding; (13)
use the grapevine as a bypassing mechanism; (14) develop positive
78
attitudes; (15) use algorithm in explaining company rules by breaking
down a problem, isolate the factors that point to the solution and frame
those factors in separate questions answerable by yes or no.
a. The Researcher recommends the conduct of periodic meeting or
salu-salo or kapihan and teambuilding activities among both the
supervisors, staff, and clients of SPMO.
b. In pursuit of building team effectiveness in supply and property
management, trainings of personnel on inventory, recording, storekeeping,
distribution, disposal and appraisal of supplies and properties as well as
on Emotional Intelligence (EI) competencies is hereby recommended. See
Appendix D for the proposed training design and EI exercises in Appendix
E.
However, a tool on evaluating training effectiveness should be
administered to the trainees after a certain agreed upon period to measure
whether the training conducted improved the effectiveness of the
office/department.
There are assessment tools in measuring EI but Organizational Vital
Signs (OVS), by Six Seconds is more recommended. It is an
organizational climate assessment that gives a clear picture of how people
are relating to each other and the workplace. Unlike the other tests, OVS
is designed to assess a group or an organization to show the context in
79
which individuals perform. The test measures six factors: Trust,
Collaboration, Accountability, Leadership, Alignment, Adaptability. These
factors statistically predict over 50% of productivity + customer service +
retention.
c. The BSU management may initiate organizational practices to
ensure that SPMO guidelines and updates are widely disseminated such
as posting in bulletin boards, University website, furnish a copy of the
guidelines to the concerned offices, and use of intercom of paging system.
d. A proposed organizational structure for a better illustration of the
SPMO with the concept of teamwork is found in Appendix F.
e. The installation of Officer of the Day of SPMO is also
recommended in order to provide prompt service to clients. Such Officer
should be given authority and responsibility to release and record requests
in the absence of the concerned staff.
2. The creation of teams or committees to carry out the functions of
SPMO, especially those relatively wide, complicated or difficult functions
is recommended by the Researcher. Such team may include such as
inventory committee, information dissemination committee, disposal
committee, distribution committee, and storekeeping committee for a
better quality output.
80
3. A Client Satisfaction Framework is hereby presented and
recommended for adoption by Benguet State University.
The satisfaction of clients of Supply and Property Management
Office (SPMO) of Benguet State University (BSU) can be achieved
through the four (4) dimensions of human resource management namely,
organizational climate and working relations management, discipline
administration, personnel development, and performance management.
Result of this study shows that the priority practices leading to satisfaction
of clients on the services of SPMO are on the enhancement of
organizational climate and working relations management as well as on
the development of the staff of SPMO. The foremost practice on
organizational climate and working relations management in satisfying
clients is the installation of Officer of the Day who will provide information
to queries of clients and immediately accommodate the request of clients
in the absence of the concerned staff. The subsequent practices
according to order of priority are adequate and constant communication
between staff and clients and teamworking among staff, use of intercom or
paging system, installation of waiting/receiving area for clients, use of
database system, adoption of lean organizational structure and simple
requirements, and provision of comfortable office facilities/equipments.
Likewise, SPMO staff needs improvement in their knowledge, attitude, and
81
skills through trainings and re-trainings. Secondary consideration which
can support the priority aforesaid practices to win the satisfaction of clients
on the services of SPMO are discipline administration and performance
management practices. The results of the study shows that smooth flow of
operation of the Office and good working relationship between SPMO and
its clients will be achieved when clients are well informed on the guidelines
and updates in relation to the services of SPMO. This can be done by
posting the guidelines and updates e.i. bulletin boards, University website,
use of intercom or furnish copy to the office/s concerned. In performance
management, planning of the activities of SPMO, manpower auditing, use
of customer feedback system has to be considered. In arranging and
assigning duties and responsibilities in supply and property management,
the organization of committees or groups, scientific technique, job
enrichment, and job enlargement are very effective to ensure efficiency of
service delivery to clients.
