Case Study On The Management

CASE STUDY ON THE MANAGEMENT OF FOUR
SELECTED RESEARCH ORGANIZATIONS

IN METRO MANILA
_______
A Thesis Presented to
The College of Communication
Polytechnic University of the Philippines
_______
In Partial Fulfillment
of the Requirements for the Degree
Bachelor in Communication Research
_______
by
Familaran, Shiela May M.

Parrera, Maria Krisna B.
Pineda, Althea Muriel L.
March 2011
COLLEGE OF COMMUNICATION
APPROVAL SHEET
In partial fulfillment of the requirements for the degree Bachelor in

Communication Research this thesis entitled “CASE STUDY ON THE MANAGEMENT
OF FOUR SELECTED RESEARCH ORGANIZATIONS IN METRO MANILA” has been
prepared and submitted by Shiela May M. Familaran, Maria Krisna B. Parrera
and Althea Muriel L. PIneda who are recommended for Oral Examination.
______________________
RACIDON P. BERNARTE
Adviser
PANEL OF EXAMINERS
Approved by the panel at the oral examination with the grade of ________.
_______________________
ANGELINA E. BORICAN
Chair
___________________ ___________________
KRIZTINE R. VIRAY CHERRY C. PEBRE
Member Member
Accepted and approved in partial fulfillment of the requirements for the

degree Bachelor in Communication Research
________________________ __________________________
RACIDON P. BERNARTE ANGELINA E. BORICAN
Chairperson Dean
Department of Communication Research College of Communication
December 7, 2010
Date
ii
ACKNOWLEDGMENTS
An ocean is not enough to measure the gratefulness of the researchers to

the people who helped in the success of this study. The researchers would like to
express their deepest gratitude to:
the Almighty God for his immediate rescue in times of hopelessness and
weakness and for being the source of strength to make this research possible;
the genius and research virtuoso, Professor Racidon Bernarte, for his
patience in shaping the researchers’ minds throughout the research process. It
has been a privilege to be given a chance to have him as a mentor and to work
with him in this study;
the researchers’ parents for their incomparable and unconditional love

and support;
Professor Mart Elias Marañon for providing helpful suggestions and offering
the use of the RELO as well as the theses stored in there which had been very
useful for the researchers;
the informants, who provided the necessary information needed in the

study, for lending their precious time in order to help us complete our research;
and lastly, to the BCR 2007-2011 family for sharing those sleepless
overnights and for being a great companion as they drown themselves in a sea
of paper and burn the midnight oil.
iii
Republic of the Philippines
COLLEGE OF LANGUAGES AND LINGUISTICS
Department of English, Foreign Languages, and Linguistics
Sta. Mesa, Manila
CERTIFICATION
This is to certify that I have reviewed this thesis, Case Study on the
Management of Four Selected Research Organizations in Metro Manila by Shiela
May M. Familaran, Maria Krisna B. Parrera, Althea Muriel L. Pineda, presented to the
College of Communication, Polytechnic University of the Philippines, in partial
fulfillment of the requirement for the degree, Bachelor in Communication Research.
I hereby verify that the language used in this report is free of grammatical
and spelling errors.
Ms. Marie Claire Duque

Faculty, DEFLL
iv
TABLE OF CONTENTS
Title Page ………………………………………………………………………………..i

Approval Sheet ………………………………………………………………………..ii
Acknowledgments ………………………………………………………………...... iii
Editor’s Certificate ……………………………………………………………………iv
Table of Contents ……………………………………………………………………..v
List of Matrices ………………………………………………………………………… vii
List of Figures ……………………………………………………………………………viii
List of Appendices ……………………………………………………………………. ix
Abstract ………………………………………………………………………………… x
Chapter
I The Phenomenon
The Introduction …………………………...………………………… 1

The Problem Statement …………………………………………….. 5
The Objectives ………………………………………………………...5
The Study Paradigm
Theoretical Paradigm ……………………………………….6
Conceptual Paradigm …………………………………….. 9
The Research Postulates …………………………………………….11
Explication of Terms …………………………………………………..11
II Review of Related Literature
Defining Research …………………………………………………….14

Types of Organization ………………………………………………..16
Structure of Organization ……………………………………….. … 16
Human Resource Management …..……………...………17
Finance Management …………………………………….. 26
Classification of Research Organizations Determined ……..…29
The Meaning of Management ….…………………………………30
Functions of Management …………………………………...…….32
Synthesis ……………………………………………………………….. 33
III Design and Procedure
The Research Design …………….………………………………..…36

The Tradition of Inquiry ………………..……………………………...37
The Data Generation Method...…………………………………....38
Key Informants and Selection Technique ……………...………...39
Instrumentation …………..……………………………………………40
Data Generation Report …………………………..……………….. 43
v
IV Results and Discussions
Profile of Research Organizations ………...………………..…….. 49

Human Resource Management of Research Organizations... 70
Finance Management of Research Organizations……..…..… 83
Problems Encountered in the Research Organizations’
Departments……………………………………………………………93
Solutions Addressed to the Identified Problems ………………..101
The Cases ……………………………………………………………....109
V Summary of Results, Conclusions and Recommendations
Summary of Results ……………………………………………. ….....118

Conclusions …………………………………………………………….129
Recommendations ………………………………………………….. 131
References ………………………………………………………………………………134
Appendices
A. Instrument
B. Time Table
C. Financial Statement
D. Communications
E. Transcriptions
F. Curriculum Vitae
vi
LIST OF MATRICES
Matrix 1: Profile of the Research Organizations
Matrix 2: Human Resource Management of Research Organizations
Matrix 3: Finance Management of Research Organizations
Matrix 4.1: Problems Encountered in the Research Organizations’ Human

Resource Department
Matrix 4.2: Problems Encountered in the Research Organizations’ Finance

Department
Matrix 5.1: Solutions Addressed in the Problems Identified in the Human

Resource Department
Matrix 5.2: Solutions Addressed in the Problems Identified in the Finance

Department
vii
LIST OF FIGURES
Figure 1. IPO Model Based from Ludwig von Bertalanffy’s General
Systems Theory
Figure 2. IPO Model as Applied in the Study
viii
LIST OF APPENDICES
Appendix A: Instrument
Appendix B: Time Table
Appendix C: Financial Statement
Appendix D: Communications
Appendix E: Transcriptions
Appendix F: Researchers’ Curriculum Vitae
ix
Abstract
Thesis Title: Case Study on the Management of Four Selected
Research Organizations in Metro Manila
Research Approach: Qualitative Research
Researchers: Shiela May M. Familaran
Maria Krisna B. Parrera
Althea Muriel L. Pineda
Curriculum Program: Bachelor in Communication Research
Adviser: Prof. Racidon P. Bernarte
In satisfying social needs for information, research is a way of giving solution to
emerging questions requiring answers. It is also a way of dealing with new studies
waiting for discoveries. Research may be defined as the search for knowledge or
any systematic investigation for the purpose of establishing facts. (Encarta
Encyclopedia, 2007)
As providers of information to the society, research organizations play a vital role
in our welfare. Research organizations are expected to formalize their goals,
structures, and processes by grouping people according to their functions to
operate the research business properly.
Identifying the management operations of the four selected research
organizations, namely the Institute for Popular Democracy, Institute for Studies in
x
Asian Church and Culture, Profiles Asia Pacific, Inc., and Statistical Research and
Training Center is the main aim of this study. To answer the main problem, the
following objectives were formulated: presenting the profile of the research
organizations, determining the human resource and finance management of
the research organizations, identifying the problems encountered by the Human
Resource Department and Finance Department and lastly, identifying the
solutions implemented to address the problems encountered by the
aforementioned departments of the research organizations.
The researchers adopted the IPO Model based on Ludwig Von Bertalanffy’s
General Systems Theory which suggests that viewing any organization as a
system of mutually dependent parts is the only meaningful way to study it and
that an organization is a complicated arrangement of related parts interacting
and changing to adapt to the environment. The model has three major
concepts which are the input, process, and output.
The input variables of the study are profiles of the research organizations which is
subdivided to the following variably: the human resource management, finance
management, problems encountered by the research organizations’ Human
Resource and Finance Departments and the solutions implemented to the
problems identified in the aforementioned departments. One the other hand,
the analysis of the documents from the Securities and Exchange Commission
and the collected company profiles, and the data generated through the use of
in-depth interviews served as the study’s transformation process. The output that
xi
was yielded in the process is the management of the selected research
organizations.
The qualitative research approach was utilized by the researchers. As such, case
study, as a mode of inquiry, was employed in order to give depth to the analysis
of data. The informants were the different key personnel of the research
organizations’ Human Resource and Finance Departments. Purposive sampling
was used in the selection of the key informants.
Based on the findings, it can be concluded that the management of research
organizations varies depending on their natures. It is strongly recommended to
the college and the students, especially those enrolled under the Bachelor in
Communication Research curriculum, to utilize the results of the study to acquire
new knowledge and be familiarized with the operations of research
organizations.
xii
1
CHAPTER I
THE PHENOMENON
The Introduction
“Organizations persist over time. But what really persist are the cooperative
efforts of people, who maintain an ongoing pattern of relationships that can be
labeled as ‘the organization’.”
- William W. Neher
Butler University
This statement from William Neher (1997) in his book, Organizational

Communication explains that as the operation of the organization continues,
what really matters is the effort exerted by the members to achieve the common
goal and maintain their group.
Organizations are social systems that intend to formalize and achieve

goals, structures, and processes. (Donald White, 1977) Social systems here pertain
to groups of people having different functions to successfully bring about an end
and reach a common goal. As etymologically defined by Bnet Business
Dictionary (2010), the word organization came from the Latin word “organum” or
“organizare”, which means instrument or organ, system or establishment.
For further understanding, one must look not only at its definition and
origin but also at its nature, structure and functions. People who run an
organization should do these exhaustive methods to be able to manage it
effectively. Such organizing, according to Neher, allows people to achieve joint
outcomes together.
The Phenomenon |2
Organization’s nature carries the notion of planning, arranging things in a

sequence, and following some kind of systematic approach. This process is
observable and entails joint outcomes from the tasks performed by each
member. Because people within an organization are needed to communicate
in order to achieve what they want to pursuit, organization is considered to be a
product of social processes. (White, 1977)
The structure of the organization is the designation of tasks and authority

relationships in a company allowing managers to coordinate and motivate
people. (McGraw-Hill & Irwin, 2007) Since an organization is a complex system
made up of subsystems which do different tasks independently, those who
manage it must ensure that they get the best people that will enhance their
services, manage their money, and get the right clients for the services that they
offer. The greater the complexity, the more differentiation in the structure of the
organization is needed. (Bnet Business Library, 2005) This means that the structure
of an organization depends on the needs of an organization in its operations.
The function of an organization depends on its classification. An

organization is classified as formal if it is designed to make information flow which
is necessary for managers in making inputs and important decisions for the
company. On the other hand, an organization becomes informal if it satisfies the
individuals and their needs. Such groups may form in response to needs for
friendship or prestige or to advance some common cause. (White, 1977)
Another determinant of organization function is by identifying its types.

According to Dr. Mark White (n.d), there are three types of organization: Static,
Dynamic and Adaptive. Static Organizations have fixed size and fixed practices.
Time doesn’t change them significantly and they persist until some new
organization occupies their niche. Dynamic organizations however have fixed
practices and variable size. This means that they vary in size over time though the
underlying practices don’t change much. Unlike the first two mentioned,
2
The Phenomenon |3
Adaptive type of organization has variable size and practices. It seeks constant
improvement that launches life cycle after life cycle, creating new products,
services, and processes that hold on to clients generation after generation.
By knowing the nature, structure and functions of organizations, it is now

understandable that they are not just a building or a physical reality, such as
campus, a plant, or a group of buildings but rather, a complex, independently
acting structures created by people having collaborative efforts to achieve a
goal.
There are many organizations in the world. Some organizations exist to

earn money, some to do charitable works, some to contribute to the ecosystem,
and the likes. The existence of these organizations relies primarily on the goals
that they set and the people within the group working as one and also to the
needs of society. One of these is a research organization.
Research organization aims to conduct researches about different fields in

science. It employs professionals like social scientists in economics, political
science, statistics, and other fields. Because of the increasing demand for
information, researchers become important and greatly needed which later on
became business to satisfy the people’s needs. (Roger Wimmer & Joseph
Dominick, 1997)
Research is a science. It undergoes scientific procedures and

methodologies. In accordance with the nature of their job, research
organizations also pass through a series of steps – planning, organizing, staffing,
leading, directing, and controlling – for them to continue the supervision of their
organization. These steps are needed by research organizations to reach desired
goals and objectives.
3
The Phenomenon |4
Cited by Mangahas (2007), Professor Theodore Schultz, 1979 Nobel Prize

winner in Economics explained that research is a venturesome business that
involves allocating scarce resources available. He added that funds,
organizations, and competent scientists are necessary but not sufficient for the
business of research because it also requires entrepreneurship.
Though their primary objective is to conduct researches for business firms,

politicians, and other clients, they still have to manage themselves the same way
other existing organizations do- their process in hiring people that would help
them increase production rate, the way they manage these people, and their
allocation of financial resources to maintain the stability of their organization.
Because of this, the researchers find it interesting to study how the research
organizations are being managed.
This study is limited only to the management of the four selected research
organizations namely: Statistical Research and Training Center (SRTC), Profiles
Asia Pacific, Inc. (PAP), Institute for Studies in Asian Church and Culture (ISACC),
and Institute for Popular Democracy (IPD). The researchers focused on
examining the management of the Human Resource and Finance Departments
-- how they select, hire, motivate, promote, and train employees and how they
handle the available resources at hand. The methods and processes of
conducting researches and studies for their clients and the management of their
other departments were no longer touched.
Some of the needed information is classified by the informants as sensitive

causing their responses to the researchers’ questions limited. Also, the
researchers do not have the luxury of control of whomever the research
organizations provided as informants, taken in consideration their availability;
most especially that the study requires key personnel in their respective
organizations.
4
The Phenomenon |5
Identifying the key to managing research organizations is essential to the

communication students. The findings of this study may be useful in their future
careers especially if they get employed in broadcasting companies, advertising
agencies or research organizations.
The Problem Statement
The vitality of information and communication is growing within the

society as it encounters many discoveries. This need for information is met by
researches. Research organizations provide knowledge needed by the
community, and like typical organizations; there are existing management rules
behind it. The researchers aim to identify the internal operations of research
organizations and the way they manage the system within.
Thus, this research sought to answer the question: How are research
organizations being managed?
The Objectives
This study sought to answer the problem by focusing on the following:
1. To present the profile of the research organizations;
2. To determine the human resource management of the research

organizations in terms of:
a. Hiring;
b. Motivating;
c. Promoting; and
d. Training and development
5
The Phenomenon |6
3. To determine the finance management of the research organizations in

terms of their:
a. Income and
b. Expenditure
4. To identify the problems encountered by the research organizations’:
a. Human Resource Department; and
b. Finance Department
5. To identify the ways the research organizations address the problems

encountered in their:
a. Human Resource Department and
b. Finance Department
The Study Framework
Theoretical Paradigm
The researchers utilized the Input-Process-Output model based on the

General Systems Theory.
Systems theory was proposed in 1936 by the biologist, Ludwig von

Bertalanffy, and further developed by Ross Ashby. Bertalanffy was reacting
against reductionism and attempting to revive the unity of science. He
emphasized that real systems are open to, and interact with, their environments,
and that they can acquire qualitatively new properties through emergence,
resulting in continual evolution.
6
The Phenomenon |7
Rather than reducing an entity to the properties of its parts or elements,

systems theory focuses on the arrangement of and relations between the parts
that connect them into a whole. This particular organization determines a
system, which is independent of the concrete substance of the elements.
As he provided the groundwork for developing a systems perspective for

organizations, Bertalanffy suggests that viewing an organization as a system of
mutually dependent parts is the only meaningful way to study it. For him, an
organization is a complicated arrangement of related parts interacting and
changing to adapt to the environment (Byers, 1997).
Thus, the same concepts and principles of organization underlie the

different disciplines and provide a basis for their unification. Systems concepts
include input, process, and output.
The input refers to the elements coming into the system and can be the
result of outside factors of the environment. Thus, the term is used in describing
the environment wherein the system exists. It is something put into a system or
expended in its operation to achieve an output or a result.
The process, on the other hand, refers to the activities done to transform
inputs into outputs.
Lastly, the output refers to the information produced by a system or

process from a specific input.
7
The Phenomenon |8
Figure 1 The IPO model based from Bertalanffy’s General Systems Theory.
8
The Phenomenon |9
Conceptual Paradigm
The conceptual paradigm was anchored on the IPO Model based on the
General Systems Theory proposed by Ludwig von Bertanlaffy. The researchers
found the model relevant to the variables being considered in the study.
Each concept discussed in the theoretical framework has its counterpart

in the variables of the study.
Replacing input are the objectives of this study. These are the profiles of
the research organizations, their human resource management, their finance
management, their problems encountered within their managements, and the
solutions addressed to the identified problems.
The processes used in this study are document analysis employed to the
General Information Sheets (GIS) of the research organizations from the Securities
and Exchange Commission as well as their company profiles, and the analysis of
the data obtained through the utilization of in-depth interviews.
From the transformation process, the output yielded from the input was
the Management of Research Organizations.
9
T h e P h e n o m e n o n | 10
INPUT PROCESS
•Research •Document
Organization analysis of the
Profiles General
•Human Resource Information Sheets OUTPUT
Management of the Research
•Finance Organizations from
Management the Securities and Management of
•Problems Exchange Research
encountered in Commission and Organizations
the Human Company Profiles
Resource and •Analysis of the
Finance data generated
Management from the in-depth
•Solutions interviews
implemented to
address the
identified
problems
Figure 2 The IPO Model as applied to the study.
10
The Research Postulates
The following are the researchers’ postulates anchored on the aforementioned

objectives of this study. It was assumed that:
1. Research organizations have different backgrounds and focus in

conducting researches, either aiming for the benefit of the society or the
organization itself.
2. The human resource management of the organizations is based on their

need to maximize manpower through hiring, motivating, promoting, and
training and development.
3. The finance management of the research organizations varies depending

on their income and expenditures.
4. The departments of research organizations encounter problems

depending on the nature of the work (department tasks).
5. Research organizations manage the departments within by introducing

more innovations to address their weaknesses.
The Explication of Terms
The following terms are defined operationally as used in this study:
Management refers to how research organizations run and manage the human
resource and finance departments of their organizations.
11
Research Organizations refer to the organizations conducting researches that

are essential to the public and private sectors and to the society. In the study, it
pertains to the selected research organizations, namely the Statistical Research
and Training Center (SRTC), Profiles Asia Pacific, Incorporated (PAP), Institute for
Studies in Asian Church and Culture (ISACC) and Institute for Popular
Democracy.
Human Resource Management refers to the operations involved in handling the

manpower of the research organizations.
Hiring is the research organizations’ recruitment of needed personnel.
Promoting pertains to the research organizations’ provision of advancement of

position to its employees, based on their performance.
Motivating is the research organizations’ act of boosting the goal-oriented

behavior of their employees.
Training and Development is the research organizations’ way of improving the

skills and increasing the potential of their employees so that their enhanced
performance will increase their productivity.
Income is the consumption and savings opportunity expressed in monetary terms

gained by the research organizations during a specific time frame.
Expenditure includes all amounts of money being spent by the research

organizations to support their operation needs.
12
General Systems Theory was developed by Ludwig von Bertanlaffy. It views an

organization as a complicated arrangement of related parts interacting and
changing to adapt to the environment.
Input-Process-Output Model is a model based on Ludwig von Bertalanffy’s

General Systems Theory. It contains the major concepts of the aforementioned
theory, which are the input, process and the output. The name of the model is
often abbreviated as IPO Model.
13
14
CHAPTER 2
REVIEW OF RELEVANT LITERATURE
This chapter presents relevant literature that helped the researchers to

have a deeper understanding of the concepts involved in the study pertaining
to the management of research organizations.
Defining Research
Tracing the history of research is like tracing the beginning of science.

Since science involves gathering facts, investigating, experimenting, proving,
and discovering, a systematic process must be followed. This systematic process
is what we commonly call research.
Research, according to Arthur Asa Berger (2000), came from the

combination of the Latin word re which means again and cercier, to search.
Similarly, Encarta Encyclopedia (2007) defines research as the methodical
investigation of a certain subject aimed at the discovery of facts, establishment
or revision of a theory, or the development of action plan based on the facts
discovered.
Richard Weaver, a communication scholar, as cited by Wimmer and

Dominick (1997), gives a unique description of research by attributing it with the
terms ‘god’ and ‘devil.’ The first term connotes its being strong, good, and
significant – all positive terms. The latter one represents negative images and
connotes weakness, or an impending doom. Wimmer and Dominick also related
these terms to research for it has effects that can be categorized as god and
devil.
According to them, research is god especially to institutions that get a lot

of benefits from it. The work of these groups or institutions may entail a lot of data
R e v i e w o f R e l e v a n t L i t e r a t u r e | 15
gathering to improve their products or services. It is known that in the field of

medicine, research is always used to develop new medicines, medical
equipment, and to improve medical operations on patients. The two authors
cited advertisers, in particular, for they maximize the function of research in their
work.
Research, however, is devil when a certain group of people find it as a

hindrance in achieving their personal goals. Wimmer and Dominick (1997)
referred to students who are inferior in statistics and find research an obstruction
to receiving a college degree. In the same boat are those who have poor
analytical and logical abilities and lack of interest in paper work and reviews.
In the growing social needs for information, it is through research that the
answers to the questions that we seek are addressed. Research might as well be
defined as the search for knowledge or any systematic investigation for the
purpose of establishing facts.
Usually, applied research involves the discovery, interpretation, and

development of methods and system for the growth in human knowledge.
Scientific research, which is essentially the scientific method of searching, was
motivated by curiosity and need for scientific information. It was also funded by
government authorities, charitable organizations and private groups such as
companies. Since research is a system, it follows processes or methods: formation
of the topic, hypothesis, conceptual definitions, operational definitions,
gathering of data, analysis, testing and revising of hypothesis and conclusion.
With these methods, studies could prove something by the results. In historical
researches, it follows techniques and guidelines and includes higher and textual
criticisms. Usually, identification of the origin, evidence of localization,
recognition of authorship, analysis of data, identification of integrity, and
attribution of credibility are part of the most formal historical researches.
Types of Organizations
According to Dr. Mark White, there are three types of organizations. The
first is the static organization. This type is fixed in size and in practices. It has no
variable, which means time doesn’t change them significantly.
The second type is the dynamic organization, which varies in size over
time but its underlying practices doesn’t change much. This type passes through
a cycle, which changes due to its growing competitors.
The last type is the adaptive organization. It varies in practices and in size.
Organizations of this type always seek for improvement in their work --creating
new products, services, and processes that keep their hold on to clients
generation after generation.
Based on the given types, research organizations are considered dynamic

organizations because of the competition in the industry. Primarily, this
competition results in a growing number of innovations in the field of research.
But the practices of the firms don’t change much.
Structure of an Organization
To achieve an organization’s goal, there must be a formal system of task

and reporting relationships that controls, coordinates, and motivates employees.
This is the structure of an organization.
Bnet dictionary defines organization structure as the form of an

organization that is evident in the way divisions, departments, functions, and
people link together, interact, show vertical operational responsibilities, and
horizontal linkages. Also according to the site, organization structure depends on
the size and its geographic dispersal.
Max Weber’s traditional organization structure is the bureaucracy, which

was introduced in the 20th century. According to Weber as cited by A. M.
Henderson and Talcott Parsons (n.d.), bureaucracy is the exercise of control on
the basis of knowledge. He classified organizations according to the nature of
the authority, these are as follows: charismatic authority, which is based on the
sacred or outstanding characteristic of the individual; traditional authority, which
is a respect for custom; and rational legal authority, which is based on a code or
set of rules. (Henderson & Parsons, n.d.)
By the end of the 20th century, business management came to consist of

six separate branches: Human Resource Management, Operations
Management or Production Management, Strategic Management, Marketing
Management, Financial Management and Information Technology
Management. These branches are the departments formed in the organization,
which function independently but linked by the common goal of the company.
Human Resource Management
Before, human resource function can be handled by one person. Today,

the infamous “HR Lady” has now been replaced by a full staff of professionals
with diverse functions related to any facet of employee relations and company
culture. (Bhagria, 2010)
Human resources’ function involves everything that has something to do

with the employees. The handling of all these activities is called human resource
management. This was stated by Boxall and Purcell (2003) and defined the term
human resource management as “…all those activities associated with the
management of the employment relationship in the firm." (“Defining Human
Resource Management,” n.d.) In their book Human Resource Management in a
Business Context, human resource management is elaborated further. It states
that for an organization to gain competitive advancement, it must use its people
effectively and rely on their expertise to meet the desired objectives by doing
human resource management. HRM is aimed at recruiting capable, flexible,
and committed people, managing and rewarding their performance and
developing key competencies.
In an article written by Carter McNamara, PhD of Authenticity Consulting,

LLC, Human Resource Management (HRM) function includes a variety of
activities and key among them is deciding the necessities for staffing,
employee’s recruiting and training, ensuring high performances and dealing with
performance issues, and ensuring that personnel and management practices
conform to various regulations. Managing approach to employee benefits and
compensation, employee records and personnel policies are the activities
involved.
The human resource department deals with management of people

within the organization. From the term itself, a number of responsibilities can be
drawn. This department is in charge of the hiring of staff members, which involves
attracting employees, keeping them in their positions and ensuring that they
perform to expectation. Aside from that, the human resource department also
clarifies and sets day-to-day goals involving people in the company. (Bhagria,
2010)
Hiring
In organizations, having the right people with the right capabilities is a

crucial current HR concern when it comes to hiring (Mathis & Jackson, 2008). This
view is also expounded by Martin Yate in 2006 in his book Hiring the Best, a
Manager’s Guide to Hiring and Recruiting. He said that there are a lot of people
who are looking for jobs but unfortunately, not all of them are qualified in an
organization because job openings are filled to have a positive effect on its
productivity. For an organization to achieve this, it must stretch beyond the
average approach.
In the study conducted by Anastacio, et.al (2009), “Wanted Researcher:

A Case Study on the Hiring Requirements of Research Firms”, it is explained that
the company’s productivity depends on its employees’ skills. Hence, hiring is of
paramount significance. In their case, their informants are the research firms and
found out that hiring procedures of research firms may be the same but the way
they implement the procedures are different. This means that most of these firms
are following almost the same guidelines and procedures in recruitment but the
implementation and execution vary. When it comes to the qualifications, the
study found out that these research firms do not just look at the applicant’s job
experiences but also seeks the edge of their applicants based on their attitudes,
morals, values, and competencies. These firms require employees or applicants
to be highly competitive, equipped with the right attitude towards the
environment, and efficient in performing their tasks and responsibilities.
Recruitment is the most exhaustive task of the Human Resource

Department. A ‘recruiter’ is the one responsible for attracting and recruiting
employees, delivering facets of recruiting success throughout the organization.
Through the development of local and national recruiting plans, employing
traditional sourcing strategies and resources as well as developing new, creative
recruiting ideas, the recruiter’s goal will be achieved.
Primary Objectives of the Human Resources Recruiter:
 Develop and execute recruiting plans.
 Coordinate and implement college recruiting initiatives.
 Administrative duties and recordkeeping.

 Work with hiring managers on recruiting planning meetings.
 Create job descriptions.
 Lead the creation of a recruiting and interviewing plan for each open
position.
 Efficiently and effectively fill open positions.
 Conduct regular follow-up with managers to determine the effectiveness of
recruiting plans and implementation.
 Develop a pool of qualified candidates in advance of need.
 Research and recommend new sources for active and passive candidate
recruiting.
 Build networks to find qualified passive candidates.
 Post openings in newspaper advertisements, with professional organizations,
and in other position appropriate venues.
 Utilize the Internet for recruitment.
-- Post positions to appropriate Internet sources.

-- Improve the company website recruiting page to assist in recruiting.
-- Research new ways of using the Internet for recruitment.
-- Use social and professional networking sites to identify and source
candidates.
 Network through industry contacts, association memberships, trade groups
and employees.
-- Locate and document where to find ideal candidates.

-- Aid public relations in establishing a recognizable “employer of choice”
reputation for the company, both internally and externally.
-- Communicate with managers and employees regularly to establish
rapport, gauge morale, and source new candidate leads.
-- Create contacts within industry.

-- Attend local professional meetings and membership development
meetings.
-- Maintain regular contact with possible future candidates.
 Coordinate and Implement College Recruiting Initiatives
-- Attend career fairs for recruiting and company recognition.

-- Develop working relationships within colleges to aid in recruiting.
-- Give presentations at colleges, attend student group meetings, and
increase college awareness of the company before and after career
fairs.
 Perform administrative duties records keeping
-- Manage the use of recruiters and headhunters.

-- Review applicants to evaluate if they meet the position requirements.
-- Conduct prescreening interviews.
-- Maintain all pertinent applicant and interview data in the Human
Resources Information System (HRIS).
-- Assist in performing reference and background checks for potential
employees.
-- Assist in writing and forwarding rejection letters.
-- Assist in interviewing and selecting employees onsite.
-- Assist in preparing and sending offer packages.
-- Assist in preparing and sending new employee orientation packages.
-- Perform other special projects as assigned.
Human resource recruiters play a critical role in ensuring that the

company is getting the best possible talent. (Nourse, n.d.)
Motivating
It is also the HR’s job to motivate the employees, to ensure that they are
still willing to work for the company and that they are always in shape to face
the everyday challenges given to them. In training, employees also acquire
motivation since employees experience this extra boost of energy as they go
through training. But again, it doesn’t necessarily mean that trainings can
motivate all employees. There are different ways to motivate them and HR
ensures that these motivating strategies are being applied to them.
Motivating employees can be done through the giving of rewards,

especially to those who have done well. Evaluating performance of the
employees and compensating those who exceeded expectations are necessary
for the HR department. Research has shown that a reward system for employees
for good performance is the number one incentive for keeping up their
performance. Making incentives continuously available will ensure that
employees are satisfied with their company and this satisfaction will contribute
toward good staff retention rates. This is crucial in increasing stability within the
organization and makes its employees identify with the firm and instills a sense of
loyalty. (Bhagria, 2010)
In the University of Colorado, the Boulder’s Department of Human

Resources Guide to Motivating Employees, which intends to provide effective
ideas and tools for supporting employee motivation, different programs are
being discussed. The following are the strategies or approaches being applied in
motivating staff:
• Know your staff. Ask what they value and what motivates them.
• Give feedback. Specific, on-the-spot praise is good! “Praise in
public/criticize in private” demonstrates respect and achieves results.
• Partner with staff in achieving their goals. Ask employees about their
career goals and offer related assignments whenever possible.
• Use rewards that have mutual benefit, such as skill training and professional
development.
• Use monetary rewards sparingly, and always in conjunction with feedback,
personal recognition, etc.
In addition, effective motivation enhances the employee’s intrinsic sense

of accomplishment, contribution, involvement, and satisfaction. Rewards that
facilitate this usually relate to the mission and values of the organization. (“Guide
to Motivating Employees,” n.d.)
Promoting
Organizations recognize promotion of competent employees as an

important factor in maintaining the productivity of the company. In an article
written by Ambrose Sanchez (2008) of Cebu Daily News, she said that it is
necessary to promote because it ensures competent leadership at critical points
of the organizational network, aside from the facts that it provides opportunities
for the career growth of deserving employees and fills up vacancies, in line with
the policy of promoting from within.
The following are some ways and conditions in promoting employees,

according to Sanchez:
1. Avoid the “Peter principle,” or promoting people to their level of

incompetence. According to her, this happens when certain employees are
promoted to ranks such as supervisory or managerial to reward their good
performance. When these people are discovered to be good only at a
certain area or field but not in management and supervision, they become
incompetent. She suggested that companies should make good performers
undergo training in effective supervision before promoting them.
2. Do not create a new position or level just to reward or accommodate

certain employees at higher levels. Such special accommodation may
create problems later when those at lower ranks will demand to be
elevated, too, to higher sub-ranks of the same position title.
3. Do not immediately promote employees to regular appointment without

testing their capabilities for the higher positions.
4. Promotion from within. As much as possible, a policy of promoting from

within should be adopted and practiced seriously in the company. It is a
common complaint among more senior employees that they are not given
the opportunity to apply for higher positions because outsiders are
preferred for such vacancies. Even if it is accurately assessed by
management that the employees within are not qualified, they must still be
given the chance to compete for promotion. Or existing employees who
may have the potential should be given training to qualify for promotion.
5. Notices of vacancy, stating minimum qualification requirements should

therefore be announced within the company; and applicants from within
should not be judged prematurely as unqualified without the standard
evaluation.
These are just some of the major considerations that an organization must
observe in promoting competent employees. Sanchez still believes that all other
considerations must be carefully studied in policy making and applying
promotion standards and it is therefore important that standards are pre-
established and communicated effectively to all employees for their guidance.
Training and Development
Performance change is needed for the progress of the organization. This

change will be achieved through trainings that educate the employees. A
candidate who did or showed good performance during the recruitment
exercise process doesn’t necessarily mean that he is the best in performing the
organization’s functions. Aside from that, trainings are not limited only to newly-
hired employees. They are also important for tenured ones. Trainings need not
be restricted to improvement of skills but should include improvement of attitude
as well.
Newly-hired employees need to be oriented to the new surroundings or

workplace that they will operate in. They should familiarize themselves with the
company’s functions and seek improvement in skills, the lack of which may lead
to inefficiency.
Tenured employees should also undergo training to keep them updated

with regards to advancement of technology, legal changes and changes in
service delivery. This is important because an organization must keep up with
industry trends; otherwise, it faces the danger of becoming obsolete, especially
today that competition is tight.
Aside from the improvement of skills, training also involves the

improvement of attitude of the employees. This is normally characterized by
attendance of workshops and other forms of talks.
All these are assigned to the HR department because their personnel are
the ones who assess if trainings are necessary for a certain group of employees.
(Bhagria, 2010)
Financial Management
As a science of funds management, finance is concerned with the saving,

lending, spending, and budgeting of money within the company. The field of
finance that deals with the money circulating in the organization in order for its
operations work, also involves the concepts of time, money and risk, and their
interrelation, which is also considered in making financial decisions.
Finance is one of those significant fields or departments existing in an

organization that ensure the effectiveness of business management. It also
deals with the decisions related to use and acquisition of funds. Income and
expenditure are important and taken into consideration in addressing financial
management.
Income is the amount of money or its equivalent received in exchange for

all the labor or even services, or from the sales of goods or properties or simply, as
profit from investments. On the other hand, expenditure deals with the money,
materials or other resources that are used for consumptions. Income and
expenditure are interrelated to each other; income varies with the expenditure
and vice versa. In a situation wherein it overshoots its expenditure, a company
may raise capital by borrowing or selling equity claims, both with the result of
decreasing its expenses and increasing its income.
The field of finance has three general areas: personal finance, public
finance, and corporate finance.
Personal finance, which is used by individuals, may involve money

management regarding individual needs such as education, financing durable
goods, insurance, paying for loans or debt obligations.
Corporate finance, also known as a company’s capital structure, involves

the total mix of financing schemes or techniques in funds sourcing. Included in
those financing methods are debt financing, including bank loans and bond
sales and equity financing, which concerns the sale of stocks by a company to
investors. Among its tasks is to provide funds for a corporation’s activities. It is
systematic financial management maintaining the balance on risk and
profitability while maximizing the company or organization’s wealth and value of

stocks. Business decisions like investment or fund management are under this
field.
Public finance, which is used by governments, describes financial matters

related to sovereign states and sub-national entities and public entities or
agencies. It is concerned with the public sector entity’s expenditure, its revenue,
budgeting process, and debt issuance.
In achieving goals and effectiveness, traditional roles and responsibility

are necessary for the: a) documentation and control of incoming and outgoing
cash and its actual handling, b) payment of bills, wages and salaries, c) financial
accounting, and d) budgeting and performance evaluation. (Yesilhark, 2000)
In the process of financial management, three key elements are also to

be considered: financial planning, such as availability of funds; financial control;
and financial decision making. Financial planning, according to Robert Arffa
(2001), entails preparing budget plan for spending and saving for future income.
This plan allocates future income to various types of expenses, such as rent or
utilities, and also reserves some income for short-term and long-term savings. A
financial plan can also be an investment plan, which allocates savings to
various assets or projects expected to produce future income, such as a new
business or product line, shares in an existing business, or real estate.
In business, a financial plan can refer to the three primary financial

statements (balance sheet, income statement, and cash flow statement)
created within a business plan. A financial plan can also be an estimation of
cash needs and a decision on how to raise the cash, such as through borrowing
or issuing additional shares in a company.
Marketing management pertains to the process of handling marketing-

related objects in implementing the company’s corporate mission or purpose
through formulation of corporate objectives, corporate strategies (achieved
through strategic planning), strategy implementation and evaluation, and
control counterparts which would be marketing objectives, marketing strategies,
marketing strategy implementation and marketing evaluation and control.
Therefore, marketing management is a crucial function, especially in highly
competitive marketing. Good and effective management can provide the
much needed competitive advantage to an enterprise, irrespective of its size
and products.
For the company to be able to achieve its goals and objectives, strategic
management is put into use. This branch of management is responsible for the
development of plans and policies for the gain of the company and its work
force. Thus, it is also responsible for the allocation of resources in order to
implement the aforementioned plans and policies. Drafting and evaluating
cross-functional decisions will help achieve the company’s long-term goals. This
also involves the formulation of strategy as well as its evaluation.
If one would look closely to strategic management and marketing

management, it is impossible to miss that interconnection between the two since
both branches of management employ the formulation of strategies.
Production or operations management applies to those companies that

produce products or goods and provide services. This department supervises the
quality of the products and goods the company produces. Thus, it involves the
responsibility of ensuring that business operations are efficient in terms of using as
little resource as needed, and effective in terms of meeting customer
requirements. It is concerned with managing the process of conversion of inputs
into outputs.
The sixth and last branch of business management is information

technology management. Ever since the time information technology found its
way into the business sector, it has led to the necessity of putting it under
management. This branch is concerned with exploring and understanding
information technology as a corporate resource that determines both the
strategic and operational capabilities of the firm in designing and developing
products and services for maximum customer satisfaction, corporate
productivity, profitability and competitiveness.
Classification of Research Organizations Determined
Research organizations formalize their goals, structures and processes by

grouping people according to their functions to be able to run their business of
researching. This is what an organization is all about. According to Neher (1997),
people think of an organization as a building or a physical reality, such as
campus, a plant, or a group of buildings. This view of an organization is wrong.
Neher said that these are not independently acting structures because in reality,
these are done by people within an organization.
Organizations, as discussed in Chapter 1, are rational, goal-oriented

groups of persons trying to accomplish complex tasks. These tasks vary
according to the needs of the company. An organization is larger, more
institutionalized and more formalized than a group since rules and goals are
being set.
Organizations can be categorized as formal and informal organizations.

