Xavier University - Ateneo de Cagayan

College of Arts and Sciences

DEPARTMENT OF PSYCHOLOGY

4 Sisters Builders and Manpower Services Corporation

A Service Learning Academic Paper

In partial fulfillment of the course requirement for

Psyc 49 (Industrial / Organizational Psychology)
2nd Semester, S.Y. 2015 - 2016

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

Submitted to:
MR. JASON O. MANAOIS, MA
PSYC 49 Instructor

February 27, 2016

CHAPTER I. Introduction

"Help other people by giving job opportunities." Is the slogan that pushed Mr.
Bacungan, the owner to establish his business. His passion in providing employment
opportunities for his fellow "kababayan" in Talakag, Bukidnon has provided a valuable
resource of income in a number of families. The business offers a range of work
opportunities that help people more employable even if their qualifications didn't reach
the degree of college education as long as they are equipped with skills and abilities
needed for manpower services since this is not a blue-collar workforce. The work force
encompasses the skilled laborers, construction workers, drivers and the like.
The chosen organization is the 4 Sisters Builders and Manpower Services
Corporation, a construction and manpower services provider. The researchers'
conducted the academic service learning program by visiting the sites where the
organization has proposed projects and interviewed project coordinators. With that, the
researchers were able to assess the organizational structure and background based on
its recruitment and selection, process of training and development, compensation and
benefits, employee relations and employee rights. Gaps and challenges were then
identified through careful deliberation and research conducted by the student
researchers.
Objectives
The aim of this service learning is to provide development and advancement
strategies for the Human Resource Department of an off-campus organization that
operates with more than fifteen (15) employees through the student researchers who
are equipped with competent skills and knowledge of Human Resource Management
under the Industrial Organization course. This service learning gave an opportunity for
the researchers to have a quality exposure to an organization's working environment
such as the chosen organization field of the researchers: trucking and manpower
service provider.
Purpose and Significance of the Study
Human Resource Department, while common to most of the large scale
organizations and industries, is not really given much attention by small scale
organizations. The Human Resource department is a critical asset in any organization
whether small or large in scale. It is regarded as a human capital investment that may
somewhat yield a good return for the organization and provide improvement in the
workforce. Through careful analysis and recommendations by the researchers, It could
provide a more holistic view on the underlying structure and system of the business and
would be able to help address the need for an integrated system in the organization's
labor force. This paper could be a good asset for the organization since there is no
established HR manual yet and there is a loose system of management that exclude
some of the important policies essential for the progress of the five (5) facets of HRD.

Scope and Limitations

The scope or limitation of this academic paper is that it is focused in a building
and manpower service business only, which means that all the details and information
found in this paper principally contain all the details disclosed by the management of the
chosen business establishment. The researchers were not able to gather some other
aspects in the organization for confidentiality, another limitation of the study. Above all,
this service learning paper emphasizes the improvement of the business organization
through the application of the researchers' knowledge prior to the five facets of Human
Resources (HR).
Methodology
A letter of intent was sent to the 4 sisters builders and manpower services
corporation President and waited for approval. Before given the approval, the
researchers underwent orientations from the management to tackle about the
confidentiality and the limitations of the information that the company will release. The
researchers set up a meeting with the organization's secretary to have an interview
about the history and achievements of the organization; its vision, mission and goals;
organizational structure and people. After conducting the interview, the researchers
input the gathered informations and data for the write-up (Phase 1). Prior to submission,
the researchers went to the organization's main office to ask for approval about the
write-up to be submitted. For Phase 2 which constitute the existing recruitment and
selection, training and development, and compensation and benefits, the researchers
went to the main office to interview the secretary about the procedures and policies of
the facets mentioned above. However, the researchers needed to ask the president
himself due to the sensitivity of the informations and as per company policy as well. The
gathered information were integrated for the write-up. Prior to submission, the
researchers went to the main office to ask for approval of the write-up. For phase 3, the
researchers followed the same process as phase 2.
The fourth phase involved the Organizational Experiences Survey (OES). The
researchers first secured the permission from the President. Upon approval, considering
that most of the workers were mot comfortable with the english language which was
being used in the survey questionnaires, the researchers orally rephrased the questions
in vernacular language while the workers were answering. The researchers explained
the purpose of the survey, the benefits they could gain and their right to decline. After
the completion of the survey, the researchers input the data collected and analyzed the
results.

CHAPTER II. The Organization

History and Achievements of the Organization

Dole Phillippnes Incoroporated Stanfilco, Talakag Farm was just starting to
establish its banana plantation in the area. The demands for trucking services
increased. Mr. Rommel, dreamer as he was, took the risk of entering into the trucking
business. With an improvised truck, and a small contract for hauling dolomites for the
newly opened farm, he started his trucking business and named it: "Three Sisters
Trucking".
Months later, more contracts were offered by the company for trucking needs so
he was able to add two units of elf for box hauling and one unit multicab for fruit hauling.
Fortunately, his business went well, and as years passed, he was able to add more
units and close more contracts with the same company.
As years went by, the scope of work expanded. From trucking, they started to
enter into engineering works, fabrication, and supply of labor. Later, Three Sisters
Trucking was changed into 4 Sisters Builders and Manpower Services Corp.
The 4 Sisters Builders and Manpower Services Corp. provides the following services
below. The price of the services that they render may vary depending on the contract
that they have agreed upon; hence, they have no specific pricelist for it.
1.

2.

3.
4.

Trucking Services Hauling of banana boxes from farm to the plant area.
This also provides supply for the rice hull for moko (diseas-infected banana)
and fruit hauling.
Engineering Works This provides the supply or labors and materials. This
also involves the construction of tubs, farm shed, palette shed, mega shed,
mess hall, dispatching shed and many more.
Fabrication This involves the fabrication of banakon (trailer) for fruit hauling,
banana chopper for chopping reject bananas used for compost fertilizer.
Supply of labor The supply of labor is for clearing, planting and installation
of moko fence.