82
POSTING OF GUIDELINES & UPDATES,
BULLETINBOARDS, WEBSITE, USE OF INTERCOM,
FURNISH COPY TO CONCERNED OFFICES
FORMATION OF
PROGRAMMED TRAINING
INSTALLATION OF
FOR STAFF
WAITING AREA
RECEIVING AREA
CONDUCT OF
FOR CLIENT
ATTITUDE
REFORMATION
TRAINING
INSTALLATION OF
USE OF
OFFICER OF THE
DATA BASE
CONDUCT OF SKILLS
DAY
ENHANCEMENT TRAINING
ADEQUATE &
LEAN
ORGANIZATION
CONSTANT
CLIENT
TRAINING &
COMMUNI-
AL STRUCTURE
SATISFACTION
RETRAINING
CATION
OF STAFF
& SIMPLE
BETWEEN
JOB
REQUIREMENT
STAFF &
ENLARGEMENT
USE OF
CLIENT
CONDUCT OF KNOWLEDGE
COMFORTABLE
BASED – WORK RELATED TRAINING
TEAMWORKING
OFFICE FACILITIES
AMONG STAFF
MANPOWER
JOB ENRICHMENT
& EQUIPMENT
PERSONNEL
AUDIT
USE OF
SCHOLARSHIP FOR
INTERCOM OR
HIGHER EDUCATION
PAGING SYSTEM
GROUP TECHNIQUE
(FORMATION OF
SUCCESSION
COMMITTEES OR
PLANNING
GROUP)
ACTION PLANNING, TASK ORIENTATION,
SCIENTIFIC TECHNIQUE OUTCOME ORIENTATION (BRAINSTORMING)
(PERFORMANCE APPRAISAL) USED OF CUSTOMER FEEDBACK SYSTEM
Figure 8. Recommended client satisfaction framework
For Benguet State University by Landisan, C.A.
& Atulba, P. A. (2012)
83
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Development Journal. Vol. 3 series of 1995. Pp.20-22.
IVANCEVICH, J., et. al.,. 2005. Organizational Behavior and
Management. McGraw-Hill/Irwin: New York, U.S.A. Pp. 27-34,
136-137, 409-410, 596.
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Development Quarterly. Pp. 23-25.
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Effectiveness of the Faculty of the University of Baguio.
Unpublished Doctoral Dissertation. Baguio City. 57.
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Manila: Integrated Publishing House. Pp. 43.
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Government Agencies. Volume I – III. 2002. P. 1.
MARTIRES, C. AND FULE, G. 1993.Management of Human Behavior in
Organizations. National Bookstore: Mandaluyong City. Pp. 352-
353.
MARTIRES, C.. 2008. Human Behavior in Organizations. Third Edition.
National Bookstore: Mandaluyong City. P. 79, 102-103.
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Publishing House: San Juan, Metro Manila, P. 85.
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in Organization. Benguet State University – Open University. P. 36,
39.
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PAYOS, R. & ZORILLA, O. 2003. Personnel Management in the 21st
Century. Rex Book Store: Manila, Philippines. Pp. 49-52, 63.
POWELL, et. al. 1996.―Learning to Lend‖. Reader‘s Digest. P. 29.
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Baguio.P. 1.
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Inc.: Manila, Philippines. P. 15.
SISSION, K & STOREY, J. 2000. Managing Work and Organizations: The
Realities of Human Resource Management. Open University
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January 23, 2011
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87
Appendix A
LETTER OF PERMISSION TO ADMINISTER QUESTIONNAIRE
October 12, 2011
DR. ROGELIO D. COLTING
President
Benguet State University
La Trinidad, Benguet
Thru: The Vice-President for Administration
Dear Sir,
Greetings.
Yours truly is a student of Master in Human Resource Management
at the Open University, Benguet State University. I am currently
conducting a study entitled ―Human Resource Practices for Improved
Supply and Property Management of Benguet State University (BSU)‖ as
a requirement of said course.
In this regard, please allow me to administer my questionnaire to
the personnel of SPMO as well as those who are direct clients of the
Supply and Management Office (SPMO). Your approval to this request
may help our school in providing better services of the school in supply
and property management.
Cordially yours,
(sgd)PHILIP A. ATULBA
Researcher
Recommending Approval:
(sgd)LITA M. COLTING
Director, Open University
88
Appendix B
SURVEY QUESTIONNAIRE
Dear fellow workers,
I am currently conducting a study on the human resources
practices in supply and property management as a requirement of my
course in Master in Human Resource Management at the Open
University of this institution. In this regard, I respectfully solicit your
contribution by answering the Questionnaire below.