(White & Vroman, 1977) Formal organizations are those that are designed to
improve information flow so that managers will have the inputs needed to make
important decisions. On the other hand, informal organizations arise within the
system to satisfy individual and organizational needs. Research organizations are

classified as formal organizations.
The Meaning of Management
Management encompasses numerous things in handling organizations. It

is hard to look for a perfect definition that incorporates all the ideas associated
with it. Samuel Salvador, Estelito Bagunas and Ellinor Geronimo in their book
Principles of Management and Organization (2008) have the following definitions
of management summarized from different authors:
1. Management, according to Harold Koontz, is the art of getting things done

with people and through formally organized groups. It is the art of creating
an environment in which people can perform as individuals and yet
cooperate toward attainment of group goals. It is the art of removing
blocks for such a performance, a way of optimizing efficiency in reaching
goals.
2. Management, as cited by Dalton E. McFarland, is the fundamental

integrating and operating mechanism underlying organized effort.
3. George R. Terry believes that management is a diverse process that is

performed to determine and accomplish the set objectives, utilizing human
resources and material resources as well.
4. Harold Koontz and Cyrill O’ Donnell define management as the formation

and handling of an organization where individuals who have various tasks
are working together in order to perform efficiently and effectively to
achieve the pre-set group goals.
5. Walter Jack Duncan states that management is comprised of

organizational activities that engage goal formation and accomplishment,
performance appraisal and the development of an operating philosophy
that ensures that the organization survive in the social system.
6. Kimball and Kimball see management as the art of application of

economic principles that emphasize the organization of human resources
and materials in the enterprise under consideration, by.
7. Edward Francis Leopold Brech defines management as a social process

entailing responsibility for the effective planning and regulation of the
operations of an enterprise. Such responsibility involves the installation and
maintenance of proper procedures to ensure adherence to plans and the
guidance, interpretation and supervision of the personnel comprising the
enterprise and carrying out its operations.
8. According to E. Petersen and E. Grosvenor, management is a technique by

means of which the purpose and objectives of a particular human group
are determined, classified and effectuated.
9. Lastly, Louis Allen stated that management is a body of systematized

knowledge, based in general principles which are verifiable in terms of
business practice.
These definitions of management are generally accepted at present for

they emphasize one or another important aspect of the management activity.
What is common among these definitions is the connection of management to
organizational goals. These characterizations of management emphasize the
need to have a set of objectives and goals that are compatible with the
demands of the society within which an organization operates.
Functions of Management
As cited by Katherine Miller (1995), classical management theorist Henri

Fayol proposed the five functions of management. The five functions of
management focus on the key relationships between personnel and its
management and are as follows:
1. Planning pertains to drawing up plans of actions that combine unity,

continuity, flexibility and precision, given the organization’s resources,
type and significance of work and future trends. Creating a plan of
action is the most difficult of the five tasks and requires the active
participation of the entire organization.
2. Organizing is providing capital, personnel and raw materials for the day-
to-day running of the business, and building a structure to match the
work. Organizational structure depends entirely on the number of
employees. An increase in the number of functions expands the
organization horizontally and promotes additional layers of supervision.
3. Commanding refers to optimizing return from all employees in the interest

of the entire enterprise. Successful managers have personal integrity,
communicate clearly and base their judgments on regular audits. Their
thorough knowledge of personnel creates unity, energy, initiative, and
loyalty and eliminates incompetence.
4. Coordinating is unifying and harmonizing activities and efforts to maintain

the balance between the activities of the organization as in sales to
production and procurement to production
5. Controlling concerns identifying weaknesses and errors done in the work

accomplished against plans and standards, and making adjustments or
corrections by controlling feedback, and making activities conform with

plans, policies and instructions. This encompasses fixing standards,
measurement of actual performance, comparing actual and planned
performance; finding variances between the two and reasons for
variance and taking corrective actions.
These functions of management are said to weave together the various

parts of an organization so that all factors will function properly and all
employees will cooperate for the common purpose. Ever since these functions
were proposed by Fayol, they served as a basis for all the organizations as to
what a manager or an executive ought to do to get things moving.
Synthesis
In the literature and studies gathered and presented in this chapter,

research was given a more comprehensive definition. This comprehensive
definition leads to a deeper understanding of the meaning of research. The
definition of research was not only given but research’s importance in our lives
was implied, too – making this study significant because of the fact that research
organizations serve as one of the information sources in our country by providing
us studies that yield new information.
The subjects of this study are research organizations. It was found out that
research organizations are classified under the dynamic type of organization. This
type is characterized by the existence of competitors in the research industry.
Knowing the type of organization to which the research organizations belong
gave the researchers an idea about what to expect regarding the nature of the
research organizations.
As for the literature reviews on the structure of organizations, the discussion

of the six departments that any organization ought to have, as well as the
detailed elaboration on the two departments that are being studied – namely,
the human resource and finance – provided information not only to familiarize
the researchers with the functions of the two departments but also to make them
knowledgeable about their operations.
This part also enlightened the researchers on the importance of each

department, most especially in determining as to how an organization can be
managed; specifically in the management of research organizations for the two
departments that were set as parameters.
Meanwhile, the definition of management, together with its functions,

shed light on its complexity. Having known these things is necessary in the pursuit
of the study for it justifies the importance of determining as to how research
organizations are being managed.
It was found out in reviews that one study was conducted last year
regarding research organizations, too. What makes this study different is that it
focuses on determining management with the parameters of their human
resource management and financial management, as well as the problems
encountered in the given departments and the solutions being addressed to the
encountered problems. The other research focused on the research
organizations’ hiring process and hiring requirements.
With the amount of data accumulated by the researchers, it was justified

that the pursuance of the study entitled “CASE STUDY ON THE MANAGEMENT OF
FOUR SELECTED RESEARCH ORGANIZATIONS IN METRO MANILA” is significant most
especially for the students enrolled under the Bachelor in Communication
Research curriculum for it can provide a preview of the operations of the
students’ future internship sites or employers.
36
CHAPTER 3
DESIGN AND PROCEDURE
This chapter presents a brief discussion of the research design and

techniques that the researchers employed in the study. It also includes the
tradition of inquiry, data-generation method, the key informants and selection
technique, the instrumentation, and the data-generation report.
The Research Design
The primary aim of the study is to identify how the four selected research
organizations are being managed. Specifically, the study intends to determine
the human resource management and financial management of the research
organizations, the problems encountered by these departments and how they
solve these problems.
In order to address the objectives, the researchers used the qualitative

research approach. The qualitative research approach, as defined by Michael
Quinn Patton (2002), is an observation that yields a detailed, thick description. In
addition, qualitative research, as cited by Creswell (1995), involves the studied
use and collection of a variety of empirical materials – case study, personal
experience, introspection, life story, interview, observations, history, interaction,
and visual texts that describe routine and problematic moments and meaning in
an individual’s life.
The pursuit of this study is considered to be significant for it will add to the
knowledge of communication students, most especially the ones majoring in
communication research, on the nature of work of the research organizations
that may become their employers in the future.
D e s i g n a n d P r o c e d u r e | 37
This study is a descriptive research. Descriptive research is used to obtain

information concerning the current status of the phenomena to describe "what
exists" with respect to variables or conditions in a situation. The methods involved
range from the survey describing the status quo, the correlation study
investigating the relationship between variables, to developmental studies
seeking to determine changes over time.
With the purpose of generating the needed data to answer the main
problem of the study, the researchers employed the interview method and also
the document analysis in order to add and verify the accuracy of the generated
data through the interview.
The Tradition of Inquiry
This study utilized a type of qualitative research called case study. Case
study, as cited by Helen Simons (2009), is an intensive, holistic description and
analysis of a single entity, phenomenon or social unit. It is particularistic,
descriptive and heuristic, and relies heavily on inductive reasoning in handling
multiple data sources. In addition, according to Ranjit Kumar (2005), it is an
approach to studying a social phenomenon through a thorough analysis of an
individual case. The case may be a person, group, episode, process, community,
society or any other unit of social life. All data relevant to the case are gathered
and organized in terms of the case. It provides an opportunity for the intensive
analysis of many specific details often overlooked by other methods. A case
study rests on the assumption that the case being studied is typical of cases of a
certain type so that, through intensive analysis, generalizations may be made
that will be applicable to other cases of the same type.
There are four cases presented in this study, each case being the
management of the four selected research organizations. In order to come up
with the four cases, the researchers consolidated the generated data regarding
each organization’s profile, the human resource and finance department, the
problems encountered in these fields, and the solutions implemented to the
identified problems, and classified them under each organization.
The Data-Generation Method
This study employed the interview method in generating the needed data
to answer the objectives. An interview, according to Patton (2002) is comprised
of open-ended questions and probes yield in-depth responses about people’s
experiences, perceptions, opinions, feelings, and knowledge. Data consist of
verbatim quotations with sufficient context to be interpretable.
An in-depth type of interview was utilized. An in-depth interview uses

individuals as the point of departure for the research process and assumes that
individuals have unique and important knowledge about the social world that is
ascertainable through verbal communication. It is a way of gaining information
and understanding from individuals on a focused topic (Biber and Leavy, 2006).
In the study, in-depth interviews are conducted among the two representatives,
one for the human resource and another for the finance, from the research
organizations under study.
The researchers also made use of document analysis in order to present

the profiles of the four organizations through looking at the General Information
Sheet (GIS) submitted by each of them to the Securities and Exchange
Commission and the organizations’ respective company profiles, as well as their
financial statements, provided by the same agency to validate certain
responses from the interview. Document analysis includes the study of excerpts,
quotations or entire passages from organizational, clinical or program records;
memoranda and correspondence; official publications and reports, personal
diaries; and open-ended written responses to questionnaires and surveys.
(Patton, 2002)
Key Informants and Selection Technique
Key informants are very crucial in this study. The researchers utilized the
purposive sampling in order to select the informants. The primary consideration
in purposive sampling, as cited by Kumar (2005), is the judgment of the
researchers as to who can provide the information to achieve the objectives of
the study. The researchers only go to those people who, in their opinion, are
likely to have the required information. Purposive sampling is based on certain
criteria laid down by the researchers. People who can satisfy the criteria are
selected as informants.
In this study, the following criteria were set by the researchers:
 Informants must be working on the research organizations under study

with a minimum of six months;
 Informants must have the appropriate positions in the organizations to

address the set of formulated questions by the researchers;
 Informants must handle the operations of the departments under study.
The informants’ length of service in the firm, their positions, and their first-
hand experiences in handling the operations of the departments put under study
were considered for people who qualified could provide valuable information
needed by the researchers.
As much as the researchers would like to know the management of

sought-after research organizations in their respective fields, the availability of
the possible informants hindered them from doing so. The research organizations
that accommodated the researchers for an interview are the Statistical
Research and Training Center, Profiles Asia Pacific, Inc., Institute for Studies in
Asian Church and Culture and Institute for Popular Democracy, each of which
represents a different type of organization – a private firm, a government or a

non-stock agency, non-profit organization, and non-government organizations.
Two representatives from each of the four selected research organizations

served as the key informants for this study. This yielded a total of eight
interviewees for the in-depth interviews conducted, one representative of which
addressed the researchers’ queries about the organization’s human resource
management, the other of which answered the questions with regard to the
organization’s finance management. The key informants of the study are:
 Ms. Elizabeth Labaddan

Human Resources Management Officer, Statistical Research and Training
Center
Five years with SRTC
 Mr. Orlando Chinilla

Accountant and Officer in Charge of the Administrative and Finance
Division, Statistical Research and Training Center
Twenty years with SRTC
 Ms. Jocelyn Pick

Managing Director, Profiles Asia Pacific, Inc.
Six years with PAP
 Ms. Jennifer Villanueva

Chief Accountant, Profiles Asia Pacific, Inc.
Seven months with PAP
 Ms. Aida Robles

Administrative Officer, Institute for Studies in Asian Church and Culture
Two years with ISACC
 Ms. Adelaida Villegas

Book Keeper, Institute for Studies in Asian Church and Culture
One year and nine months with ISACC
 Ms. Karlenma Tagala

Assistant Administrative Officer, Institute for Popular Democracy
Nine months with IPD
 Ms. Gloria Igaya

Administrative and Finance Officer, Institute for Popular Democracy
Seven years with IPD
The informants were all provided by the research organizations upon

granting the request of the researchers for an interview. It was stated in the letter
of request that interviewees must come from their human resource and finance
department in order to solicit accurate data. Ms. Elizabeth Labaddan of SRTC,
Ms. Jocelyn Pick of PAP, Ms. Aida Robles of ISACC and Ms. Karlenma Tagala of
IPD have, in one way or another, handle the human resource matters of their
respective organizations. Ms. Pick of PAP, despite the fact of being the
Managing Director of the organization, is well knowledgeable when it comes to
PAP’s human resource management. PAP utilizes the tools that they employ in
their HR services offering in their own human resource management, which Ms.
Pick is more than familiar with the procedures and the schemes being used.
Whereas the informants from the finance departments of the research

organizations, despite the varying titles that accompany their names, are the
ones who are responsible for the finance management of their respective
organizations. It is in fact, can be proven by the Financial Statements from the
Securities and Exchange Commission wherein it is implied that the informants of
this study are the ones who prepares the budgetary report making them
knowledgeable of their organization’s financial activities, most especially with

their income and expenditures, considering that those two are the parameters
used in determining the financial management of research organizations.
Instrumentation
With the purpose of knowing how the selected research firms manage
their organizations, the researchers employed the in-depth interview method.
This data-generation method is an unstructured interview for it allows the
researchers to be flexible as to questions to be asked an informant. The
unstructured interview serves as an asset for it can elicit rich information (Kumar,
2005). Accordingly, an interview guide was formulated. From time to time,
elaboration and clarification probes were employed in order to solicit deeper
responses.
Two interview guides were formulated, one for each of the human
resource department and finance department representatives. The interview
guides were composed of questions anchored on the objectives of the study.
Each interview guide contained questions about the informant’s profile –

the name of the informant, his position in the firm, his length of service, and his
educational attainment.
The interview guide for the human resource representative consists of

questions concerning the procedures and schemes in terms of hiring, motivating,
promoting, and training and development. The problems encountered by the
department regarding the aforementioned parameters and the solutions
addressed to the problems identified were also included.
As for the interview guide for the finance department representative, it is

consisted with the inquiries as to how they manage their income and their
expenditures, as well as concerning the problems they have encountered and

the solutions that they implemented to the identified problems.
For the document analysis part, the following are considered in order to
come up with an organizational profile for each: the type of organization, a brief
history of the organization, the vision-mission-goal statement of the organization,
the activities that the organization is engaged in and its organizational set-up.
Data-Generation Report
Prior to the interview, the researchers called the target research

organizations to inquire whether they entertain interviews from the academe.
And if they do, schedules for the interview are set. The researchers were advised
to send letters to the respective research organizations and do follow-ups to
know if the interview requests were granted.
Statistical Research and Training Center
The researchers called SRTC on September 23, 2010. Althea Muriel Pineda
was able to talk with Ms. Elizabeth Labaddan and was advised to send the letter
personally to their office located at Quezon City. It was a good thing that Althea
lives near their office. So the next day, Althea went to SRTC and handed the
letter of request for an interview.
It was October 14 when the researchers received a response from SRTC

through a text message from Ms. Labaddan. In the message was the date for
an interview with her and Mr. Orlando Chinilla, the accountant of SRTC. She also
informed the researchers that their organization doesn’t have a marketing
department for they are a government agency.
October 22 was the set interview schedule at 2:00 in the afternoon and
the place would be the SRTC office. The researchers arrived half an hour before
the set time. Ms. Labaddan entertained the researchers and before the start of
the interview, Mr. Chinilla approached the researchers. He apologized for he
can’t attend the interview because of an urgent SRTC-related engagement. He
gave another schedule, which was October 25, whatever time in the morning
and even joked that the researchers could interview him the whole day.
Ms. Labaddan answered all the questions of the researchers

enthusiastically. The interview with her lasted for about 47 minutes.
The researchers arrived at SRTC several minutes before 11:00 in the

morning. Contrary to what Mr. Chinilla said during the first meeting that he could
accommodate the researchers all day, he was busy that day because of a
certain event on-going in their office. But still, he entertained the researchers’
questions.
Profiles Asia Pacific, Inc.
As the researchers are advised to add several research organizations in

order to improve the study, Profiles Asia Pacific, Inc. was contacted through the
recommendation of Professor Bernarte. Professor Bernate gave the group Ms.
Jocelyn Pick’s mobile number.
The group wasted no time to be in touch with Ms. Pick who happens to be
the Managing Director of the said company, the request for an interview is done
through sending an e-mail to Ms. Pick and conducting follow-ups through phone.
After two days, the group has received an e-mail from Ms. Pick containing the
dates that she’ll be available for the interview as well as Ms. Jennifer, the one
who’s going to address our finance-related questions.
The date was December 16, 2010 at 10:00 in the morning. The group
arrived several minutes before 10:00 in the morning, was directed to the main
office of the Profile’s Asia and was asked to wait for Ms. Jocelyn Pick is rather
engaged at the moment. After waiting for a while, Ms. Jocelyn asked the group
to come with her at the 16th floor, another office of PAP together with Ms.
Jennifer.
The first to be interviewed was Ms. Pick. She’s the one who answered the
questions for the human resource concerns of the group. During the interview,
Mr. Malcolm Pick, the Chairman of the company, Ms. Pick’s husband, joined the
group and answered questions together with Ms. Pick. The interview lasted for a
while as Ms. Pick also shares the group what their company really does and
being a company specializing in human resources, Ms. Pick has a lot of things to
say.
After answering the questions for human resource, Mr. and Ms. Pick left
the room. So the group went on with the interview with Ms. Jennifer Villanueva
the Chief Accountant of PAP. Compared to the interview with Ms. Pick, the
interview with Ms. Villanueva is shorter for she seemed reserved and she
answered the questions as straight forward as she could. After the interview with
PAP, the group decided to go to the Securities and Exchange Commission to
acquire annual reports of the Statistical and Research Training Center and the
Institute for Studies in Asian Church and Culture
Seeing the urgent need to look for two other research organizations to
fulfill the recommendation of the panelists, the group took advantage of one of
the members’ internship site. Shiela May Familaran, who is currently an intern at
ISACC do the honors of asking her bosses for permission to interview their Human
Resource Officer and Finance Officer several hours prior to the intended
interview. Luckily, her bosses have seen the urgent need for informants and
agreed to have the interview on the afternoon of March 9, 2011.
There is no specified time for the meeting so Shiela May Familaran and
Maria Krisna Parrera decided to meet at Robinson’s Galleria after lunch for
ISACC is just a stone’s throw away from there. Upon arriving at ISACC, the group
was asked to wait for a while because Ms. Aida and Ms. Dhel were engaged at
the moment.
Ms. Dhel, the book keeper of ISACC was the first to be available so the
group interviewed her first. Ms. Dhel answered the questions about ISACC with
financial reports and statements at one hand to ensure that what she answers to
the group’s questions are accurate. The interview went smoothly and lasted for
several minutes for Ms. Dhel is somewhat reserved but was able to fulfill the
questions prepared. After the interview with Ms. Dhel, the interview with Ms. Aida
followed immediately. Ms Aida is quite a chatter and bubbly so the duration of
the interview with her is longer compared with the interview with Ms. Dhel.
After the interview, the group went to SEC to retrieve the needed annual
reports of ISACC for the document analysis part of the study.
Institute for Popular Democracy
Having spent 200-hours with the Ateneo School of Government’s Political

Democracy and Reforms gave Krisna the opportunity to discover the existence
of Institute for Popular Democracy for PODER has it listed to their directory under
the non-government organizations that were usually invited to their events.
The group searched for IPD’s contact number and address through the
internet. On March 15, 2011, the group called IPD and was able to set an
interview with Ms. Gloria Igaya and Ms. Karlen Tagala. Interview guides were
then forwarded to their e-mail addresses.
The next day, the group met at 02:00 in the afternoon to go to SEC to get
annual report of IPD. At 04:30 in the afternoon, the group headed to Quezon City
for according to their Website, IPD is located at Matimtiman St, Teachers Village.
When the group arrived at that address, they were surprised because a
restaurant and a residential house were erected there. The researchers later
found out that IPD transferred to another location five years ago. It’s a good
thing that their new location is just a stone throw away from their old address.
Arriving at IPD, the group was asked to wait for Ms. Igaya. When Ms. Igaya
attended to the researchers, she said that a confirmation of an interview should
have been done. Ms. Igaya is beating a deadline and cannot entertain the
interviewers so the group was asked to come back two days after.
On March 18, 2011, the interview with IPD pushed through. Ms. Karlenma
Tagala was the first to be interviewed. She addressed some questions regarding
the human resource of the organization and was advised to ask Igaya the other
questions for Ms. Igaya functions as the Administrative and Finance Officer of
IPD. After the interview with Ms. Karlenma, Ms. Igaya went out of the office to
entertain the interviewers and addressed the remaining questions for HR and
after that answered the questions with regard to their organization’s finances.
Before having the data generation phase completed, the researchers

have encountered several rejections. The International Data Company didn’t
entertain the researchers because they do not provide qualitative classified
information about their company.
In the case of the Nielsen Company, the researchers were given the
chance to interview the Client Services Manager of the Media (Marketing
Manager), Ms. Kristina Estandarte, last September 29, 2010. Unfortunately, the
researchers were discouraged because of the unwillingness of the Human

Resources people to be interviewed because all of them are new at their jobs.
As for Pulse Asia, the researchers received a text message from Ms. Liza Martinez,
the Human Resources Manager, that they could not entertain an interview
because their Marketing department manager is on sabbatical while their
president was currently in Japan, studying. GfK Custom Research reasoned out
that they were loaded at the moment. The TNS, who first showed interest in
giving an interview at first by responding to the letter of request for an interview,
declined after several follow ups. A letter of request was also sent to Ibon
Foundation, Inc but wasn’t followed up immediately because of the upcoming
yuletide season.
The interviews with the Social Weather Stations as well as with the Asia
Centre for Research were considered null and void because of the number of
informants provided by the respective organizations. The group tried to solicit
another informant from each of the organizations but unfortunately, the two can
no longer provide for the group’s request.
49
CHAPTER 4
RESULTS AND DISCUSSION
This chapter presents the results of the data generation, together with the
researchers’ comprehensive analysis and interpretation. The discussions of the
results are anchored on the study’s objectives.
Profile of the research organizations
The following narratives discuss the profile of the research organizations.

These include the type of organization, vision-mission statements, a brief history of
the organization, the activities they are engaged in, and number of officers and
employees.
Statistical Research and Training Center
Legal Basis and Function
The Statistical Research and Training Center was created by Executive

Order (EO) No. 121 issued on January 30, 1987. Section 10 of the EO specifies the
functions and responsibilities of SRTC:
• Develop a comprehensive and integrated research and training program

on theories, concepts, and methodologies for the promotion of the
statistical program;
• Undertake research on statistical concepts, definitions, and methods;
• Promote collaborative research efforts among members of the academic

community, data producers, and users;
• Conduct non-degree training programs to upgrade the quality of statistical

manpower base in support of the needs of the statistical system; and
R e s u l t s a n d D i s c u s s i o n s | 50
• Provide financial and other forms of assistance to enhance statistical

research and development.
SRTC is the Philippine’s focal agency on statistical research and training

and one of the five major statistical agencies in the highly decentralized
Philippine Statistical System (PSS). It is placed under the administrative
supervision and policy and program coordination of the National Economic and
Development Authority (NEDA) through Executive Order No. 149 since
December 28, 1993, along with the National Statistics Office (NSO) and the
National Statistical Coordination Board (NSCB). National Research Council of the
Philippines (NRCP) accredited the SRTC as a research institution.
It is also accredited as a training institution by the Civil Service Commission

(CSC), the Professional Regulations Commission (PRC), the Department of Interior
and Local Government (DILG), and the Commission on Higher Education
(CHED). Under the CHED accreditation, training courses conducted by SRTC
may be granted graduate credits not exceeding six (6) units of elective courses,
pursuant to the provisions contained in CHED Order No.7, Series of 1995.
Services that SRTC Renders
6. Updates research agenda of the PSS based on emerging needs;
7. Conducts in-house and external research projects;
8. Conducts quarterly workshop on completed or on-going research

undertakings;
9. Facilitates the conduct of the SRTC Annual Conference;
10. Provides financial grants to institutions or professional statisticians when

research topics fall under major thrusts of research agenda;
11. Provides financial assistance, through its Thesis and Dissertation Fellowship
Program, to students enrolled in masters or doctorate program of statistics
and are pursuing thesis or dissertation papers;
12. Acts as Secretariat of PSS-wide Scientific Career Evaluation Committee

(SCEC) of the Scientific Careers System for Statisticians (SCSS);
13. Monitoring of scholars under the RGSSP-Phase I;
14. Participates in inter-agency and technical committee activities within the

PSS;
15. Maintains a comprehensive library collection of statistical books and

journals and enhances the accessibility of statistical information;
16. Facilitates the archiving of research and training outputs/materials; and
17. Maintains SRTC Website and IT facilities.
Activities and Programs
The activities of SRTC are categorized into two, namely: statistical research
and statistical training.
The statistical research deals with the study of the processes involved in
producing statistical information. Testing and/or experimentation on statistical
theories, concepts, definitions, methods, and techniques are involved in it. The
improving of the quality, reliability, completeness, and scope of statistical
information, as well as cost effectiveness of producing and delivering statistical
outputs are the company’s aim.
SRTC conducts its research through the following schemes:
2. Research grant by SRTC to an institution on a priority research project or

vice-versa;
3. Research fellowship where a bonafide researcher with substantive

proposal for relevant statistical research is funded;
4. Thesis/Dissertation fellowship where a student in masters or dissertation

program in statistics pursuing his thesis or dissertation work is funded; and
5. In-house research done by the research staff of the agency.
SRTC is also guided by comprehensive and integrated research agenda. It

is continuously updated to consider current and emerging needs of the
Philippine Statistical System and carry out responsive and relevant research
programs. The following are the major thrusts of the current research agenda:
c. Improvement of methodologies, concepts, definitions, and statistical

techniques;
d. Rationalization and preparation of more cost-effective designs for

censuses and surveys; and
e. Development of relevant indicators responsive to emerging issues and

concerns at the national and sub-national levels.
Research and Information Technology Division of SRTC has conducted

and/or coordinated 90 research projects mandated to develop a
comprehensive and integrated research and training programs on the
theories, concepts, and methodologies for the promotion of the Philippine
Statistical Systems (PSS).
On the other hand, statistical training refers to the design and conduct of
non-formal statistical training programs intended to improve the government
statistical personnel’s capability in handling their statistical work. It effectively
complements efforts to improve the statistical services in the government.
Statistical courses offered by the SRTC are geared toward capacity-building
initiatives for understanding and appreciating statistics. Programs feature
lectures, discussions and workshops, and computer applications designed to
supply the needs of clients or participating agencies with facilities such as
adequate training rooms, computer laboratory, and lodging quarters to
accommodate out-of-town participants. Training programs are also open to

foreign participants.
Organization Set Up
The SRTC is headed by an Executive Director and is staffed by 25 regular

and contractual personnel. The agency units are the Research and Information
Technology Division (RITD), the Training Division (TD) and the Finance and
Administrative Division (FAD), aside from the Office of the Executive Director.
Policies for the operations and management are formulated by the governing
board. The board is composed of the Secretary-General of NSCB as chair with
the following as members: the Administrator of NSO, the Director of Bureau of
Agricultural Statistics (BAS), the Director of National Planning, and Policy Staff of
NEDA, the Dean of University of the Philippines.
Mission, Vision, and Core Values
The mission of SRTC is to improve the quality of statistical information

generated by PSS through the conduct of high quality, objective and responsive
statistical research, and training activities.
SRTC’s vision statement:
"We, members of the SRTC family, value our work of contributing to

informed policy and decision-making processes through high quality research
and training in statistics and related fields. We will be the leading edge in the
conduct of research and training programs in statistics and allied fields, with the
guidance of the Almighty, the support and commitment of our human resources,
and the technologies made available to us."
The following are the SRTC’s Core Values:
The staff behind SRTC intends to pursue its agency vision. In so doing, we
are committed to:
c. Ensure client satisfaction in all aspects of our mandated activities.
d. Engage the services of highly competent resource persons/professionals for

all our research and training activities.
e. Put premium on our precious human capital by providing equal

opportunities for growth and development.
f. Work for the attainment of general well-being and realization of the self-
fulfillment of the individual, thereby affirming that their role in the SRTC is
paramount.
g. Work closely with the academe, data producers and users and be
recognized as responsible and credible partners in the statistical system.
h. And in all our undertakings, we will uphold integrity, professionalism,

trustworthiness, teamwork, cooperation and mutual respect toward our
clients, partners and co-workers at all times. (Statistical Research and
Training Center brochure, 2009)
Profiles Asia Pacific, Inc is a private stock company engaged in personnel

testing and assessment service like giving examination for the benefit of the
clients and conduct programs without operating as a school.
Research projects typically are in the areas that involve employee

engagements, client satisfaction, and leadership development, etc. (The
people side of business). Some of the researches PAP undertakes make use of
proprietary tools largely through the use of our instruments. However, they do
undertake special research projects on social development issues, for clients like
the World Bank, ECCD, DepEd, Dole, TESDA, DBP, GSIS, NYC.
Profiles International, Inc. (PI) was established in 1991 in Texas, USA. It had
amongst its stated objectives that of providing employers with current, valid and
easy to use employment assessment instruments, so that they could make better
use of their human capital resources. It operated initially in North America, where
it now has tens of thousands of clients, both large and small. It is the world's
innovator and leader in the development and distribution of employment
related assessments. Profiles now has affiliates in over one hundred countries.
Assessments have been translated and validated in sixteen languages (and
growing).
Deficiencies with Current Testing Instruments
Profiles noted when it was founded in 1991, that there were many deficiencies
with the then available instruments, many of which are still in use. Amongst these
deficiencies were:
 Almost all instruments in use were developed for the purpose of

diagnosing specific clinical conditions, NOT for the purpose of
employment evaluation.
 Most needed to be interpreted by a trained psychologist.
 They had cultural and other biases, and did not fulfill the legal and labor
codes for non-discrimination.
 They were not updated. Neither were they representative of current

personality theory, nor representative of the changing employment pool.
 They had no available validation studies.
In short, they possibly did a fine job in clinical diagnosis (for which they were
developed), but were not only unreliable, but also invalid and in some cases
illegal, when applied to the workplace.
The Profile’s Solution
To overcome these difficulties, Profiles has slowly developed a completely new

set of employee-related assessment instruments, literally from the ground up,
hence, making full use of prior research.
Profiles Asia Pacific, Inc. (PAP) is the Philippine affiliate of Profiles International.
Launched in 1998, the corporation is registered with the SEC with 20% foreign
ownership.
Vision
Profiles Asia Pacific wants to create a Philippine society –
 Where individuals are empowered to realize their full potential, by

maximizing their God-given talents and abilities; and
 Where companies, government, the educational community, and

organizations value all people and foster the creation of wealth and self-
fulfillment.
Mission
 We will provide HR services and assessment products of superior quality

and value to serve the needs of business and organizations.
We will achieve our purpose through an organization where the working

environment attracts the finest people, fully challenges and develops their
individual talents and encourages their free-spirited collaboration to drive
our business forward.
 We will at all times maintain our principles and integrity, honesty and
quality.
Through the successful pursuit of these commitments we will continue to
be known as “The Assessment Company” and a world’s innovator and

leader in Human Resource services.
 Our efforts bring prosperity to our business, our business associates and our
clients and to the Philippine communities in which we live and serve.
As exclusive distributor of PI products, Profiles Asia Pacific markets directly to

client companies and has an established dealer network. PAP provides training
and support to both dealers and end users alike. PAP’s office is located in the
Ortigas Center area of Metro Manila.
Skills Testing. In 2001, PAP took on a second affiliation, that of SkillCheck Inc.,
also from the USA. Computer-based “skills” oriented testing, nicely complements
the psychometric assessments of PI.
Literally hundreds of performances-based testing modules are available to

our clients from using either computer or Internet delivery systems.
Expansion: Based on the success and acceptance of the instruments offered,

PAP has undergone a period of considerable expansion branching out into other
assessment related activities including:
a) assessment based recruitment

b) assessment based coaching and training
c) assessment based OD services including ODA a One Day "Assessment
Center" service
d) College and High School Entrance Testing/Assessment
e) HR Consulting
f) eLearning tools(with assessments)
The use of assessments is the basis for all their services. They offer many
products which may be purchased alone or integrated into our several services.
For simplicity they have categorized these assessments by publisher.
Profiling and OD Assessments
Profiles International is a leader in the development and distribution of

employment-related psychometric assessments. A pioneer in internet delivery
and “job-fit”, Profiles offers a wide range of tools summarized below:
1. On-line Job Matching tools:
o The Profile XT
o The Customer Service Perspective
o The Sales Indicator
o The Call Center Survey
2. On-line Performance Management tools:
o Performance Indicator
o Team Analysis
o CheckPoint (360 feedback) and Skillbuilder (eLearning)
o Profiles Workforce Compatibility Assessment
3. Integrity Profiling:
o Step One Survey II (integrity assessment)
Pre-Screening Assessments
Often with huge numbers to screen, it is not surprising that local

companies often seek low cost screening tools.
Skills Tests
SkillCheck tests are of two forms- multiple choice “knowledge” tests and
“performance” tests.
TNA Tests
Prior to offering a developmental program (training) it is wise to make an

accurate diagnosis of the current state of learning. This is often achieved through
a Training Needs Assessment program which can most efficiently be done
utilizing one or more of our wide range of TNA assessments.
ACE - Assessing Communications in English
To provide for the increased need for assessing competency in English

language communication, we provide for both written essay writing testing and
spoken English testing (listening and speaking skills).
In addition to traditional assessments in the areas of: grammar, spelling,

vocabulary, and reading comprehension
Testing Services
Profiles (and its strategic business partners such as People Dynamics, the JFK
Foundation and others) provide for many different types of testing needs. This
could be:
1. on-line: testing administered under the control of the client, but “setup”
by profiles;
2. on-line: testing administered by client using a “private” internet testing

sites setup for exclusive use by the client;
3. on-site: testing administered by Profiles staff at the client’s site; and
4. outsourced testing: candidates are sent to the Profiles testing centres in

Ortigas and elsewhere. (“Company Background,” 2008)
Profiles Asia Pacific, Inc., has five stockholders, one of which is a foreigner and
the remaining are Filipinos. PAP is registered with SEC with a 20% ownership. Ms.
Jocelyn Pick, the Managing Director has the most number of shares followed by
Mr. John Pick. The remaining shares are evenly distributed to Ms. Lorna Kuan,
(corporate secretary) Ms. Jennifer Villanueva (treasurer) and Mr. Bruce Crumley
(the Vice Chairman) which all serve as the board members of the company with
Ms. Pick as the Chair. (SEC General Information Sheet, 2011) PAP is consisted of
nine departments namely the Sales, Customer Service, Testing Center, IT,
Recruitment, Administrative, Corporate Communications, Finance, and Human
Resource.
Institute for Studies in Asian Church and Culture
The institute for Studies in Asian Church and Culture (ISACC) is a non-stock,
non-government organization with the primary purpose engaged in research
and training.
It was established in 1978 as a reflective arm of the church and a catalyst

towards biblically-based responses to political, social, and cultural issues in the
country. Through its 21 years of existence it has evolved from an initially marginal
prophetic voice operating within a largely conservative church community into
a major influence in the life and witness of the churches, with a reputation for
committed and creative responses to issues of national concern among NGOs
and other progressive elements in the country.
ISACC maintains a considerable network of individuals and organizations

with similar concerns. Its solidarity network ranges from secular NGOs like
Freedom from Debt Coalition and Philippine Alliance of Human Rights
Advocates to ecumenical church bodies and, internationally, the World
Association of Christian Communication, International Christian Media
Commission, Partnership in Mission, World Vision, London Institute for
Contemporary Christianity, Breakthrough in Hongkong, and friends in the
International Fellowship of Evangelical Students (IFES) network.
Some of its main funding sources have been the Evangelische Missionwerk
(EMW) of Germany, Tear Fund Australia and UK, Anglican Church of Canada,
ICCO of the Netherlands, the Uniting Churches of the Netherlands, and the
Philippine government, like the Department of Education and other local
sources. ISACC also maintains links with local organizations in media and the arts
such as Far East Broadcasting Company and the Day by Day Christian Ministries.
It is also a member of the Alliance of Christian Development Agencies (ACDA)
and the Philippine Council of Evangelical Churches (PCEC).
ISACC is a research and training organization specializing with the following

core expertise within an Asian context
 Development
 Cross-cultural studies
 Missiology
ISACC’s mission is to creatively witness to the lordship of Jesus in all of life by

penetrating culture with the values of the kingdom and engaging the powers
towards social transformation.
The gospel is for the whole person. Witness to it has both a verbal and visible
dimension as expressed in prophetic proclamation of the Word as well as in the
Spirit's work of transformation in the life of the individual and of nations. They
believe that Christ is King, not just over the church, but over nations and peoples.
His kingdom makes no distinction between the secular and the sacred; He rules
over all of life.
ISACC is engaged in the following activities:
 Capacity building
 Research in social development issues
 Research and training in gospel and culture issues
 Political advocacy
Capacity building in various areas of development work for churches,

organizations, and grassroots communities through coaching, consultancy
services, and such training seminars as
• The Church as an Agent of Change: Basic and Advanced Skills in
Community Development
• Integrating Spirituality in Development Work
• Project Proposal Making
• Other experience-based learnings
Research in social development issues as a contribution to the on-going

search for fresh approaches, theories, and paradigms in social development
practice. Complimenting this are professional training seminars meant to
enhance social wellness, such as:
• Winning work attitudes, a value-re-orientation seminar for

employees in public and private sectors. This helps management and workers
alike to develop a work ethic and style that makes for efficiency, excellence and
competitiveness that is just and sensitive to culture and showcases native talent
and ingenuity.
Research and training in gospel and culture issues to enable the churches
and mission organizations to more effectively witness to societies in Asia. A
sample research is a groundbreaking study of the cross-cultural problems
encountered by American Protestant missionaries in the early 1900's, the first
study of its kind done by non-western scholars.
Seminars range from the Gospel, Culture and the Filipino Church, which
helps pastors and church workers to rediscover Filipino culture and root the
gospel in it; and Making Filipino Culture Work For You, a cultural orientation
seminar for missionaries, corporate and development executives and other
expatriates seeking to work more effectively by deepening appreciation of

Filipino culture and how it can facilitate instead of hinder corporate efficiency.
Political Advocacy through publications and various other media for

reaching mass audiences. A long-term program under this is Popular Education
for Good Governance, helping to create the social and cultural infrastructure
necessary for good governance to flourish.
Trainings offered by ISACC:
 Making Filipino Culture Work for You - A cultural orientation seminar for
corporate and development executives, missionaries and other
expatriates seeking to work more effectively by deepening appreciation
of Filipino culture and how one can facilitate instead of hinder corporate
efficiency;
 Gospel, Culture, and the Filipino Church - This seminar is a grassroots

education service for the churches, highlighting contextualization as the
key to relevant witness by stimulating the rediscovery and reaffirmation of
Filipino culture;
 The Church as an Agent of Change: Basic and Advanced Skills in

Community Development - Enables practitioners to sharpen skills and
perspectives in social development;
 Integrating Spirituality in Development Work - Aimed at refreshing stressed

development workers and other professionals through perspectives and
survival tools for the journey;
 Winning Work Attitudes - A value re-orientation seminar for employees in

public and private sectors. This helps management and workers alike to
develop a work ethic and style that makes for efficiency, excellence and
competitiveness that is just and sensitive to culture and showcases native
talent and ingenuity;
 Disciplining the Mind - The course is designed to enhance theological

literacy among professionals who wish to interact with issues they face in
their work and academic disciplines; and
 Writer's Courses - Course in technical writing and project-proposal-making,

as well as basic and advanced creative writing, combining biblical
perspectives and how-to's, with added sensitivity to culture, context and
social relevance. (“Institutional Profile,” 2003)
Based from the documents from the Securities and Exchange Commission,
ISACC has seven employees consisting of three officers and four rank and file
employees with MS. Melba Maggay as the Chairman, Ms. Anna Francisca
Lacanilao as the Corporate Secretary, Mr. Noel Alcaide as the treasurer and Ms.
Phebe Pendon, Felipe Jocan Jr., Joy Alvarex and Malcom Bradshaw as the
members. (SEC General Information Sheet, 2010) ISACC has three departments
namely the following: Administrative and Finance, Advocacy, and Training.
Institute for Popular Democracy
Institute for Popular Democracy is a non-stock corporation that undergoes

political researches and having advocacies that serves the non-government
organizations with the purpose of political transformation and development. The
organization primarily engages with Research, Training and Advocacy.
It started during 1986 when the organization aimed to widen the

democratic space existing in the country by forming movements that’s actively
concerning the crucial national issues. It specializes its works with their research
and advocacy and began to introduce the education works that answers the
questions on the local democracy.
In ten years of its existence, it imparts progressive changes in the society

whether it’s local, national, or international environment. Different groups are
now emerging with the society and taking watchful eyes over political struggles,
the ways for participation within the national issues and the strength that they
could get by existing on the arena of the community and open politics.
At the present, the Institute for Popular Democracy deals with presenting
and interpreting the realities on the Philippine Issues particularly when the
national democracy is on the line. It shows the factors that would make
democracy efficient and ineffective as well as the options for concerned
individuals in the society for its development.
The researches aimed to hit the new ideas or instruments for politics, thus,
together with the IPD’s advocacy, it ranges as broad as local, national, and
global perspectives.
The organization had a commitment on democratization of the society.