Four Sisters Builders and Manpower Services Corp. has not yet received any
awards and recognitions, but getting Dole Philippines Inc., which is considered to be a
large company in the country, as their partner is a big milestone for them.
Vision, Mission, and Goals of the Organization
The vision of the organization is to be among and compete with the leading and
reputable construction, trucking, and manpower services companies in Mindanao. On
the other hand, the organizations mission is to mold people with efficient skills in
construction, trucking, and at the same time, people who work with integrity and
sincerity in order to assure quality products and services to its clients all over Northern
Mindanao.
3

Organizational Structure and People

ORGANIZATIONAL CHART
Rommel Runas Bacungan
President

Ma. Gina Generalao Bacungan

Treasurer

Loraine Jarabelo
Accountant

Jhonalou Bagayna Generalao

Secretary

Engr. Fidel Gambito Generalao

Project Engineer Consultant

Renan Ebarat Pangontao

Purchase Merchandiser

Roque Mirande
Head, Project Coordinator

Workers & Laborers

Figure 1. Organizational Structure of the Company
President the president is the one accountable for providing operational leadership
for the business by planning, implementing, organizing, developing, evaluating and
directing the organizations function and performance. The president also participates in
the development of the business plans and programs. Furthermore, one essential
function of the president is to develop, enhance, enforce and implement policies of the
business through systems that will help improve the overarching operation and
efficiency of the organization. It is a full time position which regularly requires long hours
of work.
Treasurer the treasurer is responsible for all financial aspects of the organization.
This position is in charge for investments, business liquidity, and risk management that
is related to all the financial activities of the business. The treasurers important duties
specific to its role include the following: oversight of the financial transaction,
maintenance of bank account, financial policies, budgeting, reports (keeping the board
informed about key financial events) and serves as the chairperson in the finance
committee.

Secretary the secretary is the one responsible for the competent and proficient
administration of the organization. The secretary ensures the organizations compliance
with relevant legislation and regulation, and informs the board members of their
responsibilities. The role of the secretary is varied however, the main tasks are
administrative. The typical jobs of the secretary are to arrange appointments, manage
databases, prioritize workloads, and handle correspondence, implementing first-hand
procedures and the like.
Accountant the main task of the accountant is to examine and prepare financial
records. The one who make sure and keep track that the records of the business are
accurate and the payment of taxes are done on time. The accountant performs
business financial operations overview for it to run efficiently. On the job, the accountant
is the one who will inspect account books and accounting systems and keep them up to
date, maintain and establish financial records, examine statements so as to ensure
accuracy and propose ways in order to improve profits, reduce costs, and enhance
revenues.
Project Engineer Consultant the site engineer performs the organizational, technical
and supervisory controlling role on project constructions, determining the location for
infrastructural installations and fixings that are involved in construction operations.
Some duties of the site manager includes the following: levelling, setting out and site
surveying; the one who ensures that all the materials that will be used and work
performed are under specifications; efficiently organizing and maintaining the site; and
resolve any unexpected difficulties that may arise.
Purchase Merchandiser the merchandiser ensure that the products appear in the
right store. In the business, the purchase merchandiser is the one who is responsible for
both merchandising and buying.
Project Coordinator the project coordinator is the one who will accomplish the
objectives of the organization by meeting cost and work standards and providing work
direction to the staff or the workers and labourers. Usually accomplishes work by
scheduling, orienting, coaching, assigning and training employees.
Workers and Laborers these include the vehicle operators: drivers and the
transportation helper, hand laborers, material movers, driver/sales worker pick up and
such. They are responsible for helping the company carry out their services.

CHAPTER III. HR Procedural and Policy Manual

Recruitment and Selection

Job Postings and
Head Hunting

Pool of
Applicants

On-probation
Period

Figure 2. Current Process of the Organizations Recruitment and Selection

Being a small scale business establishment, there is still no department assigned
to do the recruitment process. The first steps of recruitment are done through job
postings and head-hunting by the project lead-man or project coordinator. The current
workers of the organization also serves as ambassadors; they help in recruiting
qualified candidates through spreading the word in case any positions are available;
usually, the current workers recommend only people that they personally knew to be
capable and fit for the job. Among the pool of applicants, only those who met the criteria
set by the management will be hired. The new recruits undergo on-probation period (1-2
months) under the supervision of the project lead-man. The project lead-man will record
and rate the work done by the new recruits. This record will have a huge impact whether
the new recruit could continue as a regular worker or otherwise. However, during
short-period projects (e.g. small construction projects), the workers are paid on a daily
basis; there are no on-probation periods. And these types of workers are recruited
through recommendation of the current workers.
Applicants are attracted through job postings and head-hunting. Available jobs
are often posted outside their establishment. The information written into job postings
includes the vacant position, the duties assigned under that position, minimum
qualifications, and the contact number of the one hiring. The management does not
have any standardized forms and reporting used for recruitment. They created their own
criteria and is more focused on closely observing and rating the actual work of the
recruits rather than through tests, forms, and reports. Recruitment is initially done by the
project lead-man and/or project coordinator. However, approval of hiring is done by the
organizations president.
Training and Development
The organizations truck drivers undergo seminars about road policy and safety
driving during the first days of being officially hired. In training the truck drivers, they are
coached about the important aspects of their job such as introducing them to the ring of
commercial driving; they are assessed about their current driving skills and abilities and
are equipped with the basic important facets of safety driving. In addition to this, the
knowledge about commercial motor vehicle safety is pooled to them, because this is a
necessary information that each truck driver should be aware of. This is done to ensure
the safety of the motoring public and get the goods they are carrying to their intended
destination safely. The truck drivers are exposed as well to the clean truck operator
maintenance.
6