(Sgd)Philip A. Atulba
Researcher
I. What is the extent of attribution of the following human resource
practices to your satisfaction as client of Supply and Property
Management Office? Please put a check ( ) mark on the appropriate
column of your choice:
5 – Very Strong Attribution (VSA), 81.00% - 100.00% attribution
4 – Strong Attribution (SA), 61.00% - 80.00% attribution
3 – Weak Attribution (WA), 41.00% - 60.00% attribution
2 – Very Weak Attribution (VWA), 1.00% - 40.00% attribution
1 – No Attribution (NA), 0% attribution or not practiced
PRACTICE
5
4
3
2
1
A. Organizational climate and working relations management
1. Use of comfortable office facilities/equipment
2. Installation of duty on guard or Officer of the
Day
3. Use of Supply and Management Database
system (inventory, distribution, disposal,
cost, requests, etc)
4. Installation of waiting/receiving area for
clients
5. Adoption of lean organizational structure and
simple requirements for client‘s requests
6. Use of courteous or accommodating words
by the staff
7. Adequate and constant communication
between staff and clients
89
8. Teamworking among staff in providing
services to clients
9. Use of intercom or paging system as a
channel of communication for information
dissemination
B. Discipline administration
1. Very strict implementation of office policies
2. Strict implementation of office policies but
with little leniency of the immediate
supervisor on a case-to-case basis
3. Posting of guidelines and updates of SPMO
4. Giving of recognition to high performing staff
C. Personnel Development
1. More training is given on knowledge
acquisition relative to supply and property
management
2. More training is given on attitude reformation
3. More training is given on skills enhancement
relative to supply and property management
4. Provision of personnel scholarship for higher
education
5. Provision of related trainings to all personnel
6. Provision of related trainings to selected
personnel
7. Trainings are re-echoed
8. Formulation of programmed trainings for
staff
D. Performance management
1. Use of customer feedback system
2. Conduct of SWOT analysis
3. Conduct of personnel commitment mapping
4. Conduct of Office performance appraisal
5. Conduct of action planning
6. Internalization of office vision/mission or
guiding philosophy
7. Conduct of succession planning (for
personnel promotion, transfer, demotion)
8. Conduct of manpower audit (according to
age, position, salary grade, performance
rating, educational attainment, personal
qualities, assessment of potential)
90
II. Assess the effectiveness of the following techniques of job design
(arranging and assigning duties and responsibilities to ensure efficient
completion of tasks) on Benguet State University in relation to supply and
property management by checking ( ) the appropriate column of your
choice.
5 – Highly effective (HE)
4 – Very effective (VE)
3 – Moderately effective (ME)
2 – Fairly effective (FE)
1 – Not effective (NE)
TECHNIQUE
5
4
3
2
1
1. Scientific technique (done by observing past
performance of employees)
2. Job enlargement (adding more related
duties to a personnel according to his/her
capabilities)
3. Job rotation (lateral shifting an employee
from one job to another)
4. Job enrichment (increasing the depth of job
by increasing authority and responsibility)
5. Group technique (a group of individuals
performs a particular job, being a collective
job)
91
92
93
Appendix D
BRIDGING THE GAP THRU EMOTIONAL INTELLIGENCE
SKILLS TRAINING
A TRAINING PROPOSAL
Date: April 2-4, 2012
Venue: Neverland Mountain Resort, Asin, Tuba, Benguet
Course Level: Beginners and Intermediate
Participants/delegates: 9 personnel of SPMO, including its Chief
Supervisor
Rationale:
A study conducted by the Supply and Property Management Office
(SPMO) of Benguet State University (BSU) shows that organizational
climate and working relations management is the most attributing factor in
attaining optimal performance of personnel. Particularly mentioned was
the importance of adequate and constant communication and teamwork in
the adoption of Group technique in arranging duties and responsibilities to
ensure completion of task (job design). These factors involves the
management of emotions of every individual in order to achieve good
working relationship with the team/group.
Emotional intelligence can help the trainees to become more
emotionally skilled.
Much has been discovered in the past 30 years on Emotional
Intelligence and countless studies show its incredible role in an individual‘s
success. It has been shown that, Emotional Intelligence or EI, can be even
more critical than the power of the cognitive brain usually measured with
IQ. In others words, if you want to succeed, you would be much better off
working on your soft skills, empathy, communication skills, understanding
others and so on than to become better only at a specific technical skill.
Consider the following quote from the studies by Daniel Goleman:
“Comparing the three domains, I found that for jobs of all kinds,
emotional competencies were twice as prevalent among
distinguishing competencies as were technical skills and purely
94
cognitive abilities combined. In general the higher a position in an
organization, the more EI mattered: for individuals in leadership
positions, 85 percent of their competencies were in the EI domain.”
Introduction:
You, your staff and your team mates can hugely benefit from the
information, methods and skills provided in this course. The EI course can
pay huge dividends later on especially in situations where your team is
under stress due to deadlines, demanding clients or boss or intense and
unproductive meetings. Understanding EI and mastering the skills
involving emotional intelligence will greatly help you and your team in
difficult situations.