The transformation of the community to have political development is the focus
of the organization. It centers on the local and foreign issues that seemed to be
the factors on the society being economically backward and under freedom
repression.
Merging in the midst of the civil society, the economy, and the state, the
organization widens its reach within those individuals, groups, or community that
parallels to their view points about the national reformation.
IPD has the agenda of making the poor and disadvantage sectors of the
society to participate on the national political issues.
The IPD engages with the researches that would help the local political
reformers. The Local Public Finance Managemental has goals on building
institutions that would help on proper allocation of public resources. They are
also conducting researches about the Local Poverty Analysis that aims to
measure the status of the societal poverty which also undermines the goals of
the local reformers about the efficient allocation of public funds.
Also included in their researches are the Macroeconomic Policy

Advocacy which concerns the assessments and measures of the economic
trends; and also the Constitutional Reform which addresses the debates within
the forms of government and the Electoral Reform which mainly about the
COMELEC in order to monitor Philippine elections.
The organization also conducts trainings on democratizing local

governance. (“About IPD,” 2006)
Provided by the Securities and Exchange are the list of the Directors or
Officers of the Institute for Popular Democracy. The Chairman of the board is
Patrick Patino together with the other Board Members including Mr. Jose Eliseo
Rocamora who’s also the Chairperson. Miss Jennifer Albano is one of the Board
Members and at the same time is the Vice Chairperson officer. Patrocinio Jude
Esguerra III is the President of the Organization and Miss Rebecca Malay is the
Treasurer. Atty. Alexes M. Enriquez handles the legal business of the IPD. The other
members of the organization are as follows: Mr. Edicio dela Torre, Mr. Alexander
Padilla, Ms. Marianita Villariba, Mr. Robert Francis Garcia, Ms. Ma. Cecilia
Soriano, Mr. Diosdado Calmada, Mr. Florence Villanueva, Mr. Enrique Villanueva,
Ms. Marie Stella Dela Cruz and Mr. David Andrade. (SEC General Information
Sheet, 2009) Only the Administrative and Finance is the only constant
department in IPD. As of now, it has two other departments namely the Local
Governance and the Asia-Europe People’s Forum. The number of their
departments varies depending on the number of their current projects.
R e s u l t s a n d D i s c u s s i o n | 67
Matrix 1
Profile of the Research Organizations
Research Classification Vision, Mission, and Historical Background Types of Activities Organization Set Up
Organization Goal Statement Engaged In
Statistical Government  Vision Statement Was created by Executive  Statistical Research  Headed by an
Research and - value our work of Order (EO) No. 121 issued Executive Director
Training contributing to informed on January 30, 1987.  Statistical Training
Center policy and decision-  Staffed by 25 regular
making processes Philippine’s focal agency and contractual
through high quality on statistical research and personnel.
research and training in training and one of the five
statistics and related major statistical agencies in  Agency units: Research
fields. We will be the the highly decentralized and Information
leading edge in the Philippine Statistical System Technology Division
conduct of research and (PSS). (RITD), Training Division
training programs in (TD), Finance and
statistics and allied fields Placed under the Administrative Division
administrative supervision (FAD), and Office of
 Mission and policy and program the Executive Director
-To improve the quality coordination of the
of statistical information National Economic and
through the conduct of Development Authority
high quality, objective (NEDA) through Executive
and responsive statistical Order No. 149 since
research and training December 28, 1993
activities
Profiles Asia Private, Stock  Vision  Profiles International,  Engaged in providing  Headed by a Chairman
Pacific, corporation Inc. (PI) was established in organizational  Staffed by 30-regular
Incorporated A Philippine society 1991 in Texas, USA with an development staff
which maximizes the objective of providing solutions, consulting  Composed of nine
talents and abilities of employers with current, and training and departments namely
individuals and wherein valid and easy to use development Sales, Customer
institutions value all employment assessment programs Service, Testing Center,
people and foster self- instruments.  Conducts research IT, Recruitment,
fulfillment involving employee Administrative,
 Profiles Asia Pacific, engagements, client Corporate
 Mission Inc. (PAP) is the Philippine satisfaction, and Communications
-to provide quality HR affiliate of PI, launched in leadership Finance and Human
services addressing the 1998, with a 20% foreign development Resource
needs of business and ownership registered in  Undertakes special
organizations SEC. research projects on
-to maintain principles social development
and integrity, honesty issues.
and quality in fulfilling its
goal to be known as
“The Assessment
Company” at the same
time bringing prosperity
to its clients, the general
public and the society.
 Engaged in Capacity
Institute for Non-stock,  Mission  Established in 1978 as a building  Headed by an
Studies in non- reflective arm of the  Research in social Executive Director, with
Asian Church government -To witness to the church and a catalyst development issues 7 regular employees
and Culture Lordship of Jesus by  Research and and indefinite number
towards biblically-based
penetrating culture with training in gospel and of project-based
responses to political,
the values of the culture issues employees and
social and cultural issues in  Political advocacy volunteers.
Kingdom and engaging
the country.  Has 3 departments, The
the powers towards
social transformation. Administrative and
 Through its 21 years of Finance, Advocacy
existence it has evolved and Training
from an initially marginal
prophetic voice into a
major influence in the life
and witness of the
churches
Institute for Non-stock  Commits on  Started during 1986 when  Research work  Chairman of the board
Popular corporation democratization of the the organization aimed to  Policy studies with its board members
Democracy society. widen the democratic  programs and projects  Departments of
space existing in the relevant to the Administrative and
 Focused on the political country by forming development and Finance
development of the movements that’s actively promotion of popular  Office Staff and Project
country concerning the crucial democracy Staff
national issues.  Holding training
 Has the agenda of seminars, symposia, for
making the poor and  In ten years of its a and other related
disadvantage sectors of existence, it imparts activities in the pursuit
the society to progressive changes in of its objectives
participate on the the society whether it’s
national political issues. local, national, or
international environment
 Incorporated with the

Philippine Securities and
Exchange Commission on
August 31, 1988
“Life-Sized Human Walls”
Human Resource Management of Research Organizations
The following narratives and analyses deal with the responses of the
informants to the questions of the researchers about hiring procedures,
motivating and promoting schemes, and training and development activities for
their employees.
An organization strongly relies on its Human Resource Department when it

comes to manpower. The department’s main function includes various activities
for staffing, recruiting, training, motivating, and ensuring that the personnel’s and
the management’s practices conform to various regulations. (McNamara, n.d.)
The Human Resource Department’s main concern is the recruitment or

hiring process. The department must align company’s objectives and guidelines
to the company’s goals. For organizations to achieve extraordinary performance
from the people that they hire, they must stretch beyond their average in
recruiting and hiring procedures. (Yate, 2006)
The Statistical Research and Training Center (SRTC) follows the guidelines
given by the Civil Service Commission (CSC) since it is a government research
agency. But the agency also has internal guidelines, according to Ms. Elizabeth
Labaddan. These internal guidelines include the fulfillment of the minimum
qualifications set by the CSC, passing the examination, undergoing panel
interview, and the assigning of points. For the minimum qualification, this
depends on the position that the applicant wants.
Ms. Labaddan cited an example taken from the CSC guidelines book: “So
for example, let’s say statistician, we have many statistician 3s here. Statistician
in the national government, these are the qualifications: bachelor’s degree
relevant to the job, two years experience, eight hours training and career service
profession ability. So, the moment the applicant does not fit these qualification
standards, his application will not push through.”
This means that all applicants must possess the qualifications set by the
CSC before undergoing the screening process set by the SRTC. After the process,
the Panel Selection Board will assign points based on the results of the
examination and the interview. The points will then be submitted to the
executive directors who are in charge of the evaluation and decision making.
However, Ms. Labaddan said that it did not necessarily mean that an applicant
who got the highest points would get the position. It still depends on the
executive director’s decision on which one they will hire.
Because Profiles Asia Pacific Inc. sells assessment tests in hiring employees,
they made use of their products in order to get applicants fitted in their
company. Ms. Jocelyn Pick, the Managing Director of the company, said it this
way “we are the products of our product”. They hire employees through
behavioral approaches. Through the use of their assessment techniques, they
are able to know the competencies, the behavior, the personality, and the
cognitive abilities of the applicants to be able to fit in our company. This is also
what they call job matching. “First thing is you have to, first of all understand
what types of people you want to attract in your company. So you have your
employer branding, so to speak.” What Ms. Pick meant here is that there are
different types of people and they have to see who fits in and who does not.
For Ms. Pick, it is important to know the requirements for the job. They have
basic guidelines but these are prior to change depending on the position an
applicant wants. In hiring, part of the process involves the participation of the
manager of the department. When it comes to the qualities of the applicants,

Ms. Pick said “We wanna find the right people, we do not discriminate, we do not
care whether this person is old, male or female, third sex or whatever, how old is
he, from what school he come from. What’s important to us is they are able to do
the job because based on our own research, we find out that these factors are
not important in job’s success. That’s why we are very strong proponents of non-
discriminatory hiring.” This means that they hire according to their capacity and
capability in doing the work regardless of their age, sex, school, etc.
Unlike the other organizations, the Institute for Studies in Asian Church and
Culture (ISACC) has a different way of selecting employees for the reason that
they are Christian-based organization. Their Administrative Officer, Ms. Aida
Robles supported this when she said, “First since this is a Christian organization,
we want to check on their spiritual maturity, their loyalty to the scripture or the
word. They should believe in God and the Bible.” According to her, having this
foundation among the applicants is important in selecting. They are very
particular when it comes to this qualification. Applicants should also finish
college degree but not that necessarily. They are accepting undergrads or high
school graduates as well.
In hiring employees, applicants must submit their curriculum vitae which

will later on be invited in an interview. “Most of the people who come in for hiring
to be employed with ISACC are endorsed by other organizations... So when they
try to bring in people or when they endorse them, they know that person is gifted
in the area of what ISACC needs.” Having said this means that most of their
applicants were just endorsed by the other companies who think that these
people can do well in ISACC.
For the Institute for Popular Democracy (IPD), their hiring process’
requirements are more on submission of documents. “There are requirements.
Application letter, curriculum vitae, certificate of employment, transcript of
records, references, and application form provided by the IPD,” Ms. Karlenma
Tabora-Tagala, the Administrative Assistant of the organization enumerated.
These requirements are strictly followed when the applicant aims for the office
staff position. “We also have screening. Then their documents are being
reviewed if they are suited for the project. Once these are all done, you’ll forward
these to the project head who will conduct the interview. There’s also written
exams given.” These are the usual hiring process for their office staff. But when it
comes to the project staff, these requirements are not necessary. “For project
staff, it depends on the applicants’ background if they are qualified for the
position” She added that it still depends on their project if they are qualified.
Another role of the Human Resource department is to keep employees in

shape to accomplish the organization’s tasks. Therefore, different schemes on
motivating employees are being done to ensure that employees are satisfied
with their company. Effective motivation of employees contributes to good staff
retention rates. This is crucial in increasing stability within the organization and
makes employees identify with the firm and instills a sense of loyalty. (Bhagria,
2010)
For the SRTC, they give bonuses, terminal leave benefits, and leave
credits. Tenured employees are also recognized by giving loyalty awards to
those who already have ten, twenty and fifty years of service. There is also an
increase in the employees’ salary. Ms. Labaddan said, “We have step
increment: for every three years, there’s an increase in salary. And then there’s a
loyalty award for every ten, twenty, fiftieth year.” This just shows that the longer
the employee stays in the company, the higher the salary that he will receive.
Mr. Malcolm Pick, the Chairman of Profiles Asia Pacific, Inc. who is also the
husband of Ms. Jocelyn Pick, first emphasized the company’s need for self-
motivated employees. He said “We need people in an organization like this that
are self-motivated primarily, and ones with objectives and goals of their own that
we can try and help them satisfy.” Having these foundations from their
employees are necessary for them in motivating their employees. Ms. Pick on the
other hand mentioned that their personnel are motivated through benefits.
“They are given health benefits… There are the usual benefits required by law,
and there are a few other benefits that are given to them, like the certain
departments enjoy bonuses depending on our sales.” Mr. Pick supported what
Ms. Pick said and added “There’s a bonus based on the employees’ potentials.
Sales people are largely paid by the sales they made.”
Aside from those tangible benefits, Ms. Pick gave importance to the
benefits in their workplace that motivates their employees. For instance the
structure of their organization helps their employees too. “There are pros and
cons for being a small company” he said. “In a little company like ours, you get
to see the whole thing. From top to bottom and across all functions. That’s the big
benefit to somebody who’s starting a career. You get to see what really goes
on.” For him, its beneficial if the company is small because the employees will
get to see the other operations happening from the other departments. Ms. Pick
on the other hand also added that they are not that strict in the company,
which makes her think that this can be considered as benefit. “What could be a
benefit in the sense that the rules are more flexible.”
Motivation schemes for ISACC and IPD have similarities. For them,
employees are motivated by just having healthy relationships among their co-
workers. By developing camaraderie, their employees will have their grace in
working. But in ISACC, it’s important to have a deep level of spirituality to keep
motivated. IPD on the other hand has their weekly running activity at UP every
Thursday afternoons so that their employees will live a healthy life once a while. It
motivates their employees too.
Competent employees deserve recognition from the HR department. In

an article written by Ambrose Sanchez (2008) of Cebu Daily News, she said that
the reason it is necessary to promote employees is it insures competent

leadership at critical points of the organizational network, aside from the fact
that it provides opportunities for the career growth of deserving employees and
fills up vacancies, in line with the policy of promoting from within.
For the SRTC, however, they specified thoroughly the ways of their
promotion. Ms. Labaddan said that “for incoming personnel, let’s just say, is the
same with how we do it in promotion”. This means that their hiring process is
somewhat similar with their promotion procedures. “They are being assessed side
by side” she said, to emphasize the fairness that they show to applicants for a
position. A certain position needs to be vacant or open for promotion to
happen. She will notify all those who are qualified among their employees. Those
who are interested to apply for the position will automatically belong to the
candidates. “I notify all those who are next in line. You inform me if you’re
interested or not. So automatically, you will be included in the roster of
candidates.”
There are also outside applicants. The company assesses both the inside
or internal applicants and the outside applicants fairly and then award points to
them just like what they do in the recruitment process. “The more experienced,
the higher the points,” she added.
Not like the SRTC who has a very well-defined process in promotion,
Profiles Asia Pacific, Inc. doesn’t follow a well-defined structure. For them, it’s
always performance-based and based on experience. Ms. Pick said “If
management feels this person deserves to get paid more, then we could opt to
increase her salaries… It’s largely performance based.” This was agreed by Mr.
Pick and added “Definitely performance based. But there’s no well established
system.” He also said that they’re trying to make their promotion process as
comprehensive as it can be. The thing is, it takes time.
The two remaining non-stock, non-profit organizations, the ISACC and IPD
are experiencing financial constraints- the reason why they don’t give much
promotion on wages/salaries. However, when it comes to the promotion of the
position, there should always be vacancy first for them to be able to promote.
Now the last major activity that the Human Resource department
conducts is the training. Training aims to improve the skills and attitudes of the
employees to maintain high quality performance by all. HR is the one that
decides if trainings are necessary for a certain group of employees at a certain
point.
For the SRTC, Ms. Labaddan said that sometimes, the employees are the
ones who ask for training. She said once a year, they usually go on planning
workshop and go out of town to conduct team building activities. She said: “I
provide training in general: gender sensitivity training and workshop on stress
management.” Through these trainings, employees will be able to cope with
stress and interact well with their co-workers. SRTC looks for training designs that
will be appropriate to their employees’ jobs. The firm also entertains trainings
outside the country. Ms. Labaddan said: “We are also given invitations from, let’s
say, JICA, TESDA for scholarship programs… We need to nominate a
representative from our agency.”
Profiles Asia and Pacific, Inc., the only mandatory trainings given to the
employees are the ISO trainings. The rest are not required to take, but are
offered anyway for the employees’ development. “There are training programs
offered. A lot of them want to take it because for me it’s a privilege to be given
training, we spend money on them. We spend for them, they go attend some
seminars, anything that will benefit them, we are open to it. We send them to the
US for training. Every year I probably take three people.” This means that trainings
are seen as privilege since they are free for their employees and they can also
get to visit different places. She cleared out that the trainings they offer are not
mandatory but are offered for the development of their personnel. “So it’s not
mandatory, we do not even tie them up to a contract because we believe in
people development. But I always tell people that if there are training programs
that they are interested to take up, let us know because if we can partially
subsidize it, if it is something that can benefit the company, why not?” The
trainings they offer involves sales, the quick-books or their accounting software,
effective productivity, and health-related issues, they also do trainings as
general- those personality development trainings involving interaction with co-
workers and goal setting.
ISACC on the other hand expects their employees to have skills that the
organization wants. Once they already have these, they will orient them
accordingly through exposures. ISACC conducts trainings and seminars as well.
The employees are required to attend these seminars and conferences that are
related to what they’re doing. Ms. Robles said “In the manual, it is stated there
that we require that all the members of our staff to go through or attend trainings
and seminars, conferences related to what we are doing”. Through these
activities, employees will be exposed to the nature of their work and also to other
people that they’ll meet.
Again, due to IPD’s financial constraints, trainings are no longer included

in their budget. What they do is they encourage everyone to learn on their own,
or attend seminars that are given by their funders.
R e s u l t a n d D i s c u s s i o n | 78
Matrix 2
Human Resource Management of Research Organizations
Research
Hiring Motivating Promoting Training and Development
Organization
“We do the normal “We have step “…for incoming “But usually once a year
process. The general increment for every personnel let’s just say is we would go a planning
procedures which is three years, there’s an the same with the how workshop.”
sometimes increase in salary. And we do it, the
implemented by the then there’s a loyalty promotion.” “We go out of town and
department of labor. We award for every ten, we conduct team
do the hiring depending twenty, fiftieth year, “They are being building activities.”
SRTC on the different positions perhaps the trainings…” assessed side by side.”
that we need.” “I provide training in
“We also give bonuses, “…a certain position…is general(gender
“take the exam, look at incentive bonuses, vacant…I know all sensitivity training and
the resume, if they terminal leave benefits.” those who are to qualify workshop on stress
passed the exam then next in line…you inform management.”
we will interview them “And your leave me if you’re interested
but if they didn’t, then credits…” or not…” “…on one man unit, we
bye-bye.” try to find or each
“…when we assess the employee will find a
“Selecting and hiring is internal applicants, we training that will fit
Of course based on also assess the his/her kind of job.”
qualifications , at least outsiders.”
college level on any “We are also given
positions.” “We assign points, the invitations from let’s say
more experience, the JICA, TESDA for
higher the points.” scholarship program…
we need to nominate a
representative from our
agency.”
“to first of all understand “We need people in an “Of course its “They are not mandatory.
what types of people organization like this that performance based.” But there are training
you want to attract in are self-motivated programs offered.”
your company. So you primarily, and ones with “If management feels
have your employer objectives and goals of this person deserves to “A lot of them want to
branding, so to speak.” their own that we can get paid more, then we take it because for me it’s
try and help them could opt to increase her a privilege to be given
“If you’re able to probe satisfy.” salaries… It’s largely training, we spend money
Profiles Asia and find out that they performance based.” on them. We spend for
Pacific, Inc. have competencies, the “they are given health them, they go attend
behavior, the personality benefits… There are the “If the person from the some seminars, anything
and the cognitive usual benefits required inside wants to apply, that will benefit them, we
abilities to be able to fit by law, and there are a she’s welcome to…” are open to it.”
in our company as well few other benefits that
as the other companies are given to them, like “So it’s performance- “ISO is a mandatory for
that we hire for, then the certain departments based, based on the everybody”
that’s one of the enjoy bonuses experience and
process” depending on our sales.” performance and we’re “We’ve undergone
trying to establish a well training on quick-books,
“we are the products of “There’s a bonus based defined structure.” which is accounting
our product. We sell on the employees’ software, so there are
behavioral test, potentials. Sales people training programs
personality assessments, are largely paid by the available.”
job-matching sales they made.”
assessments which is “A lot of them, especially
called the profile XT.” “That’s the big benefit to sales and marketing
somebody who’s starting undergo training on
“part of the process a career. You get to see sales.”
involves the involvement what really goes on. As it
of the manager who’s goes to what we think “First aid. And we
in-charge of the should go on, what we probably going to have a
department” really believe goes with lot of health related issues
the other companies. that we are going to
“we are very strong We have all the same undergo training.”
proponents of non- problems with the big

discriminatory hiring.” company, we all have “Effective productivity.
the same functions to Because we want our
“Yes we make use of fulfill, but we do it in a people to be effective, to
technical test, and uh, it much smaller scale.” set their goals, so they
depends on the can be successful.”
position.” “what could be a
benefit in the sense that “probably outings, that’s
“Sometimes it’s a plus if the rules are more not every month but
you do have the flexible.” maybe in the summer…
technical skills and you there is a training”
cannot wait to train
them.” “They are also
encouraged to join
“. But for us, the most associations because
important are the soft that’s one way of
skills. Because technical developing yourself,
skills, they’re hard skills developing your career”
and you can learn that.”
“The training that we’ve
been giving is a general
training about design to
be more systematic and
organized in the kind of
work that they’re doing.”
“check on their spiritual “I think it’s more on “So normally, there’s a “More of orientation. We
maturity, their loyalty to getting down to the level vacancy” get our training through
the scripture or the word” of the employees… to exposure… Since we hired
create a relationship “Of course in our you according to the skills
“We do background amongst them.” manual, it should be that are in your CVs, then
checks” internal first, within the we believe that you’d be
“you create organization” able to grasp whatever
“They don’t have to be camaraderie amongst the organization wants”
ISACC college graduate. They your employees and “Those qualified are
can be high school look on them not on the being tapped and “In the manual, it is stated
graduates only” mistakes that they made given Contract of there that we require that
but more on their Employment all the members of our
“We ask them to submit achievements. That way, indicating that this will staff to go through or
their CVS and then we they’ll feel that you be their current attend trainings and
ask them to come for appreciate them.” position effective on a seminars, conferences
interview” given date. There’s no related to what we are
“money is not really a need to apply.” doing”
“. Most of the people prime factor as long as,
who come in for hiring to again like what I said in “So they are exposed not
be employed with ISACC the guidelines for hiring. only to the learning but
are endorsed by other You have to be, you also to the social area,
organizations... So when have to have that deep because you get to know
they try to bring in level of spirituality.” the people who are of the
people or when they same mission and vision as
endorse them, they know ISACC.”
that person is gifted in
the area of what ISACC “Training is the exact
needs.” training that we offer”
“There are “Love for the cause and “Unless the person “It’s not required, but its
requirements. camaraderie.” involved resigned, then encouraged.”
Application, letter, there would be
curriculum vitae, “They’re into physical promotion.” “We’re not giving trainings
certificate of fitness. They have anymore. Only seminars
employment, transcript running club. Every “We get outside if there’s from invitations outside or
of records, and Thursday afternoon, nobody interested to given by the funders.”
IPD references, and around five o’clock, we take over from the
application form go to UP and run.” inside.” “You’re encouraged to
provided by the IPD.” learn on your own. We
“If somebody wants the have library if you want to
“For project staff, it vacant position, the learn from books.”
depends on the normal process will take
applicants’ place which is “Staff development is no
background if they are evaluation. The longer budgetary due to

qualified for the Executive Director, financial constraints.”
position” Chairman of the Board,
Treasurer, and one or
“We also have two Senior Managers,
screening. Then their and some members of
documents are being the board. They will do
reviewed if they are the evaluation.”
suited for the project.
Once these are all
done, you’ll forward
these to the project
head who will conduct
the interview. There’s
also written exams
given.”
“When Money Talks”

Finance Management of the Research Firms
What follows are the narrative and analyses on the informants’ answers to
the inquiries of the researchers on the organizations’ finance management. Also
included here is the validation from the financial statements of the organizations
from the Securities and Exchange Commission.
An organization would result into deviation without a particular

management that would deal with its financial matters. Handling the
organization’s finances often includes saving and lending money, and how the
money is being spent and budgeted to address the company needs. The
Finance Department primarily deals with the organization’s income and
expenditures. Income is the amount of money or in exchange of labors,
materials, services, etc. Expenditures are the materials being used to achieve the
desired output. In the Review of Related Literature, Yesilhark (2000) had pointed
common functions of the finance departments as follows; documentation,
controlling and handling of incoming and outgoing of cash flows.
Statistical Research and Training Center is a government agency which

focuses on the statistical research and training in the Philippines and is one of the
major statistical agencies in the decentralized Philippine Statistical System (PSS).
In addressing the questions regarding its financial management, Mr. Orlando
Chinilla, the accountant of the said firm bestowed as their annual income for
their trust ready and training receipts. On the trust ready receipts which he
described as the receipts coming from the agencies, he said that they’re getting
5 million from it yearly as he claimed, “At times, on a project, they will be allotting
around two million, maybe in average, around five million yearly.” By what he
had said about the training receipts, the firm also gets their income from other
agencies as he explained, “…two agencies to undertake a certain project…they
will be giving us the budget for the project.” The accountant also added, “Those
are the receipts from other agencies,” explaining what trust-ready receipts is.
While on the training receipts, according to him, it reaches to 10 million pesos a
year as he estimated it on saying, “Around six million on the average, ten million
a year...” Giving more explanations on the other receipts, he said that these are
the receipts coming from the participants who undergo training on the SRTC as
he mentioned, “We have what we call participants who will give payment on the
SRTC in return of their service, it could be individual or customize. The ‘customize’
are what we call agency to agency.” As for SRTC’s sources of income, he
informed us that it is usually from training fees or seminar fees, research
management fee which is 10% of the project cost and is usually spent on
operations.
Budget proposals are of great importance in every finance department

for it serves as their Bibles in terms of allocating the funds of the organization. Mr.
Chinilla, when asked about as to how budget proposals are being framed, said
that each division prepares its own budget proposal. These proposals will be
submitted to him, and then he’ll have to consolidate it and the final proposal
yielded from such process will constitute the budget of SRTC for a specific year.
“Each division prepares budget proposals... they submit it to me… I’ll work on it
and then that will be the budget proposal of the entire SRTC for that particular
year.”
As for the finances management of Profiles Asia Pacific, Inc., a private

company which primarily offers services of providing organizational
development solutions, consulting and training and development programs for
their clients, when asked regarding the company’s annual income, Ms. Jennifer
Villanueva, the Chief Accountant gave the amount of 30 million by stating, “It’s
gross sales, 30 million a year.” This can be validated with the Annual Financial
Statement of this company that was submitted to SEC that bears the figures of
Php 23, 773,940.02 for the year 2009 as their service income.
In adherence to the services that this company provides, the primary

source of its income is the sales made from selling their assessments, which is
basically the end product of the company, “selling testing assessments…our
products,” as to how Ms. Villanueva framed it.
Budget proposals in Profiles Asia Pacific, Inc. are being prepared annually.
Every department is being asked to list down the expenses that will be incurred
by their operations. Each proposal will be then submitted to their accountant.
The accountant, which would be Ms. Villanueva, would check if every variable
listed down is really needed, if a variable isn’t greatly needed, then it’ll be
crossed out from the list. Additional comments will be placed on the proposals.
After consolidating each proposal, Ms. Villanueva will pass it to Ms. Jocelyn and
Mr. Malcolm. Then it would be Ms. Jocelyn and Mr. Malcolm’s discretion if they
would approve of the budget prepared, as Ms. Villanueva said, “let every
department state their own expenses then we’ll see if what they listed down are
favorable… that’s where we base our budget… if we don’t think we need those,
we’ll cross it out… I check the proposals and put comments before passing it to
Ms. Jocelyn and Mr. Malcolm, and they’re the ones to approve the budget.”
The Institute for Studies in Asian Church and Culture, being a non-
government organization, has an income that is dependent with the projects.
The estimation of their annual income the previous year would be 1.5 million for a
six-month project and 30,000 for their publications. Ms. Adelaida Villegas,
ISACC’s book keeper when asked for the organization’s annual income
answered, “It depends on the projects that we have, with last year, it would be
1.5M which is good for 6 months, and then the publications which gives 30,000
annually.” This data provided by Ms. Villegas is somewhat in contrast with the
Financial Statement available in SEC which shows that the grants and donations
amounted to Php 3.3 million and the publications sales reached Php 123, 096.
ISACC provides research and training services. What help this organization
to keep on moving are grants, donations (either from individuals or churches),
fees from its members and the sales from their publications. Ms Villegas said,
“Grants, donations, membership fees… donations from individuals and churches,
publications.”
In ISACC’s annual budget, it is set that the Administrative and Finance

Department gets the 1/3 of the total fund allocation of the organization. The
remaining would be for the Advocacy and the Training Department. “1/3 of the
funds goes to Admin and finance, the rest goes for the operations which would
be Advocacy and Training.”
The same income management goes for the Institute for Popular
Democracy, another non-government organization. Since the organization lost
its institutional funding, their revenue became dependent of the project flow. Ms.
Gloria Igaya, the organization’s Finance Officer declined to give an estimation of
their income, as she said, “I doubt if anyone answers this, I cannot say this.” It
was found out later that the total revenue of IPD in their latest Financial
Statement reached the amount of Php 16,248,321.
The organization is highly dependent on funders as they are the ones who
provide for their income. A large part of their income comes from foreign funders
and the remainder would be from local funders and the sales from their
publications. Grants from employees and people with related interests with this
organization are considered to help in the maintenance of IPD. Ms. Igaya said,
“more on funders… 85 – 90% foreign funders… remaining percent from local or
we have the publications, we also have donations from employees and those
with related interests. “
Ms. Igaya when asked about as to how they do the preparation of the
budget proposal remarked that it is something that is difficult for them because
of their budget’s fluidity, as she said, “It’s very fluid. It’s difficult. Difficult. Ideally I
would require each of the departments to submit their cash flows, but that never
happened.” Ms. Igaya prepares the program based-budget proposal. She
already has the general fund, which is constituted by the overhead expenses
and that are not usually covered by the program-based funds, prepared with no
specific source for payment. It is only after a project when Ms. Igaya could tell
where to outsource the funds for the overhead expenses and that is if there
would be surplus from the program-based funds. She said, “For now, it’s project-
based, and then that’s when I straw the overhead expenses.”
The researchers also set inquiries concerning the expenditures of the

research firms. Expenditures are the materials and other expenses of the research
firms. Based on the study’s Review of Relevant Literature, when income exceeds
its expenditure, the excess income can be used for lending or investment, when
income is less than its expenditures, a company may raise capital borrowing or
selling equity claims, both will end up decreasing its expenses and decreasing its
income. The two terms are apparently interrelated with each other.
For SRTC’s annual expenditure, Mr. Chinilla answered that it’s just the same
with the firm’s income and said that the nature of the firm is actually more on
service as he added “Cause in our nature of business, our main function is more
on services so we are not focusing on profit.” Concerning the questions with their
expenses, he said that it is fixed and mandatory for the organization’s rent,
electricity, water, communications, travel expenses, transportations and
meetings. According to him, on the SRTC’s budget proposal, there’s already an
allocation for its different divisions when the interviewers asked about its
distribution scheme as he mentioned, “Each division has their allocation of
budget…they do budget proposals.” Mr. Chinilla also said that the research
division got the largest budget allocation among the departments.
Profiles Asia Pacific, Inc., when asked the question about how much the
organization spends annually, Ms. Villanueva gave two amounts, 4-5 million for
the operations and 12 million for the administrative and marketing, she said, “For
the cost of sales, it’s around 4 to 5 million… for the administrative and the
marketing expenses around 12 million.” The given figures are closely aligned with
the operating costs and costs of services written in the financial statement which
would be Php 20, 453, 079.64.
Profiles Asia Pacific Inc.’s primary expenditures would be the testing

materials that they use in producing assessments that they sell. Ms. Villanueva
said, “so we are buying that from our affiliate, from Profiles international… the
testing itself…” when asked for other sources of expenditures of the company it
was said that it is constitute by overhead expenses which, according to Ms.
Villanueva would be, “the marketing, administrative and selling expenses,
advertisements salaries and wages of employees and office supplies and office
equipments that we need.”
The administrative department, the IT department and the sales

department, receive the largest allocation of funds among the nine
departments existing in Profiles Asia. As it was enumerated and further justified by
Ms. Villanueva by saying, “Administrative, because it’s the one responsible for
requesting the supplies, then IT for the purchase of computers (for testing) and
then sales for the advertisements.”
Meanwhile, ISACC provided an estimation of their annual expenditure

constituting its overhead expenses which basically covers utilities and salaries of
employees. Ms. Villegas answered, “Overhead expenses, utilities and salaries…
1.2M would be the estimation.” This is found out true for ISACC’s overhead
expenses amounted to 1.162 million, a close estimation.
The primary expenditures of ISACC, is divided into two, the

aforementioned overhead expenses and the program-based expenses which
cover the salaries for the program-based employees, supplies, transportation,
meetings, food, recording, equipments and printing expenses: “Without

considering the program activities, the utilities and the salaries… for the
expenses in program activities, the salaries of the project manager, program
director, research person, supplies, transportation, meetings, food,.. for
advocacy, they have recordings and budget for equipments and printing of
materials.”
The Advocacy and Training Department of ISACC receive the largest part
of the allocation of budget for both entail the operations of the organization. Ms.
Villegas said, “Both Advocacy and the Training receive most part of the funds.”
The Institute of Popular Democracy, like with the estimation of their annual
income, didn’t provide figures for their expenditures yearly for Ms. Igaya find it
rather sensitive. Based on the financial statement acquired through SEC, IPD has
the total of Php 18,343,058 as their expenses which basically cover their projects
and overhead expenses.
The organization’s expenditures are composed of the program activities in

which they spend the most as for the remaining parts are allotted for the
personnel and overhead expenses. Ms. Igaya when asked with regards to what
makes up their expenditures said, “program activities, it’s like 60-70% of the
expenditures. Program activities are the research and the pilot (trainings)…
remaining percent would be for the personnel and the overhead expenses”
IPD, without having a definite number of department for it can be only

determined by the number of research and training projects that they currently
have and the Administrative and Finance Department being the only constant,
when asked whether what department receive the largest allocation of funds
answered, “That’s variable, for now, it’s the two major departments (Local
Governance and Asia Europe People’s Forum).”
The variables given by the research organizations that are included in

their income source and expenditures lists are in line with the documents that
they have submitted to the Securities and Exchange Commission.
It is a competitive world of an organization particularly in the research

field that it is a necessity that its finance department is functioning effectively. As
mentioned on the study’s Review of Relevant Literature, finance also deals with
the concept of time, money and risk and the affiliation of the terms with each
other. In the research organizations’ income and expenditures that vary
depending on the amount of the output and input, an organization should be
having strategic measures on handling the money that goes in and out of it.
Prior to the three general areas of finance; the business/corporate,

personal and public finance, the research firm’s financial management is
described by the corporate finance wherein they perform a total mix of
financing methods in order to raise funds or budget. There’s always a need for
every organization to maximize its output while managing the risks on the
expenses.
Matrix 3
Financial Management of Research Organizations
Research
Income Expenditure
Organization
“There are two types.. We have receipts that are “Expenditures, almost the same with the income.”
trust-ready… per year, its five million… and then
customized, meaning agency to agency… so “Fixed and mandatory expenses. Like electricity,
SRTC around eight million.” water, communications… travel expenses,
transportations, meetings.”
“Training fees or seminar fees… management
fee… 10% of the total project cost” “Each division has their allocation of budget… they
do budget proposals.”
“Each division prepares budget proposals... they
submit it to me… I’ll work on it and then that will “Research… totally the budget is for research.”
be the budget proposal of the entire SRTC for that
particular year.”
“it’s a gross sales, 30 million a year.” “For the cost of sales, it’s around 4 to 5 million… for
the administrative and the marketing expenses
“selling testing assessments… our products.” around 12 million.”
Profiles Asia
Pacific, Inc. “let every department state their own expenses “so we are buying that from our affiliate, from
then we’ll see if what they listed down are Profiles international… the testing itself…the utilities,
favorable… that’s where we base our budget… if the marketing, administrative and selling expenses
we don’t think we need those, we’ll cross it out… I advertisements salaries and wages of employees
check the proposals and put comments before and office supplies and office equipments that we
passing it to Ms. Jocelyn and Mr. Malcolm, and need.
they’re the ones to approve the budget.
“Admin, because it’s the one responsible for
requesting the supplies, then IT for the purchase of

computers (for testing) and then sales for the
advertisements.”
Overhead expenses, utilities and salaries… 1.2M

“it depends on the projects that we have, with last would be the estimation
year, it would be 1.5M which is good for 6 months,
and then the publications which gives 30,000 “without considering the program activities, the
ISACC utilities and the salaries… for the expenses in
annually.”
program activities, the salaries of the project
“Grants, donations, membership fees… donations manager, program director, research person,
supplies, transportation, meetings, food,.. for
from individuals and churches, publications”
advocacy, they have recordings and budget for
“1/3 of the funds goes to Admin and finance, the equipments and printing of materials.”
rest goes for the operations which would be
“Both Advocacy and the Training receive most part
Advocacy and Training.
of the funds”
IPD “I doubt if anyone answers this, I cannot say this.” “I doubt if anyone answers this, I cannot say this.”
“more on funders… 85 – 90% foreign funders… “program activities, it’s like 60-70% of the
remaining percent from local or we have the expenditures. program activities are the research
publications, we also have donations from and the pilot (trainings)… remaining percent would
employees and those with related interests. “ be for the personnel and the overhead expenses”
“For now, it’s project-based, and then that’s when “That’s variable, for now, it’s the two major
I straw the overhead expenses.” departments.”
“Human Resource Department Waves”