The organization does not use any standardized basis for selecting the right
employee for training. Every new truck drivers hired in the organization are obliged to
undergo road policy and safe driving trainings and seminars. The managements
affiliate from the Land Transportation Office (LTO) usually conducts the trainings for the
company truck drivers. There is no formal training proposal submitted because all the
decisions for projects and activities are made by the management alone. Usually, only
the president decides in what projects and activities to implement. There is no specific
department established to facilitate these kinds of activities.
Compensation and Benefits
Statutory Benefits
PHILHEALTH (Philippine Health Insurance Corporation)
The beneficiaries of PHILHEALTH in the organization are the regular employees:
Coordinator, Driver, Foreman or Lead man excluding the laborers. The standard benefit
package includes the following:

Inpatient Hospital care:

Room and board; Health care professionals services; Diagnostic,
laboratory, and other services for medical examination;
Medical or Surgical equipment use and amenities; Drug Prescriptions
(subject to Section 37 of RA 7875; and packages for inpatient education.
Outpatient Hospital care:
Health care professionals services; Diagnostic, laboratory and other
services for medical examination;
Personal precautionary facilities; Drug Prescriptions (subject to Section 37 of RA
7875); and services for emergency and transfer.

SSS (Social Security System)

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

Sickness Benefit it is the daily monetary cash allowance that is paid to the
member for the number of days of his or her inability to work due to injury or
sickness.
Maternity Benefit
Disability Benefit the cash assistance that will be assumed to the member who
gets permanently disabled.
Retirement cash benefit given to the member who is no longer able to work
because of old age.
Death and Funeral - the death benefit is the cash specified to the beneficiaries of
a deceased member.
7

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

Savings
Short Term Loans
Housing Programs

Fringe Benefits
The fringe benefits are special kind of benefits given to the employees aside from
their pay. The organization provides employees with a bonus plan. The Project
Coordinator is issued with Motorcycle and Truck Drivers are given expense allowance
(meal allowance) for every route.
Flexible Benefits
There are no flexible benefits issued by the company at the moment.
Employee Relations
Initial Interview

Leadman/ Foreman
Calls the attention of
the employee
Will give a chance to
explain

Investigation

First Warning
Grieve
Disciplinary
Cases

Second Warning

Automatic Termination

Third Warning

Figure 3. Flowchart in Handling Grievances and Disciplinary Actions

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

Concerns/
Comments

No further actions

Approved

Organizations President

Meeting will
be called

Organizations Management
and Workers/ Employees

Will review
the project

Organizations Engineer
Figure 4. Flowchart for the Process of Companys Organizational Development
9

The organization's projects are composed of government projects and private

companies projects. Hence, performance evaluation of the organization's productivity is
facilitated by the Municipal Engineer's Office (for Government projects) and company
engineers (for private company projects). The performance evaluation process is as
follows: 1.) The Municipal or company engineers will inspect the finished project of the
organization to check if the project passed the quality standard. If the engineers have
concerns/feedbacks about the quality of the finished project, they will coordinate with
the organization's president; 2.) Upon receiving the feedbacks, concerns or comments
made by the Municipal and company engineers, a meeting between the organization's
management and employees/workers will take place to discuss the concerns forwarded
by the evaluators. 3.) After the discussion, the organization's engineer will review the
project; and make the necessary changes in the blue prints and plans to meet the
evaluator's standard.
However, if the Municipal Engineer's Office or company engineers approve of the
organization's finished projects, and there are no concerns, comments or suggestions,
there will be no further actions done by the management.
Currently, Four Sisters Builders and Manpower Services Corp. does not have a
standardized means of evaluation within the organization. The organization's president
himself looks into the expansion or organizational development. There is still no
established committee or department who performs such tasks.

10

CHAPTER IV. Organizational Analysis and Discussion

Procedure, Materials, and Respondents

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

Educational Attainment
College Level
4%

High School
Graduate
20%

Elementary
Level
16%
Elementary
Graduate
16%

High School Level

44%

Figure 5. Distribution of the Educational Attainment of the Respondents

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

11

Job Title

Hollow Block
Maker
4%

Welder
4%

Carpenter
4%

Driver
8%

Project
Coordinator
16%

Laborer
64%

Figure 6. Job Titles of the Respondents

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

Position

Supervisor
16%

Rank & File

Position
84%

Figure 7. Positions of the Respondents

12

Out of 25 respondents, 16% were in the supervisory position or 4 respondents

were considered to be supervisors. The remaining 25% were in the rank and file
position or 21 of them.
7.00
6.00
5.00
4.00
3.00

2.00
1.00

5.55

5.90

5.73
4.49

4.96
Interval Scale
5.80 7.00
4.60 5.70
3.40 4.50
2.30 3.30
1.00 2.10

Description
Very High
High
Average
Poor
Very Poor

0.00

Figure 8. Summary of Results for Organizational Citizenship Behavior

The graph above shows the average results of the employees for each factor in
the second part of the survey questionnaire. The mean score of the employees for
altruism is 5.55. Altruism refers to helping a co-employee voluntarily, and it is an
important aspect for an employee (Dur & Tichem, 2013). Based from the interval scale
given, the result of the mean score for the employees is high.
On the other hand, the second factor for this part is the conscientiousness of the
employees. The mean score of the employees is 5.73 which indicates that they were
high scorers. Conscientiousness in the workplace refers to being responsible,
dependable, organized, and persistent (APA, 2016). Since the result is high, then it
could mean that the employees in the organization are responsible on their specific
works and have lower levels in the absences and misbehaviors inside the organization
(Roberts, B., et al., 2009).
The sportsmanships mean score of the employees is 4.49 that is interpreted in
the average level. Since their sportsmanship is on the average level, it means that the
employees do not really display an undesirable behavior (such as complaining) when
what they pass or submit is not accepted by the supervisor (Organ, 1988). An average
result in sportsmanship may be related to a possibility of complaining, but an employee
may not exhibit such behavior to his workplace.
Another factor is the civic virtue of the employees. This refers to the behavior of
an employee that upholds the character of the organization. It can also signify as the
attitude of the employee to be involved in governing ones organization (Paille, 2010).