Objectives of the course:
By the end of this course the delegates will be able to:
Identify the main EI competencies and know how each area can
contribute to your personality and interaction with others
Recognize and understand your moods and emotions and their
effect on others
Manage and regulate your emotions to make sure they don‘t disrupt
your behavior
Control and guide your emotions so you can achieve more, boost
yourself and vastly increase your productivity
Establish rapport with others and improve the effectiveness of your
communication
Understand others‘ feelings when interacting with them and
become a trusted person in their network
Understand others needs systematically and respond accordingly
to get maximum results in your interactions with them
Training Design:
Day
Time
Topic/Activity
Resource
Expected
Speaker
Output
1
(April
Introduction to EI
2,
9:00 AM-
2012) 12:00NN
What is EI?
What constitutes the
95
EI framework?
What are EI
competencies?
Self-Awareness
1:00-5:00
PM
What is emotion?
Why are we
emotional?
How does
―Emotional
Hijacking‖ take
place?
How does the brain
process emotions?
How does the brain
perceive the world?
2
(April
9:00 AM
Self-Management
3,
–
2012) 12:00NN
How to take
advantage of the
power of optimism?
How to manage
your anger
effectively?
How to control your
worry?
Self-Motivation
How to motivate
1:00-
yourself?
3:00PM
How to avoid
apathy?
How to be creative?
Empathy
How to have
empathic
96
communication with
others?
3:00-
What is the
5:00PM
physiology of
empathic
communication?
Day 3
(April
9:00AM-
Social Awareness
4,
12:00NN
2012)
How to have
effective group
interactions?
How to listen
positively?
What are the
―Negative Listening
Types‖?
How to raise your
social awareness
through listening?
1:00-
Relationship Management
5:00PM
What are the ―Six
Human Needs‖?
How to recognize
others‘ needs and
desires?
How to categorize
people based on
their needs to make
useful conclusions
on follow up
actions?
Remarks:
You can follow this training course with two more 1-Day Advanced
courses on Emotional Intelligence such as:
97
- Advanced Emotional Intelligence: Personal Skills Training
Materials
- Advanced Emotional Intelligence: Interpersonal Skills
Training Materials
Budgetary Requirements:
Meals:Php____ /head x 1 meal (lunch time) x 3 days x 10 pax =
Snacks: Php ____/head x 2 snacks x 3 days =
Resource Speaker: Php_____/day x 3 days =
Token to the Resource Speaker: Php 1,500.00 =
Total = Php ________
Recommendation:
The SPMO strongly recommends for the conduct of this training course among its
9 personnel.
(Sgd) NICANRA J. COILAN, MPA
Head, SPMO
98
Appendix E
EMOTIONAL INTELLIGENCE (EI)
EMOTIONAL INTELLIGENCE: Sample questionnaire and Exercises
(Downloaded from www.our-emotional- health.com. “Parenting for a Peaceful World”)
Instruction:
This questionnaire is designed to provoke reflection about areas of
your emotionality that you might like to expand or develop. They may also
help you identify areas that are already well developed.
Some of the questions in this questionnaire may seem a little banal
at first glance, nevertheless, do take the time to weigh up how each item
applies to you personally, as honestly as possible. The questions are
arranged in a number of categories, and they do not represent all aspects
of human emotionality.
After you have answered ‗yes‘ or ‗no‘, ask significant people in your
life how they see you in terms of these questions — their feedback could
be both surprising and valuable.
If your friend or partner answered ‗no‘ when you answered ‗yes‘ or
vice versa, take the opportunity to re-consider the question. Much can be
learned from another‘s perspective.
99
Please note that this is not a quiz or a personality test; emotional
intelligence is not quantifiable. This should not provide a framework for
interpersonal comparisons.
It would be both unkind and unrealistic to expect perfect answers to
all items — I doubt anyone exists who would not recognize some areas of
personal difficulty in the questionnaire. But if any of the questions in this
questionnaire feel particularly problematic to you, you might benefit from
counseling or psychotherapy, or any other modality of healing and
personal growth that you feel comfortable with.
A. Communicating emotions
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
If you are sad, grieving or mourning, do you
allow yourself to weep? Do you allow trusted
others to see your tears?
Can you express anger freely and
nondestructively, then let it go?
Do you quickly let go of grudges and
resentment?
When you are afraid, do you let trusted others
see
your fear?
Are you able to recognize when you need help,
then ask for help or support?
Can you receive help, as well as give it?
Can you say ‗no‘ without feeling guilty?
Can you strongly protest against
mistreatment?
Do you easily express, as well as receive,
tenderness, love, passion?