Problems encountered by the Research Organizations’ Human Resource
Department
The different departments of research organizations are always subjected

to problems that could affect their function executions. These problems could
either be internal or external in nature. Internal, meaning the problems are
coming from within the organization and external are those brought about by
the clients as well as the dynamic environment.
The human resource department of research organizations, with its

function in hiring encounters problems. For SRTC, one of the problems given by
Ms. Elizabeth Labaddan is that there are times that no one would apply in their
firm. “It is a problem when no one would apply, no one will be assessed,” Ms.
Labaddan said. When further asked about what she thinks about the reason why
no one would apply to the post, she answered, “I cannot speculate on what
really happened. I do believe in providence. Sometimes things happen and
don’t happen and you cannot understand as of that moment why. But later on
while you understand, the timing is, it’s actually perfect.” It is clearly evident by
this answer as well as her other statements during the interview that Ms.
Labaddan’s perspective with regards to her job matters are being influenced by
her religion.
Another notable problem cited is that when the applicants are not
qualified. As what Ms. Labaddan stated, “Problem with hiring arises when the
applicants are not qualified for the post. For sometimes, they were able to reach
the minimum qualifications, but then, when it comes with the panel interview, the
Personnel Selection Board looks for an x-factor, personal preference as we call
it.”
When it comes on the problems encountered by the Institute for Studies in

Asian Church and Culture’s Human Resource Department, Miss Aida Robles
pointed the financial constraints pressing over their organization. The ISACC is a
faith-based organization that depends their funds based on the projects. They
just have few employees in their institution that functions multi-tasking efforts. She
said the problem when it comes to hiring as “The capacity of the organization to
pay for the opening.”
Miss Jocelyn Pick of Profiles Asia found problems in hiring when someone
who’s not fit for the job would be hired. Profiles Asia enforces probation periods
in order to ensure that employees are fit for their respective positions,
“sometimes, you might hire somebody and then find out that the person does
not… that’s why you have the probation period.”
The Institute for Popular Democracy, on the other hand, said that the
Project Coordinator had the influence over who should be hired. They also
mentioned another problem they shared with the ISACC as the Ms. Gloria Igaya
claimed, “The project coordinator has the great control on who should be hired,
and that’s the first problem. The second is, you cannot pay that much.” Both IPD
and ISACC got problems on paying the hired ones.
In SRTC’s case, Ms. Labaddan, pointed out in her statement, “There are
employees who do not want to go to training. But there are other employees who
want to attend all the trainings.” that problems arise in terms of their training and
development activities when some of their employees do not want to attend
trainings while there are some who would like to attend the trainings that they
could get.
Miss Robles of ISACC said that the lack of self-esteem of the employees is
the problem on their training and development. Employees seemed to level
themselves with the training that they’ll be attending as she said, “Sometimes, it’s
a problem of self-esteem.”
The IPD and Profiles Asia said that they don’t encounter problems related
to the training and development of the employees.
Lack of motivation among employees could pose problems for the

organization for it could affect the employees’ quality of work. For SRTC’s case,
their organization’s problems with motivation are: the discontentment of some of
their employees, their attitude towards work and their responses to the
motivations given by the company. According to Ms. Labaddan, “Some people
believe that they deserve more than what they receive,” She also added, “There
are times that I noticed, they are sluggish and irritable. Not all the employees
respond to a certain motivation because the motivations given by the company
are general.”
ISACC, according to Ms. Robles encounters problem when people from

outside the company are being empowered by the leadership to meddle with
their organization’s issue. Incidents such as this could ruin the relationship among
members of the organization which serves as the sole motivation scheme of
ISACC. “When there’s someone from the outside who’ll took control over us and
were given the power of leadership.”
While on the other hand, “If the employee is just focused on her
remuneration, there’s no motivation to see,” said by the Institute for Popular
Democracy.
Promoting employees doesn’t only encompass the title but it would also
mean an increase with the employee’s compensation.
In SRTC’s case, the pressure being brought about by the promotion

process is the only problem that Ms. Labaddan has provided. This pressure is
caused by as what Ms. Labadaan tells us, “There are lots of employees who are
qualified to be promoted.”
Profiles Asia, having the resources needed for promoting employees and
the Institute for Studies in Asian Church and Culture and Institute for Popular
Democracy who have small and less complex organizational structures didn’t
encounter problems in terms of promotion.
From the aforementioned responses provided by the research firms, it is

noticeable that their Human Resource departments encountered problems in
terms of hiring, motivating, promoting and training and development when it
comes to money matters and the employees’ attitudes towards work and their
personalities.
Matrix 4.1
Problems Encountered by the Human Resource Department
Research Hiring Motivating Promoting Training and Development
Organizations
“If no one’s applying.” “Some people believe that they “There are many employees “I have some experience
“If there’s no qualified deserve more than what they who are qualified to be with employees who do not
SRTC applicants.” receive.” promoted.” want to…undergo
“All times I notice that they are trainings.”
sluggish or becoming irritable.”
“Not all employees respond to
a certain motivation.”
“sometimes, you might hire

somebody and then find out No problems No problems encountered No problems encountered
Profiles Asia that the person does not… encountered
that’s why you have the
probation period.”
“The capacity of the “When there’s someone from

organization to pay for the the outside who’ll took control No problems encountered “Sometimes, it’s a problem
ISACC opening.” over us and were given the of self-esteem.”
power of leadership.”
“The project coordinator has “No program of yearly

the great control on who increase. If the employee is just No problems encountered “We can’t do anything
IPD should be hired, that’s the first focused on her remuneration, about it if there’s no
problem.” there’s no motivation to see.” budget.”
“The second is, you cannot
pay that much.”
“Finance Department Waves”
Problems encountered by the Research Organizations’ Finance Department
Finance management serves as the bread and butter of every

organization for their operations would always depend on it. Finance
departments of research firms do encounter problems, too. As a matter of fact,
this department is always susceptible to problems for this depends with the
economic status of our country that as we all know, fluctuates every time.
SRTC, being a government agency encounters problems with their

income when our country is being affected by economic crisis. When such times
come the government imposes economic measures like cutting the budget of
every agency’s trainings which would have an impact on the firm because
training services that they render to other government agencies serve as a
source of their income. “When the government imposes economic measures like
cutting the budget of every agency’s trainings, which would have an impact on
us because other government agencies will not have a budget to avail our
training services,” answered by Mr. Orlando Chinilla when asked about the
problems encountered with their income.
In terms of the ISACC’s income, Miss Adelaida Villegas said that they
encountered problems when there are no coming projects. Institute for Studies in
Asian Churches and Culture is a project-based organization where it has its
income gained from the projects existing at the time.
Profiles Asia got problems with their collections. There where instances
when their clients didn’t pay them as Ms. Jennifer Villanueva pointed,
“Receivables from clients, when they didn’t pay our products.”
IPD, as to how Ms. Gloria Igaya frames it, said that the fluidity of their
budget and their projects’ time frames pose problems to their income as well as
their expenditures. “It’s very fluid. The fluidity of projects or time is fast that a
sudden change on the time frame and structure occurs.”
Financial management doesn’t only encompass income; it deals with the

handling of the company’s expenditures, too.
Mr. Chinilla of SRTC finds it a problem when their expenses exceeds what is
being set be the basis provided by the Accounting and Auditing Rules and
Regulations of the government. “As an accountant, whenever our expenses
would exceed what is being set, I’m bothered that the budget will be
disallowed,” Mr. Chinilla said. Disallowing the budget could also entail problems
with other things too aside from the firm’s finances.
The ISACC got the same problem both on its finance and expenditure.
According to the organization’s accountant, they needed fund which basically
comes from the projects in order to address the needed expenses.
The excessive consumption of electricity and the unexpected and sudden

expenses put a dent on the budget plans of the Profiles Asia Pacific, Inc. Ms
Villanueva said, “The time when the company experienced excessive use of
electricity/power…and also those immediate expenses that weren’t included in
the budget.”
Based from the solicited answers, it is quite evident that research firms
encounter problems with their income’s sources. SRTC and Profiles Asia both
encounter problems in their expenditure when they exceeded on the planned
budgeted. While the ISACC answered a problem regarding with their source to
manage the expenses saying that they needed funds for it.
Matrix 4.2
Problems Encountered by the Finance Department
Research Organization Income Expenditure
SRTC “When the government imposes economic “Our budget exceeds what is set by the
measures like cutting the budget of every government… As an accountant, all I can think
agency’s trainings, which would have an of when we exceed what is being set by the
impact on us because other government Accounting and Auditing Rules and Regulations
agencies will not have a budget to avail is that our budget will be disallowed.”
our training services.”
“The time when the company experienced
“Receivables from clients, when they didn’t excessive use of electricity/power…and also
pay our products.” those immediate expenses that weren’t
included in the budget.
ISACC
“When there are no coming projects.” “If there are no funds.”
IPD
“It’s very fluid. The fluidity of projects or time “It’s very fluid. The fluidity of projects or time is
is fast that a sudden change on the time fast that a sudden change on the time frame
frame and structure occurs.” and structure occurs.”
“Surpassing the Struggles in the Human Resource Department”

Solutions applied by the Research Organizations’ Human Resource Department
For all the problems encountered by every department in an organization,

there must be a solution applied to it in order to avoid delay in operations. In the
Human Resource Departments of SRTC, Profiles Asia Pacific, Inc., Institute of
Studies for Asian Church and Culture, and Institute for Popular Democracy, they
encounter problems that are sometimes similar to one another. Solutions
however define the company’s own ways of addressing these issues.
Lack of applicants and underqualified ones for vacant positions are the
SRTC’s problems in hiring. Through outsourcing the company can resolve this
issue. Ms. Labaddan said “it’s almost tempting to pirate” because they also
encounter applicants from other research firms. “We post vacancies in a
newspaper,” she also added. In case there’s still no response to their
announcements, they will repeat the recruitment process until they get
applicants.
Unlike SRTC, the Profiles Asia Pacific, Inc., receives large number of
applicants. However, most of them don’t fit in. This is not a serious problem
though. But since they sell assessment examination software, they use it as well to
filter their applicants. Addressing this problem is easy for them for this is their line
of expertise and their business- to manage people.
In hiring, ISACC’s problem is that their organization is incapable to pay.

They open their organization for applicants but once the applicants ask for their
amount of salary, they will no longer show interest. To be able to address this
problem, Ms. Robles said “We’ll explain to the applicants that this is an NGO,
non-stock, non-profit. We can only pay this amount and ask them if they are still
willing to work with us. We challenge them”. Aside from keeping their strong faith
to God, another thing that they do is multi-tasking in their work.
IPD’s problem in hiring is that they don’t have a well defined structure of
process when it comes to hiring project staff. The solution that Ms. Igaya sees is to
form a committee and proper planning. “Supposed to be, form a committee.”
she said. “Hiring should be more systematic for project staffs because that’s
where the guidelines are not implemented fully.”
Profiles Asia Pacific doesn’t seem to have problems when it comes to

motivation.
But in SRTC, Ms. Labaddan addresses motivation problems, such as

discontent, sluggishness and irritability of employees, by understanding each of
them. “I try to get to know each staff personally,” she said. Whenever her
employees are depressed or stressed, she comforts them in her own way. “I just
drop a line of encouragement.” She also added, “I try to mention to our chief
administration officer the basic motivation of our staff, based on my observation.”
She said that she has personality profiling of her employees for references
because there are employees who respond to certain types of motivation.
In terms of addressing ISACC’s problem with regards to the relationship

between higher officers and members of the organization which affects the
motivation, Ms. Robles said “What we do, like we call for a meeting. It’s also a
SEC requirement, we have to meet before the corporation. We’ll tell them that
telling foul words and spreading wrong information against a person is not
tolerated, with proper documentation.” This way, they’d be able to fix the
misunderstandings among the organization staff.
IPD suggests that they should maintain the good relationship established
and encourage one another to have extracurricular activities aside from work.
For the promotion, Profiles Asia Pacific, Inc., ISACC and IPD do not have
problems encountered.
Ms. Labaddan of SRTC however said that no matter how great the
number of candidates for promotion, it is still the hiring authorities who are
responsible in deciding. ACRE on, the other hand, doesn’t seem to have a
problem in promoting employees. Its employees receive what they deserve from
the company.
For training and development, Profiles Asia Pacific, Inc. Managing Director
Ms. Pick said that their employees are always willing to participate so they don’t
have problems when it comes to this matter. This is opposite to what Ms.
Labaddan experiences when it comes to SRTC’s employees because according
to her, some don’t seem to show any interest in participating in their training
sessions. What she does is she never stops inviting them until they agree. She
even cited a situation that happened to her when an employee rejected her
invitation because of lack of interest. “What I did was invite the neighboring
cubicle,” she said.
Regarding the solution applied to the problem concerning the training

and development of ISACC which is the self-esteem issue, Ms. Robles said
“People or positions concerned must be more aggressive to the new paradigm
we want” For her, it will minimize those kind of attitudes from their workmates who
only select trainings that they think are not important. She also added “What
we’re offering I think to the outside world, in the market place we should offer it
to ourselves also. Go out and have a retreat, a RNR, everybody needs that”.
As much as the IPD wants to do trainings for the development of

employees, they can’t because the problem is budgetary. So Ms. Igaya’s
solution is “Encourage them to get opportunities outside, if you cannot provide
one for them.”
Matrix 5.1
Solutions Applied to the Problems Encountered in Human Resource Department
Research Hiring Motivating Promoting Training and

Organization Development
SRTC “I try to get to know “…it’s not on my “…but I just invite and
“…outsource a lot of each staff hands, the judgment invite or inform
applicants.” personally.” lies on the hiring them.”
authority.”
“we post our “I just drop…a line of “What I do is invite
vacancy encouragement.” the…neighboring
in…a newspaper.” cubicle.”
“I also mention to our
“Another round of chief administration
recruitment.” officer the basic
motivation of our
staff
base on my
observation.”
“I use personality
profiling.”
Profiles Asia Pacific, “we usually filter them, No problems No problems No problems
Inc. let them take our encountered encountered encountered
assessments”
ISACC “Of course if you then “What we do, like we “No problems “people or positions
have the, you pray call for a meeting. It’s encountered” concerned must be
for it.” also a SEC more aggressive to
requirement, we the new paradigm we
“we’ll explain to the have to meet before want”
applicants that this is the corporation. We’ll
an NGO, non-stock, tell them that telling

non-profit. We can foul words and
only pay this amount spreading wrong
and ask them if they information against a
are still willing to work person is not
with us. We challenge tolerated, with proper
them” documentation.”
“the informal type of

gatherings is the best.”
IPD “Supposed to be, “Just maintain, “No problems “Encourage them to
form a committee.” maintain camaraderie encountered” get opportunities
and encourage outside, if you cannot
“Hiring should be extracurricular provide one for
more systematic for activities aside from them.”
project staffs because work. Have meals with
that’s where the your workmates more
guidelines are not often.”
implemented fully.”
“Surpassing the Struggles on the Finance Department”

Solutions applied by the Research Organizations’ Finance Department
Money matters in an organization are very crucial and sensitive to deal

with. Without this resource, all company operations, transactions and their
employees will be affected. That is why each money problem needs to be
solved and addressed to avoid delay and much bigger problems.
When it comes to SRTC’s problem about the budget cut on their income,
Mr. Chinilla pointed out that the private sector has been a great help by getting
service from SRTC. He said, “We resolve from private sector, those that are willing
to participate. We give through website. We also cover the private sector
especially San Miguel, Globe telecoms, ABS-CBN, those that need statistics”.
According to Profiles Asia Pacific, Inc.’s Chief Accountant Ms. Jennifer

Villanueva, they experienced excessive use of electricity which affected their
expenditures. They also encounter clients that are unwilling to pay the balance
for their purchased product. The company addresses this problem by having an
agreement they will limit the use of electricity. She said “We had an agreement
that we’ll minimize the electricity expenses by turning off the air conditioner
every lunch break. Usage of it will should be up to 5pm only.” The other problem
was addressed by tapping these clients spontaneously. Ms. Villanueva explained
this procedure very well. She said, “First informing them that they have an
overdue account with us verbally, over the phone, or we go to their office and
talk to them. If they still haven’t paid, we send them a demand letter reminding
them that they have a payable to us. If the letters are not effective to them, it’s
the managing board who’ll decide what to do.”
The ISACC on the other hand seems to rely mostly on the divine
providence. Ms. Villegas thinks that she’s not the one responsible for the
problem, which is not having projects that affects both their income and
expenditures. She said, “I ask for advice from the management. If received
nothing, I pray. Then we wait for donations. Our Executive Director tries to submit
proposals for projects. We only pray that we’ll receive donations.”
For IPD’s problem in income and expenditure is the same, which is the
time frame for their projects and budget is too short and very fluid, making them
hard to monitor. The solution to that according to Ms. Igaya is through planning
and constant monitoring.
Mr. Chinilla of SRTC believes that the only way to avoid the problem in
expenditures, which is exceeding their budget, is for everybody to simply abide
by what has been ordered. He said that they just follow the rules and regulations
and that is a solution to the problem. “Because if you don’t, chances are they
might disallow it. It will just cause another problem if you’ll not obey,” Mr. Chinilla
added.
Ms. Villanueva of Profiles Asia Pacific, Inc. identified that the problem they
encounter with regards to expenditures is the unexpected expenses. “Ofcourse,
its always unavoidable, the unexpected expenses. What I do is I re-align the
budget until everything will be accommodated.” According to her, it’s not that
hard because the organization is just small.
From the responses given by the department heads of SRTC, Profiles Asia
Pacific Inc., ISACC and IDP, a lot of ways on how to find other resources are
discussed. Different methods are necessary (from the simple ones to the
grandiose) and must be implemented carefully because the flow of money in an
organization should not encounter delay.
Matrix 5.2
Solutions Applied to the Problems Encountered by Finance Department
Research Organization Income Expenditure
“We resort to the private sector. We cover “We strictly follow the rules and regulations to
SRTC the private sector especially San Miguel, avoid problems.”
Globe telecoms, ABS-CBN,…”
Profiles Asia Pacific, Inc. “First informing them that they have an “We had an agreement that we’ll minimize
overdue account with us verbally, over the the electricity expenses by turning off the air
phone, or we go to their office and talk to conditioner every lunch break. Usage of it will
them. If they still haven’t paid, we send should be up to 5pm only.”
them a demand letter reminding them
that they have a payable to us. If the “We can’t avoid unexpected expenses. What
letters are not effective to them, it’s the I do, I re-align the budget until the
managing board who’ll decide what to unexpected expenses will be
do.” accommodated.”
ISACC “I ask for advice from the management. If “I ask for advice from the management. If
received nothing, I pray. Then we wait for received nothing, I pray. Then we wait for
donations. Our Executive Director tries to donations. Our Executive Director tries to
submit proposals for projects. We only pray submit proposals for projects. We only pray
that we’ll receive donations.” that we’ll receive donations.”
IPD “Planning should be more constant and “Constant monitoring”

flexible”
CASES
“When Statistics Defines Data”
The Case of Statistical Research and Training Center
Having a widespread good reputation for its expertise in statistical

trainings, the Statistical Research and Training Center (SRTC) is a government
agency that is also known for its excellence in researches on statistical concepts,
definitions, and methods. SRTC also promotes collaborative research efforts to
the academe world, data producers and data users.
SRTC hires people that are knowledgeable in the field that it is into. Since
it is a government company, recruitment processes should be based on the Civil
Service Commission and applicants must satisfy all the minimum qualifications
the Commission requires. Aside from the CSC regulations, SRTC also implements
internal guidelines. Examinations and panel interviews are being conducted by
the firm’s Personnel Board Selection.
Points based on applicants’ qualifications and their performance in the

hiring process are submitted to the Executive Directors, who are in charge of
deciding which among the applicants should be hired. Employees, whether
newly-hired or tenured, have to undergo trainings that will enhance their skills
and abilities.
Motivations are also done in order to ensure that employees are

productive and are satisfied with the company. Planning workshops, team-
building activities, and stress management are some examples of trainings made
available in general. Of course, the most important consideration is for training
to be suited for the employees’ jobs.
The firm nominates candidates for JICA or TESDA scholarship programs. In

SRTC’s promotion process, those who are qualified next in line are notified
whenever there are job vacancies. Those who confirm their interest, whether
internal employees or external, will automatically be included in the roster of
candidates. As in the hiring process, assigning of points will be done, based onr
assessments.
However, there are times when nobody seems to apply whenever they
have job openings. Others may show-up but they fail to meet the qualifications
that are set by the firm. One option the company sometimes resort to is
outsourcing certain tasks.
SRTC posts job vacancies not only in its website but also in newspapers.
Even in their trainings, some employees lack interest in participating. A lot of
effort is exerted just to encourage them to join and participate. Some are also
discontented, sluggish and irritated that they even find it hard to be motivated.
What the HR officer does is try to personally know each employee and gives
words of encouragement. A record of employees’ personalities, obtained
through personality profiling, is kept. Observations regarding employees are
reported to the chief administration officer.
When it comes to promotion, a great number of employees are qualified

but then there are only limited positions available. Promotion lies in the hiring
authority.
The annual income of SRTC is divided into two: the trust ready receipts
and agency-to-agency receipts. Combined receipts total around 8 million
pesos. Sources of income are payments that they get from their trainings and
seminars and the research or management fees.
SRTC’s budget proposal is prepared per department. The firm’s

expenditures are almost the same as its income. The firm incurs fixed expenses
and mandatory expenses for the rent, electricity, water communications, travel
expenses, transportations, and meetings. Each department already has its own
budget allocation even while budget proposals are prepared for the distribution
schemes. The Research Division gets the largest allocation.
SRTC’s budget in training is always affected by the unstable economy.

Whenever the government encounters economic crisis and imposes economic
measures, there is no way but to follow the rules and regulations and rely instead
on the private sector.
“Talking About People and their Profiles”
The Case of Profiles Asia Pacific, Inc.
Profiles Asia Pacific, Inc. is a private, stock company which services are
not limited to research as they are primarily an “assessment company”,
providing organizational development solutions, consulting and training and
development programs for their clients. Research projects typically are in the
areas that involve employee engagements, client satisfaction, and leadership
development, etc. Some of the researches that this company undertakes make
use of proprietary tools largely through the use of their instruments. However, they
do undertake special research projects on social development issues, for clients
like the World Bank, ECCD, DepEd, Dole, TESDA, DBP, GSIS, NYC, etc.
Given the primary line of work of this company, they are given the
privilege of being a product of its own services. Profiles Asia Pacific, in hiring
employees utilizes their assessment techniques including behavioral tests,
personality tests and job matching tests. They follow the basic guidelines, which
would be consisted of the submitting of curriculum vitae, technical exams and
the interview but a lot happens in the course of that guidelines. The involvement
of the department manager in search for a new team member is required in the
process. Technical exams vary as to what position is being applied upon. Profiles
Asia also believes in non-discriminatory hiring which basically is being after
someone’s capacity and capabilities to do the work instead of considering the
age, sex, and the school where the applicant graduated.
Profiles Asia is in search for self-motivated employees which is primarily

easy for them given that they have the luxury of determining the personality and
behavior of the aspirants to be part of their dynamic company. Health and other
benefits required by the law to be given to company employees serve as the
motivating scheme of PAP. They also give bonuses depending on the sales that
they have made or commission bonuses.
As for the promoting practices of the company, there is no existing

structure yet, though the company intends to develop one. And it would of
course take time. What they do is based the promotion on the performance of
the employees.
Being a private company, training and development doesn’t pose a

problem to Profiles Asia. As a matter of fact, this company gives required
trainings especially the ISO mandated trainings. Training and development
programs for their employees’ welfare are very much encouraged in this
company. They even send employees to the United States whenever there are
available trainings there that are in line with the employee’s job descriptions.
Some of the trainings depending on the job they give are on sales, quick books,
effective productivity. As for the general trainings for the employees, personality
trainings and trainings on health related issues are given.
Problems in terms of the human resources in this company is somewhat

limited which can be attributed to the fact that Profiles Asia specializes in human
resources. The only problem encountered is when they hire an applicant which is
not fir for the job. What they do is filter the applicants thoroughly to ensure that
everyone who are being hired are of great quality.
Looking at the activities that Profiles Asia are engaged in, it is not surprising
that their estimated annual gross sales amounted to 30 million. This basically
comes from the assessments they conduct that are usually sold to companies.
Budget proposals are made through the consolidation of expenses submitted by
its nine departments to the chief accountant, who is responsible in checking
whether each variable would be needed. The final output of the budget
proposal is for approval of Mr. Malcolm Pick, the Chairman of PAP and Mr.
Jocelyn Pick, the Managing Director.
A problem encountered in Profiles Asia’s income is the collection or

overdue payments from the clients that they have rendered services for. What
they do is conduct series of follow ups. First is to inform the client of their overdue
account through phone or one would go to their office. If it seems ineffective, a
demand letter would be sent to the client. If still, the client failed to pay, then
that’s the time when the managing board will have to decide what to do to that
receivable.
Its annual expenditure has two main contributors which would be the
administrative and marketing costs and the cost of sales. If taken together, it
usually sums up to 16 million a year. The primary source of its expenses is the
testing tools that they purchase from their international affiliate, the Profiles
International, which implies that majority of their fund goes to their operations
whereas the secondary expenses covered are the overhead: utilities, office
supplies and equipments, salaries and administrative and marketing costs.
Unexpected expenses pose problem to Profiles Asia. To address such

glitch in the budget, the Chief Accountant re-aligns the prepared budget
proposals.
“Bound by Faith”
The Case of Institute for Studies in Asian Church and Culture
A non-stock, non-government organization, Institute for Studies in Asian

Church and Culture (ISACC) was established to stand as a faith-based
organization, an arm of the church with its purpose to have a biblically-based
responses towards political, cultural and social issues in the country. It primarily
engages with research and training specializing with the following core of
expertise within an Asian Context: Development, Cross- cultural Studies and
Missiology.
ISACC selects applicants by ensuring that the applicant, aside from the
skills needed for the company, has a strong foundation of faith for God and
believes Bible. They check on their spiritual maturity and loyalty to the scriptures.
When it comes to educational attainment, it is not necessary if the degree holder
is a college graduate but they are required to submit their CVS in applying and
undergo interviews.
In motivating, it is encouraged among their employees to have friends

and develop camaraderie. They also consider the strong faith a personnel
possess in order to be motivated.
Promotion in the company happens if there are vacancies. Those who are
capable of taking over the positions vacant in the organization are being
tapped, being given Contract of Employment indicating that this will be their
current position effective on a given date. There’s no need to apply.
The organization requires their employees to undergo trainings and

conferences that are related to what they are doing. It is clearly stated in the
organization’s manual. They orient their employee about the nature of their job,
expose them to people that they’ll meet outside the organization at the same
time, and learn about the routines that cover the mission and vision of the
organization.
The ISACC is a faith-based organization that depends their funds on their

projects. The problem about this is if there are no projects, they won’t have
income. They will be incapable in paying or assure their applicants that they will
receive the right compensation from them. What they do to address it is they
explain to their applicants the nature of the company, that it is a non-stock, non-
government organization. They challenge them if they are still willing to work
even the situation is like that.
Motivation is another important factor in ISACC. But since there are

different types of people within their organizations, attitudes, ideas and principles
may clash. This is a problem considered by ISACC. However, the meetings and
open forums that they conduct seems to be helpful in solving this issue within
their organization.
Though ISACC does not find any problems in promotion, they encounter
some when it comes to training and development. Some of their employees are
being selective in the seminars that they were asked to attend to. But by being
aggressive to the organizations’ paradigm, this issue might be resolved. The more
they participate in the trainings that they conduct, the more they will benefit.
They need much support in their projects as well.
Again, being a non-government, non-stock organization, ISACC is very

dependent on their projects when it comes to income. Estimation of their income
in the previous years is 1.5Mphp for a six-month project while for their
publications, 30,000php. The sources of their income are from grants, donations
(either from individuals or churches), fees from its members and the sales from
their publications. 1/3 of their total fund is allocated to the Administrative and
Finance Department.
The only problem that ISACC encounter when it comes to their finances is
when they don’t have projects. What they do is they ask for advice from the
higher positions, submit as many project proposals as they can, and wait for the
donations from outside the company.
Above all, ISACC believes that the company wouldn’t last if not because
of their strong faith to God. They manage their organization and accompany it
with praying.
“Behind the Calls for Democratic Transformation”

The Case of Institution for Popular Democracy
Institution for Popular Democracy is a non-stock organization engaging on

the political researches, training and advocacies. It serves non-government
organizations and movement groups that aim for political development.
The IPD had its qualifications and requirements when it comes on hiring
their employees. The organization must also ensure the effectiveness and
efficiency of the organization’s human resources.
In keeping its employees motivated, the organization keeps that the good
camaraderie exists within the personnel. Physical fitness is their way of keeping
the relationship and also the cause of why they are working. When it comes on
promotions, the organization evaluates the subjected employees.
Though the trainings for the development of the employees are not
included in the budget, IPD encourages its manpower persons to attend with the
invitations of seminars and trainings from the outside.
The problem encountered by the organization when it comes on hiring is

having the project coordinator with great control on who will be the hired
employees. They seem to aid this with forming committees and making the hiring
procedures more systematic for the project staffs.
The only problem that the organization encounters is that the lost of
motivation within the employees if they’re just focusing with their wages. In
addressing this, they maintain the camaraderie among them. IPD didn’t
encounter any problem with promoting its employees.
When it comes on the income of the organization, IPD is a project-based

institution and usually the 85% to 90% of its money comes from the foreign
funders, the remaining part is provided by the local sources.
The program activities occupied 60% to 70% of its expenditures. Program

activities are the researches and the Pilot trainings while the other percent lends
to the personnel and overhead expenses.
Preparing the organization’s budget is harder because of the fluidity of

the cash flows. IPD address this by being flexible with their plans and also with
constant monitoring of the cash flows.
118
CHAPTER 5
SUMMARY OF RESULTS, CONCLUSIONS AND RECOMMENDATIONS
This chapter contains the summary of the results based on the data
generated and analyzed by the researchers, the conclusions anchored on the
objectives, and the recommendations for further action in accordance with the
study’s conclusions.
Summary of Results
The following are the findings based on the analysis of the generated
data:
18. Profile of the Research Organizations
The study focused on the management of four research

organizations in Metro Manila. These are the Statistical Research and
Training Center, the Profiles Asia Pacific, Inc., Institute for Studies in Asian
Church and Culture and the Institute for Popular Democracy.
The Statistical Research and Training Center (SRTC) is a

government agency known for its premium service in training in statistics
and its researches. Its functions and responsibilities according to Section
10 of the Executive Order 121 are: a.) Develop a comprehensive and
integrated research and training program on theories, concepts and
methodologies for the promotion of the statistical program; b.) Undertake
research on statistical concepts, definitions and methods; c.) Promote
collaborative research efforts among members of the academic
community, data producers and users; d.) Conduct non-degree training
programs to upgrade the quality of statistical manpower base in support
Summary of Results, Conclusions and
R e c o m m e n d a t i o n s | 119
of the needs of the statistical system and; e.) Provide financial and other
forms of assistance to enhance statistical research and development. The
SRTC is headed by an Executive Director and is staffed by 25 regular and
contractual personnel. They are based at Quezon City.
The Profiles Asia Pacific, Inc. (PAP) is a private stock company

engaged in personnel testing and assessment service like giving
examination for the benefit of the clients and conduct programs without
operating as a school. It is the Philippine affiliate of Profiles International.
Launched in 1998, the corporation is registered with the SEC with 20%
foreign ownership and a member of International Organization of
Standardization. They have research projects focused on employee
engagements, client satisfaction, and leadership development, etc. PAP’s
office is located at Ortigas Center, Pasig City.
The institute for Studies in Asian Church and Culture (ISACC) is a

non-stock, non-government organization with the primary purpose
engaged in research and training. ISACC is reflective arm of the church
and a catalyst towards biblically-based responses to political, social, and
cultural issues in the country. ISACC is a research and training
organization specializing with the following core expertise within an Asian
context: a.) Development; b.) Cross-cultural studies; c.) Missiology. It is
engaged in capacity building, research in social development issues,
research and training in gospel and culture issues; and political
advocacy.
Institute for Popular Democracy (IPD) is a non-stock corporation

that undergoes political researches and has advocacies that serves the
non-government organizations with the purpose of political
transformation and development. The organization primarily engages
with research, training and advocacy. It specializes in research and
advocacy works and began to introduce the education works that

answers the questions on the local democracy. At the present, the
Institute for Popular Democracy deals with presenting and interpreting
the realities on the Philippine Issues particularly when the national
democracy is on the line. It shows the factors that would make
democracy efficient and ineffective as well as the options for concerned
individuals in the society for its development.
19. Human Resources Management of Research Organizations
In terms of hiring, SRTC follows the guidelines set by the Civil

Service Commission. Applicants must have fulfilled the minimum
qualifications set by the CSC. In addition, SRTC has internal guidelines that
it follows. The Personal Selection Board will then conduct the
examinations and then subject applicants to panel interview. Assigning of
points will be done and results are submitted to the executive directors,
who will then decide which among the applicants will be hired.
Since Profiles Asia Pacific Inc.’s business involves people

assessments that will help other companies hire the right people, they
make use of their products in selecting and hiring. PAP sticks to employer
branding by identifying the type of people they want to attract in their
company. Then they will let the applicants take their assessment
examinations. They are strong proponents of non-discriminatory hiring
which means that they don’t look at the qualities of the applicants such
as age, school, sex, etc. As long as they have the soft skills and willing to
work, they hire them.
ISACC ensures that they hire those that are spiritually matured
and has loyalty to the scriptures because of their faith-based type of
organization. However, for the normal process in hiring, they require

applicants to submit curriculum vitae and undergo interviews.
For IPD, they identified the requirements that an applicant must

submit. Application letter, curriculum vitae, certificate of employment,
transcript of records, references, and a duly accomplished application
form provided by the IPD are those identified. This only entails for the
Office staff positions. But if the applicant is aiming for only Project Staff
(contractual), the organization will do background check to assure that
they fit the project. Documents are being reviewed in the screening
process until they undergo the interview process.
The motivation schemes of the SRTC include its salary step

increments, which happens every three years and loyalty awards for
employees serving the firm for ten, twenty and fifty years. The company
also gives trainings, bonuses, incentive bonuses, terminal leave benefits,
and leave credits.
Self-motivated employees are important for PAP. They also

motivate their employees through benefits, bonuses, and the non-
tangible benefits that they get for working in a small company with
flexible rules.
Love for the cause and camaraderie are the motivation schemes
followed by ISACC and IPD since benefits and bonuses are not prioritized
for they have financial constraints experienced in their organizations. Also,
ISACC believes that if an employee has this strong faith in the Divine
providence, he will never lose his motivation. On the other hand, IPD
chooses to be motivated through engaging in athletic sports such as
running once a week.
In SRTC’s promotion process, those who are next in line are

notified whenever there are job vacancies. There will be confirmation if
those next in line are interested or not. Those interested are automatically
included in the roster of candidates. Internal and external applicants are
assessed fairly. Assigning of points will be made based on the assessments.
PAP’s promotion is performance-based. However, there is no well-

defined structure in the process of promotion yet. In their case, if the
management feels that an employee deserves an increase in salary, they
will give it to them. When it comes to the promotion in position, there’s no
need for vacancy as long as the employee deserves to be promoted.
Vacancy is important for promotion when it comes to ISACC and

IPD. For ISACC, the potential replacement from the inside will be tapped
and given a Contract of Employment stating that he will now be
promoted to a certain position effective on a given date. IPD’s process
involves evaluation.
SRTC trains and motivates employees through having planning

workshops, team building activities, trainings that involve gender sensitivity
and workshops on stress management. At one-man units, SRTC tries to
find trainings that would fit that kind of job. The firm also nominates
candidates for JAICA or TESDA scholarship programs.
Employees from PAP are eager to join trainings because it serves

as a privilege to them. Their trainings involve the ISO training which is
mandatory to all, general trainings, training according to the employee’s
position, health-related issues trainings, effective productivity and outings
during summer season. They are also encouraged to join other
associations that will help develop their skills more.
The ISACC sees to it that their employees will attend the trainings
and conferences that they conduct. Exposure of employees from the
activities of ISACC is beneficial for them.
IPD does not conduct training because of lack of budget.