13

The mean score of the employees for this factor is 4.96 which shows that their level of
participation in the organization is high.
Lastly, courtesy refers to the behavior of an employee to be respectful towards
his co-employees or supervisors. Basing from the results, the level of courtesy of the
employees is very high since their mean score is 5.90. At all times, they always
demonstrate a polite behavior to every person in the workplace.

N
Leader's Personal

Mean

Std. Deviation

Interpretation

25

4.0057

.52567

High

25

4.3900

.64984

Very High

25

4.2720

.59127

Very High

Supportive Supervision

25

4.4000

.71078

Very High

Motivating Subordinates

25

4.0800

.34061

High

25

4.5333

.47140

Characteristics and
Management Style
Treating Subordinates with
Trust and Respect
Promoting Organizational
Values

and In-Person Recognition

Clarifying Visions and

Very High

Expectations
Valid N (listwise)

25

Figure 9. Summary of Results for Leadership Behaviors

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

14

N
Job Recognition and

Mean

Std. Deviation

Interpretation

25

3.9333

.73283

High

25

4.1520

.51730

High

Interpersonal Relationships

25

4.1867

.73962

High

Autonomy and Control at

25

4.0667

.64550

High

25

4.4080

.55522

Very High

Work-Family Balance

25

3.7400

.54237

Work Stress

25

3.7267

.56495

Valid N (listwise)

25

Significance
Feedback and Job
Familiarity

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

Figure 10. Summary of Results for Quality of Worklife

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

Mean

Std. Deviation

Interpretation

Job Satisfaction

25

4.6800

.80208

Very High

Job Involvement

25

4.6800

.69041

Very High

Organizational Commitment

25

4.5200

.65320

Very High

Valid N (listwise)

25

Figure 11. Summary of Results for Human Resource Productivity

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

15

7.00
6.15

6.13

6.00
5.00

4.48
Interval Scale
5.80 7.00
4.60 5.70
3.40 4.50
2.30 3.30
1.00 2.10

4.00
3.00

Description
Very High
High
Average
Poor
Very Poor

2.00
1.00
0.00
Normative

Affective

Continuance

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

The figure above summarizes the mean score of the employees for their
organizational commitment in the workplace. There are three factors for this component,
namely normative, affective, and continuance. The result of the first factor, normative, is
6.15 indicating that it is very high. Normative commitment is the employees sense of
fidelity and moral responsibility for the organization he is working with (Lau, 2011).
Basing from the results above, the employees are really loyal and responsible in their
organization.
The second factor is affective which refers to the emotional aspect of the
commitment of employees. Same with the normative commitment, the result also shows
that are very high scorers for this since the mean score is 6.13. The employees have
very high emotional participation and connection in the organization (Lau, 2011).
The last factor is the continuance commitment of the organization. The mean
score of the employees is 4.48 which shows that their level of continuance is average. It
means that employees acknowledgement of the costs when they leave the organization
is just enough. It may be that they value some things in the organization that is why they
do not leave the organization, while there are also things in which they do not care that
much when the leave.
Gaps and Challenges
After a series of observation and interviews, the researchers observed that
following gaps in the organization:
1. Recruitment and selection is the initial phase of hiring the most effective workers
for the company. That is why it is important that during this phase, the applicants
are sorted and selected in a systematic way. Being a small scale business
establishment, Four Sisters Builders and Manpower Services Corp. does not
16

2.

3.

4.

5.

6.

have any standardized forms and reporting used for hiring; they do not have a
clear recruitment and selection process.
Apart from this, there is also no appointed personnel who focuses in the
recruitment and selection process. The president usually does most of the work.
As the leader of an organization, the president have to take care of other
important matters which is why according to an interview, Mr. Bacungan admitted
that oftentimes he overlooks important details during recruitment and selection
because his attention is not focused on this particular task.
Next, Four Sisters Builders and Manpower Services Corp. only focuses on giving
orientations for the company drivers, neglecting the importance of orienting other
workers especially the construction workers and laborers. They do not hold
safety orientations and trainings in handling and using tools and machineries to
be used. Safety policies are not emphasized in the organization.
Furthermore, Four Sisters Builders and Manpower Services Corp. does not have
a manual of company rules and policies. Hence, the workers are not oriented
primarily about the rules and regulations of the company, resulting in their lack of
idea about the intensity of an offense and its consequent punishment.
Establishing a clear and specific behavioral standard in the form of rules will set a
framework for sighting and responding to violations of those standards. If the
management rely on vaguely defined general standards that aren't properly
documented, then violations become subjective and open to interpretation
(Sarvadi, 2005).
Moreover, the organization does not have an established grievance policy and
procedure, and a committee that handles grievances and disciplinary actions; the
handling of such situations is done by the project coordinator and president only.
There are no established sanctions and other forms of punishments for the
worker's offenses. It is important to have a Grievance Policy and Procedures to
provide a way of dealing with issues in the work place in a fair and consistent
way. These procedures will provide a way for workers to challenge unlikely
behaviors or unhealthy working conditions, or problems with supervision or
management.
As observed by the researchers, the organization does not strictly implement the
wearing of safety gears especially by the construction workers and laborers.
Construction workers deals with hazardous materials and products; they often
deal with sharp tools and falling debris. Hence, danger in the work environment is
imminent which is why the use of safety gears should be strictly emphasized by
the management. According to Canadian Centre for Occupational Health and
Safety, Personal Protective Equipments (PPE) should be used in hazardous
working environments such as industrial and construction places, and the
workers should be oriented on the proper use of these equipments.