Can you enjoy your own company yet gladly
and comfortably accept intimacy?
Do you listen clearly to yourself, and to others?
Can you empathize with the needs and
feelings of others, without judgment or
criticism?
Can you motivate others without resorting to
fear tactics or manipulation?
100
B. Emotional fluency
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
Do you allow yourself to frequently experience
and enjoy pleasure?
Do you allow yourself to experience bliss,
ecstasy, excitement, fascination and awe?
Do you often laugh out loud — a deep belly
laugh?
Do you sometimes feel moved by the courage
or the spirit of others?
When necessary, can you contain (rather than
repress), your impulses and delay your
gratification, without resorting to guilt, shame,
or suppression of your emotions?
C. Flexibility and balance
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
Can you focus your energy on work, yet
balance this with fun and rest?
Can you accept and even enjoy others who
have different needs and world-views?
Do you let yourself be spontaneous, play like a
child, be silly?
Are your goals realistic, and does your
patience allow you to work towards them
steadily?
101
D. Self-esteem
Your friend‘s
Your Answer
Questions
answer
Yes
No
Yes
No
Can you forgive yourself your mistakes, and
take yourself lightly?
Can you accept your own shortcomings,
without feeling ashamed, and remain excited
about learning and growing?
Do you respect your strengths and
vulnerabilities, rather than inflate with pride, or
fester with shame?
Would you say you are generally true to
yourself without blindly rebelling against, nor
conforming to social expectations?
Can you bear disappointment or frustration,
without succumbing to criticism of self or
others?
Are you kind to yourself, do you avoid being
hard —even punishing towards yourself?
How to assess your responses:
Have a look at the questions where you answered ‗no‘. Your areas
for potential growth are signaled by those questions.
Areas of difficulty may well represent emotional wounds — possibly
sustained early in life — that call for healing and growth. Your answers
may also point towards areas of personal vulnerability where you might
find your greatest challenges in parenting. For example, parents who have
difficulty expressing anger may have the most trouble allowing their
children to be angry, parents who find it difficult to express their needs
may have the most trouble listening to their children‘s needs, and so on.
If any of the questions above feel particularly problematic to you,
you might consider seeking counseling or psychotherapy, or any other
modality of healing and personal growth that you feel comfortable with.
102
TEAMBUILDING EXERCISE: Interactive Collaboration
Purpose
This three-part exercise focuses on collaboration and team building. It
highlights the importance of communication and teamwork in groups. The three
parts of the activity incrementally add more partnership between individuals
helping participants to compare their performance as more collaboration is
introduced.
Objective
Make the tallest Lego tower in groups based on the amount of
collaboration specified for each part of the exercise.
What You Need
Lego bricks to make a tower. You need enough Lego bricks to make the task
challenging and also be able to provide an equal number of bricks to several
groups.
Setup
Divide the delegates to groups of 3 or 4.
Provide an equal number of Lego bricks to each group.
Explain that this exercise has three parts.
103
Part 1:
Each group must make the tallest tower using only the bricks provided to them.
The team members are not allowed to communicate with each other verbally or
by writing.
Explain that they have 10 minutes for this part.
At the end, measure and record the height of each group’s tower.
What to look for:
o People would struggle to make a good tower.
o The lack of communication can be annoying.
o There is little creativity or exchange of ideas.
Follow with a discussion for this part (see notes under discussion below).
Part2:
Ask groups to dismantle their towers.
Explain that now they are allowed to communicate anyway they want. Ask them
to make another tower and aim to make it higher than their first version.
Explain they have 10 minutes for this part. Expect them to finish sooner this
time.
Measure the height of the towers and compare the heights with each other as
well as the results of Part 1.
What to look for:
o People would be much more cooperative and enthusiastic about their
tasks.
o Expect lots of knowledge sharing and discussions.
o Expect good teams to self-organise by nominating a leader, divide tasks,
discuss their designs, think of several designs and execute the best
options.
Follow with a discussion for this part (see notes under discussion below).
Part 3:
Ask groups to dismantle their towers.
Bring all groups together and ask them to work together to make one giant
tower with all the bricks from all the groups and all the experience they have
gained so far.
Explain that they have only 10 minutes for this part.
What to look for:
o Because of the larger numbers of people involved, expect them to self-
organise and nominate a leader who proceeds to assign tasks.
o Expect the creation of sub-teams working on various parts in parallel.
o Expect participants to create a much bigger tower.
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Follow with a discussion.
Timing
Explaining the Exercise: 5 minutes
Activity: 10 min + 10 min + 10 min = 30 minutes
Group Feedback: 5 min + 5 min + 5 min = 15 minutes
Discussion
Discussion for Part 1:
What did you think of your performance in this part?