Somehow, their funders give seminars to their employees. But most of the
time, they encourage their employees to have self-trainings, make use of
their resources in their library and have involvement in extracurricular
activities.
20. Finance Management of Research Organizations
In SRTC’s case, the annual income is divided into two: the trust
ready receipts and agency-to-agency receipts. Combined receipts total
around 8 million pesos. Sources of income are payments that they get
from their trainings and seminars and the research or management fees.
Budget proposals are prepared per department.
For PAP’s gross sale, their income is 30 million a year. Their source of
income is from selling their products which are testing assessments. For the
allocation of budget, they let the other departments state their expenses
and check if those listed are favorable. There will be comments in the list
to be submitted for the approval of the managing directors.
The income of ISACC depends strongly on their project. For the 6

month duration of a project, their income is 1.5 million. Their publication on
the other hand gives the company an income of 30, 000 PhP. Their
sources of income are from grants, membership fees, donations from
other churches and individuals, and their publications.
Different from the first three organizations, IPD chose not to

disclose their income in the interview. Their source of income comes from
85%-90% foreign funders. They also get money from their publications,
donations from employees, and those with related interest.
The expenditures of SRTC every year is almost the same as the

income. Their expenses are fixed and mandatory for rent, electricity,
water, communications, travel expenses, transportations and meetings.
Each division has already its own budget allocation even while preparing
the budget proposals for distribution schemes. The research division gets
the largest allocation of budget.
The cost of sales of PAP is around four to five million. Marketing

expenses and administrative expenses cost 12 million. The organization
spends for the testing tools from Profiles International, utilities, the
marketing, administrative and selling expenses, advertisement salaries
and wages of employees, office supplies and the office equipments.
When it comes to the department that gets the largest allocation of
budget, it is their Administrative department who’s in-charged with the
requesting of supplies, their IT department for the purchase of advanced
computers, and then their sales for their advertisements.
The overhead expenses, utilities and salaries have an estimation of

1.2million for the expenditures of ISACC. Aside from those, their other
expenses are program activities, the salaries of the project manager,
program director, research person, supplies, transportation, meetings,
food, for their advocacy which has recordings and budget for
equipments and printing of materials. Because of these, both the
advocacy and training department gets the largest allocation of budget.
Again, IPD doesn’t want to disclose the expenses of their

organization. But 60%-70% of their expenses are from their program
activities. These are their research and pilot (trainings). The remaining are
for their personnel and overhead expenses.
21. Problems Encountered by Research Organizations’ Human Resource and

Finance Department
A. Human Resource Department
SRTC stated that the absence of applicants or inadequacies of

applicants’ qualifications are problems they sometimes encounter.
PAP’s minor problem is that there are a lot of applicants but

nobody seems to fit.
ISACC’s problem is when the applicants found out that their

organization can’t pay them enough; they don’t show any interest
anymore.
IPD thinks that the problem when it comes to hiring is the lack of
implementation of well-defined structure of process for their project staff.
SRTC cited as problems the discontent of a number of employees,

their sluggishness and irritability, as well as their lack of positive responses
to certain motivations.
PAP didn’t encounter any problem in motivation, same as with

their promotion and training and development.
ISACC and IPD don’t experience problems with promotion as well

except from their budget which is already given that they can’t provide
increase in salaries.
SRTC mentioned those employees who don’t want to attend

trainings. This is similar with the ISACC wherein the employees only choose
the trainings they want.
Again, IPD said that they can’t provide trainings because of their
financial constraints.
B. Finance Department
In the Finance Departments of the firms, the firms identified

problems regarding their incomes. The imposition of economic measures
by the government that could affect budget trainings is the problem
given by SRTC while for the PAP, their clients don’t pay them properly.
ISACC’s problem for both income and expenditures is if there’s no project
while IPD’s income and expenditures’ encountered problem is when the
time frame is short and fast.
Exceeding the allotted budget is the problem of SRTC while PAP

exceeds budget because of the excessive use of electricity is their
problems in expenditures.
22. Solutions Addressed to the Problems Encountered by the Research

Organizations’ Human Resource and Finance Departments
A. Human Resource Department
SRTC sometimes outsource tasks and post job vacancies in the

newspapers.
PAP makes use of their tools. They let the applicants take the
assessment exams so that they’d be able to fit them.
ISACC will explain to the applicants the nature of their

organization which is a non-stock non-government organization. They will
challenge their applicants as well if they are willing to work still.
IPD thinks that by having a more systematic procedure in hiring,

they’d be able to address the problem in project staff.
Problems in motivating employees are dealt by SRTC by trying to

know each employee on a personal level. The HR officer gives words of
encouragement to employees to keep them in shape. The company also
performs personality profiling and monitors basic motivation of employees,
based on observation of the chief administration officer.
No problems are encountered by PAP when it comes to

motivating, promoting and training and development.
ISACC sees to it that they’ll solve their problems through meetings

and opening up the problem among the members.
IPD believes that it’s still best to maintain the good relationships
with workmates and encourage the employees to be involved in the
extra-curricular activities.
Promotion decisions in SRTC lie in the hiring authority. IPD and

ISACC don’t encounter problems in promoting.
In training and development, inviting the employees

spontaneously and encouraging them is the only way of SRTC in solving
the problem. Opportunities outside is encouraged to IPD’s employees
while ISACC thought that it’s good to participate in the seminars that they
conduct outside the office as well.
B. Finance Department
SRTC resorts to the private sector. We cover the private sector

such as to San Miguel, Globe telecoms, ABS-CBN.
The PAP on the other hand enumerated the steps that they do.
Different forms of medium are being used to reach their clients. The final
stage would be sending of demand letters then if the client still persists on
not paying, the board members will discuss the matters.
What ISACC do is they ask for advices when it comes to

addressing their problem in income and expenditure. More project
proposals are being made and submitted. But if nothing works, they rely
on praying and believing that there will be donations coming for them.
IPD thinks that the problems for their income and expenditures will
be solved if there would be more constant and flexible planning and then
constant monitoring.
The only solution for the problem of SRTC when it comes to

expenditure is to follow the rules and regulations. PAP do cost cutting as
well when it comes to electricity bills and have the budget realigned so
that everything will be allocated.
Conclusions
Based on the results yielded in the data generation, it can be concluded

that the management of research organizations vary depending on the nature
of their respective organizations.
Anchored on the objectives, the researchers conclude that:
1. The research organizations cover a wide range of fields in the researches that
they conduct which vary depending on their goals and the nature of their
respective organizations.
2. The Human Resource Management strategies of research organizations have

certain similarities and differences.
 In terms of hiring, the four organizations, IPD, ISACC, PAP and SRTC follow
different guidelines ranging from the traditional process which would be
the passing out of resume and interview (employed by ISACC, IPD and
SRTC) to a dynamic process (PAP) which entails various types of
assessments.
 In motivating their employees, the organizations with the ability to provide

fund for such activity give out benefits in various types, as for the non-
government organizations solely depend on good relationship and
camaraderie among the members.
 The promotion schemes of the research organizations vary depending

upon the ability of their respective organizations to sustain the
compensation of their employees and are more of after the capability of
the employees to do the work and are highly performance-based.
 All the research organizations provide trainings for the development of

their employees, depending on their kind of work given the needed
allocation of funds.
3. The finance management of the research organizations encompasses:
 Research organizations’ income depends on the services that they

render and the type of the researches conducted or the type of projects
they have.
 All research organizations have similar fixed expenses and the largest
allocated budget goes to those that are in charge of the researches or
the operations that their respective organizations have.
4. The two departments of research organizations encountered various

problems while performing their functions.
A. In the human resource departments, budget is the common problem.

Other problems reside in the qualifications of the applicants and the
personalities of the employees.
B. The finance departments encounter problems in the sources of their

organizations’ income (collection or receivables, the absence of projects
to work on or lack of funders), which are essential to the survival of the
companies. Unexpected expenditures are also considered problems.
5. In order to address the problems identified in the research organizations’

different departments, various solutions are implemented.
A. The human resource departments filter applicants rigorously to avoid

underqualified employees and wastage of budget. Also, profiling of the
personalities of employees is being employed.
B. The common solutions provided by the organizations are paying for the
unexpected expenditures and outsourcing ways to provide for the money.
Strictly following the government rules and regulations was also singled
out.
Recommendations
With the results of the study conducted in hand, the researchers were able to
come up with the following recommendations:
To the Communication Research students
This study can be utilized because it will be helpful in understanding and

familiarizing with the functions of each department of research organizations
since they will be involved in them when they take their internships and enter
the real world that is related to their field.
It can also be used as a reference to their course especially in a proposed

new subject offering, “Research Management.”
To the College of Communication
The College can utilize the findings of the study by disseminating it to

students for them to gain knowledge as to how organizations, specifically
research organizations handle tasks with different natures.
The college can also use this study as a basis for a proposed new subject
offering, “Research Management.”
The College can also encourage other communication students majoring

in other courses to do the same type or study for them to have a preview of
their future employers’ different operations.
To the Research Organizations
This study can help them improve their management styles in their human
resource, and finance department especially when it comes to the problems
encountered and the solutions being applied.
If possible, these organizations can also consider adding other

departments in order to achieve maximum performance in doing a variety of
functions in their organizations so that each department can fully focus on the
tasks assigned to it.
To future researchers
For students who will conduct further studies with regard to the
management of research organizations, it is recommended that they determine
how the other existing departments in the research organizations, which are not
covered in our study, are being managed to be able to come up with a new set
of information.
Students who will conduct studies regarding research organizations can

also utilize this study as a component for their review of relevant literature.
References
Books:
Biber, S. & Leavy, P. (2006). The practice of qualitative research. California: Sage
Publications Ltd.
Denzin, N. & Lincoln, Y. (2005). The Sage handbook of qualitative research (3rd
ed.). California: Sage Publications Ltd.
Kumar, R. (2005). Research Methodology: A step by step guide for beginners (
2nd ed.). London: Sage Publications.
Allyn, B. and Arlington, B. (n.d.). Organizational Communication: Theory and
Behavior. Boston, USA.
Mathis, R. L., & Jackson, J. H. (2008). Human Resource Management (Twelfth
Edition). Ohio: Thomson Learning, Inc.
Miller, K. (1995). Organizational communication. Boston: Wadsworth Cengage
Learning.
Neher, W. (1997). Organizational communication: challenges of change,
diversity, and continuity. Boston: Allyn and Bacon.
Patton, M. (2002). Qualitative research and evaluation methods (3rd ed.).
London: Sage Publications Inc.
Salvador S., Bagunas E., & Geronimo E. (2008). Principles and practices of
management and organization. Manila: Allen Adrian Books Inc.

Saxena R. (2006). Marketing Management, 3rd ed. New Delhi: Tata McGraw Hill
Publishing Company Limited
Simons, H. (2009). Case study in research practice. London: Sage Publications.
White, D. & Vroman, W. (1977). Action in organization (2nd ed.). Boston: Allyn
and Bacon.
Wimmer, R. & Dominick, J. (1977). Media research: an introduction (5th ed.). USA:
Wadsworth Publishing Co.
Yate, M. J. (2006). Hiring the Best, A Manager's Guide to Interviewing and
Recruiting, 5th edition. Massachusetts: Adams Media.
On-Line Sources:
Bhagria, A. (2010), Roles and Functions of 21st Century HR Office, Retrieved
November 15, 2010 from http://www.younghrmanager.com/the-roles-
and-functions-of-the-human-resource-department
Mangahas, M. (2007). Social surveys and research entrepreneurship. Retrieved
March 11, 2010 from http://www.sws.org.ph/pr070424b.htm
McNamara C. (n.d.), Human Resource Management (and Talent Management),
Retrieved November 15, 2010 from
http://managementhelp.org/hr_mgmnt/hr_mgmnt.htm
Nourse, A. (n.d.). Human Resources Recruiter Position Description and
Responsibilities, Retrieved November 15, 2010 from
http://humanresources.about.com/od/jobdescriptions/a/HR_recruiter.htm
Sanchez, A. (2008). Promoting employees effectively Retrieved November 15,
2010
http://globalnation.inquirer.net/cebudailynews/opinion/view/20080425-
132628/Promoting-employees-effectively
White, M. (n.d.). Three organization types. Retrieved March 23, 2010 from
white@profmexis.sar.net
About IPD. (2006). Retrieved March 16, 2011 from
http://staging.ipd.org.ph/index.php?option=com_content&view=article&i
d=12&Itemid=27
Company background. (n.d.). Retrieved December 16, 2010 from
http://www.profilesasiapacific.com/
Institutional profile. (n.d.) Retrieved March 10, 2011 from
http://isacc.org.ph/about_nofr.html
Organization. (n.d.). Retrieved March 25, 2010 from
http://dictionary.bnet.com/definition/Organization.html?tag=col1;rbDictio
nary
Organizational structure. (n.d.). Retrieved March 23, 2010 from
http://dept.lamar.edu/industrial/Underdown/org_mana/Org_Structure_G
eorge.htm
What is management? (n.d.). Retrieved March 21, 2010 from
http://www.managementstudyguide.com/what_is_management.htm
University of Colorado at Boulder, Department of Human Resources (n.d.), Guide
to Motivating Employees Retrieved November 15, 2010 from
http://www.colorado.edu/humres/downloads/HRGuide.pdf
Theses:
Anastacio, E.B., Cabaccan, C.S., Pasion, D.Q., & Simpao C.D. (2009). Wanted
researcher: A case study on hiring requirements of research firms
(Unpublished thesis). Polytechnic University of the Philippines, Manila, Ph.
Apilado, J.A., Bautista, F.B., Jose, J.S, Maninatnan, K.G., & Perez, P.A. (2010). A
proposed research-based manual for the internship program of the
bachelor in communication research (Unpublished thesis). Polytechnic
University of the Philippines, Manila, Ph.

APPENDICES
APPENDIX A:
Instruments
Interview Guide for the Human Resource Department Representative:
Organization:
Date and Time of Interview:
Place of Interview:
Name: Length of service in the firm:
Position: Educational Attainment:
1. What are the guidelines being followed by your department in selecting and
hiring company employees?
2. Are employees required to undergo trainings?

What trainings in particular do your employees need to undergo?
3. What are the programs and activities of your firm for your employees’
development?
4. What are the motivating schemes of your department in order to enhance your
employees’ quality of work?
5. What are your schemes in promotion?
6. What are the problems encountered by your department in terms of:
a. Hiring;
b. Motivating; and
c. Training and Development?
7. What are the measures being implemented to address the identified problems
on the following:
a. Hiring;
b. Motivating; and
c. Training and Development?
Interview Guide for the Finance Department Representative:
Organization:
Date and Time of Interview:
Place of interview:
Name: Length of service in the firm:
Position: Educational Attainment:
1. What is the estimation of your firm’s income and expenditure yearly?
2. What are the sources of your firm’s income?
3. What are the primary expenses of your company?
4. What are the factors affecting the growth of your income and expenditure?
5. What distribution schemes are being followed by your department in the

allocation of budget?
6. Which department/s receive/s the largest allocation of budget?
7. What are the problems encountered in your department in terms of the firm’s
income and expenditure?
8. What solutions were implemented to address the identified problems?

Guide Questions for the Document Analysis:
1. What is the classification of the organization? Is it private, government, NGO?
2. What are the organizations’ vision mission goal statements?
3. When and how did the organizations started? (brief history)
4. What types of activities are the organizations engaged in?
5. Who leads the organizations, how many total manpower complement and
departments do they have?
APPENDIX B:
Time Table
June Activities
25 First meeting, discussion of what happened during

the mock defense
July
2 Editing the Objectives and Postulates
8 Finalization of Objectives and Postulates
12 Consultation with Professor Bernarte
13 Editing the objectives according to Professor

Bernarte’s suggestions
21 Revising the interview guides
August
2 Formulation of letter of request for interviews
3 Assigning of RRL tasks
4-19 Calling Research Firms
20-30 Working on Chapters II and III
September
2 Dissemination of letter through e-mail
18 Meeting with Professor Bernarte about the Research

Colloquium and thesis concerns
23 Follow up with research firms
24 Sending letters to SRTC and GFK Custom Research

personally
29 Interview with Ms. Maria Kristina Estandarte
30 Transcription of Interview
October
9 Follow up with research firms
11 Interview with Mr. Rommel Tabije (SWS)
12 Transcription of interview
13 Meeting about what happened in the interview
22 Interview with Ms. Elizabeth Labaddan (SRTC),

follow up – TNS
23-24 Transcription of interview
25 Interview with Mr. Orlando Chinilla (SRTC) follow up

– TNS
26 Transcriptions
29 Meeting with Professor Bernarte about Chapters 4

and 5
November
7 Meeting with the group
9 Follow up ACRE, Meeting with Professor Bernarte,

rescheduling of oral defense
11 Interview with Mr. Nepomuceno, transcription of

interview
12-14 Making the Matrices
15 Working on the Narratives
16 Chapter 5
17 Editing the paper
19 Editing the paper according to Professor Bernarte’s

comments
22 Final Consultation with Professor Bernarte

24-29 Thesis Editing (by editor)
December
2 Reproduction of Manuscripts and Production of

Powerpoint presentation
3 Submission of Manuscripts
4 Preparation for the Defense
7 Oral Defense
16 Interview with Profiles Asia, SEC
17 Transcription of Interviews
March
10 Interview with ISACC, SEC
16 Supposed interview with IPD, SEC
17 Transcription of Interviews
18 Interview with IPD, Transcription of Interviews
19 Revising Chapter 4
20 Revising Chapters 1, 2, 3 and 5
21 Finalizing the paper
22 Setting schedule with the panelists, Reproduction of

manuscripts
23 Supposed re-presentation
24 - 25 Revising the paper
April
1 - 11 Editing of the paper by the editor
12 Editing the paper as suggested by the editor
14 Reproduction and Book binding

APPENDIX C:
Financial
Statement
POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
COLLEGE OF COMMUNICATION
Bachelor in Communication Research
NDC Compound Sta. Mesa, City of Manila
NATIONAL BUDGET FOR THESIS WRITING
In adherence to University rules, we, the student researchers from the Bachelor in
Communication Research hereby submit the estimated budget for our Thesis and Oral
Defense.
Our study entitled “CASE

CASE STUDY ON THE MANAGEMENT OF FOUR SELECTED
RESEARCH ORGANIZATIONS IN METRO MANILA” is scheduled for Oral Defense on
December 7, 2010.
Activities/Items Particulars Quantity Unit Cost Amount

Data  Transportation 3 students
Gathering  SRTC 48 144
 PAP 20 60
 ISACC 30 90
 IPD 36 108
 Tokens 8 informants 630
Writing  Computer Rental 2 hours 40 40
 Printing for
Consultation 240 pages 1 240
purposes
Oral Defense  Honorarium for Panel 3 students 980 2,940
 Food
 LCD Rental
 Bond Paper
 Ink 972 pcs. .346 336.312
 Acetate 972 pages .519 504.468
 Board 4 pcs. 6.75 27.00
4 pcs. 4 16.00
Re-  Token for Panel 3 students 135 405
presentation  Reproduction of
manuscripts 4 copies 285 855
 Printing of
manuscript for
approval sheet 1 copy 135 135
Printing of Final  Editor’s fee 1, 500
Copy  Reproduction of
final manuscripts 5 copies 204.18 1,020
 Bookbinding 5 copies 120 600
Other  Documentation 1 copy 12

requirements  Executive Summary 2 copies 100 200
 CD 2 pcs 20 40
Total Cost Php 9,902.78
Prepared by:
Familaran Shiela May M.
Parrera, Maria Krisna B.
Pineda, Althea Muriel L.
Approved by:
Racidon Bernarte, MA
Thesis Adviser
Submitted to:
Angelina Borican, MBA

Dean
APPENDIX D:
Communications
APPENDIX E:
Transcriptions
INTERVIEW TRANSCRIPTION
Organization: Statistical Research and Training Center, Personnel Department
Interviewee: Ms. Beth Labaddan, HR Officer
Place of Interview: 104 J&S Building, Kalayaan Avenue, Diliman, Quezon City
Date and Time of Interview: October 22, 2010, 2:00pm
Ms. Labaddan: I am Elizabeth DJ. Labaddan
Interviewer1: Okay Ma’am. And what’s your position in SRTC?
Ms. Labaddan: I am the lone human resource management officer here, Administrative officer 2,
HRM 01
Interviewer1: Uhm. How many years have you worked here ma’am or length of service in this
firm?
Ms. Labaddan: I’ve been here for five years. Uhm, first two years clerk, in administrative aid 4,
research division and then when the position was vacant in HR right, I applied in instance. My
previous experience is related to HR and I was asked to apply. *laughs* parang ganon noh?
Interviewer1: So ma’am yon. Basically, what to you do in that department or what is the nature
of your work there?
Ms. Labaddan: Being the lone HR officer, I handle all the HR concerns. Uh, we have the
recruitment, leave administration, personal records, uh benefits, salaries; I also do the work, the
GSIS, PAG-IBIG and the civil service commission.
So ma’am educational attainment niyo po?
Ms. Labaddan: Uh, I graduated from the Jesus is Lord Colleges Foundation, Bachelor of Arts
Major in Psychology. I also took units in Education, cause I’m interested in Training. I also had, in-
house trainings for all the employees. Right now I’m taking Masters in Counseling in a seminary.
*laughs* Parang chaplain na rin ako e noh?
Interviewer1: So ma’am let’s proceed to the questions about HR. So what are the guidelines
being followed by your department in selecting and hiring company employees?
Ms. Labaddan: Guidelines. Uhm. We are following the guidelines uh given by the civil service
commission. The very important thing here is uh the applicants must be.. they must have uhh
fulfilled the minimum qualification. Oo, merong libro niyan eh. *leaves the room to get the book*
*re-enters the room with the book*
Ms. Labaddan: Ito yun oh. So these are the qualification standards set by the civil service
commission. So it’s very important that when the applicants come, based on the documents
that they submit to me they show me the original ones. And I ano noh, I really see to it that they
are real, for example transcript. So for example we have here the.. most of our staff here
statisticians.. *flips the book* yan. This applies for the whole government system. So for example,
let’s say statistician, we have many statistician 3s here. Statistician in the national government..
these are the qualifications, bachelor’s degree relevant to the job, two years *** experience,
eight hours training and career service profession ability. Second level *****. So, the moment the
applicant does not fit these qualification standards, they’re not.. they will not be… they will not
push through na.
Interviewer1: Interviewed?
Ms. Labaddan: Oo, no more. Uh. And then uh another important guideline by the CSC is we
have to publish it. Either we we post it uh in their office, National Capital Region or we are also
allowed to post it in our website.
Interviewer1: The qualifications that you require for those…
Ms. Labaddan: Vacancies. Uh. Wait lang. In our office, we have our internal guidelines. So we
believe that although we are a lean agency, we are mean. That means each one of us, we are
really performers in our own right. So uh, so long as we follow the the posting of the vacancy,
and the the minimum qualification.. That’s okay. Uh we are given a leeway to to uhm be a little
bit having more additional points for those who have. For those applicants who have.. who have
more than what is being required. For example we give additional points for those who have
master units. If you are only applying for statistician 3, and you already have bachelors degree,
you are already taking up your masters, we put additional points. So there are points. Uhm. And
we also conduct exam. We have our own technical exams and of course the panel interview.
And that’s it. Basically our personnel selection board, ang it’s goal is to assess the applicants, to
assign points to each one of them. But the hiring authority, the executive director, is the one who
will be deciding.
Interviewer1: So it’s their call and not yours ma’am? The executive board’s call?
Ms. Labaddan: Yes. The one who will sign the appointment paper. He is the one who will choose
which one among the qualified applicants.
Interviewer1: So it’s your job to filter those who apply?
Ms. Labaddan: It’s the HR’s, to validate the documents.
Interviewer1: Ooh.
Ms. Labaddan: So long as qualified yan sa roster of candidates.
Interviewer1: Okay po.
Ms. Labaddan: And the personnel selection board will conduct exam, will conduct panel
interview, then they assign points. We just submit the executive directors all the observations, all
the points, he’s the one who will decide.
Interviewer1: Okay ma’am.
Ms. Labaddan: But it does not necessarily means that the highest pointer will have the..
Interviewer1: Job?
Ms. Labaddan: The job. What if, what else?
Interviewer1: Uh…
Ms. Labaddan: Of course we do not… want naman na uh, according to the civil service
commission, the hiring authority cannot appoint his relatives. Upto the fourth degree of affinity or
consanguinity. But we refined it, noh? Here in our office, since uh our agency is very lean uhm.
Even if it’s not a relative of uh the executive director, uhm sinama na rin pati sa mga employees.
Halimbawa relative lang bi ano..
Interviewer1: Ahh. Okay po ma’am. Hindi lang po yung..
Ms. Labaddan: Cause we’re very small. We are only 25. So we would like to avoid ano, conflict
of interest.yun yung sinasabi nating… may guideline sa civil service, may guideline sa ahensya.
So long as hindi countering.
Interviewer1: Okay po ma’am
Ms. Labaddan: Ayos ba yan?
Interviewer1: Opo ma’am. So are your employees required to under go trainings?
Ms. Labaddan: Uhm, it’s a given that the employees, ano eh. Application pa lang diba may
required nang ano number of trainings, di naman sa nirerequire. Actually, ine-encourage,
Employees pa nga ang humihingi ng trainings. So what kinds of trainings? Depende yan sa..
depende yan sa position nila, statistician 3, statistical report writing. But uh, I provide trainings in
general. For example, employees need gender sensitivity training or workshop on stress
management. Cause usually, on one unit, we try to find or each employee will find a training
that will fit his/her kind of job.
Interviewer1: What are the programs/activities of your firm for employee’s development?
Ms. Labaddan: Uh, we have already mentioned about a little bit of ano. But usually once a year
we would go a planning workshop.
Interviewer1: Planning workshop?
Ms. Labaddan: We go out of town and we conduct team building activities. And also of course,
we also are given invitations from let’s say JICA, TESDA for scholarship program invitations. So
we.. ah, another one of my role, the scholarship. Yeah, hmm so when we need to nominate a
representative from our agency, uh I also do that. We have employees that went already to
Japan, Japan lang yata.
Interviewer1: Ahh. Kasi po JICA po, kasi po yung JICA po e Japan.
Ms. Labaddan: Japan.. uh but not ano. Uh yung dati pa Netherlands ata yun. Basta, iba-iba.
Interviewer1: For training po yun?
Ms. Labaddan: In exchange for that naman, they give service obligations.
Interviewer1: Ano pong service obligation?
Ms. Labaddan: They would have to stay with us. Or any Philippine government agencies.
Interviewer1: Yung mga pinadala niyo po ibang bansa?
Ms. Labaddan: Yes. For example they studied there for two years, they will work with us, five
years. They will stay.
Interviewer1: So what are the motivating schemes of your department in order to enhance your
Ms. Labaddan: Uh recently, I have proposed uh regarding the punctuality. *laughs* I have
proposed rewards program for those who are.. for those who have punctuality and attendance.
Interviewer1: That’s good ma’am.

Ms. Labaddan: That’s still on process. I’ve been proposing it every general assembly. Uh but for
now, we have step increment for every three years, there’s an increase in salary. And then
there’s also a loyalty award for every ten, twenty, fiftieth year, perhaps the trainings especially
the sa mga regions or.. kasama rin yun eh. Sa motivation. I’ve been noticing that its easier to to
ask for the approval if the employees really performing. We also have, we also give bonuses,
incentive bonuses and uhm for those who have very satisfactory performance, evaluations for
two semesters, pag kaano e every year, two semesters in a year, meron din yan. Tawag dun?
Performance.. incentive bonus nga. Uh upon retirement and separation, so the computation of
terminal leave benefits. And everytime that the government or the department of budget
management announces that there will be salary adjustment, I notify the staff and effect this is
our payroll. There’s some staff that want to go on a study privilege leave that means for example
you finish accountancy and you want to take the exam, cpa board exam, you can file for a
leave, for you to focus on your study, uh your position is.
Interviewer1: Still not ano.
Ms. Labaddan: Still, it’s not.. it’ll not be declared vacant, it’s still yours. Your salary is yours…
Interviewer1: Wow. Leave with pay ma’am?
Ms. Labaddan: Yes and your leave credits, you will still accumulate, but there is a
corresponding, again service obligation. And of course a report on how.. you know, how’s your
study *laughs* and uh inform the office if you already have passed. That’s it.
Interviewer1: What are your schemes in promotion?
Ms. Labaddan: Ah! In Promotion, actually out recruitment process, that’s what I meant during the
first question, the recruitment process or the incoming… for incoming personnel let’s just say is
the same with the how we do it, the promotion. Uhm. For example, a certain position, a
statistician 5 is vacant. Uhm. I notify all those who are to qualify next in line, so all the statistician
4s will be given a note. I will, I will give them each kasi ano yun eh, dalawang posisyon yun I will
give each uh a notification na statistician 5 is vacant, and he/she’s qualified and you inform me
if you’re interested or not. If you’re not interested so inform me. Iyong ganon. So automatic na
masasama siya sa roster ng mga candidates.
Ms. Labaddan: However, he/she will have to submit the required documents and will have to be
uhm.. will have to be qualified for the next position. For the statistician 4, a master’s degree is not
required. For a statistician 5, it is required. So that’s how it is. Uh. The statistician 4 will be really
qualified for the promotion for stat 5 must have a master’s degree and all the other
requirements. And then the recruit, the when we assess the internal applicants, we also assess
the outsiders. They are being assessed side by side. Sabay. In fairness, in the name of fairness.
That’s it. So, whether you’re from within or you’re an outside applicant , uh you have the same
level.
Interviewer1: Ma’am, I have a question about for those.. Ma’am you do the promotion without
vacant, vacant position? I mean, promotion is only necessary for example , statistician 5 is
vacant and then you have to promote a statistician 4. How about for those… I mean.
Ms. Labaddan: Yung mga, nag-aaplply?
Interviewer1: Yes ma’am. Ay, paano ba?
Interviewer1: For those who are not statistician 4? Statisticians 3 who are qualified?
No Ma’am, para pong nagpo-promote lang po kayo pag may available, pag may vacancy?
Or nagpo-promote po kayo without vacancy pero nakita niyo po na promising yung trabaho
niya?
Ms. Labaddan: Ooh. In a government, we have a status. Employment status we call it.
permanent ang status and tawag sa mga, yung mga may item na, item ba kinikilala ng DBM ba
Siguradong may sweldo.
Interviewer2: Ma’am ano po yung DBM?
Ms. Labaddan: Department of Budget Management. Kapag contractual, waLang item. Uh.
Hindi basta basta tayong… unless w create a position before noh?
Interviewer1: Okay po Ma’am.
Ms. Labaddan: Ayon e dadaan pa sa kinauukulan noh? So hindi tayo pwede basta basta
instant, pagka go, instatnt uhh yung stat 1 gagawing stat 2, unless yung position na yun e may
item. So just the same. Must be vacant or it must be a new item that has been approved by the
Department of Budget Management.
Interviewer1: Ooh. Binebase niyo po ba yung pagpromote, yung sa number of experoe, sa

number of uears na tinagal niya rito?
Ms. Labaddan: We assign points, the more experienced, the higher the points.
Interviewer1: Siya yung mas lamang?
Ms. Labaddan: The older, the better. For technical positions, the older the better. Pero kung sa
showbiz, the younger the better.
Interviewer1: So iyon po ma’am, what are the problems encountered by your department in
terms of hiring?
Ms. Labaddan: In terms of hiring? Kapag walang nag-aapply problema yun.
Interviewer1: Ayon po ma’am.
Ms. Labaddan: Uh-huh.
Interviewer1: Pero more than…
Ms. Labaddan: Wala akong ma-aassess.
Interviewer1: Pero more than that po ma’am wala na po kayong ibang nagiging problema
kapag hiring process niyo po?
Ms. Labaddan: Uh. Wala naman. So long as qualified, walang problema. Ang nagiging
problema lang, kapag walang qualified dun sa mga applicants. For sometimes, naaabot nila
yung minimum qualification, kaya lang pagdating na sa panel interview, may hinahanap na x-
factor na ano. Ang tawag dun, personal preference. Hindi naman sa biased noh?
Interviewer1: Opo.
Ms. Labaddan: Pero, aah merong ganun na hindi mo siya, you can’t really describe it on words.
But there’s something I’ve noticed with the the supervisor for the vacant, for the vacancy is. May
hinahanap siya na personality or something like that.
Interviewer1: Opo.
Ms. Labaddan: Preference yun. Personal preference. Minsan may ganun tapos kahit qualified
siya, uulit siya ng isang round. Minsan umaabot ng tatlong round, ganon. Ano pa ba yung ano
natin? Nahihirapan ak sa applicants na hindi sususunod sa instruction. Kasi may detalye na ano.
May mga documents akong hinihingi na di agad…
Interviewer1: Nabibigay?
Ms. Labaddan: Nabibigay. Walng explanation kung bakit. Minsan talagang delayed. Minsan,
na-hire na.
Interviewer1: kulang kulang pa yung requirements?
Ms. Labaddan: Pina-follow up. Mga ganun. There are times naman na kapag magse-set ako ng
schedule for exam, pero hindi siya pwede, mga ganun. Uh, yun lang siguro, personality na rin
yun ng applicant eh.
Interviewer1: Opo.
Ms. Labaddan: Pag-araw na ng ano niya, ng interview, wala pa siya di pa rin siya dumarating.
So most of the time, I just jot down my observatiobs, I put them down on my report.
Interviewer1: Opo. Auon po ma’am. Since namention niyo na yung mga problema niyo sa
hiring, Ma’am ano po yung solutions na ginagawa niyo po? Or paano niyo po ina-address yung
mga ngaiging problema niyo po sa hiring?
Interviewer2: Ayon, for example, walang nag-apply or…
Ms. Labaddan: Ay nako, when I encounter that I really outsource a lot of applicants. I did a lot of
sourcing. May final re… at first I put it on other, many other government agencies.
Interviewer1: Tulad po..
Ms. Labaddan: It’s almost tempting to ano.. to pirate.
Interviewer1: Opo, pirate.
Ms. Labaddan: Other personnel from other offices but uh, later I’ve found out that they, they
have more salaries. So they would rather stay.
Interviewer1: Opo, ayon.
Ms. Labaddan: When I just, no I don’t do direct pirating. I juts, I just make kwento na, “Uy, there’s
a vacancy.” Ganon I do that. I just “inform” them.
Interviewer2: Ma’am matanong ko lang po..
Ms. Labaddan: They just smile, and then later on I found out “Ooh, it’s very sikat ano ngayon eh,
ay it’s a GOCC pala” Yun.
Interviewer2: Okay po, yun po. Matanong ko lang po. ano po ba yung reasons bakit walang
nag-aapply? Yung mga nakikita niyo or sa palagay niyo, nung mga time na yun bakit walang
nag-aapply nung nag-post kayo?
Ms. Labaddan: Ay hindi ko alam kung anong dahilan. Pero on our end, kami nagkukwento rin
kami sa mga kakilala namin. Yung kasi lalo na yung mga technical position. Yung mga
statistician, nagkukwento rin naman yung mga nakakaaLam. Ine-email nila sa mga kaibigan
nila, nag-post ako sa website, nagpo-post ako sa mga ano ganyan. Pero kwento ko na lang,
halimbawa yung vacancy namin sa chief admin officer, may time na unang round wala
talagang applicant. Nung second round, may nag-apply pero masyadong naming kapatid na
ahensya, nakakahiya. Nakakahiya sa kabila, baka sabihin nila kinukuha namin. Pero hindi ko sila
ano, hindi ko sila pinirate. Di ko sila pinirate, pareho pa silang same agency rin. So another round
na namain. Uh, what I did was convinced our head that we post our vacancy in uh, on a
newspaper. Yon.
Interviewer1: Dun po nagkaroon ng ano?
Ms. Labaddan: Oo, most of then are from the private sector. Actually, our new chief officer is
from a private sector.
Interviewer2: So most probably po ma’am ang reason lang po is di nakakarating din po sa

kaalaman nung iba na may vacancy, open po yung post, ganon?
Ms. Labaddan: Uh. I cannot speculate on what really happened. I do believe in providence.
Sometimes things happen and don’t happen and you cannot understand as of that moment
why. But later on while you understand, the timing is, it’s actually perfect. *laughs* and it’s for
everybody’s good naman.
Interviewer2: Aah. Sa bagay po.
Interviewer1: Ayon po ma’am. Paano niyo po maadress yun ma’am? yung pag sa exam po
qualified siya pero sa interview, medyo sumasablay po.
Interviewer2: Nahi-hire pa rin po ba o uulit ulit?
Ms. Labaddan: I cannot force that if they don’t like and if the hiring authority doesn’t want to
hire that moment or doesn’t.
Interviewer1: Approved of the…
Ms. Labaddan: Diba? Approved of the person at the moment. So what can I do is do another
round. *laughs* Another round of recruitment. Oo And add that person to the list of applicants.
Interviewer1: Ayon po. So ano naman po tayo ma’am, problems naman po na nae-encounter
niyo when it comes to motivating your employees? Sama na rin, ay dito po sa motivating yung
promotion. Yung problems niyo po sa pagmo-motivate and yung pagpo-promote ng
employees?
Ms. Labaddan: Magkaiba ata yan.
Interviewer1: Ah, okay po ma’am.
Ms. Labaddan: It’s like you’re thinking na nakakamotivate ang promotion. *laughs* Uh, there are
other things that motivate the staff, not only promotion.
Interviewer1: Okay po ma’am.
Ms. Labaddan: Some are happy enough to be recognized. Uh. Money is a very good motivation
also. *laughs*
Interviewer1: So may problem po ba sa motivation? Meron po ba kayong na-encounter na

problem when it comes to motivation po.
Ms. Labaddan: There’s some people who think that they are… ano bang tawag dun?
Interviewer1: Di niyo po sila nare-recognize?
Ms. Labaddan: *nods* Some people believe that they deserve more than what they receive.
When employees compare with one another. That’s the problem with motivation.
Ma’am yun lang po?
IMs. Labaddan: I believe that you know, your agency can motivate you. It, it depends on you
perspective, perception. Is it, is it the responsibility of your boss to motivate you? Or is it just an
add on? Kasi I believe that employees also have their innate capacity to motivate themselves.
Diba? SO they, each of us have our personal motivations. Perhaps, what I do, ngayon ko lang
naisip. I try to get to know each staff personally. On personal level, and try to see on personal
level, what motivates them to go to work.
Interviewer1: Ano pong ginagawa niyo?
Ms. Labaddan: And at times, when kasi masyado kasing unique noh? Hindi ko naman,
confidential eh, hindi ko pwedeng ikwento.
Interviewer1: You’re just observing?
Ms. Labaddan: At times I notice that they are sluggish or they are becoming irritable. Parang
losing focus on the job. I just drop, uh a line of encouragement. And for example, there’s a staff
na ang motivation niya e family, kaya siya nagwo-work para sa anak niya. Yung mga ganun, so
I just “ Oh hey, kamusta na yung anak mo?”
Interviewer2: Aah, through chit chat lang po?
Ms. Labaddan: *nods*
Interviewer1: Para malaman niyo kung anong problema nila.
Ms. Labaddan: Uh uh. I just gather this information. At the end of the year or the start of the year
when we have our stress management training, gender sensitivity training, I do briefing with the
resource person. If uh we can customize it with the.. when we do the training needs analysis and
if I would be able to help the resource person to customize his/her training for us, I inform na, I
tell the, “most of our staff are like this” “we have a staff “, but I don’t mention the name.
Interviewer1: Opo
Ms. Labaddan: I have a staff who’s like this. Ito yung motivation niya. Ito yung ganyan ganyan.
Interviewer1: Opo.
Ms. Labaddan: I also mention to our chief administration officer the basic motivation of our staff
base on my observation. Sa promotion naman, sa kasaysayan ng recruitment ang pinaka…
pinkamaintriga ang promotion, lalo na kung marami ang qualified na mapromote. Alam mo na
yun.
Interviewer1: Opo, parang politics na lang po sa...
Ms. Labaddan: Hindi naman. Hindi ko rin kasi ano eh. Wala namang nakakabasa ng isip ng tao
diba. Ma-ano lang talaga siya, mapressure. Oo, kasi ano ehm here we arem who we really
have to, we really have to see to it that we, the members of the BSB are fair in them with
applicant A, or B or c. Whether taga-loob ba siya o labas. Mas lalo na kung taga-loob, pareho
lang ang trato ko diyan. Sa ano, so hindi ko na hawak yung judgment nung hiring authority. Siya
pa rin kasi ang…
Interviewer1: Nagpo-promote?
Ms. Labaddan: Oo, ang pipili. Hindi ko rin naman mababasa ang isip niya. *laughs* Medyo
maano lang siya, mapressure.
Interviewer1: Ayon po ma’am. So sa problems niyo po ma’am with motivating, paano niyo pa
ba ina-address yung niyo po kanina na you do chit chats tapos sinasabi niyo po na nire-report,
nagbibigay po kayo ng report sa.. ano pong ginagawa niyo?
Ms. Labaddan: I don’t do it in a regular basis., hm, I just keep the details. Sa akin lang yun. When
the need would arise, when the situation arise, uhm, kumbaga meron akong personality
profiling. Part ng personality yan eh, motivation. When the situation arise na kailangan yung
impormasyon nay un, atsaka ko siya pinu-pull out. Para akong may drawer. I have a drawer for
each staff , kilala ko kasi sila eh. So kung kailangan atsaka lang natin ano.
Interviewer1: Ano pong ginagwa niyo, halimbawa nandiyan nap o yung sitwasyon tapos
parang kinakailangan niyo nang kumilos kasi parang nagkakaroon na ng conflict dun sa
mismong pagmo-motivate sa mga staff? Ano pong ginagawa niyo? Diba po gumagawa din
po kayo ng reports, sina-submit niyo tapos and ten…
Ms. Labaddan: No, no. I don’t do the reports.
Interviewer1: Sinasabi niyo lang po?
Ms. Labaddan: Or the profiling on a regular basis.
Interviewer1: Ahh. Opo.
Ms. Labaddan: And I do not broadcast, it’s me. It’s it’s a pers… on a personal level and it’s not in
my JD, you know? It’s just an ano, an add on.
Interviewer1: Ahh.
Ms. Labaddan: Additional ano lang yan.
Interviewer1: Opo.
Ms. Labaddan: Ang ibig kong sabihin, uh inaalam ko ang motivation ng staff on a personal level
kasi yung motivation na binibigay ng opisina, general yun.
Interviewer1: Opo.
Ms. Labaddan: Not all the employees respond to a certain motivation…
Interviewer1: That was given by the company.