17

CHAPTER IV. Conclusion and Recommendation

For almost a decade of operation, Four Sisters Builders and Manpower Services
Corporation has provided quality service to its clients through successful projects and
deliveries in Talakag, Bukidnon more so other points in Mindanao. Though lacking in
some aspects such as the need for equipping its employees to the highest extent, the
organization has somewhat shown control, efficiency and effectiveness through the
existing administrative functions. Due this, with the organizations special objective of
attaining a good standard of employment and to grow as a dominant business in the
field of manpower services, it is a good cause that the organization take heed in the
advancement of its Human Resources.
Proposed Strategies for the Gaps
Human Resource (HR) department is a crucial part of any business. However,
small business may not always have the budget or even the need for a full-scale HR
department. Such is the case of Four Sisters Builders and Manpower Services Corp. To
address this matter, the researchers recommend for the company to hire an external
HR consultant. There are a number of advantages in hiring an outside consultant.
Human resources consulting services can be arranged on an hourly basis or on a
contractual basis to fill HR management positions. The benefits of hiring an external HR
consultant are as follows:
1) Recruitment assistance
Recruitment and selection is a very crucial task. Given the expertise of an HR
consultant, he/she can give small-business owners advise on the best recruitment
strategies and procedures as well as how to make wise hiring decisions because hiring
new employee costs time and money, which is why business owners cannot afford
making wrong decisions in hiring. HR consultants will help the company on minimizing
cost-per-hire.
2) Cost Management
One of the gap and challenges of the organization as mentioned above is the
lack of personnel to handle the job in recruitment and selection; grievances, and
compensation and benefits. The president is usually the only one who handles the task
of the HR department, and according to him, he often overlooks important details
because he is already preoccupied. An HR consultant can do these tasks, thus reducing
the work load of other employees, particularly of the president so that he can focus on
his job as the leader of the organization.
3) Legal Help
All kinds of businesses may it be small or large-scale can have issues that
involves legal action may it be in employees' compensation and benefits, or employee
relations matters. An HR consultant can assist the company in handling grievances in
18

the most appropriate way. Mentioned above was the organization's lack of established
grievance policies and procedure, and a committee that handles grievances and
disciplinary actions; the handling of such situations is done by the project coordinator
and president only. Henceforth, an HR consultant can take over this task.
4) Expertise
Human resource consultants are trained and experienced to handle all matters
related to the HR department in a company. They can help the company formulate HR
policies and implement them in the most efficient manner. Most HR consultants work
hard to continually upgrade their knowledge and expertise in HR best practices so they
can market high-quality services to clients and ensure that their clients trust their advice
and counsel (Mayhew, 2015).
Recruitment and Selection
Vacancy

Job Analysis

Advertising

Internal

External

Screening

Screening

Yes (Promotion)

No (Same
Position)

No (Refusal Call)

Yes (Call in for

Interview)

No (Refusal Call)

Yes (Preappointment
Orientation)

Introduction

Figure 13. Proposed Flow for Recruitment and Selection

19

Vacancy

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

Job Analysis

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

Advertising

The purpose of advertising is to attract pool of applicants. The organization uses

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

Internal Hiring

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

Screening

The purpose of screening is to remove from the recruitment process at an early

stage, those applicants who are not fit for the job. Effective screening can save time and
money that is why care must be exercised to assure that potentially good employees
are not lost.
Selection decision is the most critical of all steps in selection process. The final
decision has to be made from the pool of individuals who have the qualities and skills
required for the job, interviews and references checks.

External Hiring

External hiring is the management's search of employee pool outside its own
employees to fill positions. Unlike internal recruits, the organization is getting an inflow
of often completely new ideas from an employee who has not been exposed or
overexposed to the organization's culture. An outside recruit often give new ideas. New
20

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

Requirements

People who wish to apply in the organization must submit the following basic
requirements:
1.
2.
3.
4.

Birth certificate
Marriage certificate (for those who are married)
Barangay clearance
Police clearance/ NBI clearance

Job Qualifications
The organization has no complete job qualifications for employment and to whom
they will report. However, the responsibilities of each are provided but lacking the
following aspects:
TREASURER
Position: Supervisory
Reports to: The President or owner
Qualifications:
Must be a graduate of any business-related course
Age ranges from 25 to 50 years old
Must have at least one year experience
Must have a background or knowledge about the basic financial activities of a
small-scale business
Duties and Responsibilities:
Responsible for all financial aspects of the organization.
In charge for investments, business liquidity, and risk management that is related
to all the financial activities of the business.
Oversight of the financial transaction, maintenance of bank account, financial
policies, budgeting, reports (keeping the board informed about key financial
events) and serves as the chairperson in the finance committee.
Other related task/s:
Keeps track of the financial expenses in the company

21

SECRETARY
Position: Supervisory
Reports to: The President or Owner
Qualifications:
Must be a graduate of an business-related course
Age ranges from 25-50 years old
Must have at least one year relevant working experience in the related
field
Professional and has the ability to multi-task
Must be able to perform specific job responsibilities
Duties and Responsibilities:
Responsible for the competent and proficient administration of the
organization.
Ensures the organizations compliance with relevant legislation and
regulation, and informs the board members of their responsibilities.
Administrative tasks such as: to arrange appointments, manage
databases, prioritize workloads, and handle correspondence,
implementing first-hand procedures and the like.
Other related tasks:
Ensure a systematic record of the transactions in the company