What did you think of the lack of communication?
Were you satisfied with the height of your tower?
Did you think you could have done much better, but lack of good teamwork and
communication stopped you to get there?
Did you all end up working individually as a result, significantly compromising
your performance?
Did you find yourself competing with each other?
Discussion for Part 2:
Did you do better this time?
What made it easier?
Did you nominate a leader?
Did you work in parallel to save time and make a taller tower faster?
Discussion for Part 3:
Did you manage to make a significantly bigger tower in comparison with
previous attempts?
Did you nominate a leader?
Did you borrow ideas from groups who performed better in previous parts or
put them in charge based on their better performance?
Did you divide to sub groups with supervisors reporting to the leader?
How did you manage to take advantage of the extended workforce?
Do you think you were successful as larger team, or do you think it was more
efficient to work in smaller teams such as in Part 2?
If you had a chance to go through this exercise again, what would you do
differently?
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MOTIVATION EXERCISE: What do you want for reward?
Purpose
We all want a better life, better job, more money, better recognition and so
on. But do we really know what satisfies us the most in case we were going to be
rewarded? Does your organization know what you would consider as a great
reward?
This exercise is effectively a questionnaire that you can provide to
members of staff on a periodic basis (e.g. annually) to collect ideas on rewards
and recognitions. Knowing what your staff considers great reward, means you can
provide them with what they want and therefore increase productivity within the
organization.
Objective
Fill in the questionnaire on preferred rewards and recognitions.
What You Need
Two copies of the “Preferred Rewards Questionnaire” for each delegate.
One envelop for each delegate.
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Setup
Distribute two copies of the “Preferred Rewards Questionnaire” to each
delegate.
Ask each person to answer the questions honestly without fearing any
judgment. This is not just about collecting information, it is also about helping to
see what they want in life and what rewards are valuable to them.
Allocate about 15 minutes for everyone to fill in their forms.
Ask the delegates to put their forms into an envelope so that the forms remain
confidential. Only their managers will get to see the forms.
Explain that they can take the other form home and use it to answer the
questions for themselves knowing that no one else is going to see them. They
can be as imaginative as they want without fear of judgment. The exercise will
help them see what they really want to get in life and what satisfies them the
most.
Optionally, follow with a group discussion after everyone has completed their
forms.
Timing
Explaining the Exercise: 2 minutes
Activity: 15 minutes
Group Feedback: 5 minutes
Discussion
How did you feel about the questions? Was it easy to answer them? Those
who like to share their answers are free to discuss them, though no one should be
under any obligation to reveal anything they don’t want to share.
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Preferred Rewards Questionnaire
Please consider the following questions and answers as honestly as you
can. The forms are treated as confidential and only your manager will get to see
them.
NAME: ________________________
Date: ________________________
1. List your top three favorite gadgets or products that you don’t own but wish to
have.
__________________________________________________________________
__________________________________________________________________
2. List your top three favorite hobbies and interests.
__________________________________________________________________
__________________________________________________________________
3. List your top three favorites experiences that you want to participate in that you
have never experienced before.
__________________________________________________________________
__________________________________________________________________
4. List three rewards that you think the organization can provide to you.
__________________________________________________________________
__________________________________________________________________
5. List three non-tangible rewards that you like to receive, such as being given a
certain role or simply getting recognized for your work.
__________________________________________________________________
__________________________________________________________________
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COMMUNICATON EXERCISE: Eliminate negative talk
Purpose
Negativity is contagious. It’s all too easy to complain about everything
that goes wrong and this can quickly spread to others. Fortunately there is a
simple trick that can be used to eliminate negativity; simply don’t say negative
words. Aiming for positive remarks helps people to get energized. Rather than
looking for blame, seek opportunities to improve and progress forward.
Here are some examples of negative statements that people commonly use:
Don’t do that
We can’t do it
It can’t be done
We don’t do such thing
It is against our policy
We have never done this before
It has never been done
No one knows how to do this
You don’t know how this works
The management is clueless
The staff are clueless
They sit there all day and do nothing
No one cares
These statements do not help and are sometime stated as a reflex reaction
rather than with an appropriate thought. Sometimes they become a habit and it is
important to eliminate them as bad habits.
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This simple two stage exercise helps to increase the awareness of delegates
about this issue and helps them to address it. It is ideal for delegates who work
closely together or are part of the same team.
Objective
Identify negative statements used at work and formulate positive
replacement statements for them.