Ms. Labaddan: At the same style. For example, money, it may motivate uhm a mommy but it will
not really motivate a single lady like me. So really, it’s different. So ganun, iba-iba eh. Uh,
aalamin mo rin eh. Depende nay un sa ano ng staff, sa age, sa status, background. There are
staff who are intellectuals. All they want to be motivated at work is to be allowed to study more.
*laughs* Uh. I know a story of a… ay huwag na lang. Basta ganun. So payagan mo lang mag-
ano. Ano ba, gusto niyang mag-masters, gusto niyang mag-ano. For me, ako nagpaalam ako
kay Sir eh. When he allowed me, natutuwa. Natutuwa naman ako. *laughs* nakaka-moti..
nakakamotivate. That’s what I did when employees are bored, I gave then the idea, “oh,
pwede kang mag- PhD” “O, anong plano mo?”
Interviewer1: So kina-categorize niyo lang po? Parang halimbawa nakakapagpamotivate sa

ibang tao dun, ina-address niyo po kung yung problema niyo po ba dun sa motivation, meron
silang kanyang sarili niyan pag-ano, pagbigay ng solusyon.
Ms. Labaddan: Kasi bawat ano, bawat isa sa atin, ano eh may kanya kanyang ano eh, gusto.
Aspiration sa buhay. But for some employees, they don’t want to study anymore. So it will not
work if I will tell them, “Uy, mag-masters ka” *laughs* you know? Up to undergrad lang. Okay na
sa kanila yun. O kaya hanggang elementary, high school level lang, huwag mong pipiliting
mag-aral. Meron naman gustong mag-abroad. May iba- iba eh. Iba-ibang motivation yan.
Meron naming iba, gusto mapansin. Huwag mong papansinin, iiyak yan.
Interviewer1: May ganun pong instance?
Ms. Labaddan: Tatamaring mag- ano, trabaho kapag di mo pinapansin. Papansinin mo, ganun
lang naman yun.
Ms. Labaddan: Bigay mo yung ano...
Interviewer1: So effective naman po? Kapag binibigyan ng advice?
Ms. Labaddan: Very ano noh, very personalized ang aking pagbibigay ng serbisyo. *laughs*
Interviewer1: Opo.
Ms. Labaddan: Ngayon ko lang narealize. *laughs*
Interviewer1: Ayon po ma’am. Let’s proceed to the problems you have encountered in terms of
your employees’ training and development.
Ms. Labaddan: Aay. I have no problem with employees who acknowledge with themselves that
they , their training or education is… If you give them the idea that they need training or invite
them for training, it’s not difficult for me to convince them that they have to. I have some
experiences with employees who do not want to..
Interviewer1: Undergo training?
Ms. Labaddan: *nods* Undergo training.
Interviewer1: Required po ba? Sila? Nung mga time po na…
Ms. Labaddan: There are trainings that are required. There are trainings that you know, you
cannot force the person, the body, yung hihilahin mo siya, “Umupo ka diyan, mag-training ka”
Interviewer1: Opo
Ms. Labaddan: Hindi. Attend siya, maliligo, magbibihis, uupo dun, makikinig. There are
employees who do not want to go to training. But there are other employees who want to
attend all the trainings. *laughs* E diba, halinhinan dapat diba. Yun.
Interviewer1: Ano po kayang dahilan kumbakit ayaw nilang mag-training? Mag-undergo sa…
Ms. Labaddan: Like what I said, iba-iba kasi ang tao. May mga… uh iba-iba tayo nang uh, ano
bay un, ng pagiging smart. May book smart..
Interviewer1: Opo. Perspective.
Ms. Labaddan: May word smart. Iba-iba ng smart smart yan. SO kung yung pagiging smart niya
e hindi nagma-manifest sa mga libro, mga theories. Ayaw nila nun. Siguro ang gusto nila mga
ano, mga workshop talaga ano.
Interviewer1: Hands on po?
Ms. Labaddan: *nods* ano pa ba? Training and development… I also facilitate the program for
the OJT. *laughs* problema lang naming ditto, di namna kayang mag-accommodate ng
marami. Dahil maliit lang kami na agency. Yun lang, yun lang siguro.
Interviewer1: Ma’am, solutions po dun sa mga ayaw um-attend ng trainings?
Ms. Labaddan: Yung in-house training, may office order naman eh. Required talaga yun. Pero
yung mga training na for one man unit, may mga gustong umattend pero gusto nila, pati lahat
ng paghahanap, pati yun akin.
Interviewer1: Ah, Kumbaga gusto nila, nandun na. Ready na agad dun.
Ms. Labaddan: Oo na akin na lahat. Medyo, uh alam niyo naman eh, marami akong hawak.
Siguro kapag marami akong spare time, for those who really don’t want to, wala aking
magagawa eh. I cannot force them to, but I just invite and invite or inform them that there’s a
certain training on this one. And importante, na-iinform sila. Naiinform sla, alam nilang pwedeng
sagutin ng office. Pag pangatlong attempt na ayaw pa rin, what I do is invite the neighbor, the
neighboring cubicle who is more interested in training and I congratulate the person, “Very
well”, “Ay, exciting ba?” It’s like luring the other person.
Interviewer1: Yung tumatanggi.
Ms. Labaddan: “That training is kinda exciting, there’e libreng food, there’s other people. You will
see other people from other places, you will learn new concepts.”
Interviewer1: Kumbaga hinahayaan niyo na lang pong tumanggi, tapos naghahanap parin
po...
Ms. Labaddan: May demo. Makikita niya yung neighbor niya. Sasabihin niya sa grupo mga
experience ng neighbor niya, sasabihin niya, “Ay mahangda pala.” Edi next time, pupunta na
siya.
Interviewer1: Nacoconvince din po…
Ms. Labaddan: Maiinggit pa. Sasabihin pa, “Bakit ako walang training?”
Interviewer1: *laughs*
Ms. Labaddan: So hahanap na rin siya ng training niya, It takes partience really, to be a HR
officer. You cannot force people eh. “Oh, ano ah. You are required to attend. If you do not
attent, I will give you failing grade, I’ll withhold your salary.”
Interviewer1: Ah, walang mga ganung sanctions.
Ms. Labaddan: *shakes head*
Interviewer1: Okay po, So yun po ma’am nacover naman na po natin lahat nung sa HR. So yun
lang naman po, marami pong salamat.
Ms. Labaddan: Di ko nabanggit yung payroll noh? Gumagawa din ako ng payroll. *Laughs* Pati
evaluation ng staff.
Interviewer1: Okay po. Thank you po.
Ms. Labaddan: Salamat din. Sana mapagtagumpayan niyo ang college life.
Organization: Profiles Asia Pacific, Inc., Human Resource Department
Interviewee: Ms. Jocelyn Pick, Managing Director
Place of Interview: LG 102, OMM-CITRA Bldg. Ortigas Center, Pasig City
Date and Time of Interview: December 16, 2010, 10:00am
Interviewer: The parameters in our study research management is through knowing your human
resources management and finance management.
Ms. Pick: What made you decide to do so, these particular areas?
Interviewer: Professor Bernarte,
Ms. Pick: Suggested?
Interviewer: Yeah.
Ms. Pick: Okay.
Interviewer: Okay Ma’am lets now proceed. What’s your name, please?
Ms. Pick: My name is Jocelyn Pick and I am actually the managing director of this company. So
why am I answering for HR? Because probably, like the other company that you talk to earlier,
we are also in the process of growth in HR, we had no specific HR person last time but now I
would say that we do have an HR person but I guess I did not told her to be interviewed
because she’s also busy within somebody else at the 5th floor
Interviewer: So how many years-
Ms. Pick: This company has been… How many years does the company been? Okay the
company has been around for 12 years. In fact it is our 12th year anniversary last December 8. It
was Wednesday last week, is that Wednesday last week? It was actually our 12th year
anniversary. So we are old.
Interviewer: So how many years have you been working here ma’am?
Ms. Pick: I’ve been working in here since 2004, on a full-time basis, which make it six years.
Interviewer: Ma’am, what is your educational attainment?
Ms. Pick: I have a masters in Business Administration and masters in Statistics, and currently
pursuing Educational Management in PUP, which is the reason why I know Don Bernarte, who is
your thesis adviser.
Interviewer: Opo. So let’s proceed pos a HR concerns.
Ms. Pick: Okay.
Interviewer: What are the guidelines being followed by your department in selecting and hiring
company employees?
Ms. Pick: Normally, what we do is, I don’t know if you’re aware of what our business is ____
assessments. And, what do you mean by assessments, its not academic assessments, although
we are getting into that. And we have formed another company which is Gold Academic
Assessments, catering to the schools. 90% of our business is with corporate. And when I say
assessments, this has something to do with HR. We train people how to select, how to motivate,
how to promote, and how to develop succession planning. So it is HR. We are like the HR
consultants for other companies. And what we train them on is exactly the same process that
we are following ourselves. We are a product of our product. Let’s put it that way. So, what are
the guidelines being followed by your department… It’s the usual, you know, there are many
things to think of but the first thing is you have to first of all understand what types of people you
want to attract in your company. So you have your employer branding, so to speak. There are
certain types of people that we want to attract and those people that don’t fit in. We are not
saying that they are not good, but they don’t just fit in. So our thing is about job matching.
There’s no such thing as a bad applicant but if you don’t the job match of our company, as well
as the other companies who are using our tools, then they will not be hired. So that’s in the hiring
process. So largely this is to their use of techniques such as assessments that we own and we sell
in the market place as well as interviews. Basically that. If you’re able to probe and find out that
they have competencies, the behavior, the personality and the cognitive abilities to be able to
fit in our company as well as the other companies that we hire for, then that’s one of the process.
So what does it mean when you talk about job matching? It means that you are actually
understanding what the job is. When I say you want to attract the types of people, it’s actually
because you understand the requirement of the job. You cannot get somebody unless you
understand what the requirement of the job is. Because of you don’t, how will you select? So first
of all you understand what the requirement of the job is, and then you find people who fit in the
requirements of the job. That’s, in a nutshell, is in a very basic guideline that’s being followed but
of course, all through-out, there are… Those are the basic guidelines, but in between those
guidelines, a lot of things can happen. Because there are certain positions that are very
delicate, there are certain positions that’s very high level, so if you talk of selection and hiring, it
depends on the position, it depends on the industry. But our particular company is very straight
forward, we are I would say provider of assessment tools, so basically, people who can sell
largely, it depends on the department that they are sent to, if its in finance, Jenny is usually
involved in the selection of people. I ask her if she is, thinks if this person will work well. So part of
the process involves the involvement of the manager who’s in-charge of the department. That’s
it. Basically, it’s very straight-forward. It’s matching. We wanna find the right people, we do not
discriminate, we do not care whether this person is old, male or female, third sex or whatever,
how old is he, from what school he come from. What’s important to us is they are able to do the
job because based on our own research, we find out that these factors are not important in job’s
success. That’s why we are very strong proponents of non-discriminatory hiring.
Interviewer: Uhh, ma’am. You mentioned about job-matching, ano po?
Ms. Pick: Yes.
Interviewer: Do you do technical exams, interviews…
Ms. Pick: That’s what we sell. We sell them, as I said, we are the products of our product. We sell
behavioral test, personality assessments, job-matching assessments which is called the profile
XT. A lot of the businesses use it because of its usefulness (paused to distribute the coffee for the
interviewers). Yes we make use of technical test, and uh, it depends on the position. There are
certain positions that we don’t make use of technical test but if you’re hiring IT people and you
want to know whether they have the technical skills, right? If you’re hiring call center, we don’t
have a call center here. I get a little bit confused here, not confused but my mind set, you see
my mind set is I’m the HR of the companies in the Philippines. I know you’re asking me about our
own HR. Uh, technical skills, we have very used technical skills test: Office, accounting… Did you
take our accounting test? (Asked the Chief Accountant beside her). So it depends if you’re into
finance, there is a very very specific finance test. Uhmm, so yeah we do that one. But our take
on that is yes. If a company has a good feed in terms of cognitive abilities, behavioral skills, and
interest, the technical skills can be developed. So if you liked a person because that person fits
our culture, then the technical skills are something that we can train them on. Sometimes it’s a
plus if you do have the technical skills and you cannot wait to train them, for example recently
we hired somebody who is a graphic artist, communication specialist, of course she has to have
the skills in design, in adobe, and you know, desktop publishing. You cannot hire someone who
does not have the skill because there’s a lot of work in there. But for us, the most important are
the soft skills. Because technical skills, they’re hard skills and you can learn that. But if you’re
attitude is bad, you know, that’s the point. One of our guiding principle is you hire for attitude,
you train for skills. You can quote me on that. We have lots of articles about it.
Interviewer: Okay, next question po. Are employees required to undergo trainings?
Ms. Pick: Uh, what do you mean by required?
Interviewer: Do you give trainings to your employees, and you know ma’am, are trainings
mandatory for your employees?
Ms. Pick: They are not mandatory. But there are training programs offered. A lot of them want to
take it because for me it’s a privilege to be given training, we spend money on them. We spend
for them, they go attend some seminars, anything that will benefit them, we are open to it. We
send them to the US for training, every year I probably take uh, unfortunately we have not done
that in the area of finance but more in the area of human resources and the marketing, client
service, we take about three people every year. In the US, so its not mandatory, we do not even
tie them up to a contract because we believe in people development. But I always tell people
that if there are training programs that they are interested to take up, let us know because if we
can partially subsidize it, if it is something that can benefit the company, why not? So yes, we do
have a very liberal program on trainings.
Interviewer: So ma’am, what trainings in particular do your employees need to undergo?
Ms. Pick: It depends on what department they are, uhh, just last week we have a bunch of
people undergo leadership training (paused). So we have some employees, uh they went for a
leadership training, they were in client service, one was in a technical position, again it was in a
training on leadership. A lot of them, especially sales and marketing undergo training on sales. I
don’t know about finance, have we sent some people in training in finance? Not yet? Well
Jennifer is relatively new but we’ve supported somebody who’s taking the CPA review. We’ve
undergone training on quick-books, which is accounting software, so there are training
programs available. So, what was your question again?
Interviewer: What trainings-

Ms. Pick: Ah! Yeah, yeah. It really depends, like I’ve been uhm, requesting our provider for our
payroll to give us training because we found errors on… So that one is going to be a required
training.
Interviewer: Ma’am pero po in general, yung lahat ng employees niyo?
Ms. Pick: Ah, all of them. Oh yeah. The ISO. The ISO is a mandatory for everybody. And we also
have a training on, what’s our training few weeks ago, that’s our first aid. First aid. And we
probably going to have a lot of health related issues that we are going to undergo training. I’m
conducting a training next week, its not required, but everybody’s encouraged to attend. And it
is on personal effective… Effective productivity. Because we want our people to be effective, to
set their goals, so they can be successful.
Interviewer: What are the programs and activities for your firm for your employees’
development? Ma’am aside po ron sa trainings before…
Ms. Pick: For, what is that again?
Interviewer: For your employees’ development po.
Ms. Pick: First of all, I think the jobs being given to them is, the way I look at it, and I hope you’ll
also gonna be, pretty soon you will be out of your school, you will be working. When you are
given jobs, its an occasion for you to develop yourselves. Because you learn things. So that’s
one. Uh, secondly, its an interaction with the people. You have to learn to work with people.
People who cannot work with people, they will be misfits. And they will be miserable, they will be
lonely because they won’t have friends. They cannot get things done. So that is a training by
itself. So that is development. So what we do as a company is we try to develop a positive
atmosphere so that people will be able to work congenially and how do we do that? We have
activities, like we have uhm usually, probably outings, that’s not every month but maybe in the
summer, like we went to Corregidor last time. And when we go out, its always, there is a training.
Last time, when we went to Corregidor, I think we talk about key result areas. So those are, its fun
at the same time, its developmental.
Interviewer: Yes Ma’am.
Ms. Pick: A lot of it has to do on the job. These are not the formal structures that you learn in
school. Its largely on the job. And they are also encouraged to join associations because that’s
one way of developing yourself, developing your career. And Malcolm and I are very open
about that. If you feel that by joining this association, I mean, a typical example is one of our
person who used to be very very shy. She joined the toast masters, and we encourage
everybody to join the toast masters because it makes you be able to communicate. The
program trains you how to be able to speak in public. So that’s what we’re looking at.
Interviewer: And, what are the motivating schemes of your department in order to enhance
your employees’ quality of work?
Ms. Pick: Motivating schemes… Malcolm does a lot of that. What are the motivating schemes?
(to her husband Malcolm) *laughs* Uhm, you know we are a very…
Mr. Pick: We’re small company. We don’t have the resources of the Ayala Group or the San
Miguel Corporation across the road. So we need people here who are… We need people in an
organization like this that are self-motivated primarily, and ones with objectives and goals of
their own that we can try and help them satisfy. And its not through training, it’s a lot on the work
that they do, they have to be interested with the work that they’re doing, they have to enjoy
that work. If they don’t, we probably don’t want them. The training that we’ve been giving is a
general training about design to be more systematic and organized in the kind of work that
they’re doing. We’ve been trying to follow or trying to establish a standard which will satisfy the
ISO organization. And we’ve been doing that for almost 2 years now so it’s kind of a delayed
project. That requires a certain amount of training. Our IT staff require always to have a look of
what’s going on. For the skills, there should be initiative, self-motivated and leadership.
Interviewer: Ma’am pero po yung company niyo uhm, pano po yung motivating schemes, do
you give incentives, benefits… to your employees?
Ms. Pick: Well, they are given health benefits… There are benefits given. There’s the usual
benefits required by law, and there are a few other benefits that are given to them, like the
certain departments enjoy bonuses depending on our sales.
Mr. Pick: There’s a bonus based on the clients potentials. Sales people are largely paid by the
sales they made. There’s pros and cons for being a small company. In a large company, maybe
lots of things were already well organized. Maybe there’s lots of additional staff benefits. But you
see in a micro ___ of what goes on, if you’re in an accounting department, you only see what’s
happening in the accounting. You don’t see what’s going on in the production, you don’t see
what goes on in the marketing. In a little company like ours, you get to see the whole thing. From
top to bottom and across all functions. That’s the big benefit to somebody who’s starting a
career. You get to see what really goes on. As it goes to what we think should go on, what we
really believe goes with the other companies. We have all the same problems with the big
company, we all have the same functions to fulfill, but we do it in a much smaller scale. And
somebody within a company sees that, they see everything.
Ms. Pick: Some other companies are also being, when we do our learning sessions, we ask them
“Okay, what you think good about this company?”, it could be “oh because here we don’t
have to wear our formal clothes on Saturday” or “we can bring our kids on Saturday”, something
like that. Well in our company, we understand, sometimes we have occasions where somebody
had lost a yaya, for example, and nobody would look after the baby, or not really a baby, a
toddler maybe, and then you know the person brings that in the office but in some other
companies, you can’t really do that so what could be a benefit in the sense that the rules are
more flexible. And again it’s a self-disciplining process because sometimes when the rules are
flexible, we don’t want it abused, and so we’re always saying our wins are like this because we
do not want to be a bureaucratic company but if its gonna be abused, we will have to be more
rigid. Which is again another benefit if you are working for a flexible company ‘cause some
companies are regimented- the moment you get in the door, your backpacks are inspected,
you put them in a locker, you can’t take anything with you. You can’t take pictures…
Mr. Pick: When you’re absent without notice or if you’re late, you’re disciplined. Here I
threatened a month ago if you’re late three times in a week, you’re disciplined. That’s not just
late once, but late three times in the same week.
Ms. Pick: Okay, anymore questions?
Interviewer: Ayun po ma’am.
Mr. Pick: Benefits, they have almost unlimited free internet access.
*Interviewer laughs*
Mr. Pick: Right?
Ms. Pick: Yeah! Some companies, they are not giving that.
Mr. Pick: Any abuse to the use of the computer or the internet for example will be grounds to
discipline. That is monitored from Chicago, its not even monitored locally so… I know instances
when several months later, have been disciplined because of using the company resource for
personal use.
Interviewer: Okay. So what are your schemes in promotion?

Ms. Pick: Of course its performance based. It doesn’t even happen quite, you know, this time is
promotion time or what. If management feels this person deserves to get paid more, then we
could opt to increase her salaries… Its largely performance based.
Mr. Pick: Definitely performance based. But there’s no well established system.
Interviewer: So ma’am there’s no need for you to have vacancy first before you promote an
employee to fill-up the position that was vacant?
Ms. Pick: Uhmm. No. We don’t really do that one. If the person from the inside wants to apply,
she’s welcome to…
Mr. Pick: Just like what happened last time, we made a supervisor of one group, manager of
two groups, still a relatively new to the company, a recruiter, supervisor of the recruiter group. So
its performance-based, based on the experience and performance and we’re trying to establish
a well defined structure. But it takes time. But as I say, we all have the same problems and
functions of a large company, except we do it in a smaller scale. You might wanna show them
our organization chart (to Ms. Pick)
Ms. Pick: Yeah! I think that’s one of the things that you should be looking for (to the interviewers)
because they’re interviewing two research organizations (to Mr. Pick).
Interviewer: Ma’am do you consider the length of service in your firm in promotion ma’am?
Ms. Pick: No.
Interviewer: So yun po. What are the problems encountered by your firm in terms of hiring?
Ms. Pick: In terms of hiring, I think we do find a… people who are actually competing with the…
people who want to go overseas? Which is not common to us, which is common to all.
Somehow, our applicant pool, they seem to be thrilled with going abroad. And then probably
they come back to realize that its not rosy abroad, so that’s one. And uhm, what would be our
hiring problems? (to Mr. Pick) We have our recruiting department. They are recruiting for other
companies but they also recruiting for our own needs. Actually they screen them and when they
come to us, I don’t really see a lot of problems. Unlike probably in the call centers wherein you
would demand, very good command in English for example, you could only hire five out of one-
hundred that they talk to. That situation is not necessarily to us, right Malcolm? We do filter like,
you’ll be surprised out there when you post, there’s a lot of applicants. A LOT. And we usually
filter them, let them take our assessments ‘cause that’s what we’re usually selling.
Interviewer: In terms of motivating naman po, ano yung mga naeencounter niyong problems?
Ms. Pick: What problems have we encountered for motivation? I think it’s a self-claiming process.
We like motivated people. If they are no longer motivated, they leave. So the decision is mutual.
They leave because they want to leave. And we also want them to leave. They have no place
with us if they cannot, you know, if they’re not motivated to work. That’s one reason, in fact,
when we sent them to overseas training, a lot of companies asked them to have a contract,
granted they have a contract, if they cannot perform, if they are not motivated, they go. On the
other hand, we have a lot people who left because they want to see what is out there, they
come back. And one would ask, “why would you take them back?” It’s because they have
additional skills to give. If they have additional skills to give, they’re better than what they were
before when they left, they’re welcome. ‘Cause they have something to add. Otherwise we
don’t hold grudges that they left.
Interviewer: So basically, you don’t encounter problems with motivating naman po?
Ms. Pick: Do you have? Malcolm?
Mr. Pick: I mean, this generally, we got a group of people, somebody who is uhm, for whatever
reason lost her grace in her work. Could it be boyfriend/girlfriend problems? It affects the work.
At some point in time you have to tell her its time to move on.
Interviewer: Other than that, wala naman na po?
Ms. Pick: Wala. Coz you know, usually naman there are reasons why there are some people who
lost their motivation. It may not be necessarily work related, it could be family problems, it could
be health issues, uhh, I cannot see anything that is really directly work related. It could be
relationships with colleagues…
Interviewer: Ma’am do you encounter problems when it comes to training and development?
Ms. Pick: What is that question? You mean, they don’t attend the training?
Interviewer: Do you encounter some instances ma’am?
Ms. Pick: Like I said, the training is not mandatory. As long as the training is not mandatory, I
don’t think it’s a, you know, we can suggest if this training is good for you. Probably, the only
mandatory training we have is ISO because that’s mandatory by ISO. Uhm, all the other training
is not exactly mandatory because for me you know, training, if the company is good in training, I
take it. Unfortunately, maybe you wanna train and then you don’t want to train, still I wouldn’t
look at that as a problem.
Interviewer: So basically po, you haven’t encountered problems with these three areas po in
hiring, motivating, training and development?
Ms. Pick: Well hiring of course, because there’s turn-over. Because sometimes, you might hire
somebody and then find out that the person does not, that’s why you have the probation
period. We find out maybe that person doesn’t quite fit for the company. But I don’t consider that
as serious problems.
Interviewer: Okay, you have follow-up questions for ma’am? (to the other interviewers) Ayun po.
Ms. Pick: Have your coffee ladies!
Interviewers: *laughed* So we’re through with the human resource department.

Organization: Institute for Studies of Asian Church and Culture, Human Resource Dept.
Interviewee: Ms. Aida Robles, Administrative Officer
Place of Interview: Units 307 & 205 Corinthian Executive Regency Ortigas Avenue, Ortigas
Center, Pasig
Date and Time of Interview: March 9, 2011 03:00 pm
Interviewer: Good afternoon po ma’am. We’re fourth year students from the Polytechnic
University of the Philippines, currently taking up Bachelors in Communication Research and yung
purpose po nung interview na ‘to is for data generation po for our thesis. Yung thesis po kasi
namin is about the management of research organizations. So ang gagamitin po naming
parameters para maidentify po yung organization management is through looking at your
finances management po at human resources management. So yun po ma’am, first po ma’am,
gusto po naming mag-thank you sa inyo, kami ni Shels…
Ms. Robles: You’re welcome
Interviewer: And in behalf po sa isa naming kagroup na di nakapunta dito dahil nasa OJT po
siya.
Ms. Robles: So group thesis kayo?
Interviewer: Yes ma’am, tatlo po kami sa group.
Ms. Robles: Ah. Okay
Interviewer: Kasi po napagbigyan niyo yung interview namin kahit super short notice,
Interviewer2: Kahit kanina ko lang po sinabi na..
Ms. Robles: *laughs*
Interviewer: Kasi po with other research organizations, ang tagal po ng feedback.
Ms. Robles: That’s right.
Interviewer: So nagkaroon po kami ng problema sa thesis dahil sa informants po,

Ms. Robles: Ooh.
Interviewer: Ayon po, scarce po. Ang hirap po.
Ms. Robles: Nagpapahabol habol?
Interviewer: Yes ma’am, tas “Can you please call back again later?” Yung mga ganun po, so
super thankful po kami ma’am. Ayon po. So ma’am let’s start po? Ma’am can I have your name
po?
Ms. Robles: I’m Aida Robles.
Interviewer: And what’s your position here in ISACC po?
Ms. Robles: I’m the administrative officer
Interviewer: Gano katagal na po kayo dito sa ISACC?
Ms. Robles: I started 2009.
Interviewer: 2009 po.
Ms. Robles: So almost 2 years na.

Interviewer: Pero yung position niyo po. Yun na po talaga? Pagdating niyo po, admin na po?
Ms. Robles: Yes
Interviewer: Ma’am yung educational attainment niyo po?
Ms. Robles: AB Psychology
Interviewer: AB Pscyhology po. Okay po. Ma’am let’s proceed na po dun sa human resources
matters po ng ISACC. What are the guidelines being followed by your department in hiring and
selecting company employees?
Ms. Robles: Hiring, first nakita namin dito, this is an organization, it is not actually a company. It’s
an NGO so yung basis o guidelines in hiring and selecting employees are according to. First
since this is a Christian organization, we want to check on their spiritual maturity, their loyalty to
the scripture or the word, so yun yung primary basis of hiring since we are trying, that our mission
is to teach the world or other organizations about the good news, about the lordship of Jesus
Christ, so kailngan e naniniwala ka sa Panginoon and the Bible, so importante yun. Tapos, of
course yung, since this is a training and research organization, tinitignan din namin yung
background. Not actually, kasi there are some other people who are graduates with certain
courses not related to research and training but they have the gift of writing and research. So
we believe that they can be trained through proper orientation.
Interviewer: Okay po. Ma’am, it’s a must na graduate ng college?

Ms. Robles: Yes, although there are what we call trainees. They don’t have to be college
graduate. Pwedeng high school graduate lang muna. Trainees noh? Volunteer workers who can
help us. Like there are so many children na magaling sa IT, so technologies, they can help us. It is
a must for us to produce videos. So pwede namang hindi graduate, but now part of the core
team. So hindi sila hired. Meron kaming tinatawag na, different stages of, kahit na maliit na
organization lang kami, we have the regular employees, we have the project people, project-
based and then we have the volunteers.
Interviewer: Okay po. Ma’am what procedures do you have po in hiring? Parang do you have
technical exams? Interview? Yung mga ganun po.
Ms. Robles: Actually, we only have interviews. We ask them to submit their CVS and then we ask
them to come for interview. Most of the people kasi who come in for hiring to be employed with
ISACC are endorsed by other organizations. So we believe that these people who endorsed this
individual must probably know that person better. Also, they know what standards that ISACC
wants to maintain. So when they try to bring in people or when they endorse them, they know
that person is gifted in the area of what ISACC needs.
Interviewer: Next question po, are employees required to undergo trainings?
Ms. Robles: More of orientation. We get our training through exposure. So di naman yung parang
sa call center na you have one month for certain training. No. pag na-hire ka na, you get in to
the organization, sabak ka na. Since we hired you according to the skills that are in your CVs,
then we believe that you’d be able to grasp whatever the organization wants. But also yung
orientation na yun is to bring them in to events, to special events, o yun nga, on the spot o field.
Makikita mo, so just observe. Dun namin makikita kung that person is a fast learner.
Interviewer: So ma’am basically, wala po kayong required training ma’am? Or yung orientation
na lang po yung nagse-serve as training?
Ms. Robles: Oo.
Interviewer: What are the programs for your employees’ development?
Ms. Robles: Employees development. Since we’re a small organization, we also have our HR
manual. In the manual, it is stated there that we require that all the members of our staff to go
through or attend trainings and seminars, conferences related to what we are doing. Like
kunwari the global leadership summit. So some of us, or half of the staff go and attend, they’re
going to be sponsored. They have to attend a conference and we have a debriefing or a
reflection on they have learned. Parang ganun lang. So they are exposed not only to the
learning but also to kumbaga the social area, because you get to know the people who are of
the same mission and vision as ISACC. So nae-expose ka dun. Marami kasing evangelical
organizations. So yun.
Interviewer: Ma’am na-mention niyo po na nagre-require din po kayo ng trainings and seminar,
what type of trainings and seminars po ba yung nire-require niyo?
Ms. Robles: Training, for the staff?
Interviewer: Yes ma’am.
Ms. Robles: Yung training is the exact training that we offer. So kunware, we conduct, we have a
corporate seminars, we call them corporate retreats. So that corporate retreats sometimes is the
tawag nung iba, lectio de vina. So while you are being exposed to this, helping and supporting
this type of training. Every Mondays, we have this lectio de vina every Monday yan before our
afternoon meeting. So we have a half day lectio de vina. So what is a lection de vina? When I
first came here, I didn’t know what it was. So it’s more on the reflection of the word. You’re trying
to get to just read the word, the Bible and be able to express on what you understand from the
passage that was read. So this is what we also conduct to corporate people, managers, and
directors. So we have a firsthand experience of what we are asking for people to do or what we
conduct amongst ourselves. So may integration din yung aming president. We have the same
integration. Ay, ganito pala yung ginagawa namin. This is what we’re doing. So yun.
Interviewer: Ah, okay po ma’am. Next po, motivating schemes of your department?
Ms. Robles: So you’re talking about me noh? In our department, there are actually 3
departments, small as we are, we have the administrative and the finance, advocacy, we have
the training, so I would say that basically, hindi naman kami divided. Kasi yun lang, we have 2 in
the administrative and finance, 2 in the advocacy and 3 in the cmt. But we have volunteers and
we have fellows. Yung mga fellows namin whom we ask for other things. So yung motivating
factor, I think yung sa amin, I think it’s more on getting down to the level of the employees. It’s
important to create a relationship amongst them. Kasi pag detached ka with the employees,
parang hirap abutin na because of the position, ang hirap kausapin, ang hirap i-approach ang
hirap siyang, ano yun makipag-appointment. Ano yun simple matters, mahirap yun. I think the
organization will be a success, any organization will be a success if it will focus on the
relationship. So you create camaraderie amongst your employees and look on them not on the
mistakes that they made but on the more on the, bantayan mo kung ano ang ginagawa niya, or
parang reward sa kanila yung appreciation. Yung parang, “Ang galing mo naman. Di ko kaya
to.” something and it builds the self esteem. And I think it is the best. Kung ako ang tatanungin, I
don’t know with the Executive Director and the president, pero sa akin, iyon. First and foremost is
the relationship. Like what is happening now in our organization, kasi we are funded by foreign
organizations. It so happened that we are in the phasing out stage. Ibig sabihin phasing out this
is the last, the last straw that you may get from us because of what’s happening dito sa ating
financial conditions, sa US. So parang sa lahat din sila, hirap not only in the Philippines. So ang
nangyari, we are now, we are on the red. Like in one and a half month, pasok ka, mamasahe
ka, magbaon ka, wala kang sweldo, What makes us come to work? I believe that because of
the relationship that was established. Kasi importante yun eh.
Interviewer: Opo.
Ms. Robles: Para bang yung sa kape noh? Bakit ka gumigising?
Interviewer: Ah, para kanino ka bumabangon?
Ms. Robles: So kasi there’s no use at coming to work at wala ka nang bayad tapos wala ka
pang makasundo. I think that is, yung relationship area or segment of our organization is
important. Kasi sama-sama kayo, pare-pareho naman kayong hindi sumusweldo, noh? So you
just, atsaka the openess to air, on what is burdening to them. Like yung very personal na
problem sa bahay. Sa anak, noh. Ganun yun. So you become one family. I think it is the best.
Yung libro nga ni Dr. Scott, yung One Minute Manger, pag nabasa niyo yun, isang upuan lang e
mababasa niyo yun, that’s the best that you can give to a corporate manager, he visits his
factory or whatever it is, he doesn’t go there to look for mistakes that employees have done. He
tries to look for, kahit na ang daming mistakes na nagawa nung employee, hinahahap niya
yung positive, the best or one good thing that the person has done.
Interviewer: Ma’am ano parang you don’t depend on monetary means since low din po kayo
on funds?
Ms. Robles: Actually, oo. Although we need to exist as individuals kasi may mga pamilya, may
mga ginagastusan, we believe that yun nga, money is not really a prime factor as long as, again
babalik tayo dun sa guidelines of hiring. You have to be, you have to have that deep level of
spirituality. The belief that you have a God that has the control to provide for all your needs.
Kahit na kung minsan syempre, tao ano? Parang ano ba yan, parang ayoko na. Wala na
tayong sahod. Ganun. But then again, it all goes down to bakit tayo magrereklamo, parang we
are questioning the faithfulness of our God, parang ganun.
Interviewer: Okay po. What are your schemes in promotion?