22

ACCOUNTANT
Position: Supervisory
Reports to: The President or Owner, Secretary and Treasurer
Qualifications:
Must have an undergraduate degree of BS Accountancy (graduate)
Age ranges from 25-50 years old
Must be knowledgeable in managing financial records in the organization
and is able to perform business financial operations
Must have one year relevant working experience in the related field
Duties and Responsibilities:
To examine and prepare financial records.
Make sure and keep track that the records of the business are accurate
and the payment of taxes are done on time.
Inspect account books and accounting systems and keep them up to date,
maintain and establish financial records
Examine statements so as to ensure accuracy and propose ways in order
to improve profits, reduce costs and enhance revenues.
Performs business financial operations overview for it to run efficiently.

23

PROJECT ENGINEER CONSULTANT

Position: Supervisory
Reports to: President or Owner
Qualifications:
Must be a graduate of Civil Engineering and a licensed engineer
Age ranges from 25-50 years old with experience in construction building
Must have developed a technical skill in planning, coordination of design
and projects, project control and the like.
Duties and Responsibilities:
Performs the organizational, technical and supervisory controlling role on
project constructions, determining the location for infrastructural
installations and fixings that are involved in construction operations.
Some duties include the following: levelling, setting out and site surveying;
the one who ensures that all the materials that will be used and work
performed are under specifications; efficiently organizing and maintaining
the site; and resolve any unexpected difficulties that may arise.
Other related tasks:
Visiting of site projects, coordinating a meeting with the laborers and
workers

24

PURCHASE MERCHANDISER
Position: Supervisory
Reports to: President or Owner, Secretary, Treasurer, and Project Engineer
Qualifications:
Must be at least a High School graduate
Age ranges from 25-50 years old
Must have a knowledge in merchandising and buying of materials needed
for construction and vehicle operations
Duties and Responsibilities:
Ensures that the products appear in the right store.
Responsible for both merchandising and buying of materials needed
Other related tasks:
Buying of truck parts and accessories, responsible for vehicle
maintenance

25

PROJECT COORDINATOR
Position: Supervisory
Reports to: President or Owner, Project Engineer
Qualifications:
Educational Attainment: High School level (at least)
Age ranges from 25-50 years old
Must have skills and abilities in providing work direction to the workers and
laborers
Duties and Responsibilities:
Accomplish the objectives of the organization by meeting cost and work
standards and providing work direction to the staff or the workers and
labourers.
Accomplishes work by scheduling, orienting, coaching, assigning and
training employees.
Other related tasks:
Also responsible for the payroll of the employees

26

TRUCK DRIVER
Position: Rank and File Position; Regular Employee
Reports to: Project Coordinator
Job Qualifications:
Educational Attainment: No minimum educational requirements
Age ranges from 25-50 years old with a valid commercial drivers license
Must know how to drive (can operate a commercial truck safely
Knowledgeable about road and traffic rules
Duties and Responsibilities:
Ensures that the vehicle is in safe condition before driving
Maintaining the state of the trucks spare parts
Must deliver all the materials to the destination (project site) safely

27

LABORERS & CONSTRUCTION WORKERS

Position: Rank and File Position; Contractual Workers
Reports to: Project Coordinator
Job Qualifications:
Educational Attainment: No minimum educational requirements
Age ranges from 18 to 40 years old
Must be a construction worker who is capable of handling numerous
strength-based tasks
Must be able to perform a number of physical tasks with no health
problem, must have hand Eye coordination and endurance
Duties and Responsibilities:
Perform tasks that involve physical labor at construction projects.
Operates hand and power tools: usage of hammer, saws, grinders, drills,
jackhammers etc.; Load and unload building materials; measures
equipment and surveying
Pour and mix concrete on the work site, Operate a machinery, Build and
repair walls, doors and framework, dig trenches, install pies and wiring
and other specific jobs related to construction.
Maintaining and handling construction site materials in the right place: on
site and storage
Clean and prepare the work site: clearing the construction site from debris
Other related tasks:
May assist other craft workers

28

Training and Development

The construction industry is among the hazardous work environment which is
why the use of PPEs (Personal Protective Equipment) are important (Sanstri, 2000).
However, the mere use of PPEs is considered as the last line of defense, meaning it
does not guarantee the safety unless used properly. Thus, the researchers recommend
that all of the organizations workers must undergo training about the use of PPEs and
first aid techniques. The Local Government Unit (LGU) of Talakag, Bukidnon gives
trainings for first aid techniques, and the rescue unit of Talakag also conducts training
about the use of PPEs and how to respond in emergency situations in the work place.
The organization can coordinate with the groups. Trainings should be for all
construction workers of the organization. The safety of the workers will lessen the cost
paid by the organization for work-related injuries.
Employee Relations
It is an important matter that all the employees are aware about the company
policies including the disciplinary action so as to ensure a healthy and safe working
environment. However, the chosen organization lacks the documents or the manual that
would support the companys policies and rules. Provided below is the guideline of
policies and rules with respect to the violations and its corresponding sanctions:

29

 Verbal Warning
A verbal statement shall be given to the employee about his or her
violation of a policy or rule and that violation should not be repeated
1st Warning
nor be continued

Written Reprimand
A formal notification in written form shall be addressed to the
employee stating that he/she has violated a policy or rule in the
2nd Warning company.

3rd Warning

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

Termination
4th Warning This applies when the employe or employee relationship is severed.