What You Need
Papers or small notebooks
Setup
You have the option to carry out this exercise over two stages at different times
(Option 1), or carry out both stages in one session (Option 2):
Option 1:
Stage 1:
o Ask delegates to monitor each other during a typical day at work and
take note of every negative statement they hear or read as part of
communicating with other team members. They should also include all
the negative statements they say themselves.
o It is important to record only the negative statements, not who said it. If
the statement makes it clear who has said it, they should make it
anonymous. This exercise is not about blaming or telling people off. It is
only about becoming aware of negative statements that we all say and
taking steps to turn them into positive statements.
o Ask delegates to write these negative statements on paper or a
notebook and bring them to the training class for stage 2.
Stage 2:
o Divide the delegates into groups of 2 or 3.
o Ask each group to share the negative statements they have heard with
each other.
o Each group should compile a set of negative statements that are most
frequently heard from their sets.
o Each group should then think of positive statements that can be used to
replace these negative statements. These should be recorded as well so
they can share it with the class later.
o Allocate 15 minutes for this part.
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o Bring back everyone together and ask each group to share their
negative statements.
o Ask delegates to suggest these statements. As they suggest them record
a summary of the most common negative statements on a flipchart or a
whiteboard.
o Ask the delegates to discuss the replacement positive statements for
each based on their earlier analysis. Record these statements on the
flipchart as well.
o Encourage a discussion on how negative statements can be destructive
and how important it is to replace them.
Option 2:
Stage 1:
o In this option, this stage takes place in a training room at the same time
as stage 2.
o Divide the delegates into groups of 2 or 3.
o The difference in this option is that rather than observing and taking
notes on a separate day, groups compile a set of commonly used
negative statements that they have heard in the past and compile a list.
o Ask them to record these statements on a paper.
o Allocate 10 minutes for this part.
Stage 2:
o This is similar to stage 2 described for option 1 above as groups should
analyze the statements and compile a replacement set of positive
statements.
Continue with the instructions for stage 2 presented above.
Timing
Explaining the Exercise: 5 minutes
Activity:
Option 1: 15 min stage 2 analysis + 10 min sharing = 25 minutes
Option 2: 10 min stage 1 + 15 min stage 2 analysis + 10 min sharing = 35 minutes
Group Feedback: 10 minutes
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Discussion
Are you susceptible to use negative statements? How frequently are they
used in your organization? Are they necessary? Can they be avoided? How can
you avoid them? Is it easy to replace them with positive statements? Was there a
consistent set of negative statements between groups that suggests many people
hear all the time at their workplace? What are you planning to do to eliminate
them?
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LEADERSHIP EXERCISE: Which word is common?
Purpose
This is an entertaining exercise encouraging delegates to think on the spot, make
decisions and self-organize to complete a task. It is ideal for teambuilding and
leadership courses to show the value of communication from all members and
how a leader can coordinate the activities and information exchange to
significantly increase the performance of the group as a whole.
Objective
Find out the common word included in a series of cards given to all members of
a team.
What You Need
“Word Cards” with a number of words written on each of them. A set of
these cards are provided below. You need one card per delegate. You can
expand the cards using your own design though making sure the exercise
remains challenging. Print these on colored papers or cards so they don’t
get mixed up with other white cards used for notes.
50 Blank white cards or more depending on the number of delegates.
Setup
Ask the delegates to form a circle while looking away from each other
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(looking to outside of the circle).
Distribute one “Word Card” to each delegate.
Distribute several blank cards to each delegate. There is no limit to this so
they can have as many as they want during the exercise.
Explain that there is one word common between all cards and their
objective is to find it. However, there are a number of rules they need to
adhere to:
o Delegates cannot show their cards to anyone else.
o Delegates cannot pass their cards to anyone else.
o Delegates cannot talk to each other.
o The only way to communicate is to send notes written on blank
cards to another person adjacent to them.
o The note cards can have a maximum of three words on them.
Allocate 15 minutes for this part or until they find the common word.
Time their performance so you can compare different groups’
performance across multiple courses.
Bring back everyone and follow with a discussion.
Timing
Explaining the Exercise: 5 minutes
Activity: 15 minutes
Group Feedback: 10 minutes
Discussion
How did you approach the problem? Did you pass messages to each other to
nominate a leader so you could coordinate your activities? Did you organize
information methodically? Did the task feel daunting? Did you try to solve the
problem on your own or did you rely on others? Did you use the principles of
self-organization to coordinate the activities and work towards channeling the
information towards a particular direction? How did you nominate a leader
(Example: pass the name of nominee to everyone and everyone messaging back
that they agree)? How much messaging was required to complete the task?