Ms. Robles: Promotions on what? How do we promote? I don’t know if we have other positions
to be promoted like kunware ako, what position will I be promoted for? Can I be the Executive
Director? I won’t even want to become an Executive Director knowing the responsibilities that it
entails. I would rather, especially na alam mo yung gift mo, if you’re challenged, parang
sasabihin nila sayo, “Ay ang galing mo. Pwede ka nang maging President.” Sino ba namang
susunod? At kunware na-promote si Cathy o Del sa position, yun yung problema ng small
organization. Parang there’s no other position where in you can be promoted na kasi. Ano e
parang more of added benefits na lang, or added income, or upraise ng salary, ganun.
Interviewer: Ma’am kailangan niyo po ng vacancy sa position po para mag-promote?
Ms. Robles: Vacancy? Para makapag-promote?
Interviewer: Opo.
Ms. Robles: Parang the internal na sinasabi mo? Since wala na tayong Executive Director, let’s
look within the organization first.
Interviewer: Ma’am ganun po ba kayo o parang humahanap po kayo sa labas or parang “The
executive Director post is vacant, if you want to apply.” Ganun po ma’am sa labas? Or sa loob?
Ms. Robles: Of course in our manual, it should be internal first, within the organization. If they
have the capacity or they have the know-how, pwede. Kasi ikaw na mismo ang magcha-
challenge. “I’m resigning, I’m tired, I’m done, so I believe in your capacity to do this work.” So
icha-challenge mo, of course you do that. Pero knowing ourselves, parang sasabihin ko, “Ayaw
ko po, gusto ko dito na lang ako.” Comfortable na ano? Comfort zone, parang gusto mo ba
lang dun, kasi you applied for a position, a position because you know that is your expertise.
Kunware si Rey. I will ask him to, di’ba siya ang pinaka-senior amongst us in the managerial. I
doubt if Rey would even accept. So normally, kapag may vacancy. Like, it use to be our
President, she is the President and the CEO until they believe that we need somebody to do that
work regularly. So if it is not within the organization, it must be within in the sphere of daughter
organizations. Kunware we have fellow, we have boards of trustees who works as parang
volunteer. Ano board of trustees namin, so we challenge them,
Interviewer: Okay po ma’am. Pero po basically, pano po yung siste nung promotion? Parang
kunware po, kayo po ma’am, parang legible naman po kayo for that position, do you apply?
Or do you need to apply?
Ms. Robles: I believe you would be challenged and then…
Interviewer: Ah, parang ita-tap po kayo nung aalis?
Ms. Robles: Oo. tapos parang bibigyan ka na ng Contract of Employment. Papalitan nung
currently, isi-signify na yung parang from this date, she will become whatever the position is,
tapos with the compensation of this and this and this and then the conform. So di mo na
kailangan mag-apply.
Interviewer: Ah. Okay po. Next question po, what are the problems that your department has
encountered in hiring.
Ms. Robles: Hiring, first ang alam ko, visible amongst us is the capacity of the organization to pay.
Like we need kunware a writer, a full time writer to assist kunware or Executive Assistant for our
President. Wala na kasi yung ano un eh. Tinanggal na namin kasi, it used to be that the
administrative officer also serves as the Executive Assistant. So when I came, I told Miss Alice I will
accept. I was invited, I didn’t apply. So I told her, I am tired of being an Executive Assistant
already. Kasi alam ko na yun eh. I am more comfortable with administrative matters, so
natanggal yun. So wala ng Executive Assistant ang aming President. So we have one, who is a
volunteer and we opened the position and even promoted it over the radio, amongst our
daughter organizations and partners. Binigay namin yun, yung parang flyer namin, the
requirements, etc. E ‘pag naman tinanong how much yung salary, parang yun, number one is
the capacity of the organization to pay for the opening. Yun yung number one.
Interviewer: Apart from that po ma’am, ano pa po yung..
Ms. Robles: Apart from that… Teka wala naman eh. Yun lang capacity of the organization to
pay eh.
Interviewer: Opo, yun lang po yung na-encounter niyo na problem?
Ms. Robles: Oo, yun lang ang na-encounter namin.
Interviewer: E ma’am, pano niyo po ina-address yung ganung problema na nae-encounter niyo
with hiring?
Ms. Robles: Hiring? Of course if you then have the, you pray for it. Of course and then if the Lord
allows it, I mean if we have projects, so we needed more people for the project, we need
documenter, so if the budget allows, then we could get one. Pero kung hindi talaga we’ll
explain to them that this is an NGO, non-stock, non-profit. We can only pay this amount, pakita
namin, ayan open. Are you willing to stay with us for a month or two? Ganun lang noh? Ilalagay
kasi namin yung duration nung stay, you finish this project within a month and will give you this
much. Okay yun noh? So, ano pa ba? Wala na. Parang ganun lang, oo. Wala naman kaming,
kasi we are funded by organizations lang. Pag walang fund, so wala kayong…
Interviewer: Ma’am, parang you resort to multi-tasking? Parang ganun na lang po?
Ms. Robles: We are actually multi-tasking. Kayo na rin yung janitor, yung tubero, yung electrician
and it’s no big deal with us. Ang maganda kasi dun, again is because of the relationship.
Babalik ulit tayo dun eh. Kasi we do this because we are a family. O sige we even go to the
extent of inaabonohan mo, or you’re helping the organization to be up to its feet through your
own resources na rin minsan. Kasi di ka na nga sumusweldo. “So ay wala tayong ink, ay wala na
tayong paper.” Sige.
Interviewer: Ma’am what if po, there’s a great need dun sa position tas wala po kayong ibibigay
as salary, ano pong gagawin niyo?
Ms. Robles: We challenge our partner, parang yung mga fellows namin to help us.
Interviewer: Ah, parang tina-tap niyo po sila for help?
Ms. Robles: Oo.
Interviewer: Ah, okay po.
Ms. Robles: We challenge them.
Interviewer: Uh. Next po, what are the problems encountered by your department in motivating
your staff?
Ms. Robles: In terms of motivating sa isang organization, hindi mawawala yung smart ___ o yung
nakikialam. Like in our small organization, it has been present since time in memoriam. Sabihin
na lang natin na kasi ISACC has been in its position for as an organization for 33 years. We will be
celebrating our 33rd anniversary on July and the same problem they’ve encountered before is
the same problem that we’re encountering. Pag merong nakialam na hindi naman taga-loob or
not a staff but you’re given, parang you’re empowered by the leadership, kunwari the president
or the Executive Director, you are being empowered, tiklop kaming lahat. Parang ganun. Kasi, di
mo naman. Kasi we try naman to communicate with the leadership na this certain person is
becoming a problem to us. We just tell the leadership that this is your problem, and it’s our
problem. So what can we do? Pag empowered kasi yun, yun yung palakasan, yung parang
ganun. Pag empowered, nanggugulo talaga, so that’s what hinders…
Interviewer: Hinders the camaraderie…
Ms. Robles: Like we’re having our board of trustees meeting on Saturday and we’re planning to
debouch (?), express or open up this problems. Siyempre you have to be transparent, amongst
ourselves. Tapos sinabi na namin kunwari sa Execuitve Direcor, sinabi na naming kunwari sa
President na problema kasi to pero they don’t see the same perspective that you all have, kayo
yung nagtatrabaho dito sa baba, so pagka di nila matanaw yung tinatanaw mo, problema
talaga. What we do, like we call for a meeting. It’s also parang a SEC requirement, we have to
meet before the corporation. Sasabihin namin na di pwedeng itago o siraan mo yung tao,
sabihin mo na lang with proper documentation. O kunwari may tinext siyang ganito, don’t erase
the source noh? Papakita mo, this is what she’s saying. Na parang pag-sinabi sa’yo ‘to, how
would you feel? So we just want them to open their eyes and see what is happening na di nila
nakikita sometimes. Di ka naman yung sumbung ng sumbong noh, parang napaka-childish. So
when you go to a proper venue, kasi nga that is a proper venue, it’s not chismis, it’s not gossip,
you have to open up, everybody hear it including the person na kailangan o concerned I think
that’s the proper venue.
Interviewer: So yun lang po yung problema po sa?
Ms. Robles: I think. I believe. Aside from the financial cost. Kasi pag the Lord allows you to, if He
wants you to continue what you’re doing, kung gusto niya yung mission vision niyo, kasi it would
have not lasted 33 years pero always nawawala yung mga dati, I didn’t even come and intend
to work with ISACC, I’m not a writer, I’m not a parang ganun. I’ve been doing the work in the
church, 16 years ako dun doing administrative work tapos nag-resign ako. Tas nung malamang
nag-resign ako, I was invited, I was challenged na tutulong. It is not after a monetary reward, but
more of a….. diba? Ayon.
Interviewer: How about po ma’am problems with promotion po?
Ms. Robles: Problems with promotion? I’ll speak for myself. I do not have any problems with
promotions. If they, if people recognizes your position, because they see you every time that
they come to an event, because you are organizing and they came in early and they say you
hanging all these tarpaulins, which a manager should be doing, they see you, nakaapak ka,
and trying to clean ano, that’s part of an admin ano. Sabi ko nga I am a “we” person. I don’t
like to use the word “I” or “You do this, you do that.” Di ako ganun eh. Parang “Let’s do this.” I
am a “we” person. We are at work, we are, parang anun. I always include myself.
Interviewer: So wala naman po kayong na-encounter?
Ms. Robles: No, there’s none. Even with sa mga kasamahan ko, wala silang nakikitang ganung
probelma.
Interviewer: Next po, yung problems po when it comes to training and development?
Ms. Robles: *nods*
Interviewer: Ano pong problems ang na-encounter niyo?

Ms. Robles: Employees’ training and development. Most of the trainings kasi and the
conferences kasi na we need to attend to are sponsored or you are invited or yun. Wala
namang problema dun. Because we are a small organization, the leadership sees to it that they
encourage all of us: would you like to attend this kind of conference? And if you say yes and
you believe that you’re hands are free, you can finish your work even if you go to a two-day
seminar, then go. Ganun naman sila eh. Go, our president naman is very open to that. See to it
that the staff attend this. Parang ganun even if nobody stays in the office as long as he sees it is
important for, not only for your growth but also for the growth of the, hindi ka lang naman basta
parang a-attend ka ba ng seminar like on gender seminar ba or about sexuality, eh feeling mo, I
know my gender, I believe I’m a man, parang ganun noh? So feeling mo, ayaw ko. But for the
sake of getting to gain more knowledge about this because we have a seminar that talks about
gender noh. I think kaya namin ine-encourage to attend that is because of what it will bring to
the organization to make us an expert. You don’t become an expert b noty involving yourself,
so pag open ka dun, pag na-expose ka dun so it adds expertise to what you have.
Interviewer: Ma’am have you experienced po na parang may required

training/seminar/conference yung ISACC tapos may ayaw umattend, yung ganun po?
Ms. Robles: Yeah. Oo. Merong namang mga, like uh, sometimes it’s a problem of self esteem,
some people, yung nasa baba kasi pag feeling nila, masyadong ano diyan eh, parang I don’t
think I need that siguro padala mo na lang ako dun sa trainings and conferences regarding
numbers and about finances, I will go, pero pag dito, parang kayo na lang po so no problem
with that. Kasi even in the church where in I was employed for 16 years, yun din ang nakita ko,
every time na sasabihin naming na let’s go, let’s attend this you know who the speaker would
be, its Francis Khong or Dj Sebastian, you’ll gain so much knowledge, di ko naman type yan eh.
So parang it’s personality again. Yung ano, yung personality fit, yung ano mo lang and siguro
pag chinallenge mo naman na you go you go tas nakita mo naman na after the seminar,
during the debriefing e nag-share, o see, kahit na di mo gifting you’ll learn something. So yun
siguro more of motivating the person.
Interviewer: Ma’am may instances po ba na yung employees niyo po yung nag-aask for
trainings and seminars?
Ms. Robles: Dito, wala.
Interviewer: So yung mga pino-provide niyo lang po na ano?
Ms. Robles: It’s our partner organizations who email us their parang meron silang kunwari the
Bella, you know what the Bella seminar is? It is a personality enhancement program, you pay for
4k ay yung boss namin, ay sige papuntahin mo si ano, kasi nakita niya na o kailangang niyang
ma-train sa ganito to talk to people kasi ito yung trabaho nila, ganyan ganyan, nagkasakit
naman, so wala kaming nakita na problem. So other organization at the, they’ll invite us, come
attend a 3-day seminar at Belle ganyan tapos nandun na yung requirements what are the
topics to be discussed, yun. We get also from other partner organizations.
Interviewer: May tanong ka pa ba kay ma’am? Solutions?
Ms. Robles: Solutions. One plus one, two. Solutions, I think yung nakikita lang namin, people or
positions concerned must be more aggressive to the new paradigm we want know like we are
slowly going in to the, kasi dati grants lang kami nabubuhay, e we will, we should be more
aggressive to the, parang training, the offering of the services that we are expert in like sina Rey,
are expert in transformation development, integral mission, the GCFC that we have parang
ganun so we have to be aggressive at offering this services to the organizations or other
organizations not necessarily in the evangelical circles who we believe needs this, kasi we do it,
we title it, kasi yung mga tao they want corporate retreat. Pag nakikita nilang retreat, may
kasamang RNT and activities parang team buildings noh. Although there are incorporated in the
trainings parang team building things noh and spirituality na ayaw naming masyadong iano kasi
“napakarelihiyoso niyo naman,” kasi we’re not a church parang more of looking into ourselves
and parang according to, if in-attendan mo yung seminars and retreats namin you will be able
to explore on who you are, ah. Pwede para along ganun. Ah, oo pala, kaya ko pala. Parang
mga retreat sa ng mga kolehiyala after a while, parang I love you three times a day, parang
maya’t maya parang ganun din. We have those kinds of retreats that we offer. So parang yun
lang naman. Solutions siguro we also, yun we’re overworked and underpaid because of again
financial constraints what we’re offering I think to the outside world, in the market place we
should offer it to ourselves also. Go out and have a retreat, a RNR, everybody needs that, yung
talagang di ka, wala kang iisipin, basta tutulog muna ako, parang mamaya tayo mag games.
Ganun noh? Something very informal. That’s one of the solutions for us not to be burned out.
Sabi nga. Minsan parang sasabihin mo, ayaw ko na, parang pagod na ako. Actually sina Rey
matutulog yan ala-una, alas-dos tapos gigisng ng maaga because they’re preparing for certain
conferences. I think what we need for a solution is an RNR yung retreat talaga na very informal.
Rest.
Interviewer: Yung solutions po sa problems sa self esteem ng mga ano…
Ms. Robles: Oo. kasi through mga ganun, the informal type of gatherings is the best. Kasi, lalabas
lang tara palipad tayo ng saranggola, I do that ano, even if with my age. Pag I go to a beach,
tara saranggola tayo. Tapos kausap mo siya and you talk about many things, about many
matters na you get to know the person and you get to know me. Ay, ayaw ko pala na parang
ako ay binabatukan, I hate that ano. So you get to know the person. Hindi ka yung basta lang
you sit there and listen to a resource person na parang aantok antok ka na. no, it has to be
something very informal.
Interviewer: May tanong ka pa ba kay ma’am? Wala naman na. Ayon po, so so far na-address
naman na po lahat ng…
Ms. Robles: Ay. Isang solution pa pala,
Interviewer: Sige po ma’am.
Ms. Robles: Kailangan namin ng donors, ng supporters. Ayon. We have to be asking people for
support.
Interviewer: Salamat po.
Organization: Institute for Popular Democracy, Administrative Department/Human Resource
Department
Interviewee: Ms. Karlenma Tabora- Tagala, Administrative Assistant
Place of Interview: 28 Mapagkawanggawa cor Magiting Street, Teachers Village UP
Diliman, QC
Date and Time of Interview: March 18, 2011, 3:30pm
Interviewer: Ayun, kame po yung students from Polytechnic University of the Philippines. Ako po
si Thea at siya naman po si Krisna. Meron pa po kaming isang kasama, si Shiela kaso wala po
siya rito. Di na po makararating kasi malelate na po. Ayun po. Meron po kasi kaming study na
ginagawa about management of research organizations po. Tapos iccover po niya yung
management ng finance department tsaka HR department po ng research organization. So
napili po namin itong organization niyo para maging informant. Yung research po kasi naming,
under revision siya so ito po yung last na informant na organization namen na nakuha, para
matapos na po yung thesis namen. So proceed na po? So uhm, what are the guidelines being
followed by your department in selecting and hiring company employees?
Ms. Tagala: Actually meron kaming dalawang ano ng staff, isang project staff tsaka yung staff
talaga ng office. Bale yung project staff, pag natapos talaga yung project, end narin yung
contract nila. While yung sa staff, continuous lang siya hanggang nandun yung regular,
hanggang maging institution.
Interviewer: So yun po, pano niyo po ba pinipili yung mga nagaapply?
Ms. Tagala: Katulad ng sa ano, may mga requirements. Sa ano muna, office staff. Usually,
parehas lang naman eh. Application, letter, curriculum vitae, certificate ng employment,
transcript of records, tsaka references, tsaka yung application form na galing sa IPD.
Interviewer: Binibigay niyo po ng libre?
Ms. Tagala: Oo. Kapag nagapply. Tapos kapag sa project staff, depende rin siguro ron sa kung
ano ang background nila. Depende ron sa project kung qualified sila ron sa position.
Interviewer: Ano po ba yung mga posisyon na madalas niyong inaapplyan?

Ms. Tagala: Research. Yung mga nagsusulat ng mga projects. Tapos meron kaming screening.
Ang unang screening ay, yung mga pinasa niyang documents ay nirereview kung pwede rin
sya sa project. Usually sa admin palang yon. Tapos tsaka mo palang ipapasa sa project head.
Tapos dun palang, nagkakaron palang ng interview dun sa nagapply. Kung sa project, ang
magiinterview sayo yung nasa project head, nasa admin, at most probably, yung sa ED. Tapos
meron silang written exam, para dun sa project. Tapos tsaka palang siya ipapasa sa Executive
Director, na hired na sya, kung pumasa na siya sa lahat. Tapos nagkakaron siya, yun nga
katulad ng una kong sinabi, kapag sa project staff, meron siyang ano eh, kumbaga di siya
naaapply sa probationary. Basta’t may project, nandun siya. Tapos ganun din yung sa office
staff, merong three months to six months na probationary. May evaluation yon galing sa ED kung
mareregular ka ba o hindi.
Interviewer: Ano pong mangyayari halimbawa di po sya mareregular? Sinusulatan niyo po ba or

understood na na dip o sya…
Ms. Tagala: Uh di pa kasi namen naeexperience yan eh. Usually, nag-end lang ang project.
Pero sa staff, kasi dati malaki silang institute, ako yung pinaka huling huling na-hire as office staff.
So nagtuloy-tuloy naman.
Interviewer: Ah. Gano na po ba kayo katagal sa organization?
Ms. Tagala: Mga 9 months. Kasi ilan nalang kami rito, ang regular staff nalang namen kasi. Tapos
halos lahat na halos project based.
Interviewer: Okay po. Next, are employees required to undergo trainings?
Ms. Tagala: Ahm, ano kasi eh. Parang di na nagbibigay ng trainings dito. Seminars nalang. Pero
mas makakasagot sa inyo si Ate Glo.
Interviewer: Ano po ba yung mga seminars? Kayo po ba yung nagbibigay or hindi?
Ms. Tagala: Meron kaming, kunwari sa mga funders, meron silang required na attendan na
seminars, kunwari may magbabayad, yung ganun. Sa finance nila, yung mga ganun. May mga
pinapaattend. Pero kung kami magpapagawa ng mga seminars, wala naman. Usually puro
meeting lang.
Interviewer: Pero nirerequire po sila?
Ms. Tagala: Depende kung sa kanila ibibigay yun ano…

Interviewer: Ah parang inaassign?
Ms. Tagala: Oo.
Interviewer: Eh tungkol san po ba yung mga seminars na inaattendan?
Ms. Tagala: Kasi, ang usually na nagcconduct ng seminar samin ay yung funders. Sila yung
nagbibigay ng guidelines kapag ano ang kailangan naming gawin, kapag magpapasa ng
financial report.
Interviewer: So what are the programs or activities in your firm for your employments’
development?
Ms. Tagala: Kay Ate Glo na ang sasagot. Kasi siya yung may alam eh. Usually kasi support lang
talaga ako sa kanila eh.
Interviewer: What are the motivating schemes of your department in order to enhance your
Ms. Tagala: Kasi nagkakaron kame ng ano eh, medyo athletic yung mga tao rito. After mga
ano, five o’clock, every week yun, tumatakbo kame. Parang bonding.
Interviewer: Tuwing kelan po yon?
Ms. Tagala: Tuwing Thursday. Tumatakbo kame sa UP.
Interviewer: Kaya pala di kayo pwede kahapon.
Ms. Tagala: Yun yung nakapagpagaan sa work. Tapos pagkabalik dito, yung iba back to work
ulet.
Interviewer: Nako, napaka healthy naman po pala ng lifestyle niyo.
Ms. Tagala: *Laughs* Tsaka may tulungan din. Pag kakain, madalas sharing, yung ganun.
Interviewer: Aside po ba ron sa mga nabanggit niyo, meron pa po ba?
Ms. Tagala: Usually, ano kasi e, katulad ngayon, bago yung ED naming…
Interviewer: Ano po yung ED?

Ms. Tagala: Executive director. Ayon, ngayong March lang siya. Parang nangangapa palang
kami sa kanya. Parang kinakausap niya kami isa-isa kung pano ang dapat gawin sa trabaho,
sakin, bawasan ang FB…*laughs*
Interviewers: *Laughs*
Ms. Tagala: Basta, kung ano yung tumutulong tsaka kung ano yung ginagalawan ng IPD.
Interviewer: Tapos, what are the schemes in promoting?
Ms. Tagala: Sa promotion kasi, parang wala pa namang nappromote simula nong pumasok ako
rito. Parang may standard din siya kung papasa ka ron. Yun, si ate Glo, siya ang tumatayo
ngayon as Admin and Finance. Dati ang ano niya lang, finance officer lang sya. Merong,
binibigyan niya kami ng ano, may pagmmeetingan namen yung mga argument, merong TOR
yun, Terms of Reference, merong nakalagay kung gano katagal yung effectivity niya. Ganun
din sa mga projects kapag maghhire ka, laging may TOR na kasama. Lahat ng job description,
lahat ng coverage, kung magkano sahod niya…
Interviewer: Usually po ba, yung projects, gaano nagtatagal?
Ms. Tagala: Depende sa funders eh. Depende kung gano kalaki yung pondo na ibibigay sa
kanila. Kung gano katagal sa pinropose, pati yung project nandun na. Minsan 6 months. Pero
pag magrerenew ng contract kung tatakbo pa, yon.
Interviewer: So next po, meron po ba kayong mga problems na naeencounter when it comes to
hiring?
Ms. Tagala: Ayun katulad ng sinabi ko, ako palang yung last na na-hire. So wala pa naman
akong naeencounter na problem sa project staff. Kasi di pa kame naghhire eh.
Interviewer: Eh sa motivating po?
Ms. Tagala: Parang wala pa naman.
Interviewer: Training and development?
Ms. Tagala: Wala pa rin.
Interviewer: So yun po.
_____________________________________________________________________________________
Organization: Institute for Popular Democracy, Administrative Department/Human Resource

Department
Interviewee: Ms. Gloria Igaya, Finance and Administrative head
Diliman, QC
Interviewer: Let’s start na po ba? Ano po ang full name?
Ms. Igaya: Gloria Igaya.
Interviewer: Educational Attainment po?
Ms. Igaya: College degree. MBA Units.
Interviewer: Ano pong position nila sa IPD?
Ms. Igaya: Finance officer ako talaga. But since nagresign yung admin officer ng walang
replacement, I have to take over kung ano man yung ginagawa niya. To the best of my
knowledge.
Interviewer: Okay po. Let’s proceed na po sa first question.
Ms. Igaya: Yung first question dapat nacover na ni Karen eh.
Interviewer: Opo. Pero sabi nya po kasi itanong pa raw po namen sa inyo eh.
Ms. Igaya: Hindi, yun na yon. I don’t need to be as detailed as that. Diba?
Interviewer: Okay po. Dun na po sa no.2. Are employees required to undergo trainings?
Ms. Igaya: Hindi sila required, but its encouraged. Actually, more yung educational
improvement, kasi may premium yung additional degree. Sa page. Dito sa research
organization. Plus kasi if you’re an MA or a PHD. So you get more paid.
Interviewer: So uh, gano po ba kadalas yung seminars or trainings?

Ms. Igaya: Wala kasi kaming that’s provided by us. Its very, ah outside opportunity na minsan
yung employee yung mismo yung nag-aano na “I insist doing this”, and uhm, ang last time na
alam ko kasi ay yung communications officer namen na nagresign na ngayon, pero dati, she
found a training in Indonesia. Parang, camp siya eh, parang summer, parang ganon, yung
summer camp pero for photographer, multi-media professionals.
Interviwer: Tapos anu-ano pa po ba yung trainings na…
Ms. Igaya: Walang formal. Wala, walang…
Interviewer: Kung ano lang po yung opportunities?
Ms. Igaya: Yes. Usually kasi, people are, lalo na now. Ang konti na ng people here, compared
dati 30 eh. Now we’re down to, like 8? No time na for uhm, trainings.
Interviewer: Okay po. No. 3. What are the programs and activities in your firm for your
employees’ development?
Ms. Igaya: Yon, same. You’re encouraged lang to learn on your own. There’s supposed to be uh,
may library jan na if you want to read yung books. Dati mas active yung acquisition ng books.
Now not so much dahil limited narin yung budget. Dati kasi may institutional budget for books.
But since nagddwindle na yung institutional funding, halos wala narin yung budget for books.
And, yung mismong staff development. Hindi na siya, mejo budgetary due to financial
constraints.
Interviewer: So parang kusa nalang po sila?
Ms. Igaya: Oo. Or if you have time for, to develop yourself. Aside from nga yung, ang formal
educational attainment.
Interviewer: Okay po. So what are the motivating schemes of your department in order to
enhance your employees’ quality of work?
Ms. Igaya: Before meron kasi silang Staff Performance Review. Pero that was clashed for some
reason or other kasi, basta may unfairness na na-notice. So, so ngayon, although may
imperative to develop a new, kasi nag-change na yung organization di na siya purely research
eh. Merong pilot on the ground program. So hindi na siya mag-aapply yung research. Kasi dati
output, kailangang may lalabas kang article for your publication. Wala na ngayon yon kasi on-
the-ground yung trabaho nila eh. May imperative to develop pero wala pa. In effect, wala pa
kaming salary increases for the last, so many years kasi wala pang manner.
Interviewer: So aside po ron, pano niyo pa po nammotivate yung mga employees niyo?
Ms. Igaya: Love for the ano nalang, yung love for the cause. And, yung camaraderie, yun
nalang. Dati kasi, may budget din for, may outing sila yearly. Under institutional, nakaabot sila sa
Palawan, sa Boracay. Ngayon, wala na. This is, this is the venue. Kahit inuman nalang, ganyan.
Venue for ano. Or minsan, like they’re into naman, physical fitness ano. May running club na
sila.
Interviewer: Ay, nabanggit nga po ni Ms. Karen kanina.
Ms. Igaya: Its more…
Interviewer: Healthy pa nga po eh.
Ms. Igaya: Oh yon, Its more-ly small things na encourage you to befriend outside of, yung office
environment.
Interviewer: Ah okay po.
Interviewer 2: So its more of the relationship po Ma’am?
Ms. Igaya: Yun nalang, yun nalang tayo. You better get along, ‘di ba?
Interviewer: Okay po. What are your schemes in promotion?
Ms. Igaya: Wala. *Laughs*. Hindi. Kasi it’s a flat, relatively flat organization eh. So may Executive
Director, dati may Deputy Director pa. Supposedly sa plantilya, but budget constraints, you
cannot hire na. So yung Executive Director, both ang direct ano niya is yung Program
Coordinator. Or ______ na ano, to be ED. And yung program coordinator, yung staff nya,
supposedly ang next in line, dun sa… But since it’s a relatively young organization, unless mag
resign yung person involved. Actually yung ED namen kareresign lang, but they got from the
outside. There’s nobody inside who wants to be promoted to the executive position.
Interviewer2: Ma’am pero po kung sakaling meron po na nag-ano rito from the inside, pano po
yung magiging sistema po ng promotion niyo ma’am?
Ms. Igaya: Uhm, yung formal process nun edi siyempre evaluation ng, fluid parin kasi yung
composition ng management committee ngayon eh. Mostly yung Executive Director, yung
Chairman of the Board, yung Treasurer, and siguro one or two Senior Managers, hindi pa yon…
Yung tatlo lang usually and some members of the Board pero hindi rin fixed yon. Yun yung
mageevaluate. Like yung Executive Director, sila yung mageevaluate kung sino yung... Wala
namang takers eh. Parang naging research committee sila, lead by chairman and treasurer.
Interviewer2: So basically po, yung inemploy lang po nong nasscreen ng Executive Director is
yung guidelines po na diniscuss ni Ms. Karlen?
Ms. Igaya: Its more, kasi ang dami namang qualified ___ eh. Its more on kung magffit ka ba sa
organization for that. ‘Cause its more nga eh, and very intimate na yung ano…
Interviewer: Ah opo. Meron po bang problems, or what are the problems encountered by your
department encountered by your department in terms of hiring?
Ms. Igaya: Sa Hiring? Ano kasi eh, since its project based mostly, minsan mas malaking say yung
project coordinator as to who should be hired. Parang sinabi niya, “eto kukunin ko si X.” As of
now wala pa kasing controlled and balanced na, its either more, yung sa kanya sometimes its
comforting to be working with X. Walang nagsasabing, “Bakit di pwede si Y? Diba mas qualified
si Z?” Ganon. Walang formal na ganun. Yun yung problem. Second is you cannot pay that
much. Syempre kahit gusto mo ng quality, quality people from UP, Ateneo, La Salle, you
cannot, mas mababa pa sa call center yung bayad mo.
Interviewer: Ayun po. In terms of motivating naman po?
Ms. Igaya: Yun ang, ang ano naman kasi, since na walang program na yearly increase eh. If an
employee is just focused on remuneration niya, there’s no motivation to see. Kasi isang taon na
ganito parin ang salary ko. Dun magkakaproblema. Pero since, sa NGO, iba yung culture…
Interviewer2: Iba po yung orientation.
Ms. Igaya: Oo, iba yung orientation. Ako personally, ako yung work hours ko here are flexible.
That what makes me stay. ‘Cause I certainly can get higher pay outside. But I don’t want to go
to the office at 8 in the morning. So I figure, yun. You have to find kasi, yung quirks kasi we
tolerate eh. Yun yung pay-off. That’s how we motivate. Sige okay lang kung medyo sintu-sinto,
mejo sintu-sinto ka jan sa tabi. As long as yung output is okay. Its fine with that. Mas, ano,
diversification, ay diversity based tsaka mas tolerant.
Interviewer: Sa training and development po?
Ms. Igaya: Training and development. Ayon budgetary most na yan ron. ‘Cause siyempre, you
want, yung people mo to be the best that they can be but your priority is the salary, more than
their training.
Interviewer: Ma’am pano niyo naman po inaaddress yung problems, punta po tayo sa hiring,
yung about sa project director.
Ms. Igaya: Uhm, supposed to be magfform ng committee. Yun yung suggestion ko. Wala pa
namang ano eh, dapat may hiring ano talaga, may hiring… Naiimplement siya sa regular staff.
Pero sa project staff, di sya naiimplement fully.
Interviewer: Sa motivating naman po?
Ms. Igaya: Wala. Just maintain, maintain camaraderie and encourage yung extracurricular
activities aside from work. Damihan yung kainan. Alam niyo naman yung mga pinoy, basta may
kainan, diba? *Laughs* The company that eats together, stays together. *Laughs again*. Yung
nga yung, yun lang kumain na kayo dyan oh.
Interviewer: So namomotivate po sila ganung paraan?
Ms. Igaya: It helps. Kasi nallighten yung mood.
Interviewer: Tapos sa training and development naman po?
Ms. Igaya: *Laughs* Walang magagawa dyan kung walang budget eh. Wala eh. Encourage
them nalang to get opportunities outside, if you cannot provide one for them. Dito kasi pag study
leave, hindi siya paid pero you’re allowed to go on sabbatical and when you come back, you
still have your job. Di katulad sa ano, pag nagleave ka ng two years, sorry. Goodbye. Dito,
meron ka paring ano.
Interviewer: So yun lang po yung mga tanong sa human resource department.

Organizaion: Statistical Research and Training Center, Finance
Interviewee: Mr. Orlando Chinilla, Chief Accountant
Place of Interview: 104 J&S Building, Kalayaan Avenue, Diliman, Quezon City
Date and Time of Interview: October 26, 2010, 11am
Interviewer1: Thank you po sir for agreeing to enlighten us about this topic. And then sir, yun nga
po sir, we’re fourth year students. I’m Krisna, *points to groupmates* Thea and Shiela. Yung thesis
po naman is about the research management of research firms. So basically po, kung paano
niyo ino-operate ang research firm niyo. And what we are about to talk about here is the
finance. Yung tungkol pos a finances po ng firm.
Mr. Chinilla: Pero aware kayo na government office ‘to?
Interviewer1: Opo. Yun po sir, let’s start po sir? Okay nap o kayo? Sir ayin po, name niyo po sir?
Mr. Chinilla: I’m Orlando Chinilla.
Interviewer1: Orlando Chinilla
Mr. Chinilla: Chinilla, ako yung accountant sa office.
Interviewer1: Educational attainment niyo po sir?

Mr. Chinilla: Educational attainment, I’m a certified public accountant. Ano lang, BSC lang.
Bachelor of Science in Commerce.
Interviewer1: Okay po sir. Gaano katagal nap o sila ditto sa SRTC?
Mr. Chinilla: Twenty years.
Interviewer1:Twenty years nap o kayo sir? And then yung nature of work niyo po sir?
Mr. Chinilla: Sa accounting.
Interviewer1: Accounting po. Okay po. Sir, religion niyo po?
Mr. Chinilla: Catholic.
Interviewer1: Ayon po sir. Let’s start po sa proper. What is the estimation of your firm’s income,
yearly?
Mr. Chinilla: Ah. Usually kasi, ang income ng SRTC since it’s a government office, bale
nagdedepende lang sa sa mga, hindi incomes yan. Pwede nating sabihin na receipts, annual
receipts no? Depende sa sa ano sa mga participants o kaya sa mga customized training. Basta
hindi sa, sa kanila depende. Sa ano, magti-training.
Interviewer1: Sir, ano po sir, yung rough estimation lang po sir.
Mr. Chinilla: Rough estimate, dalawang klase kasi yan eh. Yung meron tayong receipts na
tinatawag na trust ready. Mga trust ready, ibig sabihin two agencies na to undertake a certain
project. Bale sila ang magbibigay sa amin ng budget para dun sa project. Kami lang ang mag-
iimplement sila ang source, e. So bale, ang nangyari minsan sa isang project, mag-aalot sila ng
around two million on the average siguro a year mga around five million.
Interviewer1: Five million po?

Mr. Chinilla: Oo. Sa ano yan, yung mga tinatawag na sa training naman, merong tinatawag
kaming mga participants na sila mismo ang nagbabayad sa SRTC. Merong, merong individual,
meron ding customized. At yung customized, ibig sabihin ay agency to agency. So mga around
eight million. On the average siguro mga ten million a year.
Interviewer1: Okay po sir. Ano naman po, let’s go to the expenditures naman po.
Mr. Chinilla: Expenditures, almost ganun din.
Interviewer1: Ganun din po?
Mr. Chinilla: Kasi ang nature ng business. Ang nature ng function namin is services. So hindi kami
more on profit, hindi. Kung ano lang ang masi-serve mo sa public.
Interviewer1: Okay po. Ayun po sir. Punta naman tayo sa second question. What are the sources
of your firm’s income?
Mr. Chinilla: Yun nga, training fees.
Interviewer1: Training fees.
Mr. Chinilla: Traning fees or seminar fees.
Interviewer1: Yun lang po sir?
Mr. Chinilla: Plus research. Kasi minsan meron kaming tinatawag na, meron kaming
management fee… 10% of the total project cost pero yung management fee na yun, bale
nagagastos din naming sa aming operation.
Interviewer1: What are the primary expenses of your company naman po?
Mr. Chinilla: Primary expenses. Ah usually mga fixed ang mandatory expenses. Like rest, mga
electricity, water, communications. Kasi nga service income lang kami. Tapos yung mga travel
expenses, transportations, meetings, ano pa? Usually yun yung mga variables.
Interviewer1: Ah. Next question po. What are the factors affecting the growth of your income
and expenditures?
Mr. Chinilla: Depende sa approved budget ng ng kumbaga yung entire budget ng

bureaucracy. Pagka-ano siya, pagka walang problema, tuloy yung aming training. Kumbaga, a
anong tawag dun? Nagiging smooth yung aming training kasi may mga participants na na
magti-training, no. Kasi pag minsan pagka ang economy is nagkaroon ng economic crisism
bagkakaroon ang government ng restrictions din. Usually ang tinatamaan yung budget para sa
trainings. So walang gaanong magti-trainings sa amin kasi walang budget na ibibigay yung
government agencies, nakakaapekto sa amin yun.
Interviewer1: Ayon po sir. Aside po from the economic crisis, wala naman nap o sir?
Mr. Chinilla: Wala naman. Kasi nga usually ang pondo, ang budget naman ng SRTC is coming
from the general appropriation sa Department of Budget Management. So regular naman yun.
Interviewer1: What distribution schemes are being followed by the department in the allocation
of budget?
Mr. Chinilla: Usually sa ano pa lang, sa budget proposal pa lang, may kanya-kanya ng
allocation yung bawat division. Actually di siya department, ang tawag naming, division. So sa
tranings, merong mga may budget para sa tranings, may sa research, meron sa admin. Kanya
kanya na sila.
Interviewer1: So sir, paano niyo po dini-determine kung alin po dun yung may pinakamaraming
budget or yung appropriation ng budget niyo sir. Paano niyo po dini-determine kung ano po
yun…
Mr. Chinilla: Yung ano, yung bawat division yung kanilang.. nagbibigay sila ng, nagsa-submit
sila ng proposed budget nila. So dun naman bine-base at yun yung sina-submit naming sa
congress. So ganun nga, bale yun ang ano, ang distribution ng budget. SIla mismo ang..
manggagaling sa kanila yung proposal. Sa bawat division, isa-submit kung baga, ah, isa-submit
sa akin nung nudget officer. Yun yung gagawan nila ng proposed budget for the entire SRTC for
that particular year.
Interviewer 1: Ayun po. Which department receives the largest allocation of budget?
Mr. Chinilla: Usually, research.
Interviewer1: Sa research division po?
Mr. Chinilla: Kasi ang aming training division, meron siyang counter part nga, dun sa mga
collection na nakukuha sa mga traning participants. Ang research, wala. So totally nandun
yung budget.
Interviewer1: Okay po sir, what are the problems encountered in your division of terms of your
firm’s income?
Mr. Chinilla: Program? Come again.
Interviewer1: What are the problems encountered
Mr. Chinilla: Problems, yun nga. Pagka nagkakaroon ng.. nagkakaroon ang government ng..
anong tawag dun? Economy measures, like yung nag-aano sila, nagka-cut sila ng budget para
sa… sa training ng bawat.. bawat agency. So pag nawala, pag na-cut yun. Ibig sabihin wala
silang budget para mag-traning sa amin.
Interviewer1: Ah, sir paano niyo po ina-address yung problems niyo when it comes to your
income?
Mr. Chinilla: Problems? Ano bale pano pa yan. kasi wala sa akin yung ano eh. Yung control
niyan, kami lang yung nagma-manage niyan pero ang control talaga niyan is nasa bawat,
coming from the ano, other agencies na magti-training sa amin. Minsan din, sa research, ganun
din. Hindi sila… kung walang budget, hindi rin sila magbibigay sa amin ng pondo para sa
research kasi langing undertaken yan. So yung ganung case, paano natin ma-aaddress yan.
Minsan, nagre-resolve kami saprivate sector. Yung gustong magparticipate. So nag-aano kami,
nagbibigay kami ng through website. Parang marketing… yung aming marketing strategy na
kung baga naco-cover pati yung private sector especially yung San Miguel, Globe telecoms,
ABS-CBN.. Yung mga ano, nangangailangan ng statistics.
Interviewer1: Ayun naman po. What are the problems encountered in your division in terms of
your firm’s expenditures naman po?
Mr. Chinilla: Ah, usually kasi. Pagka government kasi, ano yan eh. Lahat ng expenses mo, meron
kaming sinusunod na basis. Mga government rules and regulations. Minsan diba, pag
nagkakaroon ng problem kasi nagiging flexible. Kailangan ong sumunod kung ano yung nasa
batas. So minsan, as accountant, hindi naaalis yung… hindi naaalis yung iisipin mo nab aka
madis-allow yan kasi medyo lumihis ka ng konti sa rules and regulations about accounting and
auditing rules and regulations. Kumbaga may existing rules and regulations na dapat mong
tigana.
Interviewer1: Ah. Sir, ayun naman po. Tungkol dun sa problem na nagbanggit niyo, paano niyo
po iyon ina-address sir?
Mr. Chinilla: Saan? Tungkol sa mga expenses? Ayon, kailangan mong ah, kailangan mong..
kailangan mo talagang sundin. Follow the rules and regulations, para ma-address mo yung
ano… yung mga problems na na-encounter mo sa.. kasi yung hindi, maaaring madis-allow yan.
Magiging problema mo pa yun kung di mo susundin. Whereas, pagka sa private ka, kung anu-
ano, ma-flexible yung ano nun e, Yung kanilang pagdi-disperese ng expenses. Pwedeng kung
ano lang yung merong company rules and regulations, pero hanggang doon lang. sa ano kasi,
sa government office buong bureaucracy yan kailangang sundin, para hindi ka magkaroon ng
problems.
Interviewer2: Sir. Di ba nabanggit niyo po kanina na, may times na nagkakaproblema po kayo
kapag hindi po flexible yung mismong sinusundan niyo sa government rules. Ano po yung
example nung halimbawa hindi siya flexible? Ano pong halimbawa yung sitwasyon?
Mr. Chinilla: Minsan gaya nung pag-procuremnt of supplies and materials, noh. Sa private kasi,
mamimili ka lang kung sino yung gusto mo. Kung sino yung, kumbaga, sa advantage ng isang
company and private company. Sa government, may susundin kang mga.. mga batas. Bago
ka makapag- makabili ng mnga… halimbawa, supplies sa labas. Kailangan munang dumann sa
me-meron rin kasing procurement service ang government. So dadaan ka muna doon. Minsan,
hassle din kasi, bago ka makakuha ng kanilang certification na wala silang supplies ngayon.
Mag-aantay ka muna. And it takes days, minsan months pa bago ka maano. E pano kung
emergency na yung ano, yung mga supplies, dib a? Or dadaan pa sa bidding, ganun. Pag
daan mo ng bidding, it takes time din, e kasi mag-aano ka muna, mag-aadvertise ka muna.
Hindi lang isa, tatlong bese ka pang mag-aadvertise. Tapos, saka ka pagkatapos mong i-
advertise yun at walang takers, dadaan ka pa sa procurement service ng government, yung
tinatawag na PhilGeps. Mag-aantay ka pa ng, ano dun. Ng kanilang response, noh? And then
kapag wala, pagka wala naman silang ganun, saka ka magsa-shopping. Mag-aano ka pa,
kumbaga, mag-mamimili ka pa ng atlesat three na pwde mong bilhan. Tapos, yan. Kumbaga
ma-ano sia. Maraming documents na pagdaraanan bago ka makabili ng gusto mong bilhin.
Meron pa?
Interviewer1: Ay sir, how about- may core values po ba yung SRTC?
Mr. Chinilla: Core values?
Interviewer1: Mga visions, missions…
Mr. Chinilla: Ah. Meron. Nasa.. hindi sinabi ni Beth sa’yo? Meron. Andun sa.. kailangan niyo yun?
Yung mission? Mission and yun?
Interviewer1: Mission, vision, goals?
Mr. Chinilla: Meron yun kami. Hingin niyo na lang kay ano.. kay Beth or yung nakadikit sa ano..
pwede niyong kopyahin.
Organization: Profiles Asia Pacific, Inc., Finance Department
Interviewee: Ms. Jennifer Villanueva, Chief Accountant
Place of Interview: LG 102, OMM-CITRA Bldg. Ortigas Center, Pasig City
Date and Time of Interview: December 16, 2010, 11:00am
Ms. Villanueva: I’m Jennifer Villanueva, a graduate of Bachelor of Science in Accountancy; I’m
staying with the company for almost seven months. And I’m the Chief Accountant here in
Profiles Asia.
Interviewer: What is the estimation of your firm’s income yearly?
Ms. Villanueva: Uh. Yearly? For the company’s income yearly, approximately, it’s a gross sales,
30 million a year.
Interviewer: And how about your expenditures yearly?
Ms. Villanueva: Expenditures, meaning expenses for the year?
Interviewer: Yes ma’am
Ms. Villanueva: For the cost of sales, it’s around 4 to 5 million a year and then for the
administrative and the marketing expenses around 12 million a year.
Interviewer: 12 million? So ma’am basically, 16 million po all in all?
Ms. Villanueva: Yes.
Interviewer: What are the sources of your firm’s income?
Ms. Villanueva: The sources of our company’s income, since our company’s income is selling
testing assessments, just like what Ma’am Pick told you before. That’s it. Our products, that’s the
main source of our income.
Interviewer: Other than that po?
Ms. Villanueva: Other than that, wala na.