Figure 14. Proposed Flowchart of Warnings

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

30

TARDINESS

VERBAL
WARNING

WRITTEN
REPRIMAND

3-day
suspension

5-Day
Suspension

1 Week
Suspension

Termination

1ST
OFFENSE

2ND
OFFENSE

3RD
OFFENSE

4TH
OFFENSE

5TH
OFFENSE

6TH
OFFENSE

1ST
OFFENSE

2ND
OFFENSE

3RD
OFFENSE

4TH
OFFENSE

ABSENTEEISM

INSUBORDINATION

1ST
OFFENSE

2ND
OFFENSE

DISHONESTY

3RD
OFFENSE
1ST
OFFENSE

UNETHICAL
PRACTICES

2ND
OFFENSE

3RD
OFFENSE
1ST
OFFENSE

THREATS AND
VIOLENCE

NEGLECT OF DUTY

4TH
OFFENSE

1st
OFFENSE
1ST
OFFENSE

2ND
OFFENSE

3RD
OFFENSE

4TH
OFFENSE

Figure 15. Proposed Chart for the Sanctions

Tardiness

This is demonstrated by reporting late for duty. Tardiness by employees is a

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

Absenteeism

This is practiced by excessive absenteeism. Being absent without prior notice or

leave which disrupts his/ her work, it is reflected an inconsiderable act towards the
management to be absent without giving any prior notice. When the employee reports
to be sick, he or she must inform the project coordinator the night before the day that he
or she is going to absent. However, if the employee reports that he or she will be absent
without any just reason, this calls for a 1st offense wherein the employee will be given a
31

written warning. For the 2nd offense, the employee will be subjected to a 3-day
suspension without pay. On his 3rd offense, he will be subjected to a 1 week suspension
without pay and on the 4th offense, the employee will be given a notice for his or her
termination.

Insubordination

Refusal of an employee to comply with the employers request. An employee

committing this violation shows unwillingness to submit to authority (President, Project
Coordinator etc.), either through openly refusing to obey an order, fails to carry out the
job for an order, or attempts to undercut or undermine those who are in authority. With
these guidelines, the organization will give a verbal warning to the employee. If the
employee commits insubordination for the 2nd time, a written reprimand will be
addressed to him. On the 3rd offense, a 5-day suspension without pay will be given;
then for the 4th offense, termination will be applied.

Dishonesty

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

Unethical Practices

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

Threats and Violence

Acts that include the following: threats and any threatening behavior and acts of
violence committed by or against the employees of the organization. Causing physical
injury to another person (employee, employer, and client) and any coercive and/or
abusive treatment of another employee/client. Intentionally damaging anything that is of
the companys property. Commission of acts that is related to sexual harassment or
domestic violence. With the mentioned practices, if the employee violates any of these,
the employee will be automatically terminated.
32

Neglect of Duty

This comprises the act of causing and/or creating damage to the companys
property (construction materials and machines). An act that is shown in the negligence
in executing duties affecting the companys operations. Engagement in non-productive
activities that is outside the work demands such as playing board games, toys, chatting
and texting while on duty. Moreover, entertaining of personal visitors during work hours
is also another form of neglect of duty. Loitering, sleeping during work hours and failure
to immediately report. For the 1st offense, the employee will be given a verbal warning.
For the second offense, the management would elicit a written reprimand. For the 3 rd
offense, a 5-day suspension without pay will be given. For the 4th offense, a notice of
termination will be given to the employee.
Organizational Development
What can be recommended for this facet is do performance evaluations of the
employees. This could be carried out by president or project coordinator. Evaluating the
performance of the employees can help them be aware of their productivity in the
company, and improve their work. (See Appendix D for the sample)

33

References

Lau, E. (2011). The effect of employee engagement on continuance and

normative commitment to the organization. Houston, TX: Marshall University
Mendes, F., & Stander, M. (2011). Positive organization: The role of leader
behavior in work engagement and retention. SA Journal of Industrial Psychology, 37 (1),
Art. #900, doi:10.4102/sajip.v37i1.900
NLP Academy. (2016). 5 common types of organizational citizenship behavior.
Retrieved
from
www.businessnlpacademy.co.uk/view/5_common_types_of_organizational_citizenship_
behavior/
Paille, P. (2010). Citizenship in the workplace: Examining work attitudes as
predictors among French employee. Quebec, Canada: International Journal of Business
and Management
Roberts, B., Jackson, J., Fayard, J., Edmonds, G., Meints, J. (2009).
Conscientiousness. Handbook of Individual Differences in Social Behavior. New York,
NY: The Guilford Press

34

Appendix A
Xavier University Ateneo de Cagayan
College of Arts and Sciences
Department of Psychology
Corrales Avenue, Cagayan de Oro City 9000

January 27, 2016

Mr. Rommel R. Bacungan
4 Sisters Builders and Manpower Services Corporation
Talakag, Bukidnon
Sir/ Maam:
Good day!
We are third year BS Psychology students who are currently engaged in Academic Service
Learning as a course requirement in Industrial-Organizational Psychology. In line with this, we
are tasked to choose a business establishment, preferably with no established Human
Resource Department (HR). Henceforth, as Psychology undergraduate students, with basic
skills and knowledge in human resource development, we would like to offer services to your
business.
By the end of this academic service learning, we would submit a human resource development
proposal which is aimed to provide recommendation to improve organizational functioning and
documentation to work process. In connection to this, we would like to request for the details of
the following facets of HR Department which are currently practiced by the management: 1)
recruitment and selection, 2) training and development, 3) employee relations, 4) compensation
and benefits, and 5) organizational development. In addition to this, we will also conduct
assessment to both the management and employees for us to get knowledge of the areas that
need attention and development. Rest assured that all the details that will be gathered will
remain strictly confidential.
If you have any concerns or queries, you may contact us through this number, 0927-879-9302
or you can e-mail us at paulohandag@gmail.com. Thank you for taking time in reading this
letter. We hope for a favorable response from you. Have a nice day!
Sincerely,
Marie Loraine G. Bacungan