Were you happy with you performance?
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Optional:
To Tutor: Once you have provided feedback and the group has discussed their
performance, you can let them have another attempt at the exercise to see if
they can improve on it. You will need to use a different set of card for the second
attempt so the common word is different.
Word Cards
Card 1
Card 2
Achievement
Success
Destiny
Fear
Fear
Motivation
Unknown
Respect
Lost
Destiny
Failure
Unknown
Card 3
Card 4
Mission
Greed
Unknown
Achievement
Failure
Money
Need
Unknown
Achievement
Fear
Ambition
Ambition
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Card 5
Card 6
Unknown
Decision
Direction
Unknown
Mistake
Achievement
Answer
Ambition
Achievement
Failure
Fear
Direction
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THE BUTTERFLY EFFECT
Purpose
Sometimes a little action can lead to a lot of change as the actions are
amplified. This exercise helps delegates see this effect in a symbolic exercise on
what is famously known as the “butterfly effect”. It is ideal for courses on team
building, communication skills, change management and leadership skills.
Objective
Remain still and imitate a designated person physically and observe the
final effect.
What You Need
An area where a group of delegates can easily form a circle and are able to
watch each other.
A ball
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Setup
Ask delegates to form a circle and face others.
Give a volunteer a ball.
Ask this person to throw it to another person.
Ask delegates to repeat this exercise until everyone in the group gets to receive
the ball only once.
Delegates should remember who they throw the ball to which they will use for
the next part of the exercise.
While going through this exercise, don’t state anything about butterfly effect or
change so that you let the delegates make their own observations.
Ask each person to look at the person they throw the ball to. The last person
should look at the first person (the volunteer) effectively closing the loop.
For this part of the exercise, everyone must stand still and not move.
On your mark, each person should imitate all the physical movements of the
person they are observing.
The movements are very small, but over time these get amplified through the
chain and lead to bigger movements. Hence, the group goes from a very static
state to a very animated and physically active state all because of the
incremental changes. Lead this exercise to the discussions to explain the
butterfly effect and also the concept of “positive feedback loop” which is where
errors remain in the system and lead to bigger errors. Positive feedback loop
systems are inherently unstable.
Timing
Explaining the Exercise: 2 minutes
Activity: 10 minutes
Group Feedback: 5 minutes
Discussion
What do you think happened in this exercise? Why did you end up in such an
animated state? How does this relate to everyday life situations? What did you
learn from this exercise?
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APPENDIX F
THE TEAMWORK WEBSTAR:
A Proposed Organizational Structure
Service-oriente
Vision: d,
Service-
oriented
Mission:
Productiv
TTo provide systematic and careful management
e, and
of univ
ersity supplies and equipments through
Matured
responsible recording, releasing, receiving,
inventory, disposal, disbursing and
Office
storekeeping.
Registration
Storekeeping
2
3
Inventory
1
5
4
Receiving,
7
8
Releasing &
Recording
6
Legend:
1 – Head, SPM O
2 – Chief, Equipment
9
3 – Chief,
Construction and
janitorial supply
4 – Chief, Records
5 – Chief, Vehicle
Registration
D
6 – Chief, Office Supply
isposal
7 – Secretary (of the Head)
8 –Assist Chief, RRR
9 – Assist Chief, Office supply
and Construction supply
119
BIOGRAPHICAL SKETCH
The Researcher, PHILIP TIWAY ATULBA, born
on the 19th of December, 1969 in Lantapan, Bukidnon.
He is the youngest son among the three siblings of the
late Albert C. Atulba and the late Elvira B. Tiway-Atulba..
He finished his elementary education and secondary education at
Baguio Central University, Baguio City. He obtained his Bachelors degree
of Accountancy at Baguio Colleges Foundation, now University of the
Cordilleras, in 1996.
The researcher is married to Alma Luz B. Atulba. They are blessed
with two adorable children - Sean Yurim and Yacian Hannah. At present,
he is currently employed at Benguet State University (BSU) as staff of
Supply and Property Management Office (SPMO) located at La Trinidad,
Benguet.
Document Outline
- HUMAN RESOURCE PRACTICES IN SUPPLY AND PROPERTY MANAGEMENT: A CLIENT SATISFACTION FRAMEWORKFOR BENGUET STATE UNIVERSITY
- PHILIP FINAL
- INTRODUCTION
- CONCEPTUAL FRAMEWORK
- REVIEW OF LITERATURE
- METHODOLOGY
- RESULTS AND DISCUSSION
- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
- LITERATURE CITED
- Appendix