Interviewer: Yung primary expenses of your company naman po?
Ms. Villanueva: Primary expenses of the company, of course the product that we sell, so we are
buying that _____ form our affiliate, from Profiles international, so that is the primary expenses that
we are paying for every year. The testing itself, the test itself.
Interviewer: Other than that po?
Ms. Villanueva: Other than that the utilities, the marketing, administrative and selling expenses
advertisements salaries and wages of employees and office supplies and then yung office
equipments na kailangan. Ayon
Interviewer: What are the factors affecting the growth of your income and expenditures?
Ms. Villanueva: Of course, factors, the first factor that affects our income is that kasi kung minsan
depened yun sa sales eh, kung malaki yung benta mas malaki yung income. Ako kung di
namin na-meet yung quota namin for the sales, expect na maliit din yung income. Yun yung
pinaka major na factor na nakakaapekto when in comes to sales, income. And then or the
expense, let’s say for the salary and wages, pag dumami yung employees so mas malaki ang
expenses namin for that. So kung may mga umalis naman o madaming ang nagresign, so liliit
diba? And another thing, yung sa utilities, may time kasi na na-experience ng company na
excessive use of electricity, power ganyan. So open lahat kahit walang gumagamit , pati
aircon, walong oras, so tumaas yung expenses naming when it comes to electricity. As in
biglang tumaas so para maminimize yung ganung klaseng expenses, nagkaroon kami ng
agreement na kapag yung aircon kailangang patayin ng every lunch time. Patayin yung
aircon, hanggang 5pm in the afternoon lang and then patayin. So yun, na-minimize naming
yung electricity expense naming. So mga ganung bagay.
Interviewer: What distributing schemes are being followed by your department in the allocation
of funds?
Ms. Villanueva: Actually, sa ngayon wala pa naman kaming scheme or directions na sinusunod
ng bawat department when it comes to allocating their budget, so ang ginagwa namin is that
let every department state their own expenses let say for the month, makikita naman namin dun
kung ano yung nilista nilang expenses favorable naman diba? From their dun lang kami nagbe-
base ng budget namin, kung meron kaming nakita dun na hindi naman dapat o kailangan, so
cross it out kung di na siya kailangang include sa budget.
Interviewer: So kayo po yung nag-aaprove kung kailangan niyo po yun?
Ms. Villanueva: Sila, si Ms. Jocelyn Pick o si Mr. Malcolm Pick, pero dadaan muna sa akin para
makita ko, tas may comment dun na ganito so, it’s up to them na na mag-decide kung isasama
nila yun o hindi?
Interviewer: Ah. So it’s for approval pa by Ms. Jocelyn and Sir Malcolm.
Ms. Villanueva: Yes
Interviewer: So which department receives the largest allocation of budget?
Ms. Villanueva: Uhm. For now, since admin ang siyang nagre-request ng office supplies and IT, I
think IT actually, IT kasi for the purchase of computers, almost every month or in a year e
madalas silang bumili ng computers dahil basically yung application ni ma’am kanina diba, on-
line yung mga exams namin so kailangan namin ng, yung medyo ano naman, __ kasi kung
hindi, mahihirapan yung mag-eexam, so basically, IT and then yung sa sales, kasi for the
advertisement, malaki yung expenses namin dun, advertisements, sa mga magazines like yung
PMAP ata yun?
Interviewer: Peoples’ Management Agency of the Philippines?
Ms. Villanueva: Uh, yeah. Ang yung sa jobstreet, jobdb, so dun kami nagpe-place nung ads.
Interviewer: So how many departments do you have here po pala?
Ms. Villanueva: We have the sales, we have the customer service, the testing center, we have
the IT department and the recruitment department and then the admin, the corporate
communications And the finance and we’re working on HR, we have only one personnel kasi sa
HR eh, so we have a personnel there, so it can be considered as department na rin,
Interviewer: So you have nine departments po?
Ms. Villanueva: Yes
Interviewer: Problems in terms of your firms income?
Ms. Villanueva: In my department only, or as a whole?
Interviewer: As a whole po
Ms. Villanueva: Uhm. I think the only thing that will affect our income is that when receivables
from clients, for example ano, a certain client, hindi siya nagbayad yung product namin, so yun
lang naman yung alam kong nae-encounter ko palang na problema, so yun.
Interviewer: So sa collection po ma’am?
Ms. Villanueva: Oo, sa collection, kapag di kami naka-collect at ayaw ng magbayad, wala
kaming magagawa.
Interviewer: Ma’am pano niyo po ina-adress yung problem niyo when it comes to collection
from the clients of the firm?
Ms. Villanueva: Actually, there are many steps na ginagawa namin like, first informing them that
they have an overdue account with us verbally, over the phone, or we go to their office and talk
to them na ganito. And then after that, kung wala pa din, we send them a demand letter
reminding them that they have a payable to us then kapag hindi pa rin, another letter ulit.
Maybe mas mabigat na yung dating nung letter hanggang sa magsabi na yung company na
hindi na nila mababayaran, o walang payment talaga na mare-receive galling sa kanila. So it’s,
the board na, sina Ms. Jocelyn na ang magde-decide through board meeting kung maco-
consider as cannot be collected na talaga.
Interviewer: So you do series of follow ups po?
Ms. Villanueva: *nods*
Interviewer: How about the problems encountered with expenditures naman po?
Ms. Villanueva: Minsan kasi di maiwasn yung biglang expenses na di naman kasama sa budget
na, may babayaran tayong ganito, may biniling item na ganito with this amount, parang ganun,
so siyempre kung hindi siya budgeted. Saan ako maghahagilap nagyon ng pambabayad ko
dun? So yung budget ko for the month, medyo magugulo siya, may re-alignment so ire-realign
mo ulit yung budget na ginawa mo for this month para ma-accommodate mo yung
unexpected expenditure nay un. Ganun. So ganun, lang. Since yung company kasi e maliit lang
naman, di ganung ka-complicated yung mga payables and expenses namin.
Interviewer: So yun po ma’am, na-mention niyo nga po na ina-address niyo lang through
realignment of your budget, ma’am monthly po kayo gumagawa ng budget?
Ms. Villanueva: Actually, gawa na siya, ideally every year ang budget, but it should be on a
monthly basis. So for a whole year. For the whole year 2011, meron na akong prepared budget
for that. So it was prepared by months.
Interviewer: Ah, so naka-breakdown na po siya per months?
Ms. Villanueva: *nods*
Interviewer: Ma’am, thank you po.

Organization: Institute for Studies of Asian Church and Culture, Finance Department
Interviewee: Ms. Adelaida Villegas, Book Keeper
Place of Interview: Units 307 & 205 Corinthian Executive Regency Ortigas Avenue, Ortigas
Center, Pasig
Date and Time of Interview: March 9, 2011 02:00pm
Interviewer: Thank you po sa pagpaunlak po a interview naming kahit super short notice na. Ako
po si Krisna, si Shiela po, graduating students po kami from PUP undertaking Bachelor in
Communication Research. Yung purpose po ng interview nato is for data generation po naming
for thesis writing. Ayun po mam. So basically po yung thesis naming is about Research
Management ng Research Firms is through identification of finance management. So kayo po
ni Miss Dhel po yung iinterview-hin-
Ms. Villegas: Ako yung Dhel.
Interviewer: Ay baligtad sorry po. So kayo po. So kayo pong dalawa ni Miss Ayds ang
iinterviewhin po naming. So, ayun po. First, start po tayo mam sa name niyo po.
Ms. Villegas: Full name?
Interviewer: Yes mam.

Ms. Villegas: Adelaida
Interviewer: Miss Adelaida-
Ms. Villegas: Villegas.
Interviewer: Villegas. Mam ano po yung position niyo sa ISACC?
Ms. Villegas: Book Keeper.
Interviewer: Book Keeper. Mam, gaano na po katagal kayo ditto sa ISACC?
Ms. Villegas: One year and nine months?
Interviewer: One year and nine months. And then mam yung-
Ms. Villegas: Nine nga ba? Kasi July yun,e.
Interviewer: Mag-i-eight. okay po. Mam, yung educational attainment niyo po?
Ms. Villegas: Graduate ako ng Accounting. Nung time na yun BSBA major in Accounting.
Interviewer: Let’s proceed na po dun sa finances natin. What is the estimation of your firm’s
income yearly?
Ms. Villegas: Yearly, dun sa inabutan ko, tulad ng sinabi ko hindi ano- based on projects, nasa
1.5 yung project na inabutan ko. Kaya lang good for 6 months yung project naming. So yun
yung basically masasabi kong income plus yung sa publication na nasa 30,000 lang yearly. Pero
depende pa rin kasi yun,e. Kung meron kasing mas maraming project, mas maraming ano-
Interviewer: Income po kayong maituturing. Mam, how about your expenditure yearly po?
Ms. Villegas: Yung expenditure kasi most- Kasi yung mga- pag may project kasi funded yun.
Yung parang pinaka-expense namin kahit walang project is yung salaries tsaka utilities. Nag-
eestimate ako ng 1.2 a year.
Interviewer: 1.2 million a year. Okay po. Yung next question po, ano po yung sources ng income
nung ISACC po?
Ms. Villegas: Tulad ng sabi ko based on grants and donation tapos- kung masasabi din na yung-
kasi ang ISACC, organization may mga miyembro yan. So merong membership fee. So hindi
naman umabot ng 20 thousand a month yun kasi sa fee lang yun. Tapos mga donations pang
individuals sa mga churches yun. Mga part ng ISACC…
Interviewer: Mam kayo po yung mga iba pang nagdodonate. Di ba po yung iba po parang
nagsi-serve sila as funder nung researches niyo. May nagdodonate po ba mam yung out of
good will lang po?
Ms. Villegas: Meron.

Interviewer: Ah, sige po. Next question po. Ano naman po yung primary expenses ng ISACC?
Ms. Villegas: Kapag walang projects yung salaries and utilities. Katulad ngayon para
makagawa kami ng mga plans, para makapagpatuloy pa rin yung mga pino-project na mga
projects, ganun. So yun yung basic na ano ng organization, yung salaries and ano…
Interviewer: Mam how about yung expenses niyo po pag may projects? Most likely ano po ba
yung kino-cover?
Ms. Villegas: Kino-cover doon, kasama doon yung salaries namin. Sa admin, may project
manager, may project director, research person, yung mga supplies, yung transpo, tapos kapag
may mga meetings, yung pagkain ganyan. Tapos may mga- tulad ng sa advocacies,
halimbawa nagbibigay sila ng budget for- kasi recording yun,e. Budget for equipment, yung
mga ganyan. Kung kailangang i-print yung materials, halimbawa book ano, yun may budget
din yan.
Interviewer: Mam, nagpi-print din po kayo ng books po, noh?
Ms. Villegas: Actually yung-hindi. Yung mga books na yan is parang ano lang din kay Madam
Melba. Halimbawa katulad ng MICA, another project yan ng ISACC, so may nasulat na books si
Madam tapos merong nagfund doon para i-print yung books. Usually yun pini-print yun sa ibang
bansa. UK, mga ganun. Hindi ko alam kung saan pa yun. Hindi ISACC talaga yung-
Interviewer: Mam, ito pong office place niyo po Mam, nire-rent niyo lang po?
Ms. Villegas: Sa ngayon, Oo.

Interviewer: So mam, they’re part of expenditure po yung office niyo.
Ms. Villegas: Kasama yun sa-
Interviewer: Utilities po mam. Okay po mam. Next na po. Ano po yung factors na nakakaaffect
dun po sa income niyo po?
Ms. Villegas: Nakaka-affect, ano yung naiisip ko kung pano nakakaapekto siguro-
Nakakaapekto dahil wala kaming income or nakaka-affect para-
Interviewer: Nakaka-apekto po para magka-income po kayo.
Ms. Villegas: Usually, yung- ang gumagawa kasi ng proposals yung E.D. namin, so siya yung
naggagawa ng proposals para maka-ano kami ng project, ganun yung ano… kami, ako sa
part ko ang ginagawa ko costing. Nagbibigay sila listing tapos ako lalagyan ko ng costing.
Tapos yung E.D. namin nag-aano talaga ng mga proposals.
Interviewer: Mam how about po yung factors po na nakaka-affect sa expenditure? Same rin
po?
Ms. Villegas: Oo. Tulad niyan. Pag may project kami, meron kaming suweldo. Pag walang
project, wala ring suweldo.
Interviewer: So basically po mam ang main factor po talaga is yung dating po ng projects sa
ISACC po?
Ms. Villegas: Yun talaga ang bumubuhay talaga sa ISACC.
Interviewer: What distribution schemes are being followed by your department in the allocation
of budget?
Ms. Villegas: Distribution scheme kasi konti lang naman kami, nakita mo naman. Ang malaki
talaga yung ano- yung project talaga.
Interviewer: Yung parang operations po mam?
Ms. Villegas: Oo. Operations nung project. Pero siyempre kasama kami pero hindi ganun-
Kumbaga siguro mga 1/3 yung budget ng Admin or part ng Finance. Dun lang sa projects- ang
mas nakakaano yung projects mismo, dun talaga mas malaki yung ano-
Interviewer: Mam, matanong ko lang po, ilan po ba yung departments dito sa ISACC?
Ms. Villegas: Parang- kasi ano lang kami Admin and Finance, tatlo kami, tapos yung TNP, yung
sa atraining dalawa.
Interviewer: So tatlo lang po.
Ms. Villegas: Yung Research, yung Advocacy.
Interviewer: Yung Advocacy po nandoon po yung research?

Ms. Villegas: Oo nandoon. Tapos yung sa training, yung mga seminars.
Interviewer: Yung Admin and Finance po magkasama saisa? Okay po. So ano pong
department yung nakaka-receive-parang nasagot niyo na nga po, yung Advocacy
Department po. Sila po yung may largest part of fund niyo po?
Ms. Villegas: Depende kasi yun sa project,e. Pero kung in terms of- pano ba yun, in terms of
salary or in terms of pagkakagasta?
Interviewer: Pagkaka-yung pinagkakagastusan. Yung parang sa kanila po napupunta yung

karamihan nung budget sa buwan po, para pong ganun.
Ms. Villegas: Kasi parang sa training din meron din naman kaya lang… Actually parang pareho
naman sila.
Interviewer: Yung training po atsaka Advocacy?
Ms. Villegas: Depende lang sa kung kelan sila magkaka-training, kung kelan- yung advocacy
kasi patuloy yan,e. Hindi pwedeng mag-pass. Tuloy-tuloy yan.
Interviewer: So meron po kayo mam. Ayun nga po. Yung pinupursue po ng ISACC kahit walang
Donors. Meron po kayo mam?
Ms. Villegas: Sa ngayon yung Advocacy.

Interviewer: Ano po yung problems na na-encounter ng Finance pagdating po sa firm’s
income?
Ms. Villegas: kapag walang dumarating na-
Interviewer: Na projects po?
Ms. Villegas: Oo, yun talaga.
Interviewer: Pero apart from that naman po, wala naman po kayong na-encounter?
Ms. Villegas: Wala naman. Kasi tulad nga ng sinabi ko, pag may projects madali lang-
Interviewer: Mam ano naman po in terms of your expenditure ano naman po yung problems na
na-encounter ng ISACC?
Ms. Villegas: Pareho din. Pag walang funds, pag walang ano, talagang mas…
Interviewer: Ah, talagang projects po. Both income and expenditure.
Ms. Villegas: Kasi Faith-based kasi,e. So kung talagang income generating may inaasahan. So
halimbawa pag nagtrabaho ka sa – pag 15 may inaasahan. So sana ganun din, part ng ISACC
na pag 15 may ano…
Interviewer: Ano po yung solutions na ini-implement niyo po san a-identify niyo pong problems
when it comes to finance?
Ms. Villegas: When it comes to finance. Solution. Kasi sa part ko as book keeper, parang hindi
naman ako yung responsible. Meron akong kino-consult na tao halimbawa katulad ni Mam
Ayds Sa kanila ako nagsasabi na walang ano sa ganun… . kulang sa utilities… so pray.
Interviewer: Mam parang ano po ba yung madalas na ina-advice nila sa inyo na gawin kapag
lumalapit po kayo sa kanila na wala nga po kayong pang-ano.
Ms. Villegas: Actually, wala naman kaming, kasi hindi naman kami puwedeng manghiram.
Wala kaming ibabayad dun. So naghihintay ng- sa part ko kasi hindi ako yung- kasi wala naman
akong hawak na pera,e. Sinasabi nila saaken, wala, nagpi-pray lang kami na may dumating.
Interviewer: So basically naghihintay lang po kayo ng donations po.
Ms. Villegas: Oo donations…
Interviewer: Mam, do you think ano po, sa tingin niyo po mam, nag-a-outsource- parang
naghahanap po ng ibang means yung E.D. niyo para makapag-produce ng pera? Or wala
naman pong-
Ms. Villegas: Meron naman. Nag-aano naman siya. Parang halos lahat na nga inanuhan,e,
ginawan ng sa proposal,e. Parang halos lahat tinry na. Kaya lang siguro talagang hindi- baka
merong hindi nagfi-fit. Yung iba naman na napadalhan, yung iba katulad ng sa DPWH, cost-
cutting sila, hindi nila priority. Yung mga kung bakit nagde-decline. Yung iba naman mas prefer
nila na magprepare sila ng sarili nilang program.
Interviewer: Okay po. Mam, parang ang bottomline po, kapag kulang kayo sa fund, nagpi-
prepare po kayo ng maraming proposals para may makuha po kayong- Mam wala na po dito
yung sunod na question pero basically naman po, masasagot niyo. Mam, pano po kayo nagpi-
prepare ng budget ng ISACC?
Ms. Villegas: Budget for the expense ng ISACC or sa project?
Interviewer: Same, ay both po.
Ms. Villegas: Kasi yung sa expense ng ISACC… Alam ko namn yung need ng ISACC. Yung mga
kailangan. Yung utilities, yung salaries. Yung sina-sum ko siya lahat for the whole year. Katulad
nitong ginawa ko. So sa part naman ng projects, depende kasi sa… atsaka sa gusto nilang
ipagawa. So ang karaniwan sa projects, ang nanyayari merong format. Tapos papalagyan lang
nila saakin ng costing. Tapos halimbawa may travel-travel. Magkano ba yung ticket papunta
dun, yung ganun. So yung final ano, si Miss Alice pa din. Sasabihin eto medyo mataas to,
bababaan ko. Kasi sa training mas mataas.
Interviewer: E mam yung pagpi-prepare po ng budget po for ISACC lang po. Nagcoconsult po
ba kayo mam sa ibang departments? Or kayo nalang po ba talaga mam. From your
knowledge po.
Ms. Villegas: Ina-ano ko lang kay Miss Ayds yung sa E.D.
Interviewer: Parang for Approval

Ms. Villegas: Bago naming ilabas yun, reviewhin ko muna. Tapos kung ano yung mga projected
na pwede naming isama
Interviewer: E mam yung sinabi po ni Mam Ayds kanina, parang solution din po yung
pagreresign po.
Ms. Villegas: Nung time kasi nila nay un. 2008 ba yun Cathy? 2008 yata yun. Wala na talaga
silang projects so ang dinecide yata nung President naming si Madam ay pag-resignin na lang
sila para- siguro para magkaroon din sila ng ibang ano. Yung iba, nagresign talaga. Pero nung
2009, pumasok kami nandito pa si Cathy. Nung time na yun may dumating na isang project.
Interviewer: A, pano ba, last na po to. Yung mga donors niyo po na nagpapagawa sa inyo ng
projects. Usually from government, individual or private?
Ms. Villegas: Usually mga NGO din sila,eh
Interviewer: Yung nagpapagawa po sainyo?
Ms. Villegas: Tulad ng… alam ko NGO din yun,eh.
Interviewer: Okay po.
Organization: Institute for Popular Democracy, Finance Department
Interviewee: Ms. Gloria Igaya, Finance and Administrative Head
Diliman, QC
Ms. Igaya: I doubt, meron bang sumasagot sa inyo niyan (referring to the first question)?
Interviewers: Meron po.
Ms. Igaya: Bahala siya, ako I cannot say this. Sources of income, more on funders yan. Mostly,
siguro 85-90% yan. 85 – 90% foreign funders yan.
Interviewer2: Eh man’am yung remaining percent po?
Ms. Igaya: Local or yung, meron kasi kaming publications eh. Meron kaming donations
donations din. Employees din, tawag dun? Related interests.
Interviewer2: Ah, so ano lang po ma’am, donors po?
Ms. Igaya: Donors lang talaga, grants. Mga ganun.

Interviewer: Ah. Okay po. Next po, what are the primary expenses of your organization?
Ms. Igaya: Yan ang mahirap i-ano eh. I-fluid. Yung mga project activities siguro. It’s like 60%-70%
program activities yan.
Interviewer: Yung remaining 30-40% po?
Ms. Igaya: Eh siyempre, personnel atsaka overhead.
Interviewer2: Ma’am yung mga program activities po, ano po ba basically ang kino-cover nun?
Ms. Igaya: Kasama na yung research. Mostly, if you want to break it down, research atsaka pilot
activities.
Interviewer: Tapos what are the factors affecting the growth of the income and expenditures of
your organizations po?
Ms. Igaya: Growth of both income and expenditures?
Interviewer: Opo.
Ms. Igaya: With income kasi, siyempre laging dependent siya sa ano. Kasi the process is,
magapapasa ka ng proposal sa funder, they have to approve it. So number one, depende
kung magugustuhan nila ang proposal mo, next, if your proposal is in line with their own
organizational thrust. For example, yung AUSAID ngayon, sabi nila we’re not doing Philippines
ngayon except Mindanao. E wala naman kaming engagement sa Mindanao in a deep scale.
So wala kami sa ano nila. Ganun yung factors na ano. And then second, wala nang nagfu-fund
institutionally now, unlike before na, ang fina-fund niya is whatever you want to do, we will fund
it. Ganun ang framing eh. Now, per project siya. With a specific output per project. Hindi yung,
for one year, fu-fundan kita ganun yung institutional funding. Parang, for one year,
susustentuhan kita. Ito, it can be three months or six months.
Interviewer2: Ma’am before po institutional funding po kayo?
Ms. Igaya: Until 2008. Tapos nawala na yung institutional funding. Actually delayed pa nga kami
eh. Yung iba, matagal nang walang institutional funding. Kaya nagdu-dwindle na rin ang NGO.
Expenditures, dapat nga di nago-grow ang expenditures. Kino-control lang talaga yan. Like uh
sabi ko nga sa inyo, from 30 na tao, naging 9. You can imagine na katakot-takot na
retrenchment ang ginawa o nagresign na yung karamihin dahil sa mga nangyaring adjustment.
Tapos yung office naming dati, would you believe na 80k ang rent. Parang can’t afford. Mas
mahal pa yan kesa sa restaurant rate. We have to move into a small, you know.
Interviewer: Ma’am dun po kami pumunta nung isang araw.
Ms. Igaya: Pero diba hinati-hati na nila yung unit? Dati dalawang unit yung isang…
Interviewer: Buti na lang po dinirect kami nung may-ari dito.
Ms. Igaya: Saan niyo po ba nakuha yung address?
Interviewers: Sa website niyo po.

Ms. Igaya: Oh? Di ba updated yun?
Interviewer2: Nagulat nga po kami. Akala po naming, malayu-layo pa po ang nilipatan niyo.
Ang sabi pa po sa amin, wala na sila rito five years ago pa. Nawindang po kami. Buti na lng po
stone’s throw lang.
Ms. Igaya: Wala pa namang five years. 2007 lang.
Interviewer: Eh, sabi po ni kuyang ano.
Ms. Igaya: Ay, four years nap ala. Tumawad pa e noh? Distribution schemes?
Interviewer: What are the distribution schemes being followed by your department in terms of
allocation of funds.
Ms. Igaya: Ano kasi yan eh. As much as I would like na may specific distribution scheme na, o
20% dito sa team na ‘to. Dati kasi we’re five teams eh, so divide ko lang yung rent by five. Hati
kayo, one, two, three, four, five. Ngayon, it’s project-based eh. So, is-straw ko lang ayon dun sa
budget sa overhead expenses. And if they don’t allocate at all, wala akong makukuha sa
project nay un at all. Yun yung problem sa ano. It can’t be fixed, every year, minsan pa nga
every quarter you have to adjust. Kung may papasok nab ago, plus bay un sa aking budget
allocation? Ayon.
Interviewer2: So ma’am paano po kayo gumagawa ng budget plans?

Ms. Igaya: *laughs* oo nga, dun nga ako naloloka eh. Ang nangyayari eh meron akong general
fund where I have the overhead expenses na hindi apparently maco-cover ng project-based.
Saka ko makikita after ng project kung may sosobra na pwedeng magcover dun. Dun ko lang
makukuha. Tas minsan, midyear magrere-align pa ako. May bagong project, o di natuloy tong
project na ‘to. It’s very fluid. Ang hirap. Mahirap. Ideally kasi, nire-require ko sila na magsubmit
ng cash flow statements. Pero hindi pa nangyayari.
Interviewer: Ah, so di pa po naiimplement?
Ms. Igaya: Ang tagal ko nang hinihingi sa kanila pero wala pa rin. Ewan ko sa kanila kung bakit
di pa rin nila binibigay sa akin. Maybe I should go hold their budget. *laughs*
Interviewer2: Ma’am segway lang po, how many departments nga po ba meron ang IPD?
Ms. Igaya: Kasi for now, there’s no such thing na as a department eh, It’s all project-based na.
so ang dalawng major projects as of now, is yung Local Governance and yung Asia, AEPF, Asia
Europe People’s Forum. Yung iba, malilit na lang na projects.
Interviewer2: Ah, so ma’am para pong…
Ms. Igaya: And then siyempre yung admin and finance.
Interviewer2: Ah, so ma’am parang yung division niyo po, yung projects niyo na lang po yung
nagigiging division niyo.
Ms. Igaya: Ganun ang nangyayari. So every year, iba iba yung departments namin.
Interviewer2: So ma’am, yung constant lang po e yung admin and finance?
Ms. Igaya: Oo.
Ms. Igaya: Yung Local Governance kasi, three years siya. Three-year project so…
Interviewer: Ah, okay po.
Ms. Igaya: So after three years, di mo naman alam kung ano pero as long as project namin siya,
kasama siya sa departments.
Interviewer: Tapos, which department receives the largest allocation of funds?
Ms. Igaya: Ah, that’s variable eh. As of now, yung dalawa ngang yun. Yung sinabi kong major
projects.
Interviewer: Ah so ma’am yung sa operations po, dun po napupunta yung budget niyo talaga?
Ms. Igaya: Dun talaga.
Interviewer: Uh. Problems na po encountered in terms of the income

Ms. Igaya: Ayon, yung sinabi ko na sa inyo. It’s very fluid. Masyado siyang fluid. Misnan
masyadong, ambilis ng project, ambilis nung time, anong tawag dun? Halimbawa three months
lang…
Interviewer: Time frame po?
Ms. Igaya: Pano ko siya ipa-plano ng three months. Dumating yung pera tapos lumabas, ah
ganun? Hindi ko siya ma-monitor kung paano gagamitin kasi dumating lumabas, ganun. Yung
time frame, yung fluidity nung ano, yung structure. Minsan yung timing nung pagpasok nung
ano, some will advance. Some will say, gumawa muna kayo ng reimbursement report saka
naming kayo i-aano. So yung pagmanage nung cash nun, madugo.
Interviewer: Opo.
Ms. Igaya: Kasi minsan, kailangan 1M ang gagastusin. Saan ako kukuha ng 1M na pang abono?
Minsan you have to juggle. You have to juggle funds among the projects.
Interviewer2: Sa solutions naman po na inaa-apply?
Ms. Igaya: More planning, yun ang ano. Constant and flexible dapat ang planning. Kasi
sometimes, magpe-prepare ako ng cash flows, sometimes it can be followed pero you have to
be flexible para kapag mag-aadjust, Second, constant monitoring. Kasi minsan, “Bakit hindi
gumagalaw ‘tong project na ‘to”? we don’t know until it’s too late that the project was
mismanaged. Yung mga three months, three months nay an, halimbawa ngayon March, April,
May. Bakit April na wala pang disbursement sa project na yan? Minsan too late mo na siya
makikita. May. Ang hirap mag-adjust, ayon.
Interviewer: Okay po.
Ms. Igaya: So, may tanong pa ba kayo?
Interviewer: Ma’am yung sinabi niyo pong pagiging flexible, yun din po ba yung sinasabi niyo na
pagre-realign ng budget? Tama po ba?
Ms. Igaya: Ang daming levels niyan eh. Kasi yung budget sometimes, you can’t re-align it
anymore because that’s what you submitted it to the funders eh. More yung, siguro yung
classifications ng accounts, dun ka lang nag-aano. Or, you have to spot early on kung magrere-
align ka sa budget kasi ipagpapalam mo pa sa funder yun. So kung one year ang project mo,
dapat magpapalam ka ng June, huwag kang magpapaalam ng November na mgare-reaalign
ka ng budget dahil mahahalatang hindi mo siya ginawa ng tama. Ay isa pa pala yun, aside
from monitoring, dapat mabilis ang aksyon. Yun kasi ang sakit ng NGO, isang katerba ang
meeting, walang action action. Mahilig magmeeting ang NGOs.
Interviewer: So yun po, ilang taon na po ba sila sa company po?
Ms. Igaya: Ah, sa company akala ko ako ang tinatanong. Kasi nagstart ako as project
accountant lang, for 2004 – 2008. 2008 lang ako nagstart as regular finance officer.
Interviewer: Pero po ngayon maam, hina-handle niyo na nga po ang admin and finance?
Ms. Igaya: Oo.
Interviewer: Yun po.

Ms. Igaya: Padalhan niyo ako ng copy. Pag di niyo ako pinadalhan, mumultuhin ko kayo.
Interviewer: Opo.
APPENDIX F:
Researchers’
Curriculum Vitae
Shiela May Familaran
A silent lip with a talkative pen is the natural picture

of this young lass. With her ink giving her thoughts, she has
the sea for stories and the land for the reality. Which is,
making the 19-year-old girl have a passionate interest in story-telling more than writing
the complicated technical scenes. But since it is about holding a pen, she will survive
both.
Shiela May Familaran graduated her high school studies in Naujan Municipal
High School wherein she represented her school on some poster making and writing
competitions. She also became the Feature and Literacy Editor of her school
publication during her secondary education. The girl is also a Dean’s Lister while taking
up her course in college. Trying her writing skills in tertiary level, she joined the writing
competition on PUP National Book Week Celebration last November 2008 and got the
1st place on the Essay Writing Contest. A far-fetched from what kind or person she is
when writing, she remained modest and calm.
She’s always at her best on performing tasks on her shoulders. She keeps her
enthusiasm and positive disposition while dealing on certain things. Judging a man’s
wisdom by hope is the thought she always wear to keep things possible. She loves
fiction books such as the works of Stephenie Meyer, Richelle Mead, Sidney Sheldon,
Robert Harris and other authors’; such a better escape from the stressful reality.
Watching adventure and horror movies and listening to the poetic lyrics of A Rocket to
the Moon, Amber Pacific, Mayday Parade and other awesome musicians seemed to
be her stress reliever, leaving no seconds to waste. She’s also posting her blogs and stuff
on her Live Journal and Tumblr accounts. The young girl also loves cosplaying anime
characters, brining fictional figures in the real world in a creative way.
Maria Krisna Parrera
“With God, nothing is impossible.” – This five-word
thought serves as an engine to help her keep the regular
flow in her life. She is living that way that’s why she believed
that she’s tracking the right path towards her distant
career. Behind her glasses, Maria Krisna Parrera is not a nerd weirdo in that fashion
degree. But with or without those lenses, intellectuality and personality could always be
distinguished in her character.
The 20- year old young lady from Bataan National High School is the name that
was accompanied by the word “wow” due to her number one rank in the entire
College of Communication during the 2010 Recognition Ceremony. In the middle of
the ringing applauses, she’s still humble and she maintained her normal approach
towards her comrades; without flaunting air or boasting presence. At times, she’s
arrogant on the situations where she needed to be one, adding points to her impressive
personality. Having a mild obsessive compulsive personality disorder isn’t a bad part for
her profile. Apparently, it helped her to become well-organized and focused on things.
She’s also reachable for those who needed her and understanding as well with the
things she encountered. Active and responsible on the tasks requiring her full mind
efforts, she’s quite responsive on the concentration calls to the extent of deactivating
her social networking accounts or putting aside things that are less serious to be taken.
She loves the color of blue and having stars on her stuff gives her delight. She has
a hobby of collecting notebooks, organizing things as she writes on its pages. She also
loves movies, watching numbers of it to fill her vacant times. She also takes pleasure in
posting blogs and stuff on her Tumblr account.
With the combination of intelligence, stunning looks and well-mannered

personality, in a profile basis, that would be a lethal asset. It’s not hers to foresee what
would she become on the coming days but she already had a clue. And with God she
always keeps in her heart, the horizon is definitely a better view.
Althea Muriel Pineda
Hitting the right note, Althea Muriel Pineda is indeed a
package of artistic abilities. Art is the exact word you can
connect with her name if you are going to list down things
about this damsel. Describing how talented she is, she can
dwell into music while lingering on her artworks. As simple as playing a guitar with a
smudge of pastel colors in her hands. This girl is cut for every creative works she could
furnish or simply saying, she’s at her best in every piece.
She had marched off her secondary studies as an honor student in Quezon City
High School. And during those high school years, she had been a placer in “Pagsulat ng
Balita”, grabbing it consistently up to the regional level. She’s also a President’s Lister
while proceeding her stepping years in her Communication Research course.
A person of strong courage, no problems could displace her joy for living. Her
sense of humor turned out to be what-her-friends-so-loved-about-her. She is an
exceptional person with her talents. Having a tough nature, she’s a hard working girl
managing stress by giving a proper reaction towards a situation. She patronized her
responsibilities with a clear idea of what needs to be done and work on problems with
creative thinking.
She usually kills her free hours by surfing the internet, posting blog and texting.
Giving details with her artistic character, she loves writing, singing and drawing.
Reading fiction books, playing guitar and listening to rock music are considered to be
her best companions during those times when sanity meets imagination and creativity.
Looking through her abilities, a promise of achievement would be envisioned

after finishing up her course. Having her mind as a source of her dreams would be like a
limitless tank she could pull all the strength and the courage from. With her spirit,
confidence and Faith in God, such completion would be seized undoubtedly that
would meet the world in her own terms.

Case Study On The Management

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Case Study On The Management

Hochgeladen von

Copyright:

Verfügbare Formate

CASE STUDY ON THE MANAGEMENT OF FOUR

SELECTED RESEARCH ORGANIZATIONS

Familaran, Shiela May M.

In partial fulfillment of the requirements for the degree Bachelor in

KRIZTINE R. VIRAY CHERRY C. PEBRE

Accepted and approved in partial fulfillment of the requirements for the

RACIDON P. BERNARTE ANGELINA E. BORICAN

Department of Communication Research College of Communication

An ocean is not enough to measure the gratefulness of the researchers to

the researchers’ parents for their incomparable and unconditional love

the informants, who provided the necessary information needed in the

Management of Four Selected Research Organizations in Metro Manila by Shiela

College of Communication, Polytechnic University of the Philippines, in partial

fulfillment of the requirement for the degree, Bachelor in Communication Research.

and spelling errors.

Ms. Marie Claire Duque

Title Page ………………………………………………………………………………..i

The Introduction …………………………...………………………… 1

II Review of Related Literature

Defining Research …………………………………………………….14

III Design and Procedure

The Research Design …………….………………………………..…36

Profile of Research Organizations ………...………………..…….. 49

V Summary of Results, Conclusions and Recommendations

Summary of Results ……………………………………………. ….....118

Matrix 1: Profile of the Research Organizations

Matrix 2: Human Resource Management of Research Organizations

Matrix 3: Finance Management of Research Organizations

Matrix 4.1: Problems Encountered in the Research Organizations’ Human

Matrix 4.2: Problems Encountered in the Research Organizations’ Finance

Matrix 5.1: Solutions Addressed in the Problems Identified in the Human

Matrix 5.2: Solutions Addressed in the Problems Identified in the Finance

Figure 1. IPO Model Based from Ludwig von Bertalanffy’s General

Figure 2. IPO Model as Applied in the Study

Appendix B: Time Table

Appendix C: Financial Statement

Appendix F: Researchers’ Curriculum Vitae

Thesis Title: Case Study on the Management of Four Selected

Research Organizations in Metro Manila

Research Approach: Qualitative Research

Researchers: Shiela May M. Familaran

Maria Krisna B. Parrera

Althea Muriel L. Pineda

Curriculum Program: Bachelor in Communication Research

Adviser: Prof. Racidon P. Bernarte

In satisfying social needs for information, research is a way of giving solution to

any systematic investigation for the purpose of establishing facts. (Encarta

As providers of information to the society, research organizations play a vital role

in our welfare. Research organizations are expected to formalize their goals,

structures, and processes by grouping people according to their functions to

operate the research business properly.

Identifying the management operations of the four selected research

following objectives were formulated: presenting the profile of the research

organizations, determining the human resource and finance management of

the research organizations, identifying the problems encountered by the Human

Resource Department and Finance Department and lastly, identifying the

solutions implemented to address the problems encountered by the

aforementioned departments of the research organizations.

General Systems Theory which suggests that viewing any organization as a

that an organization is a complicated arrangement of related parts interacting

concepts which are the input, process, and output.

subdivided to the following variably: the human resource management, finance