Diovince Paulo H. Kinaging

Glydelle Mae E. Peduche

Student Researcher

Student Researcher

Student Researcher

Noted by:
JASON O MANAOIS, MA
Research Adviser

35

Appendix B

ORGANIZATIONAL EXPERIENCES SURVEY

Dear Sir/Madame,
Good day! Thank you for sparing some of your time to participate in this survey. You are
kindly requested to respond to the statements in the following survey form.
Your honest responses are of great importance in helping us understand your organizational
experiences. We therefore value your cooperation. There are NO Right or Wrong answers to
any questions. We are only interested in your personal judgment. The correctness of your
answers to statements is within your frank and truthful response.
YOUR ANSWERS WILL BE TREATED WITH ABSOLUTE CONFIDENTIALITY, AND WILL ONLY BE
USED FOR ACADEMIC RESEARCH PURPOSES.
Salamat po!
Confirmation Box: Please sign to signify your consent as a respondent for this research.
Your signature also indicates that you have read and understood the purpose and
statement above.
________________________________________
Signature over Printed Name
Note: The researcher will detach this form from the questionnaire for separate safe-keeping
prior to data analysis to ensure that your name will not be associated with your data. Thank
you and God bless!

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

Gender:[ ] Male
Marital Status: [ ] Single
[ ] Married
[ ] Female
[ ] Separated
[ ] Widow/Widower
[ ] Live-in
Educational Attainment:
[ ] Elementary Graduate
[ ] Elementary Level
[ ] Technical - Vocational Courses
[ ] High School Level
[ ] College Level
[ ] Masters Degree (MA)
[ ] High School Graduate
[ ] College Graduate
[ ] Doctoral Degree (Phd)

36

Your work position: _________________ is it, [ ] Managerial [ ] Supervisor [ ] Rank & File
position
Type of business: _________________
[ ] Private [ ] Public (Government)
Number of years in Service: __________ (Years/Months)
PART II. Place the number to indicate HOW MUCH THE STATEMENT IS TRUE OF YOU based on how deal with other people in your
organization.

Strongly Agree Agree

5
Somewhat Agree

4
Neither

Somewhat Disagree

Disagree

Strongly Disagree

1.

I help others become productive.

2.

I help others who have heavy workloads.

3.

I help others who have been absent.

4.

I am always on time.

5.

I maintain a clean workplace.

6.

I always complete my work on time.

7.

I complain a lot about trivial matters. (R)

8.

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

9.

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

10.

I do not complain about my work assignment.

11.

I stay informed about developments in the company.

12.

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

13.

I attend and participate in meetings regarding the company.

14.

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

15.

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

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

5
Strongly Agree
Strongly Disagree

3
Agree

2
Neither

1.

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

2.

The leader is friendly and approachable.

3.

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

4.

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

5.

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

6.

The leader displays a sense of power and confidence.

7.

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

8.

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

9.

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

10.

The leadership tries to develop and establish a trustful culture.

1
Disagree

37

11.

The leader treats subordinates fairly and ethically.

12.

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

13.

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

14.

The leader encourages employee commitment to the organizational values.

15.

The leader himself acts according to organizational values.

16.

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

17.

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

18.

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

19.

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

20.

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

21.

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

22.

The leader publicizes the activities of the groups.

23.

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

24.

The leader demonstrates high performance expectation.

25.

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

26.

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

27.

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

28.

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

29.

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

30.

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

31.

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

32.

My job influences decisions that significantly affect the organization.

33.

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

34.

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

35.

I have an understanding of how my job relates to the organizations mission.

36.

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

37.

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

38.

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

39.

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

40.

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

41.

My job gives me considerable freedom in doing the work.

42.

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

43.

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

44.

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

45.

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

46.

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

47.

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

48.

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

49.

I can easily balance work and family life.

50.

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

51.

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

52.

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

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53.

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

54.

I feel under pressure to meet deadlines (R).

55.

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

56.

I am satisfied with organizations stress relief program.

57.

The job security is good.

58.

My workplace is stressful (R).

59.

I am satisfied with my job.

60.

I am completely involved in my work.

61.

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

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

Strongly Agree Agree

5
Somewhat Agree

4
Neither

3
Somewhat Disagree

2
Disagree

1
Strongly Disagree

1.

I owe a great deal to my company.

2.

This company deserves my loyalty.

3.

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

4.

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

5.

I feel like part of the family at my company.

6.

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

7.

I feel a strong sense of belonging to my company.

8.

I feel emotionally attached to this company.

9.

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

10.

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

11.

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

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Appendix C
Questions
Recruitment and Selection
1.) What are your means of attracting applicants?
2.) Who facilitates recruitment and selection?
3.) What are examples of job qualifications you usually ask from the applicants?
Training and Development
1.) What are the training and development programs your organization conducts?
2.) How do the management choose who among the workers need training and
development?
3.) Who facilitates training and development of the workers?
Compensation and Benefits
1.) What are the statutory benefits that your company offers to the workers?
2.) What are other benefits that your company offers aside from statutory benefits?
3.) Who are the recipients of these (fringe and flexible) benefits?
Employee Relations
1.) Who handles grievances and other conflicts and issues in the work place?
2.) What is the basis of the intensity of the workers offenses?
3.) What is the flow of your companys grievance procedure?
Organizational Development
1.) Who usually proposes projects for your organizational development?
2.) Who approves these proposals?
3.) What are examples of the organizational development your organization has
undergone?

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Appendix D
Sample Performance Evaluation